Greene County Comprehensive Plan Update Committee

CONTRIBUTORS

GREENE COUNTY COMPREHENSIVE PLAN UPDATE COMMITTEE

Earl Toms, Vice-Chairman of Planning Commission Jeri Allen Randy Deane Sanford Estes Randy Freund Romaine Gilliland Mike Hammer Darcy Higgins Carlyle Hystad Georgianna McCabe Karen Trockels

GREENE COUNTY PLANNING COMMISSION

David Bearinger, Chairman Jerry Bortner Steve Catalano Romaine Gilliland Earl Toms Jeff Walker Ron Hachey, Planning Director

GREENE COUNTY BOARD OF SUPERVISORS

Joanne Burkholder, Chairman Mickey Cox James Henshaw Kenneth Lawson Thomas Powell

This plan was adopted by the Greene County Board of Supervisors on October 14, 1997. TABLE OF CONTENTS

Page Vision Statement...... 1

Executive Summary...... 2

Legal Statement...... 3

Background Information

Geographical Setting...... 5 History of County...... 6 Land Suitability...... 7 Water Resources...... 10 Population...... 11

Action Plan

Agriculture...... 13 Community Services...... 16 Economic Development...... 18 Education...... 21 Emergency Services and Law Enforcement...... 24 Future Land Use and Map...... 26 Government Administration ...... 29 Historic Preservation and Conservation...... 31 Recreation...... 33 Residential Development...... 35 Solid Waste...... 38 Transportation ...... 40 Water Supply and Sewage Disposal...... 42 Plan for Ruckersville Growth Area...... 44

Appendices...... 68

VISION STATEMENT

This Comprehensive Plan provides a vision for the future of Greene County. This is a vision of:

 prudent conservation of land resources

 balanced economic and residential development

 active community involvement

 proactive planning by county leaders

 enhanced quality of life for all Greene County citizens

EXECUTIVE SUMMARY

Greene is a small, rural county in Central Virginia. It is an area rich in history, with Civil War-era buildings and family-run farms. Recent growth in Greene County has led to concerns about how to protect the scenic beauty, rural flavor and quality of life while accommodating inevitable growth.

Greene County’s proximity to Charlottesville and Albemarle County has resulted in significant residential growth. Residential growth, which has outpaced the growth of industry, tourism and small business, has resulted in an unbalanced tax base for the County. Such disproportionate residential growth has resulted in a dramatic increase in school-aged children straining the County’s resources to provide educational and other public services. Residential growth must be controlled and directed to identified growth areas.

Proactive planning can provide protection of our agricultural industry, open spaces and way of life. Greene County’s Comprehensive plan is the most important planning policy tool designed to shape the future physical development of the County. It provides a vision for future land use and development, resource protection, public services and facilities, housing and transportation systems.

Planning tools, such as the Comprehensive Plan, zoning ordinance, subdivision ordinance, site development requirements, development fees and conservation easements must be strengthened and consistently applied to all future land use planning. Significant county efforts and resources will need to be dedicated to supporting and implementing the Comprehensive Plan recommendations.

The Comprehensive Plan recommends that county government officials designate several volunteer citizen advisory committees to assist in identifying key issues and possible solutions. County government supported citizen involvement will enable county leaders to make decisions with timely and effective information, best representing the views of Greene County residents.

In summary, this Comprehensive Plan provides a vision for the future of Greene County: a vision requiring the prudent conservation of land resources, balanced economic and residential development, active community involvement and proactive planning by county leaders. It is a vision that will enhance the quality of life for all Greene County citizens.

LEGAL STATEMENT

Section 15.1-456 of the Code of Virginia states: “Whenever the local commission shall have recommended a comprehensive plan or part thereof for the county or municipality and such plan shall have been approved and adopted by the governing body, it shall control the general or appropriate location, character and extent of each feature shown on the plan. Thereafter, unless such feature is already shown on the adopted master plan or part thereof or is deemed so under subsection D, no street, or connection to an existing street, park or other public area, public building or public structure, public utility facility or public service corporation facility other than railroad facility, whether publicly or privately owned, shall be constructed, established, or authorized, unless and until the general location or approximate location, character, and extent thereof has been submitted to and approved by the local commission as being substantially in accord with the adopted comprehensive plan or part thereof.” BACKGROUND INFORMATION GEOGRAPHICAL SETTING

Greene County is located in the central part of Virginia. The County seat is Stanardsville. Greene County bears 76 miles southwest of Washington D.C.; 62 miles northwest from Richmond, Virginia; and 12 miles north of Charlottesville. The County covers 153 square miles or 97,920 acres and is one of the smallest Counties in Virginia. The County is bounded by Page and Rockingham Counties to the west, Madison County to the north, Orange County to the east, and Albemarle County to the south.

Greene County is rural by nature, lying in the upper Piedmont Plateau, with its western boundary defined by the Blue Ridge Mountains, providing Greene with extensive natural beauty. Greene has elevations ranging from mountainous sections 3,000 to 3,600 feet above sea level to more rolling elevations from 500 to 700 feet above sea level. Swift Run Gap on the County’s western border is one of the principle entrances to the Shenandoah's National Park's famous Skyline Drive, the Appalachian Trail, and many shorter trails.

The northern half of Greene County is in the Rappahannock River watershed, and the southern half is in the James River watershed. U.S. Route 33 is generally on the drainage divide. Water is available from wells and springs throughout the county and from the Rapidan River.

GREENE COUNTY HISTORY

The modern history of Greene County began in August, 1716, when Governor Spotswood and his “Knights of the Golden Horseshoe” traveled through Greene on their history making expedition to the summit of the Blue Ridge Mountains, reaching Swift Run Gap, a short distance from what is now Stanardsville. Tradition has it the former Governor bestowed golden horseshoes upon his followers at a point approximately three miles west of Stanardsville. Swift Run Gap was used by General Stonewall Jackson during the “War Between The States” to shift troops from the Shenandoah Valley to the Piedmont battle areas. Now U.S. Route 33 crosses the Blue Ridge through this gap.

Numerous land grants and birth rights were given to settlers in the 18th Century, the most famous one being made to William Monroe, a hard working farmer. Upon his death and the death of his wife, his estate was sold and the proceeds used to establish a trust fund, the interest from which was to be used for the education of poor children. Funds from this account were later used to pay the debt service on the existing William Monroe High School.

Greene County, named for Nathanael Greene of Revolutionary War Fame, was formed in 1838. Originally, Greene was a part of Orange County, but was eventually partitioned from Orange County when settlers complained of the long distance between their farms and the Orange County Seat.

The present courthouse stands on land donated by Robert Stanard in 1838, thus creating Stanardsville as the County Seat. The County office building, dedicated on the County’s centennial birthday in 1938, was destroyed by fire on October 24, 1979. A new clerks’ office was built on the original site and a new County Administration building was constructed on the corner of Main Street and Celt Road.

In 1935, 14,619 acres of Greene County land was acquired by the State and given to the Federal Government for the formation of the Shenandoah National Park. It is estimated that a total of 285 County citizens were displaced by the dedication of the parkland.

LAND SUITABILITY

One useful concept in land use planning is that of land suitability. The assumption behind the concept is that all land should be used in ways most compatible with the capabilities of the land. When the physiographic characteristics of the County are compared and analyzed, it becomes clear that certain areas of the county are more suitable for some uses than others.

Information in the 1986 Soil Survey of Greene County can provide guidance for management of soil and land use for prime farm land, buildings, highways and other transportation systems, parks and recreation facilities, and wildlife habitat. The survey can identify potentials and limitations of each soil class, allowing planners to establish a land use pattern in harmony with the natural soil. The information can also be useful to contractors, health officials and engineers. According to the 1986 Soil Survey, there is a recent trend in sections of Greene County of farm land being lost to industrial and urban uses. This loss puts pressure on marginal lands, which are usually more erodible, more droughtly, and more difficult to cultivate resulting in land that is less productive.

The accompanying soil map shown on page 8, designates the different soil classifications for the County.

A synopsis of the seven general soil classifications follows:

Area 1 - Craigsville-Kinkora-Comus: This covers approximately 8% of Greene County. About 80% of the acreage in this unit is clear. Major crops in this unit are corn, hay grasses, and legumes. The remainder of land is cleared pasture. Areas adjacent to streams are susceptible to flooding. Flood protection, irrigation or drainage commonly is needed for crops. Keeping these areas in permanent pastures or woodland helps reduce the erosion caused by flooding. This area is poorly suited for sanitary facilities and building site development.

Area 2 - Eliok-Hazel-Glenlg: This covers 11% of Greene County. Approximately 50% of the acreage is cleared. Most of the cleared sections are used for pasture, hay grasses, and legumes. Other sections are used for housing developments and industry. The slopes and erosion problems are drawbacks for farming. The soil is suitable for trees, sanitary facilities and building site development.

Area 3 - Eliok-Meadowville: This covers approximately 5% of Greene County. Approximately 70% of the acreage is cleared. The land is approximately 50% in crops and 50% in pasture. The major crops are corn, hay grasses, and legumes. The soils are suitable for trees, however erosion is a hazard on side slopes and logging trails. Soils are moderately suitable for sanitary facilities and building site development. Area 4 - Elioak-Ashe-Meadowville: This covers approximately 30% of Greene County. In this unit, approximately 60% is clear with approximately 50% in crops and 50% in pasture. The major crops are corn, hay, grasses and legumes. A small portion of this area has been used for housing developments or industry. This unit is well suited to cultivating crops as a result of the gently sloping to steeply sloping areas. The soils are suitable for trees and moderately suitable for sanitary facilities and building site development. There is erosion hazard on side slopes and logging trails. Area 5 - Braddock-Elioak-Ashe: This covers 6% of Greene County. The acreage is approximately 70% clear. The cleared areas are used for pasture, hay grasses, and legumes, with some areas planted in corn. Soils are suitable for trees and moderately suitable for sanitary and building site development. Slope and erosion hazard exists, placing limitations on farming.

Area 6 - Parker-Chester: This covers approximately 20% of Greene County. In this unit, approximately 5% is clear. These soils are severely restricted for farming. Narrow ridgetops, stones on the surface and severe slopes all contribute to this restriction. Sanitary facilities and building site development are unsuitable as a result of the topography.

Area 7 - Lew-Myersville-Catoctin: This covers approximately 20% of Greene County. The acreage is approximately 5% clear, consisting predominantly of recreational and housing developments. The remainder is in permanent pasture. The slope and stones on the surface severely restrict farming and sanitary facilities and building site development are generally unsuitable as well.

General Soil Map goes here! WATER RESOURCES

Greene County is divided nearly in half by two major watersheds. Watersheds are defined by primary and secondary ridge lines and are areas important in considering future land use because of water supply protection. Swift Run, the Roach River and the Lynch River drain the southern half of the County, eventually flowing into the north fork of the Rivanna River, a major tributary of the James River and a public water source for Albemarle County. White Run, the Conway River, and the South River drain the northern half of the County, flowing into the Rapidan River, a major contributory of the Rappahannock River.

Long, broad floodplains are along the Rapidan River, the Conway River, the South River, Swift Run, the Roach River, the Lynch River and other large streams in the County. The area of the County north of U.S. Route 33 is drained by the Conway River, the South River, Rapidan River and their tributaries. The drainage pattern is mainly dendritic.

Several man-made lakes have been created in the County and are part of residential subdivisions. Four of these lakes are in the Rivanna/James River watersheds including: 1) Greene Mountain Lake, a 100 acre lake located near the confluence of Stanardsville Run and Blue Run; 2) Wildwood Valley, a smaller lake on Quarter Run; 3) Twin Lakes, actually a collection of three lakes with a combined area of nearly 770 acres; and 4) Lake Saponi, a small 7 acre lake near the Albemarle/Orange County line. There are two major lakes in the Rapidan/Rappahannock watershed which include: 1) Greene Acres, a 35 acre lake located North of Little Edge Mountain, and 2) Greene Valley, a 15 acre lake north of Goodall Mountain. There are other smaller, less significant lakes located throughout the County, all of which are privately owned.

There are no major groundwater aquifers in the County. The bedrock geology is comprised of dense, impermeable, igneous, and metamorphic rocks which are extremely poor aquifers. Groundwater is primarily stored and transmitted along structured features such as faults, formation contacts, and shear zones. Typically wells yield 1 to 30 gallons per minute, the lower yield being the far more common experience. Springs are common in the area and are particularly prevalent in the foothills of the Blue Ridge Mountains at the head of minor drainageways and along formation contacts. The groundwater quality is generally good with low total dissolved solids with some iron and a slightly low pH factor.

POPULATION Greene County's population in 1980 was 7,625 and increased to 10,297 in 1990. This represented a 35% growth rate between 1980 and 1990. The estimated 1996 population was 13,200 which was a 27.8% increase between 1990 and 1996. Overall, the Greene County population is growing older with higher percentages in the 25 to 44 age group (See Appendix 5).

Forces driving the increased population include:

 affordable housing market as compared to Albemarle County and Charlottesville,

 development projects in northern Albemarle County including the Airport Research Park,

 primary road improvements on Routes 29 and 33,

 improvements in the public school system, and

 existing high quality of life, including lower crime rates and a cleaner environment than in the urbanizing Albemarle/Charlottesville area. ACTION PLAN AGRICULTURE

Need For Action:

Farm acreage is threatened by surrounding residential and commercial encroachment. A healthy agricultural and farm industry is vital to maintaining the rural character and quality of life currently enjoyed by citizens of Greene County.

Our challenge over the next several years is to resist accelerating pressures to change the nature of Greene County from a predominately rural culture to a largely suburban environment.

The following current trends are noted (See Appendix 1):

 the size of farms is decreasing slowly,

 the agricultural work force is decreasing, and

 the assessed value of farms is increasing substantially.

Provide an environment in which the agricultural industry can prosper, grow and provide a pleasant, enjoyable lifestyle for its members and the citizens of Greene County.

Objectives: a. Protect existing agricultural enterprises. b. Encourage through incentives, the development of new and/or larger agricultural enterprises on suitable parcels of all sizes. c. Encourage the expansion of agricultural districts in size and number.

Recommendations :

1. Support a local "Right to Farm Act" that protects the privileges and rights of farmers to produce without undue or unreasonable restrictions, regulations, and unfunded mandates on agriculturally zoned land.

2. Emphasize in all policies the priority of agricultural and forestal activities over residential activities and development in the A-1 zone. Make permitted uses in this zone consistent with the intent of this zone and with the goals established in the Comprehensive Plan and long range land use plan.

3. Encourage the enlargement of Agricultural/Forestal Districts to protect farms and agricultural soils from encroachment by residential, commercial, or industrial uses.

4. Implement and enforce zoning legislation to protect land that is deemed suitable for agricultural use.

5 Continue to allow land in bona fide agricultural, forest, horticultural, and open space uses to receive special land use tax assessments. Continue to investigate additional economic incentives.

6. Do not allow County initiated rezonings from agricultural to a more intensive zoning district unless requested by landowners.

7. Encourage alternative agricultural methods and activities such as the farmer's market to support wholesale and retail sales of locally grown products.

8. Encourage efficient management of agricultural and forestal land as recommended by the Virginia Cooperative Extension Service, Virginia Department of Forestry, Natural Resources Conservation Service and the Culpeper Soil and Water Conservation District.

9. Use available resources such as the school system, extension service, newspaper and local publications to educate, inform, and assist the citizens of Greene in appreciating and understanding the contribution, importance and role of agriculture to them as individuals and to the County, State and Nation.

10. Encourage current farm owners to investigate the advantage of voluntary conservation easements as a tool for estate planning and farmland preservation (See Appendix 2).

Expected Results by the Year 2002:

There will be enhancement of agricultural activities with greater economic contribution to individual citizens and the County in general as well as continuing improvement in the rural nature of the county and personal quality of life.

MAP OF AGRICULTURAL PROPERTY COMMUNITY SERVICES

Need for Action :

Welfare reform, increasing growth, and decreasing federal and state funds will continue to place a financial strain on mandated county-wide community services. Proper planning and management, along with the help of citizens and community organizations, will help to ensure the availability of needed services.

Greene County is served by a number of social and community organizations and agencies which provide a variety of services to Greene County residents. A description of these groups funded and/or supported by the County is contained in Appendix 3.

Provide basic services for residents in need of assistance in the areas of shelter, food, utilities, and health care.

Objective:

Provide programs that meet mandated state and federal requirements.

Recommendations:

1. Evaluate, plan, implement and sustain required social service programs.

2. Encourage community organizations to provide additional services consistent with their individual mission statements.

3. Re-evaluate and improve, as necessary, all County facilities for persons with disabilities.

ADDITIONAL COMMUNITY FACILITIES Goal:

Provide where economically feasible, community facilities which benefit the quality of life of County residents.

Objective :

Assess and prioritize the need for improvements of and additions to community facilities.

Recommendations:

1. Support community volunteer efforts to establish a senior citizens’ center.

2. Foster a private-public partnership to expand the Greene County Library facilities and its educational and cultural services.

3. Consider expansion of the animal shelter and its hours of operation to meet existing needs including housing of felines. Consider utilizing the vocational education students for construction of any addition.

Expected Results by 2002:

Greene County will continue to supply, with the aid of citizens and community organizations, necessary community services.

ECONOMIC DEVELOPMENT

Need for Action:

In order to broaden the tax base, Greene County must attract commercial and industrial development. We cannot continue relying on residential real estate and personal property taxes to provide adequate income to keep up with the increasing need for services that our rapid residential growth has necessitated. Inadequate economic growth has resulted in budgetary deficits and a lower quality of public services. The current data illustrates (See Appendix 4):

 total Greene County government expenditures exceeded total revenues in the early 1990's, and

 the per capita debt is increasing, as school population increases

Promote economic development in Greene County in order to create employment and business opportunities and broaden the tax base, while enhancing the quality of life for County residents.

Objectives: bbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbb bbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbb bbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbb bbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbb bbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbb bbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbb. Create and implement an Economic Development Plan. ccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccc ccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccc ccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccc ccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccc ccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccc ccccccccc. Accommodate commercial services that serve the needs of County residents. dddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddd dddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddd dddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddd dddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddd dddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddd dddddddddddddddddddddddddddddddddddddddddddd. Encourage tourism related commercial services by developing Greene County as a significant rural retreat and recreation area. eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee. Promote and accommodate professional businesses, including home office businesses. ffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffff ffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffff ffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffff. Welcome and accommodate those industrial businesses which provide highly skilled jobs, broaden the tax base and have a positive impact on the County budget while having minimal impact on the County infrastructure, environment and water resources. gggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggg gggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggg gggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggg gggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggg gggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggggg gggggggggggggggggggggggggggggggggggggggggggg. Concentrate commercial and industrial development in designated growth areas which are served by adequate public utilities and services.

Recommendations:

1. Encourage commercial development in the growth areas as shown on the Future Land Use Plan Map. Coordinate traffic planning with VDOT to ensure safe and expedient traffic flow in the growth areas.

2. Ensure the preservation of the historic character of Old Town Stanardsville through the development of visually compatible commercial design standards. Use input from the Stanardsville Town Council and the Greene County Historical Society in developing architectural design standards.

3. Establish an Architectural Review Board as part of the site development review.

4. Develop design and access guidelines for commercial and industrial buildings to ensure their visual compatibility with the rural character of Greene County.

5. Establish a Tourism Development Board to provide leadership and encouragement to the private sector in developing Greene County as a rural retreat and recreation area, as well as an attractive alternative for visitors to the Shenandoah National Park.

Tourism Board actions shall include:

 Promoting development of country inns and restaurants, lodges and camping sites, and assist in organizing a program to help interested county home owners to provide guest rooms for rent, with centralized marketing and reservation services;

 Providing leadership in establishing Old Town Stanardsville as an historic 19th century village, as an attraction for visitors, a center of entertainment activities, and a location of inns and restaurants;

 Assisting in establishing private or public biking, hiking and horseback riding trails, tennis courts and other recreation facilities for use by guests and residents;

 Organizing and promote entertainment activities to attract visitors, including folk festivals and arts and crafts shows; and

 Submitting a strategic plan to the Planning Commission and Board of Supervisors with annual updates about the success of their planning efforts.

6. Establish a workshop with the business community, Industrial Development Authority, Chamber of Commerce, Planning Commission and Board of Supervisors to create a comprehensive informational publication for prospective economic interest groups.

7. Provide assistance to establish and operate an Economic Development Center for the County to provide reliable and consistent information to interested parties. Coordinate the Center’s work with that of the Thomas Jefferson Regional Development Partnership.

8. Concentrate industrial development, consistent with the County's desires, in approved industrial zones in order to make full use of existing infrastructure.

9. Develop criteria for evaluating economic and environmental impacts of new or expanding commercial and industrial activities. Require developers to submit appropriate information to be used in the impact evaluation model. The Planning Commission will be responsible for developing and implementing the criteria and model.

Greene County’s economic development will provide a greater percentage of County revenues and will help to create a balanced tax base. The business community will compliment the County’s rural character, and with sustainable residential growth, our county will have the resources to provide an improved quality of life for all Greene County residents. EDUCATION

Need for Action:

Education is one of the most important services provided by our government. It provides the training for the future citizens, workers and leaders of our community, state, and nation. Each student should acquire basic skills early in the education process. Upon graduation, the students should possess sufficient training to pursue a successful career, further training, or education. With rapidly increasing population and cost per pupil, attention needs to be focused on the effectiveness of our educational process and the ability to handle the increasing population.

Current trends include (See Appendix 8):

 lowest elementary school teacher salaries in the surrounding eight county region,

 lowest reading, writing, and mathematics scores in the Virginia Literacy Passport Program,

 a moderate drop out rate

 a relatively high level of expenditures per student that is increasing at a rate which exceeds inflation, and

 a moderate number of high school graduates continuing their education. Goal:

Provide educational opportunities which permit County residents to achieve their full potential.

Objectives: a. Focus education programs on providing all students with the basic skills needed to pursue successful careers. b. Increase the quality of education for all students by attracting and retaining successful teachers and increasing parental and community involvement. c. Provide continuing educational opportunities for all citizens, including developing the Greene County library so that it may become a major educational and cultural resource for the County. d. Evaluate and manage the per-pupil cost of education programs to help ensure we are getting the desired results for our tax dollars. e. Improve planning and budgeting for continued growth in school enrollment.

Recommendations:

1. Require all students to achieve effective communication skills (reading, writing and speaking) and mathematical skills prior to promotion beyond elementary school, and require that student promotions and advancements at all levels be based strictly on achievement rather than time in grade.

2. Revise or develop curricula and teaching practices at the secondary level to provide all students with the essential skills needed for success in careers and further education including advanced communication skills and use of modern technology. Make “career preparation” as important as “college preparation” in all education program decisions, including teacher quality and facilities.

3. Establish a performance measurement system to assess student abilities to pursue successful careers, with participation by local employers in developing the assessment. Use the assessment results as a guide for individual students as well as to evaluate the program’s effectiveness.

4. Assign top priority to attracting and retaining well trained, experienced and dedicated classroom teachers.

5. Establish a teacher performance evaluation system which will measure effectiveness in achieving our educational goals and which can be used for meaningful compensation decisions. 6. Promote and encourage parents, senior citizens, community volunteers and community leaders to participate in academic, extra-curricular and administrative activities to supplement, assist and monitor the education program.

7. Develop after-school enrichment programs, and make after-school transportation available so that all interested students may participate in these enrichment programs and other approved activities.

8. Encourage Piedmont Virginia Community College to increase course offerings in Greene County to meet our growing needs.

9. Foster a private-public partnership to expand the Greene County library facilities and its educational and cultural services.

10. Study the feasibility of establishing an “alternative school” for those students who do not conform to requirements of the standard school system, to provide a second chance for these students without disrupting the education of mainstream students.

11. Establish a capability to provide the Board of Supervisors with an independent assessment of the efficiency and effectiveness of education programs, including a detailed analysis of budget requests, to help manage the cost of education.

12. Develop five and ten year plans for school facilities, staffing and budgets, with analysis of the cost and effectiveness of alternatives, including use of proven “off-the- shelf” plans for school facilities.

All students will be able to read, write and do basic math computations when they finish elementary school. Graduates enter the job market prepared to be successful or alternately, will continue their formal education. Education in Greene County will be cost effective. There will be a projected population growth schedule and a plan in place to handle this growth. EMERGENCY SERVICES AND LAW ENFORCEMENT

Need for Action:

Greene County Emergency and Law Enforcement Services include three volunteer fire departments, a volunteer rescue squad and a Sheriff’s Department including volunteer auxiliary members. Improved coordination, cooperation and communication between these organizations, along with an updated, expanded and centralized emergency communication’s system, is vital to the health and welfare of all county citizens (See Appendix 9).

Provide timely and responsive fire, rescue and law enforcement services to Greene’s citizens

Objectives: a. Coordinate Fire and Rescue Emergency services to improve efficiency b. Provide improved county-wide (emergency) communications services. c. Plan for facilities and services based on current needs & expected growth projections.

Recommendations - Fire and Rescue:

1. Establish the capability for coordinating Emergency Services in order to define roles and inter-relationships between service providers and appropriate service objectives; monitor performance. 2. Ensure timely implementation of the E911 system.

3. Work toward improved centralized (emergency) communication services.

4. Continue to actively promote volunteer efforts and encourage citizen support for fire and rescue operations.

5. Create new funding sources for services required by increased population growth.

Recommendations - Law Enforcement:

1. Maintain and expand the Sheriff’s department facilities to meet existing needs as well as plans for future growth.

2. Continue to support the Regional Jail.

3. Encourage and support consistent enforcement of all county/state laws and regulations.

4. Encourage citizen involvement in support of local law enforcement efforts.

Expected Results in 2002:

Adequate equipment and facilities will have been provided to all emergency service and law enforcement operations. The County will have effective and well coordinated emergency services 24 hours a day. FUTURE LAND USE

Need for Action:

The County is developing rapidly and a Future Land Use Map needs to be created which reflects where the County wants the anticipated growth to be located. There is a need to maximize the efficiency of the County’s existing infrastructure in order to promote orderly growth in certain areas of the County. See page 29 for the Future Land Use Map.

To develop a Future Land Use Map consistent with sound, fiscal administration of the County.

Recommendations:

1. Industrial land uses outside of established growth areas will not be designated on the Future Land Use Map, but will be evaluated on a case-by-case basis by the Planning Commission and Board of Supervisors.

2. Existing residential areas outside of designated growth areas will be noted on the Future Land Use Map.

3. Existing growth areas will not be expanded to allow for increased residential use.

4. Large vacant tracts along Route 29 between the Corner Store area to the old Colonial Truck Stop area will be encouraged to have mixed commercial, industrial and residential uses in order to promote planned unit type developments.

5. Land proposed for conservation/preservation uses will consist of the Shenandoah National Park and the Conservation C-1 zoned property.

6. The Future Land Use Map will take into account the recommendations in the Ruckersville Master Plan. 7. Provide for integration of the Greene County Soil Survey into the Future Land Use Map.

8. Establish and provide adequate funding for an economic model to enable Future Land Use Map changes.

9. Participate in cooperative planning efforts with neighboring localities whenever possible. Expected Results by the Year 2002:

The Future Land Use Plan will designate specific areas of the County designated for residential, commercial and industrial development as well as to designate areas to remain in agricultural and conservation uses. Intense development should remain in the designated growth area where and when adequate services are provided. FUTURE LAND USE MAP GOVERNMENT ADMINISTRATION

Need for Action:

As the County’s population and economic activity continues to increase, the demand for a proactive, cost effective, local government administered by a highly qualified staff will also increase (See Appendix 10).

Provide efficient and responsive County government administration.

Objectives: a. Employ qualified, dedicated government staff who are responsive to the needs of the citizens. b. Use an effective and efficient data collection and management system for administration, analysis, and decision making. c. Maintain long range plans and budget projections for government operations and services. d. Attract and retain community service volunteers. e. Expand the annual financial audit to include a procedural evaluation of all County departments including recommendations for improvement.

Recommendations:

1. Study the benefits, costs and feasibility of alternate forms of local government including appointed positions, executive manager positions or other options for ensuring qualified, efficient and responsive government administrators.

2. Develop and implement modern data collection and management information systems to support all government operations.

3. Develop five year Capital Improvements Program (CIP) and operating budgets for all County departments including needs for facilities and equipment, staffing requirements, revenue services and expenditure projections. Update the (CIP) and budgets annually.

4. Identify problems in attracting and retaining volunteers and promote possible actions to maintain effective volunteerism in cooperation with community service organizations. 5. Require the independent auditor in conjunction with County management, to prioritize departmental and constitutional offices to be evaluated and establish a time table for each departmental evaluation.

6. Require the auditor to present, in public hearing, a summary of the annual financial and procedural audit, and departmental evaluations, and recommendations.

The Board of Supervisors will manage the county in a prudent and cost effective manner addressing growth issues with informed decisions based upon appropriate information.

HISTORIC PRESERVATION AND CONSERVATION Need for Action:

Greene County is an area rich in historic sites, natural resources and scenic beauty important to the quality of life enjoyed by our citizens. Tourism, which also relies on these elements, is an important part of the county’s economy. Residential, commercial and industrial growth is occurring at an increasing rate. This rate of growth will have a negative impact on historic sites, natural resources and scenic vistas unless there is consistent, long-term planning and public education designed to preserve the county’s heritage.

Greene County has 40 designated historical sites as well as 23 sites located in Stanardsville (See Appendix 11).

Protect Greene County's scenic, natural and historic resources while enhancing the value of those resources through public education.

Objectives: a. Long-term preservation of conservation, scenic and historic sites through properly managed development, a vital area economy, and a concerned citizenry encouraged by local government. b. A populace educated on the significance of conservation and the value of historic preservation.

Recommendations - Historic Preservation:

1. Support volunteer efforts to identify the historic and archaeological sites and historic structures as well as to develop a plan for long-term preservation of the enumerated sites and structures.

2. Encourage registration of eligible historic buildings and sites with the Virginia Department of Historic Resources.

3. Utilize local media as a vehicle to raise public awareness of and appreciation for the County's history by periodically highlighting an historic site in words and pictures.

4. Urge Greene County schools to develop student appreciation for the County's heritage by using materials available from the Greene County Historical Society and the Virginia Department of Historic Resources, organizing field trips to historic sites and designing class projects oriented to historic preservation.

Recommendations - Conservation: 1. Encourage volunteer efforts in cooperation with UVA/Thomas Jefferson Planning District activities to identify and designate conservation sites, scenic highways, roads and waterways, and other natural resources in Greene County.

2. Promote civic activities and/or legislation which support conservation, open space dedication and protection, and public access.

3. Use all means at the County's disposal to encourage and enforce environmentally sound practices and conservation of natural resources in cooperation with the Virginia Department of Forestry, Virginia Cooperative Extension Service, Soil Conservation Service, Chesapeake Bay Initiative, Department of Environmental Quality, among others.

4. Develop guidelines to measure the impact of residential and commercial development. Over the planning period, expand these guidelines and develop County ordinances to cover surface and groundwater resources, air quality, mineral resources, aquatic and wildlife habitat as well as development on steep slopes which are consistent with the Future Land Use Map and DRASTIC Map and other relevant studies from surrounding counties.

5. Encourage participation in the Agricultural/Forestal District, conservation easements or open space preservation alternatives. Discourage development that would detract from, or result in the deterioration of the County's natural resources, and scenic or conservation sites.

6. Promote education on conservation through Greene County schools in addition to locally sponsored awareness activities, making use of state and local resources including the Virginia Department of Game and Inland Fisheries, Virginia Department of Forestry and the Virginia Cooperative Extension Service, among others.

The county’s historic and archaeological sites will have been inventoried and registered. A long range plan of preservation for historic sites, open spaces and natural resources will have been developed. The county will continue to support public education and the use of state and local resources regarding the significance of conservation and the value of historic preservation. Guidelines and ordinances will have been developed and implemented to better utilize and protect these resources. Economic development that would result in the in loss of the county’s natural resources, scenic beauty and historic sites has been discouraged. The heritage and quality of life enjoyed by Greene County citizens has not been lost to the pressures of unplanned residential, commercial and industrial development. RECREATION

Need for Action:

Recreation can be the focal point for an increased sense of community and the 1996 acquisition of land designated as a county park was a positive first step (See Appendix 12). Despite lack of direction and apparent budget constraints, the increased demand for public facilities dictates creating a plan of action and timely implementation.

Provide opportunities for recreational and cultural activities which will be of value to all of Greene County’s citizens as well as useful in attracting desirable economic development.

Objectives: a. Provide for a wide-range of recreational opportunities for all of Greene County’s citizens. b. Construct a Greene County Community Center. c. Encourage the development of a community calendar with a variety of entertainment and cultural events. d. Use recreation to enhance the appeal of Greene County for family living and economic development.

Recommendations:

1. Employ a Director of Parks and Recreation.

2. Appoint a volunteer Recreation and Cultural Activities Committee to:

· direct the development and management of the Greene County Park · formulate plans for further recreation facilities. · direct the Committee to begin a feasibility study on the construction of a Community Center. · propose a plan for a “community calendar” of events which will educate, entertain and foster a sense of community among the citizens of the County.

3. Invite local civic organizations such as Ruritans, Lions, VFW, local garden clubs, Stanardsville Pride with Action and/or others to take leadership in fund raising and in organizing volunteers to implement the Committee’s plans.

4. Solicit the advice of the Tourism Development Board, the Chamber of Commerce and the Industrial Development Authority for prioritization of plan elements and further suggestions.

Expected Results by 2002: The Greene County Park provides a full range of recreational activities in attractive, well-lighted and supervised surroundings. The Greene County Community Center is functioning as a meeting and entertainment location for senior citizens, offering a safe gathering place for youth groups and available to all residents for indoor recreation. Regular community events have made Greene County an interesting gathering place for residents and non-residents alike.

RESIDENTIAL DEVELOPMENT

Need for Action:

The rapid rate of residential development is one of the primary issues facing the residents of Greene County. Residential real estate tax revenue fails to offset the cost of the county services which their occupants require. Continued residential proliferation build out analysis by the Thomas Jefferson Planning District describe surburbanization that is in sharp contrast to the rural/agricultural heritage of the County. Lack of adequate planning for increased residential densities in designated growth areas will result in environmental health problems. The County must direct residential growth to the designated growth areas outlined in the Future Land Use Map and adequate infrastructure must be put in place to accommodate such growth of the 4,564 lots in 98 platted residential subdivisions, only 2,245 lots (49%) have been built on. There are an additional 3,500 parcels in the County which are located outside of these platted subdivisions which are also available to residential development (See Appendix 13).

Manage the development of residential communities that are safe, attractive, and fiscally responsible in regards to their impacts on County services including schools.

Objectives: a. Direct future residential development towards existing designated growth areas, as outlined in the County Future Land Use Map, so as to protect irreplaceable agricultural, historic and scenic resources, and to better utilize County infrastructure and services. b. Where development does occur in agricultural and conservation zones, minimize the impact of that development on agricultural land, viewsheds and historic sites. c. Manage the rate of residential growth in the County such that the County government is able to protect and promote the interest of all citizens which includes maintenance of high quality schools and other services, protection of property values, and avoidance of tax increases. d. Promote and enforce high standards in the design and construction of residential developments with particular emphasis in the designated growth areas, so as to make these areas more desirable places to live. e. Promote planning practices consistent with the creation of "rural villages” in the further development of the existing designated growth areas. f. Encourage a diversity of housing stock to meet the needs of the varying income levels of County residents.

Recommendations:

1. Make development in the growth centers more economically attractive than development in the agricultural and conservation zones.

2. Encourage cluster development in conjunction with mandating contiguous open space requirements of at least 25% or more for any new subdivision plats in the agricultural and conservation zones so as to preserve productive agricultural land and scenic viewsheds.

3. Promote design alternatives for development in agricultural and conservation zones that would preserve existing topography, prominent visual and historical features, scenic viewsheds and productive agricultural land. Stress the economic incentive of such design alternatives.

4. Update zoning and other development ordinances to include more visual design guidelines for residential developments and mobile/manufactured home parks. Develop appropriate guidelines for screening or buffer zones between residential and commercial/industrial establishments so as to avoid nuisance problems and maintain property values.

5. Strengthen zoning and other development ordinances to discourage residential strip development along rural roads as a means of protecting scenic views.

6. Investigate the economic feasibility of a "development rights buy back program" targeted towards the purchase of development rights in agricultural and conservation zones.

7. Maintain permit and inspection fees for residential development at levels that equal the cost of the services provided.

8. Encourage enabling legislation to allow impact fees in Greene County.

9. Plan for growth in designated growth areas by adopting village master plans for those areas. These plans should address provisions for ample open space, community recreation areas, designated retail centers and a diverse housing stock.

10. Appoint a Citizens Housing Advisory Committee to explore, discuss and help formulate policies relating to local housing issues such as residential growth management, substandard housing rehabilitation and development/design guidelines for residential communities. This committee's responsibilities would include:

 Devising and implementing a methodology for monitoring and tracking the rate of residential development and its impact on the County services, schools and environmental resources.

 Analyzing options which might be implemented by the County to restrain or limit residential growth rates or reduce adverse impacts.

 Establishing maximum desirable annual residential growth rates and type of development in each zoning district by considering impacts on schools, budget and management and other public services.

11. Continue efforts to identify and assess housing stock with the intent to address substandard housing.

12. Encourage alternatives to mobile/manufactured home parks that would provide for low income housing needs, but more effectively utilize space and county resources.

13. Continue to notify landowners of land use issues pertaining to adjacent properties.

14. Develop a methodology of analyzing the impact of residential development on County watersheds including the implementation of a stricter Erosion and Sediment Control Ordinance and the development of a Stormwater Management Ordinance.

15. Make sure County staff fully understands the legal use of proffers to offset the additional costs imposed by new developments on County services and infrastructure.

The County will make significant progress in addressing the impact of rapid residential development.

The County, through the work of a citizens advisory committee, will devise a methodology for monitoring and tracking the rate of residential development and its impact on County services. This committee will make a substantial contribution to the development of master plans for each of the County’s designated growth areas.

The County will incorporate into its long range Capital Improvements Plan the development of the necessary infrastructure for designated growth areas. The County will strengthen zoning and development ordinances to discourage residential strip development and subdivision build out in agricultural and conservation zones, and to encourage high density development in designated growth areas.

The County will investigate and lay the ground work for a development rights buy back plan for already platted subdivisions in agriculture and conservation zones. SOLID WASTE

Need for Action:

Despite progress and some past success, solid waste management in Greene County lags behind accepted standards. Open burning ordinances are weak, anti-littering ordinances are ineffective and recycling efforts among residents are inadequate.

Keep Greene County clean by properly disposing of solid waste. Objectives: a. Enact and enforce the necessary ordinances to ensure a clean environment. b. Develop an environmental education program which will include an anti-litter program. c. Provide and maintain environmentally sound facilities to handle disposal of solid wastes.

Recommendations:

1. Aggressively enforce the Greene County Solid Waste Ordinance.

2. Complete construction of the Transfer and Recycling Center and continue to develop and expand it.

3. Continue to pursue the feasibility of implementing a composting facility for disposal of solid waste.

4. Schedule and promote an annual hazardous waste collection day with advance notice giving a list of materials to be accepted.

5. Explore ways to implement the County’s Solid Waste Program including, but not limited to, the following:

. Provide environmental education at all grade levels in the schools. Encourage and assist middle and high school students to organize active environmental committee/clubs.

. Seek anti-litter funds to keep streams and roadways free of trash and litter.

c. Promote litter control, through education, county-wide clean-up days and the Adopt-a-Highway Program.

d. Pursue regional cooperation in marketing of collected recyclable materials.

e. Evaluate the feasibility of establishing satellite recycling centers in the Stanardsville and Ruckersville areas.

f. Evaluate the need for and achievement of a County-wide system of compulsory trash pick-up and recycling.

g. Assemble and distribute data to keep citizens aware of solid waste issues. Expected Results by 2002:

Organized collection of trash and recyclables transported to the County Composting and Recycling Center will be available to all County residents.

Residents will voluntarily cooperate with ordinances regulating dumping, littering and open burning.

Education on environmental issues will continue at all grade levels with citizens groups organizing and participating in these events.

TRANSPORTATION

Need for Action :

Transportation provides the essential link between business, commerce, and our residential communities. Without proactive transportation planning, we are risking increased traffic congestion, air pollution, safety hazards and destruction of the scenic beauty and rural character that is highly valued by our residents and businesses (See Appendix 17).

Promote safe and efficient movement of persons and goods within the County and to other parts of the region and Commonwealth.

Objectives: a. Reduce traffic congestion, pollution and energy consumption through improved roads, facilities (including bikeways), and services. b. Avoid future congestion and safety hazards resulting from development along major highways. c. Establish a planning process to provide early identification of needs for road improvements. d. Promote increased mobility of the general public, including the handicapped and disadvantaged, through the increased use of public transportation and car/van pooling. e. Identify and protect scenic roads in the County.

Recommendations:

1. Maintain safe traffic movement along County roads by proper design of site plans including limited entrances and exits, proper signage, adequate setbacks, internal circulation and other factors that affect traffic flow and access.

2. Adopt and implement a functional classification system consisting of maps and appropriate standards specifying road design and function to be applied consistently for new development or rezoning approval.

3. Develop a criteria-based rating system to prioritize road improvements in the Virginia Department of Transportation (VDOT) Six Year Road Plan (See Appendix 18).

4. Provide specific local recommendations to VDOT regarding primary road improvements (See Appendix 19).

5. Establish a more efficient and coordinated mass transportation system with integrated bus, rail, bikeway and car pooling services.

6. Sustain County involvement in regional, multi-modal transportation planning.

7. Encourage public nomination of Scenic Highways, Byways and Rivers.

8. Improve access to and efficiency of the Greene County Transit System.

9. Encourage residential development that provides for pedestrian access to shopping and essential services.

Expected Results in 2002:

Site plan standards and a classification system for road design and function will be adopted and implemented to protect the scenic beauty and rural character of Greene County. The County, through pro-active planning will have more efficient and better coordinated transportation systems. The planning process will include on-going involvement with regional and local transportation agencies and organizations.

WATER SUPPLY AND SEWAGE DISPOSAL

Need for Action :

Greene County, like other rural localities, relies heavily on groundwater. It is estimated that 90% of Greene County residents rely on it for drinking water. Because growth is scattered across the county, it is not economically feasible to serve the entire population with public water. This makes it important for Greene County to identify potential problem areas and institute protective measures to maintain groundwater as a viable resource.

Provide for an adequate and clean water supply for County residents and businesses in the growth areas. Public sewer needs to be extended to the Ruckersville Growth Corridor to ensure the increase in the non-residential tax base for the County.

Ensure adequate and safe water supply, and require that sewage disposal systems conform to all state regulations.

Objectives: a. Ensure that development and other economic activities will not result in inadequate or unsafe water supplies. b. Manage the availability of public water and sewer to encourage desired growth patterns. c. Monitor the quantity and quality of individual water and sewage treatment systems.

Recommendations:

1. Establish a County water monitoring and assessment system to track quantity and quality of groundwater and surface water resources. Require the health department to provide the County an annual report of a five year historic trend of well log data and septic system effluent loading information in order to identify potential problems to be considered in land use planning and site development decisions.

2. Develop long range plans to provide in cooperation with the Rapidan Service Authority, central public water supplies in designated growth areas, including plans for a reservoir impoundment site and financing alternatives.

3. Develop long-range plans to extend the central sewer system in designated growth areas, consistent with future land use projections and plans, encouraging non- subsidized economic alternatives such as substantially increased building permit fees.

4. Prohibit the extension of central water and sewer systems into agricultural and conservation zones in order to minimize development pressures in these zones.

5. Encourage the use of alternative state approved septic system designs in non- growth areas in order to achieve more desirable siting of buildings including clustering of units.

6. Require that the Greene County Health Department maintain sufficient staffing levels to assist the County with the attainment of water and sewer related goals through:

· Community educational programs and informational resources. · Consistent and timely compliance with State Environmental Health Regulations

7. Ensure that the water and sewer disposal or septic systems comply with State Health Department Regulations whenever a house is sold.

Public sewer will be provided for non-residential development along Route 29 between the Corner Store area and to 0.4 mile north of the Routes 29/33 intersection and specified locations on Route 33 by January 1, 1999. RSA will have identified a water impoundment site by the year 2000 to serve Greene County residents and businesses. RSA will have identified/purchased property in the Ruckersville Growth Corridor for a future sewage treatment plant.

PLAN FOR RUCKERSVILLE AREA PROJECT GOALS

The Greene County Comprehensive Plan identifies the Ruckersville Growth Area as one of three such areas in the County which are designated as having substantial development potential. In order to promote orderly growth, the Ruckersville Master Plan is designed to accomplish the following goals:

1. Attract commercial/industrial development in areas which have adequate infrastructure including water, sewer and roads.

2. Encourage clustered commercial/industrial development along the U.S. Route 29 and 33 corridors.

3. Guide high density residential development to areas which have adequate infrastructure and meet the statement of intent in the R-2 section of the Greene County Zoning Ordinance.

4. Promote traffic safety by reducing or limiting the number of entrances and signs.

5. Protect agricultural resources and open space.

6. Provide harmonious transitional areas on property undergoing development to minimize conflicts with on-going agricultural/forestal activities.

PHYSICAL LIMITS OF PLANNING AREA

The Ruckersville Sewer Project will provide public sewer lines for the U.S. Route 29 business corridor from the Colonial Truck Stop property on the north to the Corner Store area on the south. The goal of the sewer project is to serve existing businesses and adjoining properties along Route 29 which have potential as business/industrial sites and at specific locations along U.S. Route 33. A proposed pump station in the Midway area will handle sewerage from the proposed Ruckersville Elementary School the Locust Lane Subdivision.

The Planning Commission has determined that the general study area (Map 1) should include the entire area contained in the Ruckersville Election District, plus an area approximately 1 mile in width on the west side of Route 29 running parallel with it from Midway (intersection of Routes 33 and 1105) in a northeasterly direction to the Madison County line.* Map 1–General Study Area

A more detailed study area anticipated to undergo development pressures in the next 10 year period has been outlined on Map 2. The northern boundary of the detailed study area is at Willie's Auction House and the southern boundary is at State Route 607. The study area extends westward on Route 33 to Midway. This area extends approximately 2000 feet deep to either side of Routes 29 and 33. This depth has been slightly adjusted in an attempt to follow existing tax map parcel lines whenever possible.

*This study differs from the desired Ruckersville Growth Area as identified on the Future Land Use Map since the goal of the Ruckersville Area Plan was to look at both growth and non-growth areas along the U.S. Route 29 Corridor. Map 2–Detailed Study Area

The western edge of the study area along Route 33 extending to the Route 743/Midway area is a mixed use area with interspersed residential and commercial development. Portions of this area have the potential for sewer service with the Ruckersville Sewer Project. The area further west is zoned agricultural and outside of the public sewer project area. The eastern boundary of the study area along Route 33 extends to the Pinewood Terrace Subdivision (State Route 680) for similar reasons since it has a mixed commercial/residential land use pattern which warrants closer planning scrutiny. The area further east is zoned Agricultural A-1 and will not have access to public sewer.

The entire study area is within close proximity to the Rapidan Service Authority's (RSA) public water lines.

Public sewer would allow for sustained support of the existing businesses in the Ruckersville business district which rely on septic systems and/or pump and haul permits. Additionally, the proposed public sewer will allow for vacant land which has not yet been developed, due to limitations that septic systems pose for large water/sewer users, to be more intensely used.

The existing business and industrial zoning, as shown on Map 3, reflects the actual full amount of business/industrial usage in the study area. These businesses cater to the combination of neighborhood-scale retail (B-2) and travel-related (B-3) business along the U.S. Route 29 corridor. Industrial users consist of small-scale office/warehouse operations as allowed in the Industrial M-2 zone. The vast residentially zoned areas located east of U.S. Route 29 are only partially developed with residential subdivisions. Map 3–Zoning in Study Area The Route 29/607 business core has 56 acres which are zoned B-2 and 8.5 acres which are zoned B-1. Except for the Corner Store Convenience Store and a building contractor's office, the remainder of the business zoning is now vacant, but development is anticipated in the near future with a shopping center-type development.

The business/industrial core on the north end of the study area consists of Willie's Auction House, a proposed antique shop, the Luck Stone Quarry and Mr. Harlow's Industrial Park.

INFRASTRUCTURE The Rapidan Service Authority has a system of public water lines feeding the existing residential subdivisions along Routes 670, 607, 606, 1020, 616, 652, and 1120 between the Albemarle /Greene County line and U.S. Route 33. RSA water serves the entire Route 29 Business Corridor from the Madison County to Albemarle County lines with 6" and 8" lines. The RSA Water Treatment Plant is capable of treating and delivering 1,000,000 gallons of water per day. Water storage tanks at Route 743/644 and west of Quinque on Route 633 serve the water storage needs for the Ruckersville Growth Area.

The proposed Ruckersville Sewer System will serve users from the Routes 29/607 area north along U.S. Route 29 to the Colonial Truck Stop area. The project is designed primarily for commercial users along this growth corridor. The sewerage will be pumped back to Stanardsville in a high pressure force main line. There will be a pump station in the Midway area to serve Locust Lane Subdivision as well as the proposed elementary school.

U.S. Route 29 is improved with four lanes from the Madison to Albemarle County line with sixteen crossovers as shown on Map 4. There is now a second left hand turning lane for northbound traffic on Route 29 going westbound on Route 33.

U.S. Route 29 has been designated as part of the National Highway System and the ongoing U.S. Route 29 Corridor Study is looking at design options for the Ruckersville area for the design year 2020. One option that is being considered includes by- passing the established Ruckersville business community.

U.S. Route 33 east of Route 29 is only two lanes wide and there is an intersection with Route 645 within 50' of U.S. Route 29. In addition, there is another intersection (northbound Route 645) within 400' of Route 29. There are no plans for improvements to U.S. Route 33 east of U.S. Route 29 in the Six-Year Primary Road Improvement Plan.

Map 4–U.S. Route 29 Crossovers •= Crossover location PATTERNS OF DEVELOPMENT

The study area along Route 29 has three existing business core centers. The largest is the central business district in Ruckersville. The second core is located in the Route 29/607 area and the third core is located approximately one mile north of the Routes 29/33 intersection with the location of four businesses/industries.

Residential and agricultural zoning/uses extend to the east and west of the developed core along Route 29. Except for three developed business sites between the Route 29/607 area and the Albemarle County line, the area south of Route 607 is zoned Residential R-1. Some of these tracts are large and undeveloped and resemble usage more typical in the Agricultural A-1 zone rather than uses in the Residential R-1 zone. .

Due to the lack of public sewer in the Ruckersville area, the majority of the developed residential lots served by public water and septic systems are a minimum of 30,000 square feet in size. Residential development is concentrated on secondary roads off of Route 29 including Routes 607, 670, 606, and 616. Areas to the west of the Route 29 business corridor are zoned either R-1 and A-1 and there are a number of large subdivisions off of Routes 606 and 607 as well as Deer Lake Estates off of Route 29. Rezonings from Agricultural A-1 to Residential R-1 have been approved for Deer Lake Estates, Carodon, Wetsel Village, Rolling Hills, and Cross Creek Subdivisions all of which are located to the west of Route 29.

The secondary roads noted above in the growth corridor have taken on the role of major collector roads for the residential development which is occurring along them or off of them. None of these collector roads are slated for improvements in the current Six Year Secondary Road Improvement Plan.

The business core at U.S. Route 29/33 intersection consists primarily of B-2 and B-3 uses with the Jefferson National bank serving as the southern terminus of this core.

DEVELOPMENT STRATEGY

The following strategies are designed to guide development in the growth area.

STRATEGY 1 - LIMITS OF DEVELOPMENT (See Future Land Use Map)

Future commercial/industrial development should be concentrated between the Route 29/607 area and the Colonial Truck Stop area along U.S. Route 29 at locations where public water and sewer are available.

Areas north of the Colonial Truck Stop and south of the Routes 29/607 area will remain without public sewer and should not be developed with more intensive uses.

Commercial/industrial development will not be encouraged west of Midway on Route 33 due to lack of public sewer. Likewise, development east of Route 29 on Route 33 will remain in its current residential and agricultural uses due to road deficiencies and lack of public sewer.

STRATEGY 2 - BUSINESS CORE 1

The sizeable tracts of land located between Deane's Service Center/Deer Lakes Estates and the southern end of the existing Ruckersville Business District should be developed as large scale business/industrial parks. There are approximately 200 acres in this business core as shown on Map 5.

Tax Parcels 60-(A)- 51, 52, 53, 55, 59, 60 and 61 are all zoned Agricultural A-1 and will need to be rezoned to business or industrial when a specific development is proposed. Parcels 49 and 50 have small portions along Route 29 which are zoned B-3 with the majority of their acreage in A-1 zoning. The property is gently sloping on the west side of Route 29 and drops off more steeply on the east side of Route 29 with an intermittent stream bi-secting these tracts.

The existing crossover at Route 600 should be used for access to these tracts located on both sides of Route 29. The development of these large tracts into business/industrial parks would require the construction of turning lanes in the median strip. Improvements to Route 600, which now has a gravel surface, will be required to handle additional traffic generated by development on tracts on the east side of Route 29.

Restrictive covenants should be specifically developed and approved by the governing body during any rezoning hearings to ensure consistency and a high quality of development within these parks. Vegetated buffer zones should separate development in this core from residential development (Deer Lakes Estates) on the south and the strip development which has occurred at the southern end of the existing Ruckersville business community. Map 5–Business Core 1

Consider rezoning A-1 land to business/industrial for planned park development. Access at Route 600 crossover needs improvements. Parcels 59, 60 and 61 located on higher lying rolling land. Parcel 52 has a large swale running through the middle of it which will need to be considered when developing this tract. STRATEGY 3 - BUSINESS CORE 2

General Business B-2 uses which serve the neighborhood retail needs of the emerging residential communities at Route 29/607 should be developed in this area.

Business B-1 or B-2 zoning is in place on Tax Map Parcels 66-(A)-6 thru 12, and 20. Parcels 21, 22 and 23 are zoned Residential R-1 and should be rezoned to B-2 to allow for better utilization of this business core on the east side of Route 29.

The proposed extension of Buck Drive in Deer Lake Estates Subdivision should not be used for access to the business property along Route 607, but should only be extended to serve the Residential R-2 property currently owned by Mr. Reynolds. The proposed road off of Buck Drive leading to Route 29 should be constructed to be in alignment with the existing crossover on Route 29.

Shared access for Parcels 20 through 23 on the east side of Route 29 should be constructed at the existing crossover located in front of Parcel 20. Redevelopment or reutilization of Parcels 9, 10 and 12, which are now developed at the Route 29/607 intersection, should not have access to Route 29, but should have access off of Route 607.

To accommodate the proposed shopping center project which will contain retail businesses on a 4.5 acre site as well as on the 3 outparcels having frontage on Route 29, the following traffic related recommendations are proposed by VDOT: 1. Construct left turn lanes on the east and west approaches to U.S. Route 29 on Route 607. The left turn lane on the eastbound lane of Route 607 should be developed from the western most entrance of the shopping center property on Route 607 all the way to Route 29.

2. Construct a right turn lane on southbound Route 29 at the north entrance to the shopping center development.

3. The southern access point on Route 29 should serve as an entrance only (and not an exit) due to poor sight distance as well as its proximity to the Route 607 intersection. The 3 outparcels should be served by interior roadways and not additional entrances on Route 29.

4. Extend the existing northbound left-hand turning lane on Route 29 onto Route 607.

5. Modify the existing traffic signal to accommodate left turn lanes on Route 607. This may involve more modifications to the existing signal than just for Route 607 since additional lanes and signal heads may be needed for total intersection design. 6. Construct a left turn lane for northbound Route 29 traffic at the northern most entrance into the shopping center property.

7. Construct a right turn lane for eastbound Route 607 at its intersection with Route 29.

8. Construct a continuous right turn lane into the proposed site along southbound Route 29 as well as westbound Route 607.

Map 6–Business Core 2

Parcels 21, 22, 23 and 24 would need to be rezoned from R-1 to B-2 Crossover improvements needed at Parcel 20/Deer Lake Estates Left-turning lane improvements needed on northbound Route 29 at Route 607 Possibility of high density residential use on R-2 property in Deer Lake Estates Subdivision would require a Special Use Permit STRATEGY 4- BUSINESS CORE 3

This core represents the Ruckersville Central Business District at the intersection of Routes 29 and 33. Most of the property which is zoned B-2, B-3 or M-2 has been developed. The property to the east of the established businesses on the east side of Route 29 is zoned Residential R-1 and developed with single family dwellings or mobile home parks. Sizeable tracts to the west of Route 29 which are vacant and have potential for development include parcels 12, 13, 14, 15, 17, 18, 19, and 20. These tracts are zoned Agricultural A-1.

Parcels 12, 15, 17, 18, 19, and 20 will not have access to public sewer. When developed, they will need to be rezoned and developed by businesses/industries with low water/sewer usage. A road parallel to Route 29 between Parcels 19 and 18/20 could be developed for joint access to all three tracts. Strip development of Parcel 12, which has significant frontage along Route 33, should be discouraged by way of utilizing a maximum of two entrances.

Parcels 34, 13 and 14 are owned by an investment company. Parcel 34 has three single-family dwellings on it along Route 33. However, it is zoned R-2 and the owners have expressed an interest in building a higher density residential development on this tract as well as on Parcels 13 and 14 once sewer is available. Parcels 13 and 14 are zoned A-1 and would require rezoning before dense residential development could occur at this location.

A parallel road between Parcels 34/34A and 13/14 should be created to provide access to those tracts as well as to the rear portions off the 29 Truckstop property and the Phillips property where a road should tie back to the existing right-of-way between the Phillips Warehouse and NationsBank properties. To the North of Route 33 on the west side of Route 29 the option of creating a parallel road should be preserved in all development/rezoning decisions unless the proposed development eliminates the need of such a road. On the east side of Route 29 both to the north and south of Route 33, any re-development should either preserve the option of creating parallel roads or re- develop the properties in such a way that parallel roads would not be needed.

Map 7–Business Core 3 Existing B-2 and B-3 tracts will develop with new businesses once sewer is constructed. Main controls will be through site development plan review. No sewer on northwest quadrant of the Route 29/33 intersection which is all zoned A-1. Parcels 18, 19 and 20 will develop by businesses with lower water/sewer needs and will need to be accessed with one entrance on Route 29 or Route 33. Parcels 12, 13, 14, 15 and 17 are zoned A-1 and will not be sewered. Locust Lane and new school property will have access to sewer with a pump station in Midway. No business uses east of Route 645 should be allowed due to R-1 zoning and traffic pressures on Route 33. STRATEGY 5 - SOUTHERN CORE

Land uses between the Route 29/607 intersection and the Albemarle/Greene County line along U.S. Route 29 should be limited to small scale business uses at the three existing commercial developments. All other areas south of Route 607 along Route 29 are zoned Residential R-1 and are developed with a scattering of residences. Lack of public sewer, as well as the hilly topography, will prohibit large scale commercial uses in this core.

Map 8–Southern Core

•–Business Zoning –Residential Zoning STRATEGY 6 - NORTHERN CORE Development north of Willie's Auction House on Route 29 should be discouraged since this area has an established agricultural land use pattern. The area north of Luck Stone Quarry, Willie's Auction House, Harlow's Industrial Park and the proposed antique shop should be encouraged to remain rural and agricultural with uses only allowed in the A-1 zone by right.

Map 9–Northern Core

•–Business/Industrial Zoning –Agricultural Zoning

Protection of scenic resources should be encouraged in this area. Viewshed analysis north of Willie’s Auction House using some form of topographic modeling should be presented during the Site Development Plan Review. The Agricultural/Forestal Advisory Committee should encourage land owners in the Agricultural/Forestal District to remain in the program after the year 2000 when the contracts are up for renewal.

STRATEGY 7 - TRANSPORTATION ISSUES

A long-range transportation improvement plan for secondary roads serving as major collectors throughout the growth area should be developed for roadbed and intersection improvements to ensure safer transportation infrastructure in the southeastern portion of the County.

Map 10 –VDOT Roads Needing Study

Some existing businesses along U.S. Routes 29 and 33 have constructed multiple entrances over the years, some of which are not in compliance with current VDOT Commercial Entrance Standards. These multiple egress and ingress points which can cause danger and confusion for motorists. A problem similar to the one caused by multiple entrances is the proliferation of multiple business signs which can cause additional driver confusion and safety problems.

Lack of coordination of business entrances at median-strip crossovers on divided highways can also cause cross movement of vehicles converging at these locations at varying speeds. Existing businesses undergoing the Site Development Review Process for changes in use or additional uses should submit an entrance consolidation and improvement plan as well as a signage reduction plan. The County should request that VDOT undertake a Crossover Study of all existing crossovers in the study area to recommend changes and/or possibly closings based on anticipated and/or existing land uses at these locations.

Instead of by-passing Ruckersville, which is being considered as an option in the U.S. Route 29 Corridor Study, VDOT should consider the construction of a continuous turning lane in both directions on U.S. Route 29 from the Route 29/607 intersection to the north of the U.S. Route 29/33 intersection.

The County should explore the long-range possibility of cooperating with VDOT and neighboring localities to develop intermodal means of transportation (bike/rail) along the Route 29 corridor from Culpeper to Charlottesville. The County should maintain the option of designating park and ride areas to serve future intermodal transportation systems.

In order to minimize traffic congestion and maintain air quality, Greene County seeks to reduce the necessity for use of single occupancy vehicles wherever possible and to provide, to the greatest practical extent, for pedestrian and bicycle access to shopping, recreation and other essential services.

STRATEGY 8 - SITE AMENITIES

The County needs clearly stated criteria for review of site plans which are in harmony with the Statements of Intent of the Site Development Plan Criteria.

The following guidelines should be followed when developing site plans for development in the project area.

Parking Parking areas should be designed to incorporate landscaped areas. Parking lots should have landscaped buffer strips between the paved areas and all property lines as well as between the paved areas and the buildings.

Signage One main entrance sign should be allowed. Small, internal directional signs should be allowed to guide vehicles once they are on the site. In shopping centers, a small business sign located on the building could be mounted to guide patrons to the front door of the business. Portable signs should not be allowed or necessary with well planned business developments.

Landscaping A landscaping plan will be required during the site development plan reviews to increase the attractiveness of the existing development.

The owner shall place and maintain a planting area 25 feet in width along a side or rear property line which should contain vegetation of sufficient density to produce a total visual screening consistent with the topography, the existing vegetation, and the use of the adjacent land. Wherever possible, the owner shall make every effort to retain existing natural vegetation screening purposes.

Stormwater Management The County will require developers to prepare a Stormwater Management Plan for any developments in the growth area.

STRATEGY 9 - LOW DENSITY RESIDENTIAL DEVELOPMENT

The County will encourage cluster development in residential areas in the growth area to more efficiently use existing infrastructure and to maintain permanent open space. The County will work with developers to implement the open space provisions as now allowed in the Greene County Zoning Ordinance.

Rezonings from Agricultural A-1 to Residential R-1 in the Ruckersville Growth Area should be denied until public sewer service is available.

STRATEGY 10 - HIGH DENSITY RESIDENTIAL DEVELOPMENT

Undeveloped high density (R-2) zoning which exists on 8 acres along Route 33, on 8 acres in Wetsel Village and on 9.5 acres in Deer Lakes Estates should be served by public sewer before any high density development is allowed.

STRATEGY 11 - UNDEVELOPED LAND Due to the high number of households dependent on septic systems in the Preddy Creek watershed, the County should consider creating a new residential zone with larger lot size or other provisions for limiting the number of residences in those large, undeveloped tracts which are currently in the R-1 zone. A P P E N D I C E S Appendix 1 AGRICULTURAL DATA

In 1992, Greene County land in farms totaled 37,044 acres, or 37 percent of the county’s land area of 100,371 acres. Agriculture is the leading industry in the county, with the livestock enterprise (principally poultry) bringing in 90 percent of farm income in 1992. Income from cattle, calves, hogs and sheep production contributed about 36 percent of this total. Field crops account for 10 percent of the total value of farm products sold in 1992. Approximately half of the county’s farm operators work 100 or more days per year in off- farm employment.

Number Land in Average Assessed Year of Farms in Farms(acres) Size (acres) Value of Farms

1982 243 40,835 168 $168,531 1987 225 39,288 175 $234,324 1994 207 37,000 179 $351,250

Farms by Size

Year 1-9 acres 10-49 acres 50-179 acres 180-499 acres 500-999 acres 1,000+ acres

1982 10 53 104 59 16 1 1987 4 44 106 56 12 3 1992 9 38 92 53 13 2

Agricultural Work Force

1982 1987 1992 Farm - principal occupation 100 97 89 Farming - non-principal occupation 143 126 118 Average age of farm operators 55.2 54.1 57.1

Current Trends: The following are current trends in Greene’s agricultural community:  the average age of the agricultural workforce is increasing slowly.  the number of those engaged in the agricultural work force is decreasing slowly.  the size of farms is decreasing slowly and consistently across all size ranges.  new agricultural commodities such as nursery/greenhouses and vineyards are increasing slightly.  row crops and swine numbers are decreasing.  the assessed value of farms are increasing substantially.  horse farms are increasing throughout the county.

Source: Greene County Extension Agent Virginia Employment Commission

Appendix 2 LAND CONSERVATION METHODS (EXCERPTED FROM THE FAUQUIER COUNTY RURAL LAND PLAN) Appendix 3 LIST OF COMMUNITY SERVICE AGENCIES

GREENE COUNTY TRANSIT The Greene County Transit System provides safe, efficient, reliable and economical bus transportation for Greene County residents. The buses are handicapped accessible for trips within the County and into the Charlottesville area. Ginger Morris, Transit Director, can be reached at 985-5205. The office is located at the Stanardsville Shopping Center.

HEALTH DEPARTMENT The Greene County Health Department is part of the Thomas Jefferson Health District of the Virginia Department of Health. A staff of nurses, secretaries, environmental health specialists and others provide preventative health care services, environmental permits and inspections, disease control activities, and maintains death records. The District Director is Dr. Susan McLeod whose office is located at 1138 Rose Hill Drive in Charlottesville, and she can be reached at 972-6219. The Greene County Health Department is on Stanard Street and the telephone number is 985-2262.

JEFFERSON AREA BOARD OF AGING This agency, known as JABA, plans and administers a broad range of social and health services to Greene County’s elderly population as mandated by the Federal Older Americans Act. JABA also plays a strong advocacy role in the promotion of a comprehensive assessment of services to the County’s senior citizens. The JABA office is located in the Courthouse Complex in Stanardsville and the phone number is 985-5263.

LIBRARY The Greene County Branch of the Jefferson-Madison Regional Library is located on Stanard Street in Stanardsville. All Greene County residents are eligible for library cards. Library materials available for circulation include books, magazines, videos, and books on tape. The Library has various activities for the youth throughout of the year including a children’s summer reading program and preschool story times. For further information, please call 985-5227. The Library hours are Monday 1:00 - 8:00, Tuesday and Wednesday 10:00 - 5:00, Thursday 10:00 - 8:00, Friday 1:00 - 5:00, Saturday 9:00 - 2:00.

REGION TEN Region Ten offers a variety of services for individuals with mental health, mental retardation and alcohol and drug abuse problems. Located in the Administration Building , the Greene County office is one of four satellite clinics operated by Region Ten in Charlottesville. Staff is available to provide individual and family therapy case management, medication management and crisis intervention services to residents of Greene County. For more information contact Region Ten at 985-5220.

SKYLINE COMMUNITY ACTION PROGRAM Skyline CAP, Inc., a community action agency serving Greene and Madison Counties, has offices located on Stanard Steet in Stanardsville and in Madison at the Route 29/687 intersection. Skyline CAP provides programs and services to low income residents with the goal of eliminating poverty by enabling citizens to achieve self-sufficiency. Program services include housing counseling, emergency home repair, emergency assistance, Section 8 rental assistance, tax preparation assistance, early childhood education through Head Start, first-time home buyer counseling and assistance and the operation of a thrift shop. For information, phone 985-6066 in Stanardsville or (540)-948-2237 in Madison.

SOCIAL SERVICES The Department of Social Services provides for a wide variety of services for children and adults in need. Director James Keenan administers the numerous programs under the direction of the Social Services Board which is composed of three County residents appointed by the Board of Supervisors. The Social Services Department is located at 10009 Spotswood Trail. The telephone number is 985-5246.

Appendix 4 MEDIAN HOUSEHOLD INCOME 1990-1996

County 1990 1996 % Change 1990-96 Albemarle $36,886 $43,614 18% Charlottesville $24,190 $28,729 19% Fluvanna $31,378 $40,506 29% Greene $29,799 $38,428 29% Louisa $26,169 $33,134 27% Nelson $23,705 $29,914 26% Commonwealth $33,328 $41,470 24%

Source: Thomas Jefferson Planning District Commission, 1996 Appendix 4 GREENE COUNTY TOTAL REVENUES VS. TOTAL EXPENDITURES Appendix 4 GREENE COUNTY GROSS DEBT VS. TOTAL EXPENDITURES Appendix 4 GREENE COUNTY DEBT PER CAPITA Appendix 4 GREENE SCHOOL AGE POPULATION AND TOTAL GROSS DEBT Appendix 4 GREENE COUNTY K-7 POPULATION VS. TOTAL GROSS DEBT Appendix 5 GREENE’S COMMUTER POPULATION Appendix 5 GREENE COUNTY POPULATION

YEAR POPULATION PERCENT INCREASE 1970 5,248 1980 7,625 45% 1990 10,297 35% 1996 (estimated) 13,200 27.8%

Source: U.S. Census and Weldon Cooper Center, UVA

GREENE COUNTY WORK FORCE

Year People in Work Force Percent Unemployed 1986 4,498 4.5% 1988 5,064 3.7% 1990 5,641 2.8% 1992 6,325 6.5% 1994 6,719 3.9% 1996 6,742 3.1% 1997 (3/97) 7,247 5.1%

Source: Virginia Employment Commission

Appendix 5 GREENE COUNTY ANNUAL RETAIL SALES

Year Taxable Sales 1986 $15,000,000 1988 $19,000,000 1990 $23,000,000 1994 $26,000,000 1995 $27,000,000

Source: Virginia Department of Taxation Appendix 6 GREENE COUNTY AVERAGE EMPLOYMENT BY SECTOR

SECTION GREENE COUNTY PLANNING DISTRICT 10 Government 29.5% 2% Agriculture 1.1% 4% Construction 8.3% 14% Utility 1.8% 4% Trade 14.3% 28% Finance 2.5% 10% Services 19.5% 32% Other 23.0% 6%

Greene County Source: Virginia Employment Commission - 1993 Planning District Ten Source: Virginia Employment Commission - 1994

Appendix 7 MAP OF GREENE COUNTY'S NEW INDUSTRIAL PARK Appendix 8 AVERAGE TEACHERS SALARIES

COUNTY ELEMENTARY SECONDARY AVERAGE TEACHERS TEACHERS ANNUAL SALARY

Commonwealth $33,000 $35,508 $33,987

Greene $26,556 $33,765 $29,208

Albemarle $37,561 $38,136 $37,771

Augusta $29,885 $31,979 $30.711

Fluvanna $28,254 $29,945 $29,105

Louisa $30,219 $30,363 $30,286

Madison $28,517 $23,443 $26,657

Nelson $26,640 $30,127 $28,029

Orange $30,910 $31,151 $30,999

Note: Only seven counties in the Commonwealth have lower Elementary salaries than Greene County. Source: Superintendents Annual Report for Virginia 1994-95

*Due to a high number of recently hired entry level elementary school teachers, this figure is lower than other surrounding localities which may have different hiring needs than Greene County.

Appendix 8 VIRGINIA LITERACY PASSPORT PROGRAM SIXTH GRADE RESULTS BY SCHOOL DIVISION - SPRING 1996 & 1997 PASSING PERCENT

COUNTY READING WRITING MATHEMATICS '96 '97 '96 '97 '96 '97

Commonwealth 83% 83% 80% 76% 85% 87%

Greene 66% 82% 69% 78% 71% 76%

Albemarle 85% 87% 84% 84% 87% 87%

Augusta 89% 87% 82% 72% 91% 88%

Fluvanna 81% 76% 77% 70% 82% 79%

Louisa 89% 78% 78% 67% 95% 88%

Madison 69% 75% 71% 70% 76% 79%

Nelson 86% 81% 80% 73% 94% 90%

Orange 84% 82% 81% 74% 87% 88% Source: Report of the Virginia Literacy Program - Spring 1996 Virginia Department of Education

VIRGINIA LITERACY PASSPORT PROGRAM SIXTH GRADE RESULTS BY SCHOOL DIVISION - SPRING 1996 & 1997 Percent Passing In All Three: Reading, Writing and Mathematics

COUNTY 1996 1997 PERCENT PASSING PERCENT PASSING

Commonwealth 70% 68%

Greene 50% 60%

Albemarle 77% 76%

Augusta 76% 65%

Fluvanna 63% 60%

Louisa 73% 58%

Madison 55% 61%

Nelson 73% 67%

Orange 72% 64% Source: Report of the Virginia Literacy Program - Spring 1996 and 1997– Virginia Department of Education

Appendix 8 DROP OUT RATE 1994-95

COUNTY % DROP-OUT % MALE DROP-OUTS Commonwealth 3.66% 60% Greene 3.85% 69% Albemarle 2.80% 52% Augusta 2.13% 61% Fluvanna 3.40% 59% Louisa 5.34% 58% Madison 3.38% 77% Nelson 4.34% 80% Orange 5.00% 69% Source: Superintendent’s Annual Report for Virginia 1994-95

CONTINUING EDUCATION PERCENT OF HIGH SCHOOL GRADUATES CONTINUING EDUCATION

COUNTY ATTENDING 2 ATTENDING 4 OTHER TOTAL YR.COLLEGES YR. COLLEGES EDUCATION CONTINUING Commonwealth 24.5% 47.5% 8.7% 80.7%

Greene 33.7% 27.9% 7.7% 69.2% Albemarle 33.3% 49.9% 2.7% 85.9%

Augusta 22.8% 34.6% 10.2% 67.5% Fluvanna 20.1% 23.0% 1.4% 44.6%

Louisa 34.2% 28.9% 13.4% 76.5% Madison 21.2% 35.0% 14.6% 70.8%

Nelson 32.8% 26.1% 1.5% 60.4% Orange 37.3% 23.2% 12.7% 73.2% Source: Superintendent Annual Report for Virginia - 1994-95

Appendix 8 PER PUPIL EXPENDITURES COUNTY 1994 - 1995 Commonwealth $5,498

Greene $5,323 Albemarle* $6,072

Augusta $4,916 Fluvanna $4,884

Louisa $4,860 Madison $5,202

Nelson $5,378 Orange $5,292

Source: Superintendent’s Annual Report for Virginia, 1994-95

*Albemarle County reported a per pupil cost of $5,733 for the 1995-96 school year in the Board of Education Report

GREENE COUNTY COST PER PUPIL

YEAR ENROLLMENT COST PER PUPIL

1992-93 2,034 $4,937

1993-94 2,107 (4% increase) $4,997 (1% increase) 1994-95 2,193 (4% increase) $5,372 (8% increase)

1995-96 2,279 (4% increase) $5,731 (7% increase) 1996-97 2,446 (7% increase) $6,042 (5% increase)

1992 -1997 22% increase

Source: Greene County Board of Education

Appendix 9 GREENE COUNTY EMERGENCY OPERATIONS PLAN The Greene County Emergency Operations Plan consists of two plans, including:

1. The Basic Plan describes the concept of emergency operations and assigns duties and responsibilities of agency heads or organizations which are either part of, or will serve in support of, local government in time of emergency. It becomes the organizational and legal basis for emergency operations. Functional annexes and hazard-specific appendices to the Basic Plan provide additional guidance and set forth detailed procedures as needed to assure an appropriate level of emergency preparedness.

2. The federal Superfund and Reauthorization Act (SARA Title III) requires the development and maintenance of detailed procedures for identifying facilities with extremely hazardous materials and for assuring an adequate emergency response capability by these facilities and by local emergency services. A separately published SARA Title III Plan has been developed which supplements the EOP by providing additional procedures for a hazardous materials incidents response.

These plans was developed by the Greene County Emergency Services Coordinator with assistance from the Commonwealth of Virginia Department of Emergency Services. Input was requested and received from other local officials. Funding for local emergency Management Agency, and all plans are developed in accordance with guidance provided by that agency. Appendix 9 GREENE COUNTY EMERGENCY SERVICES ORGANIZATION CHART

Appendix 9 GREENE COUNTY EMERGENCY SERVICES MATRIX OF RESPONSIBILITIES Appendix 10 GREENE COUNTY ORGANIZATIONAL CHART Appendix 10 GREENE COUNTY CAPITAL IMPROVEMENT PROJECTS Appendix 10 GREENE COUNTY CAPITAL IMPROVEMENT PROJECTS (Continued)

Appendix 11 GREENE COUNTY HISTORICAL SITES 1. Cole Home 24. Wakefield

2. Bracht Sims House 25. William Monroe Home

3. Kinderhook Farm 26. Rural Retreat

4. Finks Melone House 27. Roadside

5. McMullen House 28. Pleasant Retreat

6. Teel House 29. Stephens House

7. South River Farm 30. Bingham Church

8. Golden Horseshoe House 31. Marshall House

9. Haney House 32. Old Rucker Home

10. Frey House 33. Oak Grove

11. Edgewood 34. Strawberry Hills

12. Springhill 35. Mt. Paran Church

13. Eddins Home 36. Guilford Hall

14. Greene Hill Club House 37. Holbert House

15. Thorton House 38. Gilbert House

16. Peter Durrette House 39. Dutch Harbor

17. Kehoe 40. Locust Grove

18. Dr. Burton House

19. Burtonsville

20. Witches House

21. Tisdale Home

22. Old Beadle’s Home

23. Ogg Home Appendix 11 HISTORICAL SITES

BY: GREENE COUNTY HISTORICAL SOCIETY Appendix 11 STANARDSVILLE HISTORICAL STRUCTURES

1. Greene County Courthouse 13. Bickers-Whitlock House 2. County Jail 14. Library Building 3. Stanardsville Methodist Church 15. Doctor Davis House 4. Grace Episcopal Church 16. Taylor House 5. Stanardsville Baptist Church 17. Schoolhouse 6. Shiloh Baptist Church 18. Spotswood Hotel and Slave Quarters 7. Mitchell House 19. Gibbons Market 8. Eddins-Deane House 20. Davis-Deane House 9. Episcopal Rectory Gibbons House 21. Gibbons House 10. Bickers-Comer House 22. Ham-Thomas Southard House 11. Miller-Jordan House 23. Shelton-Watson House 12. Paige-Jarrell House

Source: A Survey of the Historical and Architectural Landmarks Stanardsville, Virginia, Dianne Pierce, 1980

Appendix 12 MAP OF GREENE COUNTY PARK SITE Appendix 13 GREENE COUNTY BUILDING PERMITS ISSUED BY ZONING CLASSIFICATION 1990 - 1996

YEAR PERMIT TYPE C-1 A-1 R-1 TOTAL 1990 House 10 97 71 188 Mobile Home 0 9 1 1991 House 11 151 62 238 Mobile Home 1 12 0 1992 House 6 137 64 221 Mobile Home 0 6 8 House 7 114 61 192 1993 Mobile Home 0 7 3 House 3 87 90 212 1994 Mobile Home 0 7 25 House Not N/A N/A 202 1995 Mobile Home Available 36 (N/A) House N/A N/A N/A 216 1996 Mobile Home 30

Source: Greene County Building Department

SUMMARY STATISTICS ON GREENE COUNTY SUBDIVISIONS THROUGH 1994

ZONE #OF PLATTED # BUILT ON % BUILT ON LOTS C-1 629 215 34% A-1 2,211 845 38% R-1 1,444 905 63% MOBILE HOME 280 280 100% LOTS (In parks) TOTAL 4,564 2,245 49%

Source: Greene County Building Department

Appendix 14 THOMAS JEFFERSON PLANNING DISTRICT COMMISSION BUILD-OUT ANALYSIS Appendix 14 BUILD-OUT ANALYSIS (Continued) Appendix 14 BUILD-OUT ANALYSIS (Continued) Appendix 14 BUILD-OUT ANALYSIS (Continued) Appendix 14 BUILD-OUT ANALYSIS (Continued) Appendix 14 BUILD-OUT ANALYSIS (Continued) Appendix 15 GREENE COUNTY POPULATION

YEAR POPULATION PERCENT CHANGE 1960 4,715 1970 5,248 11.3% 1980 7,625 45.3% 1990 10,297 35.0% 2000 Projection 13,103 27.3% 2010 Projection 15,207 16.1%

Source: Bureau of the Census; Virginia Employment Commission

ASSESSED VALUE OF REAL ESTATE

YEAR VALUE (in millions) 1986 $215 1988 $276 1990 $403 1992 $450 1994 $496 1996 $528

ASSESSED VALUE OF PERSONAL PROPERTY

YEAR VALUE (in millions) 1986 $10 1988 $24 1990 $38 1992 $43 1994 $43 1996 $53

Source: Virginia Department of Taxation

Appendix 16 GREENE COUNTY LANDFILL Appendix 17 U. S. ROUTE 29 CORRIDOR STUDY SUMMARY Appendix 18 GREENE COUNTY SECONDARY ROAD IMPROVEMENT PLAN

Appendix 18 SECONDARY ROAD IMPROVEMENT PLAN (Continued) Appendix 18 SECONDARY ROAD IMPROVEMENT PLAN (Continued) Appendix 18 SECONDARY ROAD IMPROVEMENT PLAN (Continued) Appendix 19 GREENE COUNTY PRIMARY ROAD IMPROVEMENT PLAN

Appendix 20 RAPIDAN WATER & SEWER FACILITIES Rapidan Service Authority is a non-profit quasi-government organization charted in June 1969 under the Virginia Water and Sewer Authorities Act of 1950, serving the Counties of Greene, Madison, and Orange. RSA presently employs 40 personnel and maintains two administrative offices. The West Office is located on Route 33 in Ruckersville. Located on Route 33, the East office is one-half mile west of the Lake of the Woods subdivision. The General Manager’s administrative support, include an Office Manager and Secretary/Billing Clerk at each office and an Accountant. Engineering support staff includes the Director of Engineering, Director of Projects, and two Engineering Technicians. The Plants Manager oversees operations of all treatment facilities and coordinates the duties of eleven water and wastewater operators. Both West and East Operation’s Superintendents coordinate their departments staffing of 16 maintenance, construction and meter reading personnel. RSA East and West and separate storage facilities for inventory and equipment.

Water Treatment capacity .816 MGD 5 storage tanks 1.5 MG 47 miles of mains 190 fire hydrants 1600 connections

Sewer Treatment Plan capacity .180 MGD 16 miles of mains 350 connections

Appendix 21 PROPOSED RUCKERSVILLE SEWER PROJECT AREA Appendix 22 SEPTIC AND WELL PERMITS

YEAR PERMITS ISSUED 1994 253 1995 216 1996 310

Source: Greene County Health Department

Appendix 23 SUGGESTED LIST OF CITIZENS COMMITTEE

The following are a list of committees which will help to accomplish the recommendations specified in the Plan.

· Agricultural/Forestal District Committee

· Senior Citizen's Center Committee · Library Committee

· Architectural Review Board

· Tourism Development Board

· Economic Development Center Committee

· Community Service Organizations Committee

· Historic Structures Preservation Committee

· Natural Resources Conservation Committee

· Recreation and Cultural Activities Committee

· Housing Advisory Committee