priority planning area 1 -...

Priority Planning Area 1

Downtown Hopewell

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Hopewell Comprehensive Plan – 2018 | 2023

Chapter VI: Downtown Hopewell - Priority Planning Area 1

ThepursuitofeconomicvitalityandcitybettermentforHopewellwillnotbeachievedshortofafullyenergizedimplementationandinvestmenteffortthatisconcentratedontheHopewellDowntownDistrict

anditscontiguousplanningareas.

Priority Planning Area 1:Downtown Hopewell District DowntownHopewellandthesurroundingurbancorearearepresentthehighestpriorityforthephysicaland economic development of the City. As emphasized in Chapter 2 of the Comprehensive Plan, theVisionforHopewellisframedbyapolicythatfosters“NewdevelopmentandredevelopmentfocusingonandradiatingfromtheDowntownDistrictandtheRiver”.Fromthevantagepointoftheupdated2018ComprehensivePlan,itisthegeographicalareaoftheCitythatmustbeemphasizedoversecondaryandtertiaryconcernsidentifiedbythePlan.Thetotallandareanowembracesapproximately750acresandisdesignatedasHopewell’sprimarytargetedUrbanDevelopmentArea(UDA).In addressing themajor planning initiatives and policy recommendations, four of the Priority PlanningAreas in the UDA are set apart by the Comprehensive Plan for immediate attention: Subject to thissection,theDowntownHopewellDistrict(PriorityPlanningArea1)isthefocalpoint.TotheeastistheCityPointHistoricDistrict,referredtohereinasPriorityPlanningArea2. AdjacenttotheDowntownistheHealthCareDistrict(PriorityPlanningArea3)and,tothenorth,theHopewellRiverGatewayDistrict(Priority Planning Area 5) comprising the primary urban development strategy areas. The CavalierSquare District (Priority Planning Area 4) and the Interchange Regional Commercial District (PriorityPlanningArea6)completethestrategictargetareasessentialtoHopewell’srevitalizationpathways.

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Priority PlanningArea 1 – theDowntownHopewellDistrict – geographically shares the designation oftwoprincipallandusecategoriesontheFutureLandUsePlan–DowntownMixedUseCommercialandDowntownMixedUseResidential.Thissectionfocusesonthedowntowncorearea,but,aswillbenotedinthefollowingsections,fourofthesixpriorityplanningareas–Downtown,HealthCare,CityPoint,andRiverGateway–shouldbeviewedasfullyintegratedwithrespecttotheoverallprioritiesandstrategiesforthecomprehensiveandcoordinateddevelopmentinandaroundthedowntown.Together,thesefourpriorityplanningareasconstituteHopewell’sprimaryareasforurbanrevitalization.TorealizeitsPlan’sgoaltoheightenitsregionalattractivenessandbecomeamajorurbancenterforcivic,cultural, anddestination commercial activities, theCitymust provide the leadership, coordination, andrecruitment wherewithal to stimulate an increased level of private development activities. TheComprehensivePlan’srecommendedPathways(Chapter1)andStrategiesandPolicies(Chapter2)pointtowardsspecificactionsnecessary toestablish thenecessarycriticalmass foranurbancenter radiatingfromtheDowntownHopewellDistrictandextendingtothewaterfront,theRoute10entrancegateway,andadjoininghistoricareas.

EarlierCityplanningeffortsviewedtheDowntownasarelativelysmall,confinedarea.ForHopewelltobesuccessful,theDowntownmustagainflourish.Todosowillrequirealargercriticalmass–bothlandandpopulation–withsafeandattractiveaccessfromRoute10andmixed-useprojects locatedclosetotheriver.ThePlanningCommissionelectedtoexpandtheoverallstudyareafromlessthan100acresto750acres to ensuremore unified downtownplanning efforts. The next steps for the Commissionwere toidentifyspecificgeographicalareaswithinthislargerdistricttoidentifyopportunitiesforSmallAreaPlanstoguidetheCity’scapital improvementsprogram. City-ownedpropertiesshouldbethe firstpriority inpursuing an economic development and real estatemarketing strategy in and around the downtown.

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PriorityPlanningArea1ActionPlan

It will be necessary to develop the specific Plans that responds to and capitalizes on the Downtown’sphysical assets – land with redevelopment potential, waterfront amenities, City owned property, andessential public infrastructure. The Action Plan, along with City investment, capital improvementsprograms, and coordinated real estatemarketingmust address and implement programs that upgradetheDowntown’sentrancecorridors,parkingsupply,way-findingsignage,streetscapesandnon-vehicularcirculation, support of historic and cultural assets, housing redevelopment, and civic, recreation andentertainment spaces. Twelve Action Plan priorities are established for Downtown Hopewell. Eachincorporateselementsthathave implicationsonCitycapital improvementsplanningaswellasstrategicleadershipeffortsonbehalfoftheCityCouncil,PlanningCommission,andStaff.Theseinclude:

1. ActiveBusinessDevelopment: JointInitiative-CityHall,HopewellDowntownPartnership,EconomicDevelopmentAuthority.

2. Enhancement ofDowntownMix ofUses: CityHall Initiative and Private Sector Activity -

Continued Revitalization of East Broadway and Contiguous Blocks; Capital ImprovementsCoordination.

3. Waterfront Development Emphasis: Master Plan and Developer Partnership for the

CopelandTract;CityHalltoInitiateDeveloperProposal;Public/PrivateSectorInvestment.4. Integration of the City Point Historic District: See Priority Planning Area 2

Recommendations.5. Promotion of the Contiguous Health Care District: See Priority Planning Area 3

Recommendations.6. ImprovementstoNeighborhoodAppearance:CityHallInitiative–SelectedImprovements,

EnhancedMaintenance,andCodeEnforcement.

7. Route 10 Corridor Enhancement Program: City Hall Initiative - Public Right of WayImprovementsandEnhancedDesignStandardsandRegulatoryControls.

8. ImplementDowntownParkingPlan: CityHall Initiative-EstablishDowntownParkingPlan

andProgramImprovements;EnhancementstoZoningRegulations.9. DiversionofRoute10TruckTrafficinCoreArea:CityHallInitiative-TrafficImpactAnalysis

andCapitalImprovementsPlanPriority.10. Implementation of a Comprehensive Signage “Way-Finding” Plan: City Hall Initiation -

CoordinatewithHealth Care and City Point Priorities for Cultural andHistoric Destination“WayFinding”SignageImprovements.

11. PedestrianandBikeImprovements: CityHall Initiative- ImplementCompleteStreetsplan

onRt.10CorridorandSelectedCityStreets;seeTransportationChapter12. Selective Housing Redevelopment: Public/Private Partnership Initiative and investment;

EstablishandDesignateRedevelopmentAreas;DeveloperSolicitation.

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DowntownHopewellDistrict

Tobegin,itisworthreviewingpriorplanningefforts:Theconceptplanbelowprovidesoneoftheearlieralternative approaches that incorporates many of the recommended twelve Action Plan prioritiesestablished for Downtown Hopewell. This plan, prepared over fifteen years ago for the 2002 Davis-Carter-ScottDowntownMasterPlan,pavedthewaytowardscurrentdowntownredevelopmentefforts.Newconceptsarepresentedonthefollowingpages. Tobetteraddressthe2018ComprehensivePlan’sgoals,theplanshouldbethesubjectofanupdatedSmallAreaPlanandRealEstateMarketingProgram.The Small Area Plan should incorporate (1) substantially increased density for both residential andcommercial development, (2) maximum utilization of the invaluable waterfront properties, (3)redevelopmentof underperformingproperties and (4) flexible civic spaces thatwouldbe attractive foroutdoorentertainmenteventstocomplementtheBeaconTheater.Concurrently,theCitymustinitiateaReal Estate Marketing Program that coordinates and facilitates the marketing of the Downtown’seconomicdevelopmentandrealestateopportunities.

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ThesuccessfulrevitalizationofEastBroadwayStreetnowneedstomovetowardstheriverfront.ThegraphicabovedepictstherecommendedmixofusesfortheblockscontiguoustoAppomattox

StreetandtheAppomattox/CopelandTractVillagewaterfront.

.

MunicipalParking

Gateway Plaza

City Hall

Route 10

Gateway Green

Primary CareExpansion

Priority'Planning'Area'#1'2018'Comprehensive'Plan'Concept'Plan'

North

Downtown Mixed-use

Downtown Mixed-use

Recreation &Civic

Waterfront &Boating

Church

Health CareMixed Use

EastResidential

Block

ResidentialInfill

PriorityResidential

Redevelopment

Development Opportunity

Copeland VillageResidential: 250-300 unitsRestaurant & Retail: 30,000 sfgaOffice & Services: 30,000 sfgfaMarina & Waterfront Civic

Priority Residential Block:Multifamily: 150 units

Future Waterfront ResidentialTownhouses: 30 units

East Residential Block:Townhouses: 20 unitsSingle Family: 20 units

Municipal Garage & Business150 spaces15,000 sfgfaHigh Density

Mixed Use

Future Waterfront Residential

Future IntersectionImprovements

Street Improvements

Street Improvements

MunicipalParking Garage

& Business

The River Walk

The Davis-Carter-Scott Downtown Master Plan and subsequent plans have paved the way for morefocusedattentiontotherevitalizationofthedowntownarea.Significantimprovementswereundertakenoverthepastfifteenyears,withthelibraryanddowntownstreetscapeimprovementsbeingacatalystfornewdevelopment. The“gateway” imageat theBeaconTheater intersection(Appomattox/NorthMain)highlightsthearrivaltotheDowntown.Thelanduseconceptdepictedbelowreflectsthe2018FutureLandUsePlan’srecommendationsforthenorthernsectoroftheDowntown.CenteredaroundtheCopelandTract,theplanembraceshighdensitymixed-used in the blocks north of East Broadway Street and East Cawson. The Comprehensive Plancontinuestoemphasizecontinuedcoordinationofuses,parking,andcivicspacesinandaroundtheCity’sEast Broadway retail core. But, at present, the retail core has little or no useful connectivity to thewaterfront. Also, recent decisions to implement low-key park improvements should be viewed as“placeholders”awaitingprogressivefutureurbanlanduseendeavors.WithHopewell’sfutureopportunitiesintheretailmarketplacetiedtoexpandedrecreationandtourism,the Copeland Tract represents the key to success. This can be achieved by reserving the current Cityparkinglotforafuturecombinedbusinessusewithstructuredparkingtoservenewdevelopment.Also,the block labeled for “priority residential redevelopment” could physically accommodate multifamilyresidentialstructuresatanupper-enddensityof20-40dwellingunitsperacre.

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TheCopelandTractcanoptimallylinktheDowntowncoreareatotheattractiveAppomattoxriverfront.Inadditiontoitsprimemixed-usedevelopmentpotential,itcouldserveastheprimarypublicgatheringplaceandaccesspoint

tothefutureRiverwalkaswellasotherrecreationalandtourismopportunities.

Thus, the Copeland property represents the single most downtown property with the developmentpotential – both physically and economically – to catalyze successful revitalization. It is owned andcontrolled by the City. The property is well located and accessible, with riverfront ambiencecomplementary to future fashionable, high-density, high-value mixed-use development. It alsorepresents thekey to thesuccessful linkagebetween thedowntowncoreareaand riverfrontactivities.Withlimitedwaterfrontpropertyavailablefordevelopment,theCityshouldmoveforwardwithextremecare in selectingadevelopmentpartner thatwillbecommitted to the levelof timelyperformanceandenhancedrealestatequalitythesitedeserves.In addition to its relationship to the East Broadway Street core commercial area, the property alsoprovides an essential link to the Health Care District (Priority Planning Area 3) to the west. Therecommendeddevelopmentprogramandtheconceptplan(seefollowingpages)wouldbegintocreatethecriticalmassnecessarytoenhanceretailrecaptureandattractcommuterandsecondhomeresidentswhocanaffordmarket-rateresidentialdwellings.

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ToachievetheActionPlanpriorities,thesuccessfuldevelopmentoftheCopelandtractandimmediatelysurrounding properties is imperative. Previously the subject of private development interests and itscurrentparkusage,theCopelandtractshouldbebeingwisely“landbanked”bytheCityuntilitreachesitsfullmarketpotential.AnintensivedevelopmentprogramshouldbedesignedaroundtheComprehensivePlan’s strategies for regional marketplace attractiveness for tourism, housing, recreation, andentertainment.Thedevelopmentprogramoutlinedbelowrepresentsaconservativeallocationofmixed-uses that were evaluated by the Planning Commission for this important sub-area of the DowntownPriority Planning Area. While a subsequent Small Area Plan is essential for subsequent planning,visionary ideasthatmeetthePlanningCommission’sobjectiveshavebeenadvancedforCopelandTractlanduse.Photographicimagingfortwoviableoptionsarepresentedonthefollowingpages.

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ConceptOption#1:UrbanDensitywithLimitedWaterRecreationAccessTheaboveillustrativeplandepictsavarietyofusesthatprovideforhigherdensity,higherqualityresidentialandcommercial.TheplanmaintainsalineofsightfromRoute10tothewaterfrontand

showstherelationshipoftheRiverWalktotheCopelandTract..

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ConceptOption#2:UrbanDensitywithWaterRecreationAccessThisoptiontakesadvantageoftheJamesRiverfrontageforapotentialmarinaandtourismboatingactivities.Italsoprovidesspaceforawaterfrontamphitheatreforoutdoorconcertsandcivicevents.

ExtensionoftheRiverWalkwillbeakeyelementforpedestrianconnectivitytotheDowntown.

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Summary:ContinuedPathforDowntownRevitalizationTofulfillitsroleasthecenterofHopewellthiseffortwillrequireanincreasedlevelofpublicandprivatesector investment in the recommendedPathways. Itwill benecessary toestablish the criticalmass toachievevitalcommercialandresidentialareasradiatingfromtheDowntownDistrictandextendingtothewaterfront.Thiswillbeademandingjobonmanyfronts.To attract thediverse retail shopping, entertainment and serviceneedsofHopewell residents, visitors,andin-commuters,theactionplansandcapitalimprovementsprogramsmustaddress:(a)beautificationofentrancecorridors,(b)diversionoftrucktraffic, (c)capitalizingonitswaterfront,(d) incorporationofwaterfront development, (e) parks and civic space, (f) pedestrian access and safety, (g) focus on theexpansionof themedical centerdistrict, (h)bikewaydesignation, (i) integrationofhistoric andculturalassets, (j) residentialmixed-use, (k)housingredevelopment, (l)marketplacecoordination, (m) industrialusebuffers,(n)expeditiousplanprocessingand(o)regionalreputationbuilding.

TheVisionforHopewellisframedbyapolicythatfosters“NewdevelopmentandredevelopmentfocusingonandradiatingfromtheDowntownDistrictandtheRiver”.

TheDowntownHopewellPlanningAreaFutureLandUsePlan

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TheexistingunderdevelopedpropertiesintheDowntown,includingtheCopelandTract(outlinedintheabovegraphicingreen)presenttheopportunitytocreateacatalystthatwillstimulateredevelopmentgoalsthroughouttheCity.

(Graphicsource:EPAHopewellBrownfieldsRedevelopmentPlan

OtherPreviousDowntownPlanningEffortsDowntownHopewellhasbeenthesubjectofmultipleplanningandeconomicstudies.InadditiontotheDavis-Carter-Scott Study, there are other planning efforts that are worthy of mention. Each of thestudies has contributed a vision for a DowntownHopewell District that is a regional destination. Thepolicies and pathways of the 2018 Comprehensive Plan unify the essential features of prior plans andoffers conceptualenhancements thatwill stimulatebothpublic andprivate initiatives that catalyze theextraordinarygrowthpotentialoftheplanningdistrict.In addition to the unfulfilled carry-over elements of the 2001 Comprehensive Plan, the 2018Comprehensive Plan incorporates the principal findings of the four most recent specific plans forDowntown Hopewell: (1) theMain Street National TrustHopewell Downtown Partnership EconomicRestructuring Technical Assistant Report (2012) (2) the Hopewell Downtown Development andRevitalization Plan (2012), prepared as a Virginia Commonwealth University Study, and (3) HopewellBrownfields Redevelopment Plan (2016). Each of these studies contained overlapping goals andobjectives aswell as commonelements related to strategic planning priorities, a number ofwhich arecarried forward for implementation in the immediate future. These prior planning studies serve toreinforcethetwelveActionPlanpriorities for theDowntownHopewellDistrictasrecommendedbythe2018 Comprehensive Plan. The highlights of each study will be presented, coupled with companionrecommendations.

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HopewellDowntownPartnershipEconomicRestructuringTechnicalAssistantReportTheNationalMainStreetTrustconsultingteamofferedwiderangingplanninganddevelopmentwisdom.ItisparticularlyapplicabletoHopewellinthecontextoftherecommendedActionPlanprioritiesfor(1)ActiveBusinessDevelopmentand(2)EnhancementofDowntownMixofUses.

“(1) Downtownsrarelybecomestrongmarketplacesthinkingaboutonepropertyatatime,oneleaseatatime,oronebusinessatatime;

(2) Independent and impulsive leasing results in weaker marketplaces than cooperative

andstrategicleasing;(3) Locating a business downtown is simply not enough; its placement on the street

stronglyaffectsitschancesofsuccess;(4) Businessesneedtobeclustered;(5) The plan should communicate a vision for the physical development as well as a

strategyforleasing;themorespecific,themoreuseful;and(6) Architectural design guidelines and zoning practices must be consistent with a

community’sDowntownDevelopmentPlanPhilosophy.”

The study points out that for the Downtown Hopewell’s existing trade area, current and future,businesseswillnotsurvive,letalonethrive,onthatmarketalone.Thestudyfurtheropined:

“Weighingallthecurrentlyavailablemarketinformation,downtownHopewell’sprimarygoods and services could arguably be defined in order of strength as 1) professionalservices; 2) health care services; 3) entertainment – Beacon; 4) “new age river townexperience;”and5)antiques–withtoughcompetitionfromOldTownePetersburgandchangesintheantiquemarket.Allfiveofthesenichesrepresentreality,butallfivecanbestrengthened.”

Inadditionto thebackgroundstudiesmentioned inChapter Iandelsewhere in thischapter, fourotherrelevantstudieswerereferencedintheMainStreetstudy. Withextractsprovidedbelow,eachofferinginsightsrelevanttoongoingplanningefforts:RiverfrontPlan(2010);NeighborhoodRedevelopmentPlanbyHillStudio(2006);HopewellCityCouncilVision(2009);CraterPlanningDistrictCommissionHeritageTourismStrategicProject(2005)

“…Visitourdowntownandthesurroundingneighborhoodsthatrepresentourearlyindustrialhistory…Our City is a destination point where you can enjoy a small town, friendlyatmosphere, fine dining, shopping, entertainment, recreation activities, and boatingopportunities. Ourhousing isaffordableandenergyefficient.Yourprofessionalandemptynestershaveamplechoicesfromsmaller,easilymanagedhomesandyardstomaintenance-freetownhousesandapartmentssetinourdowntownandneighborhoodcommunity.”Source:HopewellCityCouncilVision(2009)

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“Also,desiredlodgingandotheramenitiesarenotnecessarilyfoundinthesamejurisdictionwherethemajorattractionsarelocated.Noonejurisdictionhasenoughqualityandquantityof lodging, attractions, dining and shopping to stand on its own. A combination of thejurisdictionsisrequiredtoachievethenecessarybalanceofattractionsandamenities.”ThisstatementistruefordowntownHopewell.Atpresent,downtownHopewellisdependentonits regional heritage tourism partners. However, this statement also serves as a goal.Downtown Hopewell should strive for a critical mass of lodging, attractions, dining andshoppinginordertobeabletostandmoreonitsown.“Source:CraterPDCRegionalHeritageTourismStrategicPlanningProject(2005)

ThefourprincipalrecommendationsthatgrewoutoftheMainStreetstudyremainrelevanttothe2018ComprehensivePlan. These remain applicable today andmust be considered as a fundamental to theoverallstrategytofulfillgoalsfortheDowntownHopewellDistrict:

1. Starttodevelopentrepreneurs “ Independent and local owners (of property and businesses) are a key downtown

Hopewell asset. To be successful in an ever-changing market, historic commercialdistrictsneedmoreentrepreneurs.DevelopingentrepreneurswillnotonlyreestablishtheeconomichealthbutalsothesocialhealthofdowntownHopewell.”

2. BranddowntownHopewellcommercially “Creatingacommercialbrandstartswithidentifyingcommercialassets.Outofthose

assetscomesa“promise”–abrandstatementdeclaringwhatdowntownHopewellwilldeliver(products/services)toitscustomers.Whatkindsofproducts,services,andexperiencescanIspendmymoneyon?Furthermore,downtownHopewell’spromiseto the consumer should be distinct from the Hopewell’s collective promise to theconsumer, and distinct from competing commercial districts. Positive commercialbrandawarenesswill increasetheprobabilitythatcustomerswillchoosedowntownHopewellwhenselectingashoppingortouristdestination.”

3. IdentifyexistingandpotentialdowntownHopewellanchor “ This involves further studies of business concepts to cluster around and between

those anchors. Possible existing downtownHopewell anchors identified during theEconomicRestructuringTechnicalAssistanceVisit:RefertotheMainStreetstudyforacomprehensivelistingofpotentialanchorsandbusinessconcepts.”

4. Hopewell Downtown Partnership volunteers and future staff need to draft a

HopewellDowntownDevelopmentPlan “ThePlanshouldcommunicateavisionforthephysicaldevelopmentofthedistrictas

wellasa strategy for leasing; themore specific, themoreuseful. The leasingplanshouldincludestrategiesforarranging/locatingcurrentandfuturebusinesseswithinthemixtopositivelyimpactfoottrafficandsales.Thegoalshouldbefordowntowntobevisuallydistinctandfortheretobeafitbetweenthemessagedeliveredthroughthat distinction and the customer focus the downtown is trying to achieve. Actualbusiness conceptswill shiftwith the entrepreneur and detailedmarket feasibilities,but should always connect back to the dream. Don’t settle for just “fillingvacancies!””

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HopewellDowntownDevelopmentandRevitalizationPlanKeyelementsof thePlanningPriorityArea1ActionPlanarealso reflected in theHopewellDowntownDevelopment and Revitalization Plan, recently prepared by Virginia Commonwealth University ProjectPlanning team. Itwaspreparedduring thesametimeframeas theNationalMainStreet studyandhasbeenembracedbytheCityCouncilforitsinsightaswellasitsclearpolicycategories.ItofferedavisionstatementforthefutureoftheDowntownHopewellDistrictthatcloselyparallelsthegoalsforthe2018ComprehensivePlan:

“Downtown Hopewell is a safe and enjoyable place where a revived retail marketprovides adiversity of shoppingand entertainmentoptions. Visitors toDowntownaremetwithanappealinggatewaydesignandfunctionalway-findingsignagethatcreatesawelcomingenvironmentandprovideseasyaccesstoHopewell’shistoricalfeatures.EasyaccesstotheAppomattoxRiverfrontandareatrailsystemsofferaplethoraofoutdoorrecreationalactivities,whiletheupperCopelandsiteishometoadistrictanchormix-usedevelopment. This active living and working environment will attract businesses andinvestors to the area, and they will be met with a unified public-private front thatprovidesaclearplanforfuturedevelopment…”

Thepriorities intheVCUstudy,emphasizingtheBroadwayCorridorandtheCopelandTractcontinuetobe relevant for incorporation into the 2018 Plan’s priorities. In many respects, they replicate theunattendedplansofpriordecades. Seeabove image for theCopelandTract from theVCUDowntownRevitalizationPlan.TheVCUstrategyareasincluded:BroadwayStreet(TargetArea1-Mixed-UseCorridor)“Asthetraditionalandcurrentcenterofretailandhousing,therevitalizationofthiscorridorwouldserveasaneconomicbasefor futureprojects. Key findings: Existingblightedandvacantbuildingsshouldbeeitherrevitalizedorredevelopment;increasecompetitivemarketrateapartmentoptions;activelypursuebusinesses that have an unmet demand; provide easy and safe access for pedestrians to the corridor;create an organized way-finding system; create an effective promotion campaign for the Downtown;reducecrimeinthearea;providebettercommunicationswiththecommunity; improvetheaestheticsofexistingbuildingarchitecture.”CopelandSite(TargetArea2-EntertainmentandRecreation)“Making use of the Downtown waterfront is a proven generator of economic revitalization, and byconcentrating efforts on recreation and entertainment this location could serve the local and regionalcommunity. Key findings: Complete the“greenway-blueway trail”;establisha riverfrontvenue;markettheformerPatrickCopelandsiteforamixed-usecommunity.”

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RandolphRoad(TargetArea3-Gateway)“Firstimpressionsareimportantandlasting;thereforeanappealinggatewaycanimprovetheperceptionofthedistrictandserveasaguidingpointfortravelers. Keyfindings: Createanappealinganddistinctgateway design; develop and implement corridor planning guidelines; provide a uniformand appealingway-finding system; enhance safety and connectivity between the eastern and western sections ofdowntown;continuestreetscapeimprovementsthroughouttheentiredistrict;bettercoordinationbyandbetweenCity,HDPandmerchants.”

The2018VCUDowntownRevitalizationthreetargetareaswithintheHopewellDowntownPlanningPriorityArea1.Theseremainareasofmajoremphasisforthe2018ComprehensivePlan’srecommendedprogramofconcentratedlanduse.

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The2012VCUDowntownRevitalizationtargetedthreeareaswithintheHopewellDowntownPlanningPriorityArea1.Theseremainareasofmajoremphasisforthe2018

ComprehensivePlan’srecommendedprogramofconcentratedlanduse.

DowntownParkingAs infill, redevelopment and new development absorb properties on East Broadway Street andthroughout Downtown Hopewell, parking supply will become a major issue. While not currently apressingmatter,a lackofactionby theCity toplan for sufficientparking to serve themarketplacewillotherwiseimpaireffortstocompletetheDowntownrevitalizationgoals.InasurveyconductedfortheVCUplanitwasfoundthat“Overthree-quartersoflocalmerchantssurveyedrespondedasbeingunsatisfiedwithparkingconditionsinthedowntownarea.Complaintsfocusedonthepoor location, quantity, safety, and quality of parking inDowntown. The concern of parkingwasmadeapparent in studies conducted for the Downtown Vision which projected that if the district were fullydeveloped,peakdemandforparkingwouldbe4,500spaces.In2003,therewere1,927parkingspacesandisroughlythesametoday.”TheCityshouldinitiateacomprehensiveparkingplanandestablishamulti-yearcapitalimprovementsplan.ThisplanwillrequireadditionalinteractionandcoordinationwithHDP,Cityofficials,Cityplannersandengineers,propertyowners,currentmerchants,andtourists. Not to beoverlooked are the successes that havebeen achieved to-date. Refer to the video link to apresentationpreparedbytheHopewellDowntownPartnershipfortheCityCouncil:

http://video214.com/play/O02ptUB4sbY65UdoeZQYMw/s/dark

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HopewellBrownfieldsRedevelopmentPlanArecentstudypreparedforthedowntowncoreareawasconductedunderanEnvironmentalProtectionAgency grant with the focus being on brownfield sites. In combination with the designation of theparticular brownfield locations, the EPA study advanced a master plan for the downtownrecommendationsthatofferedvaluablesolutionsfor“economicdevelopmentandtheopportunityforagreenerHopewell.”TheprinciplessetforthinthestudyaffirmedthatDowntownHopewellshouldbethemainhubofactivityfortheCity,incorporatingtheriversasamajorasset.Theplancitedkeydeficitstobetackled: blight, safety, housing quality, neighborhood livability, marketplace attractiveness, regionalperception,inattentiontothewaterfront,parkingandpedestrianinfrastructure.RecommendationsfortheDowntownasexcerptedfromtheBrownfieldsplan:Promotepedestrianactivity.“This plan promotes pedestrian activity with a new green alley, wayfinding, and programming. TheBroyhillGreenAlleywillcreateaconnectionwithinthedowntowntoshortentheblockdistancebetweenBroadway Avenue and Poythress Street, while also integrating stormwater infrastructure, providingpedestrianamenitiessuchasseatingandspaceforgathering,and improvingaccessto futureretailandrestaurants. Movable Beacon sculptural elements will serve as literal beacons between destinations,encouragingpedestrianactivityandbrandingthedowntownasaneventsdestination.FestivalStreetsonLibraryStreet,PoythressStreet,CawsonStreet,and thesegmentofMainStreetadjacent to theBeaconTheatrewouldcreatededicatedspacestocloseoffasvenuesforevents,festivals,fairs,andmarkets.Thiswouldensurethatdisruptiontoregulartrafficflowandaccessibilityoflocalbusinessesisminimizedduringeventsandthatasafeenvironmentiscreatedforeventpatrons.”RedevelopSitestoCapitalizeonExistingSuccessesandAssets.“RedevelopingsitessuchastheAppomattoxDryCleanersiteasrestaurantsandpromotingoutdoordiningandactivitywillcapitalizeonvisibilityfromRandolphStreettrafficandBeaconTheatreevents.Diningisanatural option for the area, as there is currently a shortageof restaurants in the downtownand eventpatronswilloftendineoutbeforeorafterevents.”

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OccupyVacantSpaceswithInterimUses.“By filling vacant space with interim uses such as food trucks, events flex space, and semi-temporarydevelopment,thisplanaimstocreateamorepositiveandpedestrian-activevibeinDowntownHopewellbutwithamuchsmallercapitalinvestmentthanwouldberequiredbypermanent,full-scaledevelopment.TheseeffortscanbeledbytheCityandDDAandwillprioritizetheformerMunicipalServicesBuildingLot,as it is a prime location for redevelopment and near the City Park, library, and Beacon Theatre. TheMunicipalServicesBuildingLotisproposedasanewflexibleeventspace,witharelocatedhistoricdiner,permanentstage,andpublicrestroomstofacilitatefoodtrucks.”PromoteEntrepreneurshipwithFlexibleSpaces.“Flexible spaces that act as incubators for restaurants and entrepreneurs, such as shared kitchens andmakerspaces,wouldpromoteeconomicdevelopmentinthecityandcreateamoreopenenvironmentforsmallbusinesspeople.Makerspacescanencourageeconomicgrowthbycreatingeconomicopennessandtrainingresidentsfornewtradecareerswhilealsoattractingvisitorsandresidentstothedowntown.”CreateaConnectionbetweenDowntownandtheRiverfront.“Developing a regional destination-oriented riverfront park at City Park would encourage a strongerconnection between the river and the downtown while also attracting visitors and creating a newpermanentamenityforresidents,downtownbusinesses,andotherswhoworkinornearthedowntown.Elementssuchasanamphitheater,playarea,andplazawouldreactivatetheparkandcomplementotherrecommendations for the study area. A newmixed-use buildingwith loft apartments and ground flooramenitieswouldextendthedowntowntowardstheriverandencourageuseofthepark.Anewplazaparkalong Appomatox Street would also strengthen the connection between the downtown and theriverfront.”DevelopDestination-OrientedentertainmentandDiningUses.“Turning the downtown in to a regional destination is key to its success. By introducing new events,entertainment, and dining, downtownHopewell can be transformed into amajor attraction for visitorsandnewpatronsforlocalbusinesses.

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ImproveNeighborhoodAppearance

Pedestrian & Bike

Improvements

Route 10 Corridor

Enhancement

Promote Contiguous Health Care

District

Implement Comprehensive

Way-Finding Plan

Divert Truck Traffic

ActiveBusiness

Recruitment

Integrate City Point

Historic District

Action Plan:Downtown Hopewell District

Enhance Downtown Mixed Uses

Implement Downtown

Parking Plan

Waterfront Development

Emphasis

SelectiveHousing

Redevelopment

Priority'Planning'Area'1:''the'Downtown'Hopewell'District'will'require'a'series'of'concurrent'projects'and'policy'ini<a<ves'to'achieve'the'2018'Comprehensive'Plan'goals.

Summary:It’sTimetoTakeActionThenextstepistodevelopandcommittoaspecificplanofattackthatrespondstoandcapitalizesontheDowntown’sassets–rawlandwithredevelopmentpotential,anattractiveandaccessiblewaterfront,keyCity-ownedproperties,ampleunderutilizedprivatecommercialzonedproperties,andtheavailabilityandcapacityofpublic infrastructure. Notwithstanding themyriadofnewandold ideas for theDowntownpresented in this chapter, ideaswithout action aremerely abandoned dreams. It is now time to takestepstowardssecuringtheeconomicdevelopmentofHopewell’sfuture.ThegraphicsummarizesthekeyAction Plan steps that the City should initiate. From a priority standpoint for the 2018-2023 fiscaltimeframe,ChapterXII:Implementationoutlinestheimmediatenecessarystepsandactions.

priority planning area 1 -...

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