--- type: document title: Richlands-RCL-Comp-Plan-Current-Draft-Copyas-of-12-01-16D file: ../Richlands-RCL-Comp-Plan-Current-Draft-Copyas-of-12-01-16D.pdf tags: - Cumberland_Plateau_Planning_District_Commission docDate: null contentType: application/pdf contentLength: 4087490 sha256sum: 46530d56108186e25db69b497fb71dc0220c776db5586fd3d7cd3acac0976ad5 sha1sum: 16d183948e8a5c6e30d8eb34216db5da6eed8ab2 --- Richlands Comprehensive Plan 2016 CONTENTS 1 Introduction ......................................................................... 1 1.1 Purpose ............................................................................ 1 1.2 Authority .......................................................................... 1 1.3 Community Input ............................................................. 2 1.3.1 Community Survey ................................................... 2 1.3.2 Public Input Meeting ................................................ 3 1.3.3 Summary of Community Input ................................. 4 2 Background .......................................................................... 5 2.1 Population and Age .......................................................... 5 2.2 Housing ............................................................................ 8 2.3 Historic and Cultural Resources ..................................... 11 2.3.1 History .................................................................... 11 2.3.2 Arts, Culture & Events ............................................ 13 2.4 Environmental Resources .............................................. 16 2.4.1 Forest Resources .................................................... 16 2.4.2 Hydrology and Water Resources ........................... 16 2.4.3 Mineral & Energy Resources .................................. 18 2.5 Existing Land Use and Zoning ......................................... 20 2.5.1 Historic Development Patterns .............................. 20 2.5.2 Existing Land Use ................................................... 20 2.5.3 Existing Zoning ....................................................... 23 2.6 Economy ......................................................................... 25 2.7 Community Services, Facilities & Utilities ...................... 31 2.7.1 Recreation & Tourism ............................................ 31 2.7.2 Public Safety ........................................................... 32 2.7.3 Public Works ........................................................... 33 2.7.4 Water/Wastewater Utilities ................................... 33 2.7.5 Electric Utility ......................................................... 34 2.7.6 Gas Utility ............................................................... 35 2.8 Transportation ............................................................... 36 2.8.1 Roadway Functional Classifications ....................... 36 2.8.2 Roadway Traffic Volumes ....................................... 36 2.8.3 Alternative Transportation Options ....................... 37 3 The Plan .............................................................................. 39 3.1 Vision .............................................................................. 39 3.2 Plan Structure ................................................................. 39 3.3 Land Use & Development .............................................. 41 3.4 Housing & Neighborhoods ............................................. 43 3.5 Economic Development ................................................. 45 3.6 Community Services, Facilities & Utilities ...................... 47 3.6.1 Public Safety ........................................................... 47 3.6.2 Water/Wastewater Utilities ................................... 47 3.6.3 Streets and Roads................................................... 48 3.6.4 Sanitation ............................................................... 48 Richlands Comprehensive Plan 2016 CONTENTS 2.6 Economy, 2.7 Community Services, Facilities & Utilities... 1 Introduction... 1 2.7.1 Recreation & Tourism....... 11 Purpose. 1 2.7.2 Public Safety... 32 1.2 Authority... 1 2.7.3. Public Works... 33 1.3. Community Input... 2 2.7.4 Water/Wastewater Utilities. 33 1.3.1 Community Survey... 2 2.75 — Electric utility. 34 1.3.2 Public Input Meeting 3 2.7.6 Gas Utility 35 1.3.3. Summary of Community Input: 4 2.8 Transportation ..rcnennnnnsnnnnnnennennnnseennnee 36 2 Background. 2.8.1 Roadway Functional Classifications -...-nennee 36 2.1 Population and Age.... 2.8.2 Roadway Traffic Volumes... 36 2.2 Housing... 2.8.3 Alternative Transportation Options .....nnnnnee 37 2.3. Historic and Cultural Resources... 3 Te Plan wnesnnnnnnnnnnninnnnnnnnnnnsnnnnnsseenne 39 2.3.1 History 3.1 Vision... 39 2.3.2 Arts, Culture & Events 3B 3.2 Plan Structure. 39 2.4 Environmental RESOUrCeS ....cucseotcnesnee 16 3.3 Land Use & Development... 2.4.1 Forest Resources... 3.4 Housing & Neighborhoods... 2.4.2 Hydrology and Water Resources. 3.5 Economic Development... 2.4.3 Mineral & Energy Resources... 3.6 Community Services, Facilities & Utilities... 2.5 Existing Land Use and Zoning. 3.6.1 Public Safety. 47 2.5.1 Historic Development Pattern: 3.6.2 Water/Wastewater Utilities. 47 2.5.2 Existing Land Use ..... 3.6.3 Streets and Roads. 48 2.5.3 Existing Zoning ..... 3.6.4 Sanitation Richlands Comprehensive Plan 2016 3.6.5 Electric Utility ......................................................... 49 3.7 Transportation ............................................................... 51 4 Implementation ................................................................ 57 MAPS Existing Land Use .......................................................... after page 22 Environmental Constraints ........................................... after page 22 Land Suitable for Development .................................... after page 22 Existing Zoning .............................................................. after page 24 Nonconforming Land uses ............................................ after page 24 VDOT Functional Classifications .................................... after page 38 Average Annual Daily Traffic ......................................... after page 38 Alternative Transportation Options .............................. after page 38 Future Land Use ............................................................ after page 42 Transportation Improvement Plans .............................. after page 52 FIGURES Figure 1: Population Change ................................................... page 5 Figure 2: Tazewell Co. – Western & Northwestern District .... page 5 Figure 3: Population Change – Neighboring Areas ................. page 6 Figure 4: Population Projections ............................................. page 6 Figure 5: Projected Population in Tazewell County by Age .... page 6 Figure 6: School Enrollment .................................................... page 7 Figure 7: Housing Units ........................................................... page 8 Figure 8: Households ............................................................... page 8 Figure 9: Housing Occupancy .................................................. page 9 Figure 10: Housing Tenure ...................................................... page 9 Figure 11: Value of Owner-Occupied Housing ........................ page 9 Figure 12: Impaired Bodies of Water .................................... page 17 Figure 13: Existing Lang Use .................................................. page 21 Figure 14: Employment by Industry ...................................... page 25 Figure 15: Location Quotient by Sector 2014 ....................... page 26 Figure 16: 2004-2014 Employment Change .......................... page 27 Figure 17: 1980-2010 Virginia Coal Industry Trends ............. page 27 Figure 18: Total Town Employment ...................................... page 28 Figure 19: Town Employment Trends ................................... page 29 Figure 20: Richlands Subarea of Enterprise Zone ................. page 30 Figure 21: VDOT Functional Classifications in Richlands ....... page 36 Figure 22: Means of Transportation to Work 2009-2013 ..... page 37 Figure 23: Total Bus Trips per Year ....................................... page 38 Figure 24: Project Capital Costs (subtables a-i) .............. pages 47-49 Figure 25: Priority Road Projects in Current Regional Plan ... page 51 Figure 26: Road Projects in Previous SYIP through 2022 ...... page 52 Richlands 3.65 Electric Utility..... 3.7 Transportation . 4 Implementation... MAPS Existing Land Use .... after page 22 Environmental Constraints . after page 22 Land Suitable for Development. after page 22 Existing Zoning... after page 24 Nonconforming Land uses... after page 24 VDOT Functional Classifications.. after page 38 ‘Average Annual Daily Traffic. after page 38 Alternative Transportation Options... . after page 38 Future Land Use..... after page 42 Transportation Improvement Plans... after page 52 FIGURES Figure 1: Population Change page 5 Figure 2: Tazewell Co. - Western & Northwestern District....page 5 Figure 3: Population Change — Neighboring Areas... Figure 4: Population Projections.. Comprehensive Plan 2016 Figure 5: Projected Population in Tazewell County by Age ....page 6 Figure 6: School Enrollment Figure 7: Housing Units Figure 8: Households... Figure 9: Housing Occupancy. Figure 10: Housing Tenure... Figure 11: Value of Owner-Occupied Housing Figure 12: Impaired Bodies of Water.... Figure 13: Existing Lang Use... Figure 14: Employment by Industry Figure 15: Location Quotient by Sector 2014 Figure 16: 2004-2014 Employment Change... Figure 17: 1980-2010 Virginia Coal Industry Trends... Figure 18: Total Town Employment... Figure 19: Town Employment Trends... Figure 20: Richlands Subarea of Enterprise Zone .... Figure 21: VDOT Fun nal Classifications in Richlands......page 36 Figure 22: Means of Transportation to Work 2009-2013......page 37 Figure 23: Total Bus Trips per Year .. -page 38 Figure 24: Project Capital Costs (subtables a). pages 47-49 Figure 25: Priority Road Projects in Current Regional Plan...page 51 Figure 26: Road Projects in Previous SYIP through 2022......page 52 Richlands Comprehensive Plan 2016 1 1 INTRODUCTION 1.1 PURPOSE This Comprehensive Plan is a guide for the physical development of the Town of Richlands for the next ten years. It addresses the entire Town and is intended to positively influence all of the physical elements which make up its form. Towards this end, the overriding purpose of the Plan is to encourage the continued development of a safe, healthy and prosperous community by offering a distinctive “vision” for the Town. A Comprehensive Plan represents the most important public document for orchestrating growth and development in the years ahead. It establishes goals, objectives, and strategies to guide both civic and public activities related to land use and resource utilization for a minimum of ten years and up to twenty years. Though a Comprehensive Plan outlines a long-term vision, it is not static. It is meant to be a “living document” – continually reviewed and updated with a major update at least every five years per the Code of Virginia based on changing conditions and shifting resources. Additionally, a Comprehensive Plan is only as good as the tools and actions utilized in implementing the plans on the ground. It only really comes to life as action plans and specific project plans are developed and implemented. 1.2 AUTHORITY Chapter 22 of Title 15.2 in the Code of Virginia grants local governments distinct powers and responsibilities to plan for future growth and regulate the existing use of land within their jurisdictions. One primary way this is accomplished is through the Comprehensive Plan. Section 15.2-2223 of the Code of Virginia mandates that: The local planning commission shall prepare and recommend a comprehensive plan for the physical development of the territory within its jurisdiction and every governing body shall adopt a comprehensive plan for the territory under its jurisdiction. The Planning Commission of the Town of Richlands is tasked with the responsibility of preparing the Plan and recommending the plan for adoption by Town Council. The Richlands Comprehensive Plan was developed in the context of large shifts in the local and regional economy as the mining industry continues to decline. These changes create ripples that impact population, housing, public services and transportation and require a plan that identifies opportunities for new growth and the best use of land within the Town boundaries. Because of the need to understand these changes and their ripples, background data and data analysis make up a large part of this document. Such information is an essential element to any planning process and key to creating a Comprehensive Plan that is on target and useful. Equally essential to the planning process and the “jumping off” place for a Comprehensive Plan is community input, the subject of the next sub-section of this plan. Richlands Comprehensive Plan 2016 1 INTRODUCTION 1.1 PURPOSE This Comprehensive Plan is a guide for the physical development of the Town of Richlands for the next ten years. It addresses the entire Town and is intended to positively influence all of the physical elements which make up its form. Towards this end, the overriding purpose of the Plan is to encourage the continued development of a safe, healthy and prosperous community by offering a distinctive “vision” for the Town. A Comprehensive Plan represents the most important public document for orchestrating growth and development in the years ahead. It establishes goals, objectives, and strategies to guide both civic and public activities related to land use and resource utilization for a minimum of ten years and up to twenty years. Though a Comprehensive Plan outlines a long-term vision, it is not static. Itis meant to be a “living document” — continually reviewed and updated with a major update at least every five years per the Code of Virginia based on changing conditions and shifting resources. Additionally, a Comprehensive Plan is only as good as the tools and actions utilized in implementing the plans on the ground. It only really comes to life as action plans and specific project plans are developed and implemented. 1.2 AUTHORITY Chapter 22 of Title 15.2 in the Code of Virginia grants local governments distinct powers and responsibilities to plan for future growth and regulate the existing use of land within their jurisdictions. One primary way this is accomplished is through the Comprehensive Plan. Section 15.2-2223 of the Code of Virginia mandates that: The local planning commission shall prepare and recommend a comprehensive plan for the physical development of the territory within its jurisdiction and every governing body shall adopt a comprehensive plan for the territory under its jurisdiction. The Planning Commission of the Town of Richlands is tasked with the responsibility of preparing the Plan and recommending the plan for adoption by Town Council. The Richlands Comprehensive Plan was developed in the context of large shifts in the local and regional economy as the mining industry continues to decline. These changes create ripples that impact population, housing, public services and transportation and require a plan that identifies opportunities for new growth and the best use of land within the Town boundaries. Because of the need to understand these changes and their ripples, background data and data analysis make up a large part of this document. Such information is an essential element to any planning process and key to creating a Comprehensive Plan that is on target and useful. Equally essential to the planning process and the “jumping off” place for a Comprehensive Plan is community input, the subject of the next sub-section of this plan. Richlands Comprehensive Plan 2016 2 1.3 COMMUNITY INPUT 1.3.1 Community Survey A community survey was created to better understand citizen values and specific opinions on public services, housing, recreation and the local economy. 151 paper and 54 online surveys were received over the course of 3 months in the fall/winter of 2015- 2016. Three-quarters of survey respondents were residents of Richlands, a third work in Richlands, and two-thirds shop in the Town. Respondents of the paper survey were older, with a quarter of them retired, and only half currently employed. Whereas, 85% of online survey respondents were employed and a little over half of them had children. A majority of respondents had family ties and/or were raised in Richlands. Through these surveys it was determined that respondents were generally pleased with essential Town services, but would gladly welcome enhanced recreational opportunities, a more vibrant local economy, and improved housing options and conditions for all residents. A summary of all survey responses is found in the appendices to this plan. Town Problems Survey respondents were asked to specify what they personally believed were the three biggest problems in Richlands among a list of twelve choices with the option of writing in an “other” choice. The three most common problems chosen were lack of jobs as the top choice, drugs as the second choice, and lack of restaurants, stores and services as third. Lack of activities and events was the only other option chosen more than a quarter of the time as a current problem. Several also stated that Town leadership was inadequate and lacked unity within and cooperation with the larger community. Housing Only 15% of residents and other respondents felt that poor housing conditions was one of the largest problems, but most agreed that derelict housing and housing in disrepair is an issue to be addressed. Many strongly agreed that more affordable housing options should exist for the elderly, and disagreed that there should be more mobile homes to meet housing needs. Respondents also agreed that more single-family homes should be made available to meet housing needs in the Town. Town Services Respondents were generally satisfied with Town services. Fire and rescue services and police were listed as the most admired services. Experiences with the water, sewer, and electrical utilities were somewhat less satisfactory. Recreation The overall sentiment of respondents regarding recreation was that services and facilities are fairly adequate, but need to be better maintained and updated. Additionally, respondents indicated that the Town should add more recreational opportunities for youth and elderly alike. Residents and Town visitors expressed that they would welcome more playgrounds, more picnic facilities, and more hiking/biking trails specifically along the Clinch River, as long as they were better maintained. Many respondents would like to see safe walking trails, more communal gathering spaces, and recreational clubs become the cornerstone of leisure in Richlands. Respondents also thought that there needs to be more cultural activities that Richlands 1.3. Community INPUT 1.3.1 Community Survey ‘A community survey was created to better understand citizen values and specific opinions on public services, housing, recreation and the local economy. 151 paper and 54 online surveys were received over the course of 3 months in the fall/winter of 2015- 2016. Three-quarters of survey respondents were residents of Richlands, a third work in Richlands, and two-thirds shop in the Town. Respondents of the paper survey were older, with a quarter of them retired, and only half currently employed. Whereas, 85% of online survey respondents were employed and a little over half of them had children, A majority of respondents had family ties and/or were raised in Richlands. Through these surveys it was determined that respondents were generally pleased with essential Town services, but would gladly welcome enhanced recreational opportunities, a more vibrant local economy, and improved housing options and conditions for all residents. A summary of all survey responses is found in the appendices to this plan. Town Problems Survey respondents were asked to specify what they personally believed were the three biggest problems in Richlands among a list of twelve choices with the option of writing in an “other” choice. The three most common problems chosen were lack of jobs as the top choice, drugs as the second choice, and lack of restaurants, stores and services as third. Lack of activities and events was the only other option chosen more than a quarter of the time as a current problem. Several also stated that Town leadership was Comprehensive Plan 2016 inadequate and lacked unity within and cooperation with the larger community. Housing Only 15% of residents and other respondents felt that poor housing conditions was one of the largest problems, but most agreed that derelict housing and housing in disrepair is an issue to be addressed. Many strongly agreed that more affordable housing options should exist for the elderly, and disagreed that there should be more mobile homes to meet housing needs. Respondents also agreed that more single-family homes should be made available to meet housing needs in the Town. Town Services Respondents were generally satisfied with Town services. Fire and rescue services and police were listed as the most admired services. Experiences with the water, sewer, and electrical utilities were somewhat less satisfactory. Recreation The overall sentiment of respondents regarding recreation was that services and facilities are fairly adequate, but need to be better maintained and updated. Additionally, respondents indicated that the Town should add more recreational opportunities for youth and elderly alike. Residents and Town visitors expressed that they would welcome more playgrounds, more picnic facilities, and more hiking/biking trails specifically along the Clinch River, as long as they were better maintained. Many respondents would like to see safe walking trails, more communal gathering spaces, and recreational clubs become the cornerstone of leisure in Richlands. Respondents also thought that there needs to be more cultural activities that Richlands Comprehensive Plan 2016 3 celebrate the Town’s art and history to attract more visitors and expand tourism revenue. 1.3.2 Public Input Meeting To gather public input, the Town held a comprehensive planning workshop on the evening of December 1st, 2015 to dialogue about the future direction of the Town and to create a community vision. About thirty local residents and business owners were in attendance. The input re- ceived on a series of subjects is as follows: Housing and Neighborhoods The negative impact of vacant and blighted buildings was the most common response to questions about housing and neighborhoods. The residents in attendance strongly support community clean-up efforts, specifically in the west end of Town. Another common theme was the desire for better housing options, especially for elderly residents. Respondents wanted to see housing that was still affordable, but offered better alternatives than aging manufactured housing such as stick-built housing and retirement communities. Calls for better housing options also came with the acknowledge- ment that improved housing is difficult if household incomes do not improve. Getting Around Town (Transportation) Residents in attendance noted the lack of street lights in certain areas of Town and the poor condition of sidewalks, especially in the west end. Recreation and Culture A predominant theme expressed by those in attendance was the desire for increased events and recreational activities. Attendees noted several reasons to do so: economic development, options for youth/teens and attracting new residents. The second most common theme was the need to better leverage existing recreational assets. Suggestions included: hosting sports tourna- ments, updating Richlands Recreation Park (as a draw for the region), improving the condition of Critterville and completing plans already started for the Riverwalk Trail. Local Economy To solicit input on the Richlands economy, residents were asked to finish the statement: “The future of Richlands’ economy depends on _______.” Responses were divided between four general answers. Some attendees noted the need to focus on downtown revitalization as a driver for new business and outside visitors. Some saw the growth of the elderly population as an economic opportunity to innovate and expand services. Some noted that new jobs must pay better wages. A final, but equally common response was a concern that there was not strong enough vision, unity and cooperation to drive new economic development opportunities. Richlands Comprehensive Plan 2016 celebrate the Town’s art and history to attract more visitors and expand tourism revenue. 1.3.2 Public Input Meeting To gather public input, the Town held a comprehensive planning workshop on the evening of December 1%, 2015 to dialogue about the future direction of the Town and to create a community vision, About thirty local residents and business owners were in attendance. The input re- ceived on a series of subjects is as follows: Housing and Neighborhoods The negative impact of vacant, and blighted buildings was the most common response to questions about housing and neighborhoods. The residents in attendance strongly support community clean-up efforts, specifically in the west end of Town. Another common theme was the desire for better housing options, especially for elderly residents. Respondents wanted to see housing that was still affordable, but offered better alternatives than aging manufactured housing such as stick-built housing and retirement communities. Calls for better housing options also came with the acknowledge- ment that improved housing is difficult if household incomes do not improve. Getting Around Town (Transportation) Residents in attendance noted the lack of street lights in certain areas of Town and the poor condition of sidewalks, especially in the west end. Recreation and Culture ‘A predominant theme expressed by those in attendance was the desire for increased events and recreational activities. Attendees noted several reasons to do so: economic development, options for youth/teens and attracting new residents. The second most common theme was the need to better leverage existing recreational assets. Suggestions included: hosting sports tourna- ments, updating Richlands Recreation Park (as a draw for the region), improving the condition of Critterville and completing plans already started for the Riverwalk Trail. Local Economy To solicit input on the Richlands economy, residents were asked to finish the statement: “The future of Richlands’ economy depends on ”” Responses were divided between four general answers. Some attendees noted the need to focus on downtown revitalization as a driver for new business and outside visitors. Some saw the growth of the elderly population as an economic opportunity to innovate and expand services. Some noted that new jobs must pay better wages. A final, but equally common response was a concern that there was not strong enough vision, unity and cooperation to drive new economic development opportunities. Richlands Comprehensive Plan 2016 4 Town Services Residents were generally positive on the quality of services they received from the Town. However, some attendees advocated for the expansion of natural gas to residential users. Community Vision To solicit input on core concerns and desires for Richlands, those in attendance were asked to finish the statement: “My vision for Richlands is a community where _______.” Most attendees stressed the importance of jobs and a healthy economy that would allow residents to enjoy their lives. Economic vitality was the most important issue, followed by taking better advantage of the natural beauty of the area, strong governmental leadership and better cooperation. The Evening’s Common Thread “Grow or die” was a common sentiment when considering the future of Richlands. Many attendees noted that without new jobs and investment, children raised in Richlands would leave to find better opportunities elsewhere. Without suitable housing and good support services, the elderly would leave as well to be closer to their grown children. The four goals that emerged were: 1) proactive and collaborative leadership; 2) improved housing options; 3) less blight; and 4) a renewed emphasis on recreational and cultural activities and events all for the purpose of serving one large goal: improve the local economy. 1.3.3 Summary of Community Input In-person and in writing, residents and neighbors of Richlands communicated their concerns and vision for the future of the Town. Battered by the regional economic downturn, survey and meeting participants emphasized the importance of cultivating higher quality jobs that flourish in the modern economy and spread wealth throughout the community. Next on their agenda was a yearning for better and more affordable housing options that cater to the local demographic, both the community’s aging population and its families. Residents would also like to see an overall clean-up effort to remove blight that places an unwanted burden on the community. Once the more pressing issues are resolved, survey and meeting participants expressed that they would like to enjoy expanded recreational and cultural activities, particularly for the youth and elderly. It was felt that additional activities and events could work in tandem with efforts to revitalize the economy. Richlands, to the desire of its residents, friends and neighbors, could then better market itself as a Town with a rich and vibrant history and a wealth of culture and opportunity. However, in order to strive for this vision and sustain it for the next generation in Richlands, unity and cooperation among Town leadership is a must. Richlands Town Services Residents were generally positive on the quality of services they received from the Town. However, some attendees advocated for the expansion of natural gas to residential users. Community Vision To solicit input on core concerns and desires for Richlands, those in attendance were asked to finish the statement: “My vision for Richlands is a community where ” Most attendees stressed the importance of jobs and a healthy economy that would allow residents to enjoy their lives. Economic vitality was the most important issue, followed by taking better advantage of the natural beauty of the area, strong governmental leadership and better cooperation. The Evening’s Common Thread “Grow or die” was a common sentiment when considering the future of Richlands. Many attendees noted that without new jobs and investment, children raised in Richlands would leave to find better opportunities elsewhere. Without suitable housing and good support services, the elderly would leave as well to be closer to their grown children. The four goals that emerged were: 1) proactive and collaborative leadership; 2) improved housing options; 3) less blight; and 4) a renewed emphasis on recreational and cultural activities and events all for the purpose of serving one large goal: improve the local economy. 1.3.3 Summary of Community Input In-person and in writing, residents and neighbors of Richlands communicated their concerns and vision for the future of the Town. Battered by the regional economic downturn, survey and meeting Comprehensive Plan 2016 participants emphasized the importance of cultivating higher quality jobs that flourish in the modern economy and spread wealth throughout the community. Next on their agenda was a yearning for better and more affordable housing options that cater to the local demographic, both the community's aging population and its families. Residents would also like to see an overall clean-up effort to remove blight that places an unwanted burden on the community. Once the more pressing issues are resolved, survey and meeting participants expressed that they would like to enjoy expanded recreational and cultural activities, particularly for the youth and elderly. It was felt that additional acti and events could work in tandem with efforts to revitalize the economy. Richlands, to the desire of residents, friends and neighbors, could then better market itself as a Town with a rich and vibrant history and a wealth of culture and opportunity. However, in order to strive for this vision and sustain it for the next generation in Richlands, unity and cooperation among Town leadership is a must. Richlands Comprehensive Plan 2016 5 2 BACKGROUND 2.1 POPULATION AND AGE Projections for Richlands and the region show flat growth and an aging population. Figure 1: Population Change 1 9 9 0 2 0 0 0 2 0 1 0 1 9 9 0 -2 0 1 0 C h an ge 1 9 9 0 -2 0 1 0 % C h an ge 2 0 1 4 E st im at e 2 0 1 0 -2 0 1 4 % C h an ge Richlands 4,456 4,144 5,823 1,367 30.7% 5,583 -4.1% Western/NW Tazewell Co 15,895 14,484 18,125 2,230 14.0% No Data - Tazewell Co 45,960 44,598 45,078 -882 -1.9% 44,654 -0.9% Cumberland Plateau PDC 123,580 118,279 113,976 -9,604 -7.8% 112,785 -1.0% Source: U.S. Census, Weldon Cooper Center for Public Service Figure 1 shows population change in Richlands and the surrounding region. The 30.7% increase in Richlands’ population between 2000 and 2010 can be accounted for by the land brought into the Town by Boundary Adjustment in 2005 – 1,495 residents according to the Commission on Local Government. Without the adjustment, the population would have decreased by 2.9% between 1990 and 2010. Since 2010, the Town’s population has declined by 4.1%, as of 2014. The population for the census-designated districts of Northwestern and Western Tazewell County have been included in Figure 1 to show the population changes in areas surrounding Richlands over the same time periods. The two county districts that Richlands falls within are shown in the map in Figure 2 below. The Cumberland Plateau Planning District Commission (PDC) region, which includes Buchanan, Dickenson, Russell, and Tazewell Counties, lost 7.8% of its population – 9,604 residents – between 2000 and 2010. In contrast, the Western/Northwestern Tazewell County districts grew by 14% or by 2,230 residents. Figure 2: Tazewell County - Western and Northwestern District The increase in population surrounding Richlands may be attributed to the growth of the unincorporated “suburbs” west of Richlands including the Raven community and the approaches to Richlands along the U.S. Route 19/460 corridor including Claypool Hill and Richlands Comprehensive Plan 2016 2 BACKGROUND 2.1 POPULATION AND AGE Projections for Richlands and the region show flat growth and an. aging population Figure 1: Population Change zg 2010-2014 % Change Richlands 4456 44a 5,823 1,367 30.7% 5,583 -4.1% Western/NW TezewellCo 15,895 14,484 18,125 2,230 14.0% _No Data - TaxewellCo 45,960 44,598 45,078 __—-882_—-1.9% 44,654 -0.9% Cumberland Plateau POC 123,580 118,279 113,976 _-9,608_-7.8% 112,785 _-1.0% Source: U.S. Census, Weldon Cooper Center for Public Service Figure 1 shows population change in Richlands and the surrounding region. The 30.7% increase in Richlands’ population between 2000 and 2010 can be accounted for by the land brought into the Town by Boundary Adjustment in 2005 ~ 1,495 residents according to the Commission on Local Government. Without the adjustment, the population would have decreased by 2.9% between 1990 and 2010. ‘Since 2010, the Town's population has declined by 4.1%, as of 2014. The population for the census-designated districts of Northwestern and Western Tazewell County have been included in Figure 1 to show the population changes in areas surrounding Richlands over the same time periods. The two county districts that Richlands falls within are shown in the map in Figure 2 below. The Cumberland Plateau Planning District Commission (PDC) region, which includes Buchanan, Dickenson, Russell, and Tazewell Counties, lost 7.8% of its population ~ 9,604 residents ~ between 2000 and 2010. In contrast, the Western/Northwestern Tazewell County districts grew by 14% or by 2,230 residents. Figure 2: Tazewell County - Western and Northwestern The increase in population surrounding Richlands may be attributed to the growth of the unincorporated “suburbs” west of Richlands including the Raven community and the approaches to Richlands along the U.S. Route 19/460 corridor including Claypool Hill and 5 Richlands Comprehensive Plan 2016 6 Cedar Bluff. As can be seen in Figure 3 below, these areas have continued to grow since 1990. Figure 3: Population Change – Neighboring Areas 1990 2000 2010 1990- 2010 Percent Change Claypool Hill 1,468 1,719 1,776 + 308 21.0% Cedar Bluff 525 1,085 1,137 + 612 116.6% Raven 985 2,593 2,270 + 1,285 130.5% Source: U.S. Census Future projections (Figure 4) for Richlands and the surrounding region show population growth to remain essentially flat. However, as demonstrated in Figure 5, there is growing shift in age cohorts. Age projections for Tazewell County (the only level available) show an increase in residents over the age of 60 and a decrease in children and working age adults. Residents over the age of 60 made up 24% of the total County population in 2010. By 2040, this number is projected to be 34%. In 2010, median age was 41.3 for the Town and 37.2 nationally. Figure 4: Population Projections 2020 2030 2040 2020- 2040 Percent Change Richlands 5,832 5,841 5,850 + 18 0.3% Tazewell County 45,300 45,436 45,535 + 235 0.5% Cumberland Plateau PDC 113,334 113,370 113,558 + 224 0.2% Source: U.S. Census, Weldon Cooper Center for Public Service Figure 5: Projected Population in Tazewell County by Age Source: U.S. Census As Figure 6 on the next page shows, Tazewell County showed a 5.3% decrease in total school enrollment between 2002 and 2010, from 7,002 students to 6,628. Richlands area schools also declined in enrollment, with the exception of Richlands Elementary, which gained 48 students over this time. Combined enrollment from Richlands High School, Richlands Middle and Richlands Elementary School decreased by 4.5%. 0 500 1000 1500 2000 2500 3000 3500 4000 0 t o 4 5 t o 9 1 0 t o 1 4 1 5 t o 1 9 2 0 t o 2 4 2 5 t o 2 9 3 0 t o 3 4 3 5 t o 3 9 4 0 t o 4 4 4 5 t o 4 9 5 0 t o 5 4 5 5 t o 5 9 6 0 t o 6 4 6 5 t o 6 9 7 0 t o 7 4 7 5 t o 7 9 8 0 t o 8 4 8 5 + P o p u la ti o n Age Range 2010 Census 2040 Projection Richlands Cedar Bluff. As can be seen in Figure 3 below, these areas have continued to grow since 1990. Figure 3: Population Change - Neighboring Areas 1990- Percent 200020102010 _change Claypool 1ashu719_1768 +308 1.08% Cedar bit 52510851137 +612_1166% faven sas 2593 2270 +1285 _1305% Source: U.S. Census Future projections (Figure 4) for Richlands and the surrounding region show population growth to remain essentially flat. However, as demonstrated in Figure 5, there is growing shift in age cohorts. ‘Age projections for Tazewell County (the only level available) show an increase in residents over the age of 60 and a decrease in children and working age adults. Residents over the age of 60 made up 24% of the total County population in 2010. By 2040, this number is projected to be 34%, In 2010, median age was 41.3 for the Town and 37.2 nationally. Figure 4: Population Projections Percent 0202030 2000 Change tices saa sau sas ae 03% Tozewel county 45300 4548645535 +235 05H | CumberandPaeauP0C 15334 113370_13558 422402 | Source: U.S. Census, Weldon Cooper Center for Public Service Comprehensive Plan 2016 Figure 5: Projected Population in Tazewell County by Age 4000 3500 3000 2010 Census m 2040 Projection ‘Source: U.S. Census ‘As Figure 6 on the next page shows, Tazewell County showed a 5.3% decrease in total school enrollment between 2002 and 2010, from 7,002 students to 6,628. Richlands area schools also declined in enrollment, with the exception of Richlands Elementary, which gained 48 students over this time. Combined enrollment from Richlands High School, Richlands Middle and Richlands Elementary School decreased by 4.5%. Richlands Comprehensive Plan 2016 7 Figure 6: School Enrollment Source: Virginia Department of Education – Fall Membership Data Summary Overall population trends show flat growth or decline for Richlands, Tazewell County and the region. In contrast the surrounding nearby communities have grown significantly in the past decades, resulting in a population increase for the western portions of Tazewell County. Age projections for Tazewell County show that the number of elderly residents will grow and the numbers of children and working age adults will shrink. Correspondingly, school enrollment trends are down for the County and Town. Key Takeaway According to 2040 projections, the current population will essentially be the same, but with a higher proportion of elderly residents. Without an influx of working age adults contributing to the tax base, the population will stagnate while social assistance costs will increase due to a greater proportion of elderly residents. A change in this scenario is unlikely without new jobs and a growing economy to attract working age adults. 0 200 400 600 800 1000 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 Fa ll Sc h o o l E n ro llm e n t Year Richlands H.S. Richlands M.S. Richlands E.S. Cedar Bluff E.S. Raven E.S. Richlands Comprehensive Plan 2016 Figure 6: School Enrollment 1000 2 00 |} ———___ 5 600 | Richlands H.s. 5 100 | —. Richlands Ms 2 ——Richlands E.S. Ce —————— ae ° Re ES. EESSE8 228 ‘Source: Virginia Department of Education - Fall Membership Data Summary Overall population trends show flat growth or decline for Richlands, Tazewell County and the region. In contrast the surrounding nearby communities have grown significantly in the past decades, resulting in a population increase for the western portions of Tazewell County. ‘Age projections for Tazewell County show that the number of elderly residents will grow and the numbers of children and working age adults will shrink. Correspondingly, school enrollment trends are down for the County and Town. Key Takeaway According to 2040 projections, the current population will essentially be the same, but with a higher proportion of elderly residents. Without an influx of working age adults contributing to the tax base, the population will stagnate while social assistance costs will increase due to a greater proportion of elderly residents. A change in this scenario is unlikely without new jobs and a growing economy to attract working age adults. Richlands Comprehensive Plan 2016 8 2.2 HOUSING Housing in Richlands is primarily made up of single-family homes and mobile homes. Compared to Tazewell County, the Town has a higher percentage of mobile homes and multifamily units. Multi- family units represent a small percentage of housing in both the Town and County but mobile homes comprise almost a third of all units in Richlands. Figure 7: Housing Units Richlands Percentage Tazewell Percentage Total housing units 2,648 [x] 20,718 [x] Single Family 1,453 55% 13,789 67% Mobile home 848 32% 4,984 24% Attached and Multifamily 347 13% 1,945 9% Source: U.S. Census, American Community Survey 2009-2013 Estimates Compared to Virginia overall, Richlands has a much higher rate of mobile homes than the statewide average of 5.4% and a much lower rate of attached and multifamily units than the statewide average of 32.5%. The high rate of mobile homes in Town is partly due to the limited amount of buildable land and the historic need for affordable workforce housing. Much of the manufactured housing that was located in Richlands in the mid-20th century to meet economic demand still remains and is in poor condition. Figure 8: Households 2000 2010 Change Total households 1,882 2,552 670 Family households (families) 65.0% 63.9% -1.1% Female Householder with children under 18 5.5% 5.7% 0.2% Nonfamily households 35.0% 36.1% 1.1% Households with individuals under 18 years 25.8% 28.3% 2.5% Households with individuals 65 years and over 32.1% 29.0% -3.1% Average household size 2.20 2.28 3.6% Average family size 2.76 2.84 2.9% Source: U.S. Census As noted previously, the 2005 Boundary Adjustment makes finding trends between census counts difficult. Figure 8 is a comparison of percentages between different household types from 2000 and 2010. It demonstrates that the average household and family size grew and the percentage of elderly households shrunk. As outlined in Figure 9 on the next page, the Town added 723 housing units between 2000 and 2010, mostly due to the 2005 adjustment. The rate of occupied housing units was largely unchanged over this time. The largest change was in reduced vacancy rate for rental property. Richlands 2.2 HOUSING Housing in Richlands is primarily made up of single-family homes and mobile homes. Compared to Tazewell County, the Town has a higher percentage of mobile homes and multifamily units. Mul family units represent a small percentage of housing in both the Town and County but mobile homes comprise almost a third of all units in Richlands. Housing Units Richlands Percentage __Tazewel Total housing units 2,608 bl 20718 oT Single Family 1483 55% 13,789 on Mobile home 848 32% 4.984 24% Attached and Multifamily 307 13% 4945 9% Source: U.S. Census, American Community Survey 2009-2013 Estimates Compared to Virginia overall, Richlands has a much higher rate of mobile homes than the statewide average of 5.4% and a much lower rate of attached and multifamily units than the statewide average of 32.5%. The high rate of mobile homes in Town is partly due to the limited amount of buildable land and the historic need for affordable workforce housing. Much of the manufactured housing that was located in Richlands in the mid-20" century to meet economic demand still remains and is in poor condition. Comprehensive Plan 2016 Figure 8: Households 2000 2010 _Change Total households 4gs2 2,552 670 Family households (amie) 650% 639% -11% Female Householder with children under 18 5.5% 5.7% 0.2% Nonfamily households 380% 361% 14% Households with individuals under 18 years 258% 283% 25% Households with individuals 65 years and over 32.1% 29.0% 3.1% ‘Average household size 220 228 3.6% Average family site 276 288 29% ‘Source: U.S. Census ‘As noted previously, the 2005 Boundary Adjustment makes finding trends between census counts difficult. Figure 8 is a comparison of percentages between different household types from 2000 and 2010. It demonstrates that the average household and family size grew and the percentage of elderly households shrunk. ‘As outlined in Figure 9 on the next page, the Town added 723 housing units between 2000 and 2010, mostly due to the 2005 adjustment. The rate of occupied housing units was largely unchanged over this time. The largest change was in reduced vacancy rate for rental property. Richlands Comprehensive Plan 2016 9 Figure 9: Housing Occupancy 2000 2010 Change Total housing units 2,137 2,860 723 Occupied housing units 88.1% 89.2% 1.1% Vacant housing units 11.9% 10.8% -1.1% Homeowner vacancy rate (percent) 3.2% 2.4% -0.8% Rental vacancy rate (percent) 15.5% 10.5% -5.0% Source: U.S. Census As shown in Figure 10, the number of occupied households in Richlands grew by 670 units. The number of renter-occupied units grew at a faster rate, however, and now makes up a greater percentage of the number of total units than before. Figure 10: Housing Tenure 2000 2010 Change Occupied housing units 1,882 2,552 670 Owner-occupied housing units 68.7% 63.7% -5.0% Renter-occupied housing units 31.3% 36.3% 5.0% Source: U.S. Census Figure 11 shows the value of owner-occupied housing in relation to other communities in the County and to the County overall. Lower- and upper-quartile values can show the range of home values within a community that a median value cannot capture. The lower quartile is the value point of a house that is valued higher than 25% of other homes, and the upper quartile is the value point of a house that is valued higher than 75% of other homes. Figure 11: Value of Owner-Occupied Housing Source: U.S. Census, American Community Survey 2009-2013 Estimates Richlands has a relatively high median home value, second only to the Town of Tazewell. The Town’s lower value quartile of $41,500 shows that one out of four owner-occupied units are valued at or below $41,500. The lower quartile home value in Richlands is lower than those in Cedar Bluff, Tazewell Town and Bluefield, Va. This lower value can be an indicator of poor housing conditions and may correspond with Richland’s rate of mobile homes and manufactured housing. With the exception of Bluefield, Va., Richlands has the highest spread between lower- and upper-value quartile housing among the localities shown. This means that there may be fewer homes $- $50,000 $100,000 $150,000 $200,000 $250,000 Richlands Cedar Bluff Tazewell (Town) Bluefield (VA) Tazewell County Lower value quartile Median value Upper value quartile Richlands Comprehensive Plan 2016 Figure 9: Housing Occupancy 2000 2010 change ‘otal housing units 24372860723 ‘Occupied housing units sa1% 892% 14% Vacant housing units 119% 108% 11% Homeowner vacancy rate (percent) 32% 24% 08% Rental vacancy rte (percent) 155% 105% 50% Source: U.S. Census ‘As shown in Figure 10, the number of occupied households in Richlands grew by 670 units. The number of renter-occupied units grew at a faster rate, however, and now makes up a greater percentage of the number of total units than before. Figure 10: Housing Tenure 2000 2010 _change Occupied housing units 1982 2,552 670, (Owner-occupied housing units 687% 637% 5.0% Renter-occupied housing units 313% 363% 5.0% Source: U.S. Census Figure 11 shows the value of owner-occupied housing in relation to other communities in the County and to the County overall. Lower- and upper-quartile values can show the range of home values within a community that a median value cannot capture. The lower quartile is the value point of a house that is valued higher than 25% of other homes, and the upper quartile is the value point of a house that is valued higher than 75% of other homes. Figure 11: Value of Owner-Occupied Housing $250,000 $200,000 $150,000 $100,000 $50,000 + $ Richlands Cedar Bluff Tazewell Bluefield Tazewell (Town) (VA) County Lower value quartile m Median value = Upper value quartile ‘Source: U.S. Census, American Community Survey 2009-2013 Estimates Richlands has a relatively high median home value, second only to the Town of Tazewell. The Town’s lower value quartile of $41,500 shows that one out of four owner-occupied units are valued at or below $41,500. The lower quartile home value in Richlands is lower than those in Cedar Bluff, Tazewell Town and Bluefield, Va. This lower value can be an indicator of poor housing conditions and may correspond with Richland’s rate of mobile homes and manufactured housing. With the exception of Bluefield, Va., Richlands has the highest spread between lower- and upper-value quartile housing among the localities shown. This means that there may be fewer homes Richlands Comprehensive Plan 2016 10 available at a median price range and a higher proportion that are valued either relatively low or relatively high. Summary The housing stock in Richlands is primarily a mix of single-family and mobile and manufactured housing at a wide range of values. Though the majority of housing is owner-occupied, rates of rental housing are growing. Key Takeaway As the population of the Town and the region ages, there will be a greater demand for age-appropriate housing than is currently provided. Also, the Town has a shortage in multifamily housing and an abundance of mobile and manufactured homes compared to statewide averages. These two trends suggest that over the next few decades the Town’s growing elderly population may encounter difficulties in maintaining their existing single family homes and hence their independence. It can be expected that the need for age- appropriate housing, including apartments, townhouses, assisted living facilities, and retirement communities will continue to grow. Richlands available at a median price range and a higher proportion that are valued either relatively low or relatively high. Summary ‘The housing stock in Richlands is primarily a mix of single-far ly and mobile and manufactured housing at a wide range of values. Though the majority of housing is owner-occupied, rates of rental housing are growing. Key Takeaway As the population of the Town and the region ages, there will be a greater demand for age-appropriate housing than is currently provided. Also, the Town has a shortage in multifamily housing and an abundance of mobile and manufactured homes compared to statewide averages. These two trends suggest that over the next few decades the Town's growing elderly population may encounter difficulties in maintaining their existing single family homes and hence their independence. It can be expected that the need for age- appropriate housing, including apartments, townhouses, assisted living facilities, and retirement communities will continue to grow. Comprehensive Plan 2016 10 Richlands Comprehensive Plan 2016 11 2.3 HISTORIC AND CULTURAL RESOURCES 2.3.1 History Richlands can credit its name to the fertile soil of the Clinch River Valley. However, it was the rich and abundant coal reserves in Southwest Virginia and the extension of the railroad into the region in the late 19th century that shaped the character of the Town into the 20th century and beyond. The Town’s success has been closely reflected in the booms and busts of the coal industry since being platted in 1888. The Town is a stop along the Virginia Coal Heritage Trail, which connects several towns through seven counties in Southwest Virginia’s historic coal mining region. Visitors and local residents can visit the Coal Miners’ Memorial and the soon to be renovated Railroad Section House. The Railroad Section House was the home of the railroad section foreman, tasked with maintaining the section of railroad in and around the Town. The historic building was erected in the 1890’s by the Norfolk and Western Railroad and still has its original board and batten siding, windows and tin roof to this day. Once renovated, the Railroad Section House will document and interpret the Town’s railroad and coal heritage. The Coal Miners’ Memorial of the Commonwealth is located in a prominent location in front of Town Hall. This attractive memorial is the official state memorial and is a tribute to coal miners throughout the region, especially those who lost their lives in mining-related accidents. Surrounding the Coal Miners’ Memorial is the Richlands Historic District. This district is part of the original Town street grid as laid out by the Clinch Valley Iron and Coal Company in 1888. This district includes Richlands’ historic downtown area and earliest residential Railroad Section House Source: Rod Cury Coal Miners’ Memorial Source: Visittazewellcounty.org Richlands Comprehensive Plan 2016 2.3 HISTORIC AND CULTURAL RESOURCES 2.3.1 History Richlands can credit its name to the fertile soil of the Clinch River Valley. However, it was the rich and abundant coal reserves in Southwest Virginia and the extension of the railroad into the region. in the late 19" century that shaped the character of the Town into the 20" century and beyond. The Town’s success has been closely reflected in the booms and busts of the coal industry since being platted in 1888. The Town is a stop along the Virginia Coal Heritage Trail, which connects several towns through seven counties in Southwest Virginia’s historic coal mining region. Visitors and local residents can visit the Coal Miners’ Memorial and the soon to be renovated Railroad Section House. Ce ae Railroad Section House Source: Rod Cury The Railroad Section House was the home of the railroad section foreman, tasked with maintaining the section of railroad in and around the Town. The historic building was erected in the 1890's by the Norfolk and Western Railroad and still has its original board and batten siding, windows and tin roof to this day. Once renovated, the Railroad Section House will document and interpret the Town's railroad and coal heritage. The Coal Miners’ Memorial of the Commonwealth is located in a prominent location in front of Town Hall. This attractive memorial is the official state memorial and is a tribute to coal miners throughout the region, especially those who lost their lives in mining-related accidents. a > Coal Miners’ Memorial ‘Source: Visittazewellcounty.org Surrounding the Coal Miners’ Memorial is the Richlands Historic District. This district is part of the original Town street grid as laid out by the Clinch Valley Iron and Coal Company in 1888. This district, includes Richlands’ historic downtown area and earliest residential cry Richlands Comprehensive Plan 2016 12 neighborhood, both of which show the architectural styles prominent in the late 19th and early 20th centuries. The creation of murals and the Fire and Rescue Department sculpture in the downtown (seen at right) highlight the Town’s history and creativity. Additionally, the Richlands Farmer’s Market is located down- town. Venues like these help generate needed downtown foot traffic and serve to draw people to the Town from across the region. Downtown Murals and Fire & Rescue Sculpture Source: Photographs by Community Planning Partners Richlands Historic District Source: Virginia Department of Historic Resources Richlands Comprehensive Plan 2016 neighborhood, both of which show the architectural styles prominent in the late 19" and early 20" centuries. Richlands Historic District ‘Source: Virginia Department of Historic Resources The creation of murals and the Fire and Rescue Department sculpture in the downtown (seen at right) highlight the Town's history and creativity. Additionally, the Richlands Farmer's Market is located down- town. Venues like these help generate needed downtown foot traffic and serve to draw people to the Town from across the region. Downtown Murals and Fire & Rescue Sculpture Source: Photographs by Community Planning Partners 12 Richlands Comprehensive Plan 2016 13 The Tazewell Avenue Historic District was developed after the Richlands Historic District, but has similar architecture. The neighborhood includes a commercial district that fronts the railroad with a residential district laid out in a grid pattern behind it. Architectural styles include Late Victorian and Queen Ann homes, but also more modest Colonial Revival, American Craftsmen and Bungalow styles. Historic commercial buildings in this district are two-story brick structures that provide storefront commercial and retail space along the sidewalk. The Williams House is the only building in Richlands singularly listed on the State and National Historic Registers. It was built in 1890 and is one of the earliest buildings constructed in the Town. It was built to serve as the main office for the Clinch Valley Iron and Coal Company that intended to transform Richlands into a prominent coke and iron manufacturing center. 2.3.2 Arts, Culture & Events Richlands honors its culture and heritage by coordinating a number of community-wide annual events and serving as a local hub for the arts in Tazewell County. CART (Citizens for the Arts), CART, operating for 36 continuous years, is located near Richlands’ public library. Funded by state and national arts endowments and the area’s local governments, CART supports the performing arts. A core value of CART is to provide Arts-in-Education programs that enlighten the public and nurtures students. Over the course of the year CART schedules, organizes and stages numerous theatrical, Tazewell Avenue Historic District Source: Virginia Department of Historic Resources The Williams House Source: Town of Richlands Richlands Comprehensive Plan 2016 The Tazewell Avenue Historic District was developed after the Richlands Historic District, but has similar architecture. The neighborhood includes a commercial district that fronts the railroad with a residential district laid out in a grid pattern behind it. Architectural styles include Late Victorian and Queen Ann homes, but also more modest Colonial Revival, American Craftsmen and Bungalow styles. Historic commercial buildings in this district are two-story brick structures that provide storefront commercial and retail space along the sidewalk. Tazewell Avenue Historic District ‘Source: Virginia Department of Historic Resources The Williams House is the only building in Richlands singularly listed on the State and National Historic Registers. It was built in 1890 and is one of the earliest buildings constructed in the Town. It was built to serve as the main office for the Clinch Valley Iron and Coal Company that intended to transform Richlands into a prominent coke and iron manufacturing center. The Williams House Source: Town of Richlands 2.3.2 Arts, Culture & Events Richlands honors its culture and heritage by coordinating a number of community-wide annual events and serving as a local hub for the arts in Tazewell County. CART, operating for 36 continuous years, is located near Richlands’ public library. Funded by state and national arts endowments and the area's local governments, CART supports the performing arts. A core value of CART is to provide Arts-in-Education programs that enlighten the public and nurtures students. Over the course of the year CART schedules, organizes and stages numerous theatrical, 13 Richlands Comprehensive Plan 2016 14 dance and musical performances at various venues throughout Richlands and Tazewell County for the public to enjoy. Richlands Farmers’ Market The Richlands Farmers’ Market is owned and operated by the Town of Richlands and operates six days per week from April 1 to December 31. The Town funds the Market so that area small businesses and organization can find a staging area for their economic endeavors and is open to area farmers, gardeners, crafts persons, and food vendors. Richlands Annual Freedom Festival The Freedom Festival has become a regular annual event in mid- summer supported by a host of local and regional sponsors. Across the two-day event, a variety of attractions and vendors are amassed to illustrate the culture, history, and artisanship of the Clinch Valley region. Festival participants enjoy historical tours and reenact- ments, musical performances, a motorcycle show, unique art, patriotic contests, carnival rides, a 5K race, and large fireworks display. Annual Winter Honey Festival This festival is an annual gathering of Richlands area beekeepers, craftsmen, and honey artisans to showcase their bee-related craft. Over 40 vendors participate in the festival representing a variety of honey types and other handcrafted items. Richlands Annual Town Wide Yard Sale The annual Town Wide Yard Sale is sponsored and hosted by the Freedom Festival Committee. Serving as a treasure-seeking occasion not only for Richlands, but Tazewell County as well, the event is held in late spring each year. Local Parades Richlands also sponsors or hosts a number of parades each year that have wide draw including the Richlands High School Homecoming Parade, a Veteran’s Parade, and the annual Christmas Parade. Summary Richlands’ rail and coal history provide a strong sense of place and heritage and the historic districts help communicate its history. Citizens are rightfully proud of this history and these symbols of the past. Richlands also has a growing array of arts, culture and big events that not only entertain and inspire local citizens, but serve as a draw to the community. The Richlands Farmers’ Market Source: Town of Richlands Richlands dance and musical performances at various venues throughout Richlands and Tazewell County for the public to enjoy. Richlands Farmers’ Market The Richlands Farmers’ Market is owned and operated by the Town of Richlands and operates six days per week from April 1 to December 31. The Town funds the Market so that area small businesses and organization can find a staging area for their economic endeavors and is open to area farmers, gardeners, crafts persons, and food vendors. The Richlands Farmers’ Market Source: Town of Richlands Richlands Annual Freedom Festival The Freedom Festival has become a regular annual event in summer supported by a host of local and regional sponsors. Across the two-day event, a variety of attractions and vendors are amassed to illustrate the culture, history, and artisanship of the Clinch Valley Comprehensive Plan 2016 region. Festival participants enjoy historical tours and reenact- ments, musical performances, a motorcycle show, unique art, patriotic contests, carnival rides, a SK race, and large fireworks display. Annual Winter Honey Festival This festival is an annual gathering of Richlands area beekeepers, craftsmen, and honey artisans to showcase their bee-related craft. Over 40 vendors participate in the festival representing a variety of honey types and other handcrafted items. Richlands Annual Town Wide Yard Sale The annual Town Wide Yard Sale is sponsored and hosted by the Freedom Festival Committee. Serving as a treasure-seeking occasion not only for Richlands, but Tazewell County as well, the event is held in late spring each year. Local Parades Richlands also sponsors or hosts a number of parades each year that have wide draw including the Richlands High School Homecoming Parade, a Veteran's Parade, and the annual Christmas Parade. Summary Richlands’ rail and coal history provide a strong sense of place and heritage and the historic districts help communicate its history. Citizens are rightfully proud of this history and these symbols of the past. Richlands also has a growing array of arts, culture and big events that not only entertain and inspire local citizens, but serve as a draw to the community. 14 Richlands Comprehensive Plan 2016 15 Key Takeaway Richlands’ rail and coal history, as well as its historic districts should be protected and showcased as a means of maintaining community pride and attracting visitors. The Town’s arts, culture and event offerings should be expanded and utilized as a means of marketing the Town and supporting Richlands economic development efforts. Richlands Comprehensive Plan 2016 Key Takeaway Richlands’ rail and coal history, as well as its historic districts should be protected and showcased as a means of maintaining community pride and attracting visitors. The Town's arts, culture and event offerings should be expanded and utilized as a means of marketing the Town and supporting Richlands economic development efforts. 15 Richlands Comprehensive Plan 2016 16 2.4 ENVIRONMENTAL RESOURCES 2.4.1 Forest Resources One of the Town’s most important resources is its character as a rural community located in a natural setting. The Town is surrounded by hills and ridgelines, most of which are forested. These forested slopes protect against erosion and create attractive vistas for citizens and visitors alike. At the same time, this defining feature also limits development in Richlands. Because development on steep slopes can lead to soil erosion that impacts streams and rivers and potentially undermines building safety, modern building codes limit construction on steep slopes. Construction on slopes above 25% grade is not advised and above 33% is not allowed by the International Building Code (IBC), a provision that is incorporated into the Virginia Uniform Statewide Building Code (USBC). Additionally, the IBC (and hence the (USBC) recommends a setback of 40 feet from the top of a steep slope and 15 feet from the bottom of a steep slope. As delineated in Figure 12 on page 16 and depicted in the Environmental Constraints Map and Land Suitable for Development Map that follow page 21, these restrictions limit the amount of undeveloped land in Richlands that is suitable for development. 2.4.2 Hydrology and Water Resources The Clinch River, traversing through the center of Richlands, is a crown jewel natural resource in Southwest Virginia. Originating in the mountains northeast of Town, the river travels some 135 miles through Tazewell, Russell, Wise, and Scott counties before reaching Tennessee. With its smooth valleys carved out of the mountains and foothills, the Clinch has played a considerable role in the exploration and settlement of Southwest Virginia. The Clinch is truly a treasure trove of aquatic life. According to the Virginia Department of Game and Inland Fisheries, the river supports about 50 species of mussels, more than any other river in the world. Over 100 species of non-game fish also claim the Clinch as their home. Lying toward the bottom of the food chain, they play an important role in the survival of other fish and mussel species. The variety of sport fish that flock to the Clinch make it an ideal destination for anglers. Looking North from Richlands Town Hall Richlands 2.4 ENVIRONMENTAL RESOURCES 2.4.1 Forest Resources One of the Town’s most important resources is its character as a rural community located in a natural setting. The Town is surrounded by hills and ridgelines, most of which are forested. These forested slopes protect against erosion and create attractive vistas for citizens and visitors alike. At the same time, this defining feature also limits development in Richlands. Because development on steep slopes can lead to soil erosion that impacts streams and rivers and potentially undermines building safety, modern building codes limit construction on steep slopes. Construction on slopes above 25% grade is not advised and above 33% is not allowed by the International Building Code (IBC), a provision that is incorporated into the Virginia Uniform Statewide Building Code (USBC). Additionally, the IBC (and hence the (USBC) recommends a setback of 40 feet from the top of a steep slope and 15 feet from the bottom of a steep slope. As delineated in Figure 12 on page 16 and depicted in the Environmental Constraints Map and Land Suitable for Development Map that follow page 21, these restrictions limit the amount of undeveloped land in Richlands that is suitable for development. 2.4.2 Hydrology and Water Resources The Clinch River, traversing through the center of Richlands, is a crown jewel natural resource in Southwest Virginia. Originating in the mountains northeast of Town, the river travels some 135 miles through Tazewell, Russell, Wise, and Scott counties before reaching Tennessee. With its smooth valleys carved out of the mountains Comprehensive Plan 2016 Looking North from Richlands Town Hall and foothills, the Clinch has played a considerable role in the exploration and settlement of Southwest Virginia, The Clinch is truly a treasure trove of aquatic life. According to the Virginia Department of Game and Inland Fisheries, the river supports about 50 species of mussels, more than any other river in the world. Over 100 species of non-game fish also claim the Clinch as their home. Lying toward the bottom of the food chain, they play an important role in the survival of other fish and mussel species. The variety of sport fish that flock to the Clinch make it an ideal destination for anglers. 16 Richlands Comprehensive Plan 2016 17 While a natural marvel for Richlands, the Clinch and the low-lying lands adjacent to it can on occasion flood from heavy rain events that fill the Clinch’s mountain feeder streams and rush into the main stem. The Clinch’s extent and the 100-year flood plain surrounding it are shown in the Environmental Constraints Map that follows page 21. The Environmental Protection Agency (EPA) monitors water quality for the Clinch River as well as the creeks that feed it. The following bodies of water have been listed as impaired in one form or another: Figure 12: Impaired Bodies of Water Name Length (miles) Impacted Function Probable Cause Clinch River (from the eastern terminus of River Street to Raven) 3.37 Fish Consumption (Mercury in tissue), Recreation Unknown (Mercury), Rural Residential, and Stormwater Runoff Clinch River (from the eastern terminus of River Street to Cedar Bluff) 11.77 Recreation (E Coli present) Unknown Town Hill Creek 0.25 Aquatic Life, Recreation Rural Residential , Silviculture Big Creek 1.33 Aquatic Life, Recreation Coal Mining, Silviculture, Rural Residential Mudlick Creek 2.43 Aquatic Life, Recreation Rural Residential, Unknown Source: EPA Water Quality Assessment The most commonly listed “probable cause” of impairment are rural land uses. The impact of septic systems and livestock can both increase levels of E Coli. The presence of E Coli doesn’t necessarily mean that there are disease-causing bacteria present in the water, but it is a good indicator that other more harmful bacteria might be present and swimming or eating shellfish might be a health risk per EPA guidance. Important steps can be taken locally to reduce levels of E Coli: the extension of public sanitary sewer to all households in the Town, the restoration of vegetated buffers along the creeks and the Clinch River, fencing around creeks and the river where livestock are located, and ensuring that local residents pick up pet waste. The presence of mercury in fish tissue has been identified in the Clinch River, however the Virginia Department of Health has not issued a fish consumption advisory for the river or any local tributary. It should be noted that some of the impacts to the local watershed result from uses beyond the Town boundaries – mining and silviculture. Even with these challenges, the Clinch River is being recognized more and more as a regional asset that not only needs protection, but can also provide opportunity. As part of a regional initiative to expand access to the Clinch River, the Town has been designed as one of the “Hometowns of the Clinch.” The Clinch River Valley Initiative (CRVI) is a collaboration among local, regional and state organizations to improve the environmental quality of the river, provide opportunities for increased recreational access and connect the River to economic development strategies for communities in the Clinch River Valley. CRVI has five goals: 1. Develop a Clinch River State Park. 2. Develop and integrate access points, trails, and camp- grounds along the Clinch River. Richlands Comprehensive Plan 2016 While a natural marvel for Richlands, the Clinch and the low-lying lands adjacent to it can on occasion flood from heavy rain events that fill the Clinch’s mountain feeder streams and rush into the main stem. The Clinch’s extent and the 100-year flood plain surrounding it are shown in the Environmental Constraints Map that follows page 21. The Environmental Protection Agency (EPA) monitors water quality for the Clinch River as well as the creeks that feed it. The following bodies of water have been listed as impaired in one form or another: ‘Length Impacted Function Probable Cause (ites) Clinch River (rom the eastern 3.37 ‘Fish Consumption Unknown (Mercury), ‘terminus of River Street to (Mercuryin issue), Rural Residential, Raven) Recreation and Stormwater Runoff Clinch River from the eastern 11.7 Recreation (E Cali Unknown terminus of River Street to present) Cedar Blut) ‘Town Hill Creek 025 Aquatic Life, ural Residential, Recreation Silviculture Big Creek 1.33 Aquatic Life, Coal Mining, Recreation Silviculture, Rural Residential ‘Mudlick Creek 2.43 Aquatic tife, Rural Residential, Recreation Unknown, Source: EPA Water Quality Assessment The most commonly listed “probable cause” of impairment are rural land uses. The impact of septic systems and livestock can both increase levels of E Coli. The presence of E Coli doesn’t necessarily mean that there are disease-causing bacteria present in the water, but itis a good indicator that other more harmful bacteria might be present and swimming or eating shellfish might be a health risk per EPA guidance. Important steps can be taken locally to reduce levels of E Coli: the extension of public sanitary sewer to all households in the Town, the restoration of vegetated buffers along the creeks and the Clinch River, fencing around creeks and the river where livestock are located, and ensuring that local residents pick up pet waste. The presence of mercury in fish tissue has been identified in the Clinch River, however the Virginia Department of Health has not issued a fish consumption advisory for the river or any local tributary. It should be noted that some of the impacts to the local watershed result from uses beyond the Town boundaries ~ mining and silviculture. Even with these challenges, the Clinch River is being recognized more and more as a regional asset that not only needs protection, but can also provide opportunity. As part of a regional initiative to expand access to the Clinch River, the Town has been designed as one of the “Hometowns of the Clinch.” The Clinch River Valley Initiative (CRVI) is a collaboration among local, regional and state organizations to improve the environmental quality of the river, provide opportunities for increased recreational access and connect the River to economic development strategies for communities in the Clinch River Valley. CRVI has five goals: 1, Develop a Clinch River State Park. 2. Develop and integrate access points, trails, and camp- grounds along the Clinch River. 7 Richlands Comprehensive Plan 2016 18 3. Enhance water quality in the Clinch River. 4. Develop and enhance environmental education oppor- tunities for all community members in the Clinch River watershed. 5. Connect and expand downtown revitalization, marketing and entrepreneurial development opportunities in the Clinch River Valley. Currently the U.S. Fish and Wildlife Service has partnered with the Richlands Christian Academy on the Mile 3118 Riverbank and Riparian Corridor Restoration Project to regrade and stabilize a portion of the River in Richlands to its original channel. These local and regional efforts are already beginning to pay dividends including CRVI being awarded the Scenic Virginia’s Scenic Tourism Award in 2015. 2.4.3 Mineral & Energy Resources Some of the earliest coal mined in America was mined in Central Virginia just south of Richmond and for many years, small coal mines existed in both eastern Virginia and portions of the Blue Ridge and Alleghany Mountains. As the extent of the Southwest Virginia Coalfield was more fully explored and with the help of the railroad, coal mining in the lucrative Southwest Virginia Coalfield far surpassed the production of these early finds and they were all abandoned by the early 1950’s. In Southwest Virginia there are over 70 individual coal beds within the rock layer beginning in western Tazewell, Russell and Scott Counties and extending further into Southwest Virginia and into West Virginia and Kentucky. The bituminous coal that is native to these coalfields is regarded as among the highest quality, with less than 1 percent sulfur, less than 10 percent ash, and high heat content. Though production has been declining each year since the early 1990s, the value of the quality coal that remains has increased from the uptake in demand for metallurgical coal and high-grade steam coal according to the Virginia Department of Mines, Minerals and Energy. As coal mining has declined, hydraulic fracking of natural gas reserves has heightened in intensity. Continued development of the gas present in the Marcellus Shale sediment formation that extends into this part of Virginia serves as an opportunity for energy independence and economic development, particularly for workers in the out-of-commission coal mines. The Division of Mine Land Reclamation within the Department of Mines, Minerals and Energy (DMME) is tasked with correcting environmental and public safety hazards posed by abandoned mines and former mining activity like landslides, land subsidence, stream sedimentation, dangerous structures, acid mine drainage and open mine portals. DMME classifies items in three priority levels: Priority 1 - features posing an extreme danger to public health and safety; Priority 2 - features posing adverse effects to public health and safety; and Priority 3 - features posing environmental concerns. There is one Priority 2 hazard within Town boundaries that is prioritized for abatement. According to a representative from DMME, this particular feature is a “low Priority 2” as it is the remains of an abandoned brick structure that is causing some erosion. No Priority 1 threats were located within one mile of Town boundaries. Per Figure 12, impacts to local water quality are primarily tied to rural land uses like septic systems and livestock. Richlands 3. Enhance water quality in the Clinch River. 4, Develop and enhance environmental education oppor- tunities for all community members in the Clinch River watershed. 5. Connect and expand downtown revitalization, marketing and entrepreneurial development opportunities in the Clinch River Valley. Currently the U.S. Fish and Wildlife Service has partnered with the Richlands Christian Academy on the Mile 3118 Riverbank and Riparian Corridor Restoration Project to regrade and stabilize a portion of the River in Richlands to its original channel. These local and regional efforts are already beginning to pay dividends including CRVI being awarded the Scenic Virginia’s Scenic Tourism Award in 2015. 2.4.3 Mineral & Energy Resources Some of the earliest coal mined in America was mined in Central Virginia just south of Richmond and for many years, small coal mines existed in both eastern Virginia and portions of the Blue Ridge and Alleghany Mountains. As the extent of the Southwest Virginia Coalfield was more fully explored and with the help of the railroad, coal mining in the lucrative Southwest Virginia Coalfield far surpassed the production of these early finds and they were all abandoned by the early 1950's. In Southwest Virginia there are over 70 individual coal beds within the rock layer beginning in western Tazewell, Russell and Scott Counties and extending further into Southwest Virginia and into West Virginia and Kentucky. The bituminous coal that is native to these coalfields is regarded as among the highest quality, with less than 1 percent sulfur, less than Comprehensive Plan 2016 10 percent ash, and high heat content. Though production has been declining each year since the early 1990s, the value of the quality coal that remains has increased from the uptake in demand for metallurgical coal and high-grade steam coal according to the Virginia Department of Mines, Minerals and Energy. ‘As coal mining has declined, hydraulic fracking of natural gas reserves has heightened in intensity. Continued development of the gas present in the Marcellus Shale sediment formation that extends into this part of Virginia serves as an opportunity for energy independence and economic development, particularly for workers in the out-of-commission coal mines. The Division of Mine Land Reclamation within the Department of Mines, Minerals and Energy (DMME) is tasked with correcting environmental and public safety hazards posed by abandoned mines and former mining activity like landslides, land subsidence, stream sedimentation, dangerous structures, acid mine drainage and open mine portals. DMME classifies items in three priority levels: Priority 1 - features posing an extreme danger to public health and safety; Priority 2 - features posing adverse effects to public health and safety; and Priority 3 - features posing environmental concerns. There is one Priority 2 hazard within Town boundaries that is prioritized for abatement. According to a representative from DMME, this particular feature is a “low Priority 2” as itis the remains of an abandoned brick structure that is causing some erosion. No Priority 1 threats were located within one mile of Town boundaries. Per Figure 12, impacts to local water quality are primarily tied to rural land uses like septic systems and livestock. 18 Richlands Comprehensive Plan 2016 19 Key Takeaway The Town’s waterways and hillsides are valuable assets that should be protected. Local development policies should include building restrictions on steep slopes. Additionally, whether through public or private efforts, opportunities to revegetate stream banks and the banks of the Clinch River should be pursued. Richlands Comprehensive Plan 2016 Key Takeaway The Town’s waterways and hillsides are valuable assets that should be protected. Local development policies should include building restrictions on steep slopes. Additionally, whether through public or private efforts, opportunities to revegetate stream banks and the banks of the Clinch River should be pursued. 19 Richlands Comprehensive Plan 2016 20 2.5 EXISTING LAND USE AND ZONING 2.5.1 Historic Development Patterns The Town’s development patterns grew up around the level ground of the Clinch River Valley and the access provided by the historic Norfolk and Western Railroad. Industrial uses located adjacent to the railroad, commercial districts located nearby along Front Street, and the earliest residential neighborhoods were located within walking distance to both. Development patterns continued to change as Front Street also became U.S. Route 460, an important transportation route for business and industry as well as individual travelers. Shopping centers and other retail uses were positioned along the 460 corridor. Given the topography and strong demand for affordable housing, much new housing in Richlands in the middle of the 20th century was manufactured housing built on or next to surrounding hillsides. In 1971 the Route 460 bypass was constructed to reroute through traffic away from Front Street lined with retail shops and the Town’s historic downtown. In 2005, the Town annexed a large section of land to the south and west of its then existing boundaries, increasing total land area from 1,674 acres to 3,651 acres. The annexed area includes a series of hills and bisecting streams, as well as additional flat land in the Clinch River Valley. Most of the land in the annexed area is either vacant or residential, and includes the Hidden Valley subdivision and the former Richlands Municipal Airport. Most of the remaining vacant or forested land in the 2005 area is not buildable due to steep slopes. One primary exception is the area surrounding the former airport. This flatland represents the largest area of land within Town boundaries that is suitable for development. 2.5.2 Existing Land Use Within the borders of Richlands there are 3,651 acres of land or about 5.7 square miles. Currently, 44.1% of the Town’s land area is developed. Most of the developed land is dedicated to single-family residential use, which represents 40.0% of all the developed land. Manufactured homes are the second most common use of developed land (excluding road rights-of-way), a use found on 10.0% of the developed land. Nearly all residential neighborhoods in Richlands include a mix of stick-built and manufactured housing, the primary exception being the Hidden Valley subdivision which is the only area of Town that is zoned R-1, a zoning classification which excludes manufactured and modular housing. Multifamily develop- ment is very limited and essentially includes only two apartment complexes. Commercial uses are primarily located along the U.S. 460 Business/Front Street corridor and make up 7.1% of the developed land. Most retail uses are located in shopping centers while the historic commercial districts include a mix of retail and professional/personal services. Retail use predominates the three commercial land uses and occupies 5.1% of the developed land. This is reflected in Figure 19: Town Employment Trends which identifies Retail Trade and Accommodation and Food Services as the second and third largest employment sectors for the Town. 6% of developed land is allocated to industrial uses. Land use that is defined as industrial can include manufacturing, heavy goods storage, or solid waste management. Most industrial uses in Richlands 2.5 — EXISTING LAND USE AND ZONING 2.5.1 Historic Development Patterns ‘The Town’s development patterns grew up around the level ground of the Clinch River Valley and the access provided by the historic Norfolk and Western Railroad. Industrial uses located adjacent to the railroad, commercial districts located nearby along Front Street, and the earliest residential neighborhoods were located within walking distance to both. Development patterns continued to change as Front Street also became U.S. Route 460, an important transportation route for business and industry as well as individual travelers. Shopping centers and other retail uses were positioned along the 460 corridor. Given the topography and strong demand for affordable housing, much new housing in Richlands in the middle of the 20" century was manufactured housing built on or next to surrounding hillsides. In 1971 the Route 460 bypass was constructed to reroute through traffic away from Front Street lined with retail shops and the Town's historic downtown. In 2005, the Town annexed a large section of land to the south and west of its then existing boundaries, increasing total land area from 1,674 acres to 3,651 acres. The annexed area includes a series of hills and bisecting streams, as well as additional flat land in the Clinch River Valley. Most of the land in the annexed area is either vacant or residential, and includes the Hidden Valley subdivision and the former Richlands Municipal Airport. Most of the remaining vacant or forested land in the 2005 area is not buildable due to steep slopes. One primary exception is the area surrounding the Comprehensive Plan 2016 former airport. This flatland represents the largest area of land within Town boundaries that is suitable for development. 2.5.2 Existing Land Use Within the borders of Richlands there are 3,651 acres of land or about 5.7 square miles. Currently, 44.1% of the Town’s land area is developed. Most of the developed land is dedicated to single-family residential use, which represents 40.0% of all the developed land. Manufactured homes are the second most common use of developed land (excluding road rights-of-way), a use found on 10.0% of the developed land. Nearly all residential neighborhoods in Richlands include a mix of stick-built and manufactured housing, the primary exception being the Hidden Valley subdivision which is the only area of Town that is zoned R-1, a zoning classification which excludes manufactured and modular housing. Multifamily develop- ment is very limited and essentially includes only two apartment complexes. Commercial uses are primarily located along the U.S. 460 Business/Front Street corridor and make up 7.1% of the developed land. Most retail uses are located in shopping centers while the historic commercial districts include a mix of retail and professional/personal services. Retail use predominates the three commercial land uses and occupies 5.1% of the developed land. This is reflected in Figure 19: Town Employment Trends which identifies Retail Trade and Accommodation and Food Services as the second and third largest employment sectors for the Town. 6% of developed land is allocated to industrial uses. Land use that is defined as industrial can include manufacturing, heavy goods storage, or solid waste management. Most industrial uses in 20 Richlands Comprehensive Plan 2016 21 Richlands are related to storage, recycling or waste with limited manufacturing. The low percentage of industrial land use is also reflected in Figure 19, which shows that Manufacturing only accounts for a small percentage of total employment. The table in Figure 13 identifies both developed and undeveloped land. 55.9% of all land within the Town is classified as undeveloped, a category that includes agricultural, river, and vacant/forested land. However, only 365 acres (17.8% of the undeveloped land and 10.0% of the total land area) is suitable for development. Land considered unsuitable for development includes those areas that are prone to flooding (within the 100-year floodplain) and areas with steep slopes. Steep slope calculations were performed based on the Virginia Uniform Statewide Building Code/International Building Code standards. Unbuildable vacant land includes flood- plains, slopes of 25% or greater, and a buffer of 27.5 feet adjacent to those slopes (the average of a 15-foot setback from the bottom of a steep slope and a 40-foot setback from the top of a steep slope delineated in the Building Codes). The undeveloped land that is suitable for development includes 280 acres that are currently vacant and/or forested and 85 acres of agricultural land. As illustrated in the Land Suitable for Develop- ment Map that follows page 21, much of this buildable land is found in scattered, small sites. The median size of a buildable section of forested land is about 0.10 acres and for agricultural land, 0.5 acres. Figure 13: Existing Land Use Land Use Classification Acres Percent D e ve lo p e d L an d Commercial Retail 82 5.1% General Commercial 17 1.0% Business/Professional 16 1.0% Industrial Light Industrial 87 5.4% Heavy Industrial 3 0.2% Warehousing 6 0.4% Residential Single-Family Residential 643 40.0% Mobile Homes 161 10.0% Multifamily Residential 37 2.3% Public and Institutional Community Facilities 81 5.0% Worship/Cemeteries/Lodges 55 3.4% Parks & Recreation 39 2.4% Road/Rail Rights of Way 357 22.2% Unbuildable Portions 24 1.5% Subtotal - Developed Land 1,608 44.1% U n d e ve lo p e d La n d Suitable for Development Agricultural 85 4.1% Vacant/Forested 280 13.7% Not Suitable for Develop- ment Agricultural 179 8.8% Vacant/Forested 1,458 71.4% River Acreage 40 2.0% Subtotal - Undeveloped Land 2,042 55.9% Total Land Area 3,651 100.0% Richlands Comprehensive Plan 2016 Richlands are related to storage, recycling or waste with limited manufacturing. The low percentage of industrial land use is also reflected in Figure 19, which shows that Manufacturing only accounts for a small percentage of total employment. The table in Figure 13 identifies both developed and undeveloped land, 55.9% of all land within the Town is classified as undeveloped, a category that includes agricultural, river, and vacant/forested land, However, only 365 acres (17.8% of the undeveloped land and 10.0% of the total land area) is suitable for development. Land considered unsuitable for development includes those areas that are prone to flooding (within the 100-year floodplain) and areas with steep slopes. Steep slope calculations were performed based on the Virginia Uniform Statewide Building Code/international Building Code standards. Unbuildable vacant land includes flood- plains, slopes of 25% or greater, and a buffer of 27.5 feet adjacent to those slopes (the average of a 15-foot setback from the bottom of a steep slope and a 40-foot setback from the top of a steep slope delineated in the Building Codes). The undeveloped land that is suitable for development includes 280 acres that are currently vacant and/or forested and 85 acres of agricultural land. As illustrated in the Land Suitable for Develop- ment Map that follows page 21, much of this buildable land is found in scattered, small sites. The median size of a buildable section of forested land is about 0.10 acres and for agricultural land, 0.5 acres. Figure 13: Existing Land Use Land Use Classification __Acres__ Percent Retail 82 5.1% Commercial | General Commercial a7|__ 1.0% Business/Professional 16 1.0% Light industrial a7| 5.4% Industrial Heavy Industrial 3|__0.2% z Warehousing 6| 04% z Single-Family Residential 643 | 40.0% 3 | Resident [ “obit Homes yi [ 100% & Multifamily Residential 37| 2.3% Community Facilities 81 5.0% Publicand |_Worship/Cemeteries/todges | __55|__3.4% Institutional Parks & Recreation 39 2.4% Road/Rail Rights of Way 357 22.2% Unbuildable Portions zal 15% Subtotal - Developed Land 1,608 | _ 44.1% s Suitable for Agricultural 85 4.1% é . Development | vacant/Forested 280] 13.7% 25 | notsuitable | Agricultural 179 | 8.8% z for Develop: | vacant/Forested 1,458 | 71.4% River Acreage 4o| 2.0% ‘Subtotal - Undeveloped Land 2,042 | 55.9% Total Land Area | 3,651 | 100.0% 21 Richlands Comprehensive Plan 2016 22 Summary Only 10.0% of the Town’s total land area is undeveloped and suitable for new development. Most of the buildable land classified as vacant/forested is bounded by steep slopes and will only support limited single-family construction. With few buildable acres remain- ing, agricultural land represents the greatest opportunity for new development where located beyond the 100-year floodplain. Key Takeaway The Town must use the remaining buildable and undeveloped land to best further the goals and objectives identified in this plan. In addition, opportunities for revitalization and redevelopment of land already developed should be considered. Finally, an additional future boundary adjustment might be in order to capture additional land better suited for development than that currently found within the Town limits. Richlands ‘Summary Only 10.0% of the Town’s total land area is undeveloped and suitable for new development. Most of the buildable land classified as vacant/forested is bounded by steep slopes and will only support limited single-family construction. With few buildable acres remain- ing, agricultural land represents the greatest opportunity for new development where located beyond the 100-year floodplain. Key Takeaway The Town must use the remaining buildable and undeveloped land to best further the goals and objectives identified in this plan. In addition, opportunities for revitalization and redevelopment of land already developed should be considered. Finally, an additional future boundary adjustment might be in order to capture additional land better suited for development than that currently found within the Town limits. Comprehensive Plan 2016 22 EXISTING LAND USE -SOWPRENENSIVE PLAN STUDY (OF RICHLANDS, VIRGINIA ENVIRONMENTAL CONSTRAINTS LAND SUITABLE FOR —, COMPREHENSIVE ‘Town oF cuban Richlands Comprehensive Plan 2016 23 2.5.3 Existing Zoning The Richlands Zoning Ordinance, adopted in 1971, classifies all Town land into six categories or districts:  Limited Residential (R-1) – a single-family classification that restricts manufactured or pre-fabricated housing.  General Residential (R-2) – a classification that allows a wide range of residential uses, including stick-built and manufactured single-family residences, townhomes, multifamily structures as well as some commercial and institutional uses. R-2 is the most widely applied district in the Town, including most undeveloped land.  General Business (B-2) – a commercial classification that permits retail businesses, office buildings and some institutional uses (e.g. churches, libraries). It allows for commercial uses that generate traffic and deliveries but excludes industrial uses.  General Industrial (M-1) – an industrial classification that permits manufacturing and heavy goods storage that can be located near residential areas without creating a nuisance. Prior to issuing a building permit for a new use, plans must be submitted that demonstrate the proposed use will not create a nuisance.  General Agricultural (A-1) – a classification that allows agriculture, dairying and forestry uses, as well as a broad list of residential uses, limited commercial uses and limited recreational uses with conditions.  Special Conservation (C-1) – a classification that is intended to protect environmentally sensitive areas and flood plains and allows for agricultural uses. This classification has not been assigned to any land parcels at this point. The Existing Zoning Map that follows page 23 shows where the different classifications have been applied. It further shows were the Town has chosen to put in place mixed zoning with three combinations: M-1/B-2, M-1/R-2 and B-2/R-2. This very unusual provision came about when the Zoning Ordinance was created because there were areas in Town that did not neatly break out into the established districts. Recent amendments to the Zoning Ordinance include the addition of the R-1 residential district for the Hidden Valley subdivision in 2005 and the reversion of some of those parcels to an R-2 designation in 2011. Any land use that is not specifically permitted by the zoning ordinance for the district in which it is located, but was already present before the zoning ordinance was adopted or changed, is considered a nonconforming use. The State of Virginia gives protection to nonconforming uses, with some limits, in Title 15.2, Chapter 22, Section 2307 of the Code of Virginia. Nonconforming uses may legally continue indefinitely so long as the building’s use isn’t discontinued for a period of at least two years. The law gives particular protections to manufactured homes. Any nonconforming manufactured home can be replaced with a newer model and keep its nonconforming status. The Nonconforming Land Uses Map that follows page 23 identifies those buildings that may be considered nonconforming. This map is intended to be general in nature and each building’s status should be verified individually. The largest concentrations of non- conforming uses are located in historically residential areas that Richlands Comprehensive Plan 2016 2.5.3. Existing Zoning The Richlands Zoning Ordinance, adopted in 1971, classifies all Town land into six categories or districts: © Limited Residential (R-1) - a single-family classification that restricts manufactured or pre-fabricated housing, * General Residential (R-2)—a classification that allows a wide range of residential uses, including stick-built and manufactured single-family residences, townhomes, multifamily structures as well as some commercial and institutional uses. R-2 is the most widely applied district in the Town, including most undeveloped land. General Business (B-2) — a commercial classification that permits retail businesses, office buildings and some institutional uses (e.g. churches, libraries). It allows for commercial uses that generate traffic and deliveries but excludes industrial uses. * General Industrial (M-1) - an industrial classification that permits manufacturing and heavy goods storage that can be located near residential areas without creating a nuisance. Prior to issuing a building permit for a new use, plans must be submitted that demonstrate the proposed use will not create a nuisance. © General Agricultural (A-1) - a classification that allows agriculture, dairying and forestry uses, as well as a broad list of residential uses, limited commercial uses and limited recreational uses with conditions. ‘Special Conservation (C-1) ~ a classification that is intended to protect environmentally sensitive areas and flood plains and allows for agricultural uses. This classification has not been assigned to any land parcels at this point. The Existing Zoning Map that follows page 23 shows where the different classifications have been applied. It further shows were the Town has chosen to put in place mixed zoning with three combinations: M-1/B-2, M-1/R-2 and B-2/R-2. This very unusual provision came about when the Zoning Ordinance was created because there were areas in Town that did not neatly break out into the established districts. Recent amendments to the Zoning Ordinance include the addition of the R-1 residential district for the Hidden Valley subdivision in 2005 and the reversion of some of those parcels to an R-2 designation in 2011. Any land use that is not specifically permitted by the zoning ordinance for the district in which it is located, but was already present before the zoning ordinance was adopted or changed, is considered a nonconforming use. The State of Virginia gives protection to nonconforming uses, with some limits, in Title 15.2, Chapter 22, Section 2307 of the Code of Virginia. Nonconforming uses may legally continue indefinitely so long as the building's use isn’t discontinued for a period of at least two years. The law gives particular protections to manufactured homes. Any nonconforming manufactured home can be replaced with a newer model and keep its nonconforming status. The Nonconforming Land Uses Map that follows page 23 identifies those buildings that may be considered nonconforming. This map is intended to be general in nature and each building's status should be verified individually. The largest concentrations of non- conforming uses are located in historically residential areas that 23 Richlands Comprehensive Plan 2016 24 have been zoned for future commercial or industrial uses. In some cases, these areas are intact residential neighborhoods and historic districts. In addition to nonconforming residential uses, there are also a few commercial and industrial nonconforming uses located in the area that was annexed into the Town. Local governments have statutory authority per the Code of Virginia to enact and enforce zoning ordinances. The enabling legislation for zoning is amended on a fairly regular basis and local zoning ordinances should be reviewed periodically to ensure that they are in compliance with state law. The Richlands Zoning Ordinance has not been reviewed recently and in light of ongoing changes in the enabling legislation, should be updated in the very near future. Summary There are areas where the Town’s historic development patterns do not match up with the allowable uses and the geography assigned to the various zoning districts. Additionally, the Town’s most prevalent residential zoning district is very permissive and allows a wide range of residential uses, including manufactured, stick-built and multifamily housing. Finally, the Richlands Zoning Ordinance likely needs to be reviewed and updated. Key Takeaway The Town needs to add additional residential categories to encourage and guide the development of the housing stock that is needed for the future, particularly townhomes, apartments, and housing appropriate for senior adults. The Town must continue to balance a need for an expanded economic base through commercial and industrial development and a need to protect established single-family neighborhoods. As the Town considers locations for economic development, residential neighborhoods that are zoned for commercial or industrial uses should be rezoned. Finally, the Town should consider including development standards in the Zoning Ordinance that protect sensitive environmental areas such as creeks, rivers, floodplains and steep slopes in accordance with the Uniform Statewide Building Code and Erosion and Sediment Control Act. Richlands have been zoned for future commercial or industrial uses. In some cases, these areas are intact residential neighborhoods and historic districts. In addition to nonconforming residential uses, there are also a few commercial and industrial nonconforming uses located in the area that was annexed into the Town. Local governments have statutory authority per the Code of Virginia to enact and enforce zoning ordinances. The enabling legislation for zoning is amended on a fairly regular basis and local zoning ordinances should be reviewed periodically to ensure that they are in compliance with state law. The Richlands Zoning Ordinance has not been reviewed recently and in light of ongoing changes in the enabling legislation, should be updated in the very near future. Summary There are areas where the Town's historic development patterns do not match up with the allowable uses and the geography assigned to the various zoning districts. Additionally, the Town’s most prevalent residential zoning district is very permissive and allows a wide range of residential uses, including manufactured, stick-built and multifamily housing. Finally, the Richlands Zoning Ordinance likely needs to be reviewed and updated. Key Takeaway The Town needs to add additional residential categori encourage and guide the development of the housing stock that is needed for the future, particularly townhomes, apartments, and housing appropriate for senior adults. to The Town must continue to balance a need for an expanded economic base through commercial and industrial development and a need to protect established single-family neighborhoods. As Comprehensive Plan 2016 the Town considers locations for economic development, residential neighborhoods that are zoned for commercial or industrial uses should be rezoned. Finally, the Town should consider including development standards in the Zoning Ordinance that protect sensitive environmental areas such as creeks, rivers, floodplains and steep slopes in accordance with the Uniform Statewide Building Code and Erosion and Sediment Control Act. 24 EXISTING ZONING (COMPREHENSIVE PLAN STUDY TOWN OF RICHLANDS, VIRGINIA NONCONFORMING LAND USES “OMPREHENSIVE PLAN STUDY. (OF RICHLANDS, VIRGINIA SP, "TOWN OF RICHLANDS Richlands Comprehensive Plan 2016 25 2.6 ECONOMY The economy in Richlands is tied to statewide, national and international market trends. Its location along the Norfolk Southern Railroad connects the coal fields of the Appalachian Plateau to the Port of Norfolk and to markets around the globe. Additionally, its location in western Tazewell County, on the U.S. Route 460 and near the U.S. Route 19 corridors ties its local economy with the economies of Russell and Buchanan Counties as well as greater Tazewell County. Within this three-county region, Tazewell County has the largest employment base. Trade, Transportation, & Utilities employ the most people, and within that sector, retail trade jobs dominate. Manufacturing and Natural Resources & Mining both rank below Education & Health Services and Leisure and Hospitality Like Tazewell County, Russell County’s largest and second largest employment sectors are the Trade, Transportation, & Utilities sector and Education and Health Services sector, respectively. Buchanan County is unique among the three in that its largest employment sector is Natural Resources & Mining due to its location more squarely in the heart of the coal fields. Figure 15 on the next page shows the Location Quotient for each sector. The Location Quotient (LQ) measures the saturation of an industry sector as compared to the national average. The LQ helps determine the number of dollars that an industry is drawing or not drawing from outside the market area. For example, with an LQ of 3.7, the Natural Resources & Mining sector is nearly four times more concentrated within Tazewell County than the national average. Industries with an LQ over 1.0 are called Basic Industries because they draw money from outside of the community and form the base of the economy. This base is typically where a locality’s better paying jobs are created in a good economy and lost in a bad economy. Figure 14: Employment by Industry 2015 Tazewell County Buchanan County Russell County Base Industry: Total All Industries 17,883 5,728 5,103 Trade, Transportation, & Utilities 3,864 1,206 1,227 Education & Health Services 4,016 839 1,047 Leisure and Hospitality 1,393 305 488 Manufacturing 1,178 199 187 Professional & Business Services 998 691 741 Natural Resources & Mining 761 1,613 304 Financial Activities 542 186 257 Construction 603 520 400 Other Services 911 ND 166 Information 90 ND 287 Source: Bureau of Labor Statistics, Quarterly Census of Employment and Wages ND: Non-disclosable indicates a local industry that is comprised of only a small number of employers and information is withheld to protect company specific data. An industry sector with an LQ less than 1.0 means that that industry is less concentrated in that county than the national average and is solely reliant on dollars present in the local economy. Additionally, an LQ less that one means that dollars in that industry are flowing to other localities as local citizens spend their money elsewhere. Richlands Comprehensive Plan 2016 2.6 ECONOMY The economy in Richlands is tied to statewide, national and international market trends. Its location along the Norfolk Southern Railroad connects the coal fields of the Appalachian Plateau to the Port of Norfolk and to markets around the globe. Additionally, its location in western Tazewell County, on the U.S. Route 460 and near the U.S. Route 19 corridors ties its local economy with the economies of Russell and Buchanan Counties as well as greater Tazewell County. Within this three-county region, Tazewell County has the largest employment base. Trade, Transportation, & Utilities employ the most people, and within that sector, retail trade jobs dominate. Manufacturing and Natural Resources & Mining both rank below Education & Health Services and Leisure and Hospitality Tazewell County, Russell County's largest and second largest employment sectors are the Trade, Transportation, & Utilities sector and Education and Health Services sector, respectively. Buchanan County is unique among the three in that its largest employment sector is Natural Resources & Mining due to its location more squarely in the heart of the coal fields. Figure 15 on the next page shows the Location Quotient for each sector. The Location Quotient (LQ) measures the saturation of an industry sector as compared to the national average. The LQ helps determine the number of dollars that an industry is drawing or not drawing from outside the market area. For example, with an LQ of 3.7, the Natural Resources & Mining sector is nearly four times more concentrated within Tazewell County than the national average. Industries with an LQ over 1.0 are called Basic Industries because they draw money from outside of the community and form the base of the economy. This base is typically where a locality’s better paying jobs are created in a good economy and lost in a bad economy. Figure 14: Employment by Industry 2015 Tazewell Buchanan Russell County County County Base Industry: Tota All Industries 1788 sms 508 Trade, Transportation, & Utilities 36s 1,206 1,227 Education & Health Services 4016 839 1,047 Leisure and Hospitality 1393 305 a8. Manufacturing 178 199 187 Professional & Business Services 998 oot rat Natural Resources & Mining 711613 308 Financial Activities 542 186 257 Construction 603 520400 other Services ai ND 166 Information 30 ND 287 ‘Source: Bureau of Labor Statistics, Quarterly Census of Employment and Wages ND: Non-disclosable indicates a local industry that is comprised of only a small ‘number of employers and information is withheld to protect company specific data ‘An industry sector with an LQ less than 1.0 means that that industry is less concentrated in that county than the national average and is solely reliant on dollars present in the local economy. Additionally, an LQ less that one means that dollars in that industry are flowing to other localities as local citizens spend their money elsewhere. 25 Richlands Comprehensive Plan 2016 26 These industries are considered Non-Basic Industries. In any economy there will be a mix of both types, but the impact of a miner losing a job in Russell County is much greater than a waiter at a local restaurant losing a job because the miner’s job was bringing wealth from outside the county and the waiter’s job was being supported only locally by the miner’s disposable income. Figure 15: Location Quotient by Sector 2014 Tazewell County Buchanan County Russell County Base Industry: Total All Industries 1.00 1.00 1.00 Natural Resources & Mining 9.04 32.45 8.80 Trade, Transportation, & Utilities 1.32 0.84 0.91 Education & Health Services 1.14 0.91 1.13 Other Services 1.56 0.53 0.61 Manufacturing 1.13 0.37 0.87 Construction 0.73 1.03 1.54 Leisure and Hospitality 0.81 0.38 0.67 Financial Activities 0.68 0.46 0.69 Professional & Business Services 0.33 0.49 0.73 Information 0.28 0.18 0.41 Source: Bureau of Labor Statistics, Quarterly Census of Employment and Wages The location quotient of the Natural Resources & Mining sector is the largest in all three counties. In Buchanan County in particular, this sector has an oversized impact on the overall economy. Fluctuations in this sector can have a huge impact on all other job holders in Buchanan. In Russell County, coal is still “king” but the Information sector is the strongest alternative to the mining industry as a result of the new employment created by call centers that have opened in the County in recent years. In Tazewell County, four sectors are shown to be supportive of the rest of the economy – Natural Resources & Mining, Trade, Transportation, & Utilities, Education & Health Services and Other Services. The following industrial subsectors represent the strongest component of each identified sector: 1. Natural Resources & Mining  Mining, Quarrying, and Oil and Gas Extraction 2. Trade, Transportation, & Utilities  Retail Trade 3. Education & Health Services  Educational Services  Health Care and Social Assistance 4. Other Services  Repair and Maintenance  Personal and Laundry Services As can be seen in Figure 16 on the next page, private sector employment has dropped in all three counties in the region from 2004-2014. Both Tazewell County and Russell County lost hundreds of jobs. Tazewell County lost almost 1,000 jobs, mostly from manufacturing and retail trade. The largest increase in employment and Location Quotient for Tazewell County came from the Natural Resources & Mining sector. The County also saw modest gains in Richlands These industries are considered Non-Basic Industries. In any economy there will be a mix of both types, but the impact of a miner losing a job in Russell County is much greater than a waiter at a local restaurant losing a job because the miner's job was bringing wealth from outside the county and the waiter’s job was being supported only locally by the miner's Figure 15: Location Quotient by Sector 2014 Tazewell Buchanan Russell County County __County Base Industry: Total All Industries 1.00 1.00 1.00 Natural Resources & Mining 904 32.45 8.80 Trade, Transportation, & Utilities 132 084 91 Education & Health Services 114 ost 413 Other Services 156 os3 ost Manufacturing 113 037 087 Construction 073 1.03 154 Leisure and Hospitality ost 0.38 067 Financial Activities 068 0.46 0.69 Professional & Business Services 0.33 0.49 0.73, Information 028 0.18 oat ‘Source: Bureau of Labor Statistics, Quarterly Census of Employment and Wages The location quotient of the Natural Resources & Mining sector is the largest in all three counties. In Buchanan County in particular, this sector has an oversized impact on the overall economy. Fluctuations in this sector can have a huge impact on all other job Comprehensive Plan 2016 holders in Buchanan. In Russell County, coal is still “king” but the Information sector is the strongest alternative to the mining industry as a result of the new employment created by call centers that have opened in the County in recent years. In Tazewell County, four sectors are shown to be supportive of the rest of the economy ~ Natural Resources & Mining, Trade, Transportation, & Utilities, Education & Health Services and Other Services. The following industrial subsectors represent the strongest component of each identified sector: 1. Natural Resources & Mining ‘© Mining, Quarrying, and Oil and Gas Extraction 2. Trade, Transportation, & Utilities © Retail Trade 3. Education & Health Services ‘* Educational Services ‘* Health Care and Social Assistance 4, Other Services * Repair and Maintenance * Personal and Laundry Services ‘As can be seen in Figure 16 on the next page, private sector employment has dropped in all three counties in the region from 2004-2014. Both Tazewell County and Russell County lost hundreds of jobs. Tazewell County lost almost 1,000 jobs, mostly from manufacturing and retail trade. The largest increase in employment and Location Quotient for Tazewell County came from the Natural Resources & Mining sector. The County also saw modest gains in 26 Richlands Comprehensive Plan 2016 27 the Construction, Professional & Business Services and Leisure & Hospitality sectors. Figure 16: 2004-2014 Employment Changes Tazewell County Buchanan County Russell County No. LQ No. LQ No. LQ Base Industry: Total All Industries -972 - -62 - -1,404 0 Trade, Transportation, & Utilities -588 -0.05 -61 -0.01 -192 0.12 Manufacturing -331 0.07 -140 -0.12 -1,287 -1.37 Financial Activities -150 -0.05 -20 0 -25 0.16 Education & Health Services -148 -0.20 10 -0.15 61 0.13 Other Services -121 -0.08 - - 51 0.44 Information -77 -0.15 - - -183 -0.15 Construction 36 0.26 -133 -0.05 -222 -0.02 Leisure and Hospitality 51 0.02 -50 -0.11 177 0.34 Professional & Business Services 107 0.05 391 0.39 323 0.45 Natural Resources & Mining 248 0.93 -3 -2.37 -106 -0.76 Source: Bureau of Labor Statistics, Quarterly Census of Employment and Wages Russell County lost over 20% of its workforce, largely from a loss in manufacturing jobs. In spite of having a strong LQ, Russell County had a net loss of 183 jobs in the Information sector. Buchanan County only lost 62 jobs and saw the biggest job gain out of any sector in any county from the Professional & Business Services sector. Natural Resources and Mining In all three counties, Natural Resources and Mining remains the strongest Basic Industry even as employment has shifted within the industry. This is likely due to the growth of hydraulic fracking of natural gas and the dollars it brings into the local economy. This sector is particularly gaining momentum in Tazewell County, while Buchanan County remains most reliant on the sector. However, related to the coal industry specifically, the tonnage of coal pro- duced and the number of mining jobs have been steadily falling in Virginia as a whole. (see figure 17) Figure 17: 1980-2010 Virginia Coal Industry Trends Annual Tonnage Total Employees 1980 42,794,010 18,688 1990 46,636,708 10,265 2000 33,259,580 4,948 2010 22,149,326 4,671 Source: Virginia Department of Mines Minerals and Energy Manufacturing Sector Compared to some other communities, manufacturing is not as strong in Tazewell and surrounding counties. However, with an LQ of 0.99, the Manufacturing sector comes close to hitting a 1.0 LQ which would indicate a balanced presence in the Tazewell County economy. Manufacturing employment in Tazewell County does account for 11% of all employment. Per the 2012 edition of County Business Patterns produced by the U.S. Census Bureau, Richlands Richlands Comprehensive Plan 2016 the Construction, Professional & Business Services and Leisure & Hospitality sectors. Figure 16: 2004-2014 Employment Changes, Tazewell Buchanan Russell County ‘county County No. 1Q No, 1a No. Base Industry: Total Allindustries __-972 = 62-108 Trade, Transportation & Utlities 588-005 61-001 1920.12 Manufacturing “3310.07 -140-0.12_-1,287_-1.37 Financial Activities -150_-005 200 25s Education & Health Services, “M8020 10-015 ots Other Services “121 -0.08 - 51a Information 7-048 - = 183-015 Construction 36026 133-005-222 -0.02 Leisure and Hospitality 51002-50011 1770.38 Professional & Business Services 107005 391039 3230.45 Natural Resources & Mining 248093 3-237 _-106_-0.76 Source: Bureau of Labor Statistics, Quarterly Census of Employment and Wages Russell County lost over 20% of its workforce, largely from a loss in manufacturing jobs. In spite of having a strong LQ, Russell County had a net loss of 183 jobs in the Information sector. Buchanan County only lost 62 jobs and saw the biggest job gain out of any sector in any county from the Professional & Business Services sector. Natural Resources and Mining In all three counties, Natural Resources and Mining remains the strongest Basic Industry even as employment has shifted within the industry. This is likely due to the growth of hydraulic fracking of natural gas and the dollars it brings into the local economy. This sector is particularly gaining momentum in Tazewell County, while Buchanan County remains most reliant on the sector. However, related to the coal industry specifically, the tonnage of coal pro- duced and the number of mining jobs have been steadily falling in Virginia as a whole. (see figure 17) Figure 17: 1980-2010 Vi Coal Industry Trends Annual Tonnage Total Employee: 1980 42,794,010 18,688 1990 46,636,708 10,265 2000 33,259,580 4948 2010 22,149,326 4671 ‘Source: Virginia Department of Mines Minerals and Energy Manufacturing Sector Compared to some other communities, manufacturing is not as strong in Tazewell and surrounding counties. However, with an LQ of 0.99, the Manufacturing sector comes close to hitting a 1.0 LQ which would indicate a balanced presence in the Tazewell County economy. Manufacturing employment in Tazewell County does account for 11% of all employment. Per the 2012 edition of County Business Patterns produced by the U.S. Census Bureau, Richlands 27 Richlands Comprehensive Plan 2016 28 had a few small manufacturing firms and one larger construction machinery manufacturer. Retail In Tazewell County, the Retail Trade subsector has a Location Quotient of 1.79, meaning that the County’s retail outlets serve more than just local residents and bring money into the County from residents who reside outside of the County. It also represents almost a quarter (24%) of all employment in the County. Retail employment in Richlands is more centered on small businesses, with only 1 of every 44 retail establishments employing more than 50 people and because of this, the Town has a lower percentage of jobs in retail than the County overall. Health Care and Social Assistance In northwestern Tazewell County, 45% of all civilian employment (or 755 jobs) is in the Education, Health Care & Social Assistance sector according to the American Community Survey, 2009-2013 5-year estimates. Notably, Clinch Valley Heath (CVH) employs 687 persons with an annual payroll of over $43 million. CVH is comprised of four entities: Clinch Valley Medical Center, a 175-bed acute care hospital offering cancer services and specialty care for the heart, lungs, and vascular systems, emergency services, physical rehabilitation, pediatrics, obstetrics, and advanced diagnostics; Clinch Valley Physician Practices, a comprehensive group of physicians and surgeons; Preferred Home Health Services, a full-service healthcare agency providing quality home healthcare for patients in Southwest Virginia; and Clinch Valley Urgent Care providing walk-in care during early and late hours and weekends including X-ray, drug testing, and laboratory services. CVH is a key player in the local economy and pays $512,652 in local taxes annually. Town Employment Private sector jobs in the Town of Richlands have fallen by 16% between 1998 and 2012. Figure 18 shows a negative trend despite employment shifting upward in 2012. It is unclear whether or not future employment will continue to increase and reverse this long- term negative trend. Figure 19 on page 28 displays the estimated number of private sector jobs for top local employment sectors and their variation from 1998 to 2012. The Town’s largest employment subsector, Health Care & Social Assistance, has decreased in the number of jobs since 2008, but still has more employees than in 1998. Figure 18: Total Town Employment Source: U.S. Census – County Business Patterns (24641 ZIP Code) This subsector is projected to grow nationwide and with the continued success of Clinch Valley Health, this number has most likely begun to increase again. Given its impact as a job creator, the trending growth or decline of this sector will be important to monitor as well as any other medical employment centers in the region and their impact on Richlands as a healthcare destination. 2000 2200 2400 2600 2800 3000 3200 1998 2000 2002 2004 2006 2008 2010 2012 Total Employment Linear (Total Employment) Richlands had a few small manufacturing firms and one larger construction machinery manufacturer. Retail In Tazewell County, the Retail Trade subsector has a Location Quotient of 1.79, meaning that the County's retail outlets serve more than just local residents and bring money into the County from residents who reside outside of the County. It also represents almost a quarter (24%) of all employment in the County. Retail employment in Richlands is more centered on small businesses, with only 1 of every 44 retail establishments employing more than 50 people and because of this, the Town has a lower percentage of jobs in retail than the County overall. Health Care and Social Assistance In northwestern Tazewell County, 45% of all civilian employment (or 755 jobs) is in the Education, Health Care & Social Assistance sector according to the American Community Survey, 2009-2013 S-year estimates. Notably, Clinch Valley Heath (CVH) employs 687 persons with an annual payroll of over $43 million. CVH is comprised of four entities: Clinch Valley Medical Center, a 175-bed acute care hospital offering cancer services and specialty care for the heart, lungs, and vascular systems, emergency services, physical rehabilitation, pediatrics, obstetrics, and advanced diagnostics; Clinch Valley Physician Practices, a comprehensive group of physicians and surgeons; Preferred Home Health Services, a full-service healthcare agency providing quality home healthcare for patients in Southwest Virginia; and Clinch Valley Urgent Care providing walk-in care during early and late hours and weekends including X-ray, drug testing, and laboratory services. CVH is a key player in the local economy and pays $512,652 in local taxes annually. Comprehensive Plan 2016 Town Employment Private sector jobs in the Town of Richlands have fallen by 16% between 1998 and 2012. Figure 18 shows a negative trend despite employment shifting upward in 2012. It is unclear whether or not future employment will continue to increase and reverse this long- term negative trend. Figure 19 on page 28 displays the estimated number of private sector jobs for top local employment sectors and their variation from 1998 to 2012. The Town's largest employment subsector, Health Care & Social Assistance, has decreased in the number of jobs since 2008, but still has more employees than in 1998. Figure 18: Total Town Employment 3200 4 3000 + 2800 + Total Employment 2600 + 2400 + —Linear (Total a9 | Employment) 2000 | 1998 2000 2002 2004 2006 2008 2010 2012 ‘Source: U.S. Census ~ County Business Pattems (24641 ZIP Code) This subsector is projected to grow nationwide and with the continued success of Clinch Valley Health, this number has most likely begun to increase again. Given its impact as a job creator, the trending growth or decline of this sector will be important to monitor as well as any other medical employment centers in the region and their impact on Richlands as a healthcare destination. 28 Richlands Comprehensive Plan 2016 29 Figure 19: Town Employment Trends The most noticeable decline has been in mining jobs, though it should be noted that the numbers in both Figure 18 and 19 are for the entire 24641 zip code that includes areas outside of Town. Similarly, the retail sector has also declined. The impact of the construction of a Walmart in Claypool Hill in 2000 is reflected in a loss of retail employment within the Town. In addition to this sharp reduction, retail jobs have steadily declined since 2000. Manufacturing and Information are two industry sectors that do not currently contribute a large percentage of jobs to the local economy but could become growth opportunities in the near future. The town has a strong transportation network of highways, rail and air con- nections, strong telecom infrastructure, competitive utility rates and opportunities to connect to natural gas. These assets are being promoted in order to attract manufacturing companies to the Town. The attraction of Information companies like those that have located in Buchanan and Russell Counties would be a large asset to the Town. In addition to providing jobs, these industries are also high volume consumers of electricity, which could be provided by the Town’s local utility. Enterprise Zone The Town of Richlands cooperates with Tazewell County on the Tazewell County Enterprise Zone which includes a subarea in the Town as shown on the following page. In addition to state incentives, Richlands provides to qualifying business in the Enterprise Zone: 1. A declining Rehabilitated Real Estate Tax Exemption Incentive for qualifying improvements of 80%, 60%, and 40% over three years. 0 200 400 600 800 1000 1200 Health care and social assistance Retail trade Accommodation & food services Mining Finance & insurance Manufacturing Information Professional, scientific & technical services Admin, support, waste mgt, remediation services Jo b s Industry Sector 1998 2000 2002 2004 2006 2008 2010 2012 Source: U.S. Census – County Business Patterns (24641 ZIP Code) Richlands Comprehensive Plan 2016 Figure 19: Town Employment Trends 1200 | 1998 . 1000 = 2000 800 2002 ‘oo 2004 * 2008 3 400 = 2008 200 2010 0 hn ee ee ee er Healthcare and Retailtrade Accommodation Mining Finance & Manufacturing Information Professional, Admin, support, social assistance & food services Insurance scientific waste met, technical services remediation Industry Sector Source: U.S. Census ~ County Business Patterns (24641 ZIP Code) The most noticeable decline has been in mining jobs, though it should be noted that the numbers in both Figure 18 and 19 are for the entire 24641 zip code that includes areas outside of Town. Similarly, the retail sector has also declined. The impact of the construction of a Walmart in Claypool Hill in 2000 is reflected in a loss of retail employment within the Town. In addition to this sharp reduction, retail jobs have steadily declined since 2000. Manufacturing and Information are two industry sectors that do not currently contribute a large percentage of jobs to the local economy but could become growth opportunities in the near future. The town has a strong transportation network of highways, rail and air con- nections, strong telecom infrastructure, competitive utility rates and opportunities to connect to natural gas. These assets are being order to attract manufacturing companies to the Town. The attraction of Information companies like those that have located in Buchanan and Russell Counties would be a large asset to the Town. In addition to providing jobs, these industries are also high volume consumers of electricity, which could be provided by the Town's local utility. Enterprise Zone The Town of Richlands cooperates with Tazewell County on the Tazewell County Enterprise Zone which includes a subarea in the Town as shown on the following page. In addition to state incentives, Richlands provides to qualifying business in the Enterprise Zone: 1. A declining Rehabilitated Real Estate Tax Exemption Incentive for qualifying improvements of 80%, 60%, and 40% over three years. 29 Richlands Comprehensive Plan 2016 30 2. A Building Permit and Development Fee Refund Incentive. 3. A declining Lodging Tax Refund Incentive of 80%, 60%, and 40% over three years. 4. A declining Meals Tax Refund Incentive of 80%, 60%, and 40% over three years. 5. A declining Business License Fee Abatement of 80%, 60%, and 40% over three years. These Enterprise Zone Incentives are new in 2016 and it is hoped that they will help incentivize new business and industry start-ups in the Town. There is a small trend developing where businesses in more distressed areas of Southwest Virginia are looking to be in a larger, more dynamic markets such as the Town of Abingdon and Richlands. It is hope that these Incentives will also help pull some of those relocating businesses to the Town. Appalachian One-Stop Center Richlands is home to Southwest Virginia’s first American Job Center also known as One-Stop Centers, housed in the Richlands Business Incubator facility. Established under the Workforce Investment Act and reauthorized under the Workforce Innovation and Oppor- tunities Act of 2014, the One-Stop Center streamlines job search and job training efforts by offering referrals, career counseling, job listings, and other employment-related services under one roof. Summary Though it still plays a central part in the local economy, the Natural Resources & Mining sector is declining in the region. Town employment is also declining, impacted by the loss of these mining jobs and the loss of Retail Trade jobs that have moved to the U.S. Route 19 Corridor. Currently the Health Care & Social Assistance subsector, and more specifically, Clinch Valley Health, is the largest private employer in the Town. The Manufacturing and Information sectors may offer the strongest opportunities for growth in Richlands due to the presence of assets needed by these industries. Figure 20: Richlands Subarea -Tazewell County Enterprise Zone Key Takeaway Despite the decline of the coal mining industry and loss of retail jobs, the Town boasts infrastructure assets that could support Manufacturing, information and data driven industries. Though too new to tell, it is very likely that the recently adopted Enterprise Zone Incentives will pay significant dividends in the future if the Town is able to support business start-ups and attract businesses to relocate within the Town. Source: Tazewell County Office of Economic Development Richlands 2. A Building Permit and Development Fee Refund Incentive. 3. A declining Lodging Tax Refund Incentive of 80%, 60%, and 40% over three years. 4. A declining Meals Tax Refund Incentive of 80%, 60%, and 40% over three years. 5. A declining Business License Fee Abatement of 80%, 60%, and 40% over three years. These Enterprise Zone Incentives are new in 2016 and it is hoped that they will help incentivize new business and industry start-ups in the Town. There is a small trend developing where businesses in more distressed areas of Southwest Virginia are looking to be in a larger, more dynamic markets such as the Town of Abingdon and Richlands. It is hope that these Incentives will also help pull some of those relocating businesses to the Town. Appalachian One-Stop Center Richlands is home to Southwest also known as One-Stop Centers, housed in the Richlands Business Incubator facility. Established under the Workforce Investment Act and reauthorized under the Workforce Innovation and Oppor- tunities Act of 2014, the One-Stop Center streamlines job search and job training efforts by offering referrals, career counseling, job listings, and other employment-related services under one roof. ia’s first American Job Center Summary Though it still plays a central part in the local economy, the Natural Resources & Mining sector is declining in the region. Town employment is also declining, impacted by the loss of these mining jobs and the loss of Retail Trade jobs that have moved to the U.S. Comprehensive Plan 2016 Route 19 Corridor. Currently the Health Care & Social Assistance subsector, and more specifically, Clinch Valley Health, is the largest private employer in the Town. The Manufacturing and Information sectors may offer the strongest opportunities for growth in Richlands due to the presence of assets needed by these industries. Figure 20: Richlands Subarea -Tazewell County Enterprise Zone ‘Source: Tazewell County Office of Economic Development Key Takeaway Despite the decline of the coal mining industry and loss of retail jobs, the Town boasts infrastructure assets that could support Manufacturing, information and data driven industries. Though too new to tell, itis very likely that the recently adopted Enterprise Zone Incentives will pay significant dividends in the future if the Town is able to support business start-ups and attract businesses to relocate within the Town. 30 Richlands Comprehensive Plan 2016 31 2.7 COMMUNITY SERVICES, FACILITIES & UTILITIES 2.7.1 Recreation & Tourism The Town currently has two primary recreation facilities and a pedestrian and bike trail. A voluntary nine-member Recreation Commission is established to “provide, conduct, and supervise” the Town’s recreation facilities and activities. The Department of Parks and Recreation is tasked with daily operations for its two park facilities and recreational trail. The department focuses primarily on providing opportunities for leisure activities for town residents. The staff includes two full-time employees: the Executive Director and a supervisor. Part-time employees include a facility maintenance worker, life guards during the summer months, and others that work year-round to provide additional services such as coaching for local youth sports teams. The expenses for the Department in FY 2015 was just under $300,000. The Department is partially self-funded in that it collects approximately $35,000 to $50,000 annually from fees and services. The Richlands Recreation Park provides a gym, weight room, two community rooms as well as an outdoor pool, three tennis courts, a soccer field and a baseball/softball field. This facility, built in 1976 is currently in the midst of an extensive renovation. Phases 1 and 2 are completed and included the renovation/replacement of the entire roof, gym floor and partitions, bleachers, and scoreboards and upgrading of the electrical system. Phases 3 and 4 are scheduled to begin in FY17 and include the expansion of the weight room as well as the renovation of the restrooms. The Williams Park Complex is located on Farmer Street, on the southern side of the Clinch River, opposite of downtown. The complex provides four baseball/softball fields, two basketball courts, a picnic pavilion and playground. Funds for acquisition and development of the park came from the Town and County, local donations, and the Federal Land and Water Conservation Fund. The park is located in the 100-year floodplain and connects to the Clinch River Pedestrian Walkway and Bike Trail. The trail currently extends approximately 1,500 feet from the Williams Park Complex and follows the Clinch River downstream and westward but ends before reaching the Front Street Bridge. The trail was funded in part by a Transportation Enhancement Grant of the Virginia Department of Transportation in 2000. An extension of the Clinch River Pedestrian Walkway and Bike Trail has been proposed that would extend the existing trail along the river for approximately 2 additional miles until it reached the swinging bridge located near the intersection of Page Street and Matney Lane. A site analysis and proposed route was completed in the fall of 2013 with assistance from the Community Design Assistance Center of Virginia Tech. In addition to identifying a course, the analysis also includes recommended locations for future public access, parks and open space along the river. It should be noted that the users of the Town’s recreation facilities include Tazewell County residents and residents of other nearby towns. Town staff estimate that the ratio of in-town versus out-of- town users to be 30% in-town and 70% out-of-town. Richlands Comprehensive Plan 2016 2.7 COMMUNITY SERVICES, FACILITIES & UTILITIES 2.7.1 Recreation & Tourism The Town currently has two primary recreation facilities and a pedestrian and bike trail. A voluntary nine-member Recreation Commission is established to “provide, conduct, and supervise” the Town’s recreation facilities and activities. The Department of Parks and Recreation is tasked with daily operations for its two park facilities and recreational trail. The department focuses primarily on providing opportunities for leisure activities for town residents The staff includes two full-time employees: the Executive Director and a supervisor. Part-time employees include a facility maintenance worker, life guards during the summer months, and others that work year-round to provide additional services such as coaching for local youth sports teams. The expenses for the Department in FY 2015 was just under $300,000. The Department is partially self-funded in that it collects approximately $35,000 to $50,000 annually from fees and services. The Richlands Recreation Park provides a gym, weight room, two community rooms as well as an outdoor pool, three tennis courts, a soccer field and a baseball/softball field. This facility, built in 1976 is currently in the midst of an extensive renovation. Phases 1 and 2 are completed and included the renovation/replacement of the entire roof, gym floor and partitions, bleachers, and scoreboards and upgrading of the electrical system. Phases 3 and 4 are scheduled to begin in FY17 and include the expansion of the weight room as well as the renovation of the restrooms. The Williams Park Complex is located on Farmer Street, on the southern side of the Clinch River, opposite of downtown. The complex provides four baseball/softball fields, two basketball courts, a picnic pavilion and playground. Funds for acquisition and development of the park came from the Town and County, local donations, and the Federal Land and Water Conservation Fund. The park is located in the 100-year floodplain and connects to the Clinch River Pedestrian Walkway and Bike Trail. The trail currently extends approximately 1,500 feet from the Williams Park Complex and follows the Clinch River downstream and westward but ends before reaching the Front Street Bridge. The trail was funded in part by a Transportation Enhancement Grant of the Virginia Department of Transportation in 2000. ‘An extension of the Clinch River Pedestrian Walkway and Bike Trail has been proposed that would extend the existing trail along the river for approximately 2 additional miles until it reached the swinging bridge located near the intersection of Page Street and Matney Lane. A site analysis and proposed route was completed in the fall of 2013 with assistance from the Community Design Assistance Center of Virginia Tech. In addition to identifying a course, the analysis also includes recommended locations for future public access, parks and open space along the river. It should be noted that the users of the Town’s recreation facilities include Tazewell County residents and residents of other nearby towns. Town staff estimate that the ratio of in-town versus out-of- town users to be 30% in-town and 70% out-of-town. 31 Richlands Comprehensive Plan 2016 32 Summary All of the Town’s existing and proposed recreational opportunities are located along or within walking distance to the Clinch River. As such, the river plays an important role in the quality of life of local residents and serves as a great local asset to attract others to the Town. Expanded access to the river also provides a high value use for land located within the 100-year floodplain that should and would not be developed otherwise. Key Takeaway By seeking to complete its portions of the Clinch River Pedestrian Walkway and Bike Trail and supporting the Clinch River Valley Initiative the Town is able to serve residents and visitors by providing recreational opportunities, making the Town a more attractive location for business and residents looking to relocate, and improving the environmental quality of the Clinch River. Additionally, the Town is the hub of much of the region’s recreational events. This is a real plus for the Town in that it draws people in, but it does come at some expense. 2.7.2 Public Safety Police The Police Department serves the entire Town and occasionally responds to requests for assistance from neighboring departments through a mutual aid agreement. Average emergency response time for 2015 was three (3) to four (4) minutes and, as such, no need for a substation has been identified. The Department has seventeen (17) sworn officers and currently has twenty-one (21) vehicles in its inventory that range in age from one (1) to eleven (11) years. The radio consoles and radio paging systems at the Police Communications Center are severely outdated. The cost for police protection in FY 2016 was $1.82 million. Fire and Rescue The Fire and Rescue Department serves all areas within the Town limits and the Western and Northwestern Districts of Tazewell County. Made up of thirty-eight (38) full and part-time staff, the Department has nine (9) fire trucks and other fire equipment, five (5) ambulances, and two (2) SUV’s for the Fire and EMS Chiefs. The strength of the staff and training, the newness of the equipment, response times, distances traveled to a fire, and water availability and pressure have helped the Town achieve an ISO Rating of 6, thus helping keep insurance rates down for the community. In 2015 (calendar year) the Department responded to 307 fire calls and 2,486 call for emergency medical services (EMS) at a cost of just Engine 504 in Front of Town Hall Source: Richlands Fire & Rescue Richlands Summary Al of the Town’s existing and proposed recreational opportunities are located along or within walking distance to the Clinch River. As such, the river plays an important role in the quality of life of local residents and serves as a great local asset to attract others to the Town. Expanded access to the river also provides a high value use for land located within the 100-year floodplain that should and ‘would not be developed otherwise. Key Takeaway By seeking to complete its portions of the Clinch River Pedestrian Walkway and Bike Trail and supporting the Clinch River Valley Initiative the Town is able to serve residents and visitors by providing recreational opportunities, making the Town a more attractive location for business and residents looking to relocate, and improving the environmental quality of the Clinch River. Additionally, the Town is the hub of much of the region’s recreational events. This is a real plus for the Town in that it draws people in, but it does come at some expense. 2.7.2 Public Safety Police The Police Department serves the entire Town and occasionally responds to requests for assistance from neighboring departments through a mutual aid agreement. Average emergency response time for 2015 was three (3) to four (4) minutes and, as such, noneed for a substation has been identified. The Department has seventeen (17) sworn officers and currently has twenty-one (21) vehicles in its inventory that range in age from one (1) to eleven (11) years. The radio consoles and radio paging systems at the Police Comprehensive Plan 2016 Communications Center are severely outdated. The cost for police protection in FY 2016 was $1.82 million. Fire and Rescue The Fire and Rescue Department serves all areas within the Town limits and the Western and Northwestern Districts of Tazewell Engine 504 in Front of Town Hall Source: Richlands Fire & Rescue County. Made up of thirty-eight (38) full and part-time staff, the Department has nine (9) fire trucks and other fire equipment, five (5) ambulances, and two (2) SUV's for the Fire and EMS Chiefs. The strength of the staff and training, the newness of the equipment, response times, distances traveled to a fire, and water availability and pressure have helped the Town achieve an ISO Rating of 6, thus helping keep insurance rates down for the community. In 2015 (calendar year) the Department responded to 307 fire calls and 2,486 call for emergency medical services (EMS) at a cost of just, 32 Richlands Comprehensive Plan 2016 33 over $770,000 (fiscal year). As with the other Town services, 70% of the fire and EMS calls are to areas outside of the Town of Richlands in an average year. Tazewell County contributes $60,000 annually to the Town for fire protection services and $10,500 for EMS services. The Fire and Rescue Department also maintains a 1,730 square foot Burn Building for the purpose of training more than 300 firefighters from the Town of Richlands and surrounding communities. The Fire and Rescue Department has successfully maintained an ISO Public Protection Classification rating of 6 in recent years which helps keep hazard insurance rates low for its residents and businesses. 2.7.3 Public Works Streets & Roads The Streets and Roads Department is in charge of maintaining, rehabilitating, and plowing the Town’s roadways and maintenance and repair of storm sewers, drains, culverts and street markings/signs in Richlands. Generally speaking, maintenance equipment, roads, and sidewalks are not in optimal condition. The department is in possession of snow removal equipment that is fairly worn out, and some of the Town’s sidewalks and curbs could greatly benefit from refurbishment. The Streets and Roads Depart- ment operates with a staff of twelve (12) and expended just under $920,000 in FY 2015 supported by approximately $900,000 annually in Urban Maintenance Program funds from the Virginia Department of Transportation. Sanitation The Town’s Sanitation Department is responsible for collecting and disposing of residential garbage, household trash and bulk items. It operates with a staff of six (6) and four (4) refuse trucks. The cost for sanitation services in FY 2015 was just under $400,000 with just over $407,000 collected in fees. 2.7.4 Water/Wastewater Utilities Water The Town owns and operates the Richlands Regional Water Treatment Facility, a 2.5 million gallons per day (MGD) facility that utilizes conventional methods to treat and deliver potable water to the Town's distribution system. Partnering with the Town of Cedar Bluff and the Tazewell County Public Service Authority, the facility was constructed in 1994 and currently furnishes water to the Town Richlands Fire & Rescue Department Burn Building Source: Richlands Fire & Rescue Richlands Comprehensive Plan 2016 over $770,000 (fiscal year). As with the other Town services, 70% of the fire and EMS calls are to areas outside of the Town of Richlands in an average year. Tazewell County contributes $60,000 annually to the Town for fire protection services and $10,500 for EMS services. The Fire and Rescue Department also maintains a 1,730 square foot Burn Building for the purpose of training more than 300 firefighters from the Town of Richlands and surrounding communities. oe Richlands Fire & Rescue Department Burn Building ‘Source: Richlands Fire & Rescue The Fire and Rescue Department has successfully maintained an ISO Public Protection Classification rating of 6 in recent years which helps keep hazard insurance rates low for its residents and businesses. 2.7.3. Public Works Streets & Roads The Streets and Roads Department is in charge of maintaining, rehabilitating, and plowing the Town’s roadways and maintenance and repair of storm sewers, drains, culverts and street markings/signs in Richlands. Generally speaking, maintenance equipment, roads, and sidewalks are not in optimal condition. The department is in possession of snow removal equipment that is fairly worn out, and some of the Town’s sidewalks and curbs could greatly benefit from refurbishment. The Streets and Roads Depart- ment operates with a staff of twelve (12) and expended just under $920,000 in FY 2015 supported by approximately $900,000 annually in Urban Maintenance Program funds from the Virginia Department of Transportation. Sanitation The Town's Sanitation Department is responsible for collecting and disposing of residential garbage, household trash and bulk items. It operates with a staff of six (6) and four (4) refuse trucks. The cost for sanitation services in FY 2015 was just under $400,000 with just over $407,000 collected in fees. 2.7.4 Water/Wastewater Utilities Water The Town owns and operates the Richlands Regional Water Treatment Facility, a 2.5 million gallons per day (MGD) facility that utilizes conventional methods to treat and deliver potable water to the Town's distribution system. Partnering with the Town of Cedar Bluff and the Tazewell County Public Service Authority, the facility was constructed in 1994 and currently furnishes water to the Town 33 Richlands Comprehensive Plan 2016 34 of Cedar Bluff, the communities of Raven and Doran and other rural areas in the Northwestern district of Tazewell County through a contract with the Tazewell County Public Service Authority (PSA) and portions of Russell and Buchannan Counties as a wholesale supplier of treated water. The water treatment plant is currently operating at about 48% capacity and serves 2,465 in-town and 77 out-of-town customers. The plant also provides water treatment services to approximately 10,000 customers outside of the Town through the agreements with the Tazewell County PSA and neighboring counties. Water distribution is accomplished through the use of booster pumping stations and storage tanks located throughout the service area. Water reliability is sustained through interties with other adjacent water producers. Wastewater Richlands owns and operates the Richlands Regional Wastewater Treatment Facility, a 4.0 million gallons per day (MGD) facility. The plant, located at 425 Plant Road, treats wastewater received from both the Town and the Tazewell County Public Service Authority's sewage collection system. Partnering with the Town of Cedar Bluff and the Tazewell County PSA, the facility was constructed in 1990 and currently serves the Town of Cedar Bluff and the communities of Raven, Doran and Banes Bottom. Treated wastewater is discharged into the Clinch River while sludge is disposed of naturally. The wastewater treatment plant is at approximately 30% capacity and serves 2,403 in-town and 60 out-of-town customers. Almost all potential users in the town with access to a nearby sewer line are connected to the system with the exception of a small number of households on West Fork Road. The plant also provides wastewater treatment services to approximately 10,000 customers outside of the Town through agreement with the Tazewell County PSA. In FY 2015 Richlands’ operating revenue from water and sewer utilities was $2.3 million and expenses were $2.4 million. The water and wastewater utilities and line maintenance staff number fifteen (15) employees. 2.7.5 Electric Utility The Town owns and operates its own user-supported electric utility that provides service to most residents and businesses within the town. It purchases energy wholesale from American Municipal Power and is able to provide electrical service at very competitive rates. Approximately 2,500 electric customers are served by the Town. Operating revenue for FY 2015 operating revenue matched expenses at just over $6 million. Additionally, 500 electric customers are served by AEP (Appalachian Power), mainly in the areas incorporated into the Town in the 2005 Boundary Adjustment. The Town’s power supply portfolio consists of owned asset capacity, contracted assets, block purchases, and market purchases. The Town owns capacity in the following generation facilities: 1) 2.588 kilowatts (kWs) in the Prairie State Energy Campus, a two unit, 1,600 megawatt (MW) mine mouth coal fired plan located in Southern Illinois with a 30-year coal reserve on site; 2) 2,208 kWs in the Freemont Energy Center, a 675 MW natural gas combined cycle unit in Ohio; 3) 1,499 kWs in the Smithland, Cannelton & Willow Island complex, a 208 MW run-of-the-river hydroelectric plant in West Virginia; and 4) “behind the meter” generation through a 1.2 MW generator. Richlands of Cedar Bluff, the communities of Raven and Doran and other rural areas in the Northwestern district of Tazewell County through a contract with the Tazewell County Public Service Authority (PSA) and portions of Russell and Buchanan Counties as a wholesale supplier of treated water. The water treatment plant is currently operating at about 48% capacity and serves 2,465 in-town and 77 out-of-town customers. The plant also provides water treatment services to approximately 10,000 customers outside of the Town through the agreements with the Tazewell County PSA and neighboring counties. Water distribution is accomplished through the use of booster pumping stations and storage tanks located throughout the service area, Water reliability is sustained through interties with other adjacent water producers. Wastewater Richlands owns and operates the Richlands Regional Wastewater Treatment Facility, a 4.0 million gallons per day (MGD) facility. The plant, located at 425 Plant Road, treats wastewater received from both the Town and the Tazewell County Public Service Authority's sewage collection system. Partnering with the Town of Cedar Bluff and the Tazewell County PSA, the facility was constructed in 1990 and currently serves the Town of Cedar Bluff and the communities of Raven, Doran and Banes Bottom. Treated wastewater is discharged into the Clinch River while sludge is disposed of naturally. The wastewater treatment plant is at approximately 30% capacity and serves 2,403 in-town and 60 out-of-town customers Almost all potential users in the town with access to a nearby sewer line are connected to the system with the exception of a small number of households on West Fork Road. The plant also provides Comprehensive Plan 2016 wastewater treatment services to approximately 10,000 customers outside of the Town through agreement with the Tazewell County PSA, In FY 2015 Richlands’ operating revenue from water and sewer utilities was $2.3 million and expenses were $2.4 million. The water and wastewater utilities and line maintenance staff number fifteen (15) employees. 2.7.5 Electric Utility The Town owns and operates its own user-supported electric utility that provides service to most residents and businesses within the town. It purchases energy wholesale from American Municipal Power and is able to provide electrical service at very competitive rates. Approximately 2,500 electric customers are served by the Town. Operating revenue for FY 2015 operating revenue matched expenses at just over $6 million. Additionally, 500 electric customers are served by AEP (Appalachian Power), mainly in the areas incorporated into the Town in the 2005 Boundary Adjustment. The Town's power supply portfolio consists of owned asset capacity, contracted assets, block purchases, and market purchases. The Town owns capacity in the following generation facilities: 1) 2.588 kilowatts (kWs) in the Prairie State Energy Campus, a two unit, 1,600 megawatt (MW) mine mouth coal fired plan located in Southern Illinois with a 30-year coal reserve on site; 2) 2,208 kWs in the Freemont Energy Center, a 675 MW natural gas combined cycle unit in Ohio; 3) 1,499 kWs in the Smithland, Cannelton & Willow Island complex, a 208 MW run-of-the-river hydroelectric plant in West Virginia; and 4) “behind the meter” generation through a 1.2 MW generator. 34 Richlands Comprehensive Plan 2016 35 The Town has contracted assets with the Southeastern Power Administration of the U.S. Department of Energy for hydroelectric units in Virginia owned and controlled by the Army Corps of Engineers. These units provide 500 kWs of the Town’s needed capacity. The remaining kWs needed by the Town for its customers are provided through block purchases (contractual obligations with utilities and energy brokers of financial institutions) and market purchases. The Town of Richlands is committed to seeking, evaluating, and pursuing power supply opportunities in order to maintain service reliability at cost competitive rates. 2.7.6 Gas Utility Appalachian Natural Gas Distribution Company, a private utility, currently provides natural gas to the Clinch Valley Medical Center and the Lake Park community immediately behind it. Within (one) 1 mile of the Town of Richlands is an open-access, high capacity Transco pipeline which could supply the Town with an unlimited supply of natural gas produced from coal bed methane. The Town and Appalachian Natural Gas continue exploration of a partnership to develop a town-wide natural gas distribution system. Summary Public water, wastewater and electrical utilities are provided throughout the large majority of the Town. Water and wastewater are treated at plants that are operating at less than half of their capacity. The Police and Fire and Rescue Departments do an admirable job keeping Richlands citizens and citizens of surrounding communities safe given limited resources. The Town’s public utili- ties and services, including those provide by the Parks and Recreation Department, get mostly high marks from its citizens per the community survey and public input session. Key Takeaway The Town has the necessary infrastructure and utility capacity in place to support efforts at bringing in much needed additional employers. This infrastructure and capacity can also handle additional businesses and households, both within the Town if internal growth was to occur and outside the Town if a future boundary adjustment was to occur. As with any utility that has additional unused capacity, additional users would go far to help cover the costs of providing the utility in real time and over time as operational costs and the cost of ongoing capital improvements to the system climb. Richlands Comprehensive Plan 2016 The Town has contracted assets with the Southeastern Power Administration of the U.S. Department of Energy for hydroelectric Units in Virginia owned and controlled by the Army Corps of Engineers. These units provide 500 kWs of the Town's needed capacity. The remaining kWs needed by the Town for its customers are provided through block purchases (contractual obligations with utilities and energy brokers of financial institutions) and market purchases. The Town of Richlands is committed to seeking, evaluating, and pursuing power supply opportunities in order to maintain service reliability at cost competitive rates. 2.7.6 Gas Utility Appalachian Natural Gas Distribution Company, a private utility, currently provides natural gas to the Clinch Valley Medical Center and the Lake Park community immediately behind it. Within (one) 1 mile of the Town of Richlands is an open-access, high capacity Transco pipeline which could supply the Town with an unlimited supply of natural gas produced from coal bed methane. The Town and Appalachian Natural Gas continue exploration of a partnership to develop a town-wide natural gas distribution system ‘summary Public water, wastewater and electrical utilities are provided throughout the large majority of the Town. Water and wastewater are treated at plants that are operating at less than half of their capacity. The Police and Fire and Rescue Departments do an admirable job keeping Richlands citizens and citizens of surrounding communities safe given limited resources. The Town’s public utili- ties and services, including those provide by the Parks and Recreation Department, get mostly high marks from its citizens per the community survey and public input session. Key Takeaway The Town has the necessary infrastructure and utility capacity in place to support efforts at bringing in much needed additional employers. This infrastructure and capacity can also handle additional businesses and households, both within the Town if internal growth was to occur and outside the Town if a future boundary adjustment was to occur. As with any utility that has additional unused capacity, additional users would go far to help cover the costs of providing the utility in real time and over time as operational costs and the cost of ongoing capital improvements to the system climb. 35 Richlands Comprehensive Plan 2016 36 2.8 TRANSPORTATION 2.8.1 Roadway Functional Classifications The Town’s road network includes routes classified by VDOT as principal or minor arterials and major or minor collectors. These classifications denote the kind of function each roadway serves. Arterials are intended to emphasize mobility, the efficiency by which traffic can move. Collectors are intended to emphasize access, connecting different uses along the route. Each functional classification exists on a scale between providing efficient mobility and access via points of entry and exit. The VDOT Functional Classifications are represented graphically in Figure 21 to the right and on a VDOT Functional Classifications Map that follows page 38. U.S. Route 460 Bypass and Business are the primary arteries in Richlands. 460 is part of the Heartland Corridor, a designated Corridor of Statewide Significance. A major function of the corridor is to transport freight from the coalfields to Hampton Roads. In addition to moving freight towards the east coast, Route 460 also connects the coalfields to markets in the Midwest. The segment of Route 460 parallel to the railroad and adjacent to the Clinch Valley Medical Center is typically the most congested stretch of road in the area. Mobility along Route 460 is a high priority and as such, access points are tightly managed, especially along this segment. 2.8.2 Roadway Traffic Volumes Traffic volume data from 2014 shows the Town’s busiest roadways. The Route 460 Bypass carries the largest loads, particularly at the eastern and western Town boundaries. A reduction in total traffic volume on the Route 460 Bypass between the intersection with Front Street and the exit onto Railroad Street demonstrates that these two Figure 21: VDOT Functional Classifications in Richlands points are the most frequently used entrance and exit in and out of downtown. Route 460 Business where 2nd Street merges with Front Street is the busiest non-Bypass segment. There are several access points along this segment including fast food and convenience uses that create a tension between road mobility and access. To accommodate the high traffic volumes and increase accessibility, this segment has been identified for road widening and two-way left turn lanes. (An Average Annual Daily Traffic Map follows page 38.) Principal Arterial • Route 460 - Governor George C Perry Highway Minor Arterial • Business 460 - Front Street and Second Street • Route 67, (South of Rt. 460) - Railroad Street • Route 67 - Raven Road Major Collector • Route 67, (North of Rt. 460) - Railroad Street • Route 609 - Kent Ridge Road and Veteran Drive Minor Collector • Norfolk Street • Edgewater Drive H igh er M o b ility H igh er A ccess Richlands 2.8 TRANSPORTATION 2.8.1 Roadway Functional Classifications The Town’s road network includes routes classified by VDOT as principal or minor arterials and major or minor collectors. These classifications denote the kind of function each roadway serves. Arterials are intended to emphasize mobility, the efficiency by which traffic can move. Collectors are intended to emphasize access, connecting different uses along the route. Each functional classification exists on a scale between providing efficient mobility and access via points of entry and exit. The VDOT Functional Classifications are represented graphically in Figure 21 to the right and on a VDOT Functional Classifications Map that follows page 38. U.S. Route 460 Bypass and Business are the primary arteries in Richlands. 460 is part of the Heartland Corridor, a designated Corridor of Statewide Significance. A major function of the corridor is to transport freight from the coalfields to Hampton Roads. In addition to moving freight towards the east coast, Route 460 also connects the coalfields to markets in the Midwest. The segment of Route 460 parallel to the railroad and adjacent to the Clinch Valley Medical Center is typically the most congested stretch of road in the area. Mobility along Route 460 is a high priority and as such, access points are tightly managed, especially along this segment. 2.8.2 Roadway Traffic Volumes Traffic volume data from 2014 shows the Town’s busiest roadways. The Route 460 Bypass carries the largest loads, particularly at the eastern and western Town boundaries. A reduction in total traffic volume on the Route 460 Bypass between the intersection with Front Street and the exit onto Railroad Street demonstrates that these two Comprehensive Plan 2016 Figure 21: VDOT Functional Classifications in Richlands + Route 460 - Governor George C Perry Highway Principal Arterial * Business 460 - Front Street and Second Street ‘+ Route 67, (South of Rt. 460) - Railroad Street Minor |. Route 67 - Rav inet, | + Route 67- Raven Road + Route 67, (North of Rt. 460) - Railroad Street Major | * Route 609 - Kent Ridge Road and Veteran Drive Collector IH 3004 19 + Norfolk Street Minor | * Edgewater Drive Collector points are the most frequently used entrance and exit in and out of downtown. Route 460 Business where 2" Street merges with Front Street is the busiest non-Bypass segment. There are several access points along this segment including fast food and convenience uses that create a tension between road mobility and access. To accommodate the high traffic volumes and increase accessibility, this segment has been identified for road widening and two-way left turn lanes, (An Average Annual Daily Traffic Map follows page 38.) 36 Richlands Comprehensive Plan 2016 37 2.8.3 Alternative Transportation Options In addition to local and regional roads, Richlands’ transportation network includes railroads for freight and a local bus system operated by Four County Transit. Sidewalks are available in most commercial areas of town, in a few of the older residential neighborhoods and along some major roads. The town has no designated bike lanes and, perhaps due to topography, biking is not a widely used means of transportation. Figure 22: Means of Transportation to Work 2009-2013 Estimate Margin of Error Workers 16 years and over 2,044 +/-192 Car, truck, or van 94% +/-4.4 Drove alone 87% +/-5.1 Carpooled 7% +/-3.4 In 2-person carpool 5% +/-3.1 In 3-person carpool 2% +/-1.2 In 4-or-more person carpool 0% +/-1.7 Workers per car, truck, or van 104% +/-0.02 Public transportation (excluding taxicab) 0% +/-1.7 Walked 2% +/-1.6 Bicycle 0% +/-1.7 Taxicab, motorcycle, or other means 1% +/-0.8 Worked at home 3% +/-3.5 Source: U.S. Census, American Community Survey 2009-2013 Estimates As noted in Figure 22, private vehicles are the most common means of transportation to work. The sample size of the U.S. Census Bureau’s American Community Survey means that the margin of error is especially large for the underutilized means of transportation. Despite the lack of precision, the findings demonstrate that there are currently very few workers in Richlands that are using modes of transportation other than personal automobile when commuting to work. Walking and Biking The commercial district and neighborhoods surrounding Richlands Town Hall as well as the entire lengths of 2nd Street and Front Street are well lined with sidewalks. Front Street from downtown to the school complex provides a key connection along a heavily trafficked road. In other areas sidewalks are less available. The Alternate Transportation Options map that follows page 38 identifies key sidewalk extensions needed along busy roads that could serve to connect residential areas with jobs and retail and service centers. There are currently no bike lanes in Richlands. Per the data to the left, bike ridership is very low in Richlands. If bike usage increases, especially on busy roads with narrow or A Bike Sharrow Source: Flickr.com, Michael Andersen Richlands Comprehensive Plan 2016 2.8.3 Alternative Transportation Options In addition to local and regional roads, Richlands’ transportation network includes railroads for freight and a local bus system operated by Four County Transit. Sidewalks are available in most commercial areas of town, in a few of the older residential neighborhoods and along some major roads. The town has no designated bike lanes and, perhaps due to topography, biking is not a widely used means of transportation. Figure 22: Means of Transportation to Work 2009-2013 Margin Estimate of Error Workers 16 years and over 2088 +/-192 Car, truck, or van 94% 4 Drove alone 8% +/5a Carpooled 7% 4/34 In 2-person carpool 5% 4/34 In 3-person carpool 2% 4/42 In 4-or-more person carpool om a7 Workers per car, truck, or van 108% —_+/-0.02 Public transportation (excluding taxicab) om sear Walked 2% 4/46 Bicycle o% afar Taxicab, motorcycle or other means 1% 4/08 Worked at home ae as Source: U.S. Census, American Community Survey 2009-2013 Estimates As noted in Figure 22, private vehicles are the most common means of transportation to work. The sample size of the U.S. Census Bureau's American Community Survey means that the margin of error is especially large for the underutilized means of transportation. Despite the lack of precision, the findings demonstrate that there are currently very few workers in Richlands that are using modes of transportation other than personal automobile when commuting to work. Walking and Biking The commercial di rict and neighborhoods surrounding Richlands Town Hall as well as the entire lengths of 2” Street and Front Street are well lined with sidewalks. Front Street from downtown to the school complex provides a key connection along a heavily trafficked road. In other areas sidewalks are less available. The Alternate Transportation Options map that follows page 38 identifies key sidewalk extensions needed along busy roads that could serve to. connect residential areas with jobs and retail and service centers. There are currently no bil lanes in Richlands. Per the data to the left, bike ridership is very low in Richlands. If bike usage _increases, especially on busy roads with narrow or ABike Sharrow ‘Source: Flickr.com, Michael Andersen 37 Richlands Comprehensive Plan 2016 38 no shoulders, bike “sharrows” can be installed to signal to drivers that they must be alert and share the road with bicyclists. Public Transit The bus service provided by Four County Transit is deviated fixed route service throughout the Town and connecting to the region. The Town contributes $7,200 annually to Four County Transit in support of its citizens’ usage of the system. The Alternative Transportation Options Map shows the current fixed routes within the Town and a route that connects Richlands residents to retail destinations in Claypool Hill and Pounding Mill. Figure 23: Total Bus Trips per Year Fiscal Year Richlands Route Pounding Mill Connector 2010-2011 15,008 *4,141 2011-2012 15,672 7,635 2012-2013 14,949 8,532 2013-2014 16,294 9,750 2014-2015 11,935 10,648 Source: Four County Transit * Route began in November 2010 As demonstrated in Figure 23, ridership levels for the Richlands Route have remained relatively constant until FY 2014-2015 when total number of trips on the Richlands Route fell by 27%. Part of this reduction may be due to the fact that some bus stops along the Richlands Route were moved to the Pounding Mill Connector in that year. Even accounting for this change, total ridership between the two routes dropped in FY 2014-2015. Ridership levels for the Pounding Mill Connector have risen steadily since service began in 2010. Rail Many of Norfolk Southern’s freight rail lines which run through Virginia’s coalfields converge in Richlands and connect to wider markets on the east coast and Midwest. In 2010, Norfolk Southern completed improvements that increased freight capacity on the Heartland Corridor, which runs from the Port of Virginia in Hampton Roads to markets in the Midwest. The corridor’s mainline does not pass through the Town, but it is easily accessible from Norfolk Southern’s network of rail lines that do enter the Town. Amtrak’s passenger rail corridors in Virginia do not provide access to Richlands. Summary Richlands’ transportation network is very robust, but does not adequately promote and support walking and bicycling as alternative means of transportation. However, constructing and maintaining additional pedestrian and bicycling infrastructure would be challenging given the ongoing expense of maintaining the road network that is already in place. Road maintenance costs will be significant in future years and the support and regular and special funding provided by the Virginia Transportation Department is crucial to the future success of Richlands. Key Takeaway Richlands needs to continue working with its local, regional, and state partners, both public and private, to ensure that resources are made available to keep the Town well-connected to national and international markets via a modern transportation network. Richlands no shoulders, bike “sharrows” can be installed to signal to drivers that they must be alert and share the road with bicyclists. Public Transit The bus service provided by Four County Transit is deviated fixed route service throughout the Town and connecting to the region. The Town contributes $7,200 annually to Four County Transit in support of its citizens’ usage of the system. The Alternative Transportation Options Map shows the current fixed routes within the Town and a route that connects Richlands residents to retail destinations in Claypool Hill and Pounding Mil. Figure 23: Total Bus Trips per Year Richlands Pounding Mill cal Year Route Connector 2010-2011, 415,008 sai 2011-2012 15,672 7835 2012-2013, 14,949 8532 2013-2018 16,294 9,750 20142015, 11,935 10,648 ‘Source: Four County Transit. * Route began in November 2010 ‘As demonstrated in Figure 23, ridership levels for the Richlands Route have remained relatively constant until FY 2014-2015 when total number of trips on the Richlands Route fell by 27%. Part of this reduction may be due to the fact that some bus stops along the Richlands Route were moved to the Pounding Mill Connector in that year. Even accounting for this change, total ridership between the two routes dropped in FY 2014-2015. Ridership levels for the Comprehensive Plan 2016 Pounding Mill Connector have risen steadily since service began in 2010. Rail Many of Norfolk Southern’s freight rail lines which run through Virginia’s coalfields converge in Richlands and connect to wider markets on the east coast and Midwest. In 2010, Norfolk Southern completed improvements that increased freight capacity on the Heartland Corridor, which runs from the Port of Virginia in Hampton Roads to markets in the Midwest. The corridor’s mainline does not pass through the Town, but it is easily accessible from Norfolk Southern’s network of rail lines that do enter the Town. Amtrak's passenger rail corridors in Virginia do not provide access to Richlands. Summary Richlands’ transportation network is very robust, but does not adequately promote and support walking and bicycling as alternative means of transportation. However, constructing and maintaining additional pedestrian and bicycling infrastructure would be challenging given the ongoing expense of maintaining the road network that is already in place. Road maintenance costs will be significant in future years and the support and regular and special funding provided by the Virginia Transportation Department is crucial to the future success of Richlands. Key Takeaway Richlands needs to continue working with its local, regional, and state partners, both public and private, to ensure that resources are made available to keep the Town well-connected to national and international markets via a modern transportation network. 38 VDOT FUNCTIONAL CLASSIFICATIONS. COMPREHENSIVE PLAN STUDY ‘own oF RIcHLANDS, ViRINIA f sens rocnown catarcanons a cmerrencrnamnense eo tenon GOP ascconsey AVERAGE ANNUAL DAILY TRAFFIC ‘COMPREHENSIVE PLAN STUDY cee ame ALTERNATIVE TRANSPORTATION obi 4 COMPREHENSIVE PLAN STUDY t ‘OF RICHLANDS, VIRGINIA f \ Xi 9 ar sie FICHLANDS 79 POUNDING LL “Teanrt ROUTE NET Richlands Comprehensive Plan 2016 39 3 THE PLAN 3.1 VISION One of the most compelling themes to emerge from this Comprehensive Planning process is that even with its challenges, the Town of Richlands is better poised than many towns in Southwest Virginia to take advantage of the shifts in the regional economy. It sits at a hub for both the regional highway and rail transportation networks. It is home to a large regional hospital. It is a more developed locality with levels of public services often reserved for much larger communities. It is located well to take advantage of the growth in natural gas exploration and extraction. From this opportunity emerges a vision statement: Building on our rich history, ideal location, & “can do” attitude, Richlands will strive to be a premier community in Southwest Virginia. This vision statement serves as a challenge to the Town of Richlands and as a reminder that it has what it takes to grow and advance in the future. It is an aspirational statement, intentionally short on details. The details come in the remainder of the Plan component that follows. 3.2 PLAN STRUCTURE Beyond the vision, the Plan component of a Comprehensive Plan can take on many forms and formats including a vision statement; a list of goals, objectives, and strategies; a list of policy initiatives; illustrative plans and conceptual drawings of particular public improvements or areas targeted for transformation; and/or a list of capital improvements needed to move the locality forward. At a minimum and as required by the Code of Virginia, it must include a generalized land use plan that encourages an orderly, harmonious arrangement of land that will meet the present and future needs of the locality. This is typically done through a Future Land Use Map that represents the vision the locality has for the development and/or redevelopment of the land within its boundaries. Additionally, in Virginia, a Comprehensive Plan must contain a transportation plan that lines up with regional and statewide road planning efforts and funding priorities as promulgated by the Virginia Department of Transportation. The remainder of the Plan has been structured with a combination of forms/formats. Sub-sections 3.2, 3.3, and 3.4 that follow are set up as goals, objectives, and strategies that line out broad directions and specific strategies that need to be undertaken to move the Town of Richlands forward in the areas of land use and development, housing and neighborhoods, and economic development. For the most part, the strategies outlined in these sub-sections are not very capital intensive or depend on the infusion of outside capital via grants available through the Commonwealth of Virginia. They are also strategies that take a number of years to fully implement or are implemented in distinct stages. Sub- section 3.2 also contains the Future Land Use Map as referenced above. Sub-section 3.5 addresses the capital needs related to community services, facilities, and utilities and is set up as a longer-term Capital Richlands Comprehensive Plan 2016 3 THE PLAN 3.1 VISION One of the most compelling themes to emerge from this Comprehensive Planning process is that even with its challenges, the Town of Richlands is better poised than many towns in Southwest Virginia to take advantage of the shifts in the regional economy. It sits at a hub for both the regional highway and rail transportation networks. It is home to a large regional hospital. It is a more developed locality with levels of public services often reserved for much larger communities. It is located well to take advantage of the growth in natural gas exploration and extraction, From this opportunity emerges a vision statement: Building on our rich history, ideal location, & “can do” attitude, Richlands will strive to be a premier community in Southwest Virginia. This vision statement serves as a challenge to the Town of Richlands and as a reminder that it has what it takes to grow and advance in the future. It is an aspirational statement, intentionally short on details. The details come in the remainder of the Plan component that follows. 3.2 PLAN STRUCTURE Beyond the vision, the Plan component of a Comprehensive Plan can take on many forms and formats including a vision statement; a list of goals, objectives, and strategies; a list of policy initiatives; illustrative plans and conceptual drawings of particular public improvements or areas targeted for transformation; and/or a list of capital improvements needed to move the locality forward. At a minimum and as required by the Code of Virginia, it must include a generalized land use plan that encourages an orderly, harmonious arrangement of land that will meet the present and future needs of the locality. This is typically done through a Future Land Use Map that represents the vision the locality has for the development and/or redevelopment of the land within its boundaries. Additionally, in Virginia, a Comprehensive Plan must contain a transportation plan that lines up with regional and statewide road planning efforts and funding priorities as promulgated by the Virginia Department of Transportation. The remainder of the Plan has been structured with a combination of forms/formats. Sub-sections 3.2, 3.3, and 3.4 that follow are set up as goals, objectives, and strategies that line out broad directions and specific strategies that need to be undertaken to move the Town of Richlands forward in the areas of land use and development, housing and neighborhoods, and economic development. For the most part, the strategies outlined in these sub-sections are not very capital intensive or depend on the infusion of outside capital via grants available through the Commonwealth of Virginia. They are also strategies that take a number of years to fully implement or are implemented in distinct stages. Sub- section 3.2 also contains the Future Land Use Map as referenced above, Sub-section 3.5 addresses the capital needs related to community services, facilities, and utilities and is set up as a longer-term Capital 39 Richlands Comprehensive Plan 2016 40 Improvement Plan (CIP) that provides guidance to the annual CIP planning process in future years. It also sets forth goals, objectives, and strategies to increase the sustainability and resiliency of the Town in light of the challenging financial atmosphere Richlands finds itself in these days. Sub-section 3.6 outlines the transportation projects previously identified by the Town and regional leaders as priorities and provides additional information about a shift in funding priorities for the Virginia Department of Transportation. Because this shift is still a work in progress, this Comprehensive Plan can highlight its potential impact, but can not fully line up project needs and funding opportunities at this time. Therefore, this sub-section also includes a set of goals, objectives, and strategies aimed at developing more concrete transportation plans in the near future. Richlands Improvement Plan (CIP) that provides guidance to the annual CIP planning process in future years. It also sets forth goals, objectives, and strategies to increase the sustainability and resiliency of the Town in light of the challenging financial atmosphere Richlands finds itself in these days. Sub-section 3.6 outlines the transportation projects previously identified by the Town and regional leaders as priorities and provides additional information about a shift in funding priorities for the Virginia Department of Transportation. Because this shiftis still a work in progress, this Comprehensive Plan can highlight its potential impact, but can not fully line up project needs and funding opportunities at this time. Therefore, this sub-section also includes a set of goals, objectives, and strategies aimed at developing more concrete transportation plans in the near future, Comprehensive Plan 2016 40 Richlands Comprehensive Plan 2016 41 3.3 LAND USE & DEVELOPMENT As a community located in an economically challenged region of Virginia, Richlands has to walk a fine line of having land use and development guidelines and regulations that are both specific enough to guide development and flexible enough to not scare away new development. In Southwest Virginia competition is keen for the limited amount of growth that comes to the region in any given year. When it becomes too burdensome to undertake a project in one locality, a developer can move just down the road to where the development atmosphere is friendlier, either in a nearby town or in an unincorporated portion of Tazewell County or some other nearby county. The following goal, objectives, and strategies do more closely regulate the development environment in Richlands. At the same time, they also include provisions that if implemented would incentivize development and redevelopment in Richlands. An example of an incentive is the Real Estate Property Tax Partial Exemption for improvements to older structures. Even delineating more clearly the zoning districts and uses is in itself an incentive to build a new house or develop a new business where you know there will not be incompatible uses or ongoing nuisances in close proximity to each other. Goal: To spur the development of vacant land and the redevelopment of underutilized parcels and dilapidated structures by implementing forward-looking land use and development policies, ordinances, and strategies. Objective: An increase in the amount of vacant land and existing retail, commercial, and industrial buildings being actively marketed. Objective: A decrease in the number of underutilized parcels and dilapidated structures. Objective: An increase in the annual number of issued Building Permits as a measure of development/redevelopment activity. Objective: An expansion of the Town’s boundary as warranted by a continued shift of development to nearby unincorporated Tazewell County lands and concurrent loss of business and industry in the Town of Richlands. Strategy #1: Utilize the Future Land Use Map included in this Comprehensive Plan as a platform for making additional future land use designations in order to improve the Town’s existing land use patterns and to encourage and accommodate new development. Strategy #2: Update and upgrade the Town Zoning Ordinance and Zoning Map to provide stronger guidance to the proper development of land and structures including the elimination of split zoning and the creation of new zoning categories/districts such as Mixed Use. Strategy #3: Additionally update and upgrade the Town Zoning Ordinance to allow for targeted economic development and redevelopment projects to be sited via one or more new “floating” zones similar to the typical Planned Unit Development floating zone utilized by many communities today. Such floating zones might be of three Richlands Comprehensive Plan 2016 3.3 LAND Use & DEVELOPMENT ‘As a community located in an economically challenged region of Virginia, Richlands has to walk a fine line of having land use and development guidelines and regulations that are both specific enough to guide development and flexible enough to not scare away new development. In Southwest Virginia competition is keen for the limited amount of growth that comes to the region in any given year. When it becomes too burdensome to undertake a project in one locality, a developer can move just down the road to where the development atmosphere is friendlier, either in a nearby town or in an unincorporated portion of Tazewell County or some other nearby county. The following goal, objectives, and strategies do more closely regulate the development environment in Richlands. At the same , they also include provisions that if implemented would incentivize development and redevelopment in Richlands. An example of an incentive is the Real Estate Property Tax Partial Exemption for improvements to older structures. Even delineating more clearly the zoning districts and uses is in itself an incentive to build a new house or develop a new business where you know there will not be incompatible uses or ongoing nuisances in close proximity to each other. Goal: To spur the development of vacant land and the redevelopment of underutilized parcels and dilapidated structures by implementing forward-looking land use and development policies, ordinances, and strategies. Objective: An increase in the amount of vacant land and existing retail, commercial, and industrial buildings being actively marketed. Objective: A decrease in the number of underutilized parcels and dilapidated structures. Objective: An increase in the annual number of issued Building Permits as a measure of development/redevelopment activity. Objective: An expansion of the Town's boundary as warranted by a continued shift of development to nearby unincorporated Tazewell County lands and concurrent loss of business and industry in the Town of Richlands. Strategy #1: Utilize the Future Land Use Map included in this Comprehensive Plan as a platform for making additional future land use designations in order to improve the Town’s existing land use patterns and to encourage and accommodate new development. Strategy #2: Update and upgrade the Town Zoning Ordinance and Zoning Map to provide stronger guidance to the proper development of land and structures including the elimination of split zoning and the creation of new zoning categories/districts such as Mixed Use. Strategy #3: Additionally update and upgrade the Town Zoning Ordinance to allow for targeted economic development and redevelopment projects to be sited via fone or more new “floating” zones similar to the typical Planned Unit Development floating zone utilized by many communities today. Such floating zones might be of three a1 Richlands Comprehensive Plan 2016 42 types: Economic Development, Mixed Use, and Mixed Residential. Strategy #4: Adopt and implement a Real Estate Property Tax Partial Exemption Ordinance for improvements to older structures [100% exemption of increase in assessment or 50% of actual cost of improvements phased out over a period of up to 15 years (as allowed under the Code of Virginia, § 58.1-3220)]. Strategy #5: Adopt and implement a Land Use Assessment Ordinance to allow for reduced property assessments for land in agricultural, horticultural, forestal, or open-space use (as allowed under the Code of Virginia, § 58.1-3230ff). Strategy #6: Undertake a boundary adjustment study to determine the feasibility and efficacy of pursuing a future boundary adjustment with Tazewell County. Because of the amount of land constrained by environmental factors (floodplain and steep slopes) [see Environmental Constraints map], the Future Land Use Map that follows this page does contain future land use designations indicating the extent to which currently vacant parcels can be developed. Those designations include:  Constrained – parcels where approximately 75% or more of the land is in the floodplain or contains steep slopes.  Mixed Constrained/Developable – parcels where approx- imately 25% to 75% of the land is in the floodplain or contains steep slopes.  Developable – parcels where approximately 25% or less of the land is in the floodplain or contains steep slopes. An additional factor in determining the uses outlined above was the isolation of certain parcels due to their distance from a public road or their location behind an already developed parcel. The Future Land Use map that follows this page is hereby established as the Land Use Plan for the Town of Richlands. It may be amended from time to time through action of the Town of Richlands Planning Commission and subsequently approved by Town Council or by alterations made under a future comprehensive plan for the Town of Richlands. Richlands types: Economic Development, Mixed Use, and Mixed Residential. Strategy #4: Adopt and implement a Real Estate Property Tax Partial Exemption Ordinance for improvements to older structures [100% exemption of increase in assessment or 50% of actual cost of improvements phased out over a period of up to 15 years (as allowed under the Code of Virginia, § 58.1-3220)]. Strategy #5: Adopt and implement a Land Use Assessment Ordinance to allow for reduced property assessments for land in agricultural, horticultural, forestal, or open-space use (as allowed under the Code of Virginia, § 58.1-3230f). Strategy #6: Undertake a boundary adjustment study to determine the feasibility and efficacy of pursuing a future boundary adjustment with Tazewell County. Because of the amount of land constrained by environmental factors (floodplain and steep slopes) [see Environmental Constraints map], the Future Land Use Map that follows this page does contain future land use designations indicating the extent to which currently vacant parcels can be developed. Those designations include: * Constrained — parcels where approximately 75% or more of the land is in the floodplain or contains steep slopes. ‘* Mixed Constrained/Developable — parcels where approx- imately 25% to 75% of the land is in the floodplain or contains steep slopes. Comprehensive Plan 2016 ‘* Developable ~ parcels where approximately 25% or less of the land is in the floodplain or contains steep slopes. ‘An additional factor in determining the uses outlined above was the isolation of certain parcels due to their distance from a pul or their location behind an already developed parcel. road The Future Land Use map that follows this page is hereby established as the Land Use Plan for the Town of Richlands. It may be amended from time to time through action of the Town of Richlands Planning Commission and subsequently approved by Town Council or by alterations made under a future comprehensive plan for the Town of Richlands. 42 FUTURE LAND USE Richlands Comprehensive Plan 2016 43 3.4 HOUSING & NEIGHBORHOODS Even though Richlands’ population is projected to stay relatively flat in future years, new and rehabilitated housing will still be needed as the housing stock continues to age. Additionally, additional housing types achieved through new construction will be needed to maintain a healthy mix of ages within the Town limits, particularly for young families and the elderly. The following goal, objectives, and strategies are established to address these issues and to hopefully position the Town for growth in the future as the local economy continues to adjust to the decline in coal mining in the region. Goal: To provide a strong mix of housing options by promoting the rehabilitation of existing housing and the development of new housing for persons of varying income levels, household size, and stages of life. Objective: A decrease in the number of households living in substandard housing in the Town of Richlands. Objective: An increase in the annual number of major housing rehabilitations and additions in the Town of Richlands. Objective: An increase in the annual number of new housing starts in the Town of Richlands. Objective: The development of additional housing types in the Town of Richlands including townhomes, upscale apartments, senior apartments, well-built affordable housing units, and new or rehabbed small units for millennials. Strategy #1: Secure a Planning Grant from the Virginia Department of Housing and Community Development (VDHCD) to conduct a town-wide Housing Needs Assessment that prioritizes neighborhoods for housing rehabilitation and identifies new housing development opportunities. Strategy #2: Secure a second Planning Grant from VDHCD to plan, apply for, and if awarded implementation funding, undertake a specific Community Development Block Grant (CDBG)-funded housing rehabilitation project in a targeted neighborhood of high need. Strategy #3: Work with a recognized and capable non- profit community development corporation to determine the opportunities for the development of additional low- and moderate-income housing communities with the assistance of various grants such as the Virginia Housing Trust Fund and various incentives such as the Low-Income Housing Tax Credit program. Strategy #4: Secure grant funding from the Virginia Housing Development Authority a Mixed Use-Mixed Income (MUMI) Planning Grant to study the feasibility of adaptively reusing one or more downtown structures as a mixed use (residential rental/retail) facility. Strategy #5: In cooperation with local realtors, develop and maintain a section of the Town of Richland’s website as a means of promoting “housing opportunities available in Richlands” that promotes housing ready for occupancy, “fixer-uppers,” and land available for residential Richlands Comprehensive Plan 2016 3.4 HOUSING & NEIGHBORHOODS Even though Richlands’ population is projected to stay relatively flat in future years, new and rehabilitated housing will still be needed as the housing stock continues to age. Additionally, additional housing types achieved through new construction will be needed to maintain a healthy mix of ages within the Town limits, particularly for young families and the elderly. The following goal, objectives, and strategies are established to address these issues and to hopefully position the Town for growth in the future as the local economy co! region. lues to adjust to the decline in coal mining in the Goal: To provide a strong mix of housing options by promoting the rehabilitation of existing housing and the development of new housing for persons of varying income levels, household size, and stages of life. Objective: A decrease in the number of households living in substandard housing in the Town of Richlands. Objective: An increase in the annual number of major housing rehabilitations and additions in the Town of Richlands. Objective: An increase in the annual number of new housing starts in the Town of Richlands. Objective: The development of additional housing types in the ‘Town of Richlands including townhomes, upscale apartments, senior apartments, well-built affordable housing units, and new or rehabbed small units for millennials. Strategy #1: Secure a Planning Grant from the Virginia Department of Housing and Community Development (VDHCD) to conduct a town-wide Housing Needs Assessment that prioritizes neighborhoods for housing rehabilitation and identifies new housing development opportunities. Strategy #2: Secure a second Planning Grant from VDHCD to plan, apply for, and if awarded implementation funding, undertake a specific Community Development Block Grant (CDBG)-funded housing rehabilitation project in a targeted neighborhood of high need. Strategy #3: Work with a recognized and capable non- profit community development corporation to determine the opportunities for the development of additional low- and moderate-income housing communities with the assistance of various grants such as the Virginia Housing Trust Fund and various incentives such as the Low-Income Housing Tax Credit program. Strategy #4: Secure grant funding from the Virginia Housing Development Authority a Mixed Use-Mixed Income (MUMI) Planning Grant to study the feasibility of adaptively reusing one or more downtown structures as a mixed use (residential rental/retail) facility. Strategy #5: In cooperation with local realtors, develop and maintain a section of the Town of Richland’s website as a means of promoting “housing opportunities available in Richlands” that promotes housing ready for occupancy, “fixer-uppers,” and land available for residential 43 Richlands Comprehensive Plan 2016 44 development. This strategy should have multiple target markets including young families and persons who grew up in Southwest Virginia that are seeking to return to the area in their retirement years. Richlands Comprehensive Plan 2016 development. This strategy should have multiple target markets including young families and persons who grew up in Southwest Virginia that are seeking to return to the area in their retirement years. 44 Richlands Comprehensive Plan 2016 45 3.5 ECONOMIC DEVELOPMENT In our modern world, local economies are more connected to and impacted by regional, state, national, and international economies than ever before. Because of this, local economic development efforts can never be undertaken in isolation. Securing resources, both private and public, and expertise from outside of the immediate community is key to building a strong local economy. This is even more true as localities seek to land larger companies and develop basic industries that bring new wealth into the community. At the same time, there has been a burst of entrepreneurial development in America in recent years, particularly among younger people. Much of this new entrepreneurial development has occurred in the larger cities which serve as magnets, pulling Gen Xers and Millenials away from rural and small town communities. Countering this trend through supporting entrepreneurial development in non-urban settings is a very challenging, but essential part of developing the local economy. Such support also provides the benefit of helping keep at least some of the younger residents of the community at home instead of watching them all migrate to the big cities. The following goal, objectives, and strategies keep these two trends in mind. Goal: To expand economic opportunities for the citizens of Richlands by encouraging and supporting the development of new retail, commercial, office, tourism, and industrial enterprises within the Town of Richlands and on its doorstep through regional economic development partnerships. Objective: An increase in employment and a commensurate decrease in unemployment and underemployment within the Town of Richlands. Objective: A pattern of growth in median household income in the Town of Richlands in excess of the rate of inflation. Strategy #1: Secure a Planning Grant from VDHCD to plan, apply for, and if awarded implementation funding, undertake a specific Community Development Block Grant (CDBG)-funded downtown revitalization project for the section of Downtown Richlands west of the Clinch River along 2nd Street and Front Street. Strategy #2: Continue to develop natural gas as a town- wide utility and explore at the appropriate stage of development the efficacy and feasibility of a stronger Town role in expanding the delivery of natural gas to residential, retail, office, commercial, and industrial users. Strategy #3: In cooperation with the Tazewell County Office of Economic Development and the Virginia Economic Development Partnership, actively promote the Town of Richland’s Enterprise Zone and other key economic development opportunities to regional, statewide, and national markets. Strategy #4: In cooperation with the Tazewell County Tourism Department and Clinch River Valley Initiative, actively promote the historic and cultural assets in Downtown Richlands including the Coal Miner’s Memorial, Richlands Comprehensive Plan 2016 3.5 ECONOMIC DEVELOPMENT In our modern world, local economies are more connected to and impacted by regional, state, national, and international economies than ever before. Because of this, local economic development efforts can never be undertaken in isolation. Securing resources, both private and public, and expertise from outside of the immediate community is key to building a strong local economy. This is even more true as localities seek to land larger companies and develop basic industries that bring new wealth into the community. ‘At the same time, there has been a burst of entrepreneurial development in America in recent years, particularly among younger people. Much of this new entrepreneurial development has occurred in the larger cities which serve as magnets, pulling Gen Xers and Millenials away from rural and small town communities. Countering this trend through supporting entrepreneurial development in non-urban settings is a very challenging, but essential part of developing the local economy. Such support also provides the benefit of helping keep at least some of the younger residents of the community at home instead of watching them all migrate to the big cities. The following goal, objectives, and strategies keep these two trends in mind. Goal: To expand economic opportunities for the citizens of Richlands by encouraging and supporting the development of new retail, commercial, office, tourism, and industrial enterprises withit the Town of Richlands and on its doorstep through regional economic development partnerships. Objective: An increase in employment and a commensurate decrease in unemployment and underemployment within the Town of Richlands. Objective: A pattern of growth in median household income in the Town of Richlands in excess of the rate of inflation. Strategy #1: Secure a Planning Grant from VDHCD to plan, apply for, and if awarded implementation funding, undertake a specific Community Development Block Grant (CDBG)-funded downtown revitalization project for the section of Downtown Richlands west of the Clinch River along 2” Street and Front Street. Strategy #2: Continue to develop natural gas as a town- wide utility and explore at the appropriate stage of development the efficacy and feasibility of a stronger Town role in expanding the delivery of natural gas to residential, retail, office, commercial, and industrial users. Strategy #3: In cooperation with the Tazewell County Office of Economic Development and the Virginia Economic Development Partnership, actively promote the Town of Richland’s Enterprise Zone and other key economic development opportunities to regional, statewide, and national markets, Strategy #4: In cooperation with the Tazewell County Tourism Department and Clinch River Valley Initiative, actively promote the historic and cultural assets in Downtown Richlands including the Coal Miner’s Memorial, 45 Richlands Comprehensive Plan 2016 46 Section House, Clinch River access, downtown businesses and architecture, and the downtown murals. Strategy #5: In cooperation with the Small Business Development Center at Southwest Virginia Community College, the Tazewell County Economic Development Department, and the Appalachian One Stop Workforce Center create an Entrepreneur “Boot Camp” and pursue all funding opportunities of support for the program and its graduates such as the Virginia Department of Housing and Economic Development’s “Building Entrepreneurial Economies” grant funding. Strategy #6: In cooperation with the Richlands Area Chamber of Commerce, host a twice yearly forum of realtors, developers, and business leaders within the Town of Richlands to keep them abreast of developments within the Town, solicit their input, and gain their commitment as promoters of the Town of Richlands. Strategy #7: Develop and maintain a section of the Town of Richland’s website as a means of promoting “economic opportunities available in Richlands.” Strategy #8: Maintain an awareness of the state resources available for economic development and where opportunity arises, vigorously pursue all state funding available for economic development projects. Strategy #9: Prioritize the participation of key Town staff and elected officials in regional and statewide economic development forums, training events, and promotional events. Richlands Section House, Clinch River access, downtown businesses and architecture, and the downtown murals. Strategy #5: In cooperation with the Small Business Development Center at Southwest Virginia Community College, the Tazewell County Economic Development Department, and the Appalachian One Stop Workforce Center create an Entrepreneur “Boot Camp” and pursue all funding opportunities of support for the program and its graduates such as the Virginia Department of Housing and Economic Development's “Building Entrepreneurial Economies” grant funding. Strategy #6: In cooperation the Richlands Area Chamber of Commerce, host a twice yearly forum of realtors, developers, and business leaders within the Town of Richlands to keep them abreast of developments within the Town, solicit their input, and gain their commitment as promoters of the Town of Richlands. Strategy #7: Develop and maintain a section of the Town of Richland’s website as a means of promoting “economic opportunities available in Richlands.” Strategy #8: Maintain an awareness of the state resources available for economic development and where opportunity arises, vigorously pursue all state funding available for economic development projects. Strategy #9: Prioritize the participation of key Town staff and elected officials in regional and statewide economic Comprehensive Plan 2016 development forums, training events, and promotional events. 46 Richlands Comprehensive Plan 2016 47 3.6 COMMUNITY SERVICES, FACILITIES & UTILITIES The following information is set up as a longer-term Capital Improvement Plan (CIP) that provides guidance to the annual CIP planning process in future years. The costs cited represent the best estimate of the various department heads for the Town of Richlands. 3.6.1 Public Safety Police The Police Department is funded mainly through the General Fund, but also receives categorical aid/grants from the Commonwealth of Virginia and to a lesser degree, fines and asset forfeitures. The Department identified two primary capital needs: upgraded technology and replacement of its vehicle fleet. Costs for these investments have been programmed through 2021. Figure 24-a: Police Projected Capital Costs 2017 2018 2019 2020 2021 Total $64,000 $178,500 $190,500 $128,000 $138,000 $699,000 Fire and Rescue The Fire and Rescue Department is funded through the General Fund and categorical aid/grants from the Commonwealth of Virginia, but also receives funding from Rescue Squad fees of $550,000 to $600,000 annually. Upcoming capital expenses include a new Fire/EMS building estimated at $4.2 million. Additionally, the Department has identified the need for a new ladder truck. The cost of a new truck is estimated at $1.2 million, but it can also be purchased used for $300,000. Figure 24-b: Fire Projected Capital Costs 2017 2018 2019 2020 2021 $0 $650,000 $1,550,000 $30,000 $0 2022 Total $4,265,000 $6,465,000 Capital needs for the Rescue Squad are related to expanding capacity. The need for two new trucks and new staff hires have also been identified. Figure 24-c: Rescue Projected Capital Costs 2017 2018 2019 2020 2021 Total $171,840 $22,000 $13,000 $160,000 $25,000 $391,840 3.6.2 Water/Wastewater Utilities Water Treatment The Richlands Regional Water Treatment Facility is in good condition and operates under capacity. Nevertheless, regularly scheduled maintenance and improvements needed to keep up with current standards are having a growing impact on the Water Utility budget. Repair/painting costs for the Airport tank that is a part of the water treatment plant are estimated at $250,000. Richlands Comprehensive Plan 2016 3.6 COMMUNITY SERVICES, FACILITIES & UTILITIES The following information is set up as a longer-term Capital Improvement Plan (CIP) that provides guidance to the annual CIP planning process in future years. The costs cited represent the best estimate of the various department heads for the Town of Richlands. 3.6.1 Public Safety Police The Police Department is funded mainly through the General Fund, but also receives categorical aid/grants from the Commonwealth of Virginia and to a lesser degree, fines and asset forfeitures. The Department identified two primary capital needs: upgraded technology and replacement of its vehicle fleet. Costs for these investments have been programmed through 2021. Figure 24-a: Police Projected Capital Costs 2017 2018 2019 2020 2021 Total $64,000 | $178,500 | $190,500 | $128,000 | $138,000 | $699,000 Fire and Rescue The Fire and Rescue Department is funded through the General Fund and categorical aid/grants from the Commonwealth of Virginia, but also receives funding from Rescue Squad fees of $550,000 to $600,000 annually. Upcoming capital expenses include a new Fire/EMS building estimated at $4.2 million. Additionally, the Department has identified the need for a new ladder truck. The cost of a new truck is estimated at $1.2 million, but it can also be purchased used for $300,000. Figure 24-b: Fire Projected Capital Costs 2017 2018 2019_| 2020 2021 $650,000 | $1,550,000 | $30,000 2022 Total $4,265,000 | $6,465,000 Capital needs for the Rescue Squad are related to expanding capacity. The need for two new trucks and new staff hires have also been identified. Figure 24-c: Rescue Projected Capital Costs 2017 2018 2019 2020 2021 Total $171,840 | $22,000 | $13,000 | $160,000 | $25,000 _| $391,840 3.6.2 Water/Wastewater Utilities Water Treatment The Richlands Regional Water Treatment Facility is in good condition and operates under capacity. Nevertheless, regularly scheduled maintenance and improvements needed to keep up with current standards are having a growing impact on the Water Utility budget. Repair/painting costs for the Airport tank that is a part of, the water treatment plant are estimated at $250,000. 47 Richlands Comprehensive Plan 2016 48 Figure 24-d: Water Treatment Projected Capital Costs 2017 2018 2019 2020 2021 Total $334,750 $37,000 $25,000 $0 $0 $371,750 Wastewater Treatment Projected capital costs are identified through 2019 and are primarily focused on the maintenance of the existing system. The largest upcoming capital needs are a dump truck for bio-solids ($85,000) and an upgrade for the plant’s ultra-violet (UV) disinfection system ($250,000). Figure 24-e: Wastewater Treatment Projected Capital Costs 2017 2018 2019 2020 2021 Total $167,650 $435,000 $5,000 $30,000 $0 $637,750 Water/Wastewater Lines Included in the projected capital costs below is a sewer line extension along West Fork Road, a water line extension to the Hill Creek area, and a water line extension on Sagewood Drive off of Route 629 (Daw Road). These extensions are programmed to be accomplished through 2022. The largest expense, however, is line replacement and enlargement on Clinch and Patterson Streets ($100,000). Further extension of water and sewer lines within Town boundaries is limited because of topographical constraints. Repair costs for the Farmer tank are estimated at $150,000. A long- term solution needs to be identified for the School tank. The tank will need to be repaired or, if replaced, the Downtown tank could be moved and consolidated with a new School tank. Figure 24-f: Water/Wastewater Line Projected Capital Costs 2017 2018 2019 2020 2021 Total $230,800 $65,000 $70,000 $100,000 $40,000 $505,800 3.6.3 Streets and Roads The largest capital expense on an ongoing basis for the Streets and Road Department is repaving of existing roads. Additional capital expenses include equipment purchases, such as a new street sweeper scheduled for FY2019 at $75,000 and other facilities, such as a new salt building scheduled for $250,000 in FY2019. Figure 24-g: Streets Projected Capital Costs 2017 2018 2019 2020 2021 Total $540,000 $40,000 $755,000 $27,500 $80,000 $1,442,500 3.6.4 Sanitation The largest capital expense for the Sanitation Department is the replacement of garbage trucks and other equipment. A grapple truck is scheduled for FY2019 at $125,000 and a new garbage truck is scheduled for FY2020 for $150,000. Figure 24-h: Sanitation Projected Capital Costs 2017 2018 2019 2020 2021 Total $0 $0 $125,000 $150,000 $0 $275,000 Richlands Figure 24-d: Water Treatment Projected Capital Costs Comprehensive Plan 2016 Figure 24-f: Water/Wastewater Line Projected Capital Costs 2017 2018 2019 2020 2021 Total 2017 2018 2019 2020 2021 Total $334,750 | $37,000 | $25,000 $0 so_| $371,750 $230,800 | $65,000 | $70,000 | $100,000 | $40,000 _| $505,800 Wastewater Treatment Projected capital costs are identified through 2019 and are primarily focused on the maintenance of the existing system. The largest upcoming capital needs are a dump truck for bio-solids ($85,000) and an upgrade for the plant’s ultra-violet (UV) disinfection system ($250,000). Figure 24-e: Wastewater Treatment Projected Capital Costs 2017 | 2018 2019 2020 2021 | Total $167,650 | $435,000 | $5,000 | $30,000 $0_| $637,750 Water/Wastewater Lines Included in the projected capital costs below is a sewer line extension along West Fork Road, a water line extension to the Hill Creek area, and a water line extension on Sagewood Drive off of Route 629 (Daw Road). These extensions are programmed to be accomplished through 2022. The largest expense, however, is line replacement and enlargement on Clinch and Patterson Streets ($100,000). Further extension of water and sewer lines within Town boundaries limited because of topographical constraints. Repair costs for the Farmer tank are estimated at $150,000. Along- term solution needs to be identified for the School tank. The tank will need to be repaired or, if replaced, the Downtown tank could 3.6.3 Streets and Roads The largest capital expense on an ongoing basis for the Streets and Road Department is repaving of existing roads. Additional capital expenses include equipment purchases, such as a new street sweeper scheduled for FY2019 at $75,000 and other facilities, such as a new salt building scheduled for $250,000 in FY2019. Figure 24-g: Streets Projected Capital Costs 2017 2018 2019 __2020__2021 Total $540,000 | $40,000 _| $755,000 | $27,500 | $80,000 | $1,442,500 3.6.4 Sanitation The largest capital expense for the Sanitation Department is the replacement of garbage trucks and other equipment. A grapple truck is scheduled for FY2019 at $125,000 and a new garbage truck is scheduled for FY2020 for $150,000. Figure 24-h: Sanitation Projected Capital Costs 2017 2018 2019 2020 2021 Total so $0 | $125,000 | $150,000 0 | $275,000 48 Richlands Comprehensive Plan 2016 49 3.6.5 Electric Utility The cost of smaller capital improvements to the Electric Utility can be funded with minimal adjustments to the electric utility fees charged to the customers of the system. Larger and unanticipated capital costs that may be encountered in the future would likely require much larger adjustments in these fees. If the Electric Utility were able to expand to take in those AEP customers that remain within the Town’s boundary from the previous boundary adjustment or through a new boundary adjustment, these costs could be spread out over a larger customer base. However, AEP assets or any other electric company assets would have to be acquired at significant cost. This would be a difficult and expensive proposition and not necessarily included as part of any negotiated boundary adjustment since the assets are privately held. Figure 24-i: Electrical Utility Projected Capital Costs. 2017 2018 2019 2020 2021 Total $45,750 $106,000 $0 $0 $0 $151,750 The total of all the capital expenses outlined above and on the previous two pages is $10.3 million over the next five (5) to six (6) years, or approximately $1.75 to $2.1 million per year. While not large by some standards, this amount can represent a challenge for a smaller community like the Town of Richlands. Additionally, having sufficient capital funds on hand is very important in that more and more of the funding agencies require matching funds to access their grant funds The Town handles many of its capital expenses on a “pay as you go” basis through its Capital Improvement Plan, but an expense such as a new Fire/EMS Building requires taking on new debt. Every year, the budgeting processes for the General Fund, Utilities, and Capital Improvement Budgets are quite challenging. Town leadership anticipates that budgeting will be an ongoing challenge, short of having a large amount of new residential, commercial, or industrial growth come to the Town. The following goal, objectives, and strategies are offered as a means of putting the Town of Richlands on better footing to handle the current and future capital needs and expenditures, as well as smooth out any ups and downs in General Fund revenue and expenses that might be encountered. Goal: To raise and set aside the operational and capital resources needed to undergird the growth and development of the Town of Richlands as a premier Southwest Virginia Community. Objective: An improvement in the sustainability and resilience of the Town of Richlands to weather the continuing shift in the Southwest Virginia regional economy, any future regional and economic downturns, man-made and natural disasters, and other unanticipated events. Objective: A better and smoother transition to any increases in taxes and/or fees that might become necessary to continue functioning as a well-tuned local government. Strategy #1: Regularly develop a more robust Capital Improvement Plan that anticipates annual and five-year capital needs and expenditures and outlines sources of Richlands Comprehensive Plan 2016 3.6.5 Electric Utility The cost of smaller capital improvements to the Electric Utility can be funded with minimal adjustments to the electric utility fees charged to the customers of the system. Larger and unanticipated capital costs that may be encountered in the future would require much larger adjustments in these fees. If the Electric U were able to expand to take in those AEP customers that remain within the Town’s boundary from the previous boundary adjustment or through a new boundary adjustment, these costs could be spread out over a larger customer base. However, AEP assets or any other electric company assets would have to be acquired at significant cost. This would be a difficult and expensive proposition and not necessarily included as part of any negotiated boundary adjustment since the assets are privately held. Figure 24-i: Electrical Utility Projected Capital Costs. 2017 2018 2019 2020 2021 Total $45,750 _| $106,000 $0 $0 so | $151,750 The total of all the capital expenses outlined above and on the previous two pages is $10.3 million over the next five (5) to six (6) years, or approximately $1.75 to $2.1 million per year. While not large by some standards, this amount can represent a challenge for a smaller community like the Town of Richlands. Additionally, having sufficient capital funds on hand is very important in that more and more of the funding agencies require matching funds to access their grant funds The Town handles many of its capital expenses on a “pay as you go” basis through its Capital Improvement Plan, but an expense such as a new Fire/EMS Building requires taking on new debt. Every year, the budgeting processes for the General Fund, Utilities, and Capital Improvement Budgets are quite challenging. Town leadership anticipates that budgeting will be an ongoing challenge, short of having a large amount of new residential, commercial, or industrial growth come to the Town. The following goal, objectives, and strategies are offered as a means of putting the Town of Richlands on better footing to handle the current and future capital needs and expenditures, as well as smooth out any ups and downs in General Fund revenue and expenses that might be encountered. Goal: To raise and set aside the operational and capital resources needed to undergird the growth and development of the Town of Richlands as a premier Southwest Virginia Community. Objective: An improvement in the sustainability and resilience of the Town of Richlands to weather the continuing shift in the Southwest Virginia regional economy, any future regional and economic downturns, man-made and natural disasters, and other unanticipated events. Objecti in taxes and/or fees that might become necessary to continue functioning as a well-tuned local government. A better and smoother transition to any increases Strategy #1: Regularly develop a more robust Capital Improvement Plan that anticipates annual and five-year capital needs and expenditures and outlines sources of 49 Richlands Comprehensive Plan 2016 50 funding for each expenditure (General Funds, any applicable state and federal grants, partnering entities, private donations, etc.). Strategy #2: Determine on a five-year basis an annual General Fund allocation to be set aside to fund the Capital Improvement Plan and adjust revenues and/or other expenditures to provide the funding needed. Strategy #3: Create a “rainy day” General Fund reserve and a “rainy day” Capital Improvement reserve to be funded at percentages of the annual General Fund Budget and Capital Improvement Budget set by the Town Council and fund them from any revenue over expenses on an annual basis until the percentages are met. Strategy #4: Undertake a boundary adjustment study to determine the feasibility and efficacy of pursuing a future boundary adjustment with Tazewell County. (Repeated from page 41.) Richlands funding for each expenditure (General Funds, any applicable state and federal grants, partnering entities, private donations, etc.), Strategy #2: Determine on a five-year basis an annual General Fund allocation to be set aside to fund the Capital Improvement Plan and adjust revenues and/or other expenditures to provide the funding needed. Strategy #3: Create a “rainy day” General Fund reserve and a “rainy day” Capital Improvement reserve to be funded at percentages of the annual General Fund Budget and Capital Improvement Budget set by the Town Council and fund them from any revenue over expenses on an annual basis until the percentages are met. Strategy #4: Undertake a boundary adjustment study to determine the feasibility and efficacy of pursuing a future boundary adjustment with Tazewell County. (Repeated from page 41.) Comprehensive Plan 2016 50 Richlands Comprehensive Plan 2016 51 3.7 TRANSPORTATION Transportation planning for Richlands is chiefly influenced by statewide and regional planning efforts. The Virginia Department of Transportation (VDOT) VTrans 2035 Surface Transportation Plan was the statewide plan that guided the most recent regional transportation planning effort of the Cumberland Plateau Planning District Commission (PDC) in partnership with its allied local governments. The projects identified in this plan were determined by locally identified needs and are not necessarily constrained by cost limits. Seventeen road projects in Richlands were identified for implementation over a 25-year planning horizon, divided into short- term, mid-term, and long-term timeframes. The replacement of the US 460 Business/Front Street bridge over the Clinch River was the highest priority short-term road improvement project and work has been completed. Short term goals also include increased road signage for secondary roads that intersect with Front Street and Second Street and the widening of Front Street/Business Route 460 to three lanes between the convergence of Second Street and Front Street and the western Clinch River Bridge. Over the mid-term, the condition of Town bridges has been identified as a high priority. Two bridges that cross the Clinch River, as well as the Veterans Drive overpass have all been recognized as in need of repair. Long-term improvements include improvements to the railroad grade at the crossings that connect Clinch Street to US 460, expanding the width of Big Creek Road to modern standards, and extending Veterans Drive beyond the intersection with Second Street to connect to US 460 Bypass. The full list of desired improvements put forward in this Regional Plan is shown in Figure 25 below and on the next page and are shown on the Transportation Improvement Plans map that follows page 51. Figure 25: Richlands Priority Road Projects in Current Regional Plan Location Timeframe Description 1 US 460 (Richlands Bypass)/US 460 Bus. (Front St.) Short Improve US 460 Bus. approach to the intersection as part of bridge replacement at west end Clinch River. (COMPLETED) 2 US 460 Bus. (Front St.)/Bridge over west end Clinch River Short Replace bridge and reconstruct nearby approaches. (COMPLETED) 3 460 Bus. (front St.)/Scott St. Short Add street name signs onto mast arms. 4 Second St./Scott St. Short Add street name signs onto mast arms. 5 Second St./Suffolk Ave. Short Add street name signs, “No U-turn” signs for westbound approach, and speed limit sign west of intersection. 6 Second St./Railroad Ave. Short Add street name signs and “No U-turn” signs for westbound approach. 7 US 460 Bus. (Front St.)/Railroad Ave. Short Add street name signs and speed limit sign just west of intersection. 8 US 460 Bus. (front St.)/Allegheny St. Short Add street name signs to mast arms. 9 US 460 Bus. (front St.)/Floyd St. Short Add street name signs to mast arms. 10 Second St./Rockbridge Ave. Short Add street name signs to mast arms. 11 US 460 Bus. (front St.) from bridge over west end Clinch River to Second St. Short Widen roadway to three-lane urban standards to provide two-way left turn lanes. (COMPLETED) Richlands Comprehensive Plan 2016 3.7 TRANSPORTATION Transportation planning for Richlands is chiefly influenced by statewide and regional planning efforts. The Virginia Department of Transportation (VDOT) VTrans 2035 Surface Transportation Plan was the statewide plan that guided the most recent regional transportation planning effort of the Cumberland Plateau Planning District Commission (PDC) in partnership with its allied local governments. The projects identified in this plan were determined by locally identified needs and are not necessarily constrained by cost limits. Seventeen road projects in Richlands were identified for implementation over a 25-year planning horizon, divided into short- term, mid-term, and long-term timeframes. The replacement of the US 460 Business/Front Street bridge over the Clinch River was the highest priority short-term road improvement project and work has been completed. Short term goals also include increased road signage for secondary roads that intersect with Front Street and Second Street and the widening of Front Street/Business Route 460 to three lanes between the convergence of Second Street and Front Street and the western Clinch River Bridge. Over the mid-term, the condition of Town bridges has been identified as a high priority. Two bridges that cross the Clinch River, as well as the Veterans Drive overpass have all been recognized as in need of repair. Long-term improvements include improvements to the railroad grade at the crossings that connect Clinch Street to US 460, expanding the width of Big Creek Road to modern standards, and extending Veterans Drive beyond the intersection with Second Street to connect to US 460 Bypass. The full list of desired improvements put forward in this Regional Plan is shown in Figure 25 below and on the next page and are shown on the Transportation Improvement Plans map that follows page 51. Figure 25: Richlands Priority Road Projects in Current Regional Plan Toeation Timeframe Description 10 n US 460 (Richlands Bypassy/US short 460 Bus, (Front St.) Tmprove US 460 Bus. approach to the Intersection as part of bridge replacement at west end Clinch River. (COMPLETED) US 460 Bus, (Front St/Bridge short over west end clinch River Replace bridge and reconstruct approaches, (COMPLETED) nearby {460 Bus. (front St)/Scott st. Short [Add street name signs onto mast rm Second St./Scott St Short [Add street name signs onto mast arms. ‘Second St,/Suffolk Ave. ‘Short [Add street name signs, "No U-turn” signs for westbound approach, and speed limit sign west of intersection, Second St/Rallroad Ave. Short ‘Add street name signs and “No U-turn” signs for westbound approach US 460 us. (Front St)/Raiload short ‘Add street name signs and speed limit sign just ave. west of intersection US 460 Bus. front St./Allegheny Short st [Add street name signs to mast arms. US 460 Bus. (front St/Floyd St. Short [Add street name signs to mast arms. Second St /Rockbridge Ave, Short |Add street name signs to mast arms. US 460 Bus. (front St) from short bridge over west end Clinch River to Second St. ‘Widen roadway to three-lane urban standards to provide two-way left tur lanes. (compLereD) 51 Richlands Comprehensive Plan 2016 52 12 US 460 Bus. (Front St.)/Bridge over east end Clinch River Mid Upgrade bridge. 13 US 460 Bus. (Second St.)/Bridge over east end Clinch River Mid Upgrade bridge. 14 VA 609 (Veterans Dr.) at Bridge w. of Incubator Mid Upgrade bridge. 15 Clinch St./railroad crossing (near Altizer) Long Lower railroad to eliminate humped crossing. 16 Clinch St./railroad crossing (near Lake Park Dr.) Long Lower railroad to eliminate humped crossing. 17 VA 67 (Big Creek Rd.) from Kentucky Ave. to 0.62 Mi. SW of NCL Long Reconstruct to two-lane urban standards. 18 VA 67 (Big Creek Rd.) from 0.31 Mi. SW of NCL to NCL Long Reconstruct to two-lane urban standards. 19 Veterans Dr. Ext. from Second St./Veterans Dr. intersection to US 460 Bypass Long Extend Veterans Dr. from Second St. to US 460 Bypass and construct to two-lane urban standards, including new bridge over Clinch River. Richland’s transportation projects currently scheduled in the Six Year Improvement Plan that was approved under the VTrans 2035 planning process are listed in the next column. Project 1A on this list is also shown on the Transportation Improvement Plans map that follows this page. Figure 26: Richlands Road Projects in Previous SYIP through 2022 Description (values in $ thousands) Estimate Previous FY17 FY18-22 Balance 1A Bridge Replacement - Front Street (Bus. 460) over Big Town Hill Creek $3,770 $2,095 $- $1,675 $- 2A Railroad Section Foreman's House Restoration $532 $604 $- $- $(71) 3A Pavement overlay and maintenance $700 $700 $- $- $- Richlands 4 16 v US 460 Bus. (Front StV/aridge Mid Upgrade bridge. ‘over east end Clinch River US 460 Bus, (Second St)/Bridge Mid Uperade bridge. ‘ver east end Clinch River VA 608 (Veterans Dr.) at Bridge Mid Upgrade bridge. of incubator Clinch St railroad crossing (near Long: Lower railroad to eliminate humped crossing altize) Cline St /rairoad crossing (near Long, Lower railroad to eliminate humped crossing Lake Park Dr) VA 67 (Big Creek Rd) from Long. Reconstruct to twovlane urban standards. Kentucky Ave, t0 0.62 Mi. SW of New VA 67 (Big Creek Rd) from 0.31 Long, Reconstruct to two-lane urban standards. (Mi, SW of NCL to NCL Veterans Dr. Ext. from Second Long. Extend Veterans Dr. from Second St. to US 460 St,Neterans Dr. intersection to Us 460 Bypass Bypass and construct to two-lane urban standards, inuding new bridge over Clinch River. Richland’s transportation projects currently scheduled in the Six Year Improvement Plan that was approved under the VTrans 2035, planning process are listed in the next column. Project 1 on this list is also shown on the Transportation Improvement Plans map that follows this page. Comprehensive Plan 2016 Figure 26: Richlands Road Projects in Previous SYIP through 2022 Description {values in $ thousands) Estimate Previous FYI7 FYI6-22 Balance 2A ‘Bridge Replacement - Front Street (Bus. 460) over Big Town Hill Creek Railroad Section Foreman’s House Restoration Pavement maintenance overlay and 3770 $532 $700 32085 aes = $604 s. sy) $700 SS cS 52 TRANSPORTATION IMPROVEMENT PLANS COMPREHENSIVE PLAN STUDY Richlands Comprehensive Plan 2016 53 VDOT’s new VTrans 2040 Vision has been put forward that identifies statewide visions and funding priorities that will help direct future regional planning efforts. A more detailed transportation plan, the VTrans 2040 Multimodal Transportation Plan will replace the existing 2035 plan in 2016. In the future, improvements identified in each regional plan will be prioritized for funding based on their connection to these specific funding priorities. The Six Year Improvement Plan (SYIP) has long been used as a means of listing the transportation improvements that have been selected by VDOT and scheduled for implementation over six years. Under VTrans 2040, moving a project from the planning stage to being programmed and funded under the SYIP will be on competitive basis according to these new priorities: A. Economic Competitiveness and Prosperity: invest in a transportation system that supports a robust, diverse, and competitive economy. B. Accessible and Connected Places: increase the oppor- tunities for people and businesses to efficiently access jobs, services, activity centers, and distribution hubs. C. Safety for All Users: provide a safe transportation system for passengers and goods on all travel modes. D. Proactive System Management: maintain the transport- ation system in good condition and leverage technology to optimize existing and new infrastructure. E. Healthy and Sustainable Communities: support a variety of community types promoting local economies and healthy multi‐modal lifestyles that minimize vehicle travel, while preserving agricultural, natural, historic and cultural resources. Additionally, the VTrans 2040 Multimodal Transportation Plan serves to delineate how funding decisions will be made in the future, particularly as related to the funding that are available according to the terms of House Bill 2 (HB2) approved in 2014, now called SMART SCALE. This competitive process has already begun with round one funding being awarded in 2016 and added to the Six Year Improvement Plan. Though a match is not required for SMART SCALE funding, in the first round, 321 applications were submitted requesting $6.95 billion in funding with $7.93 billion in other funds also included for the projects. Future applications will be due in the fall of each year for funds to be awarded the following year through inclusion in the Six Year Improvement Plan as either a VDOT High Priority Project (category # 1 and #2 below) or through the Construction District Grant Program (all categories below). SMART SCALE funded projects fall into four (4) categories: 1. Corridor of Statewide Significance – key multimodal travel corridors that move people and goods within and through Virginia, serving primarily long-distance/interregional travel. 2. Regional Networks – multimodal networks that facilitate intraregional travel within highly urbanized areas. 3. Urban Development Areas (UDA) – areas where juris- dictions intend to concentrate future population growth and development consistent with the UDA definition in the Code of Virginia. Richlands Comprehensive Plan 2016 VDOT's new VTrans 2040 Vision has been put forward that identifies statewide visions and funding priorities that will help direct future regional planning efforts. A more detailed transportation plan, the VTrans 2040 Multimodal Transportation Plan will replace the existing 2035 plan in 2016. In the future, improvements identified in each regional plan will be prioritized for funding based on their connection to these specific funding priorities. The Six Year Improvement Plan (SYIP) has long been used as a means of listing the transportation improvements that have been selected by VDOT and scheduled for implementation over six years. Under VTrans 2040, moving a project from the planning stage to being programmed and funded under the SYIP will be on competitive basis according to these new priorities: ‘A. Economic Competitiveness and Prosperity: invest in a transportation system that supports a robust, diverse, and competitive economy. B. Accessible and Connected Places: increase the oppor- tunities for people and businesses to efficiently access jobs, services, activity centers, and distribution hubs. C. Safety for All Users: provide a safe transportation system for passengers and goods on all travel modes. D. Proactive System Management: maintain the transport- ation system in good condition and leverage technology to optimize existing and new infrastructure. E. Healthy and Sustainable Communities: support a variety of community types promoting local economies and healthy multi-modal lifestyles that minimize vehicle travel, while preserving agricultural, natural, historic and cultural resources. Additionally, the VTrans 2040 Multimodal Transporta serves to delineate how funding decisions will be made in the future, particularly as related to the funding that are available according to the terms of House Bill 2 (HB2) approved in 2014, now called SMART SCALE. This competitive process has already begun with round one funding being awarded in 2016 and added to the Six Year Improvement Plan. Though a match is not required for SMART SCALE funding, in the first round, 321 applications were submitted requesting $6.95 billion in funding with $7.93 billion in other funds also included for the projects. n Plan Future applications will be due in the fall of each year for funds to be awarded the following year through inclusion in the Six Year Improvement Plan as either a VDOT High Priority Project (category # 1 and #2 below) or through the Construction District Grant Program (all categories below). SMART SCALE funded projects fall into four (4) categories: 1. Corridor of Statewide Significance ~ key multimodal travel corridors that move people and goods within and through Virginia, serving primarily long-distance/interregional travel 2. Regional Networks - multimodal networks that facilitate intraregional travel within highly urbanized areas. 3. Urban Development Areas (UDA) - areas where juris- dictions intend to concentrate future population growth and development consistent with the UDA definition in the Code of Virginia 53 Richlands Comprehensive Plan 2016 54 4. Transportation Safety Needs – statewide safety needs identified in VTrans2040. SMART SCALE funded projects are scored and awarded funds based on their impact on the following evaluation criteria/measures: 1. Safety 2. Congestion Mitigation 3. Accessibility 4. Environmental Quality 5. Economic Development 6. Land Use Coordination for Areas Over 200,000 in Population Though SMART SCALE applications are scored objectively on the criteria listed above, the criteria are weighted based on the location of the project. In Southside and Southwest Virginia, the weighting factor is skewed toward projects that generate economic development. It is very important to note that U.S. 460 is a Corridor of Statewide Significance. Such Corridors include parallel roads and other adjoining transportation facilities such as airports and ports. Being on the U.S. 460 Corridor is a very big plus for the Town of Richlands. Beyond projects funded through the Six Year Improvement Plan and the SMART SCALE funding process, the Town of Richlands will continue to receive an annual allocation of Urban Maintenance Program funds. The Town will also be able to apply for Revenue Sharing funds, but these funds must be matched dollar for dollar. Of particular concern to the Town of Richlands is the number of bridges in the Town and the need for significant maintenance and upgrades that they require. Given this looming need, Town and Tazewell County staff and elected leaders and representatives from the Cumberland Plateau Planning District Commission will need to make a strong case for local improvements using the funding priorities identified in VTRANS 2040 and by the SMART SCALE funding process. The following goal, objectives, and strategies are intended to help the Town of Richlands take the lead in meeting its transportation needs for the future: Goal: To improve the quality, viability, connectivity, and safety of the existing transportation network in the Town of Richlands including improvements that promote a “multi-modal lifestyle” and expand the economic opportunities and prosperity of the community and its citizens. Objective: A reframing of all existing and future transportation improvements per the priorities established by the VTrans 2040 Multimodal Transportation Plan. Objective: A repositioning of the Town of Richlands as a key part of the U.S. Route 460 Corridor of Statewide Significance as delineated in the VTrans 2040 Multimodal Transportation Plan and the funding protocols and scoring criteria for SMART SCALE funding as established by VDOT in order to secure needed resources. Richlands 4. Transportation Safety Needs — statewide safety needs identified in VTrans2040. SMART SCALE funded projects are scored and awarded funds based on their impact on the following evaluation criteria/measures: 1. Safety Congestion Mitigation Accessibility 2 3 4. Environmental Quality 5. Economic Development 6 Land Use Coordination for Areas Over 200,000 in Population Though SMART SCALE applications are scored objectively on the criteria listed above, the criteria are weighted based on the location of the project. In Southside and Southwest Virginia, the weighting factor is skewed toward projects that generate economic development. It is very important to note that U.S. 460 is a Corridor of Statewide Significance. Such Corridors include parallel roads and other adjoining transportation facilities such as airports and ports. Being on the U.S. 460 Corridor is a very big plus for the Town of Richlands, Beyond projects funded through the Six Year Improvement Plan and the SMART SCALE funding process, the Town of Richlands will continue to receive an annual allocation of Urban Maintenance Program funds. The Town will also be able to apply for Revenue Sharing funds, but these funds must be matched dollar for dollar. Comprehensive Plan 2016 Of particular concern to the Town of Richlands is the number of bridges in the Town and the need for significant maintenance and upgrades that they require. Given this looming need, Town and Tazewell County staff and elected leaders and representatives from the Cumberland Plateau Planning Di Comi ion will need to make a strong case for local improvements using the funding priorities identified in VTRANS 2040 and by the SMART SCALE funding process. The following goal, objectives, and strategies are intended to help the Town of Richlands take the lead in meeting its transportation needs for the future: Goal: To improve the quality, viability, connectivity, and safety of the existing transportation network in the Town of Richlands including improvements that promote a “multi-modal lifestyle” and expand the economic opportunities and prosperity of the community and its citizens. Objective: A reframing of all existing and future transportation improvements per the priorities established by the VTrans 2040 Multimodal Transportation Plan. Objective: A repositioning of the Town of Richlands as a key part of the U.S. Route 460 Corridor of Statewide Significance as delineated in the VTrans 2040 Multimodal Transportation Plan and the funding protocols and scoring criteria for SMART SCALE funding as established by VDOT in order to secure needed resources. 54 Richlands Comprehensive Plan 2016 55 Strategy #1: In cooperation with the Cumberland Plateau Planning District Commission (PDC), Tazewell County, and the VDOT Bristol District Office, update the Town of Richlands portion of the PDC’s Regional Long Range Transportation Improvement Plan. Strategy #2: On annual basis and in consultation with the VDOT Bristol District Office, seek to submit a SMART SCALE funding application for new, expanded, and significantly improved roadways and other components of the transportation network as a part of a Corridor of Statewide Significance with a goal of improving the economic competitiveness and prosperity of the Town and region or to alleviate unsafe conditions. Richlands Comprehensive Plan 2016 Strategy #1: In cooperation with the Cumberland Plateau Planning District Commission (PDC), Tazewell County, and the VDOT Bristol District Office, update the Town of Richlands portion of the PDC’s Regional Long Range Transportation Improvement Plan. Strategy #2: On annual basis and in consultation with the VDOT Bristol District Office, seek to submit a SMART SCALE funding application for new, expanded, and significantly improved roadways and other components of the transportation network as a part of a Corridor of Statewide Significance with a goal of improving the economic competitiveness and prosperity of the Town and region or to alleviate unsafe conditions. Richlands Comprehensive Plan 2016 56 [This page is intentionally left blank.] Richlands Comprehensive Plan 2016 [This page is intentionally left blank.] 56 Richlands Comprehensive Plan 2016 57 4 IMPLEMENTATION The success of a Comprehensive Plan depends on a scheduled implementation of the Plan’s goals, objective, and strategies that is monitored and adjusted as needed over the life of the Plan. The following Implementation Schedule outlines out how the “on the ground” work of this Comprehensive Plan is to unfold. It serves the purpose of pacing the work in order that planning proceeds expenditures to make sure funds are secured and expended in a timely and prudent manner. This Implementation Schedule also lines out the less capital intensive actions that reflect changes in focus or priorities, in the budgeting process, and in how the Town publicizes development opportunities within the Town. While not capital intensive, these actions could be just as impactful. It is hoped that these actions become imbedded in the DNA of the Town of Richlands and are repeated on a regular basis as long as they prove useful to the Town’s growth and development. Richlands Comprehensive Plan 2016 4 IMPLEMENTATION The success of a Comprehensive Plan depends on a scheduled implementation of the Plan's goals, objective, and strategies that is monitored and adjusted as needed over the of the Plan. The following Implementation Schedule outlines out how the “on the ground” work of this Comprehensive Plan is to unfold. It serves the Purpose of pacing the work in order that planning proceeds expenditures to make sure funds are secured and expended in a timely and prudent manner. This Implementation Schedule also lines out the less capital intensive actions that reflect changes in focus or priorities, in the budgeting process, and in how the Town publicizes development opportunities within the Town. While not capital intensive, these actions could be just as impactful. It is hoped that these actions become imbedded in the DNA of the Town of Richlands and are repeated on a regular basis as long as they prove useful to the Town’s growth and development. s7 Richlands Comprehensive Plan 2016 58 [This page is left intentionally blank.] Richlands Comprehensive Plan 2016 [This page is left intentionally blank.) 58 Richlands Comprehensive Plan 2016 Implementation Schedule Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 1 0 Land Use & Development Strategy #1: Utilize Future Land Use Map as a platform for future land use decisions.           Strategy #2: Update and upgrade the Town Zoning Ordinance and Map.   Strategy #3: Develop new "floating zone" zoning categories for inclusion in the Zoning Ordinance.   Strategy #4: Adopt and implement a Real Estate Property Tax Partial Exemption Ordinance.   Strategy #5: Adopt and implement a Land Use Assessment Ordinance.   Strategy #6: Undertake a boundary adjustment study to determine the feasibility and efficacy of a future adjustment.  Housing & Neighborhoods Strategy #1: Conduct a town-wide housing study utilizing a Planning Grant from VDHCD.  Strategy #2: Plan for, submit an application, and implement a CDBG-funded neighborhood housing rehab project.    Strategy #3: Work with a non-profit community development corporation to develop new low- to moderate-income housing.     Strategy #4: Secure VHDA Mixed Use-Mixed Income (MUMI) Planning Grant for downtown adaptive reuse.  Strategy #5: Develop and maintain a "housing opportunities available in Richlands" section of the Town's website.           Economic Development Strategy #1: Plan for, submit an application, and implement a CDBG-funded downtown revitalization project west of the Clinch River.    Strategy #2: Continue to develop natural gas as a town-wide utility and at the right stage take a stronger role in developing the asset.           Strategy #3: In cooperation with Tazewell County and VEDP, promote the Town of Richland's Enterprise Zone.           Strategy #4: In cooperation with Tazewell County and the CRVI, promote Downtown Richland's historic and cultural assets.           Strategy #5: In cooperation with the SBDC of SVCC, Tazewell County, and the Workforce Center, develop an Entrepreneur "Boot Camp."     Strategy #6: In cooperation with the Chamber of Commerce, host a twice yearly forum on development opportunities in Richlands.           Strategy #7: Develop and maintain an "economic development opportunities available in Richlands" section of the Town's website.           Strategy #8: Maintain an awareness of and vigorously pursue all state funding available for economic development.           Strategy #9: Regularly participate in economic development forums, training events, and promotional events.           Community Services, Facilities & Utilities Strategy #1: Regularly develop a more robust 5-Year Capital Improvement Plan.           Strategy #2: Determine on a 5-year basis an annual General Fund allocation to fund the Capital Improvement Plan.           Strategy #3: Create "rainy day" General Fund and Capital Improvement reserves to be funded at percentages set by Council.           Strategy #4: Undertake a boundary adjustment study to determine the feasibility and efficacy of a future adjustment.  Transportation Strategy #1: In cooperation with local/regional partners, update the Town's portion of the Regional Transportation Improvement Plan.   Strategy #2: On annual basis, seek to submit a SMART SCALE application for funding to improve and expand the transportation network.          59 Richlands Comprehensive Plan 2016 Implementation Schedule SEES ESSEESS Suateg Utz Futire Land Use Map a plato for future land ue decsons. vivieivielelviviele Straten #2: Update and upgrade the Town Zoning Ordinance and Map. vie Seatey #3: Develop new “otng one zoning ctor for incsion nthe Zoning Ordnance vie Strategy: Adopt and implementa fel Esa Property Tat arial Exemption Ordnance viv Sursteg/#5: Adopt and implement Land Us Assessment Ordnance, viv Suatey #5. Undertake» boundary adjustment study to determin the eat and eficacy ofa ture ade “ Strategy: Conduct a townie housing study lang Planing Grant rom VOHED z Straten #2: Plan for, submit an appicaton, and implementa CDBG funded neighborhood housing rehab project viele Strategy #3: Werk witha non-profit communty development earporation o develop new lw-to maderatencome housing. vivle[< Straten #: Secure VHDA Mined Use Mined Income (MUM Paning Gran fr downtown adoptive ese z urate 85: Develop and maintain “housing opportrites viable n Richlands” section ofthe Town's website PaParArarararararars Strategy #1: Plan for, submit an application, and implement a CDBG funded downtown revitalization project west ofthe Glinch ive. Strategy 2: Continue to develop natural gas a 2 town-wde utility and atthe right stage take a stronger role in developing the asset Strategy #3: In cooperation with Tazewell County and VEOP, promote the Town of Richlands Enterprise Zone. Strategy #4: In cooperation with Tazewell County and the CRM, promote Downtown Richlands historic ad cuturl assets Srateny 85: In cooperation with the SBDC of SUCC, Tazewell County, and the Workfore Center, develop an Entrepreneur “Boot Camp. Strategy 6: In cooperation with the Chamber of Commerce, host twice yearly forum on development opportunites in Richlands, Strategy #7: Develop and maintain a Strategy #8: Maintain an awareness of and vigorously pursue all tate funding avalablefor economic development. < < < < s < < < < < ‘economic development opportunities available in Richlands" section ofthe Town's website Porerererererere PoreceCerecererars SSS Perererererererans fererene ss ererens pererere Porerers erates events, 204 pro Strategy #1: Regularly develop a more robust 5Year Capital Improvement Plan Strategy 2: Determine on a 5-year bass an annual General Fund allocation to fund the Capital improvement Pan Strategy #3: Create “rainy day” General Fund and Capital Improvement reserves tobe funded at percentages set by Counc carers . 5 . S . < < tegy Hd: Undertake 2 boundary adjustment study to determine the feaibiltyand efficacy of 2 future adjustment. Transportation Strategy #1: In cooperation with local/regional partners, update the Town's portion of the Regional Transportation Improvement Plan. | ¥ | ¥ Strategy #2: On annual basis, seek to submit a SMART SCALE application for funding to improve and expand the transportation network viviviviviviviviy 59