Rediscovering the Heart of Blacksburg
A Master Plan for Downtown
Final Report Completed By: The Blacksburg Collaborative MCA Urban Planning LDR International, Inc. Communitas
August 31, 2001 Rediscovering the Heart of Blacksburg
AMaster Plan for Downtown
Final Report
Completed By:
The Blacksburg Collaborative
MCA Urban Planning 5 Century Drive, Suite 210 Greenville, South Carolina 29606 864.232.8204
LDR International an HNTB Company
1 9175 Guilford Road Columbia, Maryland 21046 410.792.4360
Communitas 157 East Main Street, Suite 302 Rock Hill, South Carolina 29730 803.366.6374
August 31, 2001
2 Table of Contents
1.0 Introduction...... 2 1.1 Purpose ...... 2 1.2 Process ...... 2 1.3 Report Format...... 3 1.4 Acknowledgments...... 4
2.0 Rediscovering the Heart of Blacksburg -- The Master Plan...... 6 2.1 Reconnecting Downtown With Its Citizens ...... 6 2.2 A Retail Development Strategy ...... 22 2.3 An Arts and Entertainment Strategy...... 33 2.4 A Tourism Strategy ...... 37 2.5 A Residential Strategy ...... 43 2.6 An Economic Development Strategy ...... 50
3.0 Implementation Strategy and Action Plan....56 3.1 Downtown Projects and Initiatives ...... 56 3.2 Some Immediate Priorities...... 58 3.3 Conclusion...... 59
Appendix: Strategic Assessment Report...... 47
Table of Contents • Page i 1.0 Introduction
1.1Purpose
The purpose of the plan is to develop a long-range vision for the future of Downtown Blacksburg as the heart of a vibrant community. Downtown remains home to many of the major civic functions of the community, many of its oldest religious institutions, and the largest collection of one-of-a-kind retail offerings in the New River Valley region. Downtown is also the place where the interface of Virginia Tech and the community is most visible. This presents a unique opportunity to capitalize on the assets of being a university town while providing enhanced facilities for all of the citizens of the community.
1.2Process
The Rediscovering the Heart of Blacksburg plan involved over six months of intensive community interaction, research, design, and synthesis. It began with a rigorous community interaction process that included individual and stakeholder interviews, and meetings with the Downtown Advisory Group steering committee comprised of representatives of the business community, active community groups, Virginia Tech, and the Town of Blacksburg. This process culminated with a town hall meeting designed to garner input from Blacksburg citizens. This information was summarized into a “Strategic Assessment” memorandum that profiled the input received during the process. This memorandum is included in its entirety in an appendix to this report.
Rediscovering the Heart of Blacksburg • Page 2 The community interaction process was occurring simultaneously with an exhaustive physical analysis of Blacksburg and a review of existing documentation. This research was occurring concurrently with an Economic Development report being completed by RKG Associates of Alexandria, Virginia.
With a thorough assessment of the community completed, the team embarked on the planning process, which included the development of strategies for downtown and complementary designs as well as a series of marketing materials. This information was presented to both the Downtown Advisory Group and the general public for review and comment in a presentation in January.
The review process and subsequent comments were used to develop further refinements to the final plan that included design revisions and strategy development. At this point, projects were prioritized, responsibilities assigned, and time frames were created in order to develop a complete implementation strategy and action plan for Blacksburg.
1.3Report Format
The master plan report is designed to present the findings of the Master Plan in a brief and easy to understand format. It relates all of the Master Plan recommendations to six strategies for the future, each of which contains important steps in implementing the Master Plan. These implementation steps are presented as short, medium and, where necessary, long-term improvements. Many of the recommendations relate to the illustrative Master Plan shown in Exhibit 1 on the following page. Throughout the document, the Master Plan will be referenced and examples given in exhibits.
Rediscovering the Heart of Blacksburg • Page 3 Where necessary, detailed information on topics will be covered in appendices at the end of the document.
The report concludes with an implementation strategy and action plan designed to outline the steps needed to begin implementation. This strategy is summarized in a “Strategy Board” which distills all of the recommendations of the Master Plan into a one-sheet document.
1.4Acknowledgments
This plan could not have been completed without the help of many groups and individuals. The Downtown Advisory Group steered this process from beginning to end. Their dedication to the future of Downtown Blacksburg deserves the gratitude of the whole community. The Town of Blacksburg and Virginia Tech have been particularly helpful throughout this process. Each organization’s ‘open door’ policy bodes well for the future of the downtown. The Townscape Committee and the Design Review Board members were excellent resources for our design team. Special thanks go to Donna Dunay of the Townscape Committee for allowing us to use her exhaustive book on the history of the Town. Most importantly, however, are the citizens of Blacksburg whose interest in this process has been the most critical component to plan’s completion.
Rediscovering the Heart of Blacksburg • Page 4 Exhibit One: The Master Plan for Blacksburg, Virginia 2.0 Rediscovering the Heart of Blacksburg -- The Master Plan
2.1Reconnecting Downtown With Its Citizens
2.1.1 Goal: An Authentic Town Center
Blacksburg residents take pride in downtown and identify it as “their place” to gather, enjoy entertainment, and participate in civic life.
2.1.2 Background
Throughout the interview process and strategic assessment of Blacksburg, a theme emerged that Blacksburg’s downtown had become less relevant to the day-to-day life of Blacksburg’s permanent residents. Because downtown is also the location of a Virginia Tech, the separate identity of downtown Blacksburg seemed to be overwhelmed at times.
This feeling for residents is compounded by the fact that much of the downtown retail uses that longtime Blacksburg residents remember has left the community altogether. In spite of the retail loss, downtown Blacksburg has retained such critical institutions as its Post Office, key religious congregations, and Town Hall and has developed new institutions such as the Farmers Market and the Lyric Theatre that attract visitors from across the community.
While these institutions are important, Blacksburg as a community lacks the civic symbols and gathering places that define and unify the town. The challenge now is to reconnect Blacksburg with its citizens by creating places
Rediscovering the Heart of Blacksburg • Page 6 and activities for citizens to take part in, shops and restaurants that all of Blacksburg can enjoy, and “knit together” a civic life for the community that takes place downtown.
2.1.3 Assets/Opportunities
Downtown Blacksburg is a vibrant place with retail shops and restaurants already in place.
Downtown has retained many of its key civic institutions including local churches, Town Hall, the Post Office.
New Civic uses have become quite successful at attracting people downtown – the Farmers’ Market and the Lyric Theatre.
Events like the summer concert series and Steppin’ Out have been successful at bringing people into downtown.
The University and the Town are experiencing unparalleled levels of cooperation.
2.1.4 Liabilities/Challenges
Downtown has increasingly become “student dominated”
Much of the traditional retail base has vacated the downtown (and Blacksburg altogether)
Downtown lacks civic gathering places and a unified identity that encourages local pride.
While successful, venues such as the Lyric Theatre rely on “critical mass” of activities and events to sustain their success. This has not yet emerged in downtown.
2.1.5 Objectives
Rediscovering the Heart of Blacksburg • Page 7 A. Provide gathering spaces for all walks of life in the community.
B. Host community festivals and events downtown.
C. Create civic symbols that define downtown Blacksburg for the community as a whole.
D. Create pedestrian links from downtown to neighborhoods and parks to make downtown more accessible for citizens.
E. Retain civic activity centers downtown (Post Office, Town Hall, educational facilities, churches)
2.1.6 Action Strategies
Short Term – 2001-2002 Create Blacksburg Events. Blacksburg Events would be a non-profit organization to sponsor events downtown on a regular basis. Many similar organizations seek sponsorships for events and host them year-round. Often, these organizations start small, perhaps with quarterly events. They are frequently associated closely with merchants’ Figure 1: Simple painted crosswalks and pedestrian islands recommended for associations and strive to host events that will get downtown Blacksburg people downtown. For Blacksburg, it will be important to hold events that are specifically geared toward residents of Blacksburg and the surrounding region.
Develop Traffic Calming and Crosswalks throughout Downtown. Traffic through downtown Blacksburg can be busy. This is amplified by a traffic pattern that northbound traffic, once through the core of downtown, encourages speed with wide travel lanes and a limited number of lights from College Avenue to Prices Fork Road. A thorough traffic calming strategy is needed for downtown that will slow down traffic and encourage a more pedestrian friendly
Rediscovering the Heart of Blacksburg • Page 8 environment. Figure 1 shows pedestrian medians that are “safe zones” in the middle of traffic islands. We also recommend that the bold white painted crosswalks be installed rather than any special paving pattern for crosswalks on Main Street. Exhibit 2 on the following page shows where crosswalks should be installed along Main Street in downtown Blacksburg.
Continue Pedestrian Links to Adjacent Neighborhoods. Blacksburg has done an outstanding job of creating Greenways and pedestrian connections. The master plan illustrates extending this effort through downtown in a more thorough way. Exhibit 3 shows the existing pedestrian ways through downtown and recommended new routes that should be considered. Each of these pedestrian ways should be signed with a logo sign and distance markers so users know what trail they are on and how far to certain destinations.
Furniture Improvements. Creating a “palette” of furniture for downtown Blacksburg that is unified, dignified, and sturdy is an important goal of the Downtown Action Group. For the furniture palette, we recommend two options. The first is a continuation of the existing styled bench in a more sturdy model that might make use of steel or synthetic wood slats, this would be complemented by a more sturdy garbage receptacle and bike racks. The second is a style that incorporates the sixteen square logo in a custom bench and trash receptacle. If either style is chosen, we recommend using the existing light standard with a replacement luminiere in more sturdy material. These can be replaced incrementally. Exhibit 4 shows these options.
Rediscovering the Heart of Blacksburg • Page 9 Medium Term – 2002-2005 Work With Montgomery County Schools on the Blacksburg Middle School Site. The Blacksburg Middle School site is a critical anchor for downtown Blacksburg. Much speculation in the community has occurred about the future of this facility. Montgomery County Schools has expressed that an educational function would remain the key use of the site for both the short and long term and has indicated a willingness to pursue creative partnering opportunities to help determine the long term future of the site. The Master Plan for Blacksburg presents several design principles that should be explored as the community looks at long-term uses for the site. These are:
Rediscovering the Heart of Blacksburg • Page 10 Exhibits 2, 3: Traffic Crosswalks and Pedestrian Ways Through Downtown Blacksburg
Crosswalk Pedestrian Connections Exhibit 4: Examples of Furniture Palette for Downtown Explore obtaining private properties adjacent to the site for future expansions or private development
Examine development of a forecourt plaza/park that would front on Main Street.
Examine opportunities to expand the school facility to accommodate future uses.
Exhibit five illustrates these design principles.
Create a Cohesive Government Campus. Town Hall, the Police Station, and the Library are important civic functions for Blacksburg. The Master Plan indicates some long-term recommendations for the relationship of these institutions. These are:
Develop a park/plaza at the end of Draper Road to create a unifying element between the civic functions while buffering the adjacent residential neighborhood.
Consider longer-term expansion opportunities for Town Hall that might occur on the Doc Roberts site and adjacent properties should that location be vacated.
Consider the long-term reuse of the strip center on Draper Road for future parking to serve all of the civic functions in this district.
Exhibit 5 shows the recommended improvements to this area.
Draper Road Improvements. The Draper Road Greenway from College Avenue to Clay Street is an older recommendation that has been implemented over time. The master plans illustrates continuing
Figure 2: Example of continued this Greenway concept and enhancing it further improvements along Draper Road. through cohesive use of furniture, lighting, and landscape material. The goal is for Draper Road to feel more like an “address” street rather than a
Rediscovering the Heart of Blacksburg • Page 13 service street. An example of how this might look is shown in Figure 2.
Main Street Crossing/Alumni Circle. This is one of three linked projects in the Main Street/College Avenue area envisioned to redefine the future vision of downtown Blacksburg. Main Street Crossing and Alumni Circle would be a complete re-design of the existing street pattern. The result would be a large center median in Main Street allowing for better pedestrian crossings, a roundabout at the terminus of the Alumni Mall and a new civic feature in the form of a Clock Tower in the center of the median. The changes would involve restoring northbound traffic to the “Old Main Street” block, expanding the median and grading the area to create
Rediscovering the Heart of Blacksburg • Page 14 Exhibit 5: The Town Government Complex and Potential Development of the Blacksburg Middle School Site
1. Potential drop-off and greenspace at entrance of school.
3 2. Potential future development along Main Street Frontage.
3. Future addition to school facility
2 2 4. New development/redevelopment 4 4 1 opportunities
4 5 4 5. Potential future redevelopment of Doc Roberts
6 6. Town Government Campus plaza. what is, in effect, an extended roundabout. Exhibits 6 and 7 show the potential for this redevelopment.
Henderson Lawn. The second of the three linked projects is the re-grading of Henderson Lawn. This area has long been a gathering place for the community and is the symbolic heart of Blacksburg. The Master Plan recommends retaining Henderson Lawn as a large town green with slight regrading at the eastern end of the lawn to allow for better views from Main Street to College Avenue and for easier use and maintenance of the lawn area. This area can be regraded without losing the large trees on the site that contribute to its unique character. Exhibit 7 provides a plan view of the regrading of Henderson Lawn.
College Avenue Promenade. The third of the three improvement projects to the Main/College Avenue area is the creation of the College Avenue Promenade. This project would involve the creation of a large walkway and seatwall along the Henderson Lawn that would act as a Town Plaza for Blacksburg. The promenade could be part of an alumni project for a Virginia Tech class to recognize outstanding alumni of the University or a joint venture of the Town and the University to create a unique place for the community. Close coordination with Alumni Figure 3: Current conditions along North Main Street groups of the university could help this project come to fruition sooner than might be expected. The before image and after sketch for this project is shown in Exhibit 8.
North Main Street Enhancements. Short-term improvements to North Main Street have already been shown above. Longer-term improvements might include more detailed improvements to make this area more pedestrian friendly. Figure 3 shows the area in its current condition. Exhibit 9 shows two options that might be considered that would allow
Rediscovering the Heart of Blacksburg • Page 16 for tree planting, more pedestrian friendly sidewalks and a traffic calming effect in this area.
Rediscovering the Heart of Blacksburg • Page 17 Exhibit 6: Cross Section Showing Existing Conditions and Recommended Improvements to Main Street and College Avenue Exhibit 7: Plan view showing roundabout at Alumni Mall, New Median treatment and narrowed Main Street Corridor Exhibit 8: Before and After Sketch of College Avenue Showing the College Avenue Promenade Exhibit 9: Existing Conditions and Recommended Improvements to the North Main Street area 2.2A Retail Development Strategy
2.2.1 Goal: A Specialty Shopping Destination
Downtown Blacksburg will become the New River Valley’s most distinctive collection of specialty retail shops and one-of-a-kind restaurants.
2.2.2 Background
Downtown Blacksburg used to be the major retail center for the community. Like many communities, however, Blacksburg’s standard retail gravitated to commercial corridors, shopping centers, and malls. For the town of Blacksburg, this meant that many retailers relocated out of town altogether to neighboring Christiansburg.
Retail in Blacksburg’s downtown will not be able to recapture the “standard” retailers of its earlier days unless a major shift in retailing trends occurs. Unlike many communities, however, Blacksburg has been able to refocus its retail offerings, if only in a limited way, toward specialty retail. Maintaining and supporting this shift of focus will be critical to Blacksburg’s retail future.
2.2.3 Assets/Opportunities
Downtown Blacksburg has a “captive” retail audience with students at the university. The student retail consumer has disposable income that matches the offerings of many specialty retail shops. These same offerings could be appealing to a local consumer market.
Downtown has a number of successful retail shops already in place. These shops, though scattered through downtown, have a variety of high-end retail
Rediscovering the Heart of Blacksburg • Page 22 goods and can form a base for future retail investment.
Blacksburg has one of the largest concentrations of high-income households in the region making it an ideal location for high-end retail. This population base is enhanced by its diversity. People from a variety of backgrounds present opportunities for highly specialized retail.
Blacksburg has a concentration of population close to downtown not present elsewhere in the region.
Downtown is a unique place within the New River Valley.
2.2.4 Liabilities/Challenges
Retailers in downtown Blacksburg sometimes get “lost in the shuffle” of the student oriented restaurants and nightspots.
Parking is a problem for downtown retail merchants.
The pedestrian environment is not conducive to specialty retail “browsing.”
Retailers must compete in an increasingly sophisticated market.
2.2.5 Objectives
A. Target specific retail opportunities to be pursued.
B. Encourage the upgrading of buildings in the downtown to encourage higher-end retail.
C. Develop a short and long term parking improvement strategy for downtown.
D. Create opportunities for new retail space in downtown.
E. Market downtown as a specialty retail destination.
Rediscovering the Heart of Blacksburg • Page 23 2.2.6 Action Strategies
Demonstration Projects – 2001-2002 Conduct a concerted retail recruitment effort. Retail recruitment is not easy and it is not a “part-time” job. It requires identifying specific retail market niches through a thorough retail market study, offering incentives and inducements for retail to locate downtown, having a thorough inventory of downtown spaces available for retail, and pursuing local business owners and entrepreneurs interested in retail operations. The Partnership for Blacksburg strategy presented in Chapter 6 identifies an entity that can handle detailed retail recruitment for Blacksburg.
Offer incentives for property owners to upgrade buildings. There are both “carrot” and “stick” approaches to having buildings upgraded in a downtown environment. Each has its benefits but a “goodwill” campaign of incentives always creates less friction if implemented well. The following techniques have had good results in other communities:
Façade grant program – Free money will always be an inducement to make improvements. Mini- grant programs of $5,000 or less can help property owners improve their facades. Often, these are matching grant programs that help generate investment in downtown properties. The grantor can place restrictions on the design and even the types of businesses that the grantee may pursue.
Code assistance – Dealing with code issues is often the most difficult thing for small property owners. A thoughtful “code inspection preview” service has been many communities’ answer to
Rediscovering the Heart of Blacksburg • Page 24 this problem. The codes department conducts a “walk through” with the property owner to identify issues and make recommendations. The walk through is recorded in a brief report to the property owner. This effort has helped save time and money when renovations begin.
Commercial code enforcement – This is more a restrictive approach to improving properties. District-wide commercial code enforcement has been one way to have property owners improve properties that are a threat to the public safety.
Loan programs – Low interest loan pools have been a long-used technique to encourage uses and renovations in downtown districts. These loan pools can be directed exclusively to retail businesses. Having a pool of money set aside for downtown development minimizes the risk that potential business owner might incur.
Design guidelines – A final technique for improving downtown properties is mandatory design guidelines. Blacksburg already has voluntary guidelines in place. These have been effective to date. Mandatory design review has an incremental effect on downtown properties by requiring certain standards for renovations.
Develop a parking strategy. Parking emerged as the number one issue with many of the stakeholders in the Master Plan process. Before large sums of money are spent on major new parking resources, a management strategy for existing parking facilities must be put in place. The parking situation in downtown Blacksburg is nothing short of a mess – students use customer spots, employees use customer spots, enforcement is lax, lots within mere blocks sit nearly empty at high demand times, private property owners vigorously defend their lots, and
Rediscovering the Heart of Blacksburg • Page 25 directions to public parking are weak at best. A parking strategy will involve many steps. The following outlines several suggestions for a thorough parking management strategy:
Inventory of Spaces – The town has already inventoried spaces in the downtown. There are 3576 total spaces in the downtown area of which 2057 are privately owned and 665 are public spaces either on street or in public lots. Virginia Tech has the balance of downtown spaces with 854 spaces in the downtown core.
Parking Summits – Solving parking issues will not be easy. A series of up to three bi-monthly parking summits may need to be held to test ideas and garner feedback on implementation of the strategies.
Firm Enforcement – A period of zero tolerance may be necessary to begin to discourage illegal use of customer parking spots by employees and those using university related facilities on campus.
Parking Signage – The existing parking signs should be replaced immediately with brighter, clearer signing. “After hours” parking lots such as those at Town Hall should also be signed as such.
Parking Pamphlet – Many communities use a parking pamphlet distributed at stores to show parking locations.
Designated Employee Lots – A walk from Town Hall to College Avenue is less than five minutes. This lot could be dedicated to late night employees of downtown businesses to alleviate pressure for on-street spaces.
Work with Private Lot Owners – Private lot owners should consider partnering with the Town on
Rediscovering the Heart of Blacksburg • Page 26 parking issues so that resources are maximized. Many communities work out creative lease arrangements with local governments to manage downtown parking in a more efficient manner.
Parking Management Authority/Contractor – A creative solution to the parking issues may be to contract parking management to a private company that will negotiate leases, make sure parking lots are clean, and manage parking. This would be especially important during peak usage times in the downtown.
These solutions will not solve the parking problem entirely but will improve the situation while long- term plans are made for additional parking resources.
Create Community Identity – Logotype. Figure 3 shows a potential logotype design for downtown Blacksburg. Having a unique identifier for downtown allows for all businesses to joint market their services Figure 4: Downtown Logotype in the context of downtown as a whole. This will unify the downtown under a single logo. We recommend that this logo be different from that of the Town Government to separate the concept of downtown from the official function of town services.
Develop an Internal Marketing Campaign. Once the logotype is established, using it on every marketing piece that relates to downtown will be critical. The ads in Exhibit 10 show some concepts for an internal marketing campaign for the community. These mock ads are designed to instill pride for downtown in Blacksburg citizens and residents of the surrounding area.
Rediscovering the Heart of Blacksburg • Page 27 Next Steps – 2002 and Beyond Build New Parking Resources. Exhibit eleven depicts two new potential parking resources for downtown Blacksburg.
Donaldson Brown Garage – The first is a new facility to be located on the Parking Lot of the
Figure 5: Parking deck wrapped Donaldson Brown Conference Center. This site in residential development has been considered for such a structure for a number of years and it offers the single best opportunity to create a parking resource that will benefit both the University and the Downtown. A garage here could hold over 500 cars. With entrances on Draper and Otey Street, the garage would have ingress and egress directly adjacent to University Facilities and in the heart of downtown Blacksburg. The frontage of this lot along College Avenue could be ground floor retail with upper floor residential as shown in Figure 5.
Progress Street Garage – The second facility would be a parking garage on Progress Street. This lot would also have residential frontage that would be compatible with the adjacent neighborhood.
Develop Retail Catalysts and Retail In-fill. New retail facilities will be needed in the downtown area. Exhibit 11 details where major retail might occur in the future. Of particular note is the illustration of retail space at the ground floor of the Donaldson Brown parking garage and along the Main street frontage adjacent to the Tech performing arts facility. These retail spaces should be privately leased from the partnership organization described in section 2.6 of this report.
Implement External Regional Marketing Campaign. Examples of a regional marketing campaign are shown in Exhibit 12. Blacksburg to the New River Valley. This campaign would take what has
Rediscovering the Heart of Blacksburg • Page 28 traditionally been thought of as a detriment to downtown shopping and turn it into an asset – downtown as the “big box” alternative.
Rediscovering the Heart of Blacksburg • Page 29 Exhibits 10: Ad Concepts Designed to be Marketed Within Blacksburg and the Surrounding Communities Exhibit 11: Plan Illustrating Future Parking Facilities With Adjacent Retail Development
Potential 300+ space parking garage with residential frontage on Progress Street
Potential 600-1000 space parking garage with retail/residential frontage on College Exhibit 12: Ad Samples to be Marketed in the New River Valley Region 2.3An Arts and Entertainment Strategy
2.3.1 Goal: A Regional Cultural District
Downtown Blacksburg will become Southwestern Virginia’s premier center for performing and visual arts.
2.3.2 Background
Downtown Blacksburg is already an emerging arts destination. This concept was greatly enhanced with the renovation of the historic Lyric Theater that has become an outstanding arts resource for the community. The Lyric is augmented by the Haymarket Theatre in Squires Student Center, the Armory Art Gallery, and a number of private galleries throughout downtown.
Exciting plans are underway, however, that will amplify the existing resources of Virginia Tech and create a multi-faceted arts campus directly adjacent to downtown Blacksburg. This opportunity (though it may be a longer term one) is something the community should embrace as one of its goals.
2.3.3 Assets/Opportunities
Existing facilities such as the Lyric Theatre, the Haymarket, and the Art Gallery in the old Armory Building
Plans by the University to expand arts facilities to this part of Virginia Tech’s campus.
Strong local arts groups.
2.3.4 Liabilities/Challenges
Rediscovering the Heart of Blacksburg • Page 33 Uncertainty about when new arts facilities might be constructed by the University.
No joint marketing for the arts facilities in downtown to date.
Limited public art in the downtown.
2.3.5 Objectives
A. Encourage and support the University’s interest in developing arts facilities downtown.
B. Explore opportunities for enhanced community arts facilities.
C. Create public art in the downtown area.
D. Develop venues for outdoor performances.
E. Establish an arts district linking the University’s facilities, the Lyric Theatre, and other community facilities.
2.3.6 Action Strategies
Demonstration Projects – 2001-2002 Begin joint planning with the University for future arts facilities. Arts facilities have been in the University’s master plan for a number of years. The community will need to rally behind Virginia Tech and support adding arts facilities to this portion of the campus if such a project is to succeed in the short term. Funding from a variety of sources (including the State of Virginia) will be necessary. The community can influence these resources to be responsive to the University’s needs. Furthermore, the Town and the University can work together to develop creative ways to finance support facilities for arts venues (such as parking). These efforts will require a strong partnership.
Rediscovering the Heart of Blacksburg • Page 34 Explore creative partnerships to develop community arts facilities. Further partnership opportunities exist with the community arts groups as well. It is likely that a University related arts facility might not be the most appropriate way to accommodate local arts groups. A separate facility might need to be explored. This, too, is likely to occur only through Figure 6: Ad concept for art festival in creative partnerships with groups such as Blacksburg. Montgomery County Schools, the New River Valley Community College, Virginia Tech and others.
Market concerts on Henderson Lawn, Art Along the Fence, and other activities to the greater region. Figure 6 shows an ad concept marketing community arts festivals to the region. Getting the word out about arts events and facilities will be a major short- term task.
Examine location for regional history museum. A regional history museum has long been a community goal. Several locations may be appropriate for this including along Draper Road in some of the historic houses that front this street.
Next Steps – 2002 and Beyond Coordinate with Virginia Tech on an “Arts Campus” adjacent to downtown. Exhibit 13 shows potential arts facilities on the Campus of Virginia Tech. While these drawings do not exactly depict the facilities, they do represent the urban design principle of keeping frontage along Main Street and College Avenue.
Rediscovering the Heart of Blacksburg • Page 35 Exhibits 13: Plan Demonstrating the Conceptual Virginia Tech Arts Campus Adjacent to Downtown
1. Squires Student Center (Haymarket Theatre)
2. Lyric Theatre
6 3. Armory (Art Gallery) 5 2 4. Henderson Hall (Future Arts Facility)
5. Henderson Lawn 4 3 (Future Outdoor Amphitheatre)
1 2.4A Tourism Strategy
2.4.1 Goal: A Welcoming Place for Visitors
Blacksburg is Southwest Virginia’s authentic University Town a place of nostalgia for thousands of alumni and a “base camp” for visitors to the great natural resources of the region. Downtown Blacksburg is the hub of this visitor experience.
2.4.2 Background
Few communities in Southwest Virginia can compete with Blacksburg for its beauty, the activity in its downtown, and the youthful energy of the community. Few communities anywhere can claim tourism opportunities that beckon over a dozen times a year where hotel rooms are booked solid and people are there to experience a great time.
Blacksburg should be a prime tourism destination for the region, a ‘jumping off’ point for the outdoor recreation opportunities of the Blue Ridge Mountains and a place to relive the nostalgia of college days. These opportunities exist with a little marketing savvy.
2.4.3 Assets/Opportunities
Blacksburg has “built-in” tourism weekends throughout the year. Attendance at these varies but each offers opportunities for downtown merchants to thrive on the visitor market. Few communities have such weekends.
The community is truly unique in the region as an authentic University Town nestled in the mountains of Virginia. It should capitalize on this position.
Rediscovering the Heart of Blacksburg • Page 37 Virginia Tech is emerging as a “national name” and has immediate recognition. This could be channeled into opportunities for downtown.
Western Virginia is one of the top tourism destinations in the southeast. Capturing some of this market could be a strong opportunity for Blacksburg.
2.4.4 Liabilities/Challenges
Downtown Blacksburg and the community as a whole are not marketed as a tourism destination along the Interstate 81 corridor.
Downtown does not capitalize on visitor weekends such as graduation and reunions by hosting special events or marketing downtown to visitors during those times.
Visitor signing, visitors’ guides, and the Visitors’ Center are not highly visible to those who aren’t already familiar with the community.
2.4.5 Objectives
A. Capitalize on the visitor weekends -- football, graduations, move-in days, reunions, parents’ weekend.
B. Capture visitors to the region as Virginia’s largest University Town.
C. Joint tour opportunities/welcome center with the University on Alumni Mall.
D. Link to adjacent tourism resources such as the Blue Ridge Parkway, hiking, biking, outdoor adventures.
2.4.6 Action Strategies
Rediscovering the Heart of Blacksburg • Page 38 Demonstration Projects – 2001-2002 Construct Gateway Improvements. Figure 7 shows the concept for gateway improvements in downtown Blacksburg. These would be located at three sites in downtown. The first is the intersection of Clay and Main Street, the Second is the intersection of Main Figure 7: Plan showing gateway improvement locations and Prices Fork Road and the third (already under construction) is the intersection of Turner Street and Prices Fork Road.
Wayfinding System. Wayfinding for drivers and pedestrians is sorely lacking in Blacksburg. From the interstate to downtown, a unified wayfinding system is needed to direct visitors to their destination. Figure 8 shows some examples of wayfinding systems. They should incorporate a unifying logo and be consistent from large vehicular signs to smaller pedestrian signs.
Marketing and Events for Virginia Tech Alumni. One of the easiest techniques for early implementation will be the development of a marketing strategy for Virginia Tech Alumni. This can be a joint ad placed Figure 8: Examples of wayfinding in alumni association newsletters to special events signs. for reunion weekends. The Merchants Association can coordinate this effort with the Alumni office at Virginia Tech to make visitor experiences for Virginia Tech graduates more memorable. Exhibit 16 shows some sample ads that could be used to market downtown to alumni.
Rediscovering the Heart of Blacksburg • Page 39 Exhibit 14: Ad Concepts to be Marketed to Virginia Tech Alumni and Visitors Next Steps – 2002 and Beyond Develop new lodging facilities. With Donaldson Brown Hotel and Conference Center leaving downtown Blacksburg, no other major downtown accommodations will be available. Visitors to communities like Blacksburg want to stay where they can walk to entertainment and events. A downtown Inn or small hotel will be an ideal use for the community. Exhibit 15 illustrates two potential locations for lodging facilities in downtown. The first is at the Alumni Mall Roundabout and the second is in front of the Blacksburg Middle School on the site of the existing Travelmasters agency.
Welcome Center. A joint University/Chamber of Commerce Welcome Center is recommended for a site on the Alumni Mall roundabout. This center would be a prominent location to orient visitors to the community and the university. Exhibit fifteen illustrates this location.
Exhibition Facility. A need for a community exhibition facility was identified several times during the strategic assessment process. Such a facility may occur in conjunction with a future educational use of the Middle School or along with future arts facilities built on the campus of Virginia Tech.
Rediscovering the Heart of Blacksburg • Page 41 Exhibit 15: Plan View of Potential Visitor Amenities for Downtown Blacksburg
2 2 1
3
2
1. Future University/Town Visitors Center
2. Potential inn/hotel sites
3. Future farmers market/art gallery/exhibit hall 2.5A Residential Strategy
2.5.1 Goal: A Mixed-Use Neighborhood
Downtown Blacksburg becomes a new residential option offering a pedestrian-oriented urban lifestyle for young professionals and empty nesters seeking a lively alternative to traditional neighborhoods.
2.5.2 Background
The residential market in Blacksburg is growing rapidly particularly in the student housing market. These developments, typically large apartment complexes, have created conflict with older single family developments in town. Most residential development of any type in Blacksburg has been predominantly automobile oriented. The resulting traffic congestion exacerbates conditions in older established neighborhoods.
Downtown Blacksburg as a residential setting has changed over the years. Businesses have taken older single family homes in some locations while other homes have been “carved” into student apartments. In spite of these changes, Blacksburg retains charming neighborhoods close to the core of downtown. The core itself has tremendous potential for residential development. It offers the amenities and infrastructure to support creative residential types that are pedestrian oriented in mixed-use buildings.
The challenge for residential in downtown will be to create a residential market that appeals to young professionals and empty nesters and not simply the student market.
Rediscovering the Heart of Blacksburg • Page 43 2.5.3 Assets/Opportunities
Blacksburg has strong neighborhoods near downtown’s core.
Downtown has some underutilized land that is “ripe” for quality residential mixed-use development.
Downtown offers amenities that many people are looking for in a residential environment – walkable neighborhoods, restaurants, nightlife, and nearby institution such as churches and the Post Office.
2.5.4 Liabilities/Challenges
The “path of least resistance” is to appeal strictly to the student market which is always in demand.
Many residents have a perception that downtown is not a desirable residential location.
2.5.5 Objectives
A. Develop “New Town” as a mixed-use residential community.
B. Encourage residential in-fill development throughout downtown Blacksburg.
C. Encourage upper floor residential, especially along the fronts of new parking resources.
D. Explore residential development opportunities on vacant and underutilized sites within walking distance of downtown.
E. Develop creative urban design standards for downtown residential.
2.5.6 Action Strategies
Demonstration Projects – 2001-2002 Work with owners of New Town property on a joint development plan. Two key owners control the bulk
Rediscovering the Heart of Blacksburg • Page 44 of the “New Town” property illustrated in Exhibit 16 on the following page. The Town of Blacksburg should begin discussions with these property owners on a more detailed master plan for the site.
Establish Urban Design standards for new developments. Residential development in Blacksburg can be a contentious issue especially when a property owner is considering a higher density development. The Town should consider providing an incentive for quality urban design by linking that with density bonuses. This would encourage creative design while providing for more housing options in the core of downtown.
Next Steps – 2002 and Beyond Develop New Town Residential. Exhibit 17 shows the potential development of New Town in perspective form. The exhibit also illustrates the type of housing envisioned for this site. This would be a phased project that would involve a mix of uses. The first phase would include townhouses and walk up flats along a re-aligned Giles Road. The second (and more long-term) phase would be the redevelopment of the suburban style restaurants at the intersection of Prices Fork and Main Street into a more urban office, commercial, residential complex.
Rediscovering the Heart of Blacksburg • Page 45 Exhibits 16: New Town Plan
1. Giles Road Extension
2. New Residential 3 1 Development
2 3. New 2 Commercial/Office Development Exhibit 17: Perspective Sketch of the Potential Development of New Town Develop South End Residential. Exhibit 18 shows additional residential development through the south end of downtown. This development could be new townhouses as is the case on Church Street or new upper floor residential located above retail on Main Street. Residential possibilities could be creatively explored in partnership with educational uses in the old Blacksburg Middle School site or adjacent to it.
Develop Core Area Residential. Exhibit 18 shows additional residential development throughout the core area of downtown. This development will primarily be second and third floor residential “lofts” and student housing that would be located on the campus of Virginia Tech.
Rediscovering the Heart of Blacksburg • Page 48 Exhibit 18: Potential Residential Development Projects in the Core Area and South End of Downtown 2.6An Economic Development Strategy
2.6.1 Goal: A Partnership for the Future
The Blacksburg Partnership will become a model for urban economic development in the state through its creative partnership between the Town and its citizens, the University, and the business community.
2.6.2 Background
The University is at once downtown Blacksburg’s greatest asset and its foremost threat. Conversely, the health and success of downtown Blacksburg are critical to the image of the University. Downtown Blacksburg and the University are inextricably linked. For either to achieve its true potential a new level of cooperation toward common goals is essential.
Blacksburg and Virginia Tech have an outstanding track record of partnership that have resulted in nationally acclaimed programs. Blacksburg Transit is a perfect example of the type of program that two entities can cooperate to create. The time has arrived for the Town of Blacksburg and Virginia Tech to take their experience in partnerships into the realm of economic development.
The upcoming projects in the community are complex enough and to support a dedicated economic development function that would create a permanent partnership between the Town and Virginia Tech bolstered by the support of the local business community. This entity is not designed as competition for existing economic entities, but would enhance the overall economic capacity of the community by working on specific projects to enhance the quality of life for the community. This function is different from that of a
Rediscovering the Heart of Blacksburg • Page 50 typical economic development entity where the charge is recruitment and retention of industry.
2.6.3 Objectives
A. Create a new partnership for Economic Development for Downtown Blacksburg.
B. Seek common ground between the goals of the University and the Town; use this as a springboard to handle more complex projects.
C. Commit the resources of the Town, the University, and the business community toward the success of this master plan.
D. Pursue joint projects, simple at first, then more complex that achieve the shared goals.
2.6.4 Action Strategies
Demonstration Projects – 2001-2002 Conduct a joint meeting between the Town Council and the University’s Board of Visitors to share the Master Plan. This meeting should occur as soon as possible to present the master plan to these groups together. Staff from both the Town and the University should share their roles in helping to craft the plan product. This meeting would be an unprecedented endorsement of an effort that will reap rich rewards for the community.
Seek endorsement of the Master Plan. The Downtown Advisory Group should seek the endorsement of the plan by the Town Council, the Board of Visitors for Virginia Tech, Montgomery County Government, Montgomery County Schools, the Chamber of Commerce, Downtown Merchants of Blacksburg, the Townscape Committee, and neighborhood groups. These endorsements would be approvals of the broad concepts of the Master Plan rather than each
Rediscovering the Heart of Blacksburg • Page 51 organization agreeing to every recommendation in the plan. These endorsements would recognize each organization’s commitment to the partnership efforts that will be essential to bring the plan to fruition.
Organize The Blacksburg Partnership. We recommended that an economic development authority, called the Blacksburg Partnership be established, which would bring the Town government, Virginia Tech administration, and the Blacksburg business community into a partnership organization. Exhibit 19 illustrates how the partnership might be organized, what its responsibilities would be, and whom it might target as strategic partners. A 13- to 15-person board of directors would govern the partnership and be comprised of appointed representatives from the Town of Blacksburg, both hired and elected officials, the Virginia Tech administration, and members of the business community. Financial support for the organization would initially be the responsibility of the Town and the University along with donations from the local business community. Ultimately, however, economic development projects may generate some revenues while additional funding resources are researched.
An organization of this nature would be responsible for fundraising including submitting grant applications for projects. Annual budgets for such organizations vary depending on their function. It is reasonable to expect that a minimum annual commitment of $250,000 be allocated to initiate the effort.
The Blacksburg Partnership will play a substantial role in the redevelopment of downtown Blacksburg
Rediscovering the Heart of Blacksburg • Page 52 but its scope should not be limited to downtown efforts, but rather, have a Town-wide focus.
Next Steps – 2002 and Beyond Once the partnership is fully functional, its responsibilities will vary. Exhibit 20 illustrates some of the projects that the Blacksburg Partnership will need to consider. Projects such as parking structures, private and public sector development partnerships, and advanced marketing of downtown investment opportunities will fall within the realm of the Blacksburg Partnership.
Rediscovering the Heart of Blacksburg • Page 53 Blacksburg Partnership Exhibit 19: Potential Board of Directors Town of Blacksburg Structure and work plan for Virginia Tech Business Community the Blacksburg Partnership
Blacksburg Strategic Partnership Staff Partners
Town of Blacksburg DOWNTOWN BUSINESS DEVELOPMENT Virginia Tech BRAC Advertising & Promotion South Main Street Redevelopment Downtown Merchants Major Project Planning Retail Recruitment Chamber of Commerce Events Planning Leadership Enterprise Zone Management Montgomery County EDO Merchant Coordination Targeted Marketing of Blacksburg NRVEDA VT-Town Coordination Permitting Assistance Real Estate Community Ombudsmun Activities Public Outreach on ED Issues Business Community
Rediscovering the Heart of Blacksburg • Page 54 Exhibit 20: Potential Blacksburg Partnership Projects
4 1 2
3
1. Performing Arts Facility 2. Henderson Lawn/College Avenue Promenade/Main Street Crossing 3. Parking Structure 4. Civic Campus 3.0 Implementation Strategy and Action Plan
3.1Downtown Projects and Initiatives
The attached “Strategy Board” summarizes all of the projects indicated in the master plan into one document to be used by the various groups that will be implementing the plan. The strategy board divides the projects in several ways.
3.1.1 Goals
Each of the plan strategies and visions are outlined in the strategy board. It is important to remember the ultimate marketing and development strategies that each project supports. Of course, each of these strategies is linked with one another, but failure to achieve any one goal does not negate the ability to achieve others.
3.1.2 Responsibilities
The strategy board presents suggestions for organizations or entities that will be responsible for leading the implementation of each of the projects. These are color-coded and need to be continually reviewed. While an agency may be assigned lead role for implementation, each of these projects should be pursued through partnerships.
3.1.3 Time Frames
The projects are divided into three time frames. The first series of projects are demonstration projects that should begin immediately. These will be completed
Rediscovering the Heart of Blacksburg • Page 56 within the first two years after the plan is adopted. The second set of projects is labeled “next steps.” Some of these are more advanced projects while others are continuations of projects that began during the demonstration period. The next step projects should be completed within the following two years. The final series of projects are long-term or plan completion projects. While this category remains largely empty, many of the projects begun in the next steps phase will not be completed until after the 2004 deadline. Over time this category will continue to fill up as priorities change
3.1.4 The Role of The Downtown Advisory Group
The strategy board indicates that many of the early projects will reside with the Downtown Advisory Group and that many of the more complex later projects will be the responsibility of the new Blacksburg Partnership.
The Downtown Advisory Group should remain intact with individual projects divided into a more committee- oriented focus. Suggested committees are as follows:
Blacksburg Partnership Committee – This would be a small committee comprised of representatives of the Town, the University, and the business community. The task of this committee is to structure the Blacksburg Partnership.
Marketing and Events – This committee would be comprised of local merchants, town representatives, and interested volunteers who would organize events and coordinate marketing efforts for the downtown.
Rediscovering the Heart of Blacksburg • Page 57 Neighborhood Relations – This committee would be responsible for communicating plan implementation projects and working to incorporate links to Blacksburg Neighborhoods. This committee should have membership from the Townscape Committee and Neighborhood Representatives.
Parking Committee – This committee should be comprised of major downtown property owners (including religious institutions) and should have representation from the Town and the University. The task of this committee would be to inventory downtown parking, identify ways to maximize efficiency, and develop a strategy for testing implementation strategies.
Ultimately the Downtown Advisory Group’s role may change as the Blacksburg Partnership comes into being. However, the DAG will remain a critical group to implement the plan over the coming months.
3.2Some Immediate Priorities
These projects are several that warrant immediate attention and can be implemented in the short term with little capital expenditures.
Creation of Blacksburg Events Non-Profit and the hosting of events in the downtown. This step will do more to get people acquainted (or re-acquainted) with downtown Blacksburg than perhaps any single project could.
Developing a parking management strategy will be one of the more difficult but rewarding programs that needs to be implemented. This cannot happen without the cooperation and active participation of downtown merchants and property owners. A Town Government led effort with no support will not
Rediscovering the Heart of Blacksburg • Page 58 succeed. The merchants must team with the Town to make this project work and be willing to experiment with some alternative strategies before giving up on a permanent solution.
Crosswalks and wayfinding, from a capital budget standpoint, will be the most important short-term implementation projects. Directions to parking, the Farmers Market, the Lyric, and other downtown amenities should be a top priority downtown. Simple painted crosswalks will also go a long way toward creating a more pedestrian friendly environment.
Hosting a development summit will be an excellent way to begin to understand the specific needs and complexities of doing development in a downtown setting in Blacksburg. This should take place soon both to communicate the goals of the master plan and to share concerns about the development process downtown.
3.3Conclusion
Blacksburg, Virginia is a dynamic community. It is a vibrant and successful place today. It’s potential can be much greater. The Blacksburg Partnership can emerge as a national model for University/Town relations that can accomplish substantial mutual goals for the Town and its citizens and the University and its Students. The projects presented in this master plan represent an opportunity to create special places in downtown Blacksburg that will strongly impact generations of visitors and residents to come. The challenge for Blacksburg will be to use this tool to create a place of economic prosperity, a place to make memories, and a place to be a citizen of a real functioning University Town. The Blacksburg community is ready to meet this challenge.
Rediscovering the Heart of Blacksburg • Page 59 Rediscovering the Heart of Blacksburg • Page 60 A STRATEGIC ASSESSMENT OF DOWNTOWN BLACKSBURG, VIRGINIA
APPENDIX Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative
Introduction...... 3
SECTION I:COMMUNITY INPUT...... 5
1.0 Assets and Opportunities ...... 5 1.1 Downtown Assets...... 5 1.2 Downtown Opportunities...... 6 1.3 Favorite Places in Town ...... 7
2.0 Challenges and Obstacles...... 7 2.1 General Downtown Problems ...... 7 2.2 Downtown Obstacles...... 8 2.3 Development Process Obstacles ...... 9 2.4 Parking ...... 10 2.5 Vehicular Circulation ...... 10 2.6 Pedestrian System ...... 11
3.0 Needs and Desires...... 11 3.1 Downtown Needs ...... 11 3.2 Desired Uses for Downtown...... 12
4.0 Community Leadership and University Relations ...... 13 4.1 Leadership for Downtown Blacksburg ...... 13 4.2 Keys to Success...... 13 4.3 University/Town Relations ...... 14 4.4 University Plans...... 14
Section II: Critical Issues ...... 16
1.0 Physical Plan Components ...... 16
2.0 Marketing Plan Components ...... 17
1 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative 3.0 Responsibilities and Action...... 18
2 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative INTRODUCTION
This Downtown Blacksburg Strategic Assessment Report is based on over forty community leadership interviews, several small group sessions, and two public town hall meetings conducted during the week of November 27, 2000. The interviews and meetings focused on the assets, challenges, needs, and desires for the future of Blacksburg.
Many of the points made in this report are directly from interviewees and reflect their opinions and perceptions about downtown Blacksburg. While the consultant team does not necessarily agree with every point, it is important to indicate these thoughts in this assessment to provide an accurate perspective on attitudes toward downtown. The comments have not been attributed due to the candid nature of the interviews.
The report is divided into two sections:
Section I: Community Input
Section I includes all community input and is designed as the “raw” information gathered in the interview process. In order to protect the confidentiality of individual interviewees and to better organize the information, this input was categorized in the following manner:
1. Assets and Opportunities 2. Challenges and Obstacles 3. Needs and Desires 4. Projects and Progress 5. Community Involvement and Leadership 6. University/Town Relations 7. Visions and Quotes
Section II: Critical Issues
3 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative This section interprets the information gathered in section one into several “critical path elements” that will need to be incorporated into the plan itself and the process used to create the plan. These issues are, in essence, themes that ran through the majority of our interviews and merit special attention during the master plan process.
4 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative SECTION I: COMMUNITY INPUT
1.0 Assets and Opportunities
1.1 Downtown Assets
Virginia Tech is a great asset to the downtown. Downtown area is the center of culture, entertainment, and employment for the region. The town and the university generally present aesthetically pleasing environments , especially in the spring. Unique stores Great events – Summer concerts, Steppin’ Out festival, pep rallies Highest volume Subway in country – shops do well downtown The community has done some smaller projects in the downtown that have been successful. Strong office market due to Virginia Tech’s needs for space. Collegiate Square has attracted small specialty shops, locally owned and operated. Church Street has a great atmosphere. Lyric Theater Kelsey House Variety of restaurants – many of which are locally owned Municipal golf course Old Town Hall Blue Ridge Outdoors Printers Ink is a great bookstore (located not downtown but close by.) Kinkos Post Office is still located downtown. Farmers’ Market Foot traffic from close by neighborhoods
5 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative
1.2 Downtown Opportunities
Opportunity to capitalize on the technology businesses in to the area. Alumni: who come to downtown to eat, party, buy souvenirs. We need to capitalize on their visits to the community. Visitors and tourism: 12 – 15 visitor weekends a year – football games, graduation, move-in etc. Students and university employees: a “captive” market for downtown businesses. Existing events: Steppin’ Out, Farmers Market, and Summer Arts Festival are opportunities that can be expanded. Large scale retail moved to bypass – opportunity for specialty retail, niche markets (i.e. art galleries?) “We need a hook to get dorm students off campus – perhaps an ice skating rink” or other public gathering place/activity center. Four non-profit theatre groups in town that do not have permanent homes – opportunity to satisfy their needs. Talks have resumed about a friendly merger of the two Chambers of Commerce, which presents an opportunity to market the downtown through a regional group. Opportunity to create an “arts district” in the downtown using the Lyric combined with the plans that the University has to construct facilities. There is an opportunity to look at an “expanded” downtown that stretches from the Middle School to the intersection with Prices Fork Road. Middle School presents an opportunity for an anchor in the south end of downtown and could house a variety of potential uses: Arts/crafts Academic – secondary and post secondary Magnet school “Extended Day”/non-student uses
6 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative Civic/exhibition Commercial – “Inn” Residential – senior housing/activities Municipal facilities Parks & Recreation
1.3 Favorite Places in Town
Henderson lawn View north towards Christmas Tree Price’s Fork Road towards Hethwood Mountain views/setting Duck pond/solitude Burruss Hall Clay Street Pasture Golf Course Vista College Avenue/Lyric
2.0 Challenges and Obstacles
2.1 General Downtown Problems
Many buildings and facades are not being maintained adequately and are unattractive. Rodents and birds have presented problems in the downtown in the past. Outdoor trash collection has left stains, smells, and debris on the sidewalks. Rents are not stabilized downtown. Quality breaks down at the end of the campus toward downtown, traditionally viewed as the “back door” Merchants do not try to capture business – some complacency.
7 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative Introducing too much “fake” to the downtown is a problem – must use authentic materials and not try and create an “artificial” environment. Unfriendly environments (dark alleys, inefficient open spaces, poor signage) Town is “Unfriendly towards development.” Pedestrian feel erodes immediately outside of the downtown area. Upgrade aesthetics of downtown – “Bring it up a notch.” Visually incoherent, needs a “sense of completeness.” Trees used to tie downtown together – this has eroded over time as trees have been lost. Many feel that the downtown has become dominated by the University.
2.2 Downtown Obstacles
Downtown suffers from a perception that it’s only a place for students to party. Perception that there is no reason to shop downtown. Downtown lacks a “retail identity” in the region. Downtown is geographically constrained by neighborhoods, which limits how much development can take place. Lack of sites for new development close to downtown diminishes the opportunities for growth. Easy to sell apartments which limits developers from taking risk. Few people understand what it takes to complete a development. The University has duplicated commercial activities on campus. The food courts are extraordinary – high-end restaurants selling at cost. Very difficult to get on-campus students to patronize restaurants downtown. Many of the properties have a positive cash flow that limits what owners are willing to do to their properties.
8 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative Property owners that will not maintain or invest in buildings are a challenge to future success of downtown. Inappropriate mix of uses – too many bars. Can Town review/restrict future permits for beer/liquor licenses? Master plan effort is holding up progress downtown and is another way to stall the development of the downtown community. The tendency is to study things to death in Blacksburg. “This is a college town not an historical town.” Traditional perception of HCMF as a landlord is not positive. The fact that much of downtown is owned by one company limits what can happen in the downtown area. Blacksburg is perceived as an elite community by surrounding areas. Rent for University facilities is expensive for volunteer arts groups. It is just as easy to drive to Christiansburg for a meal than to stay in Blacksburg. Blacksburg has not been able to attract national retailers in downtown. Some businesses still close in summer months. Retailing has changed, have the local businesses adapted?
2.3 Development Process Obstacles
Business people demand closure – cannot wait on the Town to decide which direction to pursue. Town wants development but will not accommodate developers. Town Fathers must look at the business climate – lots and lots of hoops to go through. Businesses in Blacksburg are “regulated to death.” Neighborhood protectionism climate has prevailed at the expense of community businesses. Idealists run the town rather than business people.
9 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative Target is always moving – zoning. Development is a dirty word in Blacksburg. Height limitations in downtown are unreasonable. Anti-business Town Council One or two people can overturn a land development decision. “The process beats you up.” Parking regulations, signage regulations are stringent. Historic Design Review Board is a difficult process for many The Community must create a balance between: Residential and entertainment Students and permanent residents Old and new
2.4 Parking
Lack of parking downtown Parking as a perception only? Access, signage, and location of parking resources are not clear. Downtown has the opportunity to develop shared parking (church lots). Parking enforcement is a problem: students who park and go to class, employees who feed the meters all day but don’t move their cars. Without adequate easy to find parking people will not be interested in coming downtown. Underground parking must be a consideration in any discussion of parking. Parking has to be behind buildings. Need a parking management strategy first then concentrate on new resources.
2.5 Vehicular Circulation
Close College Avenue (allow limited movement, service/access.) Consider one way or pedestrian streets such as in Charlottesville.
10 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative Turning movements from Draper onto College and from Main onto College are hazardous. Arterial traffic flow is a problem through the center of town. Town Council lost political resolve to bring Patrick Henry Around to connect creating a by-pass for downtown.
2.6 Pedestrian System
More pedestrian crossings are needed: Main Street and elsewhere. Existing pedestrian crossings need improvement. Lighted pedestrian crosswalks downtown are an idea. Must channel pedestrians to particular area perhaps using special signs directing people to pedestrian areas. Crosswalks should be part of the sidewalk system not part of the road. Pedestrian system is fractured. Sidewalks drain toward the storefronts in some locations causing problems.
3.0 Needs and Desires
3.1 Downtown Needs
Develop a sense of “completeness” in the downtown. Promote a diversity of uses. Need a tourism piece that promotes downtown Blacksburg. Downtown merchants association directory. Events should attract families, elderly, and students together. Need a more pro-business climate. Town needs to hire street cleaners, do routine clean up downtown, and enforce littering ordinance. Trash cans downtown are too small to be useful. Birds in the trees create a mess. “Pedestrian Zones” or a pedestrian mall
11 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative Need loading zones. Restrictions on shop signing Clear street signing directing motorists and pedestrians Alternate ways through town Downtown needs a “hook” to attract people. More public events need to take place. Promote alternate means of transportation. Need a “sound bite” that handles the complexity of downtown. Town must engage the “civic infrastructure” to support plans.
3.2 Desired Uses for Downtown
More galleries and specialty shops High end restaurants Need grocery/food store. Need variety store. Upscale townhouses downtown General merchandise store Central Square or gathering space Place for events and activities Create an Arts & Entertainment District Civic Center Housing that is appealing to professionals and families Hotel/Inn More parking Skating rink was a good idea to get students off of campus and into downtown. Funeral Home should be a Museum. Cultural center is needed to provide studios, gallery space, major theatre with fly space, rehearsal space, and meeting space.
12 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative
4.0 Community Leadership and University Relations
4.1 Leadership for Downtown Blacksburg
“It’s hard to find civic leadership with resources that can make things happen.” “Unless the Town can engage the business community to support downtown it (the plan) will go nowhere.” The local business community is absent from important decisions, leadership in setting the direction of the community. Significant industries – Corning, Celanese, etc. – are missing from discussions. “Frustration over lack of progress… failed plans…lack of leadership… lack of decisive action.” “We’ve planned before, but nothing ever happens.” The Merchants Association has been a leader in funding improvements such as benches, trees, the Lyric Theater, Farmer’s Market. Has annual budget of $60-80,000 per year, half time staff, 60 members. A visionary discussion of downtown has not occurred in recent times.
4.2 Keys to Success
Community must pay attention to businesses already in downtown The Town must engage the local business community. Sound policies/good organization and management Commitment to implementation Maintenance and enforcement Partnership!
13 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative 4.3 University/Town Relations
Town and Tech used to have no communication, but it has improved. Overall positive relationship between the Town and the University. Many joint efforts between the town and the University have been successful. New Virginia Tech President is forward thinking. “The earlier plan for a shared (Town/VT) parking deck across from the Conference Center failed because the Town didn’t give adequate value to the land and existing parking.” Virginia Tech purchase of University Mall seen as a further threat to expansion of retail in Blacksburg. University related corporation may be an approach to partner with the community on projects. New opportunities for Town-University to work together: 1. Fine Arts Center 2. Parking 3. Old schools on Draper 4. Armory 5. Improvement to aesthetics of downtown area 6. Prices Fork, Turner Street area 7. Mall entry and properties across Main Street “Downtown is thought of as the back of the campus.” The University is sensitive to the perception that it is “trying to take over downtown Blacksburg.” University’s Research Center is very successful – “most expensive space in town” – spinning off businesses into the industrial park.
4.4 University Plans
Relocation/expansion of arts programs and facilities at Mall entrance: Performing Arts Center, Gallery, Theaters, classrooms,
14 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative rehearsal rooms, offices, etc. $32-37 million investment planned, not including parking. The trend has been that existing dorms on upper quad have been converted to academic uses – there will be fewer on- campus students living in close proximity to downtown in future. Existing Donaldson Brown facility will be relocated with existing facility slated to become a graduate education center with classrooms and living spaces for grad students.
15 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative SECTION II: CRITICAL ISSUES
This section involves distilling the information contained in the interviews and meetings into relevant points that will need to be considered during the development of the master plan. This section, in effect, will become the themes of the master plan itself. It contains the items most often mentioned as broad topics for consideration during the master plan process.
1.0 Physical Plan Components
Many interviewees felt that downtown Blacksburg was generally a pleasant environment. In fact, many expressed the idea that Blacksburg’s downtown needed a “sense of completeness” or a level of consistency and finish that would, to quote one interviewee, “take it up a notch.” Of course several key issues arose during the interview process that will merit special attention in the master plan. These are detailed as follows:
1. Expand the thinking of what constitutes downtown to include areas outside the core. The master plan will specifically examine up to two potential “districts” adjacent to the traditional core of downtown:
The North End or “New Town” district that is roughly in the area of Price’s Fork Road, North Main Street and Turner Street.
The area immediately around Town Hall and Blacksburg Middle School roughly bounded by Eheart Street, Washington, Church, Parts of Draper, and Miller Streets. The plan will pay special attention to the potential uses that may be a part of the Middle School in the future.
2. A key issue with the plan will be developing a palette of furniture, wayfinding, signing, logos, and other items that will create a “finished” feel to downtown while preserving the authenticity of the community.
16 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative 3. Many interviewees felt that downtown events were very positive contributors to the community. They also felt a sentimental attachment to Henderson Lawn and the role it plays in defining the relationship of the University and the Town. The Master Plan will focus on creating a central gathering space for the community that will likely capitalize on the inherent features of Henderson lawn and the intersection of College Avenue and Main Street.
4. Parking was the most often cited concern about downtown Blacksburg. As much as possible these concerns will be addressed in the physical master plan. However, many of the parking issues relate to management and enforcement, which should be addressed prior to any major expenditure on parking resources. We emphatically recommend a cooperative effort to address parking issues in the downtown that will involve the Town, the University, and the local business community.
5. Circulation was perhaps the second most often issue mentioned in the interview process. This included issues with both pedestrian and vehicular circulation. Many of the problems centered on Main Street being the only thoroughfare through downtown, which created both pedestrian and vehicular problems. The master plan will address traffic calming, pedestrian crossings, and the potential to change pedestrian/vehicular relationships on streets in the downtown core.
2.0 Marketing Plan Components
Marketing Downtown Blacksburg will be a critical component of the Master Plan. While there are definitely physical problems that need to be addressed, marketing and positioning the downtown to be competitive in the changing New River Valley landscape is going to be essential for downtown’s success.
17 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative 1. One of the most important marketing efforts will be to deliver the message that downtown Blacksburg belongs to all of the community, not simply the students at Virginia Tech. Fortunately, this marketing effort has a boost because there are several shops and features in downtown (Farmers Market and the Lyric included) that can be utilized to attract a broader market. These facets of downtown need to be promoted to the community as a whole.
2. A second marketing effort will be a tourism strategy that positions downtown Blacksburg in the region and places downtown at the forefront during the “built-in” tourism weekends during the year that include football games, graduations, move-in days, and reunion weekends. A secondary focus will be to promote Blacksburg as the “base camp” or headquarters for a vacation in Southwest Virginia.
3. A third marketing focus will to create an identity and logo package for downtown that has multiple applications from signing to promotional packages. This product will be a “suite” of marketing materials that can be used by the community to attract visitors and enhance Blacksburg’s regional appeal.
3.0 Responsibilities and Action
In order for the plan to be successful it must have specific responsibilities and action and consensus as to how those responsibilities will be implemented. Several points must be considered for Blacksburg:
1. The Town, the University, and the business community should consider a more formal “developmental” capacity to handle projects where the Town and the University intersect. This may be a development corporation that involves each of the three sectors. The master plan will suggest ways to form this entity and will provide insight into potential projects that it might consider.
18 Downtown Blacksburg Strategic Assessment Report January 9, 2001 The Blacksburg Collaborative 2. The implementation should not deal in abstract concepts but specific timetables and horizons. The interviews expressed considerable frustration that the Town “plans” but does not “do.” It will be essential to have several projects ready to implement immediately after the plan process is completed.
3. There is a clear opinion in the community that Blacksburg is “neighborhood friendly” and consequently not “developer friendly.” The Master plan will suggest ways to bridge this gap and provide recommendations for a streamlined development process that may ease some of these tensions without sacrificing the quality of life that Town residents expect.
19