Trends, Challenges, and Opportunities

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Newport News Trends, Challenges, and Opportunities

City of Newport News Department of Planning August 2013 Newport News City Council McKinley L. Price, DDS, Mayor Herbert H. Bateman, Jr., Vice Mayor Robert S. Coleman Sharon P. Scott Tina L. Vick Joseph C. Whitaker Dr. Pat Woodbury James M. Bourey, City Manager Alan K. Archer, Assistant City Manager Cynthia D. Rohlf, Assistant City Manager

Newport News City Planning Commission Victor Albea, Chairman Robert B. Jones, Vice-Chairman Lorraine P. Austin Michael F. Carpenter Dr. Saundra N. Cherry Cleon Long Mark W. Mulvaney H. Eugene Roberts Elizabeth W. Smith

Department of Planning Edward A. Tombari, AICP, Senior Planner and Principal Author Sheila W. McAllister, AICP, Director of Planning Michael S. King, AICP, Manager of Comprehensive Planning Angela Y. Hopkins, Senior Planner Sandra K. Hitchens, Planning Technician 2 Table of Contents

INTRODUCTION 5

POPULATION 5

COMMMUNITY FACILITIES 10

• Cultural and Entertainment Facilities 10 • Educational Facilities 12 • Health Care Facilities 16 • Parks and Recreation 17 • Public Safety 18

ECONOMIC DEVELOPMENT 23 • Federal Government Defense and Budget Policies 24 • Basic Sector Job Growth and Economic Globalization 25 • Attracting and Retaining a Globally Competitive Labor Force 26

ENVIRONMENTAL PROTECTION 28

• Sustainability 30

HOUSING 31 • Affordable Housing 32 • Current Housing Mix 32 • Current Housing Stock 33

LAND USE 38 • Infill Development and Redevelopment 38 • Slow Growth and Out Migration 39 • New Urbanism, Redevelopment and the Wise Use of Scarce Land Resources 39 • Neighborhoods and Gateways 39 • Reinvestment into Downtown 40 • Public-Private Partnerships 41

TRANSPORTATION 42 • Infrastructure Costs 42 • A Balanced Transportation System 44

URBAN DESIGN 46

• Historic Preservation 51

3 Tables, Charts and Maps

TABLES

TABLE 1 POPULATION GROWTH SINCE CONSOLIDATION 5 TABLE 2 POPULATION GROWTH TRENDS IN HAMPTON ROADS 6 TABLE 3 MEDIAN AGE AND IN HAMPTON ROADS 7 TABLE 4 POVERTY RATE IN HAMPTON ROADS 7 TABLE 5 HIGH SCHOOL GRADUATION RATES IN HAMPTON ROADS 13 TABLE 6 VIOLENT CRIME RATES IN HAMPTON ROADS 23 TABLE 7 UNEMPLOYMENT RATES IN HAMPTON ROADS 26 TABLE 8 PER CAPITA INCOME IN HAMPTON ROADS 26 TABLE 9 AGE OF HOUSING AND VACANCIES HAMPTON ROADS 33 TABLE 10 RENTER VS. HOMEOWNER IN HAMPTON ROADS 34 TABLE 11 CHANGE IN HOUSING VALUE IN HAMPTON ROADS 34 TABLE 12 HOUSING VALUE IN HAMPTON ROADS 37 TABLE 13 MEDIAN RENT IN HAMPTON ROADS 37 TABLE 14 COMMUTE TIMES TO WORK 42 TABLE 15 RESIDENCE OF THOSE EMPLOYED IN NEWPORT NEWS 43 TABLE 16 LOCATION OF EMPLOYMENT – NEWPORT NEWS RESIDENTS 43

CHARTS

CHART 1 NEWPORT NEWS PUBLIC SCHOOL ENROLLMENT 14 CHART 2 EXPENDITURES PER STUDENT - SELECTED CITIES IN HAMPTON ROADS 14 CHART 3 VIOLENT CRIME INDEX 18 CHART 4 PROPERTY CRIME INDEX 18 CHART 5 VIOLENT CRIME BY POLICE PRECINCT 19 CHART 6 PROPERTY CRIME BY POLICE PRECINCT 19 CHART 7 WORKLOAD TYPE BY FIRE STATION 20 CHART 8 CIVILIAN VS. MILITARY EMPLOYMENT 1970 - 2010 25

MAPS

MAP 1 MEDIAN FAMILY INCOME BY CENSUS TRACT 9 MAP 2 CALL VOLUMES BY FIRE DISTRICT AND REPORTING AREAS 21 MAP 3 RESPONSE TIMES BY FIRE DISTRICT AND REPORTING AREAS 22 MAP 4 AGE OF HOUSING - YEAR BUILT MAP 35 MAP 5 HOUSING STRUCTURE BY TYPE 36

4 INTRODUCTION

In order to update the goals and strategies in the adopted Comprehensive Plan, the physical, demographic, social and economic forces that could influence the city’s future must be considered. There are local, regional, national, and international trends that need to be identified to determine how city policy may be impacted in the future. The intent of this document is to provide a “snapshot” of the existing situation in Newport News. This will be accomplished using data, anecdotal examples and photographs, and to assess what challenges the current conditions bring and also the many opportunities available to the city. This document is divided into sections that will roughly follow the sections of the proposed comprehensive plan. The document is intended to allow for a smooth flow of information from the comprehensive plan development process into the eventual adopted plan.

POPULATION

TRENDS:

Perhaps the two greatest trends found with the population of Newport News are that 1) it is slightly aging with the rest of the nation, although still relatively youthful, and 2) it is very slow growing. The large military presence and may account for the young population, the fact that much of the city is built out may also account for the slowing population growth. The 2010 Census revealed that Newport News grew by only 569 persons in 10 years. Although the city is challenging the Census count based on border discrepancies, the recount should only add a few hundred more residents. As seen in the table below, Newport News is the third slowest growing community in the Hampton Roads region. Two municipalities, Portsmouth and Hampton, are actually losing population.

TABLE 1: POPULATION GROWTH* SINCE CONSOLIDATION 1960 113,662 ---- 1970 138,177 21.6% 1980 144,903 4.9% 1990 171,439 18.9% 2000 180,150 5.1% 2010 180,719 .3% 2012 (est.)* 181,027 .17% 2020 (extrapolation)** 182,255 .67% *Based on US Census Data ** Extrapolation is based on the growth rate between 2010 and 2012 remaining constant until 2020 and does not reflect a predicted 2020 population

Based on recent census returns and estimates, growth rates from 2000 to 2020 will remain below 1% per decade, a dramatic slowdown from the latter part of last century. This reflects the fact that Newport News is a mature, built-out community. However, while all communities will be facing a slowly aging population, Newport News is actually one of the younger communities in the Hampton Roads region (as demonstrated in Table 2). Part of this could be due not only to the military presence but also the growing presence of Christopher Newport University students living in the city.

5 TABLE 2: POPULATION GROWTH TRENDS IN HAMPTON ROADS City 2000 population 2010 population Population increase Suffolk 56,841 84,585 32.8% James City County 48,102 67,009 28.2% Isle of Wight 29,728 35,270 15.7% York County 56,297 65,464 14% Chesapeake 199,184 222,209 10.4% Norfolk 234,403 242,803 3.5% Virginia Beach 425,257 437,994 2.9% Newport News 180,150 180,719 .32% Portsmouth 100,565 95,535 -5.2% Hampton 146,437 137,436 -6.6% TOTAL 1,476,964 1,569,024 5.7% Source: U.S. Census It should also be noted that Newport News’s boundaries have grown dramatically over time due to the 1958 Consolidation of the former city of Newport News with the former city (for- merly County) of Warwick. However, it is estimated that the population within the pre-consolidation boundaries of the old city of Newport News has experienced a 53% drop from the 1950 population of 42,358. Therefore, there are areas of the city that are experience the physical blight and decline associated with large scale population loss.

The population data also indicates that Newport News has 13.8% of its population living below the federal poverty line, which is third in the Hampton Roads region, behind only Norfolk (19.4%) and Portsmouth (16.2%). This should indicate that more emphasis needs to be placed on human services, such as health services, that assist those with lower incomes, as well as education and transportation for those who may not have access to cars. Also, land use decisions and patterns can exacerbate poverty by isolating lower income groups in locations away from vital goods and services. Source: U.S. Census CHALLENGES:

One of the greatest challenges that could face the city would be if the population began to decline and poverty levels remain at some of the highest in the region. Although the city has very little vacant land for new development, redevelopment of several infill sites will lead to the construction of new housing in the next ten years. These developments include the Hun- tington Pointe and Camp Morrison sites. New, upscale, single-family home communities are needed to bring in additional middle and upper income households into the city. Downtown redevelopment, such as the Apprentice School Mixed-Use development will also contribute to population growth. Due to this type of redevelopment, we do not anticipate population decline in the next ten years. However, if new construction of units does not keep pace with declining household sizes and demolition of existing housing in the older areas of the city, a decline in population is a real possibility.

It is imperative Newport News not enter into a downward spiral that many communities with declining populations and higher poverty levels experience. Cities with higher levels of poverty and declining tax base tend to have aging infrastructure which are costly to maintain, but at the same time translates into declining sources of revenue. 6 As a city struggles financially, levels of service decrease and the population declines further, resulting in incremental increases in poverty levels and the cycle becomes further intensified. This is a paradigm that is common in older industrial cities.

In a regional comparison in Hampton Roads, Newport News, Portsmouth, Hampton and Norfolk all share similar characteristics of being older cities, with little developable land remaining and a very slow growth or slightly declining population Norfolk has higher poverty levels than Newport News, but also has a slightly higher population growth rate, possibly due to major downtown redevelopment (e.g. condominium development in the downtown and Ghent neighborhoods). Hampton has a slightly declining population, but has a lower poverty rate than Newport News. Portsmouth has a higher poverty rate than Newport News and a declining population, but has also invested recently (e.g. The Renaissance Hotel and Confer- ence Center, condominium high rise, and a recent announcement for additional waterfront apartments) to take advantage of its waterfront that may improve its long term prospects. Newport News should pay close attention to its similar sister cities here in Hampton Roads to see how they respond to similar challenges.

TABLE 3: MEDIAN AGE IN HAMPTON ROADS (2010) City Median Age Norfolk 30 Newport News 32 Virginia Beach 33 Hampton 34 Portsmouth 34 Chesapeake 35 Suffolk 36 York County 36 Isle of Wight 39 James City County 41 Source: U.S. Census

TABLE 4: POVERTY RATE IN HAMPTON ROADS (2010) City Poverty Rate Norfolk 19.4% Portsmouth 16.2% Newport News 13.8% Suffolk 13.2% Hampton 11.3% Chesapeake 7.3% Isle of Wight 8.3% Virginia Beach 6.5% James City County 6.4% York County 3.5% Source: U.S. Census

7 Huntington Pointe (above) is an example of opportunities for “greenfield” development using Traditional Neighborhood Design that can provide for add- tional housing and population growth in the city. The old Camp Morrison location adjacent to Hilton Village (right) was approved for over 640 homes, to be called Hilton Commons. This is an excellent example of providing new homes and population in an infill location.

OPPORTUNITIES:

An aging population and a slow growing population does provide for many opportunities, of which the city has already taken advantage. The city has assisted with the development of several new senior housing projects such as Warwick Forest, The Chesapeake, and The Arbors in Port Warwick, which was an ideal for an infill location. Also, an aging population and senior housing facilities have a low impact on public services such as education, crime prevention and transportation. The city should continue to actively participate with private senior living and assisted living developers in locating new sites for these desirable communities.

As the city approaches build out, it will have to look to redevelopment and infill locations, such as the old Camp Morrison/Hilton Commons project, as the only way to stabilize the population and maintain population growth, as well as maintaining and growing the city’s tax base. In order to ensure this, the city must take full advantage of its prime redevelopment locations, particularly the waterfront, and establish organizational structures such as Downtown Development Authorities or equivalent) to promote, to assist and maintain development and infrastructure in these areas, many of which exist in the older, central cities in Hampton Roads, including Hampton, Norfolk and Portsmouth. 8 MAP 1

Median Family Income by Census Tract

(2011)

9 The prime areas that have not been as targeted as other areas in the city are the Down- town/Regional Business District, and the Southeast community. These areas provide a myriad of amenities that would make them attractive for redevelopment, as well as young professionals and the “creative class” (young professionals employed in information and technology fields that seek out more vibrant and urban environments) who are increasingly seeking out these environments. Newport News should reevaluate the many amenities located in prime redevelopment areas, which include waterfront access and views, historic structures, existing infrastructure, traditional street grid, access to public transportation as well as easy access to the Hampton Roads region via the numerous and underutilized I-664 interchanges.

COMMMUNITY FACILITIES

CULTURAL AND ENTERTAINMENT FACILITIES

TRENDS:

Across the country, personal consumption expenditures for arts, entertainment and reading have increased yearly. Museums and performing arts are expanding in popularity. Op- portunities to expand and promote the City’s cultural resources should be developed to enhance the quality of life for its residents, and create well coordinated cultural programs. The Hampton Roads region, because of its proximity to a diversity of geographic locations, its rich history, and the multitude of large municipalities, each with its own cultural offerings, provides a large amount of cultural venues for a region of its size. Portsmouth has the water- font NTelos Pavilion, which is used for concerts and events. As for sporting events, there are minor league baseball and hockey teams in Norfolk, as well as the Scope Arena, Chrysler Hall Performing Arts Center, Hampton Coliseum, Virginia Beach Convention Center, and the Chrysler Museum of Art. Local universities offer large scale college sporting events in football and basketball.

Photo Courtesy of CNU The Avenue of the Arts District, including the Mariners Museum and the Ferguson Performing Arts Center is the “jewel” of the cultural arts scene in Newport News.

Newport News has the Ferguson Center for the Performing Arts, a major regional perfor- mance venue, as well as the Mariner’s Museum, the Virginia Military History Museum, the Peninsula Fine Arts Center, and the Virginia Living Museum.

10 The city also has a robust public arts program. Funding for public art comes from the New- port News Public Art Foundation, which sponsors public art in high profile locations throughout the city. These works can be seen in front of the Ferguson Center for Performing Arts, the CNU Campus and the Thimble Shoals roundabout at City Center. Funding for public art projects comes from Federal and State sources as well as from a small percentage of city construction expenditures. City Center at Oyster Point is also utilized as a cultural venue, with Farmers Markets, concerts and events. Christopher Newport University also offers entertainment in the arts and theater as well as a growing sports program. Port Warwick has art exhibits, a Farmer’s Market and entertainment as well. All of these cultural offerings enhance the appeal of living in Newport News and the Hampton Roads region.

CHALLENGES:

Cultural facilities, while many exist in the city and region, need ongoing financial support from the community and new revenue sources in order to sustain themselves and attract top name entertainment and world class talent. Situating cultural facilities so that they are not only accessible, but can also be a tool for revitalizing areas by drawing attention to other- wise underutilized locations is an important challenge.

OPPORTUNITIES:

While Newport News already has an abundance of cultural events and venues for a city its size, certain elements of the city and venues are underrepresented. Such venues may include a children’s museum, a local history museum in conjunction with a Newport News His- torical Society, and expanding such venues as the Downing-Gross Cultural Center in the South- east Community. This Center in particular can celebrate the multi-cultural history of Newport News and of the Southeast Community. Also, smaller art galleries and a museum that could house temporary exhibits or permanent collec- tions should be sought after in redevelopment areas or historic structures. One example of such a potential venue would be the historic Greek Orthodox Church in downtown Newport News, which is owned by the City.

The downtown waterfront could also be a location for a cultural venue such as a band shell, fish Photo Courtesy of City of Portsmouth market, or amphitheater. This facility could host regular events that would bring more residents- The NTELOS Pavilion at Harbor Center in down- to the downtown area, and enjoy views of the town Portsmouth offers concerts with local and James River. Many communities in Hampton national performers and has contributed to the Roads take full advantage of their waterfront revitalization of the entire downtown area. access, and in turn create jobs and economic development and revenue for their respective cities. Portsmouth has developed the Ntelos Pavilion, which has attracted additional businesses and residents to their downtown. The Nauticus National Maritime Center has also created a huge tourist draw and is contributing to an economic boost to downtown Norfolk.

11 Waterfront public spaces in Newport News, such Source: Nauticus National Maritime Museum a Victory Arch Park, could be better utilized. The Nauticus, National Maritime Center is a major tourist attraction along the Norfolk waterfront

The Downtown Hampton Development Part- nership (DHDP) is a not-for-profit organization dedicated to improving the economic health and quality of life in Downtown Hampton. The Partnership maximizes private, public and educational resources to create the best possible environment to live, work, shop, visit and do business. Successes of the Downtown Hampton Development Partnership have included the construction of hundreds of new apartment The Downing Gross Cultural Center (above) units in downtown, streetscaping improvements, serves as an anchor for celebrating the South- as well as renovation of buildings for shops and east community’s rich cultural history. restaurants along historic Queen Street.

EDUCATIONAL FACILITIES

TRENDS:

Newport News has a large public school and private school system. The public school system has won many awards and has some excellent facilities such as the Achievable Dream Academy; however, the public school system may be underrated. Many families with children moving to the Peninsula may have a misguided perception of the quality of the public schools. For instance, within Hampton Roads, Newport News is nearly tied with Chesapeake for the fourth highest high school graduation rate, and also has the highest graduation rate of the three, older urban core cities (Table 4). Also, the Washington Post in 2013 identified two of the city’s four traditional high schools, Warwick and Menchville, on their “annual most challenging high schools in the nation” (Warwick was 595th and Menchville was 1267th most challenging in the nation).

12 TABLE 5: HIGH SCHOOL GRADUATION RATES: SCHOOL DISTRICTS IN HAMPTON ROADS - 2011-2012 SCHOOL YEAR York County 94.7% James City County 93.1% Virginia Beach 92.9% Chesapeake 89.5% Newport News 89.2% Hampton 89.1% Isle of Wight 86% Suffolk 85.6% Norfolk 84.8% Source: Virginia Department of Education

Figures from Virginia Department of Education indicate that enrollment in Newport News public schools for the 2011-2012 school year was 28,802, and enrollment for the 2012-2013 school year was 27,715, a decline of 1.31%. The Department of Education estimate that enrollment in Newport News public schools for the 2017-2018 school district will be 27,019, a decline of 3.77% from the 2011-2012 school year.

The number of school-aged children residing in the city that are not attending public schools is estimated at 8,133. This would include all children enrolled in parochial and private acade- mies located within and outside of the city limits, as well as children that are home schooled.

Although the secondary school aged population within Newport News has leveled off (Chart 1) the city is home to a growing university, Christopher Newport University. This public university is a dynamic institution with a growing campus and provides opportunities for the City associated with a fast growing student population.

CHALLENGES:

The school district is faced with maintaining and upgrading aging facilities, as well as a substantial percentage of school aged population that needs additional assistance, either ac- ademically or financially. Maintaining high standards within the public school district will be crucial in maintaining existing families and preventing the decline in family populations that other slow growing, urbanized cities have faced.

The greatest challenge posed by the University is managing growth around the its campus. CNU students and faculty are increasingly utilizing commercial facilities along Warwick Bou- levard and are living in off-campus facilities in the Warwick Boulevard and Jefferson Avenue corridors. There has been investment in the city infrastructure to improve the Warwick Boule- vard corridor and Avenue of the Arts. However, increasing traffic congestion is a challenge as the campus and student body grows. Increased pedestrian use in this area will also pose challenges to pedestrian safety and access.

13 OPPORTUNITIES:

Newport News should envision itself as a “college town” among other things. College towns often times have the most stable economies in time of economic turmoil. Also, they are fre- quently cited as “most desirable places to live” given the economic stability and cultural

CHART 1: NEWPORT NEWS SCHOOL DISTRICT ENROLLMENT VS. POPULATION 1970 – 2012

200000 180000 160000 140000 120000 100000 Total Population 80000 Number of Students 60000 40000 20000 0 1970 2000 2012 Source: Virginia Department of Education amenities these institutions provide the community. College towns also are likely to have an excellent public school system, as the synergy between university and academic learning often “bleeds” into the community. This synergy leads to higher academic achievement at the secondary school level. The city must also find better ways to promote the school system, and tout achievements, such as the construction of new facilities, examples of which include Heritage and Woodside High Schools and the Achievable Dream Academy on Marshall Avenue. Also, the growth in enrollment in Advanced Placement programs increased from only approximately 1,100 students in 2001 to over 1,700 students in 2007. This indicates that college level programs are increasing and becoming more available to students.

CHART 2: 2011 EXPENDITURES PER STUDENT - NEWPORT NEWS VS. SELECTED DISTRICTS AND VA.

12000

10000

8000

6000

In Dollars 4000

2000

0 Hampton Newport News Chesapeake Norfolk Wburg-James C.C. Virginia

Source: Virginia Department of Education 14 The key to benefiting from the University is to develop a significant and successful “Town and Gown” relationship, where the policies enacted by the University are seen within the context of the needs of the city as a whole and vice-versa.

As CNU expands, there may also be opportunities for developing satellite campuses. The city should coordinate to assist the University with any desire to expand with satellite locations within the city. A good example of a potential location would be the downtown area or the Southeast community, where such a campus could help initiate badly needed redevelopment, and provide access to underserved communities.

As mentioned, Newport News has a school district that is perhaps underrated, and may suf- fer from a perception problem. Some of the greatest assets of the school district include its smaller student to teacher ratio (due to low student growth), and its AP track for students. One problem may be that the Newport News City Schools and the city of Newport News are separate entities administratively, and have separate long-range planning processes. The limited interaction has restricted the ability for the City, through its comprehensive planning and economic development resources, to promote the quality of public schools as an economic engine for the city.

In addition to the city government, having CNU actively engaged with the Newport News School District can help boost the level of academic achievement for secondary school students. Fortunately, there are many examples of successful Town and Gown collaborations across the country, which have led to overall academic excellence.

Photo Courtesy of the City of Norfolk Photo Courtesy of the City of Newport News

University Village (Left Photo) adjacent to Old Dominion University in Norfolk is a great regional example of “Town and Gown” collaboration, which has created new development and population growth in an older, established area. Norfolk’s population is increasing for the first time in 40 years. Similar projects along Warwick Bou- levard cater to CNU students (Right Photo). The growing campus can continue to be a catalyst for redevelopment along Warwick Boulevard.

15 HEALTH CARE FACILITIES

TRENDS:

Health care is one of the fastest growing employment fields and will continue to grow into the foreseeable future. Regionally, health care has become a growing employment sector in the Hampton Roads region. With the second largest naval hospital located in Portsmouth, and the Eastern Virginia Medical College located in Norfolk, Hampton Roads region is poised to be a leader in this growing jobs sector. Newport News must work within this regional context to continue to grow as a health care center. Riverside Regional Medical Center is New- port News’ largest health care center and hospital provider. Riverside was established in 1916 and moved to its present 56-acre location on J. Clyde Morris Boulevard in 1963. A 510-bed facility, Riverside Regional Medical Center is the Peninsula’s most comprehensive medical facility.

Bon Secours Mary Immaculate Hospital is an award winning hospital located in the north end of the city, and provides emergency room services and health care. Its orthopedic surgery is ranked as one of the best in the state. Sentara HealthCare has an outpatient and Emer- gency Room facility in the Port Warwick development called Sentara Port Warwick, which opened in 2002.

The Commonwealth of Virginia operates a public health district through the Peninsula Health District, which shares costs with the city to provide services at a city-owned building on thge Rivereside Medical Center Campus on J. Clyde Boulevard and Warwick Blvd. The PHD ad- ministers Medicare, Medicaid and other subsidized medical care and services. In addition, the city of Newport News has a Human Services Department, located at Mercury Boulevard and Jefferson Avenue, which assists residents with a myriad of social services, and provides intake and referrals to medical services at the PHD.

CHALLENGES:

While Newport News is the location of the Peninsula’s largest health care provider, Riverside Medical Center, areas of the city are underserved in terms of access to medical facilities. Areas of the far northern (such as Lee Hall) and southern portions of the city are located a long distance from emergency health care facilities. This is partly due to the geographic configuration of the city, which is over 20 miles in length. Also, as with other communities na- tionwide, Newport News will face the challenges of providing health care to an increasingly more elderly population in the next few decades.

OPPORTUNITIES:

As is discussed later in the Economic Development section of this document, Newport News’ lower per capita income could be the result of an overabundance of low paying service sector and hospitality jobs. Health Care is one of the few guaranteed employee growth sectors with higher paying jobs, therefore expanding health care facilities, as well as making the city attractive to small and private practices is essential. Sentara Port Warwick is a good example of the small and mid-sized medical facilities, out-patient, and emergency care facilities that can bring good jobs to the city as well as being a complementing use in new developments.

16 PARKS AND RECREATION

TRENDS:

Newport News is known for its spacious, well-maintained parks and a wide variety of quality recreational opportunities and programs. The city’s strategic location on the Virginia Penin- sula offers a wide variety of both land and water-based recreational opportunities, including swimming, boating, fishing (both salt and freshwater), hiking, camping, golfing, tennis, soft- ball, baseball, soccer and field hockey. The expansive acreage of Newport News Park (over 8,000 acres), and it’s unique location in the center of the Civil War’s “Peninsula Campaign,” not only makes it one of the largest municipal parks in the country, but provides ample opportunities of historical interpretation, wildlife watching and related activities. Almost every imaginable activity—from disc golf to gardening to aeromodel flying—can be found here.

CHALLENGES:

While the Parks and Recreation Department manages a large amount of land across the city, protection from overuse, misuse and impact from encroaching urban development remain constant challenges. Parks and Recreation must continually balance the desire for public access with the need to ensure that such access does not adversely impact the unique natural and historical assets that make up its parks. Ensuring an appropriate level of staffing, particularly front line rangers and maintenance staff, is a major challenge given the fiscal constraints of recent years. In addition, as demands for city recreation services continues to grow (such demand has tripled in the last 20 years alone), increased funding must be made available to address the growing usage as well as the aging infrastructure. Based on national standards, despite the substantial acreage associated with Newport News Park, there remains a deficiency in neighborhood and community parkland. Action should be taken to increase this public land inventory at every opportunity.

OPPORTUNITIES:

Parks and Recreation can play a vital role in redeveloping and revitalizing areas to help encourage private investment. The redevelopment of the old Toyota dealership on Warwick Boule- vard into the Denbigh Community Center is a good example. The highly visible, and attractive appearance of the new community center is serving as a “springboard” to encourage estab- lishment of new businesses along this corridor as well as investment by existing businesses in façade improvements. The city should target areas where similar facilities could be sited, including greyfield and brownfield sites along both Jefferson Avenue and Warwick Boulevard corridors.

The new Community Center in Denbigh is a good example of redeveloping obsolete commercial sites into new facilities that demonstrate civic pride. Such actions can encourage new private investment in areas targeted for redevelopment. 17 Parks and Recreation also serves as one of the chief conduits for measuring the quality of life in the community. Whether through the appearance of landscaping, or the availability of recreation opportunities in parks or other facilities, there are a myriad of social, economic, educational, and health benefits directly associated with a viable and active public parks and recreation program.

PUBLIC SAFETY

TRENDS:

Crime, both nationally and within the City of Newport News, has declined over the past 10 years. Violent crime in particular has dropped significantly in Newport News over the past decade (see Charts 3 and 4 below). This may be a result of increased community policing and patrols, the recent economic downturn, an increase in technology for surveillance and reporting of criminal activity of a combination of all of these factors.

The city has the third highest rate of violent crime in the Hampton Roads region, after Norfolk and Portsmouth. While a vast majority of the city enjoys relatively low rates of crime, pockets of the city remain plagued by high violent and property crime rates. The city and police department must remain vigilant to keep the trend of crime on its downward trajectory.

Within the city, the Police Department has the city divided into three precincts and twelve beats. Trends over the past eight years are consistent with nationally syndicated crime index- es, indicating a reduction in overall crime, both violent and property crimes. The city data indicates that while crime citywide is declining, it is declining faster in the South Precinct than in the Central and North Precinct (Charts 3 and 4). The overall trend means that violent crime today is much more evenly distributed throughout the city than in 2004, when it was more concentrated in the southern part of the city. Also notable is that the Central area of the city has always had a higher rate of property crime and auto theft than other areas of the city (Chart 7). This may challenge some commonly held perceptions about crime in the city.

CHART 3: VIOLENT CRIME INDEX* 1999 – 2010 CHART 4: PROPERTY CRIME INDEX* 1999 - 2010

500 500 450 450 400 400 350 350 300 300 Newport News 250 250 Newport News United States 200 200 United States 150 150 100 100 50 50 0 0 19992000200120022003200420052006200720082010 1999 2000 2001 2002 2004 2005 2006 2007 2008 2010

* Data based on the City-data.com Crime Index calculation

18 CHART 5: VIOLENT CRIME BY POLICE PRECINCT 2004-2011

Source: Newport News Police Department

CHART 6: PROPERTY CRIME BY POLICE PRECINCT 2004-2011

Source: Newport News Police Department

19 CHALLENGES:

Newport News is a large geographic area and reflects a diversity of populations and incomes. The city of Newport News is perhaps more unique than other jurisdictions in the Hampton Roads area in that it encompasses an inner city environment, large, relatively affluent low density residential areas, sprawling suburban commercial districts and areas that are nearly rural. The city’s police force must deal with gangs and youth violence, as well as suburban details such as traffic control. The Fire Department must respond to incidents oc- curring in a wide array of structures and also to medical emergencies. In fact, a majority of the calls recieved by the fire department are for medical emergencies (Chart 5). Medical emergencies in particular require as fast repsonse time as possible. The city’s geography and rising congestion constantly increase the challenges to both the police and fire departments, perhaps more so than other jurisdictions in the region.

Problems commonly perceived with “planning” such as traffic congestion, substandard housing, and blighted areas contribute to problems directly related to the provision of fire and police services. A top priority is to maintain minimum service response times, which require coordination between planning and public safety, particularly related to land use and transportation. Therefore it is paramount that public safety be incorporated into the city’s comprehensive planning efforts.

CHART 7: WORKLOAD TYPE BY FIRE STATION DISTRICT

Chart 5.5 WORKLOAD TYPE PER FIRE STATION DISTRICT 2005-2007

14000

12000

10000 EMS 8000 FIRE SPEC. OPS 6000 Other

4000

2000

0 1 2 3 4 5 6 7 8 9 10 FIRE STATION

Source: Newport News Fire Department

20 MAP 2: CALL VOLUMES BY FIRE DISTRICTS AND REPORTING AREAS: red is highest call volume - > 900 calls per year green is lowest call volume - < 35 calls per year

Source: Newport News Fire Department 21 MAP 3: RESPONSE TIMES BY FIRE DISTRICTS AND RE- PORTING AREAS: red is slowest response time - >10 minutes, green is fastest repsonse time - < 4 minutes

Source: Newport News Fire Department

22 TABLE 6: VIOLENT CRIME RATES IN THE HAMPTON ROADS REGION City Violent Crime Index* 2011 Norfolk 466.4 Portsmouth 455 Newport News 329.9 Hampton 279.1 Chesapeake 272.2 Suffolk 214.8 Virginia Beach 211.2 York County 65.4 Isle of Wight N/A James City County N/A * The Violent Crime Index is developed by the Federal Bureau of Investigation

OPPORTUNITIES:

The city government, including Planning Department and Police Department, in coordination with the Newport News Redevelopment and Housing Authority and local non-profits, continue to target high crime areas with public planning, investment, community policing and youth services. One way to target crime is to physically change the appearance and attributes of a community by removing blight and encouraging more private investment. Investment brings hope, jobs, and economic development. Building on the cultural amenities and activities, such as the MLK Plaza at Jefferson Avenue and 25th Street, and expanding cultural venues such as Downing-Gross can also reduce crime rates by bringing more civic investment and pride into a community.

Redevelopment in the southern end of the city, including the Downtown/Huntington area and Southeast community, is needed to help reduce crime rates as well. A greater number of residents and services, such as drug stores, pharmacies and supermarkets in this neighborhood can increase investment and economic opportunities. It will also help to reduce crime rates by bringing more jobs and daily activities into these areas.

ECONOMIC DEVELOPMENT

TRENDS:

For the past several decades, there has been a national trend towards a convergence of community planning and economic development to better meet consumer demands and enhance quality of life for citizens. It has become necessary for both disciplines to cooper- ate and attract “placemaking” opportunities. There are a number of local, regional, state and international trends that may have an effect on the City’s economic development policies. For instance, because Virginia is a “Dillon Rule” state, there are certain programs, procedures, and financing opportunities that must first be authorized by state statute.

Federal Government Defense and Budget Policies - Since the early 1990’s, the number of national defense sector jobs in Newport News has declined. While this decline has stabilized, the future threat remains that Navy shipbuilding decisions and/or future BRAC decision could 23 The City of Newport News is most known globally as a shipping and shipbuilding economic engine. However, Newport News also has a large service sector economy, including large scale governmental and retail sector employment, and a growing technology sector. significantly impact employment at Huntington Ingalls/Newport News Shipyard and Fort Eustis, two of the city’s largest employers. Overall defense spending also affects the region’s economy and, thus, the health of the city’s economic sector. Beyond defense, the federal government’s funding and priorities for the Department of Energy and for NASA directly affect the number of high-paying jobs located at Jefferson Lab and NASA Langley Research Center. Though located in Hampton, because of NASA Langley’s importance for the entire region, the City has a vital stake in its future viability.

Basic Sector Job Growth and Economic Globalization - Newport News must not only compete within its region and nationally for basic sector jobs and capital investment, but it must be globally competitive as well. Increasingly, manufacturing and other labor-intensive economic base jobs are transferring overseas. East and South Asia, in particular, are tough com- petitors for new jobs and investment. In order to compete successfully, the City must be able to educate, train and attract a globally competitive workforce. Attracting new business and industry that is resistant to global out-sourcing is an economic development challenge that will persist over the coming decades. In addition to the job growth from domestic compa- nies already established in the community, the city is dedicated to recruiting foreign compa- nies, and views the relationships with our sister cities in China, Japan and Germany. The Sister 24 CHART 8: CIVILIAN VERSUS MILITARY EMPLOYMENT 1970 – 2010

Source: HRTPO and U.S. Census Data

Chart 8 clearly indicates that the Newport News economy has diversified over the years away from a military-based economy.

Cities International program has potential as an avenue of recruitment, along with other global recruitment efforts undertaken with regional and state support. With the increasing importance of the global market, this trend is becoming more significant.

Attracting and Retaining a Globally Competitive Labor Force - New Urbanist developments, such as City Center Oyster Point and Port Warwick, are just one tool needed to attract and retain a globally competitive labor force in Newport News. Skilled, highly educated, entre- preneurial and creative individuals are attracted to vibrant, livable cities; jobs and capital investment follows. As part of its economic development strategy, the city will have to increasingly pay attention to enhancing its quality of life, as well as providing opportunities for quality workforce training and education. Therefore, city planning and economic development department must work closely together with vocational institutes, community colleges, and state supported universities to achieve not only an attractive living environment where highly educated people seek to live, but also a home grown workforce that can meet the challenges required of today’s global economy.

CHALLENGES:

Despite all the economic growth in Newport News in the past 20 years, particularly in the Greater Oyster Point business district, Newport News still has lower per capita income than other communities in Hampton Roads such as Virginia Beach and Chesapeake. This situation creates real challenges for the city, and one that should be an influencing factor on how the Comprehensive Plan is developed and implemented.

Compounding this problem is the fact that Newport News has a higher unemployment rate than six other cities in the Hampton Roads region, though lower than the other older cities of Norfolk, Portsmouth and Hampton. An overriding goal of the city should be to raise personal income in the city to be more on par with other cities in Hampton Roads.

25 TABLE 7: UNEMPMOYMENT RATE HAMPTON ROADS REGION City Unemployment as of March 2012 Portsmouth 8.6% Norfolk 8% Hampton 7.9% Portsmouth 8.6% Newport News 7.6% Suffolk 7.1% Isle of Wight 6.4% Chesapeake 6.3% Virginia Beach 5.9% James City County 5.8% York County 5.5% Source: HRPDC Data Book

Like all cities and counties in Virginia, the city is responsible for providing local government service with the revenues generated through economic development and local real estate taxes. With limited state and federal monies available to carry out local mandates, the city will be challenged to continue providing high quality services and expand or improve those services as local demands change. As a relatively built out city, Newport News must rely on limited existing and future redevelopment opportunities to expand its economic base to ad- equately meet its service needs.

OPPORTUNITIES:

One area of opportunity to expand revenue for the city is through the promotion of confer- ences and heritage tourism. Newport News has renowned museums, such as the Virginia War Museum, the Mariner’s Museum, the Living Museum, various historic sites such as Hilton Village, Lee Hall village, and Endview Plantation, and the new state-of-the-art Ferguson Center for the Arts, all of which draw thousands of visitors to the city. The Marriott Hotel and Conference Center in City Center at Oyster Point has had a positive impact on the city’s hospitality industry. More opportunities exist in the historic downtown area, including the historic waterfront area and the Victory Arch. TABLE 8: PER CAPITA INCOME HAMPTON ROADS REGION City Per Capita Income (‘000s) James City County $39,311 York County $36,755 Virginia Beach $31,589 Isle of Wight $30,500 Chesapeake $29,985 Suffolk $28,990 Newport News $25,196 Hampton $24,715 Norfolk $24,357 Portsmouth $23,108 Source: U.S. Census Data 26 A recent study released in the American Planning Association’s Planning Magazine indicated that Columbia, Missouri was able to generate more than $9 million in heritage tourism activities in their downtown by investing in historic preservation and rehabilitation during a 10-year period. Promoting the city and its resources as a historic destination in Hampton Roads is an opportunity to generate this additional revenue.

The city’s downtown and waterfront are severely underutilized, and offer opportunities for economic growth. There are many city owned properties downtown that are either vacant or underutilized. The 1999 Newport News Maritime Center Plan, developed by the consul- tants LDR, envisioned utilizing the downtown waterfront as a festival market place for events and businesses. The plan also proposed another hotel and conference center for the downtown area, which could utilize access to the waterfront that is not available in other areas of the city. The city should better promote its own plans by investing more in the downtown area and taking advantage of the economic growth potential that other area cities – such as Norfolk and Portsmouth – have taken advantage of with their waterfronts.

Photo Courtesy of Norfolk Convention and Tourism Bureau

By promoting its self as a waterfront tourist destination, the City of Norfolk (above left) has re-developed its industrial waterfront into a multi-million dollar a year tourism and business convention industry. In contrast, Newport News has underutilized waterfront space in its downtown area that may be converted into public access that could promote greater tourism and development. The 1999 Maritime Center Plan by con- sultant LDR called for an extension of a bulkheaded waterfront promenade from Victory Landing Park for several blocks along neglected city-owned waterfront land (above right). The city needs to place great priority on celebrating its waterfront to compete with neighboring communities.

27 ENVIRONMENTAL PROTECTION

TRENDS:

A growing number of environmental concerns locally and regionally will influence the city’s policies on environmental stewardship. There is an increasing awareness of limited natural resources, and a desire to enhance and protect these resources for future generations. In addition, state and federal mandates will continue to affect local programs and regulations including those that relate to the Chesapeake Bay, storm water management, air quality, and noise abatement. A national trend that is being realized in Hampton Roads relates to smart growth redevelopment and revitalization efforts. Brownfields and greyfields are being redeveloped as mixed-use and higher intensity neighborhoods, thereby replacing facilities and uses that threaten the environment and/or economic development. Brownfields are abandoned, idle or under-used industrial and commercial sites that may be contaminated (soil or water). Greyfields are aging and/or obsolete commercial centers (mall or strip development) that are not profitable, yet sit on prime real estate. The city has identified Brown- field sites in Newport News, and should identify existing and potential greyfields as well. The redevelopment of these sites should be explored more vigorously.

CHALLENGES:

Many builders and developers still perceive green and sustainable development as costly and only something that is of interest to a limited group of consumers. Many communities still shy away from any regulations requiring green and sustainable development as not being business friendly and likely to scare away new business and development. However, atti- tudes towards green development and sustainability have changed in recent years, and as energy costs continue to rise and as consensus builds that climate change is real and is having an impact on our current conditions, more and more communities as well as builders and developers, will begin to the see the advantages of promoting a green environment.

The Chesapeake Bay Watershed The city is interwoven with pristine green spaces and village like (green) is under more stringent centers (above) that should be protected from more intense urban stormwater requirements. development.

28 Additionally, Newport News has had an industrial past, which means that there are many contaminated sites that will need mitigation. Also, the Chesapeake Bay Water- shed (shown in green on the map on the previous page) is under more stringent stormwater requirements. Urban sprawl on the Peninsula over the past 50 years has led to many underutilized commercial properties as well, which may be ripe for redevelopment. All of these challenges taken as a whole may actually represent a huge opportunity for the city. Also, Newport News’ geographic situation, bounded on two sides by the James River, which drains into the Chesapeake Bay. This means that developers are under more stringent development requirements, being dictated by the Common- wealth of Virginia in conjunction with EPA. These requirements manifest themselves in the field as Best Management Practices that are implemented in order to reduce the Total Maximum Daily Loads of sediment from developed sites.

OPPORTUNITIES:

As public interest in the public grows for green and sustainable development, the city could take a proactive stand by encouraging the development and redevelopment of its own properties as “green” or “sustainable.” There are a number of local and national certification programs that the city could strive to achieve certification for its facilities, or the city could possibly create its own green certification programs. The city could also provide incentives for private developers and builders to build green. As the city approaches build out, it becomes even more imperative to be proactive in identifying potential redevelopment sites that may or may not be contaminated and create programs and incentives so that these sites are redeveloped and increase the city’s tax base.

Newport News is surrounded by water and tougher environmental standards means cleaner bays and rivers, which can lead to an increased interest by developers and the public to develop better access to the city’s waterfront. This, in turn, offers economic opportunities in terms of construction jobs, redevelopment, tourism and recreation.

The city is interwoven with pristine green spaces and village like The city must identify “greyfield” locations – obsolete commercial properties - that could be re-developed. centers (above) that should be protected from more intense urban Older commercial areas along Jefferson Avenue and Warwick Boulevard, south of Harpersville Road are development. especially affected. Also, owners of underutilized commercial property could be targeted to better maintain their property and for rezoning from commercial to mixed-use residential. 29 ENVIRONMENTAL PROTECTION

SUSTAINABILITY

TRENDS:

Sustainability has been a major theme in planning for years, and demand is now beginning to take root in the private market. As energy prices have risen in the last decade, and concern grows about climate change, the general public is taking a greater interest in all things green and sustainable. This not only includes green and sustainable products, but also cars, homes and communities. This is why it is critical that the city begin to address sustainability in its comprehensive planning efforts.

CHALLENGES:

Green and sustainable technology is still in its infancy compared to conventional products, whether this is household goods, automobiles, homes or developments. Therefore, there is a preconceived notion that sustainable building and development is just too costly. Addition- ally, it is difficult to retrofit the built environment to provide for greener development, as “sustainability” often means reducing reliance on the automobile in order to conserve fuel. That being said, there are still ways to begin to build a green and sustainable infrastructure for the future by working with builders and developers, investing in transit projects, and continuing to build mixed-use developments which reduce the number of trips that need to be made by automobile.

OPPORTUNITIES:

There are many opportunities for future growth utilizing sustainable development practices. The city has already been engaged in these practices to some degree. Additional measures that the city can take to encourage sustainable development and practices may include:

Renewable energies – The city should re-examine its zoning regulations to see if facilities for renewable energy, such as solar and wind farms could be permitted and under what conditions in order to protect adjacent land uses. Green construction – The city should coordinate with the local home building industry to promote and incentivize new construction that is energy efficient. Green development – The city should prioritize land uses and development practices that minimize negative impacts on the environment, particularly in areas such as stormwater management, tree conservation, heat island mitigation, community gardening, and reduced automobile dependency. Green city properties – The city has an opportunity to mandate that city properties exhibit green and energy efficient standards and practices. Partnerships with Builders – Work with the local Home Building Association to promote and coordinate local green building programs and energy efficiency standards. Mixed Use Development – Continue to attract developers and development that is mixed-use in nature in order to minimize automobile trips. Investing in Transit – Continue to coordinate with the Transportation Planning Organi zation and Hampton Roads Transit to ensure that adequate investment is being made into public transit and rail facilities, in order to provide alternatives to the automobile. 30 HOUSING

TRENDS:

Housing trends have fluctuated dramatically since the adoption of the Framework for the Future 2030 Comprehensive Plan in 2008. Although housing prices were already declining by that date, more dramatic housing price declines occurred through 2010, during the height of the Great Recession and financial crises. Due to declining home prices, housing affordability was less of a concern nationally and locally than it was during the height of the housing boom during the early to mid part of the 2000s.

As of late 2012, it appears that the housing market is finally recovering after six years of decline, and homeowners should anticipate moderate increases in home value, which could ease financial stress, but also start putting some pressure on those trying to enter into the market. However, with interest rates at 60-year lows, those with sufficient equity to put a downpayment on a mortgage should have additional incentives to buy homes, which will continue to drive the market in the years to come.

During the 2008 financial and housing crisis, Hampton Roads area did not experience as great an effect from the “boom and bust” of property values as other regions of the country. In fact, according to the “housing affordability index,” the measurement of housing prices in relation to area incomes, the Hampton Roads region is about on par with the national average and has been for many years.

However, housing affordability has been and will remain an issue as the region continues to develop. Housing values continue to increase at a slow rate, albeit at a higher rate than other Hampton Roads communities, some of which are still experiencing housing value decline as of 2012. Newport News registered the second highest growth rate of residential property values after Hampton. This is a testament to the city’s stable and diverse housing market. The region is currently growing at a moderate pace (5.7%) and land is limited for development, particularly on the Peninsula side of Hampton Roads. Therefore, we should continue to see modest pressure on housing prices in the future.

However, the greatest issue in Newport News regarding housing may be that of residents living in substandard housing, as well as housing that is in danger of becoming substandard or attaining a blighted appearance. Also, stabilizing neighborhoods by increasing homeownership is another potential goal. However, as the past housing bust indicated, homeownership as a means to its own end can be a recipe for disaster. Only those prepared and qualified to take on a mortgage and other expenses associated with homeownership should be homeowners.

Also, it should be noted that Newport News has a high rate of rental home tenure, surpassed in the Hampton Roads region by only Norfolk. This may be a reflection of the high number of transients associated with military employers in the city, but one should also note that a high number of rental units has not had a negative effect on median housing values, as they are the most stable in the region. However, the city will still need to focus on maintaining aging rental communities so that the housing market in the city, both rental and homeownership, can remain stable.

31 (Above) Single-Family community in Riverfront Neighborhood, near CNU. (Below) Townhouses, Single-Fam- ily and Apartment Homes blend seamlessly together in the Port Warwick New Urbanist community.

CHALLENGES:

Affordable Housing - Affordable housing no longer means subsidized housing for the poor. With rising housing prices in the region and across the nation, the need to provide housing at price points affordable to all income levels becomes crucial. Local job growth projections will fuel the demand for more affordable housing opportunities in the city for workers with middle wage jobs. These workers will be seeking housing in proximity to employment centers.

Newport News has a fair amount of affordable housing, but the quality and accessibility of this housing to young families, working households, and seniors needs to be better addressed by the City.

Current Housing Mix - Housing needs for the elderly will increase as the baby boomer gener- ation ages. Other housing trends will result in the need for a more diverse mix of housing to meet market demands. Traditional families no longer make up the majority of households and the ability to purchase and maintain the traditional single-family detached home

32 is becoming increasingly difficult. Therefore, Newport News is likely to see more live/work units, townhomes, smaller residential lots new higher end single family housing, and other innovative housing products. Due to rising costs of land and construction, and limited vacant land, infill residential development will result from redevelopment opportunities, and will call for more creative site planning and zoning regulations that are more flexible.

Current Housing Stock - The city’s housing stock is aging. According to the US Census data from 2010, Newport News has the fourth highest percentage of housing built prior to 1990 in the Hamptons Roads region. Rehabilitation of older housing stock will be necessary. Property maintenance and codes compliance will become central themes in the city’s housing policy. Specific policies such as tax abatements can encourage homeowners to improve their properties.

Other incentives for home improvement can be carried out by the city, however, the City lacks the institutional structure to implement such programs. The Development Department and Housing and Redevelopment Authority focus primarily on private business attraction and public/subsidized housing. Additional staff or a new department could be useful to implement home improvement programs for existing homeowners. Many other cities of similar size and housing stock character have such departments.

TABLE 9: AGE OF HOUSING AND VACANCIES - HAMPTON ROADS REGION City AGE OF HOUSING (% constructed prior to 1990) Portsmouth 87.3% Norfolk 87.2% Hampton 80.5% Newport News 76.8% Virginia Beach 76.4% Chesapeake 61.9% York County 59.7% Isle of Wight 54.7% Suffolk 51.8% James City County 46.6% City VACANCY RATE (2011) Hampton 11.5% James City County 10.5% Norfolk 10.4% Portsmouth 9.7% York County 8.4% Newport News 8.2% Suffolk 7.6% Virginia Beach 7.5% Isle of Wight 7.1% Chesapeake 4.7% Source: American Community Survey and U.S. Census

33 Vacany Rates - Newport News has a relatively moderate vacancy rate of housing units when compared within the Hampton Roads region. Vacancy rates are a sign of urban blight and disinvestment as much as they can be a sign of overbuilding or a troubled housing industry. The danger of vacant property is that it then leads to substandard housing conditions and further blight and disinvestment. The city needs to prioritize on how to deal with vacant and blighted property. There are many urban communities across the country that have initiated programs, such as urban land banking, to deal with this problem, which can be used as examples.

TABLE 10: RENTER VS. OWNER OCCUPIED – HAMPTON ROADS REGION (2011) City Renter Owner Occupied 2011 est. Isle of Wight 18.6% 87.4% James City County 24% 76% York County 24.6% 75.4% Portsmouth 26.9% 73.1% Suffolk 26.9% 73.1% Chesapeake 27.1% 72.9% Hampton 33.8% 66.2% Virginia Beach 35% 65% Newport News 47.4% 52.5% Norfolk 53.8% 46.2% Source: American Community Survey and U.S. Census

TABLE 11: CHANGE IN HOUSING VALUE – HAMPTON ROADS REGION City Median (2010) Median (2011) Percent Change (2010 - 2011) Hampton $191,500 $197,500 3.1% Newport News $198,500 $204,100 2.7% Portsmouth $180,400 $184,700 2.3% Norfolk $208,400 $211,600 1.4% Suffolk $252,200 $254,800 1% Isle of Wight $256,000 $257,000 .15% James City County $348,600 $347,600 -.2% York County $324,800 $323,900 -.27% Virginia Beach $277,400 $276,500 -.32% Chesapeake $272,800 $271,700 -.4% Source: American Community Survey and U.S. Census

OPPORTUNITIES:

A scattering of successful housing projects in the dowtown and southeast area demonstrate that this location, despite the lack of commercial, entertainment, and dining services can be an attractive residential location. Its central position in the Hampton Roads region and the quick access to I-664 probably have much to do with its attractive location.

34 MAP 4: AGE OF HOUSING - YEAR BUILT

Source: City of Newport News Building Department 35 MAP 5: HOUSING STRUCTURE BY TYPE

Source: City of Newport News Building Department

36 Recent residential developments such as the Navy Housing Complex on Huntington Avenue- and the private loft rehabilitation complex on Warwick Boulevard, Noland Green, demonstrate demand for a residential market. Downtown and the Southeast community, due to its scattered infill location, would be ideal for subsidized and market rate single-family houses and townhouses, that could be built in collaboration between local non-profit builders, market rate builders and the Housing Authority.

TABLE 12: HOUSING VALUE AND MEDIAN RENT - 2011 City MEDIAN RENT York County $1257 Virginia Beach $1191 James City County $1128 Chesapeake $1090 Hampton $963 Suffolk $940 Newport News $928 Norfolk $888 Isle of Wight $758 Source: American Community Survey and U.S. Census

TABLE 13: MEDIAN HOUSING VALUE - 2011 City MEDIAN HOUSING VALUE James City County $347,600 York County $323,900 Virginia Beach $276,500 Chesapeake $271,700 Isle of Wight $257,000 Suffolk $254,800 Norfolk $211,600 Newport News $204,100 Hampton $197,500 Portsmouth $184,700 Source: American Community Survey and U.S. Census

The city must also look for opportunities for higher-end, single-family housing, that can house higher income, professionals and executives that work in the city’s many industries and hos- pitals. Much of the more recent development of new, higher end single-family housing is occuring in York and James City Counties. There is more land available for development in these jurisdictions, forcing those higher-income employees to commute long distances on the region’s increasingly congested roads and highways. Due to the fact that most of the developable land in the city is gone, there will need to be a focus on how to build higher-end, single-family housing on smaller, infill lot locations and identification of these areas for redevelopment. This is a very specialized niche for home builders and developers, and has been demonstrated by local builders in projects such as Port Warwick.

37 One of Newport News’s strengths is its diversity of housing types, stable neighborhoods and prices, which probably contributed to the slowest decline in housing values in the Hampton Roads region in the past few years (Table 11). Housing affordability in the Hampton Roads Region is around the national average. However, more of these projects need to be constructed than currently is occuring to keep up with local demand within the population. The city can be proactive in obtaining title for smaller infill vacant lots and abandoned properties in the downtown area. The city should also consider acquiring isolated historic properties and rehabilitating them into residential housing, in addition to new construction. Reforming zoning requirements and further stud- ies of the zoning ordinance could also be undertaken to allow for more by-right zoning that could make these redevelopment lots more viable for new construction. The city should also consider acquiring isolated historic properties and rehabilitating them into residential housing, in addition to new construction.

LAND USE

TRENDS:

Land Use is often considered the “heart” of comprehensive planning and is the “foundation” on which all the other elements lie. In particular, there is a strong connection between land use and transportation. There are numerous regional and national trends that will affect the city’s land use policies that will need to be examined for potential challenges and opportunities.

CHALLENGES:

Infill Development and Redevelopment - Due to a limited inventory of large parcels of vacant land, the main source of growth and change in Newport News will be the result of infill development, and redevelopment of underutilized properties or obsolete uses. There is a trend toward higher density, and mixed-use development as demonstrated at City Center Oyster Point, Port Warwick, and hundreds of similar developments throughout the country. This type of development concentrates people, jobs and services in a defined area, thereby making more efficient use of land and urban services, reducing the potential vehicle trips 38 outside of the area, encouraging public transit service, and preventing further sprawl.

This trend will result in the need for revised ordinances and policies to facilitate development on challenging sites while compatible infill development will allow for more creative and high density development in appropriate areas of the city such as those designated as transit-oriented development sites. The Activity Center Plans identified in the Framework for the Future should be completed with accompanying transportation plans to establish clear and de- tailed requirements for development of mixed-use centers that will provide new economic, cultural and housing opportunities for the city and pedestrian friendly environments.

Slow Growth and Out Migration - Though the population growth is stable, Newport News continues to experience some flight of its higher income residents to other localities in Hamp- ton Roads. Due to constraints of being built out, residents who can afford to are moving to the growing suburbs of James City County, York County, Isle of Wight, and Suffolk looking for newer and larger homes, as well as newer school systems. While Newport News provides housing opportunities at a range of prices, the number of new higher-end homes with high quality services is severely lacking. Diversity in the type of housing offered in the city is also limited. As seen with the recent developments at Port Warwick and City Center at Oyster Point, there is a demand for higher-end, higher quality housing opportunities in mixed use, high density settings.

OPPORTUNITIES:

New Urbanism, Redevelopment and the Wise Use of Scarce Land Resources - Newport News developed from an urban grid system or pattern largely before World War II, becoming a less dense suburban pattern from the 1960s through to the 1990s. The city is now more than 95% developed, with most of the built environment oriented around automobile-de- pendent forms of development. The new urbanism movement seeks to recreate more pedestrian-friendly neighborhoods and the city has been fortunate to have caught this new trend in a timely fashion, with such projects as City Center at Oyster Point, Port Warwick and Patrick Henry Place, all incorporating the principles of new urbanism. Recreating the city in this mode, to the extent that new development takes place and the outmoded built environment is redeveloped, will be increasingly important for enhancing the city’s quality of life. Increased quality of life in turn makes the city more competitive in attracting and retaining a skilled, educated and creative labor force to support continued economic development.

Neighborhoods and Gateways - Focused investment in neighborhoods, the protection of existing quality neighborhoods, landscaping, city gateways and corridors is necessary to improve the city’s image. There are many residential neighborhoods in the city that lack identity, and could be improved through beautification, codes compliance, and revitalization of deteriorating facilities. Neighborhood conservation measures may be necessary to preserve compatible scale of housing for certain neighborhoods. Land parcels at the entrance to neighborhoods should be acquired and beautified. With efforts underway to develop the remaining vacant land in the Greater Lee Hall Area, and the ongoing revitalization planning in the Southeast Community, the city has two unique opportunities to create significant gateways at both ends of its limits. Focused investment in potential gateways and major commercial corridors not only enhances the quality of life for Newport News residents, but also provides increased economic development opportunities.

39 Both Port Warwick and City Center in the Oyster Point area of the city are excellent examples of New Ur- banist and mixed-use development that attracts quality development creates a greater sense of place and civic belonging and reduces automobile trips

Reinvestment into Downtown - The reinvention of downtown Newport News has been a long one, decades in the making. There have been both setbacks and successes. Downtown is no longer the unchallenged commercial center of the Peninsula as it once was. The downtown has transitioned from a retail, industrial and entertainment center to a governmental office center, while retaining the industrial base of the Newport News Shipyard.

Along the way, much of the historic commercial and financial core was lost and replaced with fewer newer buildings, leaving large areas of underutilized green space and parking lots, which do not contribute to the city’s tax base.

As mentioned, Downtown Newport News is home to the Newport News Shipyard, the Navy, and various government offices. These uses bring a very large number of office and industrial workers into the downtown area every weekday. However, commercial and service opportunities are extremely limited, and there are many vacant lots and some vacant buildings. The city’s downtown is a redevelopment opportunity through which the existing employment sector could be enhanced and expanded, thereby creating a revitalized downtown that will draw both residents and visitors. A revitalized downtown, which includes a residential com- ponent and supportive retail base, will create an improved image for Newport News.

Public-Private Partnerships - With limited financial resources to improve and grow cities, local and state agencies are turning to partnerships with the private sector to provide services needed for a healthy and high quality of life environment for its residents and businesses. Throughout the country, local government is partnering with private entities and other public institutions to create new transportation opportunities, improved or expanded cultural resources, and mixed-use development through supportive land use controls. In order to maintain healthy neighborhoods and businesses, Newport News will continue to work and partner with the private sector on land use and development opportunities.

40 Photo Courtesy of Dave Spriggs A late 1930s view (left photo) from Washington Avenue looking north at approximately 29th Street. The same view today (right photo) shows how a transition to single-use and loss of numerous architectural styles and enclosed space reduces visual appeal, sense of place, and feelings of security.

Innovative Public Financing Techniques - Another effective and long used funding mech- anism for revitalizing urban areas is a Tax Increment Finance (TIF)district. Essentially, Tax Increment Financing Districts concentrate funding in a specific area, by guaranteeing that increased tax revenue is redirected back into that specific area, rather than go into the general fund. The more property values increase, the more public money pours back into the district, further increasing property values and revenue. TIFs have been successfully utilized across the country, particularly in Chicago. The city runs 131 districts with tax receipts totaling upwards of $500 million for 2006.

Long Term Maintenance and Operations - Larger, historic cities generally have some form of Downtown Development Authority. A Downtown Development Authority typically has a pro- fessional staff and a Board of Directors (Committee). Nearby Norfolk has created a Down- town Improvement District that provides services and plans for special events that enhance the downtown experience and make it more attractive to developers and residents alike.

Photos Courtesy of City of Carmel, Indiana The City of Carmel, Indiana has expanded its small historic downtown by incorporating new, “context sensitive” mixed-use development, shown above.

41 TRANSPORTATION

TRENDS:

Land use, density, and transportation are intrinsically linked, especially as it relates to mass transit/light rail. How far the increases in residential and commercial densities go depends on the city or region’s ability to implement mass transit opportunities. Connectivity is becoming more important and vital to our transportation success. Population, employment, housing and land use policies impact transportation demand. Therefore, many transportation trends and opportunities will depend on the changes in the other topics. There are, however, several continuing trends that can be identified as further affecting the City’s transportation policies.

Statewide, the number of automobiles continues to increase and people are making longer and more frequent trips. The funding and construction of new infrastructure has not kept pace with Vehicle Miles Traveled (VMT). Together, these trends in Hampton Roads lead to increased traffic congestion for an already over-impacted transportation system. With an increased travel demand, comes an increase in the cost per household for automobile use. Rising gas prices, along with increased trip lengths and times, and associated maintenance costs, will impact Newport News residents. Fortunately, Newport News is centrally located within the Hampton Roads region, and is also located near large employment centers. Its central location and diverse mix of uses is reflected in the shorter commute times, as seen in Table 12, than in jurisdictions located on the fringes of the region and are primarily residential, such as Suffolk, Isle of Wight County and York County, which have longer commute times.

Amtrak has seen a large increase in service recently in the Peninsula’s two stations, Newport News and Williamsburg. Annual ridership has increased from 130,000 a year in 2006 to 195,000 a year in 2012, or 42% increase. During the same time period, public transportation usage in Hampton Roads increased by 35%

TABLE 14: COMMUTE TIMES TO WORK – HAMPTON ROADS REGION City Commute Time to Work (Minutes) James City County 10-14 minutes Norfolk 10-14 minutes Virginia Beach 15-19 minutes Hampton 15-19 minutes Newport News 15-19 minutes Portsmouth 20-14 minutes York County 20-24 minutes Chesapeake 30-34 minutes Isle of Wight 30-34 minutes Suffolk 30-34 minutes

CHALLENGES:

Infrastructure Maintenance Costs - The cost to maintain the existing infrastructure has increased due both to the increased Vehicle Miles Traveled and increased construction costs. 42 With funding constraints at local, state and federal levels, the City will be challenged to finance the construction and maintenance of its street network, while Hampton Roads will continue to fall short of the funding needed to improve the region’s transportation system. The Transportation Bill approved by the Governor in March of 2013 may allow for new funding sources to address transportation concerns specific to Hampton Roads. However, it is yet to be seen how this will play out and whether the Peninsula portion of Hampton Roads will lose needed funding to projects located within the Southside portion of the Hampton Roads metro area. TABLE 15: INTER-REGIONAL COMMUTING EMPLOYED IN NEWPORT NEWS City/COUNTY OF RESIDENCE Percent of those working in Newport News Newport News 48.5% Hampton 13.9% York County 4.7% Norfolk 3.7% James City County 3.2% Portsmouth 1.6% Virginia Beach 1.5% Chesapeake 1% Suffolk .57% Isle of Wight .46% TABLE 16: INTER-REGIONAL COMMUTING – LOCATION OF EMPLOYMENT ALL NEWPORT NEWS RESIDENTS City/COUNTY OF EMPLOYMENT Newport News residents Newport News 51.5% Hampton 16.6% York County 7.8% James City County 3.4% Isle of Wight 2.7% Virginia Beach 2.7% Chesapeake 2.4% Norfolk 2.3% Suffolk 2.3% Portsmouth 1.3% Source: HRTPO * Figures for Newport News Residents in Table 13 and 14 are not identical due to the fact that residents may work two or more jobs Interestingly, 82% of all residents of Newport News live and work on the Peninsula. Conversely, only 8.86% percent of those working in Newport News live on the Southside. In addition, the city will need to address transportation concerns facing our aging population. Not only will efficient public transit be necessary, but facilities will need to be handicap accessible, and programs to assist the senior population in ensuring continued mobility will need to be expanded or developed, which may be the primary issue facing seniors today.

Limits to Roadway Expansion - There is limited ability to widen the existing transportation corridors in Newport News and Hampton Roads due to both the lack of available land and funds. The city and region will need to concentrate on developing, promoting and enhanc 43 ing alternative forms of transportation to create a more balanced system. automobiles. Many communities have begun to implement traffic calming standards, which include design elements that slow down traffic. This may include design features such as lane elimination, decreased lane width, on street parking, landscaping, “bulb-outs” at crosswalks, paver block, speed tables, miniature medians known as “chicanes,” and roundabouts. So many communities across the country have begun citywide traffic calming programs that even the Institute of Traffic Engineers, one of the lead promoters of automobile-oriented traffic design, has embraced the concept with a traffic calming design manual of its own.

The Oyster Point area, including Jefferson Avenue, J. Clyde Morris Boulevard and Oyster Point Road, experience considerable congestion during all times of day. The City’s linear geography - compounded by commercial strip land use patterns - reduces the number of alternate routes, placing strain on the limited arterials. The City is working to create more connections to the network of arterials, such as extending Middle Ground Boulevad from Jefferson Avenue to Warwick Boulevard (above right) OPPORTUNITIES:

A Balanced Transportation System - Transit oriented development (TODs) can provide the population and employment concentration to support alternative forms of transportation and reduce travel demand. The City will continue to promote light rail and inter-city rail transit locally and regionally, improved bus service, sidewalks, and bicycle trails. Also, the City may investigate long range plans for a Ferry service between downtown Newport News and downtown Portsmouth and Norfolk as a way of reinvesting in downtown.

Newport News is served by both commercial air service and Amtrak service to the Northeast, giving the city premier access to many destinations in a balanced approach.

Traffic Calming and Complete Streets - While the post World War II era of development and transportation has been dominated by designing for automobile usage, the past ten years have seen a paradigm shift in how we view transportation options and safety. The concepts of traffic calming and complete streets focus on both improving safety by reducing vehicular accidents and providing greater transportation choices, by designing for more than just 44 automobiles. Many communities have begun to implement traffic calming standards, which include design elements that slow down traffic. This may include design features such as lane elimination, decreased lane width, on street parking, landscaping, “bulb-outs” at crosswalks, paver block, speed tables, miniature medians known as “chicanes,” and roundabouts. So many communities across the country have begun citywide traffic calming programs that even the Institute of Traffic Engineers, one of the lead promoters of automobile-oriented traffic design, has embraced the concept with a traffic calming design manual of its own.

The roundabout at Thimble Shoals Drive and Town Center Drive (left) is an example of traffic calming that creates landscaped public spaces while encouraging and protecting pedestrian traffic while also providing for premium locations for the city’s public arts programs. “Bulb outs” at this location also reduce the area of roadway that pedestrians need to cross. Traffic tables and speed humps (right) are a more traditional way to calm traffic and are currently in place at various locations around the city.

Municipalities can be proactive with the planning and implementation of complete streets and traffic calming initiatives, as they have the planning and funding powers within their Capital Improvement Plans to begin implementing these design concepts. Traffic calming in particular is politically popular with residents, as it is seen as the city being proactive in developing a safer vehicular and pesdestrian system.

The City has been making investments in current public transportation needs and is planning for long range transportation improvements that envisions more options for transportation

45 Innovative Infrastructure Financing - Initial funding for infrastructure could be authorized by the City through a bond referendum. Should a referendum to the citizenry to invest in the upgrading of infrastructure be successful, it would be a sign of citizen commitment and interest in revitalizing targeted areas of the city. Another source of revenue could be through the federal government. The present administration has initiated a number of federal grants, such as TIGER grants and TIFIA loans through the Federal Department of Transportation (DOT), and Sustainability Grants through a joint program being administered by the Federal Environmental Protection Agency (EPA), DOT and Housing and Urban Development (HUD) offices.

Photo Courtesy of National Complete Streets Coalition Many Southern cities previously considered “car-oriented” – such as Charlotte, NC - are rapidly moving to include bike lanes and other “complete streets” design. By comparison, there are many “auto oriented only” corridors in Newport News that need to be updated to include multi-modal options, such as the Rivermont corridor along Warwick Boulevard just south of the more pedestrian friendly Hilton Village community (right photo). URBAN DESIGN

TRENDS:

Many communities across the country are revising their planning and zoning processes, to move away from the use based approach of conventional zoning, which has predominated the field for the past 70 years, to a more “form based” approach. Much of this movement to a more form based approach may be the result of greater interest in mixed-use and New Urbanist development. These developments emphasize a mix of land uses in proximity to one another over single uses separated from each other. They also prioritize architectural style and detail over land uses impacts to one another.

City Center at Oyster Point and Port Warwick are examples of this recent development trend in Newport News. The demolition of the failed single-use (commercial) Coliseum Mall in Hampton and the redevelopment into a successful mixed-use development is a good indi- cator of not just the urban planner’s interest in this new form of development, but also the acceptance of the general public. Form Based Codes and other similar types of zoning regulations attempt to not only make it easier for developers to build this form of development, but to also attract and locate this desired development in targeted areas.

CHALLENGES:

The City of Newport News uses a fairly conventional zoning regulation. Conventional zoning 46 dictates a strict separation of uses, which has led to the predominantly strip commercial centers land use pattern, with single residential communities located behind, and isolated pockets of multi-family and mixed-use. These uses have little rational interaction with one another, and the isolation leads to auto-dependency, traffic congestion and often visual blight as older single use commercial centers become economically unviable.

Furthermore, conventional zoning encourages urban sprawl, a situation where it is more economically feasible to develop on new property as opposed to redeveloping an existing site. This decades long cycle of abandonment and new construction has left large areas of the city, including the downtown and southeast areas, in a blighted and visually unappeal- ing state. As the city approaches build out and runs out of developable land, this cycle no longer is viable, and the regulatory process must therefore change.

Photo Courtesy of Christopher Newport University The Georgian architecture of the growing CNU campus offers a fine example for the city to build upon in the Avenue of the Arts neighborhood and city wide.

OPPORTUNITIES:

Form Based Codes – Many jurisdictions are updating their zoning regulations to include some form of Form Based Codes, which incorporate design and aesthetic regulations into zoning requirements. Some communities have adopted these codes citywide, while others have adopted them in only targeted areas. In Virginia, it may not be possible to adopt these as a citywide zoning regulation due to “Dillon Rule” statutory requirements. However, many jurisdictions in the state, such as Arlington County, have adopted Form Based Codes as overlay zoning districts that target certain areas for development. Currently, Newport News has architectural guidelines for certain areas such as the Regional Business District (traditional- downtown) and City Center at Oyster Point. However, these are only guidelines and can be difficult to enforce through the zoning regulations. Form Based Codes may be an opportunity to allow the city greater enforcement of desired urban design standards.

Stronger Urban Design Standards Citywide – As mentioned above, it may not be possible to adopt a city wide Form Based Code due to Virginia law. However, there may be ways to expand regulations on urban design standards city wide by utilizing the existing zoning code.

47 This may be done by enacting a stronger sign code, and also adopting a common “design theme” or themes based on several local styles that relate to the diverse history of Newport News. Some communities have developed a “pattern book” which encourages developers to design projects based on historically local themes seen within the city. For instance, the Hilton Commons project on the old Camp Morrison site uses a pattern book for its architecture which reflects the “English Cottage” style of the historic Hilton community nearby. Wil- liamsburg has implemented Corridor Overlay Guidelines which require that architecture “be an evolution of and compatible with Williamsburg’s design traditions, forms and materials.” The guidelines further state that “traditional architecture styles associated with Williamsburg include Colonial Revival, Georgian Revival, and Tidewater Virginia Vernacular.

Investment in new infrastructure - As the City matures and approaches build out, it has sys- tematically been upgrading its infrastructure. Older infrastructure, such as traffic lighting, signaling, power poles and lines, and pedestrian areas landscaping that are not maintained or replaced can begin to give the appearance of a blighted area. There is a well accept- ed notion that private dollars follow public investment. As the City looks more and more to redevelopment as a means to expand the tax base, it will be imperative to upgrade infrastructure as a means to lure reinvestment. The City has already upgraded infrastructure in the City Center area, as well as along Warwick Boulevard adjacent to CNU campus. Also, the City is upgrading infrastructure in a 11-block segment of the Jefferson Avenue corridor in the Southeast neighborhood. Areas currently in need of infrastructure upgrades include Warwick Boulevard in the Rivermont area, the Warwick Boulevard and Denbigh Boulevard area, and downtown along Washington and Huntington Avenues and Warwick Boulevard.

Photo Courtesy of Mall Properties, Inc. Photo Courtesy of Dave Spriggs What’s old is new again. Architecture and mixed-uses at the new Peninsula Town Center (left photo) in Hampton looks strikingly familiar to downtown Newport News of 70 years ago (right photo). Similar architecture could be recommended for new buildings in the downtown area to restore its historic character and returning to a more vibrant mixed-use pattern of development. Retail development outside of Dallas, TX, (next page) reflects the historic commercial architecture of that area. This is also known as “Context Sensi- tive Architecture.” Wayfinding – The City has implemented Phase I of the Wayfinding Program in the area of City Center at Oyster Point and Avenue of the Arts. This program has successfully created as sense of continuity and place, in addition to providing direction. Expanding this signage citywide will not only enhance the visibility of the city’s greatest assets and destinations, it will also increase the quality of life by bringing a common sense of unity and place to the city’s

48 Photos courtesy of Southlake Town Center of Southlake, Texas

Corridors and Plan Areas – The Planning Department has been active for many years, developing specific plans for areas of special interest and corridors. Recent examples include the Warwick Boulevard Corridor Study and the Lower Jefferson Avenue Corri- dor Study. Both of the plans have resulted in improvements and investments in those areas.

Updating Downtown Design Standards – The Regional Business District has design standards and guidelines that were developed in the 1980s. The design standards and guidelines are outdated and do not reflect the latest thinking in urban planning and design. Meanwhile downtown development has increased in the past few years and developers should be under the guidance of an updated Guideline document. In order to protect the historic nature of the downtown, the city should look into updating Wayfinding signs (above) have the downtown design standards and guidelines, to ensure high already been erected in the quality development that is sensitive to the historic context of the Oyster Point area. downtown area.

Upgrading of infrastructure, such as using vintage street lighting for both cars and pedestrians and under- grounding of utilities, (left photos) vastly improves the overall appearance of the city and encourages redevelopment of property, which is critical to the city’s future. 49 The developer of Hilton Commons developed design guidelines (above) based on vernacular architecture and historic fabric of neighboring Hilton Village. More developers should use the city’s historic fabric as a guideline for design to better preserve the unique character of Newport News.

Updated Design Guidelines should suggest that new development be context sensitive with the existing urban fabric in redevelopment areas such as the downtown. New development should be seamlessly incorporated into the fabric of existing structures, such as this residential townhome in downtown (above right).

The City has embarked on a multi-million dollar project to underground utilities and install vintage street lighting in the historic 25th Street and Jefferson Avenue area (left). In contrast, above ground utilities create visual blight and detract from historic structures along Huntington Avenue in downtown Newport News (right). 50 HISTORIC PRESERVATION

TRENDS:

Increased public appreciation for historic resources will continue to influence City policy and lead to growing support of conservation efforts. The most visited cities in the country, and often ones that are perceived as “charming” and desirable places to live, are often ones that have large amounts of historic neighborhoods and commercial centers. In this respect charm and character can equal economic development and thriving tax bases. Regional examples of this include Annapolis, MD, Wilmington, NC, Charleston, SC, and Staunton, VA, just to name a few.

Investment in restoring and revitalizing remaining historic structures and neighborhoods in Newport News and the creation of new historic districts in appropriate locations not only will enhance these resources as attractions for visitors and tourists, but also preserve the unique qualities and neighborhood character for Newport News citizens and enhance the city’s “Sense of Place,” leading to greater civic pride.

The Newport News Post Office and Customs House is an excellent example of Beaux-Arts Architecture popular in the first two decades of the 20th Century. The Village Theater is an excellent example of Art Deco Architecture.

The Warwick Hotel (follow- ing page) and the First United Methodist Church (far left) in downtown Newport News represent Neo-classical, Art Deco and Romanesque styles of historic architecture respectively. Re- maining historic properties, such as this commercial block on Washington Avenue and 34th Street (left) should be prioritized for preservation and redeveloped into retail or housing.

51 CHALLENGES:

Newport News once had a large assortment of Beaux-Arts, Neo-Classical, Art Deco and “Richardsonian” architecture that is often found in some of the region’s most historic cities and celebrated neighborhoods, such as Washington DC’s Dupont Circle neighborhood, Richmond’s Monument Avenue and Baltimore’s Federal Hill.

Much of the historic commercial core and the surrounding historic housing districts in both the Washington and Jefferson Avenue central business districts were lost over time, due to the growth of shopping centers further north, stalled redevelopment programs and the construction of I-664 between these two districts. The present situation has led to numerous vacant lots and underutilized open spaces that lead to an undesirable perception of the area and a less than appealing visual environment. This perception is most likely unwarranted, given that the downtown area continues to employ thousands of people at the Government courts and offices, the Port Authority and Newport News Shipyard. It has also somewhat successfully transitioned from commercial and entertainment to a governmental office center. However, loss of the historic fabric within these communities contributes to negative perceptions that downtown is isolated and has security issues. These negative perceptions are then translated to the city as a whole, despite the fact that many areas, such as Oyster Point, are thriving economically.

OPPORTUNITIES:

Newport News is a historic city, despite the loss of a significant amount of historic commercial, civic and residential structures. It is one of the oldest settled areas in the country and is surrounded by historical sites such as Jamestown, Colonial Williamsburg and Yorktown. There are also numerous historic structures scattered throughout the downtown, and preservation of these historic structures is paramount. A recent study released in APA’s Planning Magazine indicated that a 10 year program of investing in historic preservation and rehabilitation utilizing historic preservation tax credits in Columbia, MO, led to a total investment of $88.8 million – which translated into 950 jobs, $73 million in earning for local households, and $201 million in additional revenue generated in the local economy.

When redeveloping adjacent to these structures or within these neighborhoods, the City and developers should take the utmost care and effort to protect, preserve and restore these structures and integrate them into new development if possible. Adjacent new development should be respectful by being of compatible design, architectural style and use. Expansion of historic districts is also critical to better protect the city’s historic buildings and neighborhoods. Currently, based on recommendations from the Southeast Community Plan, the city is considering additional historic districts within the Southeast Community, in addition to the two existing historic districts.

52 As Newport News redevelops into the future, one of its key strategies should be to incorporate the old into the new, so the City may continue to market itself as a community with its eye on the future, while respecting and celebrating its rich traditions and its past.

The Church Brew Works in Pittsburgh, Pennsylvania (above left) is another good example of a re-adaptation of a historic church, which could be considered an example for an adaptive re-use of a city owned historic church. (above right)

Examples of adaptive reuse historic buildings do exist in downtown, such as this loft style apartment building on Warwick Avenue (upper right). The Art Deco Coca Cola Bottling Plant is a prime target for additional loft style housing. The Newport News Redevelopment and Housing Authority is redeveloping the block of Jefferson Avenue and 28th Street in the Southeast Community by incorporating the historic Kline Furniture Store and new and rehabilitated structures. This should serve as a model to follow. Restored historic properties integrated into new development in the downtown area is critical to preserving character of the area, and giving downtown a greater sense of place. 53 NOTES