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LYNCHBURG

TOGETHER

CITY OF LYNCHBURG COMPREHENSIVE PLAN

DRAFT AUGUST 2026

D Acknowledgements

T AF

The City of Lynchburg would like to recognize and thank the individuals who provided their time, input, and expertise for the creation of this Comprehensive Plan.

City Staff

City Council

Wynter Benda, City Manager Marjette Upshur, Director of Economic Development and Tourism Tom Martin, Director of Community Development Rachel Frischeisen, City Planner Eve Mergenthaler, Senior Planner Charlotte Lester, Neighborhood Planner II

Larry Taylor, Mayor, At-Large Curt Diemer, Vice Mayor, Ward III Jacqueline Timmer, Ward I Sterling A. Wilder, Ward II Chris Faraldi, Ward IV Marty Misjuns, At-Large Stephanie Reed, At-Large

Planning Commission

Technical Team

Tom Rogers, Chair Dave Henderson, Vice-Chair Mark Cox Charles Gammon David Perault Gary Woodson Erik Amy

Berkley Group

Lynchburg Together

The City of Lynchburg Community

D Table of Contents

T AF

Web users of this Plan can click each chapter name to be taken directly to the page.

About the Plan Key Themes and Opportunities Community Form City Growth and Character Housing and Neighborhoods Community Framework

53 71

Mobility and Connectivity

Infrastructure and Facilities

Community Function

109

Economic Development and Tourism

111

Healthy Environments, Safe Neighborhoods

127

Implementation

143

Appendices

175 2

D Table of Maps and Tables

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Web users of this Plan can click each map or table name to be taken directly to the page.

Map 1.1 | Planning Jurisdiction Map 3.1 | Development Constraints Map 3.2 | Future Land Use Map

10 35 38

Table 3.1 | U.S. Department of Housing and Urban Development (HUD) Area Median Income (AMI) Limits

Table 3.2 | College-Age Individuals: Population Projections

Table 3.3 | Zoning Ordinance Evaluation

Table 3.4 | Housing Assistance Programs

Table 4.1 | Priority Transportation Projects

Map 4.1 | Priority Transportation Projects

Table 6.1 Implementation Matrix

151

Lynchburg Together

FOR

M E A WO R F

FUN

N O I CT

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Form refers to the physical shape and layout of a city or community. It includes the design of streets, blocks, buildings, open spaces, and neighborhoods. 7'%3 +472 .3Q;*3(*8 -4= 5*451* move, interact, and experience their environment.

Framework refers to the system of infrastructure that organizes and supports development over time. It includes transportation networks, community facilities, water and sewer utilities, and stormwater systems that all guide how the urban form develops.

Function describes how areas within Lynchburg serve people’s needs. It focuses on the purpose of ).L*7*39 1%3) ;8*8 and systems, such as commerce, education, and recreation, and how these uses support public health, economic vitality, and overall quality of life. 4

1 | About the Plan

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D 5

Lynchburg Together

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D About the Plan

> Legal Basis for Comprehensive Plans > Planning Jurisdiction > Relationship to Other Plans & Ordinances > Creating Lynchburg Together > Community Engagement > Using Lynchburg Together

Lynchburg Together

When the Plan is adopted and implemented, it will facilitate more informed, transparent, and responsive decision-making.

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IN THIS CHAPTER

A Comprehensive Plan is a community's most important document regarding growth, development, and change. The Plan serves as a land use policy guide, establishing a vision for the future by addressing existing conditions and future goals for a broad range of topics. These .3(1;)* .88;*8 =-.(- ).7*(91? %L*(9 residents such as transportation, economic development, housing, community facilities, and public safety. Lynchburg Together serves as the community’s high-level vision to guide City-wide policy decisions for the next 10 to 20 years. Although it is not regulatory in nature, it provides City leadership, elected 4V(.%18Ĺ %3) 9-* ,*3*7%1 5;'1.( with a rational basis for land use decisions, budgeting, capital improvements, and other issues.

Lynchburg Together is based on extensive research, data analysis, and, most importantly, community input. The Plan describes the community’s long-term vision for itself along with goals and actionable strategies to aid Lynchburg in achieving this vision.

D Legal Basis for Comprehensive Plans

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The Code of Virginia requires every locality in the state to adopt a Comprehensive Plan. Code of Virginia § 15.2-2223 and § 15.2-2224, among 49-*78Ĺ 4;91.3* 9-* 7*6;.7*) %3) 459.43%1 1%3 *1*2*398 %3) 4L*7 % ,*3*7%1 framework for plan activities. Typical elements of a Comprehensive Plan include, but are not limited to: > Future land use planning maps and recommendations for development. > A comprehensive system of transportation facilities, including maps and cost estimates for improvements. > A system of community service facilities. > Areas and implementation measures for the construction, rehabilitation, and maintenance of a variety of attainable housing options. > Strategies to provide broadband infrastructure. > Urban development areas appropriate for higher density development, 7*)*<*1452*39Ĺ %3) .3N11ĸ State requirements for Comprehensive Plans also recognize that community development is on-going and ever-changing. For this reason, Code of Virginia § 15.2-2230 requires localities to review the Comprehensive Plan every N<* ?*%78 %3) %2*3) %8 3**)*) 94 *38;7* .98 (439.3;*) %551.(%'.1.9? %3) usefulness to the community.

CODE OF VIRGINIA §15.2-2223

“The Comprehensive Plan shall be made with the purpose of guiding and accomplishing a coordinated, adjusted and harmonious development of the territory which will, in accordance with present and probable future needs and resources, best promote the health, safety, morals, order, convenience, prosperity and general welfare of the inhabitants, including the elderly and persons with disabilities.”

Chapter 1 | About The Plan

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D Planning Jurisdiction

The Comprehensive Plan applies to the City of Lynchburg’s 4V(.%1 51%33.3, /;7.8).(9.43Ĺ =-.(- *3)8 %9 9-* .9?ŝ8 boundaries (Map 1.1). However, responsible regionalism and partnerships with neighboring jurisdictions are .25479%39 .3 *L*(9.<*1? 8-%5.3, 9-* .9?ś8 +;9;7*ĸ 8 8;(-Ĺ the Plan recognizes and prioritizes collaboration with its regional partners as a vital aspect of long-range planning.

Lynchburg Together

Development, demographic, and economic trends in the City’s neighboring localities – Amherst, Bedford, %3) %25'*11 4;39.*8 Ŏ %11 .3Q;*3(* 6;%1.9? 4+ 1.+* %3) land use patterns in the City of Lynchburg. While the City of Lynchburg does not have political jurisdiction over decisions in its neighboring localities, it works as a partner of the Central Virginia Planning District Commission (CVPDC) – a regional organization that provides planning services and technical assistance to its member jurisdictions. Much of the information in this 1%3 ';.1)8 43 *>.89.3, 7*,.43%1 89;).*8 %3) *L4798Ĺ %3) many of the strategies will require regional coordination 94 7*%1.@* 9-* -.,-*89 '*3*N9 94 9-* .9? 4+ ?3(-';7,ĸ

Map 1.1 Planning Jurisdiction

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Legend City of Lynchburg James River Streets Highways Major Arterial Minor Arterial Collector Local

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Chapter 1 | About The Plan

Relationship to Other Plans & Ordinances Lynchburg Together ';.1)8 43 %3) .39*,7%9*8 5%89 %3) (;77*39 51%33.3, *L4798Ĺ .3(1;).3, *>.89.3, 51%38Ĺ 541.(.*8Ĺ ordinances, studies, and strategic documents, by incorporating their ideas and recommendations into this Plan. -* 1%3 .3Q;*3(*8 +;9;7* ;5)%9*8 94 %11 .9? 1%3) )*<*1452*39 7*,;1%9.438 %3) )*(.8.438ĸ 43.3, 2%99*78Ĺ (%5.9%1 improvements, transportation projects, and environmental and historic preservation initiatives will all rely on the contents of the Plan.

Capital Improvement Plan The City of Lynchburg’s Capital Improvement Program (CIP) is a shortterm plan to identify and fund capital project needs. The CIP prioritizes capital projects, estimates their costs and timeline, and determines potential funding sources. City Council is then responsible for appropriating expenditures in either the annual operating budget or a separate capital budget. There are numerous community '*3*N98 9-%9 7*8;19 +742 9-* (7*%9.43 of a CIP, including guaranteed annual review of the capital construction and infrastructure maintenance needs of Lynchburg, enabling the City to '*99*7 51%3 % N3%3(.3, 897%9*,? +47 capital improvements and annual operating requirements, and allowing for programming of multi-year capital projects. The Comprehensive Plan directly informs the projects included in the CIP, including prioritization and assigning responsible parties for accomplishing each project. The community’s goals and long-range vision for land use and investment are fully realized when the City ensures the priorities of the CIP align with the priorities of the Comprehensive Plan.

Lynchburg Together

T AF

Zoning & Subdivision Ordinance -* .9? 4+ ?3(-';7,ś8 43.3, %3) Subdivision Ordinances are the primary tools used to realize the vision of the Comprehensive Plan. While the Comprehensive Plan articulates Lynchburg’s ideal vision, goals, strategies, and objectives for land ;8* %3) )*<*1452*39Ĺ 9-* 43.3, and Subdivision Ordinances serve to directly regulate the location, form, and character of development. The Plan should therefore guide all updates to 9-* 43.3, %3) ;').<.8.43 7).3%3(*8ĸ These Ordinances should also be reviewed in their entirety on an annual basis to ensure that they align with the Comprehensive Plan. In addition, when a development or rezoning application is submitted to Lynchburg, the City Council and Planning Commission must ensure that the application meets the 85*(.N( 89%3)%7)8 4+ .9? 7).3%3(*8 and contributes to the successful implementation of the Plan.

Other Plans, Studies, & Initiatives Local, regional, and state plans, studies, and initiatives all inform the Comprehensive Planning process, while the Comprehensive Plan informs the development of future planning initiatives. Lynchburg Together encompasses multiple community plans, studies, and initiatives to ensure regional coordination. Some of the existing plans and studies that work in tandem with this Plan are listed below. Additional plans and studies are referenced throughout the Plan.

T AF

Small Area Planning Small area planning, which may also be referred to as neighborhood planning, is a comprehensive planning process that is focused on a smaller subarea of a 14(%1.9?ĸ -* 7*8;19 .8 % )*9%.1*)Ĺ 3*.,-'47-44)Ō85*(.N(Ĺ planning guide that focuses on how to implement land use and development goals that are unique to the 85*(.N( %7*% *<%1;%9*) .3 9-* 51%3ĸ -* 4<*7%7(-.3, vision, goals, and strategies of the Comprehensive Plan 8-4;1) .3Q;*3(* 9-* 82%11 %7*% 47 3*.,-'47-44) 51%3 in order to ensure that implementation is cohesive, consistent, and coordinated. Building on the recommendations of the Comprehensive Plan document, the following areas of Lynchburg have 85*(.N( 51%33.3, )4(;2*398 9-%9 -%<* '**3 %)459*) by City Council as more detailed subsets of the Plan. These small area plans should be reviewed and updated alongside review of the Plan to ensure consistency.

> > > > > >

> > > > > > > > > > > > > >

Atlanta Avenue Campbell Avenue | Odd Fellows Road Dearington Diamond Hill Downtown 2040 .R- 97**9 Forest Brook Graves Mill Road Tinbridge Hill Neighborhood Midtown Route 221 Corridor Tyreeanna/Pleasant Valley Wards Ferry Road Wards Road

Parks and Recreation Master Plan Lynchburg Fire Department 2018 Strategic Plan Ivy Creek Innovation Park Master Plan City of Lynchburg Six-Year Improvement Plan (SYIP) Region 2000 Comprehensive Economic Development Strategy (CEDS) Central Virginia Transportation Improvement Program (CVTIP) Central Virginia Transportation Planning Organization (CVTPO) 3.N*) 1%33.3, 470 Program (UPWP)

Chapter 1 | About The Plan

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D Creating Lynchburg Together

August 2022

Lynchburg Together

October 2023 March 2024

Joint Worksessions

April 2024 - January 2025

ent nem ﬁ e Public Open House Agency Review Joint Worksession TBD

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Public Survey Public Workshops Focus Groups

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Planning Commission & Economic Development Authority .(04L

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Plan Dr

Initi ati

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Lynchburg Together is the culmination of nearly two years of research, data analysis, and most importantly, community input and engagement. Throughout the planning process, this Comprehensive Plan update has taken deliberate steps 94 ,;%7%39** 9-%9 (422;3.9? <4.(*8 )*N3* 9-* .9? 4+ ?3(-';7,ś8 <.8.43 %3) ,4%18 +47 94)%? %3) 9424774=ĸ -* .9? (%3 continue to look for ways to promote this Plan and engage the community as partners in its implementation.

ion Public Hearing & Adoption TBD

Implementation Ongoing

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Community Engagement

Focus Groups Eight focus group meetings were held in early March 2024. These roundtable discussions brought together 7*57*8*39%9.<*8 4+ 4<*7 ŸŴ ).L*7*39 employers, educational institutions, and community organizations to share knowledge and ideas relevant 94 9-*.7 N*1)8 4+ *>5*79.8*ĸ 4(;8 group participants were grouped by topic, as follows: > Housing and Neighborhoods > Land Use and Development > Community Facilities and Services > Parks, Recreation, and Historic Preservation > Environmental Stewardship and Natural Resources > Mobility and Transportation > Education and Workforce > Economic Development And Investment

Community Survey During the community engagement process, a public survey was made available to collect input from the broader community. The survey was accessible both online and as a paper copy between October 15, 2023 and March 1, 2024. In total, 257 community members took the survey.

T AF

Community Workshops Four public workshops were held in fall 2023 to gather community input. The public workshops began with a brief presentation that explained the comprehensive planning process. Following the presentation, attendees worked in groups to (4251*9* 9=4 *>*7(.8*8ĸ -* N789 addressed City-wide strengths, weaknesses, opportunities, and goals for the future. Additionally, each group focused on a key planning element: Economic Development, Community Character, Housing and Neighborhoods, Natural Resources, or Transportation. Workshops were held on the following dates: > November 15, 2023 | Paul Munro Elementary School > November 16, 2023 | Heritage Elementary School > December 2, 2023 | R.S. Payne Elementary School > December 14, 2023 | Perrymont Elementary School

Plan Website

Chapter 1 | About The Plan

D 1%3 7%R.3,

Lynchburg Together

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T AF

The City of Lynchburg Planning Commission is ultimately responsible for reviewing and recommending the proposed changes to the Comprehensive Plan, as directed in Code of Virginia §15.2-2223. Code of Virginia § 15.2-2230 additionally calls for the Comprehensive Plan to be reviewed by the local Planning Commission %9 1*%89 43(* *<*7? N<* ?*%78 94 determine whether it is advisable to amend the Plan. 1%3 )7%R.3, =%8 (43);(9*) through a collaborative approach '*9=**3 .9? 89%L %3) 9-* *701*? Group planning consultants. The Planning Commission reviewed )7%R8 %3) 574<.)*) .35;9 %3) guidance during worksessions in 2024 and 2025.

Public Review

Comprehensive Plans are a product of the community’s input as interpreted through the lens of appointed and elected decision makers. As such, the Plan follows a public review and 7*N3*2*39 5*7.4) 9-%9 *38;7*8 the Plan accurately represents the community’s concerns and has developed a path to address them. -* )7%R 1%3 =%8 2%)* 5;'1.( for review to solicit public opinion. On XX date, the City of Lynchburg hosted a Public Open House to showcase progress and gather +**)'%(0 43 9-* )7%R*) 51%3ĸ

With the inclusion of changes suggested during the public 7*N3*2*39 5*7.4)Ĺ 9-* 7*<.8*) )7%R 1%3 =%8 2%)* %<%.1%'1* +47 public review and considered by the Planning Commission and City Council through a formal public hearing process, as required by Code of Virginia.

(Editor’s Note: This section will be updated following the completion of the public review phase)

D Using Lynchburg Together

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Comprehensive Plans are community documents and are used by a variety of individuals and stakeholders. The Comprehensive Plan serves the community well when it is consistently used to make recommendations and decisions. The Planning Commission should conduct annual reviews to identify necessary amendments and track progress. Periodic or regular reviews should analyze the implementation matrix and performance indicators to measure achievements and prioritize strategies to meet community goals.

Private citizens, business owners, and developers use the Plan to better understand the community’s assets, vision, and development goals. .9? 89%L %3) 1%33.3, 422.88.43 use the Plan when reviewing zoning %551.(%9.438 %3) )7%R.3, 47).3%3(*8Ĺ striving for consistency with the community’s vision. City Council uses the Plan to guide decisions on budget priorities, capital projects, and ordinance amendments. Regional partners use the Plan to understand local priorities and advocate for grant funding and studies.

Chapter 1 | About The Plan

Ŷ ő *? -*2*8 %3) Opportunities

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D 17

Lynchburg Together

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D Key Themes and Opportunities

IN THIS CHAPTER > Key Themes: What We Heard and Opportunities to Address Them > Plan Structure and Vision > Catalyst Projects

Lynchburg Together

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The key themes provided here represent the overarching priorities, (-%11*3,*8Ĺ %3) ,4%18 .)*39.N*) 9-74;,- )%9% %3%1?8.8Ĺ %3) (422;3.9? .35;9ĸ -*? 7*Q*(9 9-* 2489 57*88.3, .88;*8 %3) 455479;3.9.*8 +%(.3, Lynchburg. These key themes and opportunities for improvement, guide the Plan’s goals, objectives, and strategies to ensure a coordinated and community-driven vision for Lynchburg’s future.

*N3* %3) 749*(9 422;3.9? Form

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?3(-';7,ŝ8 (422;3.9? +472 (%3 '* '*99*7 )*N3*) %3) 5749*(9*) 9-74;,- 9-4;,-9+;1 1%3) ;8*Ĺ 7*)*<*1452*39Ĺ %3) 3*.,-'47-44) 51%33.3,ĸ .9- 1.2.9*) 1%3) %<%.1%'.1.9?Ĺ ?3(-';7,ś8 ,74=9- =.11 7*1? -*%<.1? 43 .3N11 )*<*1452*39 and the adaptive reuse of underutilized spaces. During public engagement, the community expressed support for -.,-*7Ō)*38.9?Ĺ 2.>*)Ō;8* )*<*1452*39 =-*7* (439*>9;%11? %557457.%9*, particularly in the downtown core, aging (422*7(.%1 (477.)478Ĺ %3) =%10%'1* 3*.,-'47-44)8 47 9-48* =.9- %((*88 94 5;'1.( 97%385479%9.43ĸ 43.3, (-%3,*8 that support a =.)*7 7%3,* 4+ -4;8.3, 9?5*8, including “missing middle” options like duplexes and townhomes, are 3**)*) 94 *38;7* -4;8.3, %L47)%'.1.9? %3) 3*.,-'47-44) <.9%1.9?ĸ 7*%9.3, (4251*9*Ĺ +;11Ō8*7<.(* 3*.,-'47-44)8 with access to jobs, schools, parks, and essential services will help reduce car dependency, provide housing for all, and accommodate new growth without compromising Lynchburg's character.

Create a More Connected Community Framework

Lynchburg's community framework can be better connected through improved physical mobility and enhanced social cohesion. While Lynchburg's existing road network is generally adequate today, it is not positioned to accommodate future growth without strategic improvements. During public engagement, the community called for safer, more %((*88.'1* 97%385479%9.43 459.438Ĺ .3(1;).3, 8.)*=%108Ĺ '.0* .3+7%897;(9;7*Ĺ 97%.18Ĺ %3) .2574<*) 5;'1.( 97%38.9. These mobility improvements must be paired with 247* 74';89 .3+472%9.43Ō8-%7.3, %3) (422;3.9? *3,%,*2*39 strategies that help bridge divides between neighborhoods, promote trust in local government, and activate public spaces. Parks, (;19;7%1 <*3;*8Ĺ %3) 9-* %2*8 .<*7+7439 =*7* 7*5*%9*)1? .)*39.N*) %8 %88*98 9-%9Ĺ .+ +;11? .3<*89*) .3Ĺ (%3 *3-%3(* 9-* City's social and physical connectivity.

Improve Community Function Lynchburg's community function can be improved by *3-%3(.3, (447).3%9.43Ĺ 7*);(.3, .3*V(.*3(.*8Ĺ %3) (%59;7.3, .98 +;11 *(4342.( 549*39.%1. During public engagement, the community emphasized the need for stronger collaboration across public services, particularly in housing, education, and social support systems, where limited funding and fragmented services create gaps. The City’s identity, shaped by its 7.(- -.8947?Ĺ 3%9;7%1 '*%;9?Ĺ %3) 3*9=470 4+ -.,-*7 *);(%9.43 .389.9;9.438, can be a powerful asset, but the community also expressed a desire to build a more cohesive narrative about who Lynchburg is and what it aspires to be. By leveraging key institutions, addressing persistent 1.%'.1.9.*8 1.0* '1.,-9 %3) ).8.3<*892*39Ĺ %3) %1.,3.3, *(4342.( )*<*1452*39 *L4798 =.9- =470+47(* 3**)8Ĺ ?3(-';7, can unlock greater opportunity for all of its residents. Chapter 2 | Key Themes and Opportunities

Plan Structure

A meaningful Comprehensive Plan looks 10 to 20 years into the future toward a vision of what a place can be. This vision is based on the collective input from the community and should be supported by the City, residents, business owners, and other community members. The vision serves as the overarching priority for the Comprehensive Plan, guiding the development of goals and strategies for each planning element. The vision is a broad, aspirational statement headlining the entire Comprehensive Plan, and its words are (%7*+;11? (-48*3 94 7*Q*(9 9-* 2489 .25479%39 .88;*8 43 9-* 2.3)8 4+ (422;3.9? 2*2'*78ĸ 4= 9-* .9? %(-.*<*8 9-.8 <.8.43 .8 % 143,Ō9*72 574/*(9Ĺ %(-.*<*) 9-74;,- 9-* ,4%18 %3) 897%9*,.*8 .)*39.N*) .3 *%(- Plan Element. Plan Elements are the backbone of the Comprehensive Plan. Every community is comprised of physical elements, economic factors, and social structures that combine to create the distinct places we call home. When we plan for communities, we must consider each of these elements. Lynchburg Together addresses six plan elements, categorized by three key themes: Form, Framework, and Function. Each plan element contains an analysis of key issues and opportunities, an overarching goal, supporting 4'/*(9.<*8Ĺ %3) 85*(.N( 897%9*,.*8 94 '7.),* %3? ,%58ĸ %0*3 94,*9-*7Ĺ 9-*? (7*%9* 9-* ,;.)* 9-%9 %114=8 us to achieve the vision for the Lynchburg of 2045.

What we aspire to

T AF VISION

What we believe in

KEY THEMES

Š GOALS

IMPLEMENTATION PLAN

Lynchburg Together

What we want to achieve

How we will achieve it

Who is involved & when

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Key Themes and Opportunities

Chapter 2 | Key Themes and Opportunities

222

FORM

Š Š CHARACTER

FRAMEWORK

Š CONNECTIVITY

FUNCTION

COMMUNITY

Continue to facilitate development that is high-quality and complementary to neighborhood character.

422.9 94 .3+472*)Ĺ 7*85438.'1*Ĺ %3) (489Ō*L*(9.<* planning policies and initiatives.

7*%9* % 7*8.1.*39Ĺ *V(.*39Ĺ %3) -%7243.4;8 framework for future growth and investment.

Facilitate the development of high-quality housing options that are attainable to the full spectrum of Lynchburg’s workforce.

Proactively address vacant and deteriorating properties through implementing rigorous code compliance procedures.

Enhance quality of life through ensuring all of Lynchburg's neighborhoods are livable.

251*2*39 897%9*,.*8 9-%9 .2574<* 97%V( 2%3%,*2*39Ĺ Q4=Ĺ %3) *V(.*3(?ĸ

7*%9* % 8%+*Ĺ *V(.*39Ĺ %3) multimodal transportation network that enhances connectivity, promotes active transportation, and supports economic development.

Enhance safety for all users of Lynchburg's transportation system.

Support economic development through transportation-focused strategic partnerships and investments.

Develop an integrated transportation network that provides accessible connectivity for all residents.

Ensure all neighborhoods have access to upgraded infrastructure, community facilities, and educational resources.

Support a variety of high-quality, safe, and attainable housing options as a means of encouraging economic growth and enhancing neighborhood livability.

ECONOMIC Š TOURISM

HEALTHY Ĺ SAFE NEIGHBORHOODS

Lynchburg Together

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INFRASTRUCTURE Š

Lynchburg supports future land use and development patterns that enhance quality of life, facilitate *V(.*39 5;'1.( 8*7<.(* )*1.<*7?Ĺ %3) sustain economic vibrancy.

COMMUNITY

Š NEIGHBORHOODS

OBJECTIVES

COMMUNITY

THEME

Modernize and expand Lynchburg’s critical infrastructure, facilities, and services to support economic growth, community health, and City resilience.

Position Lynchburg as a top city in Virginia for entrepreneurship, career growth, and higher education by highlighting its strong business environment, readiness for investment, and innovative community, as well as strengthening its reputation as a destination for quality of life, sports, and recreation.

Foster safe, healthy, and vibrant neighborhoods through emphasizing the intersection of environmental stewardship and public safety.

Modernize infrastructure to support growth, improve emergency response, and enhance water, sewer, and stormwater systems for long-term resilience.

Strengthen Lynchburg’s downtown and community assets to support economic vitality, cultural enrichment, and community participation.

Position Lynchburg as a top choice for entrepreneurship, career development, and higher education.

Promote Lynchburg as a thriving business hub, emphasizing investment readiness, proactive support, and economic growth.

Enhance Lynchburg's destination appeal and increase the impact of sports and recreational events.

Market Lynchburg as a leading city in Virginia for quality of life, innovation, and community spirit.

Leverage the City’s land use tools as key tools in building community-wide health and safety.

Incorporate community safety & environmental protection in all City plans, policies, and capital projects.

Leverage partnerships to improve environmental and community health outcomes.

CATALYST PROJECTS

FORM FUNCTION

Ensure a range of attainable housing options for all residents by reducing '%77.*78 %3) *3(4;7%,.3, 1.<%'1* (422;3.9.*8ĸ ** 97%9*,.*8 ŵĻ ŸĻ ŻĻ ŵŴĻ %3) ŵŵĸ

4 5

Prioritize upgrades to aging infrastructure in economic development areas 9-74;,- 9-* %5.9%1 2574<*2*39 74,7%2 Ł łĸ ** 97%9*,.*8 ŷĻ ŸĻ źĻ ŵźĻ ŵŽĻ ŷĻ ŵźĻ ŵŽĻ ŶŴĻ ŶżĻ %3) ŵŸĸ

Promote the City’s online portal and use targeted campaigns to raise %=%7*3*88 4+ 5;'1.( 8*7<.(*8 %3) (422;3.9? 7*84;7(*8ĸ ** 97%9*,.*8 ŷĻ ŵŻĻ ŵŽĻ ŵŴĻ ŷŹĻ ŷźĻ ŷŻĻ %3) ŷżĸ

Support the existing Regional Workforce Roadmap by partnering with the Lynchburg Regional Business Alliance and regional workforce system to collaborate on creating, supporting and strengthening new and existing career pathways for high-demand jobs in our City and region. See Strategies ED ŶĻ ŹĻ źĻ ŻĻ %3) żĸ

Transform key corridors across Lynchburg into safe, multimodal streets 9-%9 8;55479 %11 ;8*78 9-74;,- 7*974N99.3, %79*7.%1 %3) (411*(947 897**98 %3) coordinating improvements with other infrastructure upgrades. See Strategies ŻĻ ŽĻ ŵŶĻ ŵŸĻ ŵźĻ ŵŽĻ %3) Ŷŵĸ

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FRAMEWORK

COMMUNITY

Create a series of focused Small Area Plans to guide development, investment, %3) 51%(*2%0.3, .3 9%7,*9*)Ĺ -.,-Ō,74=9- %7*%8 4+ 9-* .9?ĸ ** 97%9*,.*8 ŵ %3) Ŷĸ

COMMUNITY

43);(9 %3 ;5)%9* 4+ 9-* V(.%1 43.3, %5 '%8*) 43 9-* ;9;7* %3) 8* %5 %3) 9-.8 1%3ŝ8 541.(? 94 7*Q*(9 )*8.7*) )*<*1452*39 5%99*738 %3) 7*);(* (43Q.(98ĸ ** 97%9*,.*8 ŷĻ ŵŴĻ ŵŶĻ ŵĻ ŵŸĻ ŵŽĻ ŶŴĻ ŶŶĻ ŵŸĻ ŵżĻ ŶŷĻ ŶźĻ ŶŻĻ ŵŽĻ ŶżĻ ŵĻ ŹĻ %3) ŵŽĸ

COMMUNITY

Start here. Achieving the vision of Lynchburg Together is a long-term and community-wide *L479ĸ -* +4114=.3, 57.47.9? 574/*(98 %7* 0*? .3.9.%9.<*8 94 /;25 89%79 8;((*88ĸ -*8* 574/*(98 are designed to deliver impactful and transformational change.

Support the expansion of programming, events, and projects, through the %2*8 .<*7 798 %3) ;19;7%1 .897.(9 74,7%2ĸ ** 97%9*,.*8 ŶżĻ ŶŽĻ ŷŵĻ ŵŻĻ %3) Ŷźĸ

Evaluate ways to use the EDA to increase assistance to small businesses. See 97%9*,.*8 ŵŹĻ ŵŽĻ %3) ŶŴĸ

Work with the Lynchburg City Schools, and other relevant partners to create a joint plan or initiatives for youth services and health resources. See Strategies ŷĻ ŶŶĻ ŶŷĻ ŶźĻ %3) ŶŻĸ Chapter 2 | Key Themes and Opportunities

3 | Community Form City Growth and Character Housing and Neighborhoods

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D 25

Lynchburg Together

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D City Growth and Character This chapter will address the key concepts that impact growth and character in Lynchburg, including:

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Introduction

Land use is intertwined with all other elements of Lynchburg Together and land use strategies are directly tied to other goals, objectives, and strategies. Policies for transportation, economic development, housing and neighborhoods, environmental and community wellbeing, and community facilities must be harmonious with the overarching land use plan to ensure Lynchburg grows and develops as envisioned.

EDITOR'S NOTE: This chapter is only a DRAFT and will be edited at the direction of the City. >

Lynchburg Together

Understanding Existing City Character - Provides a brief overview of existing land use and development patterns in Lynchburg. These patterns are not easily altered and therefore greatly impact the location and type of future development Citywide. Engaging in Intentional Planning – Summarizes the various considerations that Lynchburg should be evaluating in its future planning *L4798Ĺ .3(1;).3, -.8947.( 57*8*7<%9.43 *L4798Ĺ the role of public infrastructure on development patterns, planning alongside institutions of higher education, and a regional outlook. Building a Future Land Use Framework – Provides a framework and map to guide Lynchburg in evaluating future development, =.9- 9-* ,4%1 4+ ,;.).3, 7*8.1.*39Ĺ *V(.*39Ĺ %3) harmonious land use in all neighborhoods of the City.

> >

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D CITY GROWTH AND CHARACTER: COMMUNITY PERSPECTIVE

There is a need for mixed-use developments and density, but only where appropriate. The top land use priorities as cited by survey respondents were residential rehab/repair, singlefamily residential, housing for the elderly and disabled, specialty retailers, and general retail. Land along Lynchburg’s main corridors – where %<%.1%'1* Ō =%8 .)*39.N*) '? 9-* (422;3.9? %8 attractive for additional commercial development. Midtown was noted by the community for its reinvestment potential. The community wants to see increased investment into the redevelopment, 57*8*7<%9.43Ĺ %3) '*%;9.N(%9.43 4+ 9-* 1%@% %3) surrounding areas. Additional investment into the ongoing redevelopment of Downtown, including more riverfront recreation, commercial activities, and corridor/streetscape investment - is highly desired by community members.

CITY GROWTH AND CHARACTER: FACTORS AND TRENDS ** 55*3).> Ĺ 422;3.9? 74N1*Ĺ +47 %)).9.43%1 )%9% 7*1%9*) 94 ?3(-';7,ś8 ,74=9- %3) (-%7%(9*7ĸ > Steep slopes above 20% grade can be found in all areas of Lynchburg, but are particularly predominant between Tyreeanna and Downtown. > Lynchburg’s population is projected to increase steadily over the next twenty years. However, actual population growth over this period will be determined by the manner that remaining land is developed, with density and land use being the primary factors. Much of the City’s current zoning does not support more than moderate-density development. > Lynchburg’s population distribution is heavily .3Q;*3(*) '? 9-* 14(%9.43 4+ 8*<*7%1 3.<*78.9.*8 within the City: the most densely populated Census block groups are those in proximity to an institution of higher education. Chapter 3 | City Growth and Character

2%,* 7*).9 ő *397%1 .7,.3.% 1%33.3, .897.(9 422.88.43

Understanding Existing City Character

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9 .8 .25479%39 94 349* 9-%9 9-* 43.3, %5 %3) ;9;7* Land Use Map used in this Plan are not interchangeable. ;9;7* 1%3) ;8* )*8.,3%9.438 -%<* 34 .22*).%9* *L*(9 on an individual parcel of land, and are not regulatory in nature, but are used to guide future zoning changes. Future zoning changes should conform with established future land use designations and maps. The two maps 2;89 =470 .3 9%3)*2ĸ -* 43.3, 7).3%3(* %3) 43.3, Map should be reviewed and updated as necessary to ensure compliance with the goals of Lynchburg Together.

?3(-';7,ś8 *>.89.3, 1%3) ;8* 5%99*738 ,7*%91? .3Q;*3(* the location and type of future development as they are not easily altered. Therefore, understanding them is essential to planning for and directing future growth.

Land use and development in Lynchburg is regulated '? 9-* 43.3, 7).3%3(* %3) 9-* 43.3, %5ĸ 43.3, controls the types of uses that are permitted on the land, the density of development, and dimensional requirements such as minimum lot size and lot width. 43.3, %184 %))7*88*8 (422;3.9? )*8.,3 89%3)%7)8 8;(- as lighting, landscaping, and open space, and can provide additional performance standards for unique uses, or uses that may have potentially negative impacts, such %8 4)47 %3) 34.8*Ĺ 43 3*.,-'47.3, 5745*79.*8ĸ -* 43.3, Ordinance includes districts designated for conservation, residential, commercial, institutional, and industrial uses. Lynchburg has 14 base zoning districts, most of which %7* 7*8.)*39.%1 .3 3%9;7*Ĺ %3) N<* 85*(.%1 4<*71%? @43.3, districts.

Lynchburg Together

Residential: Most of Lynchburg’s land area is zoned either R-1 or R-2, both designations for low-density residential development. Pockets of higher-density residential development are scattered throughout the City. Commercial: Commercial development in Lynchburg is generally characterized by strip development along long stretches of roadway corridors. Commercial areas are concentrated in Downtown and along Lakeside Drive, Old Forest Road/Linkhorne Drive, Timberlake Road/Fort Avenue, Graves Mill Road, and Wards Road.

Industrial: Lynchburg’s industrial development is concentrated along Odd Fellows Road in the First Lynchburg Industrial Park and in the western area of the City in the Ivy Creek Innovation Park and the Graves Mill area. It is worth noting that there is a considerable amount of industriallyzoned land in Lynchburg that remains undeveloped. Civic and Institutional: Civic uses, such as post 4V(*8Ĺ 1.'7%7.*8Ĺ %3) -485.9%18Ĺ %7* 8(%99*7*) throughout Lynchburg. Liberty University is the largest higher education institution in Lynchburg both by student population and land area, and is sited in the southern portion of the City between Wards Road and U.S. 460. Open and Protected Space: Lynchburg’s topography, waterways, and forested areas '*3*N9 9-* (422;3.9? '? 574<.).3, 455479;3.9.*8 for open and protected space in all areas of the City.

A small area plan is a type of long-range planning document that focuses on growth, land use, and development on a smaller scale. This type of plan builds on the ,4%18Ĺ 4'/*(9.<*8Ĺ %3) 897%9*,.*8 .)*39.N*) in a Comprehensive Plan to provide .39*7<*39.438 9-%9 %7* 85*(.N( =.9-.3 9-* (439*>9 4+ % )*N3*) 3*.,-'47-44)ĸ -*3 implementation of a small area plan is pursued in tandem with a Comprehensive 1%3Ĺ .9 (%3 -%<* 8.,3.N(%39 548.9.<* '*3*N98 +47 % 3*.,-'47-44) '? *38;7.3, that land use initiatives are clear, cohesive, and coordinated.

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SMALL AREA PLANNING

Lynchburg’s existing small area plans are cited in Chapter 1. The land use directives .)*39.N*) .3 9-*8* 51%38 -*15 .3+472 9-* Future Land Use Map and Framework included in this chapter. Small-area plans should be reviewed regularly to acknowledge completed initiatives, 97%(0 9-* 574,7*88 4+ 43,4.3, *L4798Ĺ %3) %)) %3? *L4798 9-%9 =*7* 57*<.4;81? ;3%))7*88*) ';9 -%<* 8.3(* '**3 .)*39.N*) as priorities. The City should also adopt new small area plans for neighborhoods that lack one currently and update existing small area plans as the need arises.

Chapter 3 | City Growth and Character

In Lynchburg, the main method of historic preservation is through the designation of historic sites and districts by local ordinance. Several sites and districts are also listed on the Virginia Landmarks Register (VLR), as well as the National Register of Historic Places (NRHP) .3 842* .389%3(*8 Ł8** 55*3).> łĸ -* .9?ś8 43.3, Ordinance regulates renovations to existing buildings and new construction within the City’s locally designated historic districts. These changes are subject to review by the Historic Preservation Commission (HPC). However, formal architectural review is not currently required in the Downtown National Register Historic Districts. Consideration should be given to requiring review in these districts and other nationally-designated districts to facilitate continuity and protect investments.

Engaging in Intentional Planning

Lynchburg continues to recognize the value of its wellpreserved historic neighborhoods and structures as opportunities to build community pride and increase +449 97%V( %3) 94;7.82ĸ -* ?3(-';7, ;8*;2 Š .8.947 Services is a valuable resource for celebrating and promoting history. The City should look to support the Museum in building not only its audience, but its historic programming. This could occur through increased community festivals, targeted marketing campaigns, and partnering with local colleges and universities to recruit student volunteers. Another way to support community-oriented preservation and build community pride is to continue identifying and preserving sites and districts associated with historic neighborhoods.

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Historic Preservation Lynchburg’s historic structures and resources contribute 94Ĺ %3)Ĺ .3 2%3? 7*85*(98Ĺ -*15 )*N3* 9-* .9?ś8 character. When pursued intentionally and consistently, -.8947.( 57*8*7<%9.43 -%8 8=**5.3, (422;3.9? '*3*N98ĸ Preservation of local historic assets acts as a driver of economic growth and community pride in Lynchburg. Historic preservation also protects a homeowner's property investments by ensuring surrounding properties will be held to consistent standards. Additionally, preserving human-scale, compact street grids and development patterns contributes to a multimodal transportation network. This is because this type of urban framework tends to be more walkable, bikeable, and better served by public transit, giving residents multiple options for navigating Lynchburg in addition to personal vehicles. Historic neighborhoods also contribute to urban livability and foster an environment for job creation. Businesses located in cities that are perceived as good places to live, with a sense of historic authenticity, have an advantage in attracting talent and investment. Retaining historic patterns of mixed-use design can also provide attractive spaces for both employers and professionals looking to settle in Lynchburg.

?3(-';7, %184 2%.39%.38 *79.N*) 4(%1 4<*732*39 (CLG) status through the Virginia Department of Historic Resources (DHR) and maintains design guidelines to ensure that new improvements in historic districts are compatible with existing architectural and neighborhood character.

Lynchburg Together

3+7%897;(9;7* %3) %3) 8* 1%33.3, Planning for future land use changes in Lynchburg should account for where public system and service expansions and upgrades will be necessary. Balanced growth 897%9*,.*8 9-%9 574249* *V(.*39 8*7<.(* %3) +%(.1.9? delivery should guide new development to areas where water and sewer utilities are either readily available or can be reasonably expanded to meet forecasted demand. This planning process should also focus on setting realistic and sustainable service goals, as balancing 9-* (489 4+ 5;'1.( 8*7<.(*8 .8 +;3)%2*39%1 94 N8(%11? responsible growth. Growth should support a mix of residential, commercial, institutional, and industrial uses that sustain economic vibrancy while continuing to facilitate community health and quality of life.

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Transportation infrastructure is also paramount .3 51%33.3, +47 +;9;7* 1%3) ;8* (-%3,*8ĸ L*(9.<* transportation infrastructure enhances accessibility and connectivity, making areas with well-developed networks 247* %997%(9.<* +47 )*<*1452*39ĸ -.8 %184 -%8 '*3*N98 for future economic development by improving access to markets, talent pools, and other resources. Facilitating alternative transportation methods such as walking, biking, and public transit can also be a tool to support sustainable growth, as these can help reduce vehicular congestion. A multimodal transportation network also encourages the City’s workforce to live within City limits, in turn capturing more tax dollars and increasing support of the local economy. Ultimately, a well-planned 97%385479%9.43 3*9=470 %114=8 +47 Q*>.'.1.9? .3 %)%59.3, to changes in demographic or economic conditions that directly impact land use patterns.

.,-*7 );(%9.43 %3) %3) 8* 1%33.3, Lynchburg’s institutions of higher education are a tremendous asset to the City and region, as they provide =.)*857*%) *(4342.( %3) (;19;7%1 '*3*N98ĸ *<*1452*39 in and around these campuses plays a role in the overall +472Ĺ +;3(9.43Ĺ %3) *V(.*3(? 4+ ?3(-';7,ś8 1%3) ;8* patterns. While the number of college-aged students in Lynchburg is projected to decline over the next twenty years according to Weldon Cooper Center for Public *7<.(*Ĺ 9-.8 574/*(9.43 (4;1) Q;(9;%9* '%8*) 43 8*<*7%1 factors. In addition to statewide and national trends such as a declining birth rate and a decline in the number of students pursuing a traditional college education, individual institutions’ expansion or downsizing plans could also greatly impact the number of college students calling Lynchburg home. The City and its institutions of higher education should seek to coordinate closely on future development and planning studies to support (439.3;.9? %3) *V(.*3(? .3 1%3) ;8* %3) ;7'%3 +472ĸ

Image Credit | Liberty University

Chapter 3 | City Growth and Character

*,.43%1 438.)*7%9.438 Coordination with neighboring communities, regional organizations, and state and federal agencies can help facilitate land use policies that expand across borders to better achieve livable environments. Many of the challenges and opportunities discussed in Lynchburg Together provide opportunities for regional collaboration, helping Lynchburg avoid planning within a vacuum of its borders. In addition, largescale planning projects, such as transportation or economic investments, can reduce cost and time ';7)*3 =-*3 9-* *L4798 %7* 8-%7*) %243,89 5%793*78ĸ -.8 (%3 -*15 *38;7* 82449-*7Ĺ 247* *L*(9.<*Ĺ %3) more comprehensive planning projects across locality borders.

Economic: Lynchburg has remained the economic center of the region, although recent population growth in Bedford and Campbell Counties has led to increased business investment in these areas. Lynchburg’s goals of attracting economic growth and retaining a young, educated workforce will be a primary driving force in land use decisions. Increased regional partnerships will also be necessary to capture the area’s full economic potential.

Environmental: The Central Virginia region has a 3;2'*7 4+ .)*39.N*) *(414,.(%1 (47*8Ĺ 47 1%7,* patches of land with a high level of biodiversity as determined at the state level, many of which are ranked “moderate” or “high.” The region can generally be characterized by moderately steep to steep slopes, particularly in the northwestern areas of Bedford and Amherst Counties which preclude development, as do national and state forest areas. The region is also projected to have an increased frequency of severe storms and extreme heat events over the timeframe of this Plan, according to the National Oceanic and Atmospheric Administration (NOAA), making resilience an increasingly important consideration in land use decisions.

Infrastructure: The Central Virginia region has fairly strong transportation infrastructure thanks to the presence of U.S. Routes 29, 221, 460, and 501. Passenger and freight rail infrastructure also provide strong opportunities for both business and recreational travel. However, the region will need to work closely in the coming years to proactively plan for changes in water supply, waste disposal, and broadband.

Several regional considerations are important for future land use planning in Lynchburg:

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Demographic: Lynchburg and its neighbors have all experienced population growth between the 2020 Census and 2024, except for Amherst County. According to the Weldon Cooper Center for Public Service, Bedford and Campbell Counties are projected to continue growing, while Appomattox County is projected to hold steady, and Amherst County is currently projected to continue declining. The recent population growth can be directly attributed to in-migration. While Lynchburg’s college-age population is currently projected to decline slightly, this could change dramatically depending on several variables.

Housing: Generally, production of new homes across the Central Virginia region remains at a fraction of pre-2008 levels. Modest starter -42*8 -%<* '*(42* .3(7*%8.3,1? -%7) 94 N3)Ĺ %8 have rental units for the general workforce. Most new households tend to rent rather than own their homes, with the number of homeowners in the region remaining steady. However, the rental market in both Lynchburg and the surrounding counties remains tight, posing challenges for both current and potential tenants.

Lynchburg Together

Development Constraints -*7* %7* 2%3? +%(9478 9-%9 .3Q;*3(* =-*7* +;9;7* development in Lynchburg can occur, its scale, and its intensity. One category of these factors is development constraints, which are both natural and man-made +%(9478 9-%9 *.9-*7 2%0* +;9;7* )*<*1452*39 ).V(;19 or preclude it entirely. New development should be discouraged in these areas as much as possible to preserve Lynchburg’s natural and historic resources for the next generation and beyond. This also facilitates the *V(.*39Ĺ (489Ō*L*(9.<* )*1.<*7? 4+ 5;'1.( 8*7<.(*8 %3) facilities. Because much of Lynchburg is characterized '? 9-* 57*8*3(* 4+ %9 1*%89 43* .)*39.N%'1* )*<*1452*39 constraint, it will be important to have clear guidelines to guide smart and sustainable growth to developable areas of the City.

Development Opportunities In addition to understanding where land in the City cannot be developed, it is also important to understand %7*%8 =.9- 8.,3.N(%39 7*)*<*1452*39 549*39.%1ĸ 7*(*39 example of this type of development was the 2025 approval of 500 condominiums on Wiggington Road. Based on both community input and data analysis 9-74;,-4;9 9-.8 1%3Ĺ 9-* +4114=.3, %7*%8 =*7* .)*39.N*) as having strong potential for a variety of future development: >

Conservation Easements %2 7*%0 3;3)%9.43 43*8 Parks Institutions of Higher Education Slopes > 20% Public Schools

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Development constraints are shown on the map on the next page. These include:

Diamond Hill: With many vacant parcels already zoned for residential development, gentle slopes, utilities, and a walkable street grid, Diamond Hill is a neighborhood that could support steady moderate-density residential development over the life of this Plan. Many areas within Diamond Hill are also within walking distance of public schools and within the target 4-6 minute 7*85438* 9.2* +47 N7* %3) *2*7,*3(? 8*7<.(*8ĸ Development within this area should occur slowly, carefully, and in line with the strategies .)*39.N*) .3 9-* .%243) .11 *.,-'47-44) 1%3ĸ Winston Ridge: Winston Ridge is another area of Lynchburg that could support steady moderateto high-density residential development over the next ten to twenty years. The amount of undeveloped land presents opportunities for higher-density residential development interspersed with neighborhood commercial %3) 4V(* ;8*8ĸ %9*7 %3) 8*=*7 %7* ,*3*7%11? available; some slopes are slightly steeper in this area but present opportunities for conservation and open space. Tyreeanna: The Tyreeanna area has a large amount of undeveloped land which presents opportunities for creative, well-planned light industrial development. However, steeper slopes present challenges for extending water and sewer infrastructure. Northwest Lynchburg: There is a broad range of options for residential development in Northwest Lynchburg, which can mainly be attributed to larger residential lots that could be further subdivided in future years. Given the lack of walkability options, slightly steeper slopes, and street network of smaller and local streets, residential development should seek to integrate creative mid-density solutions such as cottage courts, cluster development, duplexes, and small-lot single family development.

Chapter 3 | City Growth and Character

MAP 3.1 | DEVELOPMENT CONSTRAINTS

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D 35

Lynchburg Together

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D %3) 8* 425%9.'.1.9? One of the primary goals of land use planning and implementing through zoning is to prevent the community from experiencing negative impacts to their health, safety, and welfare. Lynchburg’s zoning map should be reviewed, and amendments made as necessary, to ensure adverse impacts from incompatible uses are limited to the extent possible. This process should be guided by the Future Land Use Map (FLUM) in this chapter.

Chapter 3 | City Growth and Character

Building a Future Land Use Framework The Future Land Use Framework provides direction and guidance on conceptual development, conservation, and land use compatibility in Lynchburg for the next 10 to 20 years. This framework includes the Future Land Use Map (FLUM) with accompanying descriptions of each Future Land Use Designation. The maps and associated designations are .39*3)*) 94 574<.)* Q*>.'.1.9? +47 +;9;7* (43).9.438 =-.1* -41).3, 94 %3 4<*7%11 )*N3*) 5%99*73 +47 8-%5.3, )*<*1452*39 throughout Lynchburg. This Framework should not be misinterpreted to substitute for zoning and subdivision regulations, but rather provide ideal land use concepts that support the community’s vision for the future. When considering development %551.(%9.438Ĺ .9? 89%LĹ 9-* 1%33.3, 422.88.43Ĺ %3) .9? 4;3(.1 %7* 2.3)+;1 4+ 9-.8 7%2*=470Ĺ %8 =*11 %8 9-* environmental, economic, and infrastructure impacts of each development application. Land use applications, capital improvement projects, and City regulations are and will continue to be assessed according to the concepts and development guidelines described in the Framework. ).947ś8 49*ĺ ;9;7* %3) 8* 7%2*=470 %3) %5 94 '* (4251*9*) %R*7 +;79-*7 .35;9 +742 .9? 89%L %3) 9-* 1%33.3, 422.88.43ĸ

SUBURBAN RESIDENTIAL

TRADITIONAL RESIDENTIAL

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D Š CONSERVATION

TRANSITIONAL NEIGHBORHOOD

NEIGHBORHOOD COMMERCIAL

DOWNTOWN

COMMUNITY COMMERCIAL

INSTITUTION

*1%9.438-.5 *9=**3 ;9;7* %3) 8* %3) 43.3,

The future land use categories are intended to provide general guidance for zoning and development decisions. In most cases, more than one zoning district may be appropriate in any given future land use category based on existing and surrounding land uses and physical constraints. Various zoning intensities may be appropriate in some locations depending on site location, neighboring land uses, street capacity, existing utility capacity and other factors.

Lynchburg Together

MAP 3.2 | DRAFT FUTURE LAND USE MAP EDITOR'S NOTE: This map is only a DRAFT and will be edited at the direction of the City.

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D Chapter 3 | City Growth and Character

Base Land Use

PARKS & CONSERVATION

SUBURBAN RESIDENTIAL

TRADITIONAL RESIDENTIAL

TRANSITIONAL NEIGHBORHOOD

NEIGHBORHOOD COMMERCIAL

DOWNTOWN

COMMUNITY COMMERCIAL

INSTITUTION

Development in these areas should be limited to low-impact conservation uses such as trails, educational facilities, %3) 82%11Ō8(%1* 5%70 .3+7%897;(9;7*ĸ 438*7<%9.43 ,4%18 8-4;1) '* 57.47.9.@*)Ĺ .3(1;).3, 7.5%7.%3 ';L*78Ĺ 97** 57*8*7<%9.43Ĺ 5*72*%'1* 5%70.3,Ĺ Q44)51%.3 5749*(9.43Ĺ 3%9;7%1 -%'.9%9 57*8*7<%9.43Ĺ %3) %(9.<.9.*8 =-.(- 7*);(* -*%9 .81%3) *L*(98ĸ 433*(9.<.9? '*9=**3 ,7**3 85%(*8 9-74;,- 97%.1 3*9=4708 %3) 49-*7 ,7**3 .3+7%897;(9;7* 8-4;1) be emphasized, both for recreation and for wildlife corridors. New development adjacent to these areas should be sensitively designed to maintain visual and ecological integrity.

7.2%7? %3) Uses

• Public parks and playgrounds • Natural preserves and conservation areas • Floodplain • Greenways and multi-use trails ş 97*%2 (477.)478 %3) 7.5%7.%3 ';L*78 • Environmental education centers • Community gardens • Small-scale recreation infrastructure (e.g., restrooms, picnic shelters)

1%33.3, Ȅ *<*1452*39 Principles

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Description

This category includes public parks, natural areas, greenways, stream corridors, steep slopes, and other lands conserved for recreation, habitat, or ecosystem function. These areas are generally unsuitable for development due to natural constraints, or are intentionally preserved for environmental, cultural, or recreational value. Parks & Conservation lands are found citywide but are especially important along the James River, Blackwater Creek, and on steep or forested hillsides.

• 749*(9 8*38.9.<* 3%9;7%1 +*%9;7*8 .3(1;).3, =%9*7=%?8Ĺ Q44)51%.38Ĺ %3) 89**5 8145*8ĸ • Prioritize habitat creation and preservation, as well as biodiversity. ş *);(* ;7'%3 -*%9 .81%3) *L*(98ĸ • Integrate low-impact, permeable surfaces and green infrastructure. • Enhance connectivity with trail networks and wildlife corridors. • Design park infrastructure to minimize environmental disturbance. • Promote environmental education and stewardship. • Encourage adjacent development to provide visual and physical access to green spaces while maintaining ecological ';L*78ĸ

Lynchburg Together

SUBURBAN RESIDENTIAL Base Land Use

TRADITIONAL RESIDENTIAL

TRANSITIONAL NEIGHBORHOOD

NEIGHBORHOOD COMMERCIAL

DOWNTOWN

COMMUNITY COMMERCIAL

INSTITUTION

Suburban Residential areas consist primarily of low-density neighborhoods made up of single-family homes on moderate to large lots. These areas form much of the City’s traditional suburban development pattern and are found throughout Lynchburg.

New development in these areas should maintain the general pattern of detached homes, but design should promote walkability and street connectivity. Modest forms of missing-middle housing, such as accessory dwelling ;3.98 47 );51*>*8Ĺ 2%? '* (438.)*7*) .3 47)*7 94 574<.)* %L47)%'1* 459.438 +47 8*3.478 %3) +%2.1.*8ĸ %708Ĺ 8(-4418Ĺ and small-scale neighborhood services should be accessible by foot or bike.

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1%33.3, Ȅ *<*1452*39 7.2%7? %3) Principles Uses

SUBURBAN RESIDENTIAL

Description

PARKS & CONSERVATION

ĺ (IN PROGRESS)

• Single-family detached homes • Duplexes and accessory dwelling units • Neighborhood parks and trails • Schools and community facilities • Small-scale neighborhood retail along higher order streets

• Preserve traditional suburban form while enhancing walkability. ş 114= 24)*89 2.88.3,Ō2.))1* -4;8.3, 94 *>5%3) %L47)%'.1.9?ĸ • Improve street connectivity and pedestrian infrastructure. • Integrate parks and open spaces within neighborhoods and encourage walkability access. • Encourage tree preservation and landscaping. • Allow accessory dwelling units. • Plan for future transit connections and bike infrastructure. • Support aging in place through accessible housing design.

Chapter 3 | City Growth and Character

TRADITIONAL RESIDENTIAL Base Land Use

PARKS & CONSERVATION

SUBURBAN RESIDENTIAL

TRADITIONAL RESIDENTIAL

TRANSITIONAL NEIGHBORHOOD

NEIGHBORHOOD COMMERCIAL

DOWNTOWN

COMMUNITY COMMERCIAL

INSTITUTION

Description

Traditional Residential areas are older neighborhoods with a grid-like street pattern, small lots, and walkable access to shops, schools, and civic uses. Many of these areas were built before widespread car ownership %3) .3(1;)* 8.,3.N(%39 -.8947.( %7(-.9*(9;7*ĸ

7.2%7? %3) Uses

• Single-family homes on small lots • Duplexes, triplexes, and quadplexes • Accessory dwelling units • Neighborhood parks • Schools and civic spaces • Local shops and cafes

1%33.3, Ȅ *<*1452*39 Principles

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7*8*7<%9.43 %3) 7*.3<*892*39 %7* 9-* +4(;8 +47 9-*8* %7*%8ĸ 3N11 )*<*1452*39 8-4;1) 2%9(- *>.89.3, lot patterns, setbacks, and building forms. Rehabilitation of existing homes and missing-middle housing types such as duplexes and quadplexes should be encouraged to increase housing options. Street trees, sidewalks, and neighborhood-scale retail can help reinforce the identity and walkability of these historic neighborhoods.

• Preserve historic architecture and neighborhood form. ş 3(4;7%,* .3N11 9-%9 2%9(-*8 *>.89.3, 149 8.@*8 %3) ';.1).3, 5%99*738ĸ • Promote rehabilitation and reuse of existing housing stock. • Support missing-middle housing to diversify housing options. • Maintain and enhance sidewalks, street trees, and public spaces. • Foster neighborhood identity through placemaking and local services. • Improve transit and active transportation access.

Lynchburg Together

TRANSITIONAL NEIGHBORHOOD Base Land Use

PARKS & CONSERVATION

ĺ (IN PROGRESS)

SUBURBAN RESIDENTIAL

TRADITIONAL RESIDENTIAL

TRANSITIONAL NEIGHBORHOOD

NEIGHBORHOOD COMMERCIAL

DOWNTOWN

COMMUNITY COMMERCIAL

INSTITUTION

*<*1452*39 8-4;1) *25-%8.@* (439*>9Ō8*38.9.<* .3N11 %3) (425%9.'1* 97%38.9.438 '*9=**3 14=Ō)*38.9? housing and higher-intensity commercial or mixed-use areas. Design should prioritize pedestrian access, appropriate building scale, and a mix of unit types to meet the needs of young adults, families, and older residents. Increased density should be accompanied by quality site design, tree canopy retention, and transit access.

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1%33.3, Ȅ *<*1452*39 7.2%7? %3) Principles Uses

Description

-.8 (%9*,47? .3(1;)*8 %7*%8 4+ 2*).;2 94 -.,- 7*8.)*39.%1 )*38.9?Ĺ 4R*3 14(%9*) 3*%7 (422*7(.%1 (477.)478Ĺ institutions, or key intersections. These areas typically include a mix of housing types such as townhomes, multiplexes, apartments, and senior housing.

• Townhomes and rowhouses • Multiplexes and small apartment buildings • Senior and assisted living housing • Parks and community centers • Neighborhood-scale retail and services

• 25-%8.@* (439*>9Ō8*38.9.<* .3N11 94 97%38.9.43 '*9=**3 ;8*8 %3) )*38.9.*8ĸ ş 74249* ).<*78* -4;8.3, 9?5*8 +47 ).L*7*39 1.+* 89%,*8ĸ • Improve tree canopy and integrate green spaces. • Enhance pedestrian and transit access. • Scale buildings to complement adjacent lower-density areas. • Ensure high-quality architecture and site design. • Support complete streets with sidewalks, lighting, and bike lanes. • Ensure transit access.

Chapter 3 | City Growth and Character

NEIGHBORHOOD COMMERCIAL Base Land Use

PARKS & CONSERVATION

ĺ (IN PROGRESS)

SUBURBAN RESIDENTIAL

TRADITIONAL RESIDENTIAL

TRANSITIONAL NEIGHBORHOOD

NEIGHBORHOOD COMMERCIAL

DOWNTOWN

COMMUNITY COMMERCIAL

INSTITUTION

Development, or redevelopment, in these areas should be pedestrian-oriented and context-sensitive. Buildings should be scaled to the surrounding neighborhood and support a mix of uses, including housing %'4<* 8-458 =-*7* %557457.%9*ĸ 43.3, Q*>.'.1.9? 8-4;1) %114= +47 7*.3<*892*39 .3 %,.3, 5745*79.*8 %3) *3(4;7%,* %)%59.<* 7*;8* 4+ *>.89.3, 897;(9;7*8ĸ LŌ897**9 5%70.3, 7*6;.7*2*398 8-4;1) '* 2.3.2%1 %3) designed to avoid disrupting the neighborhood fabric.

7.2%7? %3) Uses

• Corner stores and local markets • Cafes and neighborhood restaurants • Daycares and personal services ş 2%11 4V(*8 %3) 89;).48 • Upper-story residential units

1%33.3, Ȅ *<*1452*39 Principles

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Description

-.8 (%9*,47? .)*39.N*8 82%11Ō8(%1* (422*7(.%1 34)*8 *2'*))*) =.9-.3 47 %)/%(*39 94 7*8.)*39.%1 neighborhoods. These include corner stores, cafes, daycares, local services, and other low-intensity uses designed to serve nearby residents.

• Promote pedestrian-scale, context-sensitive development. • Support adaptive reuse of existing buildings. • Encourage mixed-use formats with housing over retail. ş .3.2.@* 4LŌ897**9 5%70.3, 7*6;.7*2*398ĸ • Enhance connections to adjacent homes via sidewalks and bike routes. • Maintain neighborhood character through appropriate building scale and materials. • Provide outdoor seating and gathering spaces. ş 38;7* Q*>.'1* @43.3, 7*6;.7*2*398 +47 7*.3<*892*39 %3) %)%59.<* 7*;8*ĸ

Lynchburg Together

DOWNTOWN Base Land Use

PARKS & CONSERVATION

ĺ (IN PROGRESS)

SUBURBAN RESIDENTIAL

TRADITIONAL RESIDENTIAL

TRANSITIONAL NEIGHBORHOOD

NEIGHBORHOOD COMMERCIAL

DOWNTOWN

COMMUNITY COMMERCIAL

INSTITUTION

*<*1452*39 )4=394=3 8-4;1) 57.47.9.@* 9-* .3N11 %3) 7*;8* 4+ -.8947.( ';.1).3,8Ĺ %3) (439.3;*) .3<*892*39 in streetscape improvements. Building design should reinforce the existing traditional urban fabric with minimal setbacks, active frontages, and pedestrian access. Residential uses, such as upper-story housing, should be encouraged to support a vibrant, mixed-use district. Riverfront access, public art, and adaptive reuse of industrial and commercial properties are key tools for completing downtown’s transformation.

7.2%7? %3) Uses

• .>*)Ō;8* ';.1).3,8 Ł7*8.)*39.%1Ĺ 7*9%.1Ĺ 4V(*ł • Tall commercial buildings ş 55*7Ō8947? -4;8.3, Ł14R8Ĺ %5%792*398ł • Hotels and hospitality, including nightlife • Cultural and civic facilities • Public spaces and plazas • Riverfront recreation • Transit facilities and structured parking

1%33.3, Ȅ *<*1452*39 Principles

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Description

Downtown Lynchburg is the civic, cultural, and historic core of the City and the region. It includes a dense mix of residential, commercial, institutional, and entertainment uses in a walkable, human-scaled environment. The district stretches from the riverfront uphill to Court Street and beyond, including areas under active revitalization such as 5th Street and Clay Street.

• Reinforce historic character through adaptive reuse. ş 7.47.9.@* .3N11 )*<*1452*39 %3) %(9.<%9.43 4+ <%(%39 ';.1).3,8ĸ • Enforce property maintenance. ş %.39%.3 5*)*897.%3Ō8(%1* )*8.,3 =.9- %(9.<* ,74;3)ŌQ447 ;8*8ĸ • Promote riverfront access and recreational opportunities. • Enhance streetscapes with trees, lighting, and street furniture. • Foster a 24/7 environment with diverse housing and entertainment. • Integrate public art and cultural programming.

Chapter 3 | City Growth and Character

COMMUNITY COMMERCIAL Base Land Use

PARKS & CONSERVATION

ĺ (IN PROGRESS) SUBURBAN RESIDENTIAL

TRADITIONAL RESIDENTIAL

TRANSITIONAL NEIGHBORHOOD

NEIGHBORHOOD COMMERCIAL

DOWNTOWN

COMMUNITY COMMERCIAL

INSTITUTION

;9;7* )*<*1452*39 8-4;1) *25-%8.@* 7*.3<*892*39 .3 %,.3, 8-455.3, (*39*78 %3) 9-* 7*974N99.3, 4+ 9-*8* areas to make them a more walkable, mixed-use format, where possible. Building design should prioritize accessibility by foot, bike, and transit. Landscaping, signage, and site layout should contribute to visual appeal and neighborhood identity. Shared parking, vertical development, and integration with adjacent housing or employment uses are strongly encouraged.

7.2%7? %3) Uses

• Retail centers and large-format stores ş 74+*88.43%1 4V(*8 • Restaurants and entertainment venues • Grocery stores • Mixed-use developments • Transit stops and mobility hubs

1%33.3, Ȅ *<*1452*39 Principles

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Description

Community Commercial areas are higher-intensity retail and service hubs located along major corridors or 3*%7 545;1%9.43 (*39*78ĸ -*? 9?5.(%11? 8*7<* % '74%) 2%70*9 %3) 4R*3 (439%.3 1%7,*7Ō+472%9 7*9%.1Ĺ ,74(*7? 8947*8Ĺ 7*89%;7%398Ĺ %3) 574+*88.43%1 4V(*8ĸ

ş *974N9 (422*7(.%1 %7*%8 +47 =%10%'.1.9? %3) 2.>*)Ō;8* )*<*1452*39ĸ ş 3(4;7%,* <*79.(%1 )*<*1452*39 =.9- 7*8.)*39.%1 47 4V(* %'4<* 7*9%.1ĸ • Prioritize streetscape improvements and multimodal access. • Use landscaping, signage, and public art to enhance aesthetics and to create a sense of place and neighborhood identity. • Support shared and structured parking solutions. • Integrate green infrastructure (bioswales, permeable pavements). • Reinforce connections to surrounding residential neighborhoods. • Reinvestment and reimagining of aging commercial centers.

Lynchburg Together

INSTITUTION Base Land Use

ĺ (IN PROGRESS) PARKS & CONSERVATION

SUBURBAN RESIDENTIAL

TRADITIONAL RESIDENTIAL

TRANSITIONAL NEIGHBORHOOD

NEIGHBORHOOD COMMERCIAL

DOWNTOWN

COMMUNITY COMMERCIAL

INSTITUTION

Development in these areas should support the institution’s academic mission and student life, while fostering connections with surrounding neighborhoods. Future projects should prioritize walkability, open space, and integration with public transit. Mixed-use development, including retail and services geared toward students and faculty, are appropriate at campus edges. Partnerships between institutions and the City should encourage shared public facilities, “town-gown” activities, and neighborhood revitalization.

7.2%7? %3) Uses

• Academic and research facilities • Student and faculty housing • Campus recreational facilities ş 389.9;9.43%1 4V(*8 %3) 8;55479 8*7<.(*8 • Campus-serving retail and dining • Health and education campuses • Cultural and performance venues • Transit hubs and mobility infrastructure

1%33.3, Ȅ *<*1452*39 Principles

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Description

This category includes the campuses of Lynchburg’s major colleges and universities, including Liberty University and the University of Lynchburg, along with satellite facilities and supporting uses such as housing, recreation, research, and institutional services. These institutions play a vital role in the city’s economy and identity.

Chapter 3 | City Growth and Character

EMPLOYMENT

Development in Employment areas should be guided by the City's Economic Development framework and strategic planning, emphasizing job creation, infrastructure readiness, and compatibility with adjacent uses. *8.,3 8-4;1) .3(1;)* ';L*78 =-*7* 3**)*)ĸ 7%385479%9.43 %((*88 8;(- %8 +7*.,-9Ĺ 97%38.9Ĺ %3) =470+47(* commuting should be a priority. Emerging employment centers may support some limited commercial or residential uses, especially in a mixed-use environment where workforce housing or services are needed nearby.

7.2%7? %3) Uses

• Plan for multimodal transportation access, including freight and transit. ş 3(47547%9* ';L*78 '*9=**3 .3);897.%1 %3) 7*8.)*39.%1 %7*%8Ĺ %8 =*11 %8 (425%9.'.1.9? =.9- adjacent uses. • Prioritize infrastructure capacity (utilities, broadband). • Encourage sustainable industrial practices and site design. ş %(.1.9%9* 7*)*<*1452*39 4+ ;3)*7;9.1.@*) 8.9*8 Ł*ĸ,ĸĹ '74=3N*1)8łĸ ş *8.,3 Q*>.'1* 85%(*8 94 %((4224)%9* *<41<.3, .3);897.*8ĸ • Integrate green spaces and stormwater management. • Incorporate mixed use into new employment centers.

Lynchburg Together

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• ;8.3*88 5%708 %3) (47547%9* 4V(*8 • Light and heavy industrial uses • Research and development facilities • Warehousing and logistics hubs • Workforce housing (as part of mixed-use developments) • Supportive retail and services

1%33.3, Ȅ *<*1452*39 Principles

This category includes areas that support jobs and economic activity, such as business parks, industrial (477.)478Ĺ 4V(* ).897.(98Ĺ -*%19- %3) *);(%9.43 (%25;8*8Ĺ %3) 14,.89.(8 -;'8ĸ -*8* %7*%8 %7* (7.9.(%1 +47 Lynchburg’s economic base and long-term growth.

Description

Base Land Use

GATEWAYS

Gateways are prominent entry points into the city or into distinct districts. These may include major intersections, bridge crossings, or transition areas where land use and design can communicate the identity of a place. Development in these areas should prioritize high-quality architecture, signage, landscaping, and public art that 7*Q*(98 ?3(-';7,ś8 (-%7%(9*7ĸ %9*=%?8 8-4;1) '* +7%2*) =.9- ';.1).3,8 9-%9 )*N3* 9-* 897**9 *),* %3) =*1(42* visitors or residents. These nodes may be appropriate for mixed-use development, placemaking investments, and public infrastructure that sets the tone for the surrounding area.

7.2%7? %3) Uses

• Highlight character through distinctive architecture. • Incorporate public art, attractive signage, and landscaping. ş 7%2* ,%9*=%?8 =.9- ';.1).3,8 9-%9 )*N3* 9-* 897**9 *),*ĸ • Integrate public spaces and art that create a sense of arrival. • Encourage lighting and design that ensures safety and appeal. • Promote mixed-use developments that activate space. ş 447).3%9* =.9- '7%3).3, %3) .)*39.9? *L4798 +47 9-* (.9?ĸ • Discourage nuisance uses and other objectionable facilities that do not facilitate welcoming entry points to the city.

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• Mixed-use development • Iconic civic and cultural landmarks • Public art installations • Visitor services (e.g., hotels, welcome centers)

1%33.3, Ȅ *<*1452*39 Principles

Description

Overlay Land Use

Chapter 3 | City Growth and Character

CORRIDORS

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1%33.3, Ȅ *<*1452*39 Principles

Future development along corridors should follow adopted corridor plans and focus on mixed-use, 5*)*897.%3Ō47.*39*) )*8.,3ĸ *? 897%9*,.*8 .3(1;)* N11.3, .3 <%(%39 47 ;3)*7;8*) 5%7(*18Ĺ .2574<.3, streetscapes, adding sidewalks and bike lanes (where appropriate), and allowing higher density where transit and infrastructure can support it. Redevelopment should aim to strengthen identity, reduce blight, and increase the tax base while addressing local housing and service needs.

477.)478 %7* 2%/47 97%385479%9.43 74;9*8 .)*39.N*) %8 57.47.9.*8 +47 .3<*892*39Ĺ (447).3%9*) )*8.,3Ĺ %3) 897%9*,.( 1%3) ;8*ĸ 477.)478 4R*3 (433*(9 0*? ).897.(98 %3) %7* (7.9.(%1 +47 *(4342.( )*<*1452*39Ĺ -4;8.3, access, and mobility.

Description

Overlay Land Use Category

• Follow adopted corridor redevelopment plans. • Prioritize pedestrian-oriented design and streetscapes. • Enable higher-density development where transit supports it. • Fill vacant or underutilized parcels with active uses. • Add sidewalks, bike lanes, and transit amenities. • Strengthen visual identity through coordinated design guidelines. • Encourage redevelopment that balances economic growth with housing needs.

Lynchburg Together

OPPORTUNITY AREAS

Opportunity Areas are locations with high potential for transformation, such as large underutilized parcels, aging commercial centers, former industrial sites, or major redevelopment zones. These areas are typically well located but require new investment and planning. Development in Opportunity Areas should be guided by small area plans or development frameworks to ensure cohesive, long-term change. These areas are ideal for introducing walkable mixed-use development, public-private partnerships, and community-serving infrastructure. Density, housing variety, and employment uses should be encouraged, with public investment used to catalyze private reinvestment and growth.

7.2%7? %3) 8*8

• Guide development with small area plans or frameworks. • Catalyze reinvestment through public-private partnerships. • Promote dense, walkable, and transit-accessible development. • Ensure cohesive, long-term redevelopment strategies. • Incorporate sustainable infrastructure and green design. • Prioritize development that meets community needs. • Leverage public investments to attract private sector growth.

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• Mixed-use development ş *8.)*39.%1 Ł.3(1;).3, =470+47(* %3) %L47)%'1* -4;8.3,ł • Commercial and employment uses • Civic spaces and community facilities • Public parks and plazas

1%33.3, Ȅ *<*1452*39 Principles

Description

Overlay Land Use Category

Chapter 3 | City Growth and Character

GOAL STATEMENT >>> Lynchburg supports future land use and development 5%99*738 9-%9 *3-%3(* 6;%1.9? 4+ 1.+*Ĺ +%(.1.9%9* *V(.*39 5;'1.( 8*7<.(* )*1.<*7?Ĺ and sustain economic vibrancy. Objective: Continue to facilitate development that is high-quality and complementary to neighborhood character. >

> > >

> >

Support property owners in historic districts by providing clear information about ordinances, design review processes, and available resources such as grants, tax credits, and technical assistance. Utilize key design elements from the City’s historic districts to guide the scale, form, and character of new development. %.39%.3 *79.N*) 4(%1 4<*732*39 Ł ł status and promote designated historic districts as community-wide assets. Collaborate with private individuals, ';8.3*88*8Ĺ %3) 343Ō574N9 ,74;58 to identify, preserve, and maintain Lynchburg’s historic and archaeological resources and to identify historic landmarks for visitors. Continue to market local and regional historic sites and attractions. Partner with local colleges and universities to increase opportunities for student research and work in history, archeology, and maintenance of historic sites and structures.

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Review small area plans regularly to acknowledge completed initiatives, 97%(0 9-* 574,7*88 4+ 43,4.3, *L4798Ĺ %3) %)) %3? *L4798 9-%9 =*7* 57*<.4;81? unaddressed. Identify neighborhoods that could '*3*N9 +742 82%11 %7*% 51%38Ĺ 8;(- %8 neighborhood plans and corridor plans, to be developed over the life of this Plan; update the City’s existing small area plans as needed. Retain historic mixed-use design and walkable street grid patterns when new )*<*1452*39 47 .3N11 4((;78 .3 )*8.,3%9*) historic districts.

Objective: Commit to informed, 7*85438.'1*Ĺ %3) (489Ō*L*(9.<* planning policies and initiatives.

Lynchburg Together

'/*(9.<*ĺ 7*%9* % 7*8.1.*39Ĺ *V(.*39Ĺ and harmonious framework for future growth and investment. >

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*<.*= 9-* .9?ś8 43.3, %5 %3) %2*3) %8 necessary to increase alignment with the Future Land Use Framework and Map. Coordinate higher education institutions’ plans and development with the goals and plans of the City to support continuity and *V(.*3(? .3 1%3) ;8* %3) ;7'%3 +472ĸ Guide development away from unsuitable %7*%8Ĺ %8 .)*39.N*) '? 9-* *<*1452*39 Constraints map. Continue to be an active participant in the Central Virginia Planning District Commission (CVPDC) and its associated 7*,.43%1 51%33.3, *L4798ĸ Communicate with adjacent jurisdictions regarding development plans that have potential impacts on regional localities and public facilities, services, and infrastructure. Work with them to coordinate plans and to identify areas =-*7* (43Q.(98 2%? '* 57*8*39ĸ

D Housing and Neighborhoods A home is more than a structure: it is the place from which an individual can pursue their physical, social, educational, and economic goals and build personal wealth. Similarly, neighborhoods are more than place names and street networks, but incubators of culture, hospitality, and social engagement. Housing patterns and neighborhoods provide Lynchburg with its unique character and serve as an important economic development tool for attracting and retaining wellpaying jobs in a variety of industries. As Lynchburg moves forward over the next twenty years, the question we face today is how to +472 our neighborhoods to +;3(9.43 *L*(9.<*1? +47 %11 7*8.)*398 %3) (4397.';9* 94 our livable City +7%2*=470.

Lynchburg Together

This chapter will address the key concepts impacting housing in Lynchburg, including:

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Introduction

> >

Economic Vitality - How housing and economic vitality are directly intertwined. Supporting Housing – How housing supply and demand function in Lynchburg, and how encouraging diverse housing can 548.9.<*1? %))7*88 %L47)%'.1.9? %3) .3(7*%8* homeownership. Reimagining Underutilized Properties – Examines the maintenance and rehabilitation of housing, and how housing supply can be increased through adaptive reuse. Creating Livable Neighborhoods – Creating safe neighborhoods and increasing the quality of life for residents.

> >

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D HOUSING AND NEIGHBORHOODS: COMMUNITY PERSPECTIVE

Around half of survey respondents stated that residential areas were attractive overall, but 62% indicated that blight of all types was a problem. Most survey respondents indicated they pay more than 30% of their annual income – the 89%9* %3) +*)*7%1 %L47)%'.1.9? 9-7*8-41) Ŏ 43 housing expenses. Housing is directly connected to economic development: create housing opportunities to support job growth. A variety of housing types is desirable as this helps form social connections and facilitates relationship building between neighbors.

HOUSING AND NEIGHBORHOODS: FACTORS AND TRENDS ** 55*3).> Ĺ 422;3.9? 74N1*Ĺ +47 %)).9.43%1 )%9% 7*1%9*) 94 ?3(-';7,ś8 -4;8.3, %3) 3*.,-'47-44)8ĸ > Lynchburg has the highest percentage of costburdened residents in the region at 32%, which is higher than the statewide average at 27%. > About half of Lynchburg’s households are owneroccupied. > Lynchburg’s housing stock is old and continuing to age rapidly. Around 22% of all housing units were constructed in 1939 or earlier. > Nearly 60% of Lynchburg’s housing units are single-family residential. Townhouses and duplexes comprise around 10% of Lynchburg’s housing units. > The median home sales price has doubled since 2014, rising from approximately $125,000 at the beginning of 2014 to over $250,000 at the end of 2023. Chapter 3 | Housing and Neighborhoods

D Housing and Economic Vitality

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Housing investment has a direct and measurable impact on Lynchburg’s long-term economic health. The many ways in =-.(- -4;8.3, ,74=9- -%8 8=**5.3, *(4342.( '*3*N98 +47 (422;3.9.*8 .3(1;)* 9-* +4114=.3,ĺ > > > > >

Employee Recruitment and Retention: A diverse and adequate housing supply is crucial for attracting and keeping employees. Given alternatives, individuals will choose opportunity-rich regions with lower housing costs compared to regions with higher housing costs. Business Expansion: Adequate housing supply is one of the key factors for businesses deciding where to locate. A shortage can therefore hinder business growth. Revenue Generation: L47)%'1* -4;8.3, (4898 .3(7*%8* ).8(7*9.43%7? .3(42*Ĺ =-.(- '44898 14(%1 *(4342.*8 and generates additional tax revenue for local government. (4342.( ;19.51.*7 L*(9ĺ There is a strong multiplier impact of the home building industry: Increased levels of residential construction generate measurable increases in local economic activity. This includes new income, new jobs, and additional tax revenue. Child and Family Development: 4;8.3, %L47)%'.1.9?Ĺ 89%'.1.9?Ĺ 6;%1.9?Ĺ 9*3;7*Ĺ %3) 14(%9.43 -%<* '**3 8-4=3 to impact child development and opportunities for individuals and households. Housing is the foundation for family wellbeing, and healthy investment in child well-being is ultimately supporting an educated, health, and prepared future workforce.

Lynchburg Together

Supporting Housing One aspect of ensuring that all residents have access to safe, stable, and attainable housing is ensuring a diverse housing stock. A diverse housing stock is a critical building block toward economic vitality, and ultimately a stronger and more sustainable community. Housing choice empowers residents to access housing that 2**98 9-*.7 N3%3(.%1 %3) +%2.1.%1 3**)8Ĺ %3) =-.(- .8 %184 8%+* %3) -*%19-?ĸ .9-4;9 8;V(.*39 -4;8.3, (-4.(*Ĺ 7*8.)*398 %7* 4R*3 +47(*) 94 85*3) 247* 9-%3 ŷŴƧ 4+ 9-*.7 %33;%1 -4;8*-41) income on housing expenses, which is the state and federal %L47)%'.1.9? 9-7*8-41)ĸ -*7*+47*Ĺ 9-* .9?ś8 ,4%1 .8 349 431? 94 attract more housing but to attract the right types of housing to meet both current and projected demand.

WHAT IS HOUSING DIVERSITY? The term “housing diversity” refers to a housing 8;551? =.9- % =*11Ō'%1%3(*) 8*1*(9.43 4+ ).L*7*39 options. Housing diversity can be accomplished through adding types of units other than single-family detached residential, including townhomes, condominiums, duplexes, and triplexes. -*8* 9?5*8 4+ -4;8.3, %7* 4R*3 7*+*77*) 94 %8 9-* “missing middle” since they are medium density .3 3%9;7* %3) 2%3? .7,.3.% (.9.*8 1%(0 8.,3.N(%39 numbers of these types of units.

%'1* ŷĸŵ ő ĸ ĸ *5%792*39 4+ 4;8.3, %3) 7'%3 *<*1452*39 Ł ł 7*% *).%3 3(42* Ł ł .2.98 ?3(-';7, ĺ ŮżŷĹŴŴŴ 2-Person Household

3-Person Household

4-Person Household

30% AMI

$16,600

$18,950

$23,030

$27,750

50% AMI

$27,650

$31,600

$35,550

$39,450

80% AMI

$44,200

$50,500

$56,800

$63,100

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1-Person Household

-* 85*(97;2 .3 9-* ,7%5-.( 7*57*8*398 %7*% 2*).%3 .3(42* Ł ł %3) =-%9 9?5*8 4+ -4;8.3, %7* 3**)*) +47 9-48* 2%0.3, % (*79%.3 5*7(*39%,* 4+ ĸ -* 945 3;2'*78 .)*39.+? ŷŴƧĹ źŴƧĹ %3) żŴƧ 4+ ?3(-';7,ś8 Ĺ %3) 9-* *89.2%9*) 5*7(*39%,* 4+ 7*8.)*398 =-4 +%11 .3 47 %74;3) 9-%9 5*7(*39%,*ĸ

Chapter 3 | Housing and Neighborhoods

D demand and provides opportunities for students to remain in their residence for postgraduate opportunities within the City. This is one aspect of helping prevent “brain drain,” which is an exodus of college graduates and other highly educated workers due to a lack of opportunities, including attainable housing. However, 3*= 5;7548*Ō';.19 4LŌ(%25;8 -4;8.3, 8-4;1) '* directed to areas immediately surrounding the colleges and universities: this not only reduces strain on transportation infrastructure but ensures multi-family units elsewhere in Lynchburg can house long-term City residents.

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411*,* 9;)*398 College-aged individuals between the ages of 18 and 24 currently comprise 27% of Lynchburg’s population. This percentage is projected to decline by 2050, with the 15-19 age group projected to decline just over 2% and the 20-24 age group projected to decline by over 8% (Weldon Cooper Center for Public Service). As enrollment 5%99*738 Q;(9;%9* 4<*7 9-* 9.2*+7%2* 4+ 9-.8 1%3Ĺ .9 =.11 be important to remain in regular contact with education 4V(.%18 94 '*99*7 ;3)*789%3) 9-* .25%(98 43 -4;8.3, demand. 3).<.);%1 .389.9;9.438 51%? % 89743, 741* .3 .3Q;*3(.3, 4LŌ(%25;8 -4;8.3, )*2%3)ĸ .'*79? 3.<*78.9?Ĺ 9-* University of Lynchburg, and Randolph College all require undergraduate students under a certain age to reside on campus, with limited exceptions. This policy is highly '*3*N(.%1 .3 '49- *3-%3(.3, 9-* 43Ō(%25;8 89;)*39 experience and helping free up housing units for fulltime City residents. Older undergraduate and graduate students, however, are generally not required to live on campus. These students are more likely to gravitate towards apartments and townhomes due to the ability to easily have roommates and reduce housing costs. Facilitating the development of apartments helps meet

%'1* ŷĸŶ ő 411*,*Ō ,* 3).<.);%18ĺ 45;1%9.43 Projections Year

ŵŹŌŵŽ

ŶŴŌŶŸ

Current 2030 (projected)

9,688 7,608

14,030 11,088

2040 (projected)

8,903

11,251

2050 (projected)

9,468

12,884

74/*(9*) Ƨ -%3,* Ł ;77*39 Ŏ ŶŴŹŴł

ŌŶĸŷŴƧ

ŌżĸŶŴƧ

ĺ *1)43 445*7 *39*7 +47 ;'1.( *7<.(*

Lynchburg Together

D The primary means of facilitating the provision of housing for all members of the City's workforce is 9-74;,- 9-* 43.3, 7).3%3(*ĸ -* 43.3, 7).3%3(* Evaluation (see following page) displays the various residential uses in Lynchburg’s Ordinance, and whether they are permitted, conditionally permitted, or prohibited in the City’s residential zoning districts. The second table shows minimum lot size, which essentially dictates the type of residential development that can be built and the density of that development.

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4;8.3, ?3(-';7,ś8 470+47(* Providing more housing for Lynchburg's workforce is an investment in Lynchburg’s long-term economic vitality. Strong housing options are necessary to retain an %<%.1%'1*Ĺ 6;%1.N*) =470+47(*Ĺ %8 =*11 %8 %997%(9 ?4;3, professionals who might otherwise seek jobs elsewhere. A 2023 study linking housing and economic development noted that in localities in GO Virginia Region 2, including ?3(-';7,Ĺ % 8-.R 94=%7)8 -.,-*7Ō*3) (43897;(9.43 projects is driving away young professionals due to 1%(0 4+ %L47)%'.1.9?ĸ ;8.3*88*8 (438.)*7.3, *>5%38.43 -%<* 4R*3 (-48*3 49-*7 7*,.438 4<*7 9-.8 %7*% 4+ Virginia, citing housing for young professionals as one of the deciding factors. However, the 25-29 age group is projected to grow 33% by 2050, indicating that demand for housing will likely be even higher than what is experienced currently. The same study also noted that diminished demand and limited construction of a wide <%7.*9? 4+ -4;8.3, (-4.(*8 2%0* .9 ).V(;19 +47 9-* 7*,.43 to retain construction and skilled-trade workers.

Chapter 3 | Housing and Neighborhoods

%'1* ŷĸŷ ő 43.3, 7).3%3(* <%1;%9.43 House Type

Ōŵ

ŌŶ

Ōŷ

ŌŸ

Ōŵ

Ōŷ

ŌŸ

ŌŹ

P = Permitted | C = Conditionally Permitted | Blank Cell = Not Permitted Single-household, detached

Two-household (duplex)

Single-household, semi-detached

Single-household, attached (townhouse)

Multi-household Structures*

Mixed-Use Residential structures

Modular home

Manufactured Home

C C

Manufactured Home Community

Group Home, Large

Dormitory, Sorority, or Fraternity House

Housing Services**

Group Home, Small

Ōŵ

ŌŶ

Ōŷ

ŌŸ

10 acres per dwelling

15,000 86ĸ Rĸ

10,000 86ĸ Rĸ

4,000 86ĸ Rĸ

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Minimum Lot Size

ĺ .9? 4+ ?3(-';7, 43.3, 7).3%3(* ť 3(1;)*8 97.51*>*8Ĺ +4;751*>*8Ĺ %3) 49-*7 2;19.Ō-4;8*-41) )=*11.3,8 ťť 4;8.3, %3) (;894).%1 8*7<.(*8 +47 9-48* =-4 (%3349 (%7* +47 9-*28*1<*8ĸ 3(1;)*8 3;78.3, %3) 7*9.7*2*39 -42*8Ĺ (43,7*,%9* 1.<.3,Ĺ %88.89*) %3) (439.3;.3, (%7* 1.<.3,Ĺ ';9 *>(1;)*8 7*-%' ;8*8ĸ

Lynchburg also provides for both traditional neighborhood development (TND) and planned unit developments (PUDs) conditionally in certain zoning districts. It is best practice to create base zoning ).897.(98 9-%9 85*(.N(%11? %))7*88 %3) 8 rather than treating them as individual, conditionally permitted uses. This not only helps facilitate livable communities with a mix of amenities, housing, and open space, but also reduces regulatory barriers to housing development, opening new opportunities for developers. Overall, housing permissions and minimum lot sizes 2%? -%<* 9-* .3%)<*79*39 *L*(9 4+ 57*<*39.3, 247* varied housing development by being overly restrictive. 47 *>%251*Ĺ 9-* Ōŷ ).897.(9 .8 .)*39.N*) %8 .39*3)*) for small lot, medium-density residential development, but townhomes are only permitted conditionally, and multi-household structures are prohibited. Modern

Lynchburg Together

housing solutions, such as row housing or small-lot single-family residential development, are not permitted at all. Some housing types are inappropriately permitted; for example, single-family detached in the B-5 district. 2*3).3, 9-* 43.3, 7).3%3(* 94 *38;7* -4;8.3, types are permitted appropriately will help to increase the City’s housing supply, in turn meeting both current and projected demand and reducing costs. That said, %3? 43.3, 7).3%3(* %2*3)2*398 8-4;1) -%<* %3 *3) goal of facilitating context-sensitive development to promote compatibility in scale, density, and character in neighborhoods across the City. Opportunities to educate the community on what attainable housing is and why it is important are key in building consensus and increasing support for a broader range of housing types. Developing a regional housing

campaign in collaboration with the Central Virginia Planning District Commission (CVPDC) and its member jurisdictions can ensure that messaging 7*1%9*) 94 -4;8.3, .8 (1*%7Ĺ (4-*8.<*Ĺ %3) 85*(.N(%11? 9%.147*) 94 9-* 3**)8 and interests of area residents. Maintaining an ongoing regional dialogue 94 -.,-1.,-9 897*3,9-8 %3) .)*39.+? 455479;3.9.*8 .8 %184 '*3*N(.%1 +47 %((*1*7%9.3, 841;9.438Ĺ *1.2.3%9.3, );51.(%9.43 4+ *L4798Ĺ %3) .3(7*%8.3, community awareness. This also provides opportunities to work with area colleges and universities to discuss planning for student housing demand. Another important regional coalition is the Lynchburg Housing Collaborative, which includes a variety of public and private stakeholder groups working together to address housing issues. Members include the Lynchburg Redevelopment and Housing Authority (LRHA), Rush Homes, Miriam’s House, Greater Lynchburg Habitat for Humanity, and Lynchburg Community Action Group (LYNCAG). The collaborative recognizes a serious shortage of quality, %L47)%'1* -4;8.3, .3 ?3(-';7, %3) 8;554798 *L4798 94 .3(7*%8* %L47)%'1* housing.

RESPONSIBLE REGIONALISM IN HOUSING 4;8.3, .8 4R*3 % 7*,.43%1 (-%11*3,*Ĺ especially since Lynchburg serves as the employment and educational epicenter for Central Virginia. Working together with adjacent localities to keep pulse on trends and market conditions will be .25479%39 94 %<4.) );51.(%9.43 4+ *L4798 %3) %))7*88 -4;8.3, .3 % (489Ō*L*(9.<* manner.

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Pathways to Homeownership With 53% of Lynchburg's housing units being renter-occupied and 44% of those renters considered cost-burdened, increasing opportunities for homeownership is a high priority. While homeownership is a meaningful way to build household wealth and stabilize living expenses, the lack of attainable housing options is a barrier to homeownership in Lynchburg. College graduates who are burdened with debt, low-income families and individuals, and other vulnerable populations are less likely to own their homes. Creating pathways to homeownership is an impactful way to ensure the wellbeing of all residents. This can be done through facilitating the provision of more diverse housing types, as having expanded choice in where to live opens more doors +47 -42*4=3*78-.5 %3) %114=8 5*451* 94 24<* .394 ).L*7*39 9?5*8 4+ -42*8 %8 9-*? 24<* 9-74;,- ).L*7*39 89%,*8 4+ 1.+*ĸ 447).3%9.43 =.9- (422;3.9? partners and service providers to market and implement programs that promote homeownership is also an important best practice to continue. Some of these programs include down payment assistance from Greater Lynchburg %'.9%9 +47 ;2%3.9? %3) % N789Ō9.2* -42*';?*78ŝ (1;' -489*) '? ĸ

2%,* 7*).9 ő

%3;+%(9;7*) 4;8.3, %3;+%(9;7*) -4;8.3, .8 43* 4+ 9-* 2489 %L47)%'1* -42*4=3*78-.5 459.438 for Virginians; as such, Code of Virginia § 15.2-2223.5 requires that localities address strategies for its preservation in their Comprehensive Plans. This type of housing comprises 1% of Lynchburg’s existing housing stock. Lynchburg does not have a separate zoning district for manufactured homes; rather, manufactured homes are permitted conditionally in the R-C, R-1, R-2, R-3, R-4, and IN-2 districts, and have certain performance standards that must be met. Lynchburg’s focus should be on preserving existing manufactured housing communities as high-quality, safe neighborhoods by taking the following steps: > >

The Central Virginia Planning District Commission (CVPDC) and Virginia Housing Forward completed a regional housing study in March 2024. This study included numerous policy recommendations for the region; the ones most directly relevant to Lynchburg have been .)*39.N*) %3) ).8(;88*) .3 9-.8 *1*2*39ĸ To read the study, click hereĹ or visit -9958ĺŉŉ-4;8.3,+47=%7)<%ĸ,.9-;'ĸ.4ŉ (<5)(ŉ5)+ŉ(<5)(Ō-4;8.3,Ō89;)?ĸ5)+

;'1.(.@* .3+472%9.43 %'4;9 =*%9-*7.@%9.43Ĺ *3*7,? *V(.*3(? 7*974N98Ĺ %3) =*11ŉ8*59.( ;5,7%)* 574,7%28ĸ Evaluate and implement methods to phase out or rehabilitate mobile homes constructed before 1976 (when national safety and building standards were implemented), including grant and homeowner assistance programs.

Chapter 3 | Housing and Neighborhoods

D care. Additional development of age-restricted and senior housing options will expand housing and lifestyle options for seniors. These housing options should be near existing amenities such as retail and healthcare. Public transportation stops should also be adjacent or very close to the property to facilitate travel for adults who cannot drive. Evaluating zoning permissions to determine whether these uses should be permitted by-right with appropriate use standards will help facilitate their development in appropriate areas of Lynchburg.

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4;8.3, +47 1)*7 );198 Aging in place, or allowing older adults to “live in one’s own home and community safely, independently, and comfortably, regardless of age, income, or ability level" (U.S. Centers for Disease Control and Prevention), is an important part of planning for housing. Currently, adults aged 65 and older comprise 14.4% of Lynchburg’s population. This percentage is projected to increase to 18% in 2030, 16% in 2040, and drop back to 14% in 2050. (Weldon Cooper Center for Public Service) While the percentage of Lynchburg’s older adults is not expected to grow exponentially, Lynchburg should still be mindful of the need to attract safe and accessible housing for this demographic. Lynchburg can facilitate aging in place through making resources regarding accessibility 24).N(%9.438 7*%).1? %<%.1%'1* 9-74;,- 9-* .9? =*'8.9*ĸ Lynchburg also permits ADUs by-right in low-density 7*8.)*39.%1 ).897.(98Ĺ =-.(- .8 %184 % '*3*N(.%1 =%? 94 provide opportunities for older adults to move in with family members or a caregiver while still maintaining independence. As an alternative to aging in place or living with family, many older adults prefer to move to a community that provides a spectrum of independence for housing, lifestyle, and healthcare. Lynchburg has several agerestricted communities and senior housing options for those who require or simply desire more supportive 61

Lynchburg Together

;55479.3, 9-* 3-4;8*) 42*1*883*88 .8 % 8*7.4;8 574'1*2 %3) .8 4R*3 ).7*(91? correlated with a lack of attainable housing options. While homelessness has declined in the Central Virginia Continuum of Care (CVCoC) region – the City of Lynchburg and the Counties of Amherst, Appomattox, Bedford, and Campbell – over time, there is still a pressing need to address it. *N3.9.<*1? )*9*72.3.3, 9-* 3;2'*7 4+ .3).<.);%18 =-4 %7* -42*1*88 %9 %3? ,.<*3 54.39 .3 9.2* .8 ).V(;19 );* 94 9-* 97%38.*39 3%9;7* 4+ -42*1*883*88 %3) ).L*7.3, )*N3.9.438 +742 8*7<.(* 574<.)*78ĸ *,%7)1*88 4+ -4= -42*1*883*88 .8 )*N3*)Ĺ -4=*<*7Ĺ 9-*7* %7* 8*<*7%1 housing-based interventions available to Lynchburg. Transitional housing, or temporary housing options meant to bridge the gap between homelessness and permanent

housing, is a major need in Lynchburg. The City's sole homeless shelter closed in early 2024 due to lack of funding. Local organizations, however, %7* (;77*391? 5;78;.3, =%?8 94 N11 9-.8 ,%5ĸ 7%38.9.43%1 -4;8.3, .8 349 (;77*391? %))7*88*) .3 9-* 43.3, 7).3%3(*ĸ -.8 8-4;1) '* %))*) %8 % ;8* with performance standards in appropriate districts. 9-*7 4;8.3, 4418 %3) *(-%3.828 There are numerous other housing programs, tools, and mechanisms that exist to help Lynchburg meet its goal of providing housing across the socioeconomic spectrum. The Lynchburg Redevelopment and Housing Authority (LRHA) owns and operates four public housing locations with a total of 238 units. LRHA also administers two voucher programs: one tenant-based and one unit-based. The wait list is currently closed for the tenant-based voucher program and most unit-based voucher options, indicating a large demand for attainable housing.

Due to high demand and limited resources for voucher programs, any new subsidized units should be established through the Low-Income Housing Tax Credit (LIHTC) program or other tax incentives. This is because the LIHTC program facilitates development of a more diverse array of housing types, can preserve existing multi-family housing stock, and has a demonstrated track record of sparking successful economic investment. LIHTC development can also be paired with historic tax credits as an additional incentive and should be directed toward areas with the greatest access to economic opportunity to create mixed-income neighborhoods and deconcentrate poverty.

LIHTC CASE STUDY Low-Income Housing Tax Credits (LIHTC) have been proven to spark successful economic investment. In addition to funding development where one type of residential use is the focus, LIHTC can also be used to fund development with multiple housing types, which is espe(.%11? '*3*N(.%1 +47 2**9.3, -4;8.3, demand for a broad range of community needs. One such case study is the Bluestone Town Center in the City of Harrisonburg. This development, upon completion, will introduce around 900 housing units to include single-family detached, single-family attached, senior housing, and multifamily housing. The development will also include pocket parks, neighborhood commercial uses, and walking trails to connect with two City public schools and an existing greenway. LIHTC funding will be applied for in addition to a variety of other funding mechanisms.

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Another program with proven success is Community Land Trusts (CLTs). A CLT is a successful partnership to support the provision of attainable housing in a community and build generational wealth. A typical CLT is % 343Ō574N9 47,%3.@%9.43 45*7%9*) '? (422;3.9? 2*2'*78ĸ -* 4=38 1%3) %3) 1*%8*8 9-* 1%3) %9 %L47)%'1* 57.(*8 94 7*8.)*398Ĺ =-4 (%3 in turn build and purchase a home on the property for up to 50% less 9-%3 9-* 2%70*9 7%9*ĸ + % 7*8.)*39 8*118 9-*.7 -4;8*Ĺ 574N9 .8 9?5.(%11? 1.2.9*) 94 *38;7* 9-%9 9-* -42* .3 9-* 1%3) 97;89 7*2%.38 %L47)%'1* +47 9-* 3*>9 7*8.)*39ĸ 9-*7 '*3*N98 4+ % .3(1;)* 57*<*39.3, '1.,-9Ĺ 574249.3, 3*.,-'47-44) 89%'.1.9? '? 7*);(.3, ,*397.N(%9.43Ĺ %3) giving the community greater control over the development happening .3 9-*.7 3*.,-'47-44)8ĸ 438.)*7.3, 9-* 3**) +47 %L47)%'1* -4;8.3, 455479;3.9.*8 %3) % 8-479%,* 4+ 1%3) +47 ,7**3N*1) )*<*1452*39 =.9-.3 9-* .9?Ĺ ?3(-';7, (%3 '*3*N9 +742 =470.3, =.9- 8 94 8;55479 -4;8.3, %L47)%'.1.9? %3) (7*%9* 8;((*88+;1 5%9-=%?8 94 -42*4=3*78-.5ĸ

2%,* 7*).9 ő 1;*8943* 4=3 *39*7ŉ

This case study demonstrates how LIHTC can be a valuable tool in helping build livable, walkable, and high-quality neighborhoods.

Chapter 3 | Housing and Neighborhoods

Reimagining Underutilized Properties One of the largest concerns for Lynchburg’s future as stated by the community is vacant and deteriorating structures, which are generally referred to as “blight”. Residential blight is not only problematic for safety and aesthetics, but also presents economic issues. Blight can reduce tax revenue, negatively impact property values, and deter outside investment in a community. City resources, such as code enforcement and law enforcement, can also be drained if blight-related issues become more prevalent or increasingly attract illegal activity. Proactively allocating resources to remedy blight is not only an investment in Lynchburg’s form and character, but an investment in the long-term economic vitality of the community. A comprehensive blight study is recommended to further identify needed improvements City-wide.

There are several key relationships and takeaways to understand when determining solutions for addressing vacant and derelict properties: >

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Overall, most vacant and derelict structures are concentrated around downtown Lynchburg, where the City's oldest housing is located. Newer neighborhoods, which are mainly located on the periphery of the City, tend to have lower concentrations of theses types of structures. Vacant and derelict structures tend to be inversely correlated with household income: the higher the median household income of an area, the lower the concentration of vacant and derelict structures, and vice versa. Vacant and derelict structures are also inversely correlated with owner-occupancy rate: areas with higher percentages of owner-occupied housing tend to have lower concentrations of vacant and derelict structures. Most vacant and derelict structures are located outside designated historic districts. There is a direct correlation between housing age and vacant or derelict structures. Areas with older housing tend to have higher concentrations of vacant and derelict structures.

State code provides Virginia localities with several tools to address blight, including civil penalties, designation of housing 7*-%'.1.9%9.43 @43*8 94 574<.)* 7*,;1%947? Q*>.'.1.9?Ĺ %3) %)459.43 4+ )7;, '1.,-9 47).3%3(*8ĸ ?3(-';7, 8-4;1) 5;78;* %11 of these as a high priority. Other best practice programs the City may wish to consider implementing include: Vacant Property Disposal: This would allow the City to assemble, market, and sell publicly-owned vacant properties at a reduced price, in partnership with the Economic Development Authority (EDA). Lynchburg can evaluate adding this policy to its current Property Toolkit. 7'%3 42*89*%) 74,7%2ĺ This program allows low- to moderate-income families to buy vacant or deteriorating properties at greatly reduced rates, with the cost of rehabilitating the property included. Families must meet certain criteria to participate in a program and must agree to use the property as their primary residence for a certain period of time, usually two to three years. ;'1.(Ō 7.<%9* %793*78-.58ĺ Formalizing a partnership with Habitat for Humanity, United Way, and other 343Ō574N9 47,%3.@%9.438 +4(;8*) 43 -4;8.3, (%3 -*15 *>5*).9* 9-* (7*%9.43 4+ .3N11 -4;8.3,ĸ %+* %3) 4;3) *.,-'47-44)8ĺ Piloted in the City of Danville with great success, this program focuses on a holistic approach to revitalizing neighborhoods. In addition to remedying deteriorating properties, the program also provides for increased law enforcement patrol, infrastructure improvements such as sidewalk repairs, and enhanced partnerships with community organizations in the neighborhoods. This is done out of the understanding that community livability and revitalization can only be achieved through a multifaceted, well-organized action plan. 63

Lynchburg Together

?3(-';7,ŝ8 745*79? 4410.9 The City's Property Toolkit has been a successful and comprehensive program to track and address vacant property and blight. This toolkit refers to City Ordinances that help address blighted properties, with the ultimate goal of 57*8*7<.3, 8%+* %3) %L47)%'1* -4;8.3, .3 '49- 9-* 7*39%1 %3) 8%1*8 2%70*98Ĺ including the rehabilitation of substandard housing. The City's Neighborhood Services division manages several programs as part of this toolkit, including rental inspections, the Vacant Building Registration Program and the Derelict Program. Tax delinquent sale, where the City can auction real estate property %R*7 3;2*74;8 %99*2598 94 (411*(9 )*1.36;*39 9%>*8 %7* ;38;((*88+;1Ĺ -%8 also been valuable through transferring property to new ownership rather than letting it sit for years without generating valuable tax revenue. The third component of this toolkit is the pending establishment of a Housing Trust ;3) 94 574);(* %3) 57*8*7<* %L47)%'1* -4;8.3,Ĺ %3) 7*24<* '%77.*78 +47 redevelopment. This tool could be used to supplement funding for blight removal, rehabilitation, or pre-development costs.

.8947.( .897.(98 %3) 745*79.*8 Lynchburg's historic districts were consistently cited by the community as some of the City's most valued assets. These districts and their associated structures 8.,3.N(%391? *3-%3(* 4<*7%11 6;%1.9? 4+ 1.+* %8 9-*? 57*8*7<* -.8947?Ĺ %)) 94 .9? character, and reinforce a unique identity and sense of place.

Creative placemaking is the practice of enhancing a neighborhood’s quality of life through arts, culture, and intentional community )*<*1452*39 94 7*Q*(9 9-* character and culture of the surrounding neighborhood. Creative 51%(*2%0.3, .8 349 431? '*3*N(.%1 in its ability to be a communitydriven solution to blight, but also -*158 9-* %798 (422;3.9? Q4;7.8- and build stronger bonds between neighbors. According to the Center for Community Progress, 83% of creative placemaking projects on vacant, abandoned, and deteriorated properties serve to build community among residents. Creative placemaking projects include, but are not limited to murals, little free libraries, performance events, and urban gardens.

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One of the issues associated with deteriorating properties in designated historic districts is that these districts have more rigorous requirements for external appearance. This is a challenge for property owners who may not have the *>5*79.8* 47 N3%3(.%1 7*84;7(*8 94 2%.39%.3 9-*.7 -42* .3 %((47)%3(* =.9- architectural standards, or for property owners who are simply unwilling to keep up with standards, resulting in demolition by neglect.

CREATIVE PLACEMAKING

Lynchburg has a rehabilitation/renovation program, which functions by granting a real estate tax exemption for properties under rehabilitation and renovation *6;%1 94 9-* ).L*7*3(* '*9=**3 9-* %88*88*) <%1;*8 '*+47* %3) %R*7 9-* work is completed. The program is based on the age of the structure and is applicable to residential, multi-family, commercial, and industrial properties, along with damaged or destroyed buildings with varying requirements. The program allows up to a 15% enlargement of the structure as well. In 2018, City 4;3(.1 %5574<*) %3 .3N11 541.(? *>9*3).3, 9-*8* 7*%1 *89%9* 9%> *>*259.438 94 new construction within the Arts & Cultural Rehabilitation, Redevelopment, and Conservation Districts with some areas eligible for up to a 50% exemption based on cost. Lynchburg should extend this geographic-based criteria to apply to all designated historic districts, regardless of the age of the structure. This provides additional options for rehab and repair, especially to address adaptive reuse 574/*(98Ĺ .3N11Ĺ 47 49-*7 3*=*7 (43897;(9.43 .3 9-*8* ).897.(98ĸ 4;8.3, *-%'.1.9%9.43 Most of Lynchburg’s housing stock was constructed before 1970 and the average age of the housing stock is 70 years old. When properly maintained, Lynchburg’s aging housing stock is a valuable community asset and preserves the community’s rich history and culture. However, older dwellings that are not maintained can risk becoming structurally compromised, threatening the health and safety of their residents. Additionally, residents who seek to age in place .3 9-*.7 (;77*39 -42*8 3**) 94 -%<* %<%.1%'1* %<*3;*8 94 7*974N9 9-*.7 -42*8 accordingly. Older residents, along with children, are also more susceptible to health and safety problems presented by substandard housing, such as lead and mold exposure.

Chapter 3 | Housing and Neighborhoods

There are many state and federal programs available to help renters and homeowners alike repair and improve housing, and to assist with homeownership. Additional programs provide tax credits for landlords who improve housing %3) 574<.)* %L47)%'1* -4;8.3,ĸ 8 9-* (489 4+ 2%.39%.3.3, %3) 45*7%9.3, %,.3, -42*8 .25%(98 %L47)%'.1.9?Ĺ 857*%).3, %=%7*3*88 4+ 9-*8* %88.89%3(* 574,7%28 .8 (7.9.(%1 .3 -*15.3, 7*);(* (489 %3) 574249* *3*7,?Ō*V(.*39 .3<*892*39ĸ

%'1* ŷĸŸ ő 4;8.3, 88.89%3(* 74,7%28 #

<%.1%'1* 74,7%2

7,%3.@%9.43

Link

Essential Home and Accessibility Virginia Department of Housing Repair Program (EHARP) and Community Development

dhcd.virginia.gov/eharp

Indoor Plumbing Rehabilitation Program (IPR FLEX)

Virginia Department of Housing and Community Development

dhcd.virginia.gov/ipr

Weatherization Assistance Program (WAP)

Virginia Department of Housing and Community Development

dhcd.virginia.gov/wx

Weatherization Deferral Repair (WDR)

Virginia Department of Housing and Community Development

dhcd.virginia.gov/wdr

Livable Home Tax Credit (LHTC)

Virginia Department of Housing and Community Development

dhcd.virginia.gov/lhtc

Single Family Housing Repair Loans and Grants

USDA Rural Development

rd.usda.gov/programs-services

Virginia Housing Plus Second Mortgage

Down Payment Assistance Grant

Virginia Housing Accessibility Grants

Housing Tax Credit Program

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Virginia Housing

virginiahousing.com/homebuyers/plussecond-mortgage

Virginia Housing

virginiahousing.com/partners/lenders/ down-payment-assistance-grant

Virginia Housing

virginiahousing.com/renters/ accessibility-grants

Virginia Housing (Sponsored by U.S. Treasury Department)

virginiahousing.com/partners/rentalhousing/rental-housing-tax-credits

11 Home Equity Conversion Mortgage U.S. Department of Housing and (HECM) Urban Development

-;)ĸ,4<ŉ574,7%2ŋ4V(*8ŉ-4;8.3,ŉ 8Mŉ hecm

Lead Hazard Reduction Program (LHR)

Lynchburg Together

Virginia Department of Housing and Community Development

https://www.dhcd.virginia.gov/lhr

3N11 *<*1452*39 %3) )%59.<* *;8* 3N11 )*<*1452*39 %114=8 +47 3*= -4;8.3, 94 '* constructed on vacant or otherwise underutilized 5745*79?ĸ 3N11 .8 '*3*N(.%1 .3 574<.).3, %3 455479;3.9? to introduce small-scale multi-family housing, such as );51*>*8Ĺ 97.51*>*8Ĺ %3) +4;751*>*8Ĺ 9-%9 .8 4R*3 247* (489Ō*L*(9.<* +47 '49- % )*<*145*7 %3) % 7*8.)*39 ';9 retains neighborhood character. .2.1%71?Ĺ %)%59.<* 7*;8* .8 9-* 7*974N99.3, 4+ %3 abandoned structure for a new purpose. Adaptive reuse is a win-win situation: it eliminates blight while providing an opportunity for development that meets community needs and promoting density. In Lynchburg, adaptive reuse should be complementary to the surrounding neighborhood, with emphasis on mixeduse development in appropriate contexts. This not only facilitates a stronger return on investment but provides desirable amenities and housing opportunities to the community.

Adaptive reuse is most likely to be successful in Downtown and the surrounding historic neighborhoods, where older, vacant structures are more common. )).9.43%11?Ĺ 9-*7* .8 8.,3.N(%39 549*39.%1 .3 <%(%39 or semi-vacant shopping centers around Lynchburg, for example, the Plaza at Lakeside Drive and Memorial Avenue. When adaptive reuse projects are pursued, careful planning should occur to ensure that any aging infrastructure is upgraded or replaced to alleviate safety (43(*738ĸ 43.3, 7).3%3(* ;5)%9*8 2%? -*15 +%(.1.9%9* this process. 8 .3N11Ĺ %)%59.<* 7*;8*Ĺ %3) 3*= (43897;(9.43 %)<%3(*Ĺ it will be critical to ensure that water, sewer, and transportation infrastructure is well-maintained to properly service increased demand (see Chapter Ÿłĸ *<*1452*39 7*,;1%9.438Ĺ 8;(- %8 ';L*7.3, %3) setbacks, should also be reviewed to ensure a balance between facilitating redevelopment while fostering compatible land uses and zoning transitions.

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D +4;751*> .3 9-* .9? 4+ 9%;3943 574<.)*8 %)).9.43%1 -4;8.3, =-.1* preserving existing neighborhood (-%7%(9*7ĸ

An adaptive reuse project in 5498?1<%3.% 4;39? 97%38+472*) %3 %'%3)43*) +%(947? .394 14R8ĸ

A historic structure in the City 4+ 7*)*7.(08';7, .8 7*974N99*) to provide a neighborhood (422*7(.%1 ;8* %3) ;55*7Ō8947? -4;8.3,ĸ

Chapter 3 | Housing and Neighborhoods

Creating Livable Neighborhoods

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Housing conditions directly relate to the wellbeing of their inhabitants. To increase community wellbeing, it will be important for Lynchburg to continue .98 *L4798 94 3;79;7* 1.<%'1* 3*.,-'47-44)8ĸ .<%'.1.9? 7*+*78 94 9-* +%(9478 that contribute to a high quality of life in residential communities, including but not limited to: > >

LIVABILITY IN THE HILL CITY According to AARP’s Livability Index, a nationally trusted resource for identifying how livable a community is when compared to the rest of the country, Lynchburg is ranked in the top half of U.S. communities for overall livability. Lynchburg is best at transportation convenience, safety, and options; clean air; and clean water. Lynchburg needs to improve on inclusion, opportunity, and civic involvement. You can learn more about livability by (1.(0.3, -*7* or visiting -9958ĺŉŉ1.<%'.1.9?.3)*>ĸ%%75ĸ 47,ŉ8*%7(-ŉ ?3(-';7,ƧŶŴ(.9?ĹƧŶŴ .7,.3.%ĹƧŶŴ 3.9*)ƧŶŴ 9%9*8

Lynchburg Together

> > > >

Access to alternative transportation, including pedestrian and bicycle infrastructure Integration of green space and the natural environment into residential areas Ease of access to employment, education, and healthcare Low crime rates Civic and institutional engagement Social connectivity and vibrancy

Fostering livability can be a key strategy for supporting future economic development. Livable communities, as characterized by the above qualities, have been correlated with increased residential property values and decreased costs of maintaining infrastructure due to a smaller footprint of infrastructure needed to serve the community. Lynchburg can continue to *38;7* 9-%9 .98 43.3, 7).3%3(* 7*6;.7*2*398 Ŏ 85*(.N(%11?Ĺ (422;3.9? design and use performance standards – support high-quality, livable, and 7*85438.'1* )*<*1452*39ĸ -*8* %184 -%<* 8%+*9? '*3*N98ĸ %3? 57.3(.51*8 of Crime Prevention through Environmental Design (CPTED; see Chapter 5 for additional details] include the elements that create livable neighborhoods, such as landscaping, street lighting, and public spaces.

actions. The current Consolidated Plan was adopted in June 2025 and states the following housing goals: >

.<%'.1.9? .8 %184 4R*3 +%(.1.9%9*) 9-74;,- 2.>*)Ō;8*Ĺ mixed-income development where residents have equal and easy access to amenities. This also provides opportunities for social engagement, in turn facilitating a safe community through the concept of “eyes on the street”. Walkable, dense, mixed-use neighborhoods are %184 -.,-1? '*3*N(.%1 .3 % (.9? 1.0* ?3(-';7, =-*7* steep slopes limit the amount of land available for development.

> >

3(7*%8* 5*72%3*39 %L47)%'1* -4;8.3, .3 rentals. Increase the number of owner-occupied units. Improve the City's public facilities.

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Other non-housing related goals include the following:

A key aspect of fostering livable neighborhoods .8 .3<41<.3, 7*8.)*398 *%71? %3) 4R*3 .3 51%33.3, processes. Lynchburg has developed small area plans for many of its neighborhoods over the past several years, all of which have relied on community engagement to some degree. Continuing to give residents a direct stake in the future of their neighborhood serves to not only empower residents but ensures that any future land use .39*7<*39.438 %7* 85*(.N( %3) ).7*(91? 5745479.43%9* 94 the demonstrated need.

> >

Promote public service activities. Provide quality oversight and administration of federal programs.

When put towards their highest and best use, as guided by Consolidated Plan goals, CDBG funding can be a powerful catalyst for community growth and investment, ultimately enhancing livability and quality of life across the City.

Livability Initiatives Since 1975, Lynchburg has received annual allocations for the Community Development Block Grant (CDBG) Program as an entitlement jurisdiction through HUD. In 1994, the HOME Investment Partnerships Program began, and the City was designated as a participating jurisdiction. As an entitlement jurisdiction, the City is required '? 94 8;'2.9 % 43841.)%9*) 1%3 *<*7? N<* years. Consolidated Plan preparation is intended to be a collaborative process whereby the community *89%'1.8-*8 % ;3.N*) <.8.43 +47 (422;3.9? )*<*1452*39

Chapter 3 | Housing and Neighborhoods

GOAL STATEMENT >>> Support a variety of high-quality, safe, and attainable housing options as a means of encouraging economic growth and enhancing neighborhood livability. Objective: Facilitate the development of high-quality housing options that are attainable to the full spectrum of Lynchburg’s workforce. >

> >

> > >

Adopt a drug blight ordinance in accordance with Code of Virginia § 15.2-907 to address blight associated =.9- .11*,%1 )7;, ;8* 47 49-*7 (43N72*) criminal activity. Avoid demolition of properties, especially in designated historic districts. Pursue rehabilitation, adaptive reuse, or creative 7*;8* .389*%)Ļ 7*<.*= 9-* 43.3, 7).3%3(* to identify barriers to rehabilitation and amend as necessary. Support the use of Low-Income Housing Tax Credits (LIHTC) to develop a variety of attainable and attractive housing options. Amend the Code of Ordinances to designate housing rehabilitation zones in neighborhoods of greatest need, in accordance with Code of Virginia § 3655.64. Expand the City's rehabilitation/renovation program to apply to all designated historic districts. Continue implementation of Lynchburg's Property Toolkit, including regular monitoring. Continue to work with the Economic Development Authority (EDA) to dispose of City-owned vacant or underutilized properties, with the goal of repurposing 9-*2 +47 .3N11 47 %)%59.<* 7*;8*ĸ Develop a blight abatement plan to 85*(.N(%11? .)*39.+? 841;9.438 +47 deteriorating properties in designated historic districts.

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2*3) 9-* 43.3, 7).3%3(* 94 *38;7* %11 residential dwelling types are permitted appropriately. Work with local and regional service providers and partners to provide education about local, state, and federal homeownership programs available to City residents. ;55479 9-* 43,4.3, *L4798 4+ 9-* Lynchburg Housing Collaborative; engage anchor health and education institutions to join the Collaborative. Work with the Central Virginia Planning District Commission (CVPDC) and its member jurisdictions to develop a regional housing education campaign. Develop a functional housing trust fund =.9-.3 N<* ?*%78 4+ 1%3 %)459.43Ĺ ;8.3, similar communities in Virginia and the Southeast U.S. as models. Support Community Land Trust (CLTs) partnerships with regional and private partners to facilitate the development of workforce housing options. Support the Central Virginia Continuum of Care (CoC)’s implementation of strategies – including housing-based solutions – to eliminate homelessness in the region.

Objective: Proactively address vacant and deteriorating properties through implementing rigorous code compliance procedures.

Lynchburg Together

Objective: Enhance quality of life through ensuring all of Lynchburg's neighborhoods are livable. >

> >

<%1;%9* 43.3, 7).3%3(* 7*6;.7*2*398 for traditional neighborhood development (TND) and planned unit developments (PUD) and amend as necessary to facilitate these types of development. ;55479 (7*%9.<* 51%(*2%0.3, *L4798 as a means of addressing deteriorated properties and building community. Review and amend development 7*,;1%9.438Ĺ 5%79.(;1%71? ';L*7.3, %3) setbacks, as needed to ensure a balance between facilitating redevelopment and compatible land uses. Enhance neighborhood livability through '*%;9.N(%9.43Ĺ ;50**5Ĺ %3) -.,-Ō6;%1.9? service delivery. Use Community Development Block Grant (CDBG) funding for the highest-priority ,4%18 %8 .)*39.N*) .3 9-* 43841.)%9*) Plan.

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470 =.9- 14(%1 343Ō574N9 %3) <41;39%7? organizations to provide assistance with property maintenance violations for individuals who are elderly or who may not '* %'1* 94 %L47) 94 2%.39%.3 9-*.7 5745*79?ĸ Publicize information about =*%9-*7.@%9.43Ĺ *3*7,? *V(.*3(? 7*974N98Ĺ %((*88.'.1.9? 24).N(%9.438Ĺ %3) =*11ŉ septic upgrade programs through a targeted advertising campaign. Evaluate and implement methods to rehabilitate or replace mobile homes constructed before 1976, including grant and homeowner assistance programs. Engage neighborhood residents early and 4R*3 .3 %3? 82%11Ō%7*% 47 3*.,-'47-44)Ō level planning interventions. Continue to develop and implement neighborhood plans. Direct development of transitional housing, age-restricted communities, and multi-family housing within a half-mile of transportation, retail, and healthcare services.

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4 | Community Framework 4'.1.9? %3) 433*(9.<.9? 3+7%897;(9;7* %3) %(.1.9.*8

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D 71

Lynchburg Together

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Introduction

Mobility and Connectivity

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Transportation is at the heart of Lynchburg’s growth, economic development, and quality of life. A safe, *V(.*39Ĺ %3) (433*(9*) 97%385479%9.43 8?89*2 8;554798 residents’ access to essential services including jobs, education, and healthcare. This chapter discusses ways to enhance the movement of people and goods within the City’s network of streets, highways, sidewalks, trails, public transit, and rail systems. These components are not just infrastructure, but key drivers of the City's vitality.

This chapter outlines Lynchburg’s objectives to build a future-proof transportation network, including: > Enhance Multimodal Connectivity - Discusses 9-* '*3*N98 4+ (7*%9.3, % 8*%21*88Ĺ 2;19.24)%1 transportation network by integrating roads, public transit, bicycle, and pedestrian infrastructure. > 2574<* %+*9? %3) 7%V( V(.*3(? Ō Outlines the need for safety improvements on roads, 8.)*=%108Ĺ %3) '.0* 5%9-8ĸ *);(.3, 97%V( (43,*89.43 %3) .2574<.3, 97%V( Q4= =.9- targeted interventions are also critical to .2574<.3, 8%+*9? %3) *V(.*3(?ĸ > Supporting Economic Development Through Transportation Investments - Align transportation improvements with economic development goals by enhancing key transportation corridors, improving access to employment centers, and ensuring that transportation infrastructure supports the City's long-term economic vitality. > Strengthening Transportation Planning Coordination - By strengthening coordination among local, regional, and state transportation 51%33.3, *L4798Ĺ 9-* .9? (%3 (7*%9* % 247* .39*,7%9*) %3) *V(.*39 97%385479%9.43 3*9=470 that fosters economic growth, aligns with land use goals, and enhances quality of life.

As Lynchburg continues to grow, addressing challenges 8;(- %8 %,.3, .3+7%897;(9;7*Ĺ 97%V( (43,*89.43Ĺ %3) lack of access is crucial. The City's strategic location along major transportation corridors—including U.S. Routes 29, 460, and 501—provides a foundation for both passenger and freight movement, supporting economic %(9.<.9? %3) 7*,.43%1 (433*(9.<.9?ĸ 3)*789%3).3, 97%V( 5%99*738 %3) +7*.,-9 24<*2*39 .8 *88*39.%1 +47 *L*(9.<* planning. Peak-hour congestion, seasonal variations, %3) *<*39Ō7*1%9*) 85.0*8 .3 97%V( %11 =%77%39 9%7,*9*) .39*7<*39.438 94 2%.39%.3 Q4= %3) 8%+*9?ĸ -* .9?ŝ8 74%)8 2;89 %184 8;55479 *V(.*39 +7*.,-9 24<*2*39Ĺ which is vital for economic growth and local businesses.

Lynchburg Together

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D MOBILITY AND CONNECTIVITY: COMMUNITY PERSPECTIVE

Multimodal transportation improvements are highly desired to support anticipated population and economic growth. Around 70% of survey respondents agreed that Lynchburg’s roads are generally wellmaintained, but only 44% of survey respondents agreed that sidewalks are provided where needed and are generally well maintained. Survey respondents emphasized the need for bicycle and pedestrian improvements, as well %8 74%) 2%.39*3%3(* %3) 8549 97%V( 8%+*9? and congestion improvements. This sentiment was also echoed in public workshops and focus groups. New trails are highly desirable as both recreational and transportation opportunities.

MOBILITY AND CONNECTIVITY: FACTORS AND TRENDS ** 55*3).> Ĺ 422;3.9? 74N1*Ĺ +47 %)).9.43%1 )%9% 7*1%9*) 94 ?3(-';7,ś8 -4;8.3, %3) 3*.,-'47-44)8ĸ > Portions of U.S. 501, U.S. Business 460, and U.S. ;8.3*88 ŶŽ 8** 9-* -.,-*89 97%V( <41;2*8 .3 9-* .9?Ĺ =.9- %<*7%,* )%.1? 97%V( Ł ł (4;398 ranging from approximately 27,000 to 47,000. > There was a total of 1,106 crash incidents recorded within City limits in 2023. Out of those crashes, only one resulted in a fatal injury, and 41 resulted in a serious injury. > 489 '7.),*8 %3) (;1<*798 =*7* .)*39.N*) '? 9-* Virginia Department of Transportation (VDOT) as in either fair or poor condition. > In 2023, the Lynchburg Regional Airport handled a total of 148,077 passengers, an increase of 8.9% over 2022. > The Greater Lynchburg Transit Company (GLTC)’s total system ridership in Fiscal Year 2024 (FY24) was 567,981, representing a 13% increase from FY23. Chapter 4 | Mobility and Connectivity

D Enhancing Multimodal Connectivity

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.11.3, %58Ĺ 3-%3(.3, 433*(9.<.9? While many of Lynchburg’s streets feature sidewalks, crosswalks, and other pedestrian accommodations, challenges persist. Gaps in connectivity, inconsistent sidewalk conditions, and inadequate infrastructure in -.,-Ō97%V( %7*%8 (425742.8* 5*)*897.%3 8%+*9? %3) accessibility. To address these issues, the City should identify and implement multimodal improvements in key corridors. These improvements could include enhanced sidewalk networks, protected cycle paths, and improved crosswalk designs. The goal is not only to boost pedestrian and cyclist safety, but also to stimulate economic development by making these areas more accessible and attractive to prospective employers. Key focus areas include the Wards Road corridor, Rivermont Avenue, Timberlake Road, Downtown Lynchburg, and school zones. Additionally, several neighborhoods within the Greater Lynchburg Transit Company's (GLTC) service area, such as Timberlake, Sandusky, and Lakeside, do not have sidewalks. Other neighborhoods within the GLTC service area, such as White Rock Hill, Diamond Hill, and Dearington, have existing sidewalk infrastructure, but gaps persist. Providing sidewalk connectivity within 5;'1.( 97%38.9 8*7<.(* %7*%8 .8 *88*39.%1 94 N11 %11 ,%58 %3) +%(.1.9%9* *V(.*39 %3) *6;.9%'1* 97%<*1ĸ

Active transportation in Lynchburg brings a host of '*3*N98ĺ .9 574249*8 5-?8.(%1 N93*88Ĺ 7*);(*8 97%V( congestion, and minimizes environmental impacts. Infrastructure elements such as sidewalks, shared-use paths, trails, bike lanes, and paved shoulders enable this type of transportation, and are designed to ensure safety and accessibility for pedestrians and cyclists, ultimately enhancing overall mobility. Additionally, active transportation infrastructure provides widespread economic impacts, as employers choose to locate and expand businesses based on overall quality of life and the %2*3.9.*8 4L*7*) .3 % (422;3.9?ĸ -* .9? .8 (;77*391? developing a multimodal plan through the Central Virginia Planning District Commission (CVPDC) to address many of the challenges and opportunities associated with multimodalism. Community feedback underscores a strong emphasis on improving walkability and bikeability throughout Lynchburg. By prioritizing active transportation, integrating public transit, and addressing existing infrastructure challenges, the City can promote a vibrant, healthy, and sustainable community. As residents and visitors alike navigate Lynchburg’s rolling hills and scenic views, the commitment to improving connectivity and mobility will be evident, ensuring that Lynchburg remains a welcoming place for all. 75

Lynchburg Together

VDOT’s Safe Routes to School (SRTS) 574,7%2 574<.)*8 N3%3(.%1 %3) technical assistance to help communities create safe walking and biking paths to schools. The program’s goals are to encourage children, including those with disabilities, to walk or bike to school safely, promoting a healthy 1.+*89?1* %3) 7*);(.3, 97%V(Ĺ +;*1 use, and air pollution around schools. Projects can vary in cost; some rely on existing infrastructure, while others, 1.0* 3*= 8.)*=%108Ĺ 7*6;.7* 8.,3.N(%39 investment. Lynchburg should consider identifying SRTS projects and should plan to support such projects through advertising, promotions, and providing funding if necessary. This can also be leveraged through public-private part3*78-.58 =.9- 343574N98 %3) 3*.,-'47hood groups.

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In addition to addressing pedestrian infrastructure, improving connectivity between recreation trails, parks, and key City destinations is essential. Lynchburg’s network of trails, such as the Blackwater Creek Trail and the %2*8 .<*7 *7.9%,* 7%.1Ĺ 4L*7 842* (433*(9.<.9? +47 7*(7*%9.43ĸ 4=*<*7Ĺ expanding sidewalks and bike lanes to create seamless links between neighborhoods, parks, and natural resources like the James River will make these areas more accessible to pedestrians and cyclists alike. Trail connectivity can be enhanced by improving access points to the James River, ensuring that residents can easily reach these valuable recreational resources via multiple modes of transportation.

WHAT ARE SAFE ROUTES TO SCHOOL?

The community also expressed interest in expanding the existing mix of bike lanes, shared roadways, and multi-use paths to facilitate biking as a mainstream transportation mode. Research has found that direct access to a transportation network that includes infrastructure for biking and walking raises property values, in turn leading to increased economic performance. Lynchburg’s goal for its bike network should be a combination of infrastructure on traditional roadways such as sharrows and on-road bike lanes on wider, more residential streets, and protected bike lanes and shared-use paths along more heavily traveled corridors, streets where usable right-of-way is available, and in the immediate vicinity of existing trail systems.

Based on existing crosswalks and sidewalk infrastructure, Lynchburg should prioritize SRTS projects in the vicinity of Sandusky Elementary and Middle Schools, Bedford Hills Middle School, and Linkhorne Middle School along the eastbound lanes of Cranehill Drive. Chapter 4 | Mobility and Connectivity

3-%3(.3, (9.<* 7%385479%9.43 .3 *? 477.)478 Enhancing transportation infrastructure is also key to making mixeduse communities successful. Improving walkability and bikeability in key corridors will be critical for fostering vibrant commercial districts that attract both local shoppers and tourists. Investing in pedestrianfriendly streetscapes, including upgraded crosswalks and protected cycle paths, will make these areas more accessible, while encouraging active transportation options like walking and cycling. For instance, protected bike lanes can transform cycling into a safe and appealing mode of 97%<*1Ĺ 8;55479.3, 14(%1 ';8.3*88*8 '? )7%=.3, 247* +449 %3) '.0* 97%V(ĸ Similarly, high-visibility crosswalks in key locations will improve pedestrian safety and provide easier access to businesses, making Lynchburg’s commercial corridors more dynamic and economically resilient. By linking mixed-use development with enhanced transportation infrastructure, Lynchburg can create cohesive, sustainable neighborhoods that are economically vibrant, environmentally conscious, and well(433*(9*)ĸ -*8* *L4798 =.11 349 431? *38;7* 143,Ō9*72 *(4342.( 89%'.1.9? but also improve quality of life by reducing car dependency, fostering local commerce, and promoting healthier, more active lifestyles.

KEMPER STREET STATION

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The Kemper Street Station serves as Lynchburg’s central hub for transportation. The station integrates multiple transportation modes, including Amtrak and Greyhound, and the Virginia Breeze intercity bus service. Plans for GLTC to enhance intracity connectivity are also underway. By improving access to this transit hub, Lynchburg can bolster its economic infrastructure and provide seamless travel options for residents and visitors alike.

Public Transportation Public transportation has long been a cornerstone of Lynchburg's mobility framework, with a history dating back to the 1880s. The Greater Lynchburg 7%38.9 425%3? Ł ł 45*7%9*8 % (4257*-*38.<* N>*)Ō74;9* ';8 8*7<.(*Ĺ ensuring connectivity throughout the week with 11 routes, ten of which extend service to weekends, along with ADA Complimentary paratransit service and microtransit service. To further enhance multimodal connections, Lynchburg is investing in crucial infrastructure developments. The transfer center, strategically located near Amtrak, the Breeze Bus, and Greyhound, has streamlined passenger transfers and improved multimodal connectivity. GLTC’s Operations and Maintenance facility ensures the transit system can accommodate both current and future needs. GLTC is partnering with the Virginia Department of Rail and Public Transportation (DRPT) and Danville Transit on exploring a Lynchburg/Danville/Greensboro link to expand access to regional attractions and employment centers. In the last three years, GLTC has completed the replacement of its Automatic Vehicle Locator (AVL) system and deployed new customer-facing solutions to increase public transit usability. Solutions currently deployed include mobile fare payments; a new bus trip planning and tracking app that also allows for fare purchases; new solar lighting and benches at stops; planned shelter replacements beginning in 2025; digital real-time information signage at select stops throughout the system; digital signage at the Transit Station; and passenger infotainment signage on buses. GLTC is also currently operating microtransit service through a demonstration grant from DRPT and will be evaluating the service to determine the feasibility of its expansion. Passenger amenities such as seating, lighting, shelters, and ADA accessibility have ranked highly on GLTC customers’ list of improvements for many years. One particular challenge that GLTC faces is the number

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of streets in the City that have no additional usable right-of-way and that predate the use of automobiles or separated sidewalks by decades or centuries. Tree cover, while helping to cool streets and provide pleasant aesthetics, also limits the use of solar lighting and real-time information 8.,3%,* .3 2%3? %7*%8ĸ 7%V( *V(.*3(? %3) 1.2.98 .3 =-*7* 5%88*3,*78 may be safely disembarked create operational bottlenecks that reduce the performance of public transit routes. This also creates pedestrian safety issues when passengers disembark on the opposite side of their destination %3) (7488 ';8? 74%)=%?8 .3 343Ō)*8.,3%9*) 14(%9.438ĸ 89%L -%8 349*) 9-.8 .8 2489 574'1*2%9.( 43 %7)8 4%)Ĺ 9-* -**9@ŉ -.(0ŌN1Ō .39*78*(9.43Ĺ .2'*71%0* 4%) %9 9-* 4(.%1 *(;7.9? 4V(*8Ĺ %3) 9-* .39*78*(9.43 4+ 411*,* Drive and Lakeside Drive. Complimentary paratransit service is also available to customers who are ;3%'1* 94 3%<.,%9* 9-* N>*)Ō74;9* 8?89*2 );* 94 % ).8%'.1.9?ĸ (;8942*78 =-4 %7* %'1* 2%? ;9.1.@* 9-* N>*)Ō74;9* 8?89*2 +47 +7**ĸ )).9.43%1 %((*88.'1* 8.)*=%108 %3) 7*974N99.3, 4+ *>.89.3, 343Ō %((*88.'1* sidewalks would help GLTC reduce the need for paratransit services as for many ADA customers, the inability to navigate to or from the bus stop is the 1.2.9.3, +%(947 .3 =-*9-*7 9-*? 2%? ;9.1.@* % N>*)Ō74;9* ';8ĸ

.9- 7*,;1%7 Q.,-98 94 -%71499* 4;,las International Airport, Lynchburg is linked to over 140 nonstop destinations worldwide, enabling tourism and business opportunities. However, with only a single air carrier, options for Q?*78 %7* 1.2.9*)ĸ >5%3).3, %.7 (%77.*7 service or providing additional destinations in the Northeast through American Eagle can be supported through a partnership between Lynchburg’s *(4342.( )*<*1452*39 89%L %3) 14(%1 businesses.

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GLTC has begun the process to build out a bicycle storage facility consisting of bike racks, bike lockers, and a repair station at the Kemper Street Transit Station, scheduled for FY26-27. This will also allow riders to securely store their bikes while taking Amtrak or regional bus routes. This should also help to encourage ridership on the Kemper Street trail, as it will give a location to secure a bike if riders need to take a short break or if they are using public transit to reach the trailhead.

LYNCHBURG REGIONAL AIRPORT

Air Travel Lynchburg Regional Airport (LYH) is in Campbell County but is a critical asset in the City’s transportation network. As the primary aviation gateway for the region, the airport supports both business and leisure travel, (4397.';9.3, 8.,3.N(%391? 94 9-* 14(%1 *(4342?ĸ *= )%.1? Q.,-98 94 -.(%,4 and Washington, D.C. have expanded connectivity, and continued improved service through additional carriers and destinations in the Northeast =4;1) +;79-*7 '*3*N9 9-* 14(%1 ';8.3*88 (422;3.9? %3) 94;7.82 *(4342? and should be a primary goal. This is also stated in the airport’s Master 1%3Ĺ =-.(- .)*39.N*8 Ůżżĸŷ 2.11.43 .3 .2574<*2*398 %.2*) %9 *3-%3(.3, 45*7%9.43%1 *V(.*3(? %3) *>5%3).3, 8*7<.(*8ĸ *(;7.3, % 8*(43) ,14'%1 network air carrier and integrating aeronautical programs are key components of this strategy. Rail Transportation Lynchburg’s rail network plays an important role in the City’s transportation ecosystem, supporting both passenger and freight movement. Amtrak’s services connect Lynchburg to major regional destinations through the Crescent and Northeast Regional lines; this enhances access to larger economic centers and provides avenues for tourism and leisure travel.

Freight rail lines facilitate the transport of goods crucial for local industries. Operated by Norfolk Southern and CSX, these services support local ';8.3*88*8 %3) (4397.';9* 94 9-* 7*,.43%1 8;551? (-%.3ĸ V(.*39 +7*.,-9 movement is essential for maintaining economic activity and attracting investment. Chapter 4 | Mobility and Connectivity

D 2574<.3, %+*9? %3) 7%V( V(.*3(?

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Timberlake Road: This key east-west route connects residential areas to commercial zones and should be a priority for future development %3) 97%V( .2574<*2*398 );* 94 *>.89.3, congestion issues. Lakeside Drive: Functioning as a major northsouth route, Lakeside Drive links several residential neighborhoods to the City's core. Improvements are currently planned to improve 97%V( Q4= %3) 8%+*9? %143, 9-.8 74;9*ĸ Enterprise Drive: Enterprise Drive is in the western area of Lynchburg and is home 94 <%7.4;8 ';8.3*88*8Ĺ 4V(* 5%708Ĺ %3) light industrial facilities. It also has seen a notable increase in residential and mixed-use development in recent years. Graves Mill Road: A major connector road in Lynchburg, Graves Mill Road is a busy corridor 9-%9 .39*78*(98 ĸ ĸ 4;9* ŹŴŵ %3) 4L*78 %((*88 to retail centers, restaurants, and residential areas. It connects several neighborhoods and is an important commuter route. Greenview Drive: Primarily a residential and commercial roadway, Greenview Drive runs through neighborhoods and includes access to parks, schools, and shopping areas in the southern area of Lynchburg.

The road network is the primary element of Lynchburg's transportation infrastructure, facilitating the movement of people and goods while connecting neighborhoods, businesses, and recreational spaces. Continued 243.947.3, 4+ 97%V( 5%99*738 =.11 8;55479 897%9*,.( planning and ensure that Lynchburg's roadways can accommodate current and future demands. Through 9-*8* *L4798Ĺ 9-* .9? (%3 +489*7 % 97%385479%9.43 8?89*2 that meets the needs of all users while supporting economic growth and community well-being. 4(;8.3, 43 *? 477.)478 Lynchburg's strategic roadways are essential for both economic vitality and mobility. Public engagement revealed that while, overall, the City’s road network is adequate, there are locations where improvements for 8%+*9? %3) (%5%(.9? %7* 3*(*88%7?ĸ .,- 97%V( <41;2*8 characterize several key corridors, making them focal points for development and transportation planning: >

Wards Road: As a major commercial hub, this corridor supports a mix of retail, dining, and is home to Central Virginia’s only regional mall. It serves as a critical link between Liberty University and the rest of Lynchburg, handling 8;'89%39.%1 89;)*39 %3) (422;9*7 97%V(ĸ Lynchburg Together

Old Forest Road: A major commercial corridor in western Lynchburg, Old Forest Road connects to the Route 501/221 intersection and provides access to several higher-education institutions. It has seen ongoing congestion, particularly near the Lynchburg Expressway. Wiggington Road: Wiggington Road is located in the western area of Lynchburg, connecting residential areas to the Lynchburg Expressway and nearby commercial development. It is currently the focus of a major townhome development project, and the City is investing in road improvements to keep pace with growth Leesville Road: A mixed residential and commercial route in the southern portion of the City that connects to Timberlake Road. The intersection was recently reconstructed with added turn lanes and signal upgrades to ease congestion.

%+*9? 38.,-98 The safety of Lynchburg's transportation network is paramount for the wellbeing of users, whether they be residents or visitors. Over the past eight years, Lynchburg has experienced a notable reduction in reported crashes. Between 2017 and 2020, the City recorded 312 crashes involving fatalities or serious injuries. However, from 2021 to 2024, this number dropped 8.,3.N(%391? 94 ŵźŵĹ 7*57*8*39.3, % ŸżĸŸƧ )*(7*%8* 4<*7 9-* +4;7Ō?*%7 5*7.4)ĸ -.8 )*(1.3* 7*Q*(98 43,4.3, *L4798 94 .2574<* 74%) 8%+*9? %3) 7*);(* serious accidents across the City.

Access management is crucial for optimizing the functionality and safety of Lynchburg’s road network. Lynchburg should continue carefully regulating ac(*88 54.398 94 897**98 94 .2574<* 97%V( Q4=Ĺ 7*);(* (43,*89.43Ĺ %3) *3-%3(* safety for all users, including motorists, cyclists, and pedestrians. The key principles of access management include: >

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However, some areas of the City continue to experience a high crash volume. 5*(.N( .39*78*(9.438Ĺ 8;(- %8 %7)8 4%) Š %3)1*78 4;39%.3 4%)Ĺ %((4;39 +47 % 8.,3.N(%39 5*7(*39%,* 4+ (7%8-*8ĸ -*8* %7*%8 8-4;1) '* targeted for short-range interventions; a study may be necessary to identify potential solutions based on the type and frequency of crashes. Additionally, data from VDOT shows that between 2020-2024, there were 1,149 crashes involving drivers aged 15-20, representing 22% of all crashes during this period. Promoting safety among younger drivers should therefore be a priority. This can occur through a variety of strategies, including installing speed cameras in all school zones and engaging with the Lynchburg Police Department (LPD) and local educational institutions to develop a targeted driver safety campaign.

IMPROVING ACCESS MANAGEMENT

Another aspect of transportation safety is maintaining operational and safe bridges and culverts. The maintenance, improvement, and replacement of bridges and culverts throughout the City should remain a high priority, *38;7.3, <*-.(1* 8%+*9? .3 %)).9.43 94 7*1.%'1* %3) *V(.*39 %((*88 +47 -*%<? *2*7,*3(? <*-.(1*8 %3) .3);897.%1 97%V(ĸ ?3(-';7, 8-4;1) (439.3;* 94 prioritize repairs to all poorly rated bridges and culverts, with a goal of preventing further degradation and weight limit reductions.

Maintaining a Hierarchy of Streets: Organize streets by their function, allowing highercapacity roads to handle more 97%V( =-.1* 14(%1 897**98 provide access to properties. *);(.3, 43Q.(9 4.398ĺ Limit the number of intersections and access points to minimize 549*39.%1 (43Q.(98Ĺ 9-*7*'? .2574<.3, 97%V( Q4=ĸ Encouraging Property Circulation: Facilitate internal circulation between properties to reduce the need for direct access onto major roads. 59.2.@.3, 7%V( 439741 Measures: Strategically place 97%V( 8.,3%18 %3) 49-*7 (439741 )*<.(*8 94 *3-%3(* 97%V( movement and reduce delays. Let Arterials be Arterials: Resist the temptation to allow development, and the associated lights and entrances, to occur along arterial roadways.

Chapter 4 | Mobility and Connectivity

2%,* 7*).9 ő *397%1 .7,.3.% 1%33.3, .897.(9 422.88.43

System Design Guidelines to guide future projects. This 541.(? .8 7*%V72*) '? 9-.8 -%59*7ĸ

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Supporting Economic Development through Transportation Investments

Transportation infrastructure is a cornerstone of Lynchburg’s economic vitality, enhancing connectivity and accessibility for residents, businesses, and visitors. Strategic investments in key corridors, air travel, and rail 8*7<.(*8 =.11 349 431? .2574<* 97%385479%9.43 *V(.*3(? but also foster economic growth and development throughout the region.

7'%3 *8.,3 %3) ;19.24)%1 433*(9.<.9? Integrating sustainable practices and multimodal design principles into Lynchburg’s transportation planning will enhance economic development. Lynchburg’s current “Better Streets” policy was adopted as part of the City’s 2013-2030 Comprehensive Plan. It highlights a commitment to developing streets that serve all transportation modes and enhance the community's quality of life by being safe, sustainable, and inclusive for pedestrians, cyclists, transit riders, and motorists of all abilities. It also emphasizes the importance of designing streets that prioritize people, promote multimodal connectivity, improve stormwater quality, and integrate utilities and natural elements into the streetscape. The policy also supports the development of Multimodal

Lynchburg Together

)).9.43%11?Ĺ 3*= 2.>*)Ō;8* (422;3.9.*8 4L*7 %3 opportunity to create thriving neighborhoods by blending quality residential development with neighborhoodscale commercial areas. A strong example of this in Lynchburg is Wyndhurst, a Traditional Neighborhood Development (TND), which features a central commercial district surrounded by denser residential units, such as apartments and townhomes, that transition to lowerdensity housing. This model not only enhances the City’s tax base and provides diverse housing options, but also fosters long-term economic sustainability by establishing a self-sustaining market. The proximity of commercial amenities to residential areas reduces reliance on sprawl, ensuring a stable development pattern that adapts to residents' needs without requiring constant replacement or expansion. To further capitalize on this approach, Lynchburg should %2*3) .98 43.3, 7).3%3(* 94 *1.2.3%9* '%77.*78 94 mixed-use development and support context-sensitive, 2.>*)Ō;8* .3N11 .3 %557457.%9* %7*%8ĸ ? *>5%3).3, opportunities for creative, walkable, and compact communities, the City will realize both increased '*3*N98 94 .98 9%> '%8* %3) % 247* (433*(9*)Ĺ *V(.*39Ĺ

D or employment development. Additional land use considerations and designations are addressed in Chapter 3 of this Plan.

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and equitable transportation network. Additionally, by introducing commercial elements along key corridors 3*%7 7*8.)*39.%1 %7*%8Ĺ .3N11 )*<*1452*398 (%3 574<.)* residents with convenient, walkable access to goods and services, eliminating the need for long and likely cardependent trips to distant commercial centers.

7%38.9Ō 7.*39*) *<*1452*39 Transit-oriented development (TOD) is a land use pattern where the land around public transportation facilities is developed in a compact and walkable manner with a mix of residential, commercial, and civic uses. TOD is '*3*N(.%1 .3 7*);(.3, (422;9.3, 9.2*8 %3) <*-.(;1%7 congestion, facilitating biking and walking, and providing the community with enhanced access to goods, services, and employment opportunities. The areas within a half-mile of Kemper Street Station are prime locations for future TOD, as the station is an important local and regional hub for both train and bus transportation. This area is also ideal for future TOD as it is walkable from Downtown and has a considerable %24;39 4+ .)*39.N*) <%(%39 1%3) 3*%7'?ĸ ;774;3).3, land uses should facilitate higher density residential development, sidewalks and bike lanes, commercial and employment-related uses, and any other uses that may provide greater densities of residential and/

1*(97.( *-.(1* 3+7%897;(9;7* According to the U.S. Bureau of Labor Statistics, electric vehicles (EVs) accounted for 4.6% of all new vehicle sales in the nation in 2021; this number is expected to continue rising. As this growth occurs, infrastructure will need to adapt to meet changing needs. Many gas stations %7* '*,.33.3, 94 4L*7 (-%7,.3, 89%9.438 .3 %)).9.43 94 traditional gasoline pumps; Lynchburg currently has 8*<*3 (-%7,.3, 89%9.43 14(%9.438ĸ 3* 4+ 9-* '*3*N98 of adding charging infrastructure is that vehicle charging currently takes time, thus producing a larger set of 549*39.%1 (;8942*78 +47 % ';8.3*88ĸ -.8 *L*(9 (4;1) '* further realized in strategic parts of the City, such as Downtown Lynchburg and in the Wards Road commercial district, to attract travelers and generate additional 7*<*3;*ĸ -* .9? 8-4;1) %2*3) 9-* 43.3, 7).3%3(* 94 incentivize EV charging stations at all new mixed-use, commercial, or industrial development with over 50 parking spaces.

Chapter 4 | Mobility and Connectivity

Strengthening Transportation Planning Coordination L*(9.<* 97%385479%9.43 51%33.3, .8 *88*39.%1 +47 +489*7.3, *(4342.( growth and enhancing Lynchburg’s quality of life. By strengthening 7*,.43%1 (447).3%9.43Ĺ 9-* .9? (%3 (7*%9* % 247* .39*,7%9*) %3) *V(.*39 transportation network that fully aligns with its economic development and land use goals.

ĺ COMMITMENT TO SAFER STREETS

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Safety as the Priority: No loss of life is acceptable. Design streets with slower speeds, safer crossings, and protected spaces for cyclists and pedestrians. Data-Driven Solutions: Utilize crash data to identify high-risk areas and implement targeted interventions, such as better lighting, signal timing, and improved road design. Safety: Ensure that all (422;3.9.*8 '*3*N9 +742 8%+*7 streets, with an emphasis on areas with limited access to personal automobiles and areas around employment centers. Shared Responsibility: Everyone—planners, policymakers, engineers, drivers, and pedestrians— plays a role in creating safer streets. Continuing to adopt a collaborative approach is pivotal, as is greater enforcement capacity from the Lynchburg Police Department (LPD) for speeding, distracted driving, and impaired driving.

;3.N*) %5574%(- =.11 349 431? %))7*88 7*,.43%1 97%385479%9.43 (-%11*3,*8 but also ensure that Lynchburg maintains its position as the economic and governmental nexus of the region. The City should continue to actively 5%79.(.5%9* .3 7*,.43%1 97%385479%9.43 51%33.3, *L4798 =.9- <%7?.3, %,*3(.*8ĸ Strengthening coordination among local, regional, and state entities will (7*%9* % 247* (4-*8.<*Ĺ *V(.*39Ĺ %3) 8%+* 97%385479%9.43 3*9=470 9-%9 supports the City’s growth and development.

.8.43 *74 .8 %3 .3.9.%9.<* 94 *1.2.3%9* %11 97%V(Ō7*1%9*) +%9%1.9.*8 %3) 8*7.4;8 injuries while also promoting safe, healthy, and equitable mobility for everyone. By prioritizing safety over 85**) %3) *V(.*3(?Ĺ .8.43 *74 (%3 reshape transportation systems to be more human-centric through inclusion of the following best practices:

A Collaborative Framework Strengthening partnerships with local, state, and regional agencies is essential for addressing transportation challenges comprehensively. Collaborations with organizations such as VDOT, the Central Virginia Transportation Planning Organization (CVTPO), and the Central Virginia Planning District Commission (CVPDC) will facilitate the implementation of transportation projects and promote regional solutions. These partnerships can lead to innovative approaches that enhance connectivity and mobility across Lynchburg and the region. Lynchburg is already demonstrating strong commitment to regional transportation planning through recent or ongoing development of a multimodal plan and safety action plan, as well as participation in the federal Safe Streets and Roads for All (SS4A) grant program.

41.(? 1.,32*39 Aligning transportation planning with local, state, and federal policies is vital for ensuring consistency and compliance. Most state and federally funded projects require design principals in accordance with established guidelines 8;(- %8 9-* %3;%1 43 3.+472 7%V( 439741 *<.(*8 Ł ł %3) 2*7.(%3 884(.%9.43 4+ 9%9* .,-=%? %3) 7%385479%9.43 V(.%18 Ł łĸ -.1* projects funded in this manner must adhere to these policies, Lynchburg should coordinate its transportation initiatives with this broader policy framework, ensuring that locally funded projects and street maintenance activities comply as well. This will help to ensure the City uses best practices and will provide a consistent look and method of operation for users. -* .9? 2%? %184 =.8- 94 (438.)*7 %)459.3, % .8.43 *74 %5574%(- %.2*) %9 *1.2.3%9.3, 97%V(Ō7*1%9*) +%9%1.9.*8 %3) 8*7.4;8 .3/;7.*8ĸ *9=**3 ŶŴŵŻ %3) 2020, Lynchburg recorded 312 crashes involving fatalities or serious injuries. -.8 3;2'*7 )7455*) 8.,3.N(%391? 94 ŵźŵ '*9=**3 ŶŴŶŵŌŶŴŶŸĹ 7*57*8*39.3, a 48.4% decrease. However, most of this drop resulted from a decline in fatal injuries; the number of serious injuries resulting from crashes has remained 7*1%9.<*1? 89%'1* 8.3(* ŶŴŶŵĸ .8.43 *74 541.(? 2%? 9-*7*+47* '* % -*15+;1 9441 in continuing to enhance safety on Lynchburg's roadways.

422;3.9?Ō %8*) 7%385479%9.43 1%33.3, To build a transportation system that genuinely serves its residents, Lynchburg must adopt a robust community-based planning approach. This means actively engaging residents, businesses, and other stakeholders in every phase of the planning process, +742 .)*39.+?.3, (-%11*3,*8 94 (7%R.3, 841;9.438ĸ ? +489*7.3, (411%'47%9.43 '*9=**3 the community and City decision makers, Lynchburg can ensure that its transportation strategies align with the actual needs and preferences of those who use the system daily. In practice, community-based planning involves holding public workshops, forums, and 8;7<*?8 94 ,%9-*7 +**)'%(0 43 *>.89.3, 97%385479%9.43 .88;*8Ĺ 8;(- %8 97%V( (43,*89.43Ĺ pedestrian safety, transit accessibility, and biking infrastructure. These forums allow 7*8.)*398 94 <4.(* 9-*.7 (43(*738Ĺ 574548* .)*%8Ĺ %3) -.,-1.,-9 85*(.N( %7*%8 9-%9 3**) attention, whether it is improving a busy intersection, adding bike lanes, or enhancing public transportation routes.

Businesses and other local stakeholders can also play a pivotal role in this process by sharing insights on how transportation improvements could boost economic activity. For example, business owners might highlight areas where increased walkability or better 5;'1.( 97%38.9 %((*88 =4;1) )7.<* 247* (;8942*7 97%V(Ĺ -*15.3, 9-* .9? 94 57.47.9.@* investments that support both local commerce and broader mobility goals.

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Integrating this community input ensures that transportation projects not only address the technical aspects of mobility but also improve residents' quality of life. It fosters a sense of ownership among residents, making them more likely to support and participate in future initiatives. Additionally, this inclusive approach builds public trust in 9-* 51%33.3, 574(*88Ĺ %8 5*451* 8** 9-*.7 .35;9 7*Q*(9*) .3 9%3,.'1* .2574<*2*398Ĺ +742 safer crosswalks to expanded transit options. Ultimately, a community-based planning framework enables Lynchburg to develop a transportation system that is more adaptable, sustainable, and responsive to local needs. By empowering residents to have a voice in shaping their City, Lynchburg can create transportation solutions that enhance connectivity, promote economic development, and support a higher quality of life for all.

Chapter 4 | Mobility and Connectivity

D Priority Transportation Projects

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VTrans VTrans is Virginia’s multimodal surface transportation plan developed by the Commonwealth Transportation 4%7) Ł ł .3 5%793*78-.5 =.9- 9-* .7,.3.% V(* of Intermodal Planning and Investment (OIPI). The 51%3 .)*39.N*8 2.)Ō9*72 3**)8Ĺ 143,Ō9*72 7.808 %3) opportunities, and strategic actions to advance multimodal transportation in the state. The VTrans process prioritizes:

Lynchburg must prioritize its existing list of transportation improvements to address both current demands and future growth. This includes focusing on essential upgrades to roads, enhancing public transit services, and expanding pedestrian and bicycle infrastructure. By investing in these areas, the City can 8.,3.N(%391? *3-%3(* .98 97%385479%9.43 51%33.3, *L4798ĸ .>Ō *%7 2574<*2*39 74,7%2 Ł ł The Commonwealth Transportation Board (CTB) approves 5;'1.( +;3)8 94 97%385479%9.43 574/*(98 4<*7 8.> N8(%1 years under the Six-Year Improvement Program (SYIP). ;77*391?Ĺ 9-*7* %7* ŷŽ 574/*(98 .)*39.N*) .3 9-* +47 Lynchburg, including a bridge replacement on Bedford Avenue, construction of the Peaks to Creek Multi-Use Trail, and intersection improvements along U.S. Route 501. The SYIP for Fiscal Year (FY) 2026 is included as an appendix to this Plan, as it is updated by VDOT annually, and will .3(1;)* ).L*7*39 574/*(98 9-74;,-4;9 9-* 1.+* 4+ 9-.8 1%3ĸ Lynchburg should continue to annually evaluate projects included in the SYIP and work to ensure their successful completion.

Lynchburg Together

> > > > > > >

Optimized return on investments Safe, secure, and resilient transportation systems V(.*3(? .3 )*1.<*7.3, 574,7%28 438.)*7.3, 45*7%9.43%1 .2574<*2*398 N789 Promoting performance management, transparency, and accountability Improved coordination between transportation and land use V(.*39 .39*724)%1 (433*(9.438

-* 7%38 2.)Ō9*72 3**)8 +47 ?3(-';7, =*7* .)*39.N*) .3 ŶŴŶŸ %3) %7* 8-4=3 .3 9-* 422;3.9? 74N1* Ł 55*3).> łĸ -* 2489 (42243 .)*39.N*) 3**)8 %7* pedestrian facility improvements with additional needs including bridge replacements, congestion management, and intersection improvements. Identifying these

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projects in advance allows for more strategic planning and increases the likelihood of securing funding, as it demonstrates a clear understanding of priorities and a commitment to addressing critical issues.

Priority Projects -.8 8*(9.43 .)*39.N*8 7*(422*3)*) 97%385479%9.43 574/*(98 +47 prioritization, based on the City’s existing and future transportation needs. These projects are informed by an analysis of the existing transportation 3*9=470 Ł97%V( <41;2*Ĺ (7%8- 89%9.89.(8Ĺ *9(ĸł %143, =.9- (422;3.9? .35;9 and information from the plans and programs discussed in this Chapter. They can be considered implementation priorities of their own in addition to the strategies included at the end of this chapter. The projects are intended to be consistent with the SYIP, CTB approved road alignments, and VTrans needs for Lynchburg. The table on the following page provides a list of the transportation projects that Lynchburg can undertake to better connect the community to important destinations and services within and outside the City. They are listed in no particular order. Wherever possible, cost estimates have been provided along with the source of the project.

VTRANS NEEDS Explore the VTrans interactive map and learn more about VTrans midterm needs and priorities in Lynchburg and around the Commonwealth! Link: https://vtrans.virginia.gov/interactvtrans/map-explorer

Chapter 4 | Mobility and Connectivity

Table 4.1 | Priority Transportation Projects ID

Project Name

GLTC Passenger Safety Improvements

Improvement Type

Cost Estimate*

Safety

Safety; Operations

Alternative Transportation; Safety; Operations

Alternative Transportation; Safety

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Identify locations for GLTC passengers to safely disembark along Wards Road, Timberlake Road, and the intersection of College Drive and Lakeside Drive; implement solutions. Alternatives could include pedestrian bridges, refuge islands, and/or a dedicated bus pullover. Speed Cameras Install speed cameras in Lynchburg City Schools (LCS) zones to promote safety for children and reduce distracted driving. Crash Analysis Complete a study to identify potential solutions for intersection safety at intersections such as Wards Road/Candlers Mountain Road and U.S. Route 221/Lakeside Drive based on the type and frequency of crashes. GLTC Stop Develop strategies to improve and extend and Sidewalk sidewalk infrastructure in the White Rock, Connectivity Diamond Hill, Dearington, Timberlake, %3);80?Ĺ %3) %0*8.)* %7*%8 94 N11 .3 infrastructure gaps and promote safer travel within GLTC’s service area. SRTS Projects In partnership with the Virginia Department of Transportation (VDOT), the Central Virginia Transportation Planning Organization (CVTPO), and other area organizations, obtain funding for Safe Routes to School Projects. Potential projects may include crosswalks, sidewalks, smart signals, and crossing guard programs. Lynchburg Extend acceleration lane length where feasible Expressway and explore other improvements to enhance Acceleration Lanes safety for merging motorists. Expand the Extend existing shared-use trails and provide City’s Network of (433*(9.438 '*9=**3 ).L*7*39 1%3) ;8*8 %3) Shared-Use Trails transportation modes.

Project Summary

Safety; Operations

Alternative Transportation

ť 489 *89.2%9*8 %7* 51%33.3,Ō1*<*1 *89.2%9*8 )*<*145*) '%8*) 43 *89.2%9*8 +742 %<%.1%'1* 51%38ŉ89;).*8 %3) %3%1?8.8 4+ (425%7%'1* 574/*(98ĸ -*? %7* .39*3)*) 94 '* -.,-Ō1*<*1 .3 3%9;7*Ļ 4V(.%1 (4898 =.11 <%7? '%8*) 43 (4251*9.43 )%9* %3) 574/*(9 8(45*ĸ

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1%(*-41)*7 5%,* +47 7.47.9? 7%385479%9.43 74/*(98 2%5ĸ

Chapter 4 | Mobility and Connectivity

ȌȌȌ 7*%9* % 8%+*Ĺ *V(.*39Ĺ %3) 2;19.24)%1 97%385479%9.43 network that enhances connectivity, promotes active transportation, and supports economic development. Objective: Implement strategies that .2574<* 97%V( 2%3%,*2*39Ĺ Q4=Ĺ %3) *V(.*3(?ĸ >

> >

Improve the existing acceleration lanes on U.S. 501 and U.S. 29 Business in order to increase safety. Consider implementing a Citywide Vision *74 541.(? 94 *1.2.3%9* 97%V(Ō7*1%9*) fatalities and serious injuries. 438.)*7 .3974);(.3, %)).9.43%1 97%V( calming measures such as rumble strips, road diets, and reduced speed limits to improve pedestrian safety, particularly in areas with high accidents and high pedestrian activity. Provide additional active transportation options, such as sidewalks, bike lanes, and crosswalks, at appropriate locations. Continue regular maintenance and including provisions for ADA accessibility. 4(;8 97%V( (%12.3, *L4798 %74;3) schools, recreation facilities, etc. Close missing connections in the sidewalk network and extend the City’s trail system to improve walkability and enable commuting through alternative methods of transportation. Implement protected bike lanes where feasible and expand bicycle routes by increasing dedicated bike lanes on major streets and connecting them to existing trails. Support upgrades to buses and transit stations, including lighting and bike racks.

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Deploy adaptive signal control technologies and intelligent transportation 8?89*28 Ł ł %(7488 -.,-Ō97%V( (477.)478 to optimize signal timing based on real9.2* 97%V( (43).9.438ĸ Designate Timberlake Road and Graves Mill Road as priority corridors for (4257*-*38.<* 97%V( %3) .3+7%897;(9;7* improvements to enhance capacity and growth. Target high-crash volume intersections, such as Wards Road and Candlers Mountain Road, for safety interventions. Pursue a study as needed to identify potential solutions based on the type and frequency of crashes. Include ongoing repairs of bridges and culverts as routine maintenance in addition to other roadway improvement projects. Prioritize repairs to bridges and culverts in poor condition to prevent further degradation and the need for weight limit reductions. 2574<* 97%V( Q4= '? .)*39.+?.3, %3) constructing roundabouts at appropriate intersections.

Objective: Enhance safety for all users of Lynchburg's transportation system.

Lynchburg Together

Objective: Support economic development through transportationfocused strategic partnerships and investments. >

> >

Expand the City’s shared-use trail network %3) (7*%9* (433*(9.438 '*9=**3 ).L*7*39 land uses. Leverage the Kemper Street Station as a central transportation hub by improving access and connectivity to multiple modes of transit, including Amtrak, Greyhound, Virginia Breeze, and the Greater Lynchburg Transit Company (GLTC). Continue to actively participate in regional 97%385479%9.43 51%33.3, *L4798 =.9- varying agencies. Continue operating microtransit service through the Greater Lynchburg Transit Company (GLTC). Evaluate the service in the short-term to determine the feasibility of its expansion. Continue implementation of the City’s Better Streets policy. Maintain and implement the City’s Multimodal Transportation Plan. 2*3) 9-* 43.3, 7).3%3(* 94 7*);(* parking minimums; continue to require installation of bike racks at parking areas in multi-family residential, commercial, and mixed-use districts.

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Encourage compact, walkable, and mixeduse development along key corridors to improve economic vitality and reduce automobile dependency. 439.3;* *L4798 94 )*<*145 % ?3(-';7,ŉ Danville/Greensboro, N.C. transit link to service regional tourist attractions and key economic development sites. Enhance the urban environment through streetscape improvements, including landscaping, seating areas, and pedestrian-friendly lighting to create inviting spaces that encourage walking and cycling. Collaborate with the Lynchburg Regional Airport and local business stakeholders 94 .2574<* 7*,.43%1 Q.,-9 (433*(9.<.9?Ĺ expand access, and support local commerce and tourism. Support transit-oriented development (TOD) within a half-mile of the Kemper Street Station. Work with regional stakeholders to align Lynchburg's transportation investments with VTrans2035, focusing on critical routes for safety, mobility, and economic growth. 2*3) 9-* 43.3, 7).3%3(* 94 incentivize EV charging stations in all new high-density residential, mixed-use, commercial, or industrial development with over 50 parking spaces.

Objective: Develop an integrated transportation network that provides accessible connectivity for all residents.

> > >

D Infrastructure and Facilities

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Introduction

Infrastructure and community facilities form the physical backbone of the City of Lynchburg, playing a critical role as the interface between local government and its services, and the everyday lives of residents. Whether it’s a school, a park, turning on the tap water, or visiting City Hall, residents have frequent interactions with these services on a regular basis, underscoring the importance of their provision and their method of )*1.<*7?ĸ -*8* 8?89*28 *38;7* 9-* *V(.*39 )*1.<*7? 4+ essential services, including water, public safety, and education. Community facilities like parks, schools, and emergency response services also contribute to Lynchburg’s resilience and adaptability, making the City a safer, and more connected place to live and work.

In addition to serving the needs of residents, quality infrastructure forms the foundation for private-sector economic growth. Adequate services must be in place in order to meet the current and future needs of the City’s economy. Investing in infrastructure and community facilities such as public schools is investing in the City of Lynchburg’s future.

Lynchburg Together

This chapter will address key concepts that impact Infrastructure and Community Facilities in Lynchburg, including: >

Inventorying Community Facilities and 3+7%897;(9;7* Ŏ )*39.N*8 =-%9 9-* .9? has, what needs exist, and provides policy directives for where there are opportunities for improvement. Community Services and Quality of Life – Summarizes the various considerations that Lynchburg should be evaluating in its future 51%33.3, *L4798 +47 5;'1.( 8(-441 +%(.1.9.*8Ĺ planning alongside institutions of higher education, and resident access to healthcare. 4<.3, 47=%7) Ŏ )*39.N*8 541.(? ).7*(9.<*8Ĺ opportunities for investment, and ways to .2574<* *V(.*3(?ĸ

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D INFRASTRUCTURE AND FACILITIES: COMMUNITY PERSPECTIVE >

Nearly half of participants in community engagement (45%) expressed concerns about the condition of City owned buildings, such as City Hall, Fire Stations, libraries, and schools, citing needs for modernization and technology. Around 40% of participants cited a lack of adequate funding as a major barrier to improving infrastructure and public services, stating that the current budget limits the City’s ability to address community needs. Around a third of participants (35%) expressed frustration at what they perceived to be inequitable distribution of infrastructure improvements and City services, feeling their areas were overlooked. Slightly less than half of survey respondents .)*39.N*) ;'1.( );(%9.43 %8 9-*.7 Ŭŵ (43(*73 about the City’s future, and most felt that schools were outdated and needed modernization to meet current educational and technological needs with only 20% feeling they were “well maintained”.

INFRASTRUCTURE AND FACILITIES: FACTORS AND TRENDS ** 55*3).> Ĺ 422;3.9? 74N1*Ĺ +47 %)).9.43%1 )%9% 7*1%9*) 94 ?3(-';7,ś8 -4;8.3, %3) 3*.,-'47-44)8ĸ > The majority of respondents indicated their needs were met by water, sewer, and recreation. > Residents fell that opportunities exist to improve recycling and Library services, as well as community centers. > A majority of residents want more opportunities for trails and biking, and many valued outdoor event spaces and parks.

Chapter 4 | Infrastructure and Facilities

Key Opportunities

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4)*73.@* %3) >5%3) 7.9.(%1 3+7%897;(9;7* %3) *7<.(*8 94 ;55479 (4342.( 74=9-Ĺ *%19-Ĺ %3) *8.1.*3(* Lynchburg should prioritize modernizing aging water, sewer, and public facilities to ensure reliable service, accommodate future demand, and support environmental sustainability. Expanding infrastructure in strategic areas with the potential for growth will enhance the City’s appeal for residential and commercial development and is part of the Department of Water Resources strategic planning. Collaborating with healthcare providers, such as Centra Health, to support facility expansions will ensure Lynchburg meets regional healthcare needs while creating a pipeline of skilled workers to sustain the sector. To fund these initiatives, the city should leverage regional partnerships and public-private funding opportunities, including projects like the Airport Commerce Park and regional industrial facility agreements, which address land limitations and attract joint investment. 74249* ((*88 94 %(.1.9.*8Ĺ *7<.(*8Ĺ );(%9.43Ĺ %3) 4;8.3, (7488 *.,-'47-44)8 Ensuring that residents have access to upgraded infrastructure, services, and community facilities across all neighborhoods is essential for improving walkability, safety, and access to daily needs such as retail, work, education, parks, libraries, and community spaces. Access to work opportunities not only enhances economic stability for individuals and families but also fosters community growth and resilience. By creating pathways to *2514?2*39Ĺ 7*8.)*398 (%3 %(-.*<* N3%3(.%1 .3)*5*3)*3(*Ĺ (4397.';9* 94 14(%1 *(4342.*8Ĺ %3) *3-%3(* 9-*.7 quality of life. Furthermore, collaboration with schools, higher education institutions, and industry partners can help align workforce training with high-demand sectors, ensuring that residents are equipped with the skills needed to thrive in a competitive job market. 3-%3(* ?3(-';7,ś8 41* %8 % .'7%39Ĺ ;19;7%11? .(-Ĺ %3) 433*(9*) 422;3.9? ;' Lynchburg should continue to implement strategies and projects outlined in the Downtown 2040 Master Plan, such as the Amphitheater and Streetscape, to position downtown as a dynamic center for economic and cultural activity that attracts residents, visitors, and talent. By hosting community events and public art installations, Lynchburg can strengthen local engagement and enhance its cultural landscape. Collaborating with local businesses for pop-up shops will stimulate economic growth, while improved public transportation and pedestrian pathways will ensure easy access to downtown amenities. These initiatives will elevate the quality of life for residents and make Lynchburg a desirable destination for talent and tourism. 93

Lynchburg Together

Community Facilities *? 97*3,9-8 %3) -%11*3,*8 ?3(-';7,ś8 (422;3.9? +%(.1.9.*8 %7* )*N3*) '? 8*<*7%1 0*? 897*3,9-8Ĺ such as their range of uses, location around the City, and strong (;8942*7 8*7<.(* .3 89%L*) +%(.1.9.*8ĸ -* .9? 4L*78 % <%7.*9? 4+ public spaces, such as parks, recreational centers, and gathering 51%(*8Ĺ =-.(- 8*7<* 7*8.)*398 %(7488 ).L*7*39 3*.,-'47-44)8ĸ ;'1.( engagement revealed that overall, residents feel that most City facilities meet their needs, and have a positive view of the services the .9? 4L*78ĸ %79.(.5%398 5%79.(;1%71? %557*(.%9*) 9-* .9?ś8 *2*7,*3(? response services, citing well-trained law enforcement, Emergency *).(%1 *7<.(*8 Ł łĹ %3) N7* )*5%792*39 %8 8.,3.N(%39 897*3,9-8 within the City. The variety of parks, recreational areas, and gathering spaces was also highly valued.

Conversely, several areas for improvement were noted. A primary concern is aging infrastructure, particularly the condition of older ';.1).3,8 1.0* .9? %11Ĺ N7* 89%9.438Ĺ %3) 9-* Žŵŵ (*39*7ĸ ?3(-';7, has 90 occupied buildings spread around the City, most of which date from the 1970s. Many of these structures need modernization and maintenance, and their outdated state poses challenges in integrating needed modern technologies in order to adapt to evolving community 3**)8ĸ -.8 2%0*8 .9 247* ).V(;19 +47 9-* .9? 94 *V(.*391? 574<.)* services.

Lynchburg's City Government facilities face several capital and physical needs that are (7;(.%1 +47 2%.39%.3.3, *L*(9.<* 2;3.(.5%1 45*7%9.438ĸ 8.,3.N(%39 +4(;8 4+ 9-* .9?ŝ8 Capital Improvement Program (CIP) includes substantial investments in infrastructure and facility upgrades to enhance service delivery across various departments. Code of Virginia Section 15.2-2239 outlines procedures and requirements for localities’ Capital Improvement Program (CIP). In addition to any recommendations from a Planning Commission, the CIP is also required to include:

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)2.3.897%9.43 The City of Lynchburg owns and operates a variety of government administration buildings, with City Hall being the most prominent. Lynchburg's City Hall is earmarked for improvements to the HVAC system and windows. These improvements are included in the Current CIP.

WHAT IS A CAPITAL IMPROVEMENT PROGRAM (CIP)?

;'1.( %+*9? ;'1.( 8%+*9? ';.1).3,8 %7* % 8.,3.N(%39 5%79 4+ 9-* .9?ś8 5479+41.4 %3) .3(1;)* 541.(* 89%9.438Ĺ N7* 89%9.438Ĺ %3) 9-* Žŵŵ 2*7,*3(? Communications Center. These facilities ensure that law enforcement, N7* 5749*(9.43Ĺ %3) *2*7,*3(? 7*85438* 8*7<.(*8 %7* 7*%).1? %<%.1%'1* to protect and serve Lynchburg’s residents. They also serve to anchor neighborhoods, provide “eyes on the street”, and serve placemaking functions. Maintaining these buildings is therefore essential to ensuring 8=.R %3) *L*(9.<* 7*85438*8 94 5;'1.( 8%+*9? 3**)8ĸ

Cost estimates of the facilities, including life cycle costs Road and transportation improvements, and how they will be N3%3(*) 74/*(98 7*Q*(9.<* 4+ (411%'47%9.43 between the Planning Commission, the executive head of the locality’s government, department heads, and interested citizens and organizations.

The current CIP also includes improvements to the Public Safety Building to replace elevators and for roof maintenance. %708 %3) *(7*%9.43 The City's parks and recreation infrastructure includes community centers, athletic complexes, and nature centers, in addition to 97%).9.43%1 5%708ĸ -*8* +%(.1.9.*8 4L*7 85%(*8 +47 5;'1.( 7*(7*%9.43Ĺ N93*88 574,7%28Ĺ %3) (422;3.9? %(9.<.9.*8ĸ ? 574<.).3, %7*%8 +47 both structured and casual activities, they promote physical health, community engagement, and outdoor enjoyment for Lynchburg residents of all ages.

Chapter 4 | Infrastructure and Facilities

The Lynchburg Public Library has several important needs that should be addressed. One of the library's biggest hurdles is its limited physical presence, with only two branches. The main branch is located on Memorial Avenue, and a smaller branch is located downtown at the corner of 12th and Main Streets. The main branch is currently undergoing renovations to modernize the space for current and future needs. Priority renovations include adding more space for programming and events, 7*);(.3, 9-* %24;39 4+ Q447 85%(* +47 5-?8.(%1 '4408Ĺ modernizing computer systems and internet access 54.398Ĺ %3) *3-%3(.3, *3*7,? *V(.*3(? 9-74;,-4;9 the building. Additional needs include a bookmobile to expand access to underserved areas.

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Public Works The City’s Department of Public Works performs many functions critical to the operation of the City including 97%8- (411*(9.43Ĺ 834= %3) .(* 7*24<%1Ĺ 97%V( 8.,3%18Ĺ signage, and the maintenance of the City’s streets. The department also owns a range of facilities that manage the City's infrastructure and essential services, which include operations for street maintenance and sanitation. These facilities ensure that roads are maintained, waste is collected, and water systems are functioning properly, supporting the day-to-day quality of life in the city. The Public Works Operations Complex is programmed for improvements to better support the City’s public works operations. The improvements will focus on increasing storage capacity for vehicles and equipment, as well as upgrading maintenance facilities to ensure the city’s Q**9 %3) .3+7%897;(9;7* 2%.39*3%3(* *6;.52*39 %7* adequately housed and maintained.

.'7%7.*8 %3) ;19;7%1 %(.1.9.*8 Libraries play a crucial role in Lynchburg’s vitality by serving as hubs for education, community engagement, %3) %((*88 94 7*84;7(*8ĸ -*? 4L*7 +7** %3) *6;.9%'1* access to information, empowering residents with tools for personal and professional development. Libraries foster lifelong learning through various programs, ranging from early childhood literacy to adult education, bridging gaps in knowledge and technology. They also act as community spaces, providing an environment where individuals can connect, collaborate, and participate in civic activities. In a rapidly changing world, libraries help Lynchburg adapt by supporting digital literacy, workforce development, and cultural enrichment, making them indispensable to urban life. 95

Lynchburg Together

In the long run, to provide improved access for residents, %)).9.43%1 8%9*11.9* '7%3(-*8 (4;1) '* 4L*7*) .3 neighborhoods, which would supplement the main branches. However, while there is interest in expanding services to neighborhoods like Wyndhurst, Boonsboro, %7)8Ĺ %3) .2'*71%0*Ĺ N3).3, 8;.9%'1* 85%(* -%8 574<*3 ).V(;19ĸ 3 9-* 8-479 9*72Ĺ -4=*<*7Ĺ ).7*(9 %((*88 (4;1) be provided by a bookmobile. Lynchburg is also home to several cultural and educational buildings, such as museums and historical landmarks. These facilities play a key role in fostering 1.+*143, 1*%73.3,Ĺ 4L*7.3, %((*88 94 7*84;7(*8Ĺ 574,7%28Ĺ and exhibitions that celebrate local heritage and promote education. They are critical to maintaining the cultural and intellectual vitality of the community and the City should work to support them and their missions.

Additionally, Downtown Lynchburg will host the Riverfront Park Amphitheater. This facility will serve as a destination event venue for Downtown, capable of hosting national touring acts, and will be located near the James River. This facility includes a playground and landscaping, which will help draw additional residents and tourists to Downtown, in turn keeping the district vibrant and 574<.).3, %)).9.43%1 +449 97%V( %3) (;8942*78 94 Downtown establishments.

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4=394=3 ?3(-';7, While not a civic facility in the traditional sense, Downtown Lynchburg serves as one in several important ways by providing services to residents and visitors through a walkable shopping and arts district, public space for congregation, and placemaking. It further -*158 94 )*N3* 9-* .9? .3 9-* *?*8 %3) .2%,.3%9.438 4+ visitors and tourists, creating a memorable and iconic experience of Lynchburg. During the workshops and focus groups, residents expressed their desire for the (439.3;*) 7*)*<*1452*39 4+ 4=394=3Ĺ 85*(.N(%11? calling for more commercial growth, additional arts and culture development, and more investment along the entrances to Downtown.

The 4=394=3 ŶŴŸŴ %89*7 1%3 created a vision for revitalizing Downtown Lynchburg as “the economic, social, and cultural hub of Central Virginia – a destination for visitors and livable neighborhood for residents”. In addition to being the central business district, much of the tourist activity the City experiences happens in Downtown Lynchburg, with its walkable streetscape, restaurants, nightlife, and arts scene. This activity is a major contributor to the City’s economy, providing approximately $12,000,000 in local tax revenue and supporting over 3,000 jobs in 2022. Much of the downtown (47* 4+ 9-* .9? %184 +74398 %143, 8(*3.( (1.L8 4<*71440.3, a picturesque stretch of the James River, making for a ;3.6;* 4=394=3 8*99.3,Ĺ %3) -*15.3, 94 )*N3* 9-* .9? culturally and in the minds of residents and visitors.

Given the importance of these roles to residents, as well as the downtown business community, Lynchburg should treat its downtown like it does any other publicly-owned facility, making careful and strategic .2574<*2*398 94 2%.39%.3 %3) *3-%3(* .9ĸ -* *L4798 laid out in Downtown 2040 should be continued, providing Lynchburg with a vibrant and healthy downtown. Public engagement also revealed support for opportunities 94 *>5%3) 9-* 51%(*2%0.3, *L4798 .394 3*%7'? -.8947.( areas, providing them with similar support and showcasing.

Chapter 4 | Infrastructure and Facilities

Community Services The City of Lynchburg’s government services play a vital role in supporting the community’s daily needs and long-term goals. Through a network of departments, the City ensures that residents have access to essential services that meet everyday needs and enhance quality of life. Lynchburg’s government services not only provide infrastructure and amenities, but also foster economic growth, support educational and workforce development, and promote public health and safety.

?3(-';7, *)*<*1452*39 %3) 4;8.3, ;9-47.9? The Lynchburg Redevelopment and Housing Authority (LRHA) owns and operates 328 public housing units across four locations within the city. These units are maintained and managed by LRHA to provide housing options for eligible low-income residents. However, some of the housing facilities managed by LRHA are older housing units and should be considered for rehabilitation to ensure compliance with modern ';.1).3, (4)*8Ĺ *3*7,? *V(.*3(? .2574<*2*398Ĺ %3) renovations to common areas to improve residents' quality of life. As of 2026, LRHA has begun such improvements; Dearington Apartments is scheduled for phased replacement.

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*5%792*39 4+ ;2%3 *7<.(*8 Lynchburg’s Department of Human Services includes Social Services and Juvenile Services, and administers federal, state, and local public assistance and social work services such as Supplemental Nutrition Assistance Program (SNAP), Temporary Assistance for Needy Families (TANF), and Medicaid, as well as various other services for children and adults. The City's Human Services facility, which houses these activities, is ;3)*7,4.3, .2574<*2*398 8;(- %8 7*34<%9.3, 4V(* spaces, upgrading technology infrastructure, and improving accessibility for clients.

Social Services Lynchburg's social services landscape is shaped by both community needs and ongoing social challenges within the community, as highlighted by recent engagement *L4798ĸ 422;3.9? +**)'%(0 *25-%8.@*) 8.,3.N(%39 gaps in service availability, particularly regarding %L47)%'1* -4;8.3, %3) (-.1)(%7*Ĺ %8 =*11 %8 9-* *L*(98 of crime and poverty. In Lynchburg approximately 60% of children in public schools qualify for free or reducedprice lunches, indicating a high level of need among families.

Lynchburg Together

41.) %89* 8 ?3(-';7, ,74=8Ĺ 2%3%,.3, 841.) =%89* *V(.*391? and sustainably becomes increasingly important. The City's solid waste system includes waste collection, recycling services, hazardous waste management, and electronics recycling. To protect environmental and public health, Lynchburg has also created programs to safely handle hazardous household waste and electronics recycling, with designated collection days to 0**5 -%72+;1 2%9*7.%18 4;9 4+ 9-* 1%3)N11ĸ

Drinking water in the City comes from the Pedlar Reservoir in Amherst County. This source is projected to be adequate for the foreseeable future. The City brings water from the reservoir and treats it in one of two water treatment plants to ensure clean water and the City has been awarded the Virginia Department of Health’s Excellence in Water Works Performance Award for the past 18 years. From treatment, the City distributes usable water to residents, businesses, and industry 9-74;,- 9-* .9?ś8 3*9=470 4+ =%9*7 2%.38ĸ R*7 ;8*Ĺ sewage is then transferred to the City’s Regional Water *84;7(* *(4<*7? %(.1.9? 14(%9*) 4L 43(47) ;735.0*ĸ The facility treats approximately 13,000,000 gallons of water a day and serves the City as well as portions of Amherst, Bedford, and Campbell counties. Treated sewage is discharged into the James River and any 7*8.);%1 841.)8 %7* ).8548*) 4+ %9 9-* 7*,.43%1 1%3)N11 .3 %25'*11 4;39? 47 %9 % 1%3)N11 .3 2*1.% 4;39?ĸ

The current system faces several challenges and the .9?ś8 %5.9%1 2574<*2*39 1%3 Ł ł .)*39.N*8 8*<*7%1 projects such as a refuse transfer station. Additionally, 9-* %25'*11 4;39? 1%3)N11 .8 3*%7.3, (%5%(.9?Ĺ 7*6;.7.3, 9-* .9? 94 549*39.%11? N3) % 3*= 7*548.947? for solid waste. Construction of a transfer station will help ensure that Lynchburg can transport waste to other facilities. Further, establishing a new solution +47 841.) =%89* 1%3)N11.3, 8-4;1) '* % 945 57.47.9? +47 the City. The City’s Department of Public Works has .)*39.N*) % 14(%9.43 .3 ?7**%33%Ĺ '*9=**3 %<%3%;,- and Nickerson Roads, for a potential transfer station. Additionally, the City can consider an additional regional agreement for the disposal of solid waste.

%9*7Ĺ *=*7Ĺ %3) 9472=%9*7 ?89*28 Lynchburg’s Department of Water Resources is responsible for ensuring that City residents enjoy an uninterrupted supply of quality drinking water, and the department supplies over 3.9 billion gallons of clean water each year and treats 4.4 billion gallons of wastewater. The department is also responsible for the maintenance and improvement of the City’s stormwater infrastructure.

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%9*7 %3) *=*7 The Pedlar Reservoir Dam needs structural improvements to ensure that it can continue to meet modern safety standards. This will include reinforcement of the dam structure and updates to monitoring systems. From the source, water then proceeds to treatment. The College Hill Water Treatment Plant is one 4+ 9-* 41)*89 .3 9-* .9? %3) 3**)8 8.,3.N(%39 ;5,7%)*8 94 24)*73.@* .98 N197%9.43 8?89*28 %3) =%9*7 6;%1.9? management processes. The improvements also focus on expanding capacity to meet the growing demands of Lynchburg’s population. Some of these items are being %))7*88*) .3 9-* .9?ś8 (;77*39 %3) 9-*8* *L4798 should be continued though the completion of the projects. Being an older City, one of the largest challenges the water system in Lynchburg faces is the number of outdated water lines in the ground that need to be 7*51%(*)Ĺ *89.2%9*) '? .9? 89%L 94 '* -;3)7*)8 4+ miles. Broken lines waste water though leakage, and can become an environmental issue when untreated sewage enters private property or local waterways. The City should continue to address these lines though the use of its scheduled maintenance program.

Chapter 4 | Infrastructure and Facilities

Stormwater Stormwater infrastructure is an important component of civic infrastructure, and plays a critical role in managing 7;34LĹ 7*);(.3, Q44).3,Ĺ %3) 5749*(9.3, =%9*7 6;%1.9?ĸ Lynchburg relies on its stormwater system to control the impacts of heavy rainfall, removing excess water from roadways and preventing pollution from entering local waterways, including the James River. Improving and maintaining this infrastructure not only safeguards public health and safety but also supports urban growth and resilience against in the face of extreme weather.

%9*7 %3) *=*7 %8 %3 (4342.( 74=9- 97%9*,? While water and sewer utilities are available in the majority of the City, this is not the case everywhere. There are areas of the City, such as portions of Tyreeanna, Windsor Hills, and Richland Hills in which sections are unsewered and use septic systems. In %)).9.43 94 -*%19- %3) *3<.7432*39%1 '*3*N98Ĺ 574<.).3, water and sewer to these areas can help to open them for future development and economic growth. Without being able to expand its borders, Lynchburg -%8 1.2.9*) 7442 +47 ,7**3N*1) )*<*1452*39 %3) 2;89 creatively use its remaining undeveloped land and focus on redevelopment activities. These areas represent strategic opportunities. The City should continue 5;78;.3, *L4798 94 .389%11 ;9.1.9.*8 .3 9-*8* %7*%8 %8 an investment in future growth. As of 2026, sewer infrastructure is in progress in the Richland Hills area.

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Due to its age, the City of Lynchburg currently operates a partially Combined Storm Water and Sewage system over approximately 4% of the City. Combined Storm Water systems are hazardous to the environment because they combine stormwater and sewage within the same pipes, resulting in untreated sewage being released during large rain events. While these systems were common features of cities in the past, they should be replaced to .2574<* =%9*7 6;%1.9?ĸ -* 57.2%7? *1*2*39 4+ 9-.8 *L479 .3 ?3(-';7, .8 9-* 1%(0=%9*7 42'.3*) *=*7 <*7Q4= (CSO) Tunnel project, which will help manage excess sewage and stormwater during heavy rainfall, with the ,4%1 4+ 57*<*39.3, 4<*7Q4= .394 14(%1 =%9*7=%?8ĸ -* project, which began construction in July 2024 and is expected to be completed by July 2027. The City should see the project through to completion and work to address any other areas in which a combined system remains.

%9*7 ;%1.9? %3) 9472=%9*7 %3%,*2*39 In an urbanized area, a key protection of natural systems 47 (-%33*18 .8 9-* 2%3%,*2*39 4+ 89472=%9*7 7;34Lĸ ;%39.9? (4397418 -*15 814= )4=3Ĺ 2.9.,%9*Ĺ 47 .3N197%9* 7;34L %9 9-* 84;7(*Ĺ =-.1* 6;%1.9? 2*%8;7*8 -*15 ensure that the quality of the discharges are free from pollutants and not detrimental to downstream waterway health. Lynchburg operates a Stormwater Management Program that oversees stormwater control measures for new development of redevelopment projects. The City should continue to ensure that this program is in compliance with the Code of Virginia and should work with property owners to address older systems which may be poorly maintained.

Lynchburg Together

Policy Directives

Policy directives are recommendations to provide a roadmap for optimizing infrastructure, facilities, and service delivery to meet the community's current and future needs. By pursuing these initiatives, the City can strategically 51%3 (%5.9%1 .2574<*2*398Ĺ %114(%9* 7*84;7(*8 *L*(9.<*1?Ĺ %3) *3-%3(* 5;'1.( 8*7<.(* )*1.<*7?ĸ -*8* 541.(.*8 8*7<* %8 %(9.43%'1* 89*58 94 ,;.)* ?3(-';7,ŝ8 143,Ō9*72 51%33.3,Ĺ *38;7.3, 9-%9 5;'1.( .3<*892*398 ?.*1) 2%>.2;2 '*3*N98 and align with the community’s evolving demands.

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38;7.3, %.7 *7<.(* *1.<*7? During public engagement, many residents shared they felt that City services are not being evenly distributed 9-74;,-4;9 9-* .9?Ĺ %3) 9-%9 9-*7* .8 842*9.2*8 % 5*7(*59.43 4+ ).85%7.9.*8 .3 8*7<.(* )*1.<*7? %(7488 ).L*7*39 neighborhoods. Residents in some areas of the City have reported feelings of neglect, particularly in terms of walkability and access to public facilities. In other areas of the City that were among the last to be annexed, some residents perceive that certain public services have yet to be fully delivered. These perceptions about service provision can lead to frustration and a sense of disenfranchisement among community members. The City should consider working with neighborhood and resident groups to identify such issues and address them as part of small area planning processes. This will help increase both resident satisfaction and trust in the responsiveness of City government. Communication ;'1.( *3,%,*2*39 %184 7*<*%1*) % (438*38;8 9-%9 247* *L*(9.<* (422;3.(%9.43 %'4;9 %<%.1%'1* .9? 8*7<.(*8 and resources is needed. Many residents expressed a lack of awareness regarding the role of local government and 9-* 8*7<.(*8 9-%9 .9 4L*78Ĺ =-.(- (4;1) -.3)*7 9-*.7 %'.1.9? 94 %((*88 3*(*88%7? 8;55479ĸ .9- 9-* 7*(*39 (-%3,*8 94 the City’s Department of Communications and Public Engagement, the City can continue improving outreach and *);(%9.43 *L4798 94 *38;7* 9-%9 %11 (422;3.9? 2*2'*78 %7* %=%7* 4+ .2574<*2*398Ĺ 574/*(98Ĺ 2**9.3,8Ĺ %3) 49-*7 opportunities that are available for public input and awareness. 4.39 8* 4+ %(.1.9.*8 Public engagement highlighted strong community support for the joint use of facilities, particularly schools, to enhance community access to facilities and create opportunities for resource sharing. Residents expressed that 8-%7.3, 85%(*8 1.0* ,?23%8.;28Ĺ 2**9.3, 74428Ĺ %3) 7*(7*%9.43%1 N*1)8 =4;1) -*15 N11 ,%58 .3 14(%1 574,7%2 %<%.1%'.1.9?Ĺ *85*(.%11? +47 ?4;9- %3) +%2.1.*8 .3 3**) 4+ %L47)%'1* 7*(7*%9.43%1 %3) *);(%9.43%1 455479;3.9.*8ĸ -.8 would also help to strengthen community bonds by creating venues for a variety of activities within neighborhoods. -.1* 9-.8 2%? (7*%9* 842* 14,.89.(%1 (-%11*3,*8Ĺ 8;(- %8 8(-*);1.3, (43Q.(98 %3) 2%.39*3%3(* 7*85438.'.1.9.*8Ĺ (447).3%9.43 %3) =*11Ō)*N3*) %,7**2*398 (%3 -*15 *38;7* 9-%9 /4.39 ;8* .8 % (489Ō*L*(9.<* =%? 94 2%>.2.@* existing the City’s existing facilities, increase the sense of community ownership, and reduce the need for new (%5.9%1 574/*(98ĸ 7*(*39 *>%251* 4+ 8;(- %3 *L479 .8 9-* ;3'%7 (422;3.9? 8(-441?%7)Ĺ =-.(- .8 % ,7%39Ō+;3)*) project that includes improvements to the middle school playground to function as a public park outside of school hours. Chapter 4 | Infrastructure and Facilities

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Education The most momentous duty of one generation to the next is its education. Education, at all levels, not only instills knowledge, but also the values and critical thinking skills which young people need to be full, participating members of society. It serves as a latchkey to greater income and opportunity, and the education level of an individual is positively correlated with wealth and wellbeing throughout all levels of American society.

PUBLIC PERSPECTIVES >

In addition to facing student population declines, most of the City’s school +%(.1.9.*8 7*6;.7* 7*34<%9.43Ĺ 842* 8.,3.N(%391?Ĺ 94 2%.39%.3 % 24)*73 %3) safe learning environment. These two factors have combined to cause LCS to consider closing schools, particularly older ones. In 2021, LCS evaluated the City’s elementary schools and found that not only did they have major capital needs, but that Lynchburg also had more schools than average for a City of its population. The 2021 study also recommended optimizing space by repurposing closed buildings, relocating alternative programs to existing schools, and encouraging proposals to make the City more attractive to young families.

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Lynchburg’s public school enrollment trends have been declining in recent years, dropping from 8,230 in the 2008-2009 school year to approximately 7,800 in 2024, with further loss projected. Some of this may be due to statewide )*(1.3*8 .3 89;)*39 *374112*39 %R*7 9-* ŌŵŽ %3)*2.(Ĺ %8 =*11 %8 -.,- numbers of “empty nest” households in the City and a lack of attainable housing driving potential residents to ultimately reside in adjacent counties. However, engagement also revealed that many residents have concerns about the public schools and are opting instead to send their children to private schools.

Improving Public Schools consistently ranked as a top priority for residents. Aging school facilities were .)*39.N*) %8 % (-%11*3,*Ĺ =.9- calls for modernization and investment in technology to enhance learning environments. Residents gave Lynchburg high marks for having a diverse range of higher education options. Concerns were raised about disparities in educational access and outcomes across ).L*7*39 3*.,-'47-44)8Ĺ particularly in underserved communities. Participants underscored the importance of fostering greater collaboration between schools, families, and community organizations to support student success and wellbeing.

?3(-';7, .9? ;'1.( (-4418 Currently, Lynchburg City Schools (LCS) serves around 7,800 students across its two high schools, three middle schools, six specialty schools, and eleven *1*2*39%7? 8(-4418ĸ 4L*78 89;)*398 )<%3(*) 1%(*2*39 (4;78*8Ĺ ;%1 374112*39Ĺ .R*) 74,7%28Ĺ % 4<*7347ś8 (-441Ĺ 19*73%9.<* );(%9.43Ĺ %3) a STEM Academy. It also hosts an Adult Learning program for residents over the age of 18 who do not yet have a high school diploma, as well as English Language courses.

;3).3, Having a successful and adequately funded public school system is critical to the social and economic future of the City. It is not only necessary for supplying labor to industry, but is also a primary factor in whether prospective residents with children choose to live in the City, or in an adjacent jurisdiction which is perceived to have better schools. Without a top-quality public school system, the City of Lynchburg cannot attract the types of workers it needs to be successful in the future and support its industry growth. Public engagement consistently called for increased funding for public schools and recent City budgets have attempted to address this.

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The City should continue to evaluate current funding levels for public education to determine whether they are adequate to achieve this goal. A well-funded school system can make improvements to school buildings, pay teachers a competitive salary, and is able to ensure that all students receive a quality education. It is important to note that while the City can provide monetary support to Lynchburg City Schools (LCS) and make decisions regarding the physical characteristics of school facilities and structures, the actual content and quality of education is the purview of the School Board and as such, cannot be addressed through this Plan. .,-*7 );(%9.43 ?3(-';7,ś8 -.,-*7 *);(%9.43 8*(947 .8 % )*N3.3, %88*9 +47 9-* .9?Ĺ )7%=.3, 9*38 4+ 9-4;8%3)8 4+ 89;)*398 %3) employing nearly 8,000 workers. With several prominent institutions such as the University of Lynchburg, Liberty 3.<*78.9?Ĺ %3) *397%1 .7,.3.% 422;3.9? 411*,* Ł łĹ %243, 49-*78Ĺ ?3(-';7, '*3*N98 349 431? +742 9-* economic impact of these institutions, but also from the educational opportunities they provide to local residents. These institutions also play an important role in workforce development through active partnerships with local ';8.3*88*8 %3) 343574N98Ĺ *3-%3(.3, (%7**7 5%9-=%?8 +47 7*8.)*398ĸ

0*? '*3*N9 4+ ?3(-';7,ś8 -.,-*7 *);(%9.43 *(48?89*2 .8 .98 %((*88.'.1.9? 94 9-* (422;3.9?ĸ -.8 .3(1;)*8 9-* 14(%1 availability of quality educational and vocational opportunities which provide skills aligned with local industries. Programs such as these promote multiple career pathways and aim to address awareness gaps by highlighting vocational and technical education as viable options alongside a traditional four-year degree program. Despite these *L4798 -4=*<*7Ĺ (-%11*3,*8 7*2%.3ĸ 374112*39 7%9*8 +742 14=*7Ō.3(42* (422;3.9.*8 %7* 14= );* 94 '%77.*78 .3 97;89Ĺ awareness, and access. Furthermore, funding constraints hinder institutions' ability to expand programs, upgrade +%(.1.9.*8Ĺ %3) %997%(9 %3) 7*9%.3 6;%1.N*) 89%LĹ ;19.2%9*1? .25%(9.3, 9-*.7 (%5%(.9? 94 +;11? 8*7<* 9-* (422;3.9?ĸ

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Expanding outreach and improving communication across educational institutions, workforce organizations, and (.9? ,4<*732*39 (%3 +;79-*7 2%>.2.@* ?3(-';7,ś8 *);(%9.43%1 %88*98ĸ 3(7*%8*) %=%7*3*88 %'4;9 +7** 47 %L47)%'1* programs, especially in low-income communities, can help to bridge gaps in trust and access, ensuring that residents are well-informed about educational pathways. Strengthening partnerships between employers and educational .389.9;9.438 (%3 %184 *38;7* ,7%);%9*8 %7* /4'Ō7*%)?Ĺ 5%79.(;1%71? .3 -.,-Ō)*2%3) N*1)8 8;(- %8 -*%19-(%7*Ĺ manufacturing, and skilled trades. Taken together, these steps will help to solidify the relationship between Lynchburg’s higher education and its workforce, bolstering the City’s economic resilience and long-term social progress.

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Healthcare Similar to Education, Lynchburg is known as a regional destination for healthcare. The sector employs nearly twice %8 2%3? =470*78 %8 9-* 3*>9 1%7,*89 8*(947 .3 ?3(-';7, %3) *397% *%19- .8 43* 4+ 9-* .9?ś8 )*N3.3, .389.9;9.438ĸ Residents from around Central Virginia come to Lynchburg to receive care, and workers commute for employment in the industry, making it one of the primary factors which bring people into the City. Additionally, healthcare is a primary employer of highly skilled, well-paid labor, making growth in this industry very desirable for the City due to the 2;19.51.*7 *L*(98 4+ .3<*892*39 85.11.3, 4;9 .394 9-* 7*89 4+ 9-* 14(%1 *(4342?ĸ Centra Health is undertaking an ambitious $500 million Modernization Plan, which represents the largest facility improvements and capital investments in the organization's history. This multi-year initiative will enhance healthcare 8*7<.(*8 %3) %))7*88 <%7.4;8 (422;3.9? 3**)8ĸ *? (42543*398 4+ 9-* 51%3 .3(1;)* 9-* (43897;(9.43 4+ % 3*= N<*Ō story care tower at Lynchburg General Hospital, which will house a new Emergency Department, patient recovery 74428Ĺ %143, =.9- %)).9.43%1 Q*>.'1* 85%(* +47 +;9;7* ,74=9-ĸ 3 %)).9.43Ĺ % 3*= 85*(.%19? 2*).(%1 (%25;8 -%8 '**3 developed in partnership with Lifepoint Health, which includes a 72-bed Behavioral Health Hospital and a 50-bed Rehabilitation Hospital to create a therapeutic environment for patients. This new facility provides an important resource to address community health issues.

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The City of Lynchburg should work closely with its Healthcare providers, including Centra, to ensure they have adequate physical space to operate and that partners in the Education sector are providing an appropriate supply of skilled labor. -* .9? 8-4;1) %184 *3(4;7%,* 9-* (43897;(9.43 4+ 7*,.43%11? ;3.6;* +%(.1.9.*8 9-%9 574<.)* 85*(.N( 9?5*8 4+ -*%19-(%7* not found elsewhere in the region since these facilities will draw people into the City for treatment.

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Adaptive reuse can take many forms, from repurposing a single building to an entire century-old hospital campus. Virginia Baptist Hospital (VBH), in the Rivermont neighborhood, has reached the *3) 4+ .98 ;8*+;1 1.+*ĸ *397% *%19-ś8 4)*73.@%9.43 1%3 7*(4,3.@*) 9-* 8.,3.N(%39 (-%11*3,*8 posed by today’s facility requirements, patient expectations, and the impact of increased activity on neighbors. Centra commissioned a building assessment of the 537,000-square-foot space on VBH’s 30-acre campus, a market analysis, eight case studies, and a rigorous community engagement process to guide the creation of two preferred scenarios that address key concepts, including demolition and 7*)*<*1452*39Ĺ ;8* 9?5*8 %3) .39*38.9.*8Ĺ %3) ,7**385%(* (43N,;7%9.438ĸ Recommended strategies focus on preserving the northern portion of the campus, adapting buildings and grounds in the middle, and developing the southern portion. Residential living options, including but not limited to senior living, apartments, cottage courts, and townhouses, are envisioned, along with a boutique hotel, small-scale retail, and restaurants. A higher-ed nursing hub, a recreation center, and a daycare are possibilities, as well as maintaining some medical 4V(* ;8*8ĸ 9 .8 %39.(.5%9*) 9-%9 9-.8 2%/47 %88*9 =.11Ĺ +47 9-* N789 9.2*Ĺ ,4 43 ?3(-';7,ś8 9%> 74118 when successful redevelopment of the campus is achieved. For more information about adaptive reuse, see page 66 of this Plan.

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GOAL STATEMENT >>> Modernize and expand Lynchburg’s critical infrastructure, facilities, and services to support economic growth, community health, and City resilience. Objective: Ensure all neighborhoods have access to upgraded infrastructure, community facilities, and educational resources.

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Continue to engage industry leaders in creating curriculum focused on skills needed in growing sectors. Expand dedicated spaces within community facilities for lifelong learning programs and vocational training. Consider repurposing closed school buildings and vacant City-owned properties as workforce housing developments. Partner with the Lynchburg Redevelopment %3) 4;8.3, ;9-47.9? 94 *>5%3) %L47)%'1* -4;8.3, 4L*7.3,8Ļ 7*34<%9* %,.3, -4;8.3, complexes to ensure resident health and safety. Explore new methods to educate the community on recycling and waste 7*);(9.43 *L4798ĸ

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Review community feedback and demographic data regularly to identify gaps in service delivery across neighborhoods. Update maintenance schedules for existing community facilities to ensure they remain accessible and functional. Consider increasing funding to LCS in order 94 *38;7* 9-%9 .9 -%8 8;V(.*39 +;3).3, 94 2**9 5-?8.(%1 %3) 89%V3, 3**)8Ļ 574<.)* upgrades to technology; and provide a quality learning environment for all students. Pursue state and federal funding opportunities to supplement local investment in LCS, helping to close the funding gap and support facility improvements, program expansion, and student success. Support LCS in recruiting and retaining +%(;19? %3) 89%L '? .3<*89.3, .3 (425*9.9.<* salaries, professional development, and modern facilities. Develop joint-use agreements to share facilities between schools and community organizations, increasing access to recreational and educational spaces. Coordinate with school districts to develop %R*7Ō8(-441 574,7%28 9-%9 8;55479 %3) technical education. Promote internship and apprenticeship programs through partnerships with industries and local colleges. Support facility improvements at community colleges to increase enrollment capacity and meet industry workforce needs. Facilitate community outreach programs to raise awareness of educational and training opportunities.

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Objective: Modernize infrastructure to support growth, improve emergency response, and enhance water, sewer, and stormwater systems for long-term resilience. >

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Expand stormwater management 574,7%28 94 57*<*39 Q44).3, %3) .2574<* water quality in urban areas. Enhance sewage treatment capacity at the Regional Water Resource Recovery Facility to accommodate future growth, as needed. Encourage best management practices (BMPs) and advanced technologies for stormwater management to mitigate 7;34L %3) *3-%3(* =%9*7 6;%1.9?ĸ Conduct a strategic planning process to identify long-term solid waste disposal solutions, including site studies, capacity analysis, and potential solutions.

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Prioritize infrastructure improvements in the Capital Improvement Program (CIP) that target aging water and sewer lines, especially those critical to economic development zones. Assess public safety infrastructure needs, 8;(- %8 ;5,7%)*8 94 N7* 89%9.438Ĺ 9-* Žŵŵ center, and other emergency facilities, to *38;7* *V(.*39 *2*7,*3(? 7*85438*ĸ Prioritize the recruitment, retention, and 43,4.3, 97%.3.3, 4+ 6;%1.N*) 5;'1.( 8%+*9? 5*78433*1Ĺ *38;7.3, 89%V3, 1*<*18 0**5 pace with community needs. Map current infrastructure against growth +47*(%898 94 .)*39.+? %3) 57.47.9.@* 85*(.N( areas for water and sewer upgrades. Invest in water and sewer infrastructure to support higher-density, mixed-use development in appropriate areas of the City. Conduct structural upgrades at the Pedlar Reservoir Dam to meet safety standards. Modernize the College Hill Water Treatment 1%39ś8 N197%9.43 8?89*28 %3) (438.)*7 expanding capacity for future population growth, as needed. Reduce areas that rely on septic systems by extending sewer services to improve public health and reduce environmental impact.

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Objective: Strengthen Lynchburg’s downtown and community assets to support economic vitality, cultural enrichment, and community participation.

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Utilize the monthly Citywide newsletter to communicate updates and information on infrastructure projects. Provide educational workshops on how 94 %((*88 %3) '*3*N9 +742 %<%.1%'1* (.9? services. Consider expanding the Citizens’ Academy in order to provide residents with expanded views into the day-to-day workings of the City.

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Continue to implement the Downtown 2040 Master Plan recommendations to make downtown a vibrant, attractive center. Develop partnerships with local arts organizations to enhance public art and cultural programming. Attract co-working spaces and live-work units to support knowledge workers in the downtown area. Host regular community events and festivals in downtown to strengthen its identity as a cultural hub. Partner with healthcare institutions to expand regional healthcare services and attract related industries. Support healthcare-related workforce programs through partnerships with local colleges. Develop joint initiatives with educational institutions to promote community wellness and resilience. Promote the City's centralized online portal where residents can access information on city services, infrastructure projects, and community resources. Develop targeted communication campaigns to raise awareness of available public services.

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D Economic Development and Tourism

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Introduction

Lynchburg's economy is the foundation of its vibrant community and essential for the well-being of its residents. Businesses provide employment opportunities and support the City’s services, contributing to a dynamic local environment. As the economy grows, it fosters additional jobs and investments. Looking ahead over the next twenty years, the City of Lynchburg will be one of the best small cities in the Commonwealth. Driven by innovative businesses and forward-thinking organizations, Lynchburg will value its history, natural beauty, and its livable neighborhoods. The City’s strong economic framework will continue to drive growth and shape the City's future development, enhancing its built environment and the overall quality of life.

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To drive economic development and enhance community life, the City of Lynchburg will focus on four key initiatives: > > > >

Position Lynchburg as a top choice for entrepreneurship, career advancement, and higher education. Emphasize readiness and proactive support for investment while fostering a thriving business ecosystem and economic growth. Expand Lynchburg’s sports tourism industry and increase its economic impact. Showcase Lynchburg as a leading city in Virginia for quality of life, innovation, and community spirit.

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);(%9.43 Education is fundamental to Lynchburg’s growth 897%9*,?ĸ .9- N<* (411*,*8 %3) ;3.<*78.9.*8 =.9-.3 9-* City limits, Lynchburg serves as a vibrant educational hub, hosting tens of thousands of students from around 9-* ,14'*ĸ -*8* .389.9;9.438 (4397.';9* 8.,3.N(%391? 94 the City’s economy and play a critical role in workforce development, employing nearly 8,000 individuals.

Building a Premier Destination for Career and Business Development

The City of Lynchburg is committed to establishing itself as a premier business hub where every resident and business can thrive. Central to this vision are our anchor institutions—our local colleges, universities, and -*%19-(%7* +%(.1.9.*8ĸ -*8* .389.9;9.438 %7* 8.,3.N(%39 employers and pivotal to our City’s economic stability and community development.

Anchor institutions, including higher education and 2*).(%1 +%(.1.9.*8Ĺ =.*1) *34724;8 .3Q;*3(* .3 9-*.7 communities. Unlike corporate headquarters or manufacturing facilities that can relocate, these institutions are deeply rooted in their locales. Their investments and operations make them integral to the City’s infrastructure, contributing to economic resilience %3) (422;3.9? =*11Ō'*.3,ĸ -*? 4L*7 89%'.1.9? %3) ';L*7 %,%.389 *(4342.( Q;(9;%9.438Ĺ =-.(- %7* (7;(.%1 .3 14(%1 revitalization and growth.

Despite a projected rise in educational employment by over 12% by 2030, national trends show a decline in student enrollment due to decreasing birth rates. This trend underscores the need for proactive measures to support our educational institutions and their role in the community. The City must collaborate closely with its educational institutions to address these challenges. This collaboration involves promoting a safe, high-quality living environment, accommodating future growth through appropriate zoning, and addressing student housing needs. Initiatives such as “Town-Gown Days” and community events will help bridge the gap between students and the broader community, fostering engagement and enhancing the likelihood of retaining graduates. Furthermore, improving communication between educational institutions and local businesses is essential. By aligning educational programs with industry Chapter 5 | Economic Development & Tourism

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D and communicating about living and working .3 ?3(-';7, 94 '4489 89;)*39 7*9*39.43 %R*7 graduation. Foster an Inclusive Environment: Enhance recruitment and retention initiatives for faculty, 89%LĹ %3) 89;)*398 +742 ).<*78* '%(0,74;3)8Ĺ promote their engagement in local events, and track progress to ensure a welcoming and inclusive community. Create Leadership and Workforce Pipelines: Align educational programs with local business needs, develop programs supporting economic growth, and facilitate real-world work experiences for students. Collaborating with local businesses to promote adult education and internships will help bridge the gap between education and industry needs. Facilitate Real-World Work Experiences: Enhance cooperation between educational institutions and local schools to provide practical experiences for aspiring teachers and foster innovative educational practices.

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needs, the City can ensure that graduates are prepared for the workforce and that local businesses can access a skilled labor pool. This alignment will help attract new employers and support economic growth.

The presence of multiple higher education institutions in ?3(-';7, 4L*78 455479;3.9.*8 94 *3-%3(* (445*7%9.43 between them and the local school division. By providing real-world work experiences for aspiring teachers and fostering innovative educational practices, the City can support local education and workforce development.

Campus LYH Initiative %;3(-*) .3 *'7;%7? ŶŴŶŷ '? 9-* V(* 4+ (4342.( Development & Tourism in partnership with local colleges and universities, the Campus LYH initiative aims to create a vibrant and sustainable college town environment. By leveraging the collective strengths of Lynchburg’s educational institutions, healthcare systems, and 343574N98Ĺ 9-.8 574/*(9 8**08 94 *3-%3(* 9-* .9?ś8 6;%1.9? of life and drive economic growth. The initiative focuses on several key goals: >

Increase Visibility and Enrollment: Enhance Lynchburg’s reputation as a premier educational hub through joint marketing strategies, showcasing campus amenities, and organizing events to attract and retain students, faculty, and 89%Lĸ L4798 =.11 .3(1;)* 574249.3, 14(%1 %88*98

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By integrating the Campus LYH initiative with the City’s broader goals, Lynchburg aims to create a thriving business hub supported by a dynamic educational ecosystem, driving economic growth and enhancing the quality of life for all residents.

D Healthcare Healthcare institutions also play a crucial role in Lynchburg’s economy. As some of the largest employers in the region, they provide a steady source of employment and services that are resilient to economic downturns. Healthcare is the largest single employment sector in the U.S., and Lynchburg's medical facilities, such %8 *397% *%19-Ĺ 8.,3.N(%391? (4397.';9* 94 9-* 14(%1 economy. They attract residents from around Central Virginia for care and support various associated services, including laboratories and specialist clinics.

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;'1.( );(%9.43 While working with Lynchburg’s colleges and universities is vital, having a successful and adequately funded public school system is critical to the economic future of the City. During public engagement, respondents regularly cited improving the public education system as a top priority. Having a successful public school system is not just critical for supplying labor to industry, it is a primary factor in whether prospective residents with children choose to live in the City or in a nearby jurisdiction perceived to have better schools. Without a top-quality public school system, the City of Lynchburg cannot attract the types of workers it needs to be successful in the future. The City should evaluate current funding levels for public education to determine whether they are adequate to achieve this goal. A well-funded school system can make improvements to school buildings, to pay teachers a competitive salary, and to ensure all students receive a quality education.

The City should work closely with healthcare providers to ensure they have the necessary physical space and that educational partners supply a skilled workforce. Encouraging the construction of regionally unique -*%19-(%7* +%(.1.9.*8 9-%9 4L*7 85*(.%1.@*) 97*%92*398 can also draw people into the City, further boosting the local economy.

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411%'47%9.<* 4)*18 +47 422;3.9? %3) (4342.( *<*1452*39 The success of Lynchburg’s anchor institutions is intertwined with the City’s broader community and economic development strategies. By fostering collaboration among educational institutions, healthcare providers, and other 89%0*-41)*78Ĺ =* (%3 (7*%9* % 8-%7*) <%1;* 9-%9 '*3*N98 '49- 9-* %3(-478 %3) 9-* (422;3.9?ĸ 4)*18 4+ (445*7%9.43 include: > > >

Independent Actions: Institutions addressing community needs on their own. Partnerships between Anchors: Educational and medical institutions working together to enhance their collective impact. Broad Stakeholder Partnerships: Engaging a wide range of stakeholders, including businesses and government entities, to drive comprehensive development.

Lynchburg aims to advance collaboration along this spectrum, integrating anchor institutions into the City’s growth strategy. This partnership ensures that educational and healthcare institutions are central to the City’s development and contribute to its long-term resilience and prosperity. By embracing the role of anchor institutions in our community, Lynchburg is poised to create a thriving business hub supported by a dynamic educational and healthcare ecosystem. This approach will drive economic growth, enhance quality of life, and position Lynchburg as a desirable destination for residents, students, and businesses.

;.1).3, 14(08ĺ 470+47(* *<*1452*39 %3) 397*57*3*;78-.5 Following the City of Lynchburg’s commitment to becoming a premier business hub through its anchor institutions— education and healthcare—the City now focuses on vital components that drive sustained economic growth: talent development and entrepreneurship.

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;.1).3, % 0.11*) 470+47(* The bedrock of Lynchburg’s economic strategy lies in its ability to cultivate a skilled workforce. With a solid educational +4;3)%9.43 574<.)*) '? .98 N<* (411*,*8 %3) ;3.<*78.9.*8Ĺ ?3(-';7, .8 ;3.6;*1? 548.9.43*) 94 8;551? % 89*%)? 897*%2 4+ talented individuals. However, the City must bridge the gap between education and industry to ensure these graduates are prepared and eager to contribute to the local economy. Lynchburg’s approach involves enhancing communication between educational institutions and local businesses. The City can ensure graduates possess the skills employers require by aligning educational programs with industry needs. This collaboration extends to creating clear career pathways, beginning in elementary school and progressing through secondary and post-secondary education. To support this transition, Lynchburg is focusing on several key strategies: >

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Developing Talent Pathways: By fostering partnerships between high schools, colleges, and local industries, Lynchburg can create a seamless pipeline of skilled workers ready to meet the needs of businesses. This .3(1;)*8 574249.3, <4(%9.43%1 %3) (*79.N(%9* 574,7%28Ĺ %557*39.(*8-.58Ĺ %3) .39*738-.58ĸ %793*78-.58 =.9- the Lynchburg Regional Business Alliance on their Regional Workforce Roadmap and Educators Academy, Vector Space on Women in Welding showcase our collaborations. Upskilling the Existing Workforce: Providing opportunities for current workers to enhance their skills through local colleges and community programs ensures that Lynchburg’s workforce remains competitive and adaptable.

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Empowering Entrepreneurs Entrepreneurship is another crucial element of Lynchburg’s economic strategy. Local entrepreneurs contribute to 9-* .9?ś8 <.'7%3(? '? 89%79.3, .334<%9.<* ';8.3*88*8 9-%9 7*Q*(9 9-* (422;3.9?ś8 ;3.6;* (-%7%(9*7ĸ -*8* <*39;7*8 generate wealth and foster civic engagement and loyalty to the area. To boost entrepreneurship, Lynchburg is adopting several strategies: >

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Business Skills Training: Collaborating with educational and business partners, the City is working to provide (4257*-*38.<* 97%.3.3, .3 *88*39.%1 ';8.3*88 80.118Ĺ +742 N3%3(.%1 2%3%,*2*39 94 ';8.3*88 51%33.3,ĸ 4 )%9*Ĺ more than 100 LYH businesses have graduated from the CO.STARTERS program. CO.STARTERS is a partnership =.9- 9-* .9? 4+ ?3(-';7, V(* 4+ (4342.( *<*1452*39 Š 4;7.82Ĺ 2%11 ;8.3*88 *<*1452*39 *39*7 Ŏ Lynchburg Region, and Vector Space. Increasing Access to Capital: -74;,- 5%793*78-.58 =.9- 9-* (4342.( *<*1452*39 ;9-47.9? %3) 14(%1 N3%3(.%1 institutions, Lynchburg is enhancing access to capital for small businesses and startups. Resources like the 2%11 ;8.3*88 *<*1452*39 *39*7 Ł ł 4L*7 ,7%398Ĺ 14%38Ĺ %3) (4;38*1.3, 94 8;55479 3*= <*39;7*8ĸ Supporting Innovation: Supporting initiatives such as Downtown Lynchburg Association’s (DLA) Launch LYH and the SBDC’s StartUp Toolbox provide critical resources to entrepreneurs, helping them transform ideas into successful businesses.

By integrating these strategies, Lynchburg aims to foster a dynamic environment where new and existing businesses can thrive. This holistic approach ensures the City attracts new industries and supports local entrepreneurs' growth journeys. The collaboration between talent development and entrepreneurship is crucial for Lynchburg’s continued success. As the City enhances its educational programs and supports local businesses, it simultaneously builds a resilient and adaptable economy. By focusing on these interconnected areas, Lynchburg sets the stage for a future where individuals and businesses can prosper, contributing to a thriving community and a robust local economy.

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Investment, Business Attraction, and Manufacturing

As Lynchburg charts its course toward economic vitality, it is essential to create a robust environment for investment and business attraction. This involves advancing mixed-use development, enhancing site readiness, supporting existing businesses, strengthening industry clusters, and bolstering the manufacturing sector. 3(7*%8.3, *%).3*88 +47 *= 3);897.*8 A community’s attractiveness to businesses hinges on its readiness to accommodate new industries. This includes having well-prepared sites and a skilled workforce.

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Availability of Essential Infrastructure 557457.%9* 43.3, Absence of Environmental Concerns Access to Transportation Networks

?3(-';7, -%8 .)*39.N*) 247* 8.,3.N(%39 8.9*8 Ł4<*7 ŵŴ acres) and sizable buildings (150,000 – 300,000 square feet) necessary to compete for business attraction and retention. Addressing these needs involves consolidating land parcels through the Economic Development Authority (EDA) and ensuring that sites meet industry 89%3)%7)8ĸ -* V(* 4+ (4342.( *<*1452*39 maintains up-to-date listings with the Virginia Economic Development Partnership (VEDP) and commercial real estate platforms to attract potential investors. Lynchburg has invested in site development and readiness in recent ?*%78Ĺ %3 *L479 9-%9 .8 3*(*88%7? 94 7*2%.3 (425*9.9.<* in today’s site selection climate. These investments will help create more sites where raw land previously was untouched, as well as advancing the readiness of .)*39.N*) 8.9*8 94 2%0* 9-*2 247* (425*11.3,ĸ

D ;55479.3, 4(%1 3);897.*8 Supporting existing businesses is crucial for fostering job creation and economic growth. Lynchburg has developed a formal business expansion and support program tailored to the needs of various industry clusters. Key actions include:

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Mixed-use development is a cornerstone strategy for revitalizing Lynchburg's investment landscape. These )*<*1452*398 4L*7 3;2*74;8 '*3*N98 '? .39*,7%9.3, residential, commercial, and retail spaces within a single area. They optimize infrastructure costs, enhance =%10%'.1.9?Ĺ %3) 574<.)* ).<*78* %3) %L47)%'1* -4;8.3, options, generating higher net tax revenue than solely residential areas.

The City should mandate mixed-use elements in new developments to leverage these advantages. This .3(1;)*8 .3(47547%9.3, ,74;3)ŌQ447 7*9%.1 =.9- 7*8.)*39.%1 ;3.98 %'4<* %3) 4L*7.3, <%7.4;8 -4;8.3, 9?5*8ĸ Such an approach ensures economic sustainability, stimulates demand for local businesses, and balances the tax burden by blending commercial and residential development. While careful consideration is needed for areas characterized by single-family residences with larger lots, incorporating mixed-use principles into new neighborhoods should become standard practice to drive economic vitality and attract investment.

Establishing Steering Committees: Convene .3);897?Ō85*(.N( +4(;8 ,74;58 %3) =470.3, groups to guide and support local enterprises. Inventory and Tracking: Continue to enhance and maintain an inventory of local businesses, tracking employment and tax contributions to inform engagement strategies. Business Visitation Plan: Execute the newly updated Business Development Plan, visiting local businesses and their headquarters to identify expansion opportunities and supply chain needs. Support Programs: Design targeted support programs for each industry cluster, recognizing 9-%9 ).L*7*39 8*(9478 7*6;.7* <%7.*) %88.89%3(*ĸ

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97*3,9-*3.3, %3) >5%3).3, *? 3);897? 1;89*78 Lynchburg’s economic development strategy promotes and enhances its vital industry clusters. These include metals and machinery manufacturing, nuclear technology, wireless technology, advertising and marketing services, and %7(-.9*(9;7* %3) *3,.3**7.3, 8*7<.(*8ĸ ?3(-';7, 2;89 .2574<* 8;551? (-%.3 *V(.*3(? %3) 7*8.1.*3(* 94 8;55479 %3) expand these sectors. This involves fostering local connections and creating opportunities for collaboration within these industries. A critical aspect of this approach is engaging with regional experts and maintaining open lines of communication with local businesses. By gathering insights from industry leaders and staying informed about national and international trends, Lynchburg can ensure its economic strategies remain relevant and responsive to the evolving business landscape. Additionally, understanding the geographic preferences of these industries will help align the City’s infrastructure with the needs of expanding businesses. By concentrating on these strategies, Lynchburg will build a robust economic environment supporting existing industries and attracting new investment. This holistic approach will enhance the City’s competitiveness and sustainability, positioning it as an attractive destination for businesses across various sectors. The Manufacturing sector employs over 13,000 people in the Lynchburg region and is forecasted to grow by over 7% through 2030. Lynchburg can leverage the resurgence in American manufacturing, driven by the need for domestic production of strategically essential items such as computer chips and batteries. The City's existing defense and 9*(-3414,? .3);897.*8 %3) 574>.2.9? 94 +*)*7%1 ,4<*732*39 (1;89*78 548.9.43 .9 =*11 94 '*3*N9 +742 9-.8 97*3)ĸ The nuclear industry, employing approximately 4,000 workers locally, is particularly well-placed to capitalize on trends 8;(- %8 9-* 8-.R 94 (1*%3*7 *3*7,? %3) %)<%3(*2*398 .3 3;(1*%7 2*).(.3*ĸ 4 +;11? 1*<*7%,* 9-*8* 455479;3.9.*8Ĺ Lynchburg should continue supporting proposals like the Tech Hub to attract innovative technological industries.

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BELIEVES IN SUPPORTS HOSTS LOVES

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Sports Tourism Implementing a robust sports tourism plan is another key component of Lynchburg’s strategy. By hosting sports tourism engagement events and tracking the success of .3.9.%9.<*8Ĺ ?3(-';7, (%3 '4489 .98 574N1* %8 % 57*2.*7 destination for sports events. Key initiatives include:

Expanding Tourism and Sports Tourism

In Lynchburg, the strategy for tourism and sports tourism involves more than showcasing the City's natural beauty %3) -.8947.(%1 8.,3.N(%3(*ĸ 9ŝ8 %'4;9 (7*%9.3, ;3.6;* and memorable experiences that captivate visitors and keep them returning. By investing in food, recreation, and (;19;7*Ĺ ?3(-';7, (%3 4L*7 %3 %;9-*39.( *>5*7.*3(* that distinguishes it from other destinations. The goal is to move beyond traditional marketing approaches and create curated experiences highlighting the City's unique assets.

(4342.( *3*N98ĺ Tourism in Lynchburg supports local businesses, creates jobs, and generates 8.,3.N(%39 9%> 7*<*3;*ĸ -* ).<*78* 4L*7.3,8ŏ from outdoor adventures to cultural and historical experiences—attract many visitors. Comprehensive Approach: Lynchburg's 94;7.82 *L4798 .3(1;)* 574249.3, 2**9.3,8 and conferences, enhancing sports tourism, facilitating group tours and travel, and creating engaging travel itineraries. Showcasing Local Assets: From the Blue Ridge Mountains and James River to Lynchburg’s historical sites, food and drink, shopping destinations, and vibrant arts scene, the City 4L*78 842*9-.3, +47 *<*7?43*ĸ -*8* %997%(9.438 %7* 574249*) 9-74;,- 9%7,*9*) 2%70*9.3, *L4798 and partnerships.

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Key strategies include:

Hosting Sports Events: The City attracts regional and national sports tournaments and events to draw athletes, families, and fans to Lynchburg. Developing Facilities: Investment in facilities and infrastructure supports large-scale sports events, ensuring the City can accommodate various sports and activities. Collaborations: We collaborate with sports organizations and local businesses to create a welcoming environment for visitors and provide them with exceptional experiences that encourage return visits.

74=.3, 4;7.82ŝ8 (4342.( 25%(9 The City’s tourism strategy involves attracting visitors, driving economic growth, and enhancing the quality of life for residents.

.8.947 >5*7.*3(*8 Lynchburg must continue investing in assets beyond natural beauty and history to enhance its appeal to tourists. This includes focusing on food, recreation, and (;19;7%1 %(9.<.9.*8 9-%9 4L*7 %;9-*39.( *>5*7.*3(*8ĸ ? packaging its tourism assets creatively and enlisting talented individuals to help curate these experiences, Lynchburg can stand out from nearby destinations.

Promoting easy access to the Blue Ridge Mountains, James River, heritage sites, and other recreational and tourism amenities. These natural and historical attractions draw visitors from within and outside the region, allowing them to explore Lynchburg's scenic beauty and rich history. Developing unique tourism experiences that go '*?43) 9-* 9?5.(%1 4L*7.3,8ĸ -.8 2.,-9 .3<41<* themed tours, culinary trails, or cultural festivals that connect visitors to Lynchburg's heritage and lifestyle.

By focusing on creating authentic visitor experiences, *>5%3).3, 94;7.82 4L*7.3,8Ĺ %3) )*<*145.3, % 74';89 sports tourism plan, Lynchburg aims to grow its tourism 8*(947 *L*(9.<*1?ĸ -.8 (4257*-*38.<* %5574%(- =.11 help the City distinguish itself from nearby destinations, %997%(9 247* <.8.9478Ĺ %3) (4397.';9* 8.,3.N(%391? 94 9-* local economy.

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D 4=394=3 ?3(-';7, %17*%)? 51%?8 % 8.,3.N(%39 741* in the City's economy, contributing approximately $12 million in local tax revenue and supporting over 3,000 jobs in 2022. The area’s walkable streets, bustling nightlife, and thriving arts scene make it a major attraction for residents and visitors. To further this vision, Lynchburg is focusing on several key projects:

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Showcasing Quality of Life, Innovation, and Community Spirit In today’s competitive landscape, attracting and retaining skilled professionals and residents extends '*?43) 4L*7.3, 74';89 /4' 455479;3.9.*8ĸ 9 3*(*88.9%9*8 creating an environment where individuals and families (%3 1*%) +;1N11.3,Ĺ <.'7%39 1.<*8ĸ ?3(-';7, .8 (422.99*) to elevating its quality of life, fostering innovation, and nurturing a strong sense of community to build a city where people choose to live, work, and thrive. 4=394=3 *<.9%1.@%9.43ĺ ;19;7%1 %3) (4342.( ;' Lynchburg’s Downtown 2040 Master Plan outlines a vision for transforming Downtown into the “economic, social, and cultural hub of Central Virginia.” This revitalization *L479 %.28 94 (7*%9* % )*89.3%9.43 %997%(9.<* 94 <.8.9478 and desirable for residents. 121

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Amphitheater and Downtown Streetscape: These initiatives will enhance the downtown area's infrastructure and aesthetic appeal, creating spaces for cultural events and community gatherings. Arts Partnerships: Collaborating with local arts organizations to foster a dynamic cultural environment, attracting tourists and remote knowledge workers. Mixed-Use Developments: Encouraging groundQ447 7*9%.1Ĺ (4Ō=470.3, 85%(*8Ĺ %3) 1.<*Ō=470 ;3.98 to create a lively and economically sustainable downtown.

;%1.9? 4+ .+* ;%1.9? 4+ 1.+* +%(9478 8.,3.N(%391? .3Q;*3(* 9-* decision-making process for skilled workers considering relocation. Lynchburg is dedicated to enhancing its

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;19;7%1 )*39.9? %3) 334<%9.43 Lynchburg’s commitment to fostering a vibrant community includes supporting local culture and innovation. Enhancing the Lynchburg Museum System will better showcase the City’s history and culture while %)<4(%9.3, +47 %3 *V(.*39 85*(.%1 *<*398 5*72.99.3, process that will streamline the organization of community events and festivals.

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appeal through various initiatives to improve living standards and community well-being. Strong, safe neighborhoods are the foundation of a high quality of life. Lynchburg is investing in:

Public Safety: Enhancing public safety measures to ensure a secure living environment. Education: Expanding access to quality education and high-speed internet, ensuring that residents have the resources they need to succeed. Recreational Opportunities: Developing and expanding local trails, bicycle paths, pedestrian routes, and access to the James River to promote an active, healthy lifestyle.

A placemaking strategy is essential for enhancing Lynchburg’s attractiveness. This involves leveraging the City’s unique strengths to create a compelling sense of place. Capitalizing on Lynchburg’s rich history and cultural heritage will create a distinctive local identity. The implementation of the 2040 Downtown Lynchburg Master Plan and the development of placemaking strategies for individual neighborhoods will further this goal. Improving infrastructure, including signage, kiosks, and banners, will support tourism and enhance the City’s visual appeal.

?3(-';7, 2;89 (7%R %3) (422;3.(%9* % (425*11.3, story about its unique attributes and strengths to attract and retain residents and businesses. Highlighting the City’s key industries, cultural assets, and quality of life factors is crucial. Utilizing various marketing tools, including video production and participation in prominent conferences and festivals, will promote Lynchburg’s identity and appeal. By focusing on downtown revitalization, enhancing quality of life, and supporting local culture and innovation, Lynchburg aims to create a thriving environment where residents and visitors can enjoy a high quality of life and contribute to the City’s vibrant future.

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LYH BELIEVES IN YOU >>> Goal Statement

Objective

97%9*,?

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Identify and invest in targeted marketing, to showcase campus amenities, and host events to attract and retain 89;)*398Ĺ +%(;19?Ĺ %3) 89%Lĸ Regularly meet with education leaders to understand their needs and collaboratively develop strategies that 3-%3(* ?3(-';7,ŝ8 574N1* %8 % 945 enhance academic programs and student success. educational destination (Campus 97*3,9-*3 *L4798 94 (7*%9* %3 .3(1;8.<* *3<.7432*39 LYH) within educational institutions through discussions with educational administrators. (Campus LYH) Encourage student participation in local community events, and track progress to enhance community integration. Support the existing Regional Workforce Roadmap by partnering with the Lynchburg Regional Business Alliance and regional workforce system to collaborate on creating, supporting and strengthening new and existing career pathways for high-demand jobs in our City and region. ;55479 .3);897?Ō85*(.N( %)<.847? (4;3(.18Ĺ 5%793*78-.58 Position Lynchburg with local businesses and educational institutions for as a top choice for Ensure that educational programs curriculum design, and implement regular updates to entrepreneurship, and training align with employer training programs based on industry feedback. career requirements. development, and Support internship and apprenticeship programs that higher education. provide hands-on experience in entrepreneurship through initiatives like the CO.STARTERS program. Partner with local businesses, educational institutions, and organizations such as the Small Business Development Center (SBDC) – Lynchburg Region, and *(947 5%(* 94 4L*7 897;(9;7*)Ĺ (4-479Ō'%8*) 97%.3.3,ĸ Plan for future increases in online learning by working with colleges and universities to reimagine unused, former educational buildings as mixed-use development.

Develop stronger connections between the education system and Lynchburg's economy.

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Partner with colleges and universities to co-recruit businesses. Facilitate public-private partnerships between the Education and Business sectors. Encourage communication between the Education sector and the Healthcare and Manufacturing sectors to ensure that schools are producing a supply of skilled labor for local employment. Adequately fund the City’s K-12 public education system so that it can provide the quality education and critical thinking skills employers are seeking.

LYH SUPPORTS YOU >>> Goal Statement

Objective

97%9*,?

Enhance site readiness.

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Invest in utilities and infrastructure access at publicallyowned sites to reduce barriers for business prospects. Gather insights on local business needs, challenges, and opportunities by regularly conducting a comprehensive business survey of employers located in the City of Gather insights on local business needs, challenges, and opportunities, Lynchburg. and use this data to inform City Maintain a local business inventory and track Promote policies and economic development employment and investments to tailor resources and Lynchburg as a strategies. support programs. thriving business Support the expansion of additional programming, hub, emphasizing events, and projects, though the James River Arts and investment Cultural District Program. readiness, proactive support, Strengthen relationships with local Implement a business visitation plan to gather and economic businesses, understand their needs, feedback on challenges and opportunities, and to growth. and provide tailored support to foster provide customized support tailored to each business's (.7(;289%3(*8ĸ *,;1%71? %88*88 9-* *L*(9.<*3*88 4+ growth and a thriving economic the plan and adjust strategies as needed to continuously environment. improve the business climate in Lynchburg. *<*7%,* 9-* 7*84;7(*8 4+ 9-* 94 4L*7 % 7%3,* of incentives and credits to businesses considering relocation or expansion in Lynchburg, including targeted Attract and support businesses in Lynchburg through strategic use of N3%3(.%1 .3<*892*398Ĺ 9%> (7*).98Ĺ %3) ,7%398 )*8.,3*) the Economic Development Authority to reduce initial costs and promote sustainable growth. (EDA) and various incentives. Evaluate ways to use the EDA to increase assistance to small businesses.

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LYH HOSTS YOU >>> Goal Statement

Objective

97%9*,?

Promote Lynchburg’s natural and cultural attractions Showcase Lynchburg’s unique assets, through targeted marketing campaigns, including digital including the James River parks advertising and social media. Develop and distribute and trails network, local mountains, engaging visitor materials such as brochures, maps, and museum system, and historic sites, itineraries that highlight these assets. to boost tourism and enhance the City’s appeal as a travel destination. Enhance connections to the James River and market Lynchburg as a "River City."

Enhance Lynchburg's destination appeal and increase the impact of sports and recreational events.

Enhance the overall experience for tourists.

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Continue investing in clear signage, including directional signs and information kiosks, to help tourists navigate Lynchburg. Further develop customized itineraries for history, arts, outdoor adventures, and culinary experiences, available online and at The Lynchburg Museum and Visitor's Center. Implement a Sports Tourism plan to align sports tourism objectives, enhance communication among stakeholders, and ensure the successful execution of our strategic initiatives. Position Lynchburg as an ideal location for conferences, meetings, and bus tours by promoting Lynchburg's ;3.6;* %997%(9.438 %3) 4L*7 9%.147*) 8;55479 8*7<.(*8 94 event organizers. Expand Lynchburg's trail network, and market it to tourists, cyclists, and outdoor enthusiasts.

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LYH LOVES YOU >>> Goal Statement

Objective

Align goals with Lynchburg's Downtown 2040 Master Plan to enhance the City's vibrancy, connectivity, and overall appeal, fostering a thriving urban environment.

Work closely with stakeholders and other City departments to ensure City projects and initiatives complement the Downtown Master Plan’s vision. Focus on improving infrastructure, enhancing public spaces, and promoting mixed-use development that supports local businesses and attractions. Coordinate marketing and community engagement *L4798 94 -.,-1.,-9 9-* '*3*N98 4+ 9-* %89*7 1%3 improvements and to strengthen the City’s role as a vibrant downtown destination. Enhance the Museum's exhibits and programming to showcase local heritage and creativity, and integrate interactive displays and visitor engagement activities to attract and educate tourists. Expand selection and quality of permanent exhibits to incorporate cultural history of LYH (Monacan Nation and Black history) as well as local government, education, and manufacturing histories. Execute a robust renovation of The Lynchburg Museum & Visitor Services building to be an inviting space for visitors of all ages and abilities. Implement a strategic marketing and promotion plan for the Lynchburg Museum & Visitor Services.

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Market Lynchburg as a leading city in Virginia for quality of life, innovation, Position the Lynchburg Museum and community & Visitor Services as the premier spirit. source of information for the City of Lynchburg.

97%9*,?

Publicize Lynchburg’s achievements in quality of life, innovation, and community.

Create an outdoor space that welcomes and encourages visitors. Refresh the indoor space to be visually and audibly appealing, including improved accessibility. Explore opportunities for collaboration in joint marketing and programming. Create more virtual/digital content for those who cannot visit our museums in person. Create and distribute an annual report that highlights Lynchburg’s achievements, innovations, and community initiatives, showcasing the City’s quality of life and progress.

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D Healthy Environments, Safe Neighborhoods Natural resources, public health, and public safety, are closely intertwined aspects of life in Lynchburg, as they directly impact the daily wellbeing and quality of life of residents. The extent to which a community is healthy is closely correlated to the degree to which it is safe. In turn, Lynchburg’s natural resources are important environmental assets that contribute to the local and 7*,.43%1 *(4342? %3) %(9.<*1? '*3*N9 9-* (422;3.9?ś8 health and overall quality of life. In looking to protect and enhance its natural resources, grow public health, and increase public safety, Lynchburg should adopt a comprehensive approach that recognizes their interconnected nature.

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This chapter will address key concepts which impact Lynchburg’s wellbeing, such as:

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Introduction

Connecting Natural Resources and Quality of Life – Natural resources play a crucial role in shaping Lynchburg’s quality of life. These resources provide basic needs such as clean water and air, serve as recreational areas that contribute to physical and mental health, and present opportunities for tourism.

Supporting Community Health – There are many aspects of life in Lynchburg that contribute to public health, including parks and recreation, food security, and access to substance use treatment and mental health services. Many of these are also connected to environmental protection, with mental health and substance use also being directly correlated with overall public safety.

Building Community Safety and Wellbeing – Community safety priorities for Lynchburg include crime prevention through environmental design, disaster response and recovery, and trauma-informed response and care.

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D HEALTHY ENVIRONMENTS, SAFE NEIGHBORHOODS: COMMUNITY PERSPECTIVE

Survey respondents listed the natural environment as their second most valued asset in Lynchburg. Crime was cited as survey respondents’ top concern for Lynchburg’s future; similarly, .2574<.3, 5;'1.( 8%+*9? =%8 (.9*) %8 % 945 N<* priority for Lynchburg’s future. Lynchburg residents love the City’s outdoor recreational amenities and hope to see expanded protections of the outdoors and natural resources in the coming years. Healthcare is not only a major economic driver for the City, but also one of Lynchburg’s biggest assets in enhancing quality of life. -* .25%(98 4+ Q44).3, %3) *748.43 %3) heat islands around Lynchburg arose as two commonly held environmental concerns.

HEALTHY ENVIRONMENTS, SAFE NEIGHBORHOODS: FACTORS AND TRENDS ** 55*3).> Ĺ 422;3.9? 74N1*Ĺ +47 %)).9.43%1 )%9% 7*1%9*) 94 9-* 3%9;7%1 *3<.7432*39Ĺ 5;'1.( -*%19-Ĺ %3) 5;'1.( 8%+*9? .3 ?3(-';7,ĸ > While public safety and crime were consistently cited as top concerns, both the overall crime rate and annual arrests have been declining since 2020. > Around 11% of Lynchburg residents do not have a reliable source of food. > Lynchburg is ranked in the lower middle range of Virginia jurisdictions for the amount of physical and mental health challenges residents experience, but ranked in the higher middle range for positive indicators of future health outcomes. > Eight of Lynchburg’s waterways have been .)*39.N*) '? 9-* .7,.3.% *5%792*39 4+ Environmental Quality (DEQ) as impaired, primarily due to the presence of ĸ(41.ĸ Chapter 5 | Healthy Environments, Safe Neighborhoods

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Connecting Natural Resources and Quality of Life Community engagement shows that Lynchburg’s residents assign a high value to protecting and enhancing the City’s abundant natural resources. For many residents, Lynchburg’s beauty is an essential part of their quality of life. The James River and its tributaries, hills and ravines, wildlife, and plant life not only contribute to a vibrant natural environment but support overall community health and wellbeing. Lynchburg should recognize that environmental stewardship and its impact on quality of life must continue 94 8*7<* %8 % N19*7 +47 9-* .9?ś8 )*(.8.43Ō2%0.3, %3) 1%3) ;8* 541.(? development.

WHAT ARE ECOLOGICAL CORES?

Ecological cores are large, unfragmented natural habitats that %7* )*1.3*%9*) %3) (1%88.N*) '? 9-* state based on their potential for biodiversity, ecological function, and landscape conditions. A map of Lynchburg’s ecological cores can be +4;3) .3 9-* 422;3.9? 74N1*ĸ

%3) Land is one of Lynchburg’s most valuable resources, especially as topography inherently limits where development can and cannot locate, and as the City cannot annex land from adjacent counties. Lynchburg aims to enhance the protection and management of its natural systems to create a truly sustainable community. By implementing reasonable standards for sensitive environmental areas, and limiting new development where necessary, Lynchburg can continue to ensure its natural resources are 89*=%7)*) =.8*1? %3) (%3 (439.3;* 94 574<.)* -*%19- %3) 7*(7*%9.43 '*3*N98 for the whole community.

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There are currently large tracts of undeveloped land throughout Lynchburg. 4=*<*7Ĺ 2;(- 4+ 9-.8 ;3)*<*145*) 1%3) (438.898 4+ Q44)51%.38Ĺ 89**5 slopes, conservation easements, or ecological cores – which mostly preclude new development. Continuing to protect these areas will be critical in not only preserving the physical qualities of these areas, but also in providing opportunities for scenic beauty and recreation. One solution for meeting future residential demand on a smaller physical footprint is through cluster development. This type of development places residential housing in a cluster of smaller lots to preserve larger areas of land as natural open space. Clustering is a current option for development %114=*) 9-74;,- 9-* 43.3, 7).3%3(* %3) 8-4;1) '* *3(4;7%,*) %8 %3 appropriate solution for increasing the supply of single-family residential -4;8.3, =.9-4;9 8%(7.N(.3, *3<.7432*39%11? 8*38.9.<* %7*%8ĸ -* *>97% 45*3 space leaves ample room for low-impact stormwater management design, such as rain gardens and bioswales, to complement the native environment and improve water quality. Lynchburg should update its cluster provisions to clearly specify requirements for open and conservation space to help implementation in practice. ;7.3, *3,%,*2*39Ĺ 9-* (422;3.9? *>57*88*) 8;55479 +47 .3N11 )*<*1452*39 and adaptive reuse (see Chapter 3) as two mechanisms to help ease pressure on undeveloped lands. Along with initiatives to support compatible (1;89*7 %3) .3N11 )*<*1452*39Ĺ ?3(-';7, (%3 ,;.)* %11 3*= )*<*1452*39 94 protect environmentally sensitive areas, enhance access to natural open space, and provide non-vehicular connectivity between neighborhoods. In already developed areas, small pockets of open space should remain undeveloped for passive recreation, aesthetic value, and screening and ';L*7.3, 5;7548*8ĸ 3 1.2.9*) (%8*8Ĺ 5;78;.3, ,7%39 +;3).3, 47 5;'1.(Ō private partnerships to acquire property may be necessary.

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7'%3 7** %345? %3) *%9 81%3)8 7** (4<*7%,* .8 8.,3.N(%39 .3 *3-%3(.3, ?3(-';7,ś8 3%9;7%1 *3<.7432*39 %3) 6;%1.9? 4+ 1.+*ĸ 3 %)).9.43 94 574<.).3, %*89-*9.( '*3*N98 %3) 57*8*7<.3, 3%9;7%1 -%'.9%98Ĺ 97**8 -%<* 2%3? *(4342.( %3) -*%19- '*3*N98 for communities. Visitors are statistically proven to stay longer and pay around 13% more per item in tree-lined areas of communities. Trees also -%<* 3;2*74;8 -*%19- '*3*N98ĺ 9-*? .2574<* %.7 6;%1.9?Ĺ 574<.)* 8-%)* .3 extreme heat, and help prevent potential chronic illnesses such as asthma.

Lynchburg’s tree coverage is higher than other mid-sized Virginia cities, mainly due to its considerable preservation of steep slopes, park areas, and greenways. Lynchburg has also been proactive in encouraging local <41;39**7 *L4798Ĺ 8;(- %8 9-* ?3(-';7, 7** 9*=%7)8Ĺ %3) 3%9.43%1 *L4798Ĺ 8;(- %8 7** .9? )*8.,3%9.43Ĺ 94 57*8*7<* %3) *3-%3(* tree canopy. However, several of Lynchburg’s neighborhoods have been .)*39.N*) %8 9-* 14(%9.43 4+ -*%9 .81%3)8Ĺ =-.(- %7* ;7'%3.@*) %7*%8 9-%9 experience higher temperatures than the surrounding areas. These areas are generally concentrated near downtown and in the south-central areas of the City. The concentration of buildings, roads, and infrastructure absorb and re-emit the sun’s heat more than natural landscapes such as trees and water bodies. Average temperatures of heat islands are up to 7°F higher during the day and 5°F higher at night when compared to areas without heat islands.

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WHAT IS GREEN INFRASTRUCTURE? Green infrastructure incorporates both the natural environment and engineered systems to achieve stormwater management that also promotes environmental quality. In simple terms, ,7**3 .3+7%897;(9;7* N19*78 %3) %'847'8 stormwater where it falls by using innovative plant or soil systems. Green infrastructure practices integrated in individual development can include rain barrels, rain gardens, permeable pavement, green roofs, and rainwater harvesting systems. At a City-wide scale, the preservation and restoration 4+ 3%9;7%1 1%3)8(%5*8 Ł8;(- %8 Q44)plains, wetlands, and forests) are critical components of green infrastructure. Lynchburg can promote the use of green infrastructure in both redevelopment and new development through the following actions:

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As the average daily temperature in Lynchburg is expected to increase over time, along with the extreme high temperatures on the hottest days of the year, investment in tree canopy becomes increasingly important in lowering the risk of heat-related illnesses and reducing stress on critical transportation infrastructure such as roads and sidewalks. Strategies for preserving and growing tree coverage throughout Lynchburg include:

2%,* 7*).9 ő 439,42*7? 4;39?

Consider requiring the protection of mature trees in new development and redevelopment Maintaining partnerships with volunteer groups, such as the Lynchburg Tree Stewards Maintaining Tree City USA designation 1%39.3, %557457.%9* 97**8 .3 (4251*9* 897**9 )*8.,38 47 ';L*78 Continue conversions of unused turf areas to tree canopy Developing an information campaign about proper tree maintenance

2*3) 9-* 43.3, 7).3%3(* to provide incentives for applications that incorporate elements of green infrastructure. Conduct public outreach and provide resources for water 6;%1.9? %3) *V(.*3(? '*89 practices, green infrastructure, and other actions to conserve and improve water supply. Introduce planter boxes or bioswales into streetscapes along major corridors and thoroughfares.

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7.30.3, %9*7 The James River and its varying tributaries are important assets to preserve and maintain for recreational, developmental, and *3<.7432*39%1 '*3*N98ĸ ;7+%(* =%9*78 574<.)* =.1)1.+* -%'.9%98Ĺ 4L*7 opportunities for water-based recreation, and in some cases contribute to the City’s drinking water supply. Flooding and erosion, water supply, and water quality are all important considerations for resource protection.

WHAT IS FEMA’S COMMUNITY RATING SYSTEM PROGRAM?

SOURCES: FEMA, DCR 131

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The Community Rating System (CRS) program is overseen by the Federal Emergency Management Agency (FEMA) at the federal level and the Virginia Department of Conservation and Recreation (DCR) at the state level. It is a voluntary incentive program that recognizes and encourages community Q44)51%.3 2%3%,*2*39 57%(9.(*8 9-%9 exceed what is required by the National Flood Insurance Program (NFIP). Communities that actively participate in CRS receive a rating based on the number of points they receive for eligible activities. Points are awarded to communities for various activities 9-%9 .2574<* 9-* *L*(9.<*3*88 4+ 9-*.7 Q44)51%.3 2%3%,*2*39 574,7%28 %3) 7*);(* 9-* 7.80 4+ Q44) )%2%,*Ĺ such as citizen-education programs, 57*8*7<.3, 45*3 85%(* .3 9-* Q44)plain, requiring higher construction standards, and enforcing stormwater regulations. Lower ratings have higher NFIP policy discounts. Lynchburg should apply to participate in the CRS program to demonstrate its continued commit2*39 94 5749*(9.3, Q44)51%.3 %7*%8 %3) provide additional options for policy discounts to its residents.

144).3, Flooding in Lynchburg is a problem and is likely to become more common as the frequency of severe weather events continues to increase in (*397%1 .7,.3.%ĸ -*8* Q44).3, *<*398 4((;7 .3 14=Ō1?.3, %7*%8 %)/%(*39 94 7.<*78 %3) 97.';9%7.*8Ĺ (422431? 7*+*77*) 94 %8 Q44)51%.38Ĺ =-.(- %7* subject to varying levels of inundation. Activity in and around Lynchburg’s Q44)51%.3 %7*%8 .8 7*,;1%9*) 9-74;,- 9-* 43.3, 7).3%3(*ĸ 144)51%.38 %7* .)*39.N*) .3 9-* 7).3%3(* %8 % 85*(.%1 ).897.(9 =.9- (438.)*7%9.438 above and beyond what is required in the base zoning district. The City’s Q44)51%.3 7*,;1%9.438 8-4;1) '* 7*,;1%71? 7*<.*=*) %,%.389 9-* .7,.3.% Department of Conservation and Recreation’s (DCR) model regulations and amended as needed. This will help to keep them up to date by .3(47547%9.3, *2*7,.3, '*89 57%(9.(*8 +47 Q44)51%.3 2%3%,*2*39ĸ %2 break inundation zones, or areas downstream of a dam that would be ).7*(91? %L*(9*) '? 9-* +%.1;7* 4+ 9-* )%2Ĺ %7* %184 57*8*39 .3 %7*%8 4+ Lynchburg. These zones should be required to be delineated on site plans and plats in alignment with state regulations. Water Quality Water quality is equally as important as a steady supply of water. Lynchburg’s water quality exceeds all federal and state standards for safety and water quality and has won several awards for its excellence. For this reason, Lynchburg’s two drinking water sources, the 138-acre Pedlar Reservoir in Amherst County and the James River, are vital groundwater sources and should be prioritized for continued ecological protection.

public utilities, older individual wells and septic tanks may still exist underground. Should an abandoned well or septic tank be found, it should be capped or removed immediately. Lynchburg should also amend its Ordinances to require all new development to connect to the public water and sewer system, regardless of the number of lots included in a development or subdivision. ?3(-';7, %184 4L*78 9-* 9472=%9*7 9.1.9? %3) 7*).9 74,7%2Ĺ %3 .3(*39.<* 574,7%2 9-%9 4L*78 7*);(*) stormwater fees for customers who implement Best %3%,*2*39 7%(9.(*8 Ł 8ł 94 7*);(* 7;34L 47 pollutant loadings. BMPs are devices or practices that can improve water quality and reduce the amount of 89472=%9*7 7;34L +742 % 5745*79?ĸ >%251*8 .3(1;)* green roofs, stormwater retention, and wetland protection. Both residential and non-residential properties can qualify for credits. Lynchburg can identify opportunities to market and expand the existing Stormwater Utility & Credit Program as a means of continuing to encourage the use of Best Management Practices (BMPs).

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The Virginia Department of Environmental Quality (DEQ) regularly monitors streams and rivers for pollutants, sediments, and nutrients that negatively impact ecological water quality. When a stream or river does not meet water quality standards, it is designated as “impaired,” and Total Maximum Daily Load (TMDL) standards are developed for that water body. TMDL implementation plans identify pollution loads and create 7*);(9.43 ,4%18 94 .2574<* =%9*7 6;%1.9?Ĺ 4R*3 7*+*77*) to as a “pollution diet.” Several impaired waterways have '**3 .)*39.N*) .3 ?3(-';7, Ł8** 55*3).> łĸ ?3(-';7, participates in a TMDL action plan and is well on its way to meeting reduction goals.

Pollutants to surface water and groundwater alike come in a variety of forms, but the main sources of pollution generally include soil erosion, urban stormwater 7;34LĹ 8*59.( 8?89*2 +%.1;7*Ĺ .3);897.%1 %3) 8*=%,* treatment plant pollution, and agricultural pollution. The groundwater supply is also susceptible to threats from leaking aboveground and underground storage tanks (ASTs/USTs) and septic tanks. ASTs and USTs are present throughout Lynchburg and are subject to regulations from DEQ. In addition to complying with these regulations, proper closure or removal of unused ASTs/USTs and remediation of impacted soils is crucial to protecting Lynchburg’s water supply and natural habitats. )).9.43%11?Ĺ +%.1.3, 8*59.( 9%308 (%3 548* 8.,3.N(%39 threats to water quality and overall health by exposing residents to dangerous pathogens and toxins. While most new development in Lynchburg is connecting to

?3(-';7, %9*7 *84;7(*8 4L*78 8*<*7%1 455479;3.9.*8 for the community to learn more about water quality and '*(42* ,44) 89*=%7)8 4+ 9-.8 N3.9* 7*84;7(*Ĺ .3(1;).3, stream cleanups, quarterly email newsletters, and free school tours of the College Hill Water Treatment Plant and the Water Resource Recovery Facility. Promotion of these opportunities should be expanded to increase understanding of water protection throughout the community.

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Air Air quality is an important aspect of environmental and community health. Lynchburg has historically maintained excellent air quality. This can be attributed to both public and private attempts to promote the use of alternative 97%385479%9.43Ĺ 7*);(* *3*7,? (438;259.43 9-74;,- ';.1).3, )*8.,3Ĺ (43);(9 *3*7,? %;).98 %3) *V(.*3(? *L4798Ĺ and encourage the use of green infrastructure. Land use patterns that promote redevelopment, walkability, and an %557457.%9* 2.> 4+ ;8*8 (%3 7*);(* *2.88.438 %3) 5749*(9 9-* 8;774;3).3, 3%9;7%1 *3<.7432*39ĸ 11 4+ 9-*8* *L4798 8-4;1) '* 7*(4,3.@*) %8 -%<.3, 2;9;%11? '*3*N(.%1 .25%(98 43 '49- *3<.7432*39%1 -*%19- %3) 6;%1.9? 4+ 1.+* %3) should continue to be pursued. Noise Lynchburg regulates excessive noise through its Noise Ordinance, which is enforced by LPD. In addition to adhering to the Ordinance, there are other land use measures that can be taken to mitigate noise pollution. This includes requiring .3(7*%8*) 8*9'%(08 47 1%3)8(%5* ';L*7.3, +47 ;8*8 9-%9 ,*3*7%9* 1%7,* %24;398 4+ 89*%)? %2'.*39 34.8*Ĺ 7*6;.7.3, noise generators to be oriented away from adjacent properties, and carefully considering any industrial uses that propose siting near existing residential or mixed-use areas.

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Dark Skies .,-9 5411;9.43 .8 %3 4<*7%';3)%3(* 4+ .3*V(.*39 %3) .25745*71? ).7*(9*) 3.,-99.2* 1.,-9.3,ĸ -.8 9?5* 4+ 5411;9.43 can intensify mood and sleep disorders, direct unsafe glare on roadways, negatively impact natural ecosystems and wildlife, and negatively impact viewsheds from the Blue Ridge Parkway and other nearby tourist attractions. Lynchburg has relatively high levels of light pollution when compared to other mid-sized cities like Harrisonburg and -%71499*8<.11*ĸ .,-9.3, .8 (;77*391? %))7*88*) 9-74;,- 9-* .9?ś8 43.3, 7).3%3(*Ĺ =-.(- .3(47547%9*8 842* '*89 practices from the International Dark Sky Organization’s recommended regulations. However, consideration should '* ,.<*3 94 *89%'1.8-.3, %)).9.43%1 2*%8;7*8 .3 9-* 43.3, 7).3%3(*Ĺ 8;(- %8 85*(.+?.3, *>*259.438Ĺ 574-.'.9.3, unshielded luminaires, and clarifying maximum lumens for lighting. Other standards, such as hours of illumination and color temperature, can also help mitigate light pollution. Reducing sources of ambient light and incorporating best practices to prevent unnecessary glare can help Lynchburg retain highly valued dark sky views, in turn enhancing a safe and healthy built and natural environment. 4;7(* ő Ĺ 0? ;%1.9? *9*7 %9%'%8*Ĺ 1.,-95411;9.43.3+4ĸ(42

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Supporting Community Health

Social determinants of health are 343Ō2*).(%1 +%(9478 9-%9 .3Q;*3(* health and quality of life outcomes. These determinants can be grouped .394 N<* (%9*,47.*8ĺ

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%708 %3) *(7*%9.43 Access to outdoor recreation facilitates physical activity, supports mental health, and fosters a sense of community. Parks and trails also contribute to environmental wellness by preserving natural and cultural resources from development. The preservation of vegetated natural areas helps reduce pollution, provides relief from heat islands, and naturally captures carbon. Lynchburg’s sensitive natural areas 8;(- %8 Q44)51%.38Ĺ 89**5 8145*8Ĺ +47*898Ĺ %3) =%9*7=%?8 (%3 '* preserved within parkland or greenways, which allow conservation while still allowing access to their recreational and educational '*3*N98ĸ

WHAT ARE THE SOCIAL DETERMINANTS OF HEALTH?

Continued investment in parks and recreation should be seen as a direct investment in community health and wellness. The National *(7*%9.43 %3) %70 884(.%9.43 Ł ł )*N3*8 -*%19- %3) =*113*88 as an optimal state of physical, mental, and social well-being for individuals and communities. Wellness is grounded in access to resources and social support systems, and involves the dynamic pursuit of activities, choices, and lifestyles that lead to a state of true health.

In 2022, Lynchburg updated its Parks and Recreation Master Plan, =-.(- 574<.)*8 85*(.N( 7*(422*3)%9.438 +47 *3-%3(.3, 8*7<.(* across the community over the next decade. Lynchburg will pursue implementation of the master plan in tandem with this Comprehensive Plan.

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*39%1 *%19- %3) ;'89%3(* 8* Substance use crises, namely the opioid crisis, are not only negatively impacting community health, but have a direct impact on the economic vitality of Lynchburg. The annual economic burden of the opioid crisis in Lynchburg is $651 per capita. Per capita opioid costs vary widely across Virginia, but Lynchburg’s per capita costs are higher than 67% of Virginia’s localities, with the annual City-wide cost higher than 83% of Virginia’s localities. ;79-*7Ĺ .3 9-* 5%89 N<* ?*%78Ĺ *397%1 .7,.3.% -%8 recorded 274 deaths directly resulting from overdose.

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44) *(;7.9? Food security is an important issue in Lynchburg, as 11% of Lynchburg’s residents do not have a consistent 84;7(* 4+ +44)ĸ *<*7%1 343Ō574N9 47,%3.@%9.438Ĺ %8 =*11 %8 ?3(-';7,ś8 .389.9;9.438 4+ -.,-*7 *);(%9.43Ĺ 4L*7 food pantries and other sources of stable food supply to those in need. The Lynchburg Community Market is one of the oldest farmers’ markets in the country and provides an important source of healthy and fresh food for the community.

Mental health challenges are also increasing throughout Lynchburg. This is especially alarming for the City’s youth population. The 2022 Lynchburg Youth Risk Behavior Survey (YRBS) indicated that 34.7% of 8th, 10th, and 12th grade students surveyed reported feelings of sadness and hopelessness over the past year, which is notably higher than recent years. 14.7% of respondents reported considering suicide, with 10.1% reporting that they made a plan and 4.7% attempting suicide. While these percentages have declined compared to their peak in 2020, the City and Lynchburg City Schools (LCS) should remain vigilant of mental health crises among youth and work together through strategic planning to provide adequate support resources in schools. The City 8-4;1) %184 57.47.9.@* *L4798 94 +472 % 5;'1.(Ō57.<%9* task force to develop solutions for addressing high rates of bullying, health crises, and suicidal ideation in Lynchburg’s youth.

Lynchburg’s land use policies and regulations should 574249* 14(%1 +44) 574);(9.43ĸ -* 43.3, 7).3%3(* (%3 (1*%71? )*N3* %3) 5*72.9 3*.,-'47-44)Ō47.*39*) food sources, such as urban gardens and food trucks. Continuing to promote the farmers’ market and other local, healthy food vendors that also accept Supplemental Nutrition Assistance Program (SNAP) '*3*N98 .8 %184 .25479%39ĸ 8 4+ *59*2'*7 ŶŴŶŸĹ źĹżŴŹ households in Lynchburg or 13,001 individuals were *1.,.'1* +47 %88.89%3(*ĸ -*8* '*3*N98 949%1*) 4<*7 $2 million, which then went back into the local economy. In determining areas of greatest need and location85*(.N( .39*7<*39.438Ĺ ?3(-';7, %3) .98 (422;3.9? partners should collect data on food access and security, as well as research urban agricultural practices and context-sensitive agricultural production. Initiating community education programs on prevalent health issues such as healthy eating, exercise, tobacco and nicotine cessation, and obesity in collaboration with 5%793*78 (%3 %184 '* %3 *L*(9.<* 897%9*,? 94 .3+472 %3) provide resources.

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Social isolation, which has become increasingly 57*<%1*39 8.3(* 9-* ŌŵŽ 5%3)*2.(Ĺ .8 % 8.,3.N(%39 threat to community health, especially among youth and older adults. However, regular encounters with others in the built environment can provide valuable opportunities +47 (433*(9.43 %3) N,-9 .841%9.43ĸ -* 2*7.(%3 1%33.3, 884(.%9.43 Ł ł .)*39.N*8 9-7** 9?5*8 4+ 5;'1.( 85%(*8 that support community bonds: >

Havens are general gathering places where individuals can bond around a shared identity in a communal space. Examples are places of worship, swimming pools, and gyms. Hubs are places that encourage interaction with 49-*78 +742 ).L*7*39 '%(0,74;3)8 %3) .39*7*898ĸ Examples can be greenways that connect a variety of neighborhoods. Hangouts are places that facilitate casual interactions and “hanging out.” These include plazas, parks, and sites for community festivals.

In leveraging the built environment as a tool to build community health and wellbeing, Lynchburg can identify and map its existing havens, hubs, and hangouts, targeting areas with gaps for future investment. Areas with a high population of children under 18 should also be targeted for intervention, so the City’s youth can have multiple options for safe and constructive social interaction.

Similarly, the ability to access a high-quality education is one of the social determinants of health and is therefore )**51? 8.,3.N(%39 .3 .2574<.3, -*%19- 4;9(42*8ĸ Lynchburg recognizes the role of Lynchburg City Schools (LCS) in enhancing the community's quality of life. Additional information and strategies associated with supporting LCS and expanding educational opportunities can be found in the “Economic Development and Tourism” and “Community Facilities and Infrastructure” sections of this Plan.

In some cases, suicides are the result of unaddressed mental health disorders. Strategies to respond to the growing mental health crisis and prevent suicides include providing mental health care through mobile clinics and community centers. Working with LCS to host mobile or pop-up clinics when school is not in session can provide accessible opportunities for students and their families. This is particularly useful not only for mental healthcare, but for physicals, sexually-transmitted infection (STI) screenings, vaccinations, and other routine, nonspecialized care. Integrating trauma-informed care into all public safety routines and continuing to provide 97%.3.3, +47 .9? 89%L 43 (7.8.8 .39*7<*39.43 %7* 9=4 49-*7 strategies for addressing mental health and substance use crises alike.

*%19- ((*88 %3) );(%9.43 Access to preventative care and disease treatment greatly impacts health. This is particularly important to Lynchburg’s community; health access is the top priority .)*39.N*) .3 *397% *%19-ŝ8 2489 7*(*39 (422;3.9? health needs assessment process. In addition to working with LCS to host mobile or pop-up clinics and continuing support of the City’s health-oriented private providers, Lynchburg should explore the feasibility of developing partnerships with Central Virginia Community College Ł ł %3) 2%/47 *2514?*78 85*(.N(%11? +47 *>5%3).3, -*%19-(%7* %((*88ĸ 42* ;3.<*78.9.*8 %184 4L*7 programs where healthcare students provide free care to the community in exchange for coursework or credit hours; exploring this type of partnership would also be '*3*N(.%1Ĺ 5%79.(;1%71? .3 9-* 7*%12 4+ 2*39%1 -*%19- (%7*ĸ

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One solution LPD introduced in early 2024 to address mental health crises is the Mental Health Co-Responder Program, a public-private partnership with Horizon Behavioral Health. This program is designed to increase timely, on-scene assessment and de-escalation of behavioral health crises. When behavioral health calls are 7*(*.<*)Ĺ % 7.8.8 39*7<*39.43 7%.3*) 41.(* V(*7 %3) % Horizon Crisis Intervention Specialist will both respond. As the program evolves, LPD should collect and analyze data 6;%79*71? 94 ;3)*789%3) 8;((*88*8 %3) )7.<* N3%3(.%1 %3) 5*78433*1 7*84;7(*8 94 .)*39.N*) ,%58ĸ -* .9? should also continue to pursue grant funding to support program growth, as necessary.

One aspect of substance use that is particularly important to address for the City’s children and teenagers is the impact of smoke and vape shops. While the nicotine-based products these stores provide are legal in Virginia for adults over 21, studies have shown that teenagers who still use these products are highly likely to develop addictions to other more potent substances in the future. State law permits localities to prohibit smoke and vape shops within 1,000 feet of a day care, public or private schools, playgrounds, or other youth-oriented facilities. Conditional use permits %3) 85*(.N( 1%3) ;8* 89%3)%7)8 (%3 %184 '* 7*6;.7*) +47 9-*8* 9?5*8 4+ 8-458ĸ ?3(-';7, 8-4;1) ;5)%9* .98 43.3, Ordinance accordingly. 2%,* 7*).9 ő %99 ;88*

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Building Community Safety and Wellbeing Public safety is a powerful factor in Lynchburg’s quality of life and community wellbeing. Overall, criminal activity has been reduced in the .9? 4+ ?3(-';7, 8.3(* 97%9.N*) 41.(.3, =%8 .251*2*39*) .3 ;3* ŶŴŶŷĹ =-.(- 7*Q*(98 %3 4<*7%11Ĺ (439.3;*) )*(1.3* 8.3(* ŶŴŶŵĸ 8 (7.2* is one of the social determinants of health, the byproduct of reducing (7.2* =.11 9-*7*+47* .3(1;)* =.)*857*%) '*3*N98 +47 (422;3.9? 1.<%'.1.9? %3) =*11'*.3,ĸ -%59*7 Ÿ %3) 9-* 422;3.9? 74N1* %))7*88 daily functions of the Lynchburg Police Department (LPD), Lynchburg -*7.Lŝ8 V(* Ł łĹ %3) 9-* ?3(-';7, .7* *5%792*39 Ł ł .3 greater detail.

EMERGENCY PREPAREDNESS RESOURCES

Learn more about how Lynchburg residents can be prepared for emergency situations. You can either click the URL or type it into your Internet browser.

Another important aspect of public safety is preparing for and responding to widespread disasters. These might be crimerelated, but can also be weather-related, such as severe storms, or technology-related, such as cyberattacks. Infrastructure and the built environment can be proactively designed to protect residents and minimize the impacts of disaster events as much as possible. The intangible elements of Lynchburg’s community, such as public-private partnerships, can also be further leveraged to enhance community safety. .8%89*7 *85438* %3) *(4<*7? Disaster response and recovery is an important aspect of enhancing community safety. Lynchburg understands that a coordinated response 94 *2*7,*3(? 8.9;%9.438 .8 3*(*88%7? 94 574<.)* 7%5.) %3) *L*(9.<* intervention. The City maintains and regularly updates an Emergency Operations Plan (EOP), which covers the four stages of disaster response – mitigation, preparedness, response, and recovery – in detail through providing a clear standard operating procedure and assigning responsibility to City departments and other local, state, and federal agencies. The City also maintains the Emergency Operations Center (EOC), which serves as a hub for emergency management personnel to provide command and control support to on-scene incident command during disaster situations. A Continuity of Operations Plan (COOP) also *>.898 94 ,;.)* (439.3;.3, %3) 7*8;2.3, 45*7%9.438 %R*7 %3 .3(.)*39 disrupts City functions.

Preparing for Floods- https://www.cdc. ,4<ŉQ44)8ŉ8%+*9?ŉĽ ŋ 7*+ŋ %1Ȉ-9958ĺŉŉ ===ĸ()(ĸ,4<ŉ).8%89*78ŉQ44)8ŉ7*%).3*88ĸ html 44) %+*9? %R*7 % .8%89*7 47 Emergency- https://www.cdc.gov/ +44)Ō8%+*9?ŉ+44)8ŉ0**5Ō+44)Ō8%+*Ō%R*7Ō *2*7,*3(?ĸ-921Ľ ŋ 7*+ŋ %1Ȉ-9958ĺŉŉ www.cdc.gov/foodsafety/keep-food-safe%R*7Ō*2*7,*3(?ĸ-921 Emergency Disinfection of Drinking Waterhttps://www.epa.gov/ground-water-anddrinking-water/emergency-disinfection-drinking-water Make a Plan- https://www.ready.gov/plan Protecting Workers from Heat Illnesshttps://www.cdc.gov/niosh/docs/2011174/pdfs/2011-174.pdf

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Flood Safety Checklist- https://www.redcross.org/content/dam/redcross/atg/PDF_s/Preparedness___Disaster_Recovery/ Disaster_Preparedness/Flood/Flood.pdf

In the past several years, the frequency of extreme weather events such as heat waves and severe thunderstorms has increased both in central Virginia and statewide. These events pose some of the most serious risks to communities, as they are widespread in nature and 9*3) 94 -%<* 247* 8.,3.N(%39 .25%(98 43 (-.1)7*3Ĺ 41)*7 %);198Ĺ %3) low-income populations. As these events are projected to continue increasing in frequency, Lynchburg will need to keep its EOP regularly updated and provide additional opportunities for residents to stay protected from the weather. Lynchburg provides cooling stations for residents in the warmer months, but a pressing community need is warming stations in cooler months.

Additionally, Lynchburg should consider incorporating elements of the Central Virginia Planning District Commission (CVPDC) Hazard Mitigation Plan (HMP) into the EOP to provide more clear direction for response to severe weather events. The HMP is updated every few years and intends to increase resiliency in Lynchburg and the other localities of the CVPDC by %))7*88.3, 9-7*%98 94 -;2%3 8%+*9?Ĺ 1.+*Ĺ %3) 5745*79? +742 Q44).3, %3) extreme heat. 97%9*,.*8 .)*39.N*) .3 9-* )7%R 9-%9 %7* 7*1*<%39 94 ?3(-';7, include: >

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WHAT IS RESILIENCE? Resilience is “the capability to anticipate, prepare for, respond 94Ĺ %3) 7*(4<*7 +742 8.,3.N(%39 multi-hazard threats with minimum damage to social wellbeing, health, the economy, and the environment.” The goal of resilience is building Lynchburg’s capacity to reduce community vulnerability and respond to and recover from hazardous events and chronic stresses. A community can be vulnerable because of its physical location and infrastructure. For example, Lynchburg’s topography creates vulnerabilities to severe storms %3) Q44).3,ĸ 4(.%1 +%(9478Ĺ 8;(- as access to transportation or widespread mental and physical health challenges, can also increase vulnerability. A resilient community, on the other hand, is one that can adapt, endure, and thrive in the face of change and hardship.

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Prioritize vacant tracts of land for conservation and recreational 45*3 85%(* .3 Q44)51%.38 %3) %551? +47 ,7%39 +;3).3, 94 %(6;.7* these properties. Incentivize the use of green infrastructure for commercial and residential development projects. Continue Citywide tree planting initiatives. Develop targeted outreach before and during the summer months to inform the public of anticipated extreme temperatures – both hot and cold – and ways to stay safe. Create a resilient riverfront plan that promotes and supports sustainable and resilient development of the City’s riverfront.

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7.2* 7*<*39.43 9-74;,- 3<.7432*39%1 *8.,3

Natural Surveillance: Designing and placing physical elements to eliminate potential hiding places Natural Access Management: Physically guiding people by using visual cues (e.g., streetlights, murals) to create a pedestrian-friendly environment Territorial Reinforcement: Using physical elements to reinforce a positive sense of ownership Physical Maintenance: Regularly repairing and maintaining a building or area Order Maintenance: Attending to minor violations and reducing opportunities for inappropriate behavior to foster safe and predictable uses of space Activity Support: Planning safe activities in strategic spaces Social Capital: The social networks the community goes to for problem solving, socialization, and discouraging inappropriate behaviors Land Use and Community Design: The location of land for various uses, along with their intensity, and design elements Target Hardening: Protecting potential targets from criminal activity Natural Imperatives: Ensuring access to necessary goods and services, including but not limited to healthy food, physical activity, livingwage jobs, and housing

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Crime Prevention Through Environmental Design (CPTED) is a theory that the way the built environment is designed can have an impact on crime. The CPTED premise is 9-%9 Ś9-* 5745*7 )*8.,3 %3) *L*(9.<* ;8* 4+ 9-* ';.19 environment can lead to a reduction in incidents and fear of crime and improvement in quality of life.” CPTED practitioners realize that people behave according to their own self-interests. Therefore, criminals make rational choices and consider the risks associated with their targets. When CPTED strategies are implemented %3) 5745*71? 2%.39%.3*) 9-*? (%3 .3Q;*3(* % 549*39.%1 criminal’s choices and reduce the opportunities for criminal activity. The potential criminal is more likely to believe there is a greater risk of being seen, challenged, 47 (%;,-9ĸ 7*%9*7 *L479 %3) 9.2* %7* 7*6;.7*) 94 commit the crime and the perceived rewards for criminal behavior are lessened.

There are ten principles of CPTED:

CPTED is, in addition to designing to prevent crime, designing space which makes people and communities feel safe. This can be achieved through removal of blind corners and potential places to hide. Increasing the actual or perceived safety of a space may lead to increased patronage, resulting in widespread community '*3*N98ĸ 3 %)).9.43 94 *3-%3(.3, 6;%1.9? 4+ 1.+* %3) deterring crime, implementing the CPTED approach (%3 1*%) 94 247* *V(.*39 ;8* 4+ 9-* .9?ś8 N3%3(.%1 and human resources, improved relationship between government and the community, and a greater sense of social cohesion. 139

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All City agencies should seek to integrate traumainformed care into their routine operations. Best practices for providing trauma-informed care to the community include: >

Provide timely, transparent, and thorough updates on events and timelines Continue building long-term collaborative partnerships with local and regional organizations Seek additional guidance from subject matter experts who have lived experience Provide annual continuing education and training opportunities to all City of Lynchburg employees

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Lynchburg requires incorporation of CPTED principles for large-scale retail development in its zoning regulations, ';9 49-*7=.8* )4*8 349 )*N3* 47 7*6;.7* .3(1;8.43 of CPTED principles for other uses. Integrating CPTED principles as zoning requirements that apply to all new development and redevelopment can go a long way in 2%0.3, 9-* ';.19 *3<.7432*39 247* *L*(9.<* %9 7*);(.3, both the perception and reality of crime in Lynchburg.

7%;2%Ō 3+472*) %7* Trauma-informed care is a fundamental aspect of providing holistic care to Lynchburg residents in times 4+ (7.8.8ĸ -.8 897%9*,.( %5574%(- .8 '*3*N(.%1 .3 (7*%9.3, an environment that is sensitive to individuals who experience trauma with an end goal of protecting overall emotional health. Trauma-informed care has numerous =.)*857*%) '*3*N98 +47 9-* '74%)*7 (422;3.9?Ĺ including decreasing the chance that an individual '*(42*8 % 7*5*%9 4L*3)*7Ĺ 8;55479.3, 9-* 7*(4<*7? 4+ those with serious mental illness, and increasing overall safety for a community.

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GOAL STATEMENT >>> Foster safe, healthy, and vibrant neighborhoods through emphasizing the intersection of environmental stewardship and public safety.

Objective: Leverage the City’s land use tools as key tools in building community-wide health and safety. >

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Introduce street trees, planter boxes, and bioswales into streetscapes along major corridors and thoroughfares. Apply to the Federal Emergency Management Agency (FEMA) Community Rating System (CRS) program. Continue to implement the Chesapeake Bay Total Maximum Daily Load (TMDL) Action Plan. 439.3;* *L4798 94 *>(**) 89%9* %3) 14(%1 air quality standards. Continue to implement the City’s Parks and Recreation Master Plan. Consider where elements of the Hazard Mitigation Plan (HMP) can be integrated into the Emergency Operations Plan (EOP) to provide clearer direction for response to severe weather events. Continue to develop a resilient riverfront plan that promotes and supports sustainable and resilient development of the City’s riverfront. Identify opportunities to market and expand the existing Stormwater Utility & Credit Program as a means of encouraging the use of Best Management Practices (BMPs). 439.3;* 94 ;9.1.@* 97%9.N*) 41.(.3,Ĺ %3) use intelligence-based data to direct law *3+47(*2*39 7*84;7(*8 94 .)*39.N*) %7*%8 with public safety needs.

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*<.*= %3) ;5)%9* 9-* .9?ś8 Q44)51%.3 regulations as needed to align with current state best practices. 1*%71? )*N3* %3) 5*72.9 3*.,-'47-44)Ō oriented food sources, such as urban ,%7)*38 %3) +44) 97;(08Ĺ .3 9-* 43.3, Ordinance. Continue to implement and enforce comprehensive erosion and stormwater management program for both new development and redevelopment. Consider potential mechanisms for incentivizing the protection of mature trees in new development or redevelopment. )*39.+? =-*7* 43.3, 7).3%3(* amendments are needed to promote protection of ambient resources, primarily noise and dark skies. Limit the concentration of smoke/ <%5* 8-458 9-74;,- 43.3, 7).3%3(* amendments. Require delineation of dam break inundation zones on site plans and plats. Conduct public outreach and provide 7*84;7(*8 +47 =%9*7 6;%1.9? %3) *V(.*3(? best practices, green infrastructure, and other actions to conserve and improve the water supply. Integrate Crime Prevention through Environmental Design (CPTED) principles as zoning requirements applicable to all new development and redevelopment.

Objective: Incorporate community safety & environmental protection in all City plans, policies, and capital projects.

Lynchburg Together

Objective: Leverage partnerships to improve environmental and community health outcomes. >

> >

In collaboration with partners, initiate community education programs on prevalent health issues such as healthy eating, exercise, tobacco and nicotine cessation, and obesity. Work with Lynchburg City Schools (LCS) to host mobile or pop-up clinics to provide the community with additional opportunities for physical and mental healthcare. Provide annual continuing education and training opportunities to all City of Lynchburg employees for trauma-informed care and response. Continue to implement and expand the Co-Responder Program; analyze data quarterly and pursue grant funding as 3**)*) 94 574<.)* *L*(9.<* 8*7<.(*ĸ

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Prioritize the protection of sensitive environmental lands for conservation and recreational open space; apply for grant funding or explore public-private partnerships to acquire these properties as necessary. Continue to promote the Lynchburg Community Market and other local, healthy food vendors, particularly those who double Supplemental Nutrition Assistance Program (SNAP) monies, to provide healthier options to the community and support small local businesses. Partner with academic and community organizations to collect data on food access and security, as well as research urban agricultural practices and contextsensitive agricultural production. Develop a joint City-school strategic plan to address education and youth services, including mental and physical health resources. Form a public-private partnership to develop solutions for addressing high rates of mental health challenges in Lynchburg's youth such as bullying, health crises, and suicidal ideation. In collaboration with partners, continue Citywide tree planting initiatives, especially .3 .)*39.N*) ;7'%3 -*%9 .81%3)8ĸ Expand opportunities for public safety during anticipated extreme heat and cold events, including additional cooling and warming shelters and targeted informational campaigns.

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144

D Implementation

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Introduction

Lynchburg Together serves as the City of Lynchburg’s guide for growth and development Annual over the next twenty years and is intended to be Review % )?3%2.(Ĺ *<41<.3, )4(;2*39 9-%9 7*Q*(98 9-* community’s evolving needs and priorities. The Implementation element provides guidance and %((4;39%'.1.9? +47 *%(- 897%9*,? .)*39.N*) .3 9-.8 Plan as a way of being proactive, not reactive, in achieving stated goals and turning vision into Responsible reality. Regionalism Accordingly, to ensure this Plan is properly implemented, Planning Commission and City Council should continue to refer to this document and consider its vision and goals prior Land Use to making recommendations and decisions. Actions Lynchburg’s continued vitality depends on *L*(9.<* .251*2*39%9.43 4+ 9-* 1%3Ĺ %143, =.9- consistent analysis of each land use application and budgetary decision to ensure compatibility with the Plan’s long-range vision.

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Lynchburg Together

Annual Budget

Capital Improvement Program

Land Use Ordinances

D of expected project funding, an estimate of project (4898Ĺ %3) N3%3(.3, 84;7(*8ĸ 9 .8 % =470.3, )4(;2*39 9-%9 .8 7*<.*=*) %3) ;5)%9*) %33;%11? 94 7*Q*(9 changing community needs and identify new funding opportunities. Lynchburg Together’s long-range vision is achieved when the priorities of the CIP, annual budget, %3) 1%3 %11 %1.,3Ĺ 574<.).3, =.)*857*%) '*3*N98 94 9-* community.

T AF

Implementation Tools

The City has a variety of tools at its disposal to leverage for successful implementation of Lynchburg Together’s long-range vision. The following tools are the most important to ensuring successful implementation.

33;%1 ;),*9 The City’s annual budget is a critical tool for .251*2*39.3, 9-* 897%9*,.*8 .)*39.N*) .3 9-.8 1%3ĸ .9? 4;3(.1 %3) 89%L 8-4;1) ;8* 9-* 1%3ś8 7*(422*3)%9.438 to guide preparation of the annual budget. Allocating funding serves to equalize and communicate priorities, and the budget should work in tandem with Lynchburg Together to achieve a thriving, stable, and more resilient future. %5.9%1 2574<*2*39 74,7%2 Capital improvements are major, non-recurring physical expenditures such as land, buildings, equipment, and public utilities and infrastructure. The City’s Capital Improvement Program (CIP) is an extension of the annual budget and coordinates the location, timing, %3) N3%3(.3, 4+ 9-*8* (%5.9%1 .2574<*2*398 4<*7 % multi-year period. The CIP includes a description of proposed capital improvement projects, a schedule

%3) 8* 7).3%3(*8 -* 43.3, %3) ;').<.8.43 7).3%3(*8 %7* 9-* 57.2%7? implementation tools for Lynchburg Together. While this Plan is a non-binding policy guide, Lynchburg’s 43.3, %3) ;').<.8.43 7).3%3(*8 %7* 1*,%1 )4(;2*398 that regulate the location, form, and character of development throughout the City. Aligning the Ordinances with the goals and strategies of Lynchburg Together is therefore critical to its implementation. Several strategies in this Plan direct revisions to the 43.3, 7).3%3(* %143, =.9- 49-*7 7*1%9*) (438.)*7%9.438 for the City’s land use regulations. These revisions will work to physically manifest the goals and vision of this Plan over time.

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D Continuing active and full participation in regional boards and alliances is particularly crucial when considering economic and workforce development. Lynchburg should strive to be a leader in identifying regional issues and )*<*145.3, .334<%9.<* %3) *L*(9.<* 841;9.438ĸ 4.3, 84 will ensure Lynchburg’s priorities do not get lost amongst those of neighboring localities and will bring awareness to the needs of the City that drive the region.

T AF

%3) 8* (9.438 Lynchburg Together should serve as a strong guide for land use and development decisions. All land use applications should be closely reviewed for alignment with the Comprehensive Plan, including related strategies and the Future Land Use Map (FLUM), to ensure consistency. In rare cases where unforeseen uses or changes in market conditions may warrant deviation from the adopted Plan, Planning Commission and City Council should review and consider amendments to the Plan to address this, ensuring the document remains current, relevant, and responsive to the community’s needs. *85438.'1* *,.43%1.82 Regional cooperation is vital to the success of Virginia localities, especially for cities like Lynchburg that serve as the economic, cultural, and social center of the surrounding region. The priorities, goals, and opportunities discussed in Lynchburg Together 4R*3 ,4 beyond jurisdictional boundaries and, as such, are only best solved through responsible regionalism. As such, successful implementation of the strategies in this Plan will require continued regional coordination with neighboring localities, the Central Virginia Planning District Commission (CVPDC), and the numerous state agencies responsible for implementation of projects and services around Virginia. 147

Lynchburg Together

Annual Review .9? 89%L %3) 9-* 1%33.3, 422.88.43 8-4;1) 7*,;1%71? %88*88 9-* 1%3ś8 *L*(9.<*3*88 '? %33;%11? 7*<.*=.3, %3) monitoring implementation of the included goals and action strategies. When appropriate and necessary, the Plan should be amended, with careful consideration given to whether amendments align with the Plan’s overarching <.8.43ĸ 3? 24).N(%9.438 8-4;1) %184 '* (438.)*7*) =.9- long-term policy implications.

Implementation Matrix The implementation matrix serves as the City’s roadmap to the future by providing further direction on achieving 9-* 897%9*,.*8 .)*39.N*) 9-74;,-4;9 Lynchburg Together. The matrix builds on the strategies in each Plan chapter by identifying responsible party; timeframe; stakeholders and partners; and general cost for each strategy. It also (477*1%9*8 897%9*,.*8 =.9- 85*(.N( 541.(.*8Ĺ ,4%18Ĺ %3) <%1;*8 8*9 +479- .3 9-* 1%3ĸ -* .251*2*39%9.43 2%97.> 8-4;1) be reviewed annually as part of the City’s budgeting and CIP processes to set priorities as well as measure progress toward Lynchburg Together’s vision. The key to the Plan’s success will be a proactive approach by the Planning Commission in cooperation with City Council, .9? )*5%792*398 %3) 89%LĹ .9? '4%7)8 %3) (422.88.438Ĺ 7*8.)*398Ĺ ';8.3*88*8Ĺ %3) (422;3.9? .389.9;9.438 %3) organizations. The matrix includes the following information:

251*2*39%9.43 %9*,47? Categorizes each strategy into a general action type: > Capital Projects > Land Use Actions > Ordinance Updates > Partnerships > Plans and Studies > Programs and Services

Responsible Department )*39.N*8 9-* .9? )*5%792*39 47 )*5%792*398 9-%9 %7* primarily responsible for overseeing the implementation of the strategy.

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ47 *84;7(*8 -.8 (%9*,47? .)*39.N*8 *>%251*8 4+ (422;3.9? 5%793*78Ĺ state and federal agencies, and resources that will be necessary to support successful implementation. The .)*39.N*) 89%0*-41)*78Ĺ 5%793*78Ĺ %3) 7*84;7(*8 %7* meant as a starting point for implementation; others (%3 %3) 8-4;1) '* .)*39.N*) 4<*7 9-* 9.2*+7%2* 4+ 9-.8 1%3ĸ 42* 897%9*,.*8 %184 2%? 7*Q*(9 %3 .39*73%1 541.(? or function, and therefore may not require external assistance.

T AF

Cost )*39.N*8 .3 ,*3*7%1 9*728 =-*9-*7 % 897%9*,? .8 1.0*1? 94 be low-cost, medium-cost, or high-cost to implement. Internal policies and land use reviews are examples of low-cost strategies; capital improvements are examples of high-cost strategies. Further scoping and analysis =.11 '* 7*6;.7*) 94 )*9*72.3* 85*(.N( *>5*38*8 +47 implementing each strategy.

.2*+7%2* Each strategy is assigned an ideal timeframe for completion. > Short-Term: Actions that should be completed within 0-2 years of the Plan’s adoption > Mid-Term: Actions that should completed within 3-5 years of the Plan’s adoption > Long-Term: Actions that should be completed within 10+ years of the Plan’s adoption > Ongoing: Actions that should continue for the life of the Plan. Ongoing actions are likely to be reviewed and implemented annually as part of budgeting or capital improvements planning processes. Some ongoing actions may occur at greater frequencies, such as quarterly, while 49-*78 2%? '* 4((;77.3, %8 5%79 4+ 74;9.3* 89%L operations.

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251*2*39%9.43 ,*3(.*8

T AF

Centra Health Central Virginia Alliance for Community Living (CVACL) Central Virginia Community College (CVCC) Central Virginia Continuum of Care (CVCoC) Central Virginia Habitat for Humanity Central Virginia Health Department (CVHD) Central Virginia Planning District Commission (CVPDC) Central Virginia Transportation Planning Organization (CVTPO) Commonwealth Transportation Board (CTB) Downtown Lynchburg Association Lynchburg Economic Development Authority (EDA) U.S. Federal Emergency Management Agency (FEMA) U.S. Federal Highway Administration (FHWA) Greater Lynchburg Transit Company (GLTC) GOVirginia Region 2 Jones Memorial Library Liberty University (LU) Lighthouse Connected Community Land Trust (CLT) Legacy Museum of African American History Lynchburg Community Action Group (LynCag) Lynchburg City Schools (LCS) Lynchburg Economic Development Authority (EDA) Lynchburg Redevelopment and Housing Authority (LRHA) Lynchburg Regional Business Alliance Lynchburg Tree Stewards Randolph College (RC) Small Business Development Center – Lynchburg Region (SBDC) United States Department of Housing and Urban Development (HUD) United Way of Central Virginia University of Lynchburg (UoL) Virginia Cooperative Extension (VCE) Virginia Department of Behavioral Health and Developmental Services (DBHDS) Virginia Department of Criminal Justice Services (DCJS) Virginia Department of Emergency Management (VDEM) Virginia Department of Environmental Quality (DEQ) Virginia Department of Conservation and Recreation (DCR) Virginia Department of Historic Resources (DHR) Virginia Department of Housing and Community Development (DHCD) Virginia Department of Rail and Public Transportation (DRPT) Virginia Department of Social Services (VDSS) Virginia Department of Transportation (VDOT) Virginia Economic Development Partnership (VEDP) Virginia Fusion Center (VFC) Virginia Housing .7,.3.% V(* 4+ 39*724)%1 1%33.3, %3) 3<*892*39 Ł ł Virginia State Police (VSP) Virginia Tourism Corporation (VTC) Virginia University of Lynchburg (VUL)

149

Lynchburg Together

City Departments Commissioner of the Revenue Communications & Public Engagement Community Development Economic Development and Tourism (OEDT) Emergency Communications Center (ECC) Financial Services Fire Police Public Works -*7.L Tourism Treasurer Human Services Information Technology (IT) Juvenile Services Library Parks & Recreation

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Implementation Type

97%9*,?

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

CITY GROWTH AND CHARACTER ȌȌȌ ?3(-';7, 8;554798 +;9;7* 1%3) ;8* %3) )*<*1452*39 5%99*738 9-%9 *3-%3(* 6;%1.9? 4+ 1.+*Ĺ +%(.1.9%9* *V(.*39 5;'1.( 8*7<.(* )*1.<*7?Ĺ %3) 8;89%.3 *(4342.( <.'7%3(?ĸ

Objective 1: Continue to facilitate development that is high-quality and complementary to neighborhood character. Community Development

Ongoing (Routine Operations)

Neighborhood Groups/HOAs

GC 2

Identify neighborhoods that could '*3*N9 +742 82%11 %7*% 51%38Ĺ 8;(- as neighborhood plans and corridor plans, to be developed over the life of this Plan; update the City’s existing small area plans as needed.

Plans and Studies

Community Development

Ongoing (Routine Operations)

Neighborhood Groups/HOAs

GC 3

Retain historic mixed-use design and walkable street grid patterns when 3*= )*<*1452*39 47 .3N11 4((;78 .3 designated historic districts.

Land Use Actions

Community Development

Ongoing (Routine Operations)

Internal Policy

T AF

GC 1

Review small area plans regularly to acknowledge completed initiatives, track the progress of ongoing Plans and Studies *L4798Ĺ %3) %)) %3? *L4798 9-%9 =*7* previously unaddressed.

'/*(9.<* Ŷĺ 422.9 94 .3+472*)Ĺ 7*85438.'1*Ĺ %3) (489Ō*L*(9.<* 51%33.3, 541.(.*8 %3) .3.9.%9.<*8ĸ

GC 4

Support property owners in historic districts by providing clear information about ordinances, design Programs and review processes, and available Services resources such as grants, tax credits, and technical assistance.

Community Development

Ongoing (Routine Operations)

DHR

GC 5

Utilize key design elements from the City’s historic districts to guide the scale, form, and character of new development.

Land Use Actions

Community Development

Ongoing (Routine Operations)

DHR

GC 6

%.39%.3 *79.N*) 4(%1 4<*732*39 (CLG) status and promote designated Land Use Actions; historic districts as community-wide Partnerships assets.

Community Development

Ongoing (Routine Operations)

NPS

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Implementation Type

97%9*,?

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Ongoing (Routine Operations)

Cultural, Arts, and Historical Organizations; Downtown Lynchburg Association; Local Businesses

Cost

GC 7

Collaborate with private individuals, ';8.3*88*8Ĺ %3) 343Ō574N9 groups to identify, preserve, and maintain Lynchburg’s historic and archaeological resources and to identify historic landmarks for visitors.

GC 8

Continue to market local and regional Programs and historic sites and attractions. Services

Communications Ongoing & Public (Routine Engagement; OEDT Operations)

Cultural, Arts, and Historical Organizations

GC 9

Partner with local colleges and universities to increase opportunities for student research and work in Partnerships history, archeology, and maintenance of historic sites and structures.

Communications & Public Engagement; Community Development; OEDT

Cultural, Arts, and Historical Organizations; CVCC; LU; UoL; RC; VUL

Partnerships; Programs and Services

Community Development

Mid-Term

'/*(9.<* ŷĺ 7*%9* % 7*8.1.*39Ĺ *V(.*39Ĺ %3) -%7243.4;8 +7%2*=470 +47 +;9;7* ,74=9- %3) .3<*892*39ĸ *<.*= 9-* .9?ś8 43.3, %5 %3) amend as necessary to increase alignment with the Future Land Use Framework and Map.

Ordinance Updates

Community Development

GC 11

Coordinate higher education institutions’ plans and development Partnerships; Land with the goals and plans of the City to Use Actions 8;55479 (439.3;.9? %3) *V(.*3(? .3 land use and urban form.

Community Development

GC 12

Guide development away from ;38;.9%'1* %7*%8Ĺ %8 .)*39.N*) '? 9-* Land Use Actions Development Constraints map.

GC 13

GC 14

GC 10

Internal Policy

Ongoing (Routine Operations)

CVCC; LU; UoL; RC; VUL

Community Development

Ongoing (Routine Operations)

Internal Policy

Continue to be an active participant in the Central Virginia Planning Partnerships District Commission (CVPDC) and its %884(.%9*) 7*,.43%1 51%33.3, *L4798ĸ

Community Development

Ongoing (Routine Operations)

CVPDC

Communicate with adjacent jurisdictions regarding development plans that have potential impacts on regional localities and public facilities, services, and infrastructure. Work with them to coordinate plans and to identify %7*%8 =-*7* (43Q.(98 2%? '* present.

Community Development

Ongoing (Routine Operations)

Internal Policy

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Short-Term

Land Use Actions; Partnerships

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Implementation Type

97%9*,?

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

HOUSING AND NEIGHBORHOODS

ȌȌȌ ;55479 % <%7.*9? 4+ -.,-Ō6;%1.9?Ĺ 8%+*Ĺ %3) %99%.3%'1* -4;8.3, 459.438 %8 % 2*%38 4+ *3(4;7%,.3, *(4342.( ,74=9- %3) *3-%3(.3, 3*.,-'47-44) 1.<%'.1.9?ĸ Objective 1: Facilitate the development of high-quality housing options that are attainable to the full spectrum of Lynchburg's workforce. HN 1

2*3) 9-* 43.3, 7).3%3(* 94 ensure all residential dwelling types are permitted appropriately.

HN 2

Work with local and regional service providers and partners to provide education about local, state, and federal homeownership programs available to City residents.

Partnerships; Programs and Services

HN 3

;55479 9-* 43,4.3, *L4798 4+ 9-* Lynchburg Housing Collaborative; engage anchor health and education institutions to join the Collaborative.

Community Development

Short-Term

Code of Virginia

Community Development

Short-Term

CVACL; Central Virginia Habitat for Humanity; CVPDCL LynCag; United Way of Central Virginia; Virginia Housing

Partnerships

Community Development

Ongoing (Routine Operations)

Lynchburg Housing Collaborative

HN 4

Work with the Central Virginia Planning District Commission (CVPDC) Partnerships; and its member jurisdictions to Programs and develop a regional housing education Services campaign.

Community Development

Short-Term

CVPDC

HN 5

Develop a functional housing 97;89 +;3) =.9-.3 N<* ?*%78 4+ 1%3 adoption, using similar communities in Virginia and the Southeast U.S. as models.

Programs and Services

Community Development

Mid-Term

DHCD; Virginia Housing

$$$

HN 6

Support Community Land Trust (CLTs) partnerships with regional and private partners to facilitate the development of workforce housing options.

Partnerships

Community Development

Short-Term

Lighthouse Beloved CLT; LynCag; Miriam's House; CVPDC

HN 7

Support the Central Virginia Continuum of Care (CoC)’s implementation of strategies – including housing-based solutions – to eliminate homelessness in the region.

Partnerships

Community Development

Ongoing (Routine Operations)

CVCoC; CVPDC

153

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Ordinance Updates

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Implementation Type

97%9*,?

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

Objective 2: Proactively address vacant and deteriorating properties through implementing rigorous code compliance procedures. HN 8

Adopt a drug blight ordinance in accordance with Code of Virginia § 15.2-907 to address blight associated Ordinance Updates with illegal drug use or other (43N72*) (7.2.3%1 %(9.<.9?ĸ

Community Development

Code of Virginia

HN 9

Avoid demolition of properties, especially in designated historic districts. Pursue rehabilitation, Ordinance Updates; Community adaptive reuse, or creative reuse Land Use Actions Development .389*%)Ļ 7*<.*= 9-* 43.3, 7).3%3(* to identify barriers to rehabilitation and amend as necessary.

Ongoing

DHCD; Virginia Housing; Private Developers

HN 10

Support the use of Low-Income Housing Tax Credits (LIHTC) to develop a variety of attainable and attractive housing options.

Land Use Actions

Community Development

Ongoing (Routine Operations)

DHCD; Virginia Housing; Private Developers

HN 11

Amend the Code of Ordinances to designate housing rehabilitation zones in neighborhoods of greatest need, in accordance with Code of Virginia § 36-55.64.

Ordinance Updates

Community Development

Short-Term

Code of Virginia

HN 12

Expand the City's rehabilitation/ renovation program to apply to all designated historic districts.

Ordinance Updates; Community Programs and Development Services

Mid-Term

DHCD; DHR; Virginia $ Housing

HN 13

Continue implementation of Lynchburg's Property Toolkit, including regular monitoring.

Programs and Services

Community Development

Ongoing (Routine Operations)

Internal Policy

HN 14

Work with the Economic Development Authority (EDA) to dispose of City-owned vacant or underutilized properties, with the ,4%1 4+ 7*5;7548.3, 9-*2 +47 .3N11 47 adaptive reuse.

Land Use Actions

Community Development; OEDT

Mid-Term

EDA

HN 15

Develop a blight abatement plan 94 85*(.N(%11? .)*39.+? 841;9.438 for deteriorating properties in designated historic districts.

Plans and Studies

Community Development

Long-Term

CVPDC; DHCD

T AF

Short-Term

Objective 3: Enhance quality of life through ensuring all of Lynchburg's neighborhoods are livable.

HN 16

470 =.9- 14(%1 343Ō574N9 %3) voluntary organizations to Partnerships; provide assistance with property Programs and maintenance violations for Services individuals who are elderly or who 2%? 349 '* %'1* 94 %L47) 94 2%.39%.3 their property.

Community Development

Ongoing (Routine Operations)

CVACL; Central Virginia Habitat for Humanity; CVPDC; LynCag

HN 17

Publicize information about =*%9-*7.@%9.43Ĺ *3*7,? *V(.*3(? 7*974N98Ĺ %((*88.'.1.9? 24).N(%9.438Ĺ and well/septic upgrade programs through a targeted advertising campaign.

Communications & Public Engagement; Community Development

Mid-Term

CVPDC; DHCD; Virginia Housing

Partnerships; Programs and Services

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Implementation Type

Responsible Department

HN 18

Evaluate and implement methods to rehabilitate or replace mobile homes constructed before 1976, including grant and homeowner assistance programs.

Land Use Actions; Programs and Services

Community Development

HN 19

Engage neighborhood residents *%71? %3) 4R*3 .3 %3? 82%11Ō%7*% or neighborhood-level planning interventions.

HN 20

Continue to develop and implement neighborhood plans.

97%9*,?

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

HUD; DHCD; Virginia $ Housing

Communications & Public Partnerships; Plans Engagement; and Studies Community Development

Ongoing (Routine Operations)

CVPDC; Neighborhood Groups/HOAs

Land Use Actions; Plans and Studies

Community Development

Ongoing (Routine Operations)

Internal Policy

HN 21

Direct development of transitional housing, age-restricted communities, and multi-family housing within a Land Use Actions half-mile of transportation, retail, and healthcare services.

Community Development

Ongoing (Routine Operations)

Internal Policy

HN 22

2*3) 9-* 43.3, 7).3%3(* 94 facilitate additional traditional neighborhood development (TND) and planned unit developments (PUD).

Community Development

Short-Term

Internal Policy

HN 23

Support creative placemaking *L4798 %8 % 2*%38 4+ %))7*88.3, deteriorated properties and building community.

Land Use Actions

Ongoing (Routine Operations)

Downtown Lynchburg Association; Neighborhood Groups/HOAs

HN 24

Review and amend development 7*,;1%9.438Ĺ 5%79.(;1%71? ';L*7.3, and setbacks, as needed to ensure a balance between facilitating redevelopment and compatible land uses.

Ordinance Updates

Community Development

Short-Term

Internal Policy

HN 25

Enhance neighborhood livability 9-74;,- '*%;9.N(%9.43Ĺ ;50**5Ĺ %3) high-quality service delivery.

Land Use Actions; Programs and Services

Community Development; Public Works

Ongoing (Routine Operations)

Internal Policy

HN 26

Use Community Development Block Grant (CDBG) funding for the highest57.47.9? ,4%18 %8 .)*39.N*) .3 9-* Consolidated Plan.

Capital Projects; Programs and Services

Various

Mid-Term

HUD; DHCD; CVPDC

155

Lynchburg Together

Mid-Term

Ordinance Updates

Community Development

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D %,* .39*39.43%11? 1*R '1%30ĸ

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156

Implementation Type

97%9*,?

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

MOBILITY AND CONNECTIVITY ȌȌȌ 7*%9* % 8%+*Ĺ *V(.*39Ĺ %3) 2;19.24)%1 97%385479%9.43 3*9=470 9-%9 *3-%3(*8 (433*(9.<.9?Ĺ 574249*8 %(9.<* 97%385479%9.43Ĺ %3) 8;554798 *(4342.( )*<*1452*39ĸ

'/*(9.<* ŵĺ 251*2*39 897%9*,.*8 9-%9 .2574<* 97%V( 2%3%,*2*39Ĺ Q4=Ĺ %3) *V(.*3(?ĸ

Capital Projects

MC 2

Designate Timberlake Road and Graves Mill Road as priority corridors +47 (4257*-*38.<* 97%V( %3) infrastructure improvements to enhance capacity and growth.

Capital Projects; Land Use Actions

Community Development; Public Works

Short-Term

CVTPO; VDOT

MC 3

Target high-crash volume intersections, such as Wards Road and Candlers Mountain Road, for safety interventions. Pursue a study as needed to identify potential solutions based on the type and frequency of crashes.

Capital Projects; Plans and Studies

Public Works

Mid-Term

CVTPO; VDOT

$$$

MC 4

Include ongoing repairs of bridges and culverts as routine maintenance in addition to other roadway improvement projects. Prioritize repairs to bridges and culverts in poor condition to prevent further degradation and the need for weight limit reductions.

Capital Projects

Public Works

Ongoing (Routine Operations)

CVTPO; VDOT

MC 5

2574<* 97%V( Q4= '? .)*39.+?.3, and constructing roundabouts at appropriate intersections.

Capital Projects

Public Works

Long-Term

CVTPO; VDOT

$$$

MC 1

Deploy adaptive signal control technologies and intelligent transportation systems (ITS) across -.,-Ō97%V( (477.)478 8;(- %8 Timberlake Road, Wards Road, and Rivermont Avenue to optimize signal 9.2.3, '%8*) 43 7*%1Ō9.2* 97%V( conditions.

Lynchburg Together

Long-Term

CVTPO; VDOT

T AF

157

Public Works

Implementation Type

97%9*,?

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

Objective 2: Enhance safety for all users of Lynchburg's transportation system. MC 6

Improve the existing acceleration lanes on U.S. 501 and U.S. 29 Business in order to increase safety.

Capital Projects

Public Works

Long-Term

VDOT; FHWA

$$$

Consider implementing a Citywide .8.43 *74 541.(? 94 *1.2.3%9* 97%V(Ō Plans and Studies related fatalities and serious injuries.

Public Works

Short-Term

CVTPO; FHWA; VDOT; $$ OIPI

MC 8

Consider introducing additional 97%V( (%12.3, 2*%8;7*8 8;(- as rumble strips, road diets, and reduced speed limits to improve pedestrian safety, particularly in areas with high accidents and high pedestrian activity.

Capital Projects

Public Works

Mid-Term

CVTPO; VDOT

MC 9

Provide additional active transportation options, such as sidewalks, bike lanes, and crosswalks, at appropriate locations. Continue regular maintenance and including provisions for ADA accessibility.

Capital Projects

Public Works

Long-Term

CVTPO; VDOT

$$$

MC 10

Consider installing speed cameras in all City school zones.

Capital Projects

Public Works

Short-Term

LCS

MC 11

Close missing connections in the sidewalk network and extend the City’s trail system to improve walkability and enable commuting through alternative methods of transportation.

Capital Projects

Parks and Recreation; Public Works

Long-Term

CVTPO; VDOT; FHWA

$$$

MC 12

Implement protected bike lanes where feasible and expand bicycle routes by increasing dedicated bike lanes on major streets and connecting them to existing trails.

Capital Projects

Parks and Recreation; Public Works

Long-Term

CVTPO

$$$

MC 13

Support upgrades to buses and transit stations, including lighting and bike racks.

Capital Projects

Public Works

Mid-Term

CVTPO; GLTC

T AF

MC 7

Objective 3: Support economic development through transportation-focused strategic partnerships and investments. Encourage compact, walkable, and mixed-use development along key corridors to improve economic vitality and reduce automobile dependency.

Land Use Actions

Community Development

MC 15

439.3;* *L4798 94 )*<*145 % Lynchburg/Danville/Greensboro, N.C. transit link to service regional tourist attractions and key economic development sites.

Partnerships; Programs and Services

MC 16

Enhance the urban environment through streetscape improvements, including landscaping, seating Capital Projects areas, and pedestrian-friendly lighting to create inviting spaces that encourage walking and cycling.

MC 14

Ongoing (Routine Operations)

Internal Policy

Community Ongoing Development; (Routine OEDT; Public Works Operations)

CVTPO; DRPT; GLTC; OIPI

Public Works

CVTPO; Downtown Lynchburg Association

$$$

Long-Term

Chapter 6 | Implementation

158

Responsible Department

MC 17

Collaborate with the Lynchburg Regional Airport and local business stakeholders to improve regional Q.,-9 (433*(9.<.9?Ĺ *>5%3) %((*88Ĺ and support local commerce and tourism.

Partnerships; Programs and Services

OEDT

Short-Term

CVPDC

MC 18

Support transit-oriented development (TOD) within a half-mile of the Kemper Street Station.

Land Use Actions

Community Development

Ongoing (Routine Operations)

Internal Policy

MC 19

Work with regional stakeholders to align Lynchburg's transportation investments with VTrans2035, focusing on critical routes for safety, mobility, and economic growth.

Partnerships; Capital Projects

Community Development; Public Works

Short-Term

CTB; CVTPO; DRPT; VDOT

MC 20

2*3) 9-* 43.3, 7).3%3(* 94 incentivize EV charging stations in all new high-density residential, mixed-use, commercial, or industrial development with over 50 parking spaces.

Ordinance Updates

Community Development

Short-Term

Internal Policy

97%9*,?

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Implementation Type

Cost

Objective 4: Develop an integrated transportation network that provides accessible connectivity for all residents. Capital Projects

Community Development; Public Works; Parks and Recreation

MC 22

Leverage the Kemper Street Station as a central transportation hub by improving access and connectivity to multiple modes of transit, including Capital Projects Amtrak, Greyhound, Virginia Breeze, and the Greater Lynchburg Transit Company (GLTC).

Public Works

Long-Term

CVTPO; DRPT; GLTC; OIPI

MC 23

Continue to actively participate in regional transportation planning *L4798 =.9- <%7?.3, %,*3(.*8ĸ

Community Partnerships; Plans Development; and Studies Public Works

Ongoing (Routine Operations)

CVTPO; GLTC; VDOT

MC 24

Continue operating microtransit service through the Greater Lynchburg Transit Company (GLTC). Programs and Evaluate the service in the short-term Services to determine the feasibility of its expansion.

Public Works

Ongoing (Routine Operations)

CVTPO; DRPT; GLTC

MC 25

Plans and Studies; Continue implementation of the City’s Programs and Better Streets policy. Services

Community Development; Public Works

Ongoing (Routine Operations)

Internal Policy

MC 26

Maintain and implement the City’s Multimodal Transportation Plan.

Plans and Studies

Community Development; Public Works

Ongoing (Routine Operations)

Internal Policy

MC 27

2*3) 9-* 43.3, 7).3%3(* 94 reduce parking minimums; continue to require installation of bike racks at parking areas in multi-family residential, commercial, and mixeduse districts.

Ordinance Updates

Community Development

Short-Term

Internal Policy

159

Lynchburg Together

Long-Term

FHWA; DCR

T AF

MC 21

Expand the City’s shared-use trail network and create connections '*9=**3 ).L*7*39 1%3) ;8*8ĸ

$$$

D %,* .39*39.43%11? 1*R '1%30ĸ

T AF Chapter 6 | Implementation

160

Implementation Type

97%9*,?

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

COMMUNITY FACILITIES AND INFRASTRUCTURE

ȌȌȌ 4)*73.@* %3) *>5%3) ?3(-';7,ś8 (7.9.(%1 .3+7%897;(9;7*Ĺ +%(.1.9.*8Ĺ %3) 8*7<.(*8 94 8;55479 *(4342.( ,74=9-Ĺ (422;3.9? -*%19-Ĺ %3) .9? 7*8.1.*3(*ĸ Objective 1: Ensure all neighborhoods have access to upgraded infrastructure, community facilities, and educational resources. Programs and Services

Communications & Public Engagement; Community Development; Public Works

Ongoing (Annually)

City Manager; Parks and Recreation; Public Works

Ongoing (Annually)

Internal Policy

CF 1

Review community feedback and demographic data regularly to identify gaps in service delivery across neighborhoods.

CVPDC; Neighborhood Groups/HOAs

CF 3

Consider increasing funding to LCS in order to ensure that it has 8;V(.*39 +;3).3, 94 2**9 5-?8.(%1 Capital Projects %3) 89%V3, 3**)8Ļ 574<.)* ;5,7%)*8 to technology; and provide a quality learning environment for all students.

City Council

Short-Term

LCS

CF 4

Pursue state and federal funding opportunities to supplement local investment in LCS, helping to close the funding gap and support facility improvements, program expansion, and student success.

Capital Projects

City Council; City Manager

Ongoing (Annually)

LCS

CF 5

Support LCS in recruiting and 7*9%.3.3, +%(;19? %3) 89%L '? investing in competitive salaries, professional development, and modern facilities.

Capital Projects

City Council

Short-Term

LCS

CF 6

Develop joint-use agreements to share facilities between schools and community organizations, increasing access to recreational and educational spaces.

Partnerships; Programs and Services

City Council

Short-Term

LCS

161

Lynchburg Together

T AF

CF 2

Update maintenance schedules for existing community facilities to ensure they remain accessible and functional.

Capital Projects

Implementation Type

Responsible Department

CF 7

Coordinate with school districts 94 )*<*145 %R*7Ō8(-441 574,7%28 that support STEM and technical education.

Partnerships; Programs and Services

City Council

CF 8

Promote internship and apprenticeship programs through partnerships with industries and local colleges.

Partnerships; Programs and Services

CF 9

Support facility improvements at community colleges to increase enrollment capacity and meet industry workforce needs.

97%9*,?

Facilitate community outreach programs to raise awareness CF 10 of educational and training opportunities.

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

Mid-Term

LCS

OEDT

Mid-Term

LCS; LU; UoL; RC; VUL; CVCC; Local Businesses & Industries

Capital Projects; Partnerships

City Council

Long-Term

CVCC

$$$

Partnerships; Programs and Services

Communications & Public Mid-Term Engagement; OEDT

Local Businesses & Industries; Neighborhood Groups/HOAs

OEDT

Ongoing (Routine Operations)

LCS; LU; UoL; RC; VUL; CVCC; Local Businesses & Industries

Parks and Recreation; Public Works

Mid-Term

CVCC; Local Businesses & Industries

Long-Term

EDA; LCS

Partnerships

Expand dedicated spaces within community facilities for lifelong CF 12 learning programs and vocational training.

Capital Projects; Partnerships

Continue to engage industry leaders CF 11 in creating curriculum focused on skills needed in growing sectors.

Capital Projects; Land Use Actions

City Council; Community Development; OEDT; Parks and Recreation; Public Works

Partner with the Lynchburg Redevelopment and Housing ;9-47.9? 94 *>5%3) %L47)%'1* CF 14 -4;8.3, 4L*7.3,8Ļ 7*34<%9* %,.3, housing complexes to ensure resident health and safety

Capital Projects; Partnerships

Community Development

Long-Term

LRHA

$$$

Programs and Services

Communications & Public Engagement; Parks and Recreation; Public Works

Short-Term

DEQ

Explore new methods to educate the CF 15 community on recycling and waste 7*);(9.43 *L4798ĸ

T AF

Consider repurposing closed school buildings and vacant City-owned CF 13 properties as workforce housing developments.

Chapter 6 | Implementation

162

Implementation Type

97%9*,?

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

Objective 2: Modernize infrastructure to support growth, improve emergency response, and enhance water, sewer, and stormwater systems for long-term resilience. Prioritize infrastructure improvements in the Capital Improvement Program (CIP) that CF 16 target aging water and sewer lines, especially those critical to economic development zones.

Capital Projects

Public Works; Water Resources

Assess public safety infrastructure 3**)8Ĺ 8;(- %8 ;5,7%)*8 94 N7* CF 17 stations, the 911 center, and other emergency facilities, to ensure *V(.*39 *2*7,*3(? 7*85438*ĸ

Programs and Services

Prioritize the recruitment, retention, %3) 43,4.3, 97%.3.3, 4+ 6;%1.N*) CF 18 public safety personnel, ensuring 89%V3, 1*<*18 0**5 5%(* =.9- community needs.

Capital Projects; Programs and Services

Ongoing (Annually)

$$$

Emergency Communications Mid-Term Center; Fire; Police; Public Works

VDEM

Emergency Ongoing Communications (Annually) Center; Fire; Police

VDEM

$$$

Map current infrastructure against growth forecasts to identify and Land Use Actions; CF 19 57.47.9.@* 85*(.N( %7*%8 +47 =%9*7 %3) Plans and Studies sewer upgrades.

Community Development; Public Works; Water Resources

Short-Term

CVPDC; DEQ

Invest in water and sewer infrastructure to support higherCF 20 density, mixed-use development in appropriate areas of the City.

Capital Projects

Water Resources

Long-Term

CVPDC; DEQ

$$$

Conduct structural upgrades at the CF 21 Pedlar Reservoir Dam to meet safety standards.

Capital Projects

Water Resources

Long-Term

DCR

$$$

Modernize the College Hill Water 7*%92*39 1%39ś8 N197%9.43 8?89*28 CF 22 and consider expanding capacity for future population growth, as needed.

Capital Projects

Water Resources

Long-Term

Amherst County; DCR; DEQ

$$$

Reduce areas that rely on septic systems by extending sewer services CF 23 to improve public health and reduce environmental impact.

Capital Projects

Public Works; Water Resources

Mid-Term

DEQ

$$$

Expand stormwater management Land Use Actions; CF 24 574,7%28 94 57*<*39 Q44).3, %3) Programs and improve water quality in urban areas. Services

Water Resources

Mid-Term

DEQ

Enhance sewage treatment capacity at the Regional Water Resource CF 25 Recovery Facility to accommodate future growth, as needed.

Capital Projects

Water Resources

Long-Term

Amherst, Bedford and Campbell Counties; DEQ

Encourage best management practices (BMPs) and advanced CF 26 technologies for stormwater 2%3%,*2*39 94 2.9.,%9* 7;34L %3) enhance water quality.

Land Use Actions

Water Resources

Ongoing (Routine Operations)

DCR

Public Works

Mid-Term

CVPDC; DEQ; DCR

T AF

DEQ; EDA

Conduct a strategic planning process to identify long-term solid waste CF 27 disposal solutions, including site Plans and Studies studies, capacity analysis, and potential solutions.

163

Lynchburg Together

Implementation Type

97%9*,?

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

Objective 3: Strengthen Lynchburg’s downtown and community assets to support economic vitality, cultural enrichment, and community participation. Continue to implement Downtown 2040 Master Plan recommendations CF 28 to make downtown a vibrant, attractive center.

Land Use Actions; Plans and Studies

Community Development

Ongoing (Routine Operations)

Downtown Lynchburg Association; Cultural, Arts, and Historical Organizations; Local Businesses

Partnerships

Communications & Public Short-Term Engagement; OEDT

Attract co-working spaces and liveCF 30 work units to support knowledge workers in the downtown area.

Land Use Actions

Community Development; OEDT

Mid-Term

Downtown Lynchburg Association; EDA

Communications & Public Engagement; OEDT; Parks and Recreation

Ongoing (BiAnnually)

Downtown Lynchburg Association; Cultural, Arts, and Historical Organizations

Mid-Term

Centra Health; VDH $

Develop partnerships with local arts CF 29 organizations to enhance public art and cultural programming.

Downtown Lynchburg Association; Cultural, Arts, and Historical Organizations

Host regular community events and CF 31 festivals in downtown to strengthen its identity as a cultural hub.

Programs and Services

R Partnerships; Programs and Services

OEDT

Support healthcare-related CF 33 workforce programs through partnerships with local colleges.

Partnerships

OEDT

Ongoing (Routine Operations)

CVCC; LU; UoL; RC; VUL; VDH

Develop joint initiatives with CF 34 educational institutions to promote community wellness and resilience.

Partnerships; Programs and Services

OEDT; Parks & Recreation

Mid-Term

LCS; CVCC

Promote the City's centralized online portal where residents CF 35 can access information on city services, infrastructure projects, and community resources.

Programs and Services

Communications & Public Engagement

Ongoing (Routine Operations)

Internal Policy

Develop targeted communication CF 36 campaigns to raise awareness of available public services.

Programs and Services

Communications & Public Engagement

Short-Term

Internal Policy

Utilize the monthly Citywide newsletter to communicate updates CF 37 and information on infrastructure projects.

Programs and Services

Communications & Public Engagement; Public Works; Water Resources

Ongoing (Routine Operations)

Internal Policy

Provide educational workshops on CF 38 -4= 94 %((*88 %3) '*3*N9 +742 available City services.

Programs and Services

Communications & Public Engagement

Short-Term

Internal Policy

Consider expanding the Citizens’ Academy in order to provide residents Programs and CF 39 with expanded views into the day-to- Services day workings of the City.

Communications & Public Engagement

Short-Term

Internal Policy

T AF

Partner with healthcare institutions to expand regional healthcare CF 32 services and attract related industries.

Chapter 6 | Implementation

164

Implementation Type

97%9*,?

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

ECONOMIC DEVELOPMENT AND TOURISM ŵ ȌȌȌ 48.9.43 ?3(-';7, %8 % 945 (-4.(* +47 *397*57*3*;78-.5Ĺ (%7**7 )*<*1452*39Ĺ %3) -.,-*7 *);(%9.43ĸ

'/*(9.<* ŵĺ 3-%3(* ?3(-';7,ŝ8 574N1* %8 % 945 *);(%9.43%1 )*89.3%9.43 Ł %25;8 łĸ ED 1

Identify and invest in targeted marketing, to showcase campus amenities, and host events to attract and retain students, faculty, and 89%Lĸ

Programs and Services

OEDT

ED2

Regularly meet with education leaders to understand their needs and collaboratively develop strategies that enhance academic programs and student success.

Partnerships

ED 3

97*3,9-*3 *L4798 94 (7*%9* %3 inclusive environment within educational institutions through discussions with educational administrators. (Campus LYH)

Partnerships

ED 4

Encourage student participation in local community events, and track progress to enhance community integration.

OEDT

Ongoing (Routine Operations)

CVCC; LCS; LU; RC; UoL; VUL

OEDT

Ongoing (Routine Operations)

CVCC; LU; RC; UoL; VUL

OEDT

Ongoing (Routine Operations)

CVCC; Downtown Lynchburg Association; LU; RC; UoL; VUL

T AF

Short-Term / CVCC; LU; RC; UoL; Ongoing VUL

Partnerships

Objective 2: Ensure that educational programs and training align with employer requirements.

ED 5

Support the existing Regional Workforce Roadmap by partnering with the Lynchburg Regional Business Partnerships; Alliance and regional workforce Programs and system to collaborate on creating, Services supporting and strengthening new and existing career pathways for high-demand jobs in our City and region.

ED 6

;55479 .3);897?Ō85*(.N( %)<.847? councils, partnerships with local businesses and educational institutions for curriculum design, and implement regular updates to training programs based on industry feedback.

165

Lynchburg Together

Partnerships; Programs and Services

OEDT

Mid-Term

CVPDC; GOVirginia Region 2; Lynchburg $ Regional Business Alliance; SBDC; VEDP

Ongoing (Routine Operations)

CVPDC; GOVirginia Region 2; Lynchburg $ Regional Business Alliance; SBDC; VEDP

97%9*,?

Implementation Type

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

ED 7

Support internship and apprenticeship programs that provide hands-on experience in entrepreneurship through initiatives like the CO.STARTERS program.

Partnerships

OEDT

Ongoing (Routine Operations)

EDA

ED 8

Partner with local businesses, educational institutions, and Partnerships; organizations such as the Small Business Development Center (SBDC) Programs and – Lynchburg Region, and Vector Space Services 94 4L*7 897;(9;7*)Ĺ (4-479Ō'%8*) training.

OEDT

Short-Term

CVPDC; GOVirginia Region 2; SBDC; VEDP

Objective 3: Develop stronger connections between the education system and Lynchburg's economy.

ED 10

Partnerships; Partner with colleges and universities Programs and to co-recruit businesses. Services

OEDT

ED 11

Facilitate public-private partnerships Partnerships; between the Education and Business Programs and sectors. Services

OEDT

ED 12

Encourage communication between the Education sector and the Partnerships; Healthcare and Manufacturing Programs and sectors to ensure that schools are Services producing a supply of skilled labor for local employment.

OEDT

Ongoing (Routine Operations)

ED 13

Adequately fund the City’s K-12 public education system so that it can provide the quality education and Capital Projects critical thinking skills employers are seeking.

City Council

Ongoing (Annually)

OEDT; Community Development

Mid-Term

CVCC; Downtown Lynchburg Association; EDA; LU; RC; UoL; VUL

Ongoing (Routine Operations)

CVCC; LU; RC; UoL; VUL; Local Businesses

Ongoing (Routine Operations)

CVCC; LCS LU; RC; UoL; VUL; Local Businesses

CVCC; LCS LU; RC; UoL; VUL; Local Healthcare/ Manufacturing Businesses

LCS

$$$

T AF

ED 9

Plan for future increases in online learning by working with colleges and universities to reimagine unused, Plans and Studies former educational buildings as mixed-use development.

Ŷ ȌȌȌ 74249* ?3(-';7, %8 % 9-7.<.3, ';8.3*88 -;'Ĺ *25-%8.@.3, .3<*892*39 7*%).3*88Ĺ 574%(9.<* 8;55479Ĺ %3) *(4342.( ,74=9-ĸ Objective 4: Enhance site readiness. ED 14

Invest in utilities and infrastructure access at publically-owned sites to reduce barriers for business prospects.

Capital Projects; Land Use Actions

OEDT; Public Works Long-Term

City Council

$$$

Objective 5: Gather insights on local business needs, challenges, and opportunities, and use this data to inform city policies and economic development strategies. ED 15

Gather insights on local business needs, challenges, and opportunities by regularly conducting a comprehensive business survey of employers located in the City of Lynchburg.

Plans and Studies

OEDT

Ongoing (Annually)

GOVirginia Region 2; Local Businesses

Chapter 6 | Implementation

166

97%9*,?

Implementation Type

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

ED 16

Maintain a local business inventory and track employment and investments to tailor resources and support programs.

Plans and Studies

OEDT

Ongoing (Routine Operations)

GOVirginia Region 2; VEDP; Local Businesses

ED 17

Support the expansion of additional programming, events, and projects, through the James River Arts and Cultural District Program.

Programs and Services

OEDT

Mid-Term

EDA; Downtown Lynchburg Association

Objective 6: Strengthen relationships with local businesses, understand their needs, and provide tailored support to foster growth and a thriving economic environment. Implement a business visitation plan to gather feedback on challenges and opportunities, and to provide customized support tailored to each business's circumstances. Regularly %88*88 9-* *L*(9.<*3*88 4+ 9-* 51%3 and adjust strategies as needed to continuously improve the business climate in Lynchburg.

ED 18

Plans and Studies

OEDT

Long-Term

EDA; Local Businesses

Objective 7: Attract and support businesses in Lynchburg through strategic use of the Economic Development Authority (EDA) and various incentives.

OEDT

ED 20

Evaluate ways to use the EDA to increase assistance to small businesses.

OEDT

Mid-Term

EDA

T AF

ED 19

Leverage the resources of the EDA 94 4L*7 % 7%3,* 4+ .3(*39.<*8 %3) credits to businesses considering relocation or expansion in Lynchburg, Programs and Services .3(1;).3, 9%7,*9*) N3%3(.%1 investments, tax credits, and grants designed to reduce initial costs and promote sustainable growth.

Plans and Studies; Programs and Services

Mid-Term

EDA

ŷ ȌȌȌ 3-%3(* ?3(-';7,ŝ8 )*89.3%9.43 %55*%1 %3) .3(7*%8* 9-* .25%(9 4+ 854798 %3) 7*(7*%9.43%1 events. Objective 8: Showcase Lynchburg’s unique assets, including the James River parks and trails network, local mountains, museum system, and historic sites, to boost tourism and enhance the city’s appeal as a travel destination.

ED 21

Promote Lynchburg’s natural and cultural attractions through targeted marketing campaigns, including digital advertising and social media. Develop and distribute engaging visitor materials such as brochures, maps, and itineraries that highlight these assets.

ED 22

Enhance connections to the James River and market Lynchburg as a "River City."

167

Lynchburg Together

Plans and Studies

GOVirginia Region Communications Short-Term / 2; Downtown & Public Ongoing Lynchburg Engagement; OEDT Association; VEDP

Programs and Services

Communications & Public Engagement

Implementation Type

97%9*,?

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

Objective 9: Enhance the overall experience for tourists.

ED 23

Continue investing in clear signage, including directional signs and information kiosks, to help tourists navigate Lynchburg. Further develop "Plans and Studies customized itineraries for history, Capital Projects" arts, outdoor adventures, and culinary experiences, available online and at The Lynchburg Museum and Visitor's Center.

OEDT

Long-Term / Ongoing

Downtown Lynchburg Association; VDOT

ED 24

Implement a Sports Tourism plan to align sports tourism objectives, enhance communication among stakeholders, and ensure the successful execution of our strategic initiatives.

OEDT

Long-Term

CVPDC; GOVirginia Region 2; VEDP

$$$

ED 25

Position Lynchburg as an ideal location for conferences, meetings, and bus tours by promoting Lynchburg's unique attractions and 4L*7 9%.147*) 8;55479 8*7<.(*8 94 event organizers.

OEDT

Long-Term

CVPDC; Downtown Lynchburg Association; GOVirginia Region 2; VEDP

ED 26

Expand Lynchburg's trail network, Capital Projects; and market it to tourists, cyclists, and Programs and outdoor enthusiasts. Services

Public Works; Community Development; OEDT

Long-Term

CVPDC; DCR

$$$

Plans and Studies

Programs and Services

T AF

Ÿ ȌȌȌ %70*9 ?3(-';7, %8 % 1*%).3, (.9? .3 .7,.3.% +47 6;%1.9? 4+ 1.+*Ĺ .334<%9.43Ĺ %3) (422;3.9? spirit. Objective 10: Align goals with Lynchburg's Downtown 2040 Master Plan to enhance the city's vibrancy, connectivity, %3) 4<*7%11 %55*%1Ĺ +489*7.3, % 9-7.<.3, ;7'%3 *3<.7432*39ĸ

ED 27

Work closely with stakeholders and other City departments to ensure city projects and initiatives complement the Downtown Master Plan’s vision. Plans and Studies Focus on improving infrastructure, enhancing public spaces, and promoting mixed-use development that supports local businesses and attractions.

Communications & Public Engagement; Community Development; OEDT

ED 28

Coordinate marketing and (422;3.9? *3,%,*2*39 *L4798 94 -.,-1.,-9 9-* '*3*N98 4+ 9-* Master Plan improvements and to strengthen the city’s role as a vibrant downtown destination.

Communications & Public Short-Term Engagement; OEDT

Plans and Studies

Long-Term

Downtown Lynchburg Association; Cultural, Arts, and Historical Organizations

$$$

Downtown Lynchburg Association

Chapter 6 | Implementation

168

Implementation Type

97%9*,?

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

Objective 11: Position the Lynchburg Museum & Visitor Services as the premier source of information for the City of Lynchburg.

Capital Projects; Programs and Services

OEDT

Long-Term / Ongoing

"LCS; Legacy Museum of African American $$ History; Jones Memorial Library "

ED 30

Execute a robust renovation of The Lynchburg Museum & Visitor Services building to be an inviting space for visitors of all ages and abilities.

Capital Projects

OEDT

Long-Term

Cultural, Arts, and Historical Organizations

$$$

ED 31

Implement a strategic marketing and promotion plan for the Lynchburg Plans and Studies Museum & Visitor Services.

Communications & Public Mid-Term Engagement; OEDT

CVPDC; VTC

ED 32

Create an outdoor space that welcomes and encourages visitors. Refresh the indoor space to be visually and audibly appealing, including improved accessibility.

Capital Projects

OEDT; Parks and Recreation

Parks and Recreation

ED 33

Explore opportunities for collaboration in joint marketing and programming. Create more virtual/digital content for those who cannot visit our museums in person.

Partnerships

Long-Term

T AF

ED 29

Enhance the Museum's exhibits and programming to showcase local heritage and creativity, and integrate interactive displays and visitor engagement activities to attract and educate tourists. Expand selection and quality of permanent exhibits to incorporate cultural history of LYH (Monacan Nation and Black history) as well as local government, education, and manufacturing histories.

Communications & Public Mid-Term Engagement; OEDT

Cultural, Arts, and Historical Organizations

Objective 12: Publicize Lynchburg’s achievements in quality of life, innovation, and community. ED 34

Create and distribute an annual report that highlights Lynchburg’s achievements, innovations, and community initiatives, showcasing the City’s quality of life and progress.

169

Lynchburg Together

Plans and Studies

OEDT

Ongoing

City stakeholders

D %,* .39*39.43%11? 1*R '1%30ĸ

T AF Chapter 6 | Implementation

170

Implementation Type

97%9*,?

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

ȌȌȌ 489*7 8%+*Ĺ -*%19-?Ĺ %3) <.'7%39 3*.,-'47-44)8 9-74;,- *25-%8.@.3, 9-* .39*78*(9.43 4+ *3<.7432*39%1 89*=%7)8-.5 %3) 5;'1.( 8%+*9?ĸ

Objective 1: Leverage the City’s land use tools as key tools in building community-wide health and safety. HE 1

Review and update the City’s Q44)51%.3 7*,;1%9.438 %8 3**)*) to align with current state best practices.

HE 2

1*%71? )*N3* %3) 5*72.9 neighborhood-oriented food sources, Ordinance Updates such as urban gardens and food 97;(08Ĺ .3 9-* 43.3, 7).3%3(*ĸ

Community Development

HE 3

Continue to implement and enforce a comprehensive erosion and stormwater management program for both new development and redevelopment.

Programs and Services

Water Resources

HE 4

Consider potential mechanisms for incentivizing the protection of mature trees in new development or redevelopment.

Ordinance Updates; Community Plans and Studies Development

HE 5

)*39.+? =-*7* 43.3, 7).3%3(* amendments are needed to promote protection of ambient resources, primarily noise and dark skies.

Ordinance Updates

HE 6

Ordinance Updates

Community Development

CVPDC; DCR; DEQ; FEMA

Short-Term

Internal Policy

T AF

Ongoing (Annually)

Ongoing (Routine Operations)

DEQ

Mid-Term

CVPDC; DCR; Lynchburg Tree Stewards

Community Development

Short-Term

Internal Policy

Limit the concentration of smoke/ <%5* 8-458 9-74;,- 43.3, 7).3%3(* Ordinance Updates amendments.

Community Development

Short-Term

Internal Policy

HE 7

Require delineation of dam break inundation zones on site plans and plats.

Ordinance Updates

Community Development

Short-Term

Internal Policy

HE 8

Conduct public outreach and provide resources for water quality and *V(.*3(? '*89 57%(9.(*8Ĺ ,7**3 infrastructure, and other actions to conserve and improve the water supply.

Programs and Services

Communications & Public Engagement

Ongoing (Routine Operations)

Internal Policy

171

Lynchburg Together

97%9*,?

HE 9

Integrate Crime Prevention through Environmental Design (CPTED) principles as zoning requirements applicable to all new development and redevelopment.

Implementation Type

Responsible Department

Ordinance Updates

Community Development

TimeŌ +7%2*

Short-Term

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources Internal Policy

Cost

Objective 2: Incorporate community safety & environmental protection in all City plans, policies, and capital projects. Introduce street trees, planter boxes, and bioswales into streetscapes along major corridors and thoroughfares.

Capital Projects

Public Works

Long-Term

CVPDC; Lynchburg Tree Stewards; VDOT

HE 11

Apply to the Federal Emergency Management Agency (FEMA) Community Rating System (CRS) program.

Programs and Services

Water Resources

Short-Term

FEMA

HE 12

Continue to implement the Chesapeake Bay Total Maximum Daily Load (TMDL) Action Plan.

Programs and Services

Water Resources

Ongoing (Routine Operations)

DEQ

HE 13

439.3;* *L4798 94 *>(**) 89%9* %3) local air quality standards.

Programs and Services

Community Development; Public Works

Ongoing (Routine Operations)

DEQ

HE 14

Continue to implement the City’s Parks and Recreation Master Plan.

Plans and Studies

Parks and Recreation; Public Works

Ongoing (Routine Operations)

LCS; CVHD

$$$

HE 15

Consider where elements of the Hazard Mitigation Plan (HMP) can be integrated into the Emergency Operations Plan (EOP) to provide clearer direction for response to severe weather events.

Plans and Studies

LFD

Short-Term

CVPDC

HE 16

Continue to develop a resilient riverfront plan that promotes and supports sustainable and resilient development of the City’s riverfront.

Plans and Studies

Community Development

Ongoing (Routine Operations)

Internal Policy

HE 17

Identify opportunities to market and expand the existing Stormwater Utility & Credit Program as a means of encouraging the use of Best Management Practices (BMPs).

Programs and Services

Water Resources

Mid-Term

DEQ

HE 18

439.3;* 94 ;9.1.@* 97%9.N*) 41.(.3,Ĺ and use intelligence-based data to direct law enforcement resources to .)*39.N*) %7*%8 =.9- 5;'1.( 8%+*9? needs.

Programs and Services

LPD

Ongoing (Routine Operations)

DCJS; VFC; VSP

T AF

HE 10

Chapter 6 | Implementation

172

Implementation Type

97%9*,?

Responsible Department

TimeŌ +7%2*

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Cost

Objective 3: Leverage partnerships to improve environmental and community health outcomes. HE 19

Prioritize the protection of sensitive environmental lands for conservation and recreational open space; apply for grant funding or explore publicprivate partnerships to acquire these properties as necessary.

Community Development; Parks and Recreation

Mid-Term

DCR

HE 20

Continue to promote the Lynchburg Community Market and other local, healthy food vendors, particularly those who double Supplemental Nutrition Assistance Program (SNAP) monies, to provide healthier options to the community and support small local businesses.

Partnerships; Programs and Services

Communications & Public Engagement; Community Market; Human Services

Ongoing (Routine Operations)

VCE

HE 21

Partner with academic and community organizations to collect data on food access and security, as well as research urban agricultural practices and context-sensitive agricultural production.

Community Partnerships; Plans Development; and Studies Human Services

Long-Term

Centra Health; LU; UoL; RC; USDA; VCE; VUL

HE 22

Develop a joint City-school strategic plan to address education and youth services, including mental and physical health resources.

Plans and Studies

Short-Term

LCS

HE 23

Form a public-private partnership to develop solutions for addressing high rates of mental health challenges in Partnerships Lynchburg's youth such as bullying, health crises, and suicidal ideation.

Human Services

Long-Term

Centra Health; LCS; $ LynCag; CVHD

HE 24

In collaboration with partners, continue Citywide tree planting .3.9.%9.<*8Ĺ *85*(.%11? .3 .)*39.N*) urban heat islands.

Partnerships; Programs and Services

Public Works

Ongoing (Routine Operations)

Lynchburg Tree Stewards

HE 25

Expand opportunities for public safety during anticipated extreme heat and cold events, including additional cooling and warming shelters and targeted informational campaigns.

Programs and Services

Human Services

Ongoing (Routine Operations)

CVCoC

HE 26

In collaboration with partners, initiate community education programs on prevalent health issues such as healthy eating, exercise, tobacco and nicotine cessation, and obesity.

Partnerships; Programs and Services

Human Services

Mid-Term

Centra Health; CVHD; LCS

173

Lynchburg Together

City Manager

T AF

Land Use Actions; Partnerships; Programs and Services

9%0*-41)*78Ĺ %793*78Ĺ %3)ŉ or Resources

Implementation Type

Responsible Department

TimeŌ +7%2*

HE 27

Work with Lynchburg City Schools (LCS) to host mobile or pop-up clinics to provide the community with additional opportunities for physical and mental healthcare.

Partnerships; Programs and Services

Human Services

Mid-Term

Centra Health; CVHD; LCS

HE 28

Provide annual continuing education and training opportunities to all City of Lynchburg employees for traumainformed care and response.

Programs and Services

Human Services; LPD

Ongoing (Annually)

DBHDS; SAMHSA; VDSS

HE 29

Continue to implement and expand the Co-Responder Program; analyze data quarterly and pursue grant funding as needed to provide *L*(9.<* 8*7<.(*ĸ

Programs and Services

LPD

Ongoing (Quarterly)

DCJS; VFC; VSP

97%9*,?

Cost

T AF

D Chapter 6 | Implementation

174

55*3).(*8

Appendix A: 422;3.9? 74N1* ĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸĸŵŻŻ Appendix B: Public Engagement Summary ..................................................................................243

T AF

Appendix C: Glossary .............................................................................................................................339 Appendix D: Plans, Studies, and Initiatives ...................................................................................345 Appendix E: City of Lynchburg VDOT Six-Year Improvement Program (SYIP) FY26 .........349

175

Lynchburg Together

T AF R D

176

Appendix A: Community Proﬁle

T AF

D 177

Lynchburg Together

T AF R D

178

Contents

3974);(9.43

Community History

181

183

45;1%9.43 Š *24,7%5-.(8

ŵ89

4;8.3, Š *.,-'47-44)8

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4(%9.43 Š *4,7%5-?

179

Lynchburg Together

ŵżŴ

3974);(9.43 -* .3+472%9.43 .3(1;)*) .3 9-.8 422;3.9? 74N1* (148*1? %1.,38 with the planning elements addressed in the Comprehensive Plan. -* N789 89*5 .3 (7*%9.3, % 74%)2%5 +47=%7) .8 ;3)*789%3).3, where the City is today. The following analysis provides an indepth overview of the current composition of the City to be able to make the best plan possible for the future.

T AF

-.8 422;3.9? 74N1* =%8 (425.1*) %8 5%79 4+ Lynchburg Together, the Comprehensive Plan update process for the City of Lynchburg, Virginia. The Comprehensive Plan is a long-range, high-level planning document that addresses topics such as land use, development, natural resources, transportation, community facilities, housing, and economic development throughout Lynchburg. The Plan outlines the community’s long-term vision %3) .3(1;)*8 897%9*,.*8 94 %(-.*<* 9-%9 <.8.43ĸ -* 541.(.*8 )*N3*) in this document guide the City’s future direction and priorities for growth, services, and land use regulation.

Community Proﬁle | Introduction

180

Community History Early History The areas in and around present-day Lynchburg were originally inhabited by the Monacan Indian Nation. The Siouan and Seneca tribes both came to inhabit the area in the early 1700s. The Iroquois Five Nations eventually ceded control of their territory east of the Blue Ridge Mountains, including the land which present-day Lynchburg is located on, to the Virginia Colony in 1721.

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?3(-';7, .3 9-* ŵżŴŴ8

-* 4=3 4+ ?3(-';7, .3.9.%11? ,7*= 814=1? ';9 '*3*N9*) +742 the prosperity of the tobacco industry throughout central and 84;9-*73 .7,.3.%ĸ ?3(-';7,ś8 N789 94'%((4 =%7*-4;8* =%8 constructed in 1791, with several more tobacco warehouses constructed and operating by 1810. By this point in time, Lynchburg also boasted grocers, tanneries, blacksmiths, 5-%72%(.898Ĺ 9%<*738Ĺ %3) .98 N789 (-;7(-Ĺ (43897;(9*) '? the Methodists. Tobacco quickly became Lynchburg’s primary economy, with numerous tobacco warehouses processing and shipping the product down the James River. In 1817, the Lynchburg-Salem Turnpike began construction, along with a toll bridge across the James River. Other major infrastructure projects, such as the construction of a waterworks system and the completion of the James River and Kanawha Canal, were completed throughout the mid-1800s. The canal in particular was instrumental in boosting regional trade, as simpler navigation between Lynchburg and Richmond was now possible.

181

Lynchburg Together

The American Civil War brought new challenges to Lynchburg. The Town primarily served as a supply and hospital center and so was 1%7,*1? 85%7*) +742 2489 4+ 9-* N,-9.3, %3) )*897;(9.43 9-%9 51%,;*) 2%3? 3*%7'? .7,.3.% 94=38ĸ 42* N,-9.3, ).) N3%11? occur in the summer of 1864 with the Battle of Lynchburg in areas around the City and what is now recognized as Bedford County, 1*%).3, 94 % 43+*)*7%9* <.(947? 4<*7 3.43 +47(*8ĸ R*7 9-* %7 and during the Reconstruction period manufacturing became the dominant economic driver of the Town with iron works, blast furnaces, and steel mills fueling growth. The canal system which -%) '**3 8*<*7*1? )%2%,*) .3 % 8*7.*8 4+ (%9%89745-.( Q44)8 =%8 abandoned in favor of railroads, and an electric streetcar system was built by 1888 to serve Lynchburg’s 15,000 residents.

Lynchburg served as an important trading center for central Virginia in the mid-1700s. However, the need to ford the James .<*7 2%)* .9 ).V(;19 94 7*%(- 9-* 8*991*2*39ś8 3479-*73 neighbors, namely the growing community of Charlottesville. John Lynch, the son of local landowner Charles Lynch, established a ferry service on the James River in 1757. The ferry was named ?3(-ś8 *77? %R*7 .98 +4;3)*7 %3) 7*2%.3*) 574N9%'1* +47 2%3? years, contributing to New London’s growing prominence as a trading center following the American Revolution. Lynch saw the opportunity to establish a town on the hill overlooking the ferry site and petitioned the Virginia General Assembly for a town charter in 1784. The charter was granted in October 1786 and the 4=3 4+ ?3(-';7, =%8 4V(.%11? .3(47547%9*) .3 ŵżŴŹĸ

Other technological innovations such as the locomotive and the 9*1*,7%5- %184 574<*) '*3*N(.%1 94 ?3(-';7,ś8 *(4342?ĸ 3 %7(- 1848, the Lynchburg and Tennessee Railroad was incorporated with service operating by the early 1850s. This expanded the ability to export manufactured goods and also allowed Lynchburg to become a leisure destination for other Virginians, especially those from the more urbanized areas around Norfolk and Portsmouth. Continued expansion led to the Town and surrounding portions of Campbell and Bedford Counties being incorporated as the City of Lynchburg in 1852.

?3(-';7,ś8 N789 94'%((4 =%7*-4;8* %9 ŵŶ9- %3) 422*7(* 97**98Ĺ ';.19 .3 ŵŻŽŵ 2%,* 7*).9ĺ Ś -* .8947? 4+ ?3(-';7,Ĺ .7,.3.% ŵŻżźŌŵŽŸźĹŜ '? -.1.5 .,-9+449 Scruggs)

?3(-';7, .3 9-* ŵŽŴŴ8 Lynchburg’s transition from a tobacco-based economy into a manufacturing-based economy continued as the 20th Century began. Several large factories opened, manufacturing goods from textiles to shoes to agricultural equipment and residents of the Town used its newfound wealth to transform into a modern city. Numerous large homes were built in the Diamond Hill and .<*72439 %7*%8Ĺ % 8-.R %=%? +742 *)*7%1 .11Ĺ 9-* +472*7 neighborhood of the City’s elite. The Lynchburg Hill Climbers brought baseball to the city in 1894, and more electric power was supplied from the Reusens hydroelectric dam in 1903. In 1907, a 21-mile wooden pipe system was laid to nearby Pedlar Lake which continues to serve as the city’s primary water source.

.11.%28 .%);(9 %3) ;8.3*88 *(9.43 ő 2%,* 7*).9ĺ 48943 ;'1.( .'7%7?

?3(-';7, 4)%?

Higher education and the arts were established in Lynchburg with the founding of Randolph-Macon Women’s College, Sweet Briar College, and Lynchburg College in the late 1800s and early 1900s. A new high school was built in 1899, and soon replaced by a larger 43* .3 ŵŽŵŴĸ -* 43*8 *247.%1 .'7%7? 45*3*) %8 9-* N789 5;'1.( library in 1907. The Academy of Music opened in 1905, replacing the Lynchburg Opera House as the city’s premiere theater.

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Many of Lynchburg’s adult men served in the First World War %3) 9-* .9?ś8 2%3;+%(9;7*78 -*15*) 8;551? 9-* =%7 *L479ĸ -.8 continued in the Second World War, as Lynchburg’s manufacturing economy played an important role in supporting the Allied war *L479 %'74%)ĸ -* %.75479Ĺ 47.,.3%11? *89%'1.8-*) .3 ŵŽŷŵ %8 Preston Glenn Airport, was also used as a training center for pilots.

Today, Lynchburg is a lively mid-sized city, thanks to the rapid expansion of higher education, revitalization of the historic downtown, a growing arts scene, completion of several historic preservation projects, and creation of key developments such as Wyndhurst and Cornerstone.

Upon the conclusion of the Second World War Lynchburg’s economy began diversity, becoming an economy supported by % =.)* <%7.*9? 4+ ).<*78* .3);897.*8ĸ -*8* .3);897.*8 %3) N728 ranged from suppliers of nuclear technology and energy to machinery, paper, insurance, and cellular communications. The 3;(1*%7 5745;18.43 8?89*2 4+ 9-* =471)ś8 N789 3;(1*%7Ō54=*7*) merchant ship, the NS Savannah, was designed by Babcock & .1(4> 425%3? %9 .98 *25*7 97**9 4V(*ĸ -* 8?89*2 .98*1+ =%8 ';.19 3*%7'? %3) 9-* 8-.5ś8 N789 (7*= 97%.3*) %9 ?3(-';7, 411*,*ĸ

Lynchburg’s economy is now a robust blend of traditional industries, such as manufacturing, and modern industries, such as IT and engineering, all driven by a rich talent pipeline provided by the numerous colleges and universities in the area. The City has also received increased national attention for its diverse recreational opportunities and high quality of life, with Southern Living Magazine recently naming Lynchburg as one of the best Southern cities on the rise.

Section Sources Library of Virginia, Lynchburg Online

Community Proﬁle | Community History

182

4(%9.43 Š *4,7%5-? The City of Lynchburg is located in the heart of Central Virginia, and is bordered by the Blue Ridge Mountains and Bedford County to the west, Campbell County to the south and east, and Amherst County and the James River to the north. It is located approximately 180 miles southwest of Washington, D.C., 113 miles west of Richmond, and 60 miles east of Roanoke. Lynchburg has a land area of approximately 50 square miles; approximately 49 square miles are land area and 1 square mile is water area.

D The Lynchburg Metropolitan Statistical Area (MSA) covers approximately 2,140 square miles in the City of Lynchburg and the Counties of Amherst, Appomattox, Bedford, and Campbell. The MSA is estimated to have a population 4+ ŶźŵĹŹŽŷĹ 2%0.3, .9 9-* NR-Ō1%7,*89 metropolitan area in the Commonwealth of Virginia.

Climate

%3) 7*%

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Metropolitan Statistical 7*% Ł ł

The City of Lynchburg enjoys a humid subtropical climate, with cool winters and hot, humid summers. Daily mean temperatures range around 36 degrees in January to 76 degrees in July. Precipitation is distributed evenly throughout the year.

Lynchburg has a land area of approximately 50 square miles; approximately 49 square miles are land area and 1 square mile is water area.

Section Sources City of Lynchburg, National Oceanographic and Atmospheric Administration (NOAA) Climate Data, United States Census Bureau 2020 Census

183

Lynchburg Together

PLANNING AREA MAP

AM HE RS T

ORO

NSB

C OU

BOO

RIV

D 501

FOR E

OLD

FO R

NTY COU

PARK

FOR D

T AF 29

ELL

W LO

501

CAM

BED

ORN

LAKESIDE

221

LAN

TIM

S WARD

L ER

501

460

P AM

U CO

Legend City of Lynchburg James River Streets Highways Major Arterial Minor Arterial Collector Local

0.5

2 Miles

Community Proﬁle | Location & Geography

184

-?8.4,7%5-? The City of Lynchburg lies in the major physiographic province called the Piedmont Plateau, characterized by gently rolling topography, deeply weathered bedrock, and thick soils. At an average elevation of 643 feet, Lynchburg comprises approximately 50 square miles in the foothills of the Blue Ridge Mountains. The City is centered along the banks of the James River and within the James River Basin major watershed in the geographic center of Virginia. Lynchburg is well-developed with gently rolling topography throughout the City, including seven prominent hills surrounding the downtown area that have earned it the nickname “Hill City.”

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D 185

Lynchburg Together

STEEP SLOPES MAP

AM HE RS T

C OU

501

D 221

T AF

BED

FOR D

COU

NTY

501

460

P AM

U CO

Legend Streams and Rivers City of Lynchburg James River Streets Slope Map Flat (0°) Nearly level (1°) Gently level (2°) Gently sloping (3° - 5°) Strongly sloping (6° - 10°) Gently steep (11° - 15°) Moderately Steep (16° 20°)

0.5

2 Miles

Steep (21° - 30°) Very steep (31° - 90°)

Community Proﬁle | Location & Geography

186

PITTSBURGH

200 MILES

MORGANTOWN

WINCHESTER

WASHINGTON, D.C.

100 MILES HARRISONBURG

50 MILES

RICHMOND

D BLACKSBURG

VIRGINIA BEACH

BRISTOL

ROANOKE

DANVILLE

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GREENSBORO

RALEIGH

CHARLOTTE

COLUMBIA

REGIONAL CONTEXT MAP

187

Lynchburg Together

100 Miles

%,* .39*39.43%11? 1*R '1%30ĸ

T AF

R Community Proﬁle | Location & Geography

188

45;1%9.43 Š *24,7%5-.(8 Demographic changes and data impact community goals, local utility and transportation infrastructure needs, the demand for suitable housing, and the provision of public services - among other aspects of development and community character. Lynchburg’s population has continued to grow over time, and exhibits a younger demographic compared to .7,.3.% %8 % =-41* );* 94 9-* *L*(98 4+ -.,-*7 *);(%9.43 .389.9;9.438ĸ -.8 )%9% (%3 -*15 574<.)* .38.,-9 .394 =-*7*Ĺ %3) -4=Ĺ ?3(-';7,ś8 7*84;7(*8 =4;1) '* 9-* 2489 '*3*N(.%1 .3 9-* +;9;7*ĸ

45;1%9.43 7*3)8

The City of Lynchburg’s population increased from 65,269 to 79,009 in the 2020 Census, an increase of approximately 21%. Lynchburg’s population growth tracks closely with Virginia’s statewide population growth during the same time period during which Virginia’s population increased by about 21.5%.

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Population projections suggest that Lynchburg’s population will continue to grow steadily. The City’s population is forecasted to grow at a similar rate to its historical population growth, reaching almost 94,000 by 2050 - an 18% increase from its 2020 population. -.8 .8 % 8.2.1%7 97*3) 94 (425%7%'1* .7,.3.% (.9.*8Ĺ %3) 7*Q*(98 -.8947.( 545;1%9.43 ,74=9- %8 545;1%9.43 8-.R8 %=%? +742 7;7%1 localities to urban and suburban areas. Being an independent city in Virginia without the ability to annex additional land to expand, Lynchburg’s main growth constraint is a lack of developable land. While available population projections are based on past growth rates, actual population growth over this period will be determined by the manner that remaining land is developed, with density and land use being the primary factors. Lynchburg’s overall population is younger than Virginia’s population as a whole. This can be attributed to the presence of several colleges and universities in the City of Lynchburg: University of Lynchburg, Liberty University, Central Virginia Community College, Randolph College, and Virginia University of Lynchburg.

79,009

City of Lynchburg 2020 Population

53%

47%

Female

Male

Section Sources United States Census Bureau 2020 Census

1,613.2 Citywide Population Density

189

Lynchburg Together

27.3 Lynchburg’s Median Age

39 Virginia’s Median Age

POPULATION DENSITY MAP

AM HE RS T

ORO

NSB

C OU

BOO

Lynchburg’s population distribution is heavily .3Q;*3(*) '? 9-* 14(%9.43 4+ several Universities within in the City: the most densely populated Census block groups are those in close proximity to an institution of higher education.

RIV

D 501

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FO R

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CAM

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W LO

501

BED

ORN

LAKESIDE

221

LAN

TIM

S WARD

A RL

501

460

M CA

O LC

Legend City of Lynchburg James River Streets Population Density 691 persons/ square mile

7,704 persons/ square mile

0.5

2 Miles

Community Proﬁle | Population & Demographics

190

The age distribution comparison is further evidence of a large college student population in Lynchburg. The 18 to 24 age group is by far 9-* 1%7,*89 ,74;5Ĺ 2%0.3, ;5 ŶŶƧ 4+ 9-* 545;1%9.43 Ŏ % 2;(- 1%7,*7 ).L*7*39.%1 +742 9-* 89%9* %<*7%,* 9-%3 9-* 49-*7 %,* ,74;58ĸ Lynchburg’s population is, however, very similar to Virginia as a whole when it comes to racial demographics. The majority of Lynchburg’s 545;1%9.43 .)*39.N*8 %8 =-.9*Ļ 1*88 9-%3 ŶŴƧ 4+ 7*8.)*398 .)*39.+? %8 %349-*7 7%(* 47 '.7%(.%1ĸ

85+ 80 to 84 75 to 79 70 to 74 65 to 69 60 to 64 55 to 59 50 to 54

45 to 49 40 to 44

35 to 39 30 to 34 25 to 29

T AF 20 to 24 15 to 19 10 to 14

5 to 9

6000

8000

4000

2000

Male

RACE

Lynchburg

191

Lynchburg Together

2000

4000

Female

Virginia

6000

8000

Families -* ĸ ĸ *38;8 ;7*%; )*N3*8 % +%2.1? %8 % ,74;5 4+ 9=4 5*451* or more (one of whom is the householder) related by birth, marriage, or adoption and residing together; all such people (including related subfamily members) are considered as members of one family. The percentage of family households out of total households in Lynchburg increased between 2011 and 2021, while the statewide averages decreased slightly during the same time period. Therefore, the proportion of family households in the City has trended upwards, while the rest of Virginia has decreased since 2011. However, the household size in Lynchburg remains slightly smaller than the average statewide, again likely due to a high percentage of college-age adults which are less likely to have dependent children.

3.15

3.0

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<*7%,* %2.1? .@*

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Lynchburg has educational attainment rates very similar to Virginia overall, with a slightly higher rate of associate’s degrees and a slightly lower rate of graduate or professional degrees.

Community Proﬁle | Population & Demographics

192

4;8.3, Š *.,-'47-44)8 Part of a Comprehensive Plan is to ensure that a community continues seeking opportunities to improve and modernize, tangibly and intangibly. Understanding the current housing market (availability, family size, etc.) – in conjunction with quality of health and life – can aid the City of Lynchburg in determining those community assets that need strengthening and opportunities for improvement to overall livability.

Median Home Value

Median Gross Rent

$215,200

$937

City of Lynchburg

$365,700

$1,257

Virginia

4;8.3, 94(0

32%

4;8*-41) .@*

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489 <%(%39 ;3.98 ŁŵŸĸŻƧł %7* (1%88.N*) '? 9-* *38;8 %8 Ś49-*7 vacant” - a broad category where a number of factors could explain vacancy - or “for rent” - meaning that units are available for rent but not occupied.

The average household size for owner-occupied units in 2010 was 2.39 persons compared to 2.29 persons for renter-occupied units. By 2021, the average household size for owner-occupied units increased to 2.54 persons, while the household size for renteroccupied units decreased slightly to 2.23 persons.

Tenure

Roughly half of Lynchburg homes are owner-occupied, and half are 7*39*7Ō4((;5.*)ĸ %9% +742 9-* ĸ ĸ *38;8 7*Q*(98 % 97*3) %=%? from owner-occupancy towards renter-occupancy over the last two decades, with owner-occupancy declining from 58.5% and renteroccupancy increasing from 41.5% in 2000.

,* 4+ 4;8.3, 94(0 Lynchburg has a relatively high share of older housing, with more of its housing stock having been constructed in 1939 or earlier compared to any other time period. The smallest share of the housing stock was constructed between 2014 and the present, suggesting that new residential construction has declined 8.,3.N(%391? 8.3(* ŶŴŵŷĸ

193

Lynchburg Together

33,637 housing units

of households are cost-burdened

The total number of housing units in the City of Lynchburg increased from 31,992 housing units in 2010 to 34,201 housing units in 2022. Lynchburg has also seen an increase in the total number of occupied housing units, from 28,476 units in 2010 (89.01% of total units) to 29,181 units in 2021 (85.3% of total units). However, this occupancy rate still falls below the reported statewide average occupancy rate (91.79%).

90.3% of households have a broadband internet subscription in 14% 114 4

2.35 people per household

4;8.3, ?5*

4;8.3, 489 ;7)*3

Lynchburg’s housing stock primarily consists of single-family detached units, which comprise over half of Lynchburg’s 33,637 total housing units. 67% of occupied housing units have 2 or 3 bedrooms, while 21% have four bedrooms or more.

4;8.3, %1;*Ĺ 489Ĺ %3) *39 Overall, the value of owner-occupied units in in Lynchburg is relatively low when compared to the statewide average. Similarly, median monthly homeowner costs with a mortgage are $1,285 in Lynchburg compared to $2,014 statewide. There is a smaller ).L*7*3(* '*9=**3 2*).%3 2439-1? -42*4=3*7 (4898 =.9-4;9 % mortgage, with Lynchburg at $469 and Virginia overall at $546.

Despite the relatively low cost of housing in the City, a higher share of Lynchburg households are cost-burdened compared to 9-* 89%9*=.)* %3) 7*,.43%1 %<*7%,*8ĸ 489 ';7)*3 .8 )*N3*) '? the U.S. Department of Housing and Urban Development (HUD) as paying more than 30% of annual gross household income towards housing. Lynchburg has a 32% cost burden rate compared to the ŶŻĸżƧ %<*7%,* %(7488 9-* 42243=*%19-ĸ -.8 ).L*7*3(* .8 *<*3 greater when compared to surrounding localities. Lynchburg’s high percentage of cost-burdened residents may be a result of the large number of students in the City, who tend to have little or no 4V(.%1 .3(42*ĸ

T AF

D $1,285 $2,014 *).%3 439-1? Homeowner Costs .9- % 479,%,*

*).%3 439-1? Homeowner Costs .9- % 479,%,*

$469

$546

*).%3 439-1? 42*4=3*7 4898 Ō 4 479,%,*

Community Proﬁle | Housing & Neighborhoods

194

*)1.3.3,

%(%39 %3) *7*1.(9 4;8.3,

“Redlining” is used to describe a discriminatory practice in which lenders would systematically deny loans, mortgages, and other N3%3(.%1 8*7<.(*8 94 7*8.)*398 4+ (*79%.3 %7*%8 '%8*) 43 9-* prevailing race or ethnic group in the area. Lenders would draw red shaded areas on maps to visualize these “hazardous” areas, leading to the term “redlining.”

Vacant and derelict housing was cited as a top concern by many Lynchburg residents. The City actively tracks both vacant and deteriorating properties, as registered through the Vacant Building Registration Program and the Derelict Program.

The map below shows “redlined” areas in Lynchburg in 1936. These areas are in and around the present-day neighborhoods of Diamond Hill and Downtown. Yellow areas are indicative of other areas with high concentrations of racial or ethnic minorities, where green and blue areas are indicative of neighborhoods that were middle-to upper-class and predominantly white.

•

Overall, most vacant and derelict structures are concentrated in and around downtown Lynchburg. Newer neighborhoods and neighborhoods on the periphery of the City tend to have lower concentrations of theses types of structures.

•

Vacant and derelict structures tend to be inversely correlated with household income: the higher the median household income of an area, the lower the concentration of vacant and derelict structures, and vice versa.

•

Vacant and derelict structures are also inversely correlated with owner-occupancy rate: areas with higher percentages of owner-occupied housing tend to have lower concentrations of vacant and derelict structures.

•

The far majority of vacant and derelict structures are located outside designated historic districts.

•

There is a direct correlation between housing age and vacant or derelict structures. Areas with older housing tend to have higher concentrations of vacant and derelict structures.

T AF

-* .25%(98 4+ 7*)1.3.3, %7* '74%) %3) 8.,3.N(%39Ĺ ';9 57.2%7.1? resulted in generational poverty through neighborhood segregation, continuous loan denials, and predatory lending. This can be seen today, where areas immediately in and around Diamond Hill and Downtown have higher poverty rates and lower rates of owner-occupied housing.

As shown on the maps on the following page, there are several important takeaways to understand when:

Section Sources

City of Lynchburg, Virginia Housing Forward, Virginia Realtors, United States Census Bureau 2020 Census, American Community Survey

195

Lynchburg Together

VACANT AND DERELICT PROPERTY TRENDS The map series here shows vacant and derelict structures registered with the City of Lynchburg and how they correspond to historic districts, median household income, housing age, and owner-occupancy.

HISTORIC DISTRICTS

MEDIAN HOUSEHOLD INCOME

D R

Derelict Vacant

State & National Historic Districts

Local Historic Districts

Block Groups

Vacant

City Boundaries

MEDIAN HOUSEHOLD INCOME Low Median Household Income

High Median Household Income

T AF

City Boundaries

Derelict

HOUSING AGE

OWNER-OCCUPIED HOUSING

Derelict

Census Tracts

Vacant

City Boundaries

HOUSING AGE Low % of Older Housing

Derelict

Census Tracts

Vacant

City Boundaries

OWNER-OCCUPIED HOUSING High % of Older Housing

Low % of Owner-Occupied Housing

High % of Owner-Occupied Housing

Community Proﬁle | Housing & Neighborhoods

196

422;3.9? *%19- Š %+*9? Public safety contributes greatly to the quality of life in a community. When residents feel safe, they can focus on building their physical, mental, and relational health. This is because threats – both real and perceived – no longer prevent them from freely accessing opportunities for education, employment, socialization, and recreation. Similarly, a high level of community health is closely related to a strong economy, equitable land use patterns, and the provision of well-maintained public infrastructure.

;'1.( %+*9?

Year

Crimes Against Persons

Crimes Against Property

Crimes Against Society

Total

Year-over-Year Percentage Change

2018

2,110

2,852

;'1.( 8%+*9? .88;*8 Ŏ 85*(.N(%11?Ĺ (7.2* Ŏ -%<* *2*7,*) %8 % 945 (43(*73 +47 ?3(-';7,ś8 (422;3.9? +47 8*<*7%1 ?*%78ĸ 4=*<*7Ĺ according to Virginia State Police (VSP) data, both the overall crime rate and annual arrests have been steadily declining for the past several years. Crime overall spiked in 2019, but has declined ever since, dropping a notable 18% between 2022 and 2023. Similarly, violent (7.2* .3(.)*398 85.0*) .3 ŶŴŵŽ %3) ŶŴŶŴĹ ';9 -%<* )7455*) 8.,3.N(%391? *<*7 8.3(*ĸ 7;, 8*.@;7*8 -%<* %184 '**3 )*(1.3.3,Ĺ %19-4;,- 9-.8 is most likely due to the statewide decriminalization of recreational marijuana in 2021.

1,312

6,274

N/A

2019

1,929

3,072

1,929

6,930

+10.46%

2020

2,072

2,524

1,586

6,182

-10.79%

2021

1,537

2,588

1,780

5,905

-4.48%

2022

1,570

2,710

1,497

5,777

-2.17%

2023

1,390

1,966

1,351

4,707

-18.52%

Violent Crime Incidents

Lynchburg Crime Incidents (2018-2022)

Year

Year-over-Year Percentage Change

2018

283

N/A

2019

320

+13.07%

2020

369

+15.32%

2021

335

-9.21%

2022

288

-14.03%

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Total

Drug Seizure Incidents

197

Lynchburg Together

Year

Total

Year-over-Year Percentage Change

2018

806

N/A

2019

1,060

+31.50%

2020

962

-9.25%

2021

558

-42%

2022

417

-25.27%

Health Outcomes

Health Factors

Health Outcomes tell us how long people live on average within a community, and how much physical and mental health people experience in a community while they are alive.

%3? 9-.3,8 .3Q;*3(* -4= =*11 %3) -4= 143, we live. Health Factors represent those things we can improve to live longer and healthier lives. They are indicators of the future health of our communities.

Lynchburg is ranked in the lower middle range of counties in Virginia (Lower 25%-50%).

Lynchburg is ranked in the higher middle range of counties in Virginia (Higher 50%75%).

Least Healthy

25%

LYH 50%

75%

Least Healthy

100%

Healthiest

25%

50%

LYH 75%

100%

Measuring the average number of each type of day for Lynchburg residents...

16%

Average Poor Physical Health Days

Poor or Fair Health (%)

Average Poor Mental Health Days

4.7

3.2 VA: 4.1

VA: 2.7

T AF

VA: 12%

98% 24%

have adequate access to a park or recreation facility...

...but

of adults are physically inactive

! 16%

have severe housing problems

1 in 10

people do not have a reliable source of food

608.5 in LYH 479.9 in VA Number of STIs per 100,000 people

Community Proﬁle | Community Health & Safety

198

;.1).3, 422;3.9? %+*9? %3) *11'*.3, 9-74;,- Public safety is a cornerstone of quality of life in Lynchburg, with the Lynchburg Police Department (LPD) leading the way in creating a safer, more resilient community. Recognizing that crime disrupts health and prosperity, LPD employs innovative, proactive methods that reduce crime rates and improve overall community wellbeing. LPD’s Mission Statement is “Your Partners – Your Protectors”. LPD takes pride in being an active, trusted partner in the Lynchburg community. With a commitment to accountability, public safety, and innovative policing practices, the Department works tirelessly to provide a safe, vibrant environment for Lynchburg’s residents and visitors alike. Through strategic initiatives, strong community ties, and proactive safety measures, LPD ensures that Lynchburg remains a place where everyone can live, work, and thrive in security and peace. 74%(9.<* 7.2* *);(9.43 3.9.%9.<* 3 ŶŴŶŷĹ .3974);(*) 9-* 97%9.N*) 41.(.3, 24)*1 94 7*);(* (7.2* 7%9*8 %(7488 ?3(-';7,ĸ -.8 *<.)*3(*Ō'%8*)Ĺ 574'1*2Ō841<.3, 24)*1 +4(;8*8 43 .)*39.+?.3, -.,-Ō%(9.<.9? %7*%8Ĺ 9%7,*9.3, 7*5*%9 4L*3)*78Ĺ %3) -41).3, %((4;39%'1* +47 2*%8;7%'1* 7*8;198ĸ ? .39*38.+?.3, *L4798 .3 %7*%8 =.9- *1*<%9*) (7.2*Ĺ -%8 )*243897%9*) % 574<*3 %'.1.9? 94 7*);(* <.41*39 (7.2* %3) *3-%3(* (422;3.9? safety through strategic patrols and increased engagement with local residents and businesses.

*39%1 *%19- %3) 7.8.8 *85438*

LPD’s collaboration with Horizon Behavioral Health through the Co-Responder Program underscores the Department’s commitment to (425%88.43%9* 1%= *3+47(*2*39ĸ ? )*514?.3, 97%.3*) 2*39%1 -*%19- 574+*88.43%18 %143,8.)* 4V(*78Ĺ 574<.)*8 9.2*1? .39*7<*39.43 for residents experiencing crises, ensuring they receive the support they need in challenging situations. This co-response approach aligns with LPD’s dedication to public service by prioritizing the mental wellbeing of the community.

T AF

)).9.43%11?Ĺ .8 (422.99*) 94 -%<.3, *<*7? 4V(*7 97%.3*) .3 94 -%3)1* 2*39%1 -*%19- 8.9;%9.438 *L*(9.<*1? %3) 8%+*1?ĸ <*7 ŵŴŴ 4V(*78 %3) 89%L 2*2'*78 -%<* (4251*9*) 9-.8 *88*39.%1 97%.3.3,Ĺ =-.(- *6;.58 9-*2 94 )*Ō*8(%1%9* (7.8*8 =.9- *25%9-? %3) *>5*79.8*ĸ -.8 (422.92*39 *>*251.N*8 ś8 +47=%7)Ō9-.30.3, %5574%(- 94 5;'1.( 8%+*9?Ĺ 7*(4,3.@.3, 9-%9 %))7*88.3, 2*39%1 -*%19- .3 policing is vital to building trust with the community. LPD’s Community Policing Advisory Group and Community Action Team has bridged the gap between law enforcement and residents, providing a vital platform for collaboration. Through partnerships with local businesses, faith organizations, youth programs, and non574N98Ĺ 897*3,9-*38 9.*8 =.9-.3 9-* (422;3.9?Ĺ *3(4;7%,.3, 8-%7*) 7*85438.'.1.9? +47 3*.,-'47-44) 8%+*9?ĸ -*8* *L4798Ĺ 5%.7*) with regular community policing activities, reinforce the Department’s commitment to transparency, responsiveness, and public trust.

Human Services

The Lynchburg Department of Social Services is combined with the Lynchburg Department of Juvenile Services to form the Department of Human Services. It is one of 120 local departments in Virginia’s state-supervised, locally administered public social services system. The Department is an agency of Lynchburg’s city government which administers federal, state and local public assistance and social work service programs. Several of the programs available to City residents through Human Services include: • Auxiliary Grant Program (AG: Supplement to income for recipients of Supplemental Security Income (SSI) and certain other aged, blind or disabled individuals residing in a licensed adult care residence (ACR) or in adult family care (AFC). • Energy Assistance Program (EAP): This program consists of two components: Fuel Assistance (FA) and Emergency Crisis Assistance Ł łĸ -* (42543*39 .8 .39*3)*) 94 574<.)* 8;551*2*39%1 %88.89%3(* 94 4L8*9 9-* 7.8.3, (4898 4+ -42* -*%9.3, *>5*38*8ĸ • General Burial Relief Assistance Program: Provides burial services for deceased individuals who meet income and resource guidelines. • Childcare Services • Foster Care Services • Child Seat Belt and Safety Services

199

Lynchburg Together

%,* .39*39.43%11? 1*R '1%30ĸ

T AF

R Community Proﬁle | Community Health & Safety

200

(4342? Š 470+47(* A healthy, resilient economy is the lifeblood for any city. Lynchburg is fortunate to have numerous institutions of higher education within its borders, which provide education-to- employment opportunities and provide a rich talent pipeline for local employers. Additionally, Lynchburg’s economic base is highly diverse, with its major employers representing a strong presence in healthcare, education, manufacturing, government, and retail. Assessing economic strengths, weaknesses, opportunities, and trends can show how resources should be best allocated for Lynchburg to maintain its strong economy and keep wealth circulating locally.

T AF

D Section Sources United States Census Bureau 2020 Census, Virginia Economic Development Partnership, Virginia Employment Commission, Virginia Tourism Corporation

201

Lynchburg Together

Economic Snapshot The City of Lynchburg is the heart of the Lynchburg Metropolitan Statistical Area (MSA), a 2,139 square mile area composed of the City and the surrounding four counties. It is the central destination for employment, healthcare, and shopping within the region as well as containing 9-* 2%/47.9? 4+ 9-* 7*,.438 1%7,* *);(%9.43%1 .389.9;9.438ĸ 8 % 7*8;19Ĺ ?3(-';7, *3/4?8 % 74';89 *(4342?Ĺ =.9- 8.,3.N(%39 *2514?2*39 .3 Manufacturing, Retail Trade, Health Care and Social Assistance, Accommodation and Food Services, and Government.

52.1% 62%

470+47(* Participation Rate

Number of Annual Establishments

Median Household Income

48,686

2.9%

Annual Average Employment

Unemployment Rate

Type of Worker

T AF

470+47(* Participation Rate

$54,015

2,731

Type of Worker

Number of Employed Population

Percent of Employed Population

Private wage and salary workers

31,211

84.50%

Government workers

3,794

10.30%

Self-employed

1,923

5.20%

Unpaid family workers

0.10%

$2,462,873,381 Total Annual Wages

Community Proﬁle | Economy & Workforce

202

3(42* %3) 4<*79? ?3(-';7,ś8 2*).%3 -4;8*-41) .3(42* .8 8.,3.N(%391? 14=*7 than the statewide median largely due to the large number of college students living in the City who typically have little to no income. Median Family Income was $65,065 and Married-Couple Family Income was $85,795, while Non-family Household income, which includes students, was $36,081. Lynchburg’s median household income has increased steadily since the year 2000, and at a similar rate to the statewide increase. Lynchburg’s poverty rate is higher than the surrounding counties and the statewide average due to the large number of college students. This is a common factor in other college towns throughout Virginia. However, statistics also reveal higher than average poverty among children and youth.

Unemployment

T AF

Lynchburg’s unemployment rate for the month of March 2024 was 2.9%, which is equivalent to the statewide unemployment rate, and lower than the national average of 3.8%. Over the last decade the unemployment rate has slowly declined in line with state and national 97*3)8 +742 % -.,- 4+ żĸŵƧ .3 ŶŴŵŶĹ 3*%7 9-* *3) 4+ 9-* 5*7.4) %R*7 9-* ŶŴŴż N3%3(.%1 (7.8.8Ĺ 94 % 14= 4+ ŷĸŻƧ .3 ŶŴŵŽĹ 57.47 94 9-* ŶŴŶŴ Coronavirus pandemic. The unemployment rate for 2020 spiked sharply to 7.5% and has declined in line with state and national trends since. While Lynchburg’s unemployment rate closely tracked the state average during the last decade, it was consistently higher. This is likely due to Virginia’s tendency to have unemployment rates that are below the national average due to federal spending and the countercyclical nature of that spending.

203

Lynchburg Together

4'8 '? 3);897? *(947

Top Ten Employers

The largest industry sector in the City by employment is Health Care and Social Assistance (10,501), which accounts for 21.7% of all jobs. The next largest sectors are Retail Trade (6,060), Accommodation and Food Services (5,636), Manufacturing (5,606), and Government (4,577). -* .9?ś8 945 *2514?*78 %7* 7*Q*(9.<* 4+ 9-* 1%7,*89 industry sectors.

T AF

D Community Proﬁle | Economy & Workforce

204

(4342.( %(9.<.9? .3 9-* .9? .8 )7.<*3 '? 9-* +4114=.3, 0*? +%(9478ĺ

*%19-(%7*Ĺ =-.(- employs almost twice as many workers %8 9-* 3*>9 1%7,*89 sector

%3;+%(9;7.3,Ĺ particularly ';8.3*88*8 9.*) 94 9*(-3414,? %3) +*)*7%1 ,4<*732*39 (4397%(9.3,

T AF

-* 1%7,* 3;2'*7 4+ 89;)*398 =-4 (42* 94 ?3(-';7, +47 -.,-*7 *);(%9.43

-*8* 9-7** +%(9478 '7.3, 4;98.)* 7*<*3;* .394 9-* 14(%1 *(4342? 4+ 9-* .9?Ĺ -*15.3, ,*3*7%9* *(4342.( %(9.<.9? %3) 14(%1 =*%19- %3) 8*7<.3, %8 9-* 0*? 94 9-* .9?ś8 +;9;7* 8;((*88ĸ 11 9-7** 4+ 9-*8* 8*(9478 %7* +47*(%89 94 ,74= .3 9-* (42.3, ?*%78 =-.(-Ĺ .+ 7*%1.@*)Ĺ 8-4;1) -%<* 548.9.<* 85.3Ō4L *L*(98 +47 9-* .9?ĸ

205

Lynchburg Together

74/*(9.438 %3) 7*3)8 ?3(-';7,ś8 9-7** 0*? *(4342.( +%(9478 -%<* 574<*3 .3<%1;%'1* 94 9-* ).<*78.N(%9.43 4+ ?3(-';7,ś8 *(4342?Ĺ %3) 2%? 574<.)* 9-* basis for a transition to a more knowledge-based and technologically driven economic base. Virginia Employment Commission (VEC) projections for Region 2000 - which includes includes the counties of Amherst, Appomattox, Bedford and Campbell; the cities of Bedford and Lynchburg; and the towns of Altavista, Amherst, Appomattox, Brookneal and Pamplin City - illustrate these trends with positive 574/*(9.438 .3 9-*8* .3);897.*8ĸ 184 349%'1* %7* 574/*(9*) .3(7*%8*8 .3 9-* 74+*88.43Ĺ (.*39.N(Ĺ %3) *(-3.(%1 *7<.(*8 %3) 798Ĺ Entertainment, and Recreation industries. While Lynchburg lags behind the state average in some factors, such as the post-pandemic unemployment rate, strong population growth, large numbers of creative and educated young people, and increasing integration with the national and global economy should 574<.)* 8.,3.N(%39 ,74=9- 549*39.%1 ,4.3, +47=%7)ĸ 0*? +%(947 .3 7*%1.@.3, 9-.8 549*39.%1 .8 -4= '*89 94 (%59;7* 9-.8 =*%19- %3) %(9.<.9? and keep it circulating within the local economy.

Industry Employment and Projections (2020-2030)* Employment

Percent Change

Projected 2030

Change

Total

99,401

104,970

5,569

5.60%

Total Self-Employed and Unpaid Family Workers

5,544

5,385

-159

-2.87%

Agriculture, Forestry, Fishing and Hunting

863

946

9.62%

Construction

5,358

5,598

240

4.48%

13,728

14,724

996

7.26%

3,349

4,040

691

20.63%

12,466

11,527

-939

-7.53%

Manufacturing Retail Trade

T AF

Wholesale Trade

Estimated 2020 Total, All Industries

Information

639

401

-238

-37.25%

Finance and Insurance

3,197

3,452

255

7.98%

Real Estate and Rental and Leasing

1,145

1,064

-81

-7.07%

74+*88.43%1Ĺ (.*39.N(Ĺ %3) Technical Services

5,048

5,902

854

16.92%

Management of Companies and Enterprises

1,272

1,395

123

9.67%

Administrative and Support and Waste Management and Remediation Services

4,456

4,893

437

9.81%

Educational Services

7,526

8,482

956

12.70%

Health Care and Social Assistance

16,011

16,258

247

1.54%

Arts, Entertainment, and Recreation

1,102

1,517

415

37.66%

Accommodation and Food Services

7,424

8,601

1,177

15.85%

Other Services (except Public Administration)

2,686

2,881

195

7.26%

3(1%88.N*)

5,141

5,311

170

3.31%

*NOTE: This data includes all localities in Region 2000. Industry employment and projections are currently unavailable for the City of Lynchburg.

Community Proﬁle | Economy & Workforce

206

4;7.82 Š 7%<*1

Economic Incentive Zones

The City of Lynchburg has a robust and dynamic Tourism and Marketing program with promotes the City and its businesses. -* V(* 4+ (4342.( *<*1452*39 Š 4;7.82 2%.39%.38 websites and social media accounts for the City promoting activities and providing a face for the community to the outside world. In the City, tourism accounts for 3,245 jobs and is increasing, and tourism industries provided $22.7 million in state and local tax revenue in 2022.

There are several economic development incentive zones available to businesses and investors in the City of Lynchburg. Major programs include:

• James River Arts & Cultural District Program – Arts and Cultural businesses established within the James River Arts & Cultural District are eligible for reimbursement of (*79%.3 ';8.3*88 1.(*38* 9%>*8 %3) 7*,;1%947? Q*>.'.1.9? as approved. There is also the Arts District grant fund, 2%3%,*) '? 9-* V(* 4+ (4342.( *<*1452*39 %3) 4;7.82Ĺ +47 343574N9 47,%3.@%9.438Ĺ ';8.3*88*8Ĺ %3) individuals wishing to participate or complete art-related projects in the district. • 55479;3.9? 43* Ŏ -*7* %7* +4;7 +*)*7%11? )*8.,3%9*) 55479;3.9? 43*8 .3 ?3(-';7, ;3)*7 9-* ŶŴŵŻ %> ;98 and Jobs Act. This designation provides an economic and (422;3.9? )*<*1452*39 9%> '*3*N9 94 .3<*89478 =.9- capital gains. It is designated to encourage long-term private investment in low-income census tracts. This designation is current through December 31, 2028.

T AF

Another important trend is the revitalization of Downtown Lynchburg and its enhancement as a place-based district. Lynchburg’s Downtown 2040 Master Plan envisions the area as “the economic, social, and cultural hub of Central Virginia – a destination for visitors and livable neighborhood for residents” =.9- % Ś).<*78* 4L*7.3, 4+ 7*9%.1Ĺ 7*89%;7%398Ĺ %3) 7*(7*%9.43%1 activities”. As this vision is implemented Downtown Lynchburg will become a more desirable business and living location, and 247* )*N3.3, 4+ 9-* 7*,.43ś8 .)*39.9?Ĺ 1*%).3, .9 94 '* %3 *3,.3* +47 growth and creativity.

• 39*757.8* 43*8 Ŏ -* .7,.3.% 39*757.8* 43* 574,7%2 encourages job creation and private investments in designated areas throughout the state. There are two )*8.,3%9*) 39*757.8* 43*8 (4<*7.3, ŸĹŶŴŴ %(7*8 4+ commercial property in Lynchburg. This program includes two grant-based incentives, the Job Creation Grant (JCG) %3) 9-* *%1 745*79? 3<*892*39 7%39 Ł łĹ 94 6;%1.N*) investors and job creators within those zones. The City provides additional local incentives.

• *(-3414,? 43* Ŏ -* *39.7* .9? 4+ ?3(-';7, .8 % (*79.N*) *(-3414,? 43* %3) .8 *89%'1.8-*) '? 7).3%3(*ĸ ;%1.N*) businesses that are located in the technology zone shall be *39.91*) 94 % N<*Ō?*%7 7*.2';78*2*39 4+ ';8.3*88 1.(*38* taxes on an established scheduled percent. • 4;7.82 43* Ŏ ?3(-';7, .9? 4;3(.1 *89%'1.8-*) 9-* *39.7* (.9? %8 % 4;7.82 43* .3 ŶŴŵŹĸ -* 5;7548* '*-.3) 9-.8 designation is to promote the continued development and success of tourism-based businesses. Tourism projects .3 9-* .9? 2%? '* *1.,.'1* +47 % ,%5 N3%3(.3, 574,7%2 managed by the Virginia Tourism Corporation and the Virginia Resources Authority.

Lynchburg Tourism Economic Impacts (2018-2022)

207

2018

2019

2020

2021

2022

Expenditures

$214,401,688

$206,241,296

$159,786,784

$217,684,629

$240,008,719

Labor Income

$60,034,295

$61,743,219

$55,236,958

$61,873,102

$71,392,704

Local Tax Receipts

$11,162,277

$11,044,119

$8,831,270

$10,647,457

$11,914,488

State Tax Receipts

$6,632,082

$6,543,052

$4,985,332

$6,568,263

$7,580,699

Lynchburg Together

INCENTIVE ZONES MAP The map here shows ?3(-';7,ś8 39*757.8* 43*8 %3) 55479;3.9? 43*8Ĺ %8 well as the James River Arts & Cultural District Program. AM HE RS T

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Legend City of Lynchburg James River Streets Highways Major Arterial Minor Arterial Collector Local James River Arts and Cultural District Opportunity Zones

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*,.43%1 (4342.( *<*1452*39

74%)'%3)ŉ .'*7 ((*88

The Comprehensive Economic Development Strategy (CEDS) is a program under the U.S. Economic Development Administration (EDA). It is used as a tool used to diversify, manage, and strengthen a region’s economic longevity. It was developed by the Central Virginia Planning District Commission (CVPDC) and Lynchburg Regional Business Alliance (LRBA) and adopted in 2016, and provides the following to the region:

Between the rise of both online commerce and telecommuting, broadband access is a crucial component for the success of businesses. Industries not only need access to skilled workers, but also to informational and internet infrastructure itself. The majority of Lynchburg’s census blocks have at least 95% of addresses covered by at least 250 megabits per second with any technology.

• A comprehensive regional assessment • Strategic vision, goals, and key initiatives • Implementation plan

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422;9.3, As elsewhere, commuting is an important phenomenon for both individuals and communities in the City of Lynchburg and the greater Central Virginia region. For the individual, commuting between localities creates linkages between home and work. At the jurisdictional level, adjacent localities that exchange large numbers of workers 4R*3 )*<*145 (445*7%9.<* 9.*8ĸ <*7%11Ĺ 247* 5*451* %7* commuting into the City of Lynchburg for work than are commuting out, with the most in-commuters originating from Campbell and Bedford Counties. These two counties are also the top two destinations for Lynchburg residents who out-commute.

34,728

8.1%

Total Commuters into Lynchburg

Percentage of Workforce Working Remotely

14,278 Total Commuters out of Lynchburg

8.6%

17 MINUTES

Percentage of Workforce that Carpools

Top Employee Origins 1. Campbell County 2. Bedford County

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1. Bedford County 2. Campbell County 3. Amherst County 4. City of Roanoke 5. Roanoke County

3. Amherst County 4. Appomattox County 5. Pittsylvania County

Community Proﬁle | Economy & Workforce

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7%385479%9.43 Š 433*(9.<.9? -* 8%+* %3) *V(.*39 24<*2*39 4+ 5*451* %3) ,44)8 +742 47.,.38 94 )*89.3%9.438 .8 %3 .25479%39 %85*(9 4+ 51%33.3, for future land use and growth and is inextricably linked with strong economic development. Providing safe and wellmaintained streets, roads, rail systems, sidewalks, trails, and public transportation is an important goal of the City of Lynchburg during the timeframe of this Plan.

• Major Collector – These streets are longer in length and have lower connecting driveway densities. They also have higher speed limits, are spaced at greater intervals, have -.,-*7 %<*7%,* )%.1? 97%V( <41;2*8Ĺ %3) 2%? -%<* 247* travel lanes than minor collectors. In urban areas, major (411*(9478 574<.)* 1%3) %((*88 %3) 97%V( (.7(;1%9.43 within residential neighborhoods, commercial, and .3);897.%1 ;8*8Ĺ (-%33*1.3, 9-* 97%V( +742 14(%1 897**98 94 the arterial system.

• 9-*7 7**=%?8 %3) >57*88=%?8 Ŏ -.8 (1%88.N(%9.43 .8 intended for highways that are generally divided with partial or full control-of-access. Their primary purpose is 94 8*7<* 9-74;,- 97%V( %3) 2%/47 (.7(;1%9.43 24<*2*398 within or around Urban Areas.

• Minor Collector –In urban areas, these streets provide land %((*88 %3) 97%V( (.7(;1%9.43 .3 14=*7 )*38.9? 7*8.)*39.%1 and commercial/industrial areas. Typical operating characteristics of minor collectors include lower speeds and fewer signalized intersections. Minor collectors penetrate residential neighborhoods, but only for a short distance.

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The Virginia Department of Transportation (VDOT) maintains % 89%3)%7).@*) (1%88.N(%9.43 8?89*2 +47 9-* 97%385479%9.43 network at the local level. This system is a result of the Federal Highway Act of 1973, which required the alignment of all federal aid roads with a nationwide standard. The maintenance of functional classes for roads is required to be eligible for federal transportation funds, frequency of VDOT maintenance .385*(9.438Ĺ %3) 49-*7 '*3*N98ĸ -* .9? 4+ ?3(-';7,ś8 74%)8 (%3 '* (1%88.N*) %8 9-* +4114=.3,ĺ

• Major Arterial Ŏ 3 ;7'%3 %7*%8Ĺ 9-.8 (1%88.N(%9.43 .8 .39*3)*) to serve the major activity centers of a metropolitan %7*% %3) 9-* -.,-*89 97%V( <41;2* (477.)478ĸ -*? 8*7<* % 8.,3.N(%39 %24;39 4+ .397%Ō%7*% 97%<*1 %3) )*2%3) between business and residential areas. • Minor Arterial – In urban areas, minor arterials interconnect with principal arterials, augment the urban principal arterial system, and provide service for trips of moderate length at a lower level of travel mobility compared to principal arterials.

Section Sources City of Lynchburg, Virginia Department of Transportation, United States Census Bureau 2020 Census, United Status Census On The Map

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Lynchburg Together

• 4(%1 4%)8 Ŏ -.8 (1%88.N(%9.43 %((4;398 +47 9-* 1%7,*89 percentage of all roadways in terms of mileage. They provide service to travel over relatively short distances. 11 74%)8 349 (1%88.N*) %8 43* 4+ 9-* -.,-*7 8?89*28 %7* typically considered Local Roads.

FUNCTIONAL CLASSIFICATION MAP

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Legend City of Lynchburg James River Highways Major Arterial Minor Arterial Collector Local

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Community Proﬁle | Transportation & Connectivity

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Ł ł

Portions of U.S. 501, U.S. Business 460, and U.S. Business 29 see the highest 97%V( <41;2*8 .3 9-* .9?Ĺ =.9- %<*7%,* )%.1? 97%V( (ADT) counts ranging from approximately 27,000 to 47,000. AM HE RS T

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Legend City of Lynchburg James River Streets <*7%,* %.1? 7%V( Ł DT) 10 - 4200 4201 - 10000 10001 - 17000 17001 - 27000 27001 - 47000

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%+*9? Mobility networks should be designed and maintained to be safe for all types of users, including vehicles, pedestrians, and bicyclists. Based on data captured from 2023, there was a total of 1,106 crash incidents, with twelve of the incidents reporting pedestrian injury %3) 9=4 4+ 9-* .3(.)*398 7*5479.3, % 5*)*897.%3 +%9%1.9?ĸ .7,.3.% *5%792*39 4+ 7%385479%9.43 (1%88.N*8 (7%8- 8*<*7.9? .3 9-* +4114=.3, categories: • %9%1 3/;7? Ł ł Ŏ 3? .3/;7? 9-%9 7*8;198 .3 )*%9- =.9-.3 ŷŴ )%?8 %R*7 9-* (7%8- .3 =-.(- 9-* .3/;7? 4((;77*)ĸ • ;85*(9*) *7.4;8 3/;7? Ł ł – Any injury other than fatal which results in one or more serious injuries. • ;85*(9*) .347 3/;7? Ł ł – Any injury that is evident at the scene of the crash, other than fatal or serious injuries. • 488.'1* 3/;7? Ł ł – Any injury reported or claimed which is not a fatal, suspected serious, or suspected minor injury. This includes injuries reported by the person or indicated by their behavior, but no injuries are readily evident. • 745*79? %2%,* 31? Ł ł – A crash in which there is no evident or reported injury but did result in damage of at least $1,500 to the motor vehicle or other property.

CRASH CLUSTER MAP

Number of Crashes by Severity in 2023

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Legend City of Lynchburg

James River Streets

Crash Clusters Sparse 0

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Public Transportation

7.),*8 %3) ;1<*798

Public transportation has long been a cornerstone of Lynchburg’s mobility framework, with a history dating back to the 1880s. The Greater Lynchburg Transit Company (GLTC) operates a (4257*-*38.<* N>*)Ō74;9* ';8 8*7<.(*Ĺ *38;7.3, (433*(9.<.9? throughout the week with 11 routes, ten of which extend service to weekends, along with ADA Complimentary paratransit service and microtransit service.

Maintaining, upgrading, and replacing bridges and culverts in Lynchburg is a key focus to keep vehicles safe and ensure reliable %((*88 +47 *2*7,*3(? %3) .3);897.%1 97%V(ĸ 7.),*8 %3) (;1<*798 are rated by VDOT as good, fair, or poor based on their condition (see map on pg. 40). Regular upkeep of these structures should be included in routine road maintenance, along with other related improvement projects. Fixing bridges and culverts in poor condition should be a top priority to prevent further deterioration and avoid having to lower weight limits.

Liberty University also operates a bus system for university students and visitors.

*)*897.%3 %3) .0* %(.1.9.*8 Lynchburg is served with facilities for pedestrians and bicycles including sidewalks, shared use paths, trails, bicycle lanes, shared lanes, designated lanes with signs or pavement markings, and four-foot paved shoulders.

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While the City does not have an individual Bicycle Pedestrian Plan in place, the Central Virginia Planning District Commission (CVPDC) produced the Region 2000 Bicycle Plan, which was adopted in 2010 and covers the City of Lynchburg.

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SIDEWALK AND TRAIL SYSTEM MAP

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The map here shows the existing trails, sidewalks, and bicycle facilities in the City of Lynchburg. The existing trail system is comprised of trails 2%)* 4+ ).L*7.3, 8;7+%(* materials including dirt, asphalt, gravel, concrete, and decomposed granite.

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Legend City of Lynchburg James River Bicycle Facilities Streets Sidewalk Inventory Trails Asphalt Concrete Decomposed Granite Dirt

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Community Proﬁle | Transportation & Connectivity

216

BRIDGES AND CULVERTS MAP ?3(-';7,ś8 '7.),*8 %3) (;1<*798 (%3 '* 4R*3 4<*71440*)Ĺ ';9 %7* (7.9.(%1 parts of a functional and safe transportation network in the City. The map shows the locations of bridges and culverts, along with their condition as (1%88.N*) '? ĸ

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Legend City of Lynchburg James River Streets Good Bridge Good Culvert Fair Bridge Fair Culvert Poor Bridge Poor Culvert 3(1%88.N*) 7.),*

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Aviation The nearest airport to the City is the Lynchburg Regional Airport, located just outside city limits in Campbell County and owned by the .9?ĸ -* %.75479 .8 % 82%11 5%88*3,*7 %.75479 574<.).3, ŵŸ )%.1? 3438945 Q.,-98 94 -%71499*Ĺ 479- %741.3% <.% 2*7.(%3 %,1* .71.3*8Ĺ %3 %V1.%9* 4+ 2*7.(%3 .71.3*8ĸ )).9.43%1 459.438 +47 )42*89.( %.7 97%<*1 %7* %<%.1%'1* %9 9-* 4%340*Ō 1%(08';7, *,.43%1 .75479Ĺ located 60 miles west of Lynchburg, and the Charlottesville-Albemarle Airport, located 72 miles north of Lynchburg. Larger regional airports are located in Greensboro and Richmond, both an approximately two hour drive from the City. Two major East Coast airports, Dulles International Airport and Charlotte Douglas International Airport, are each approximately three hours away by car. -*7* .8 43* 57.<%9*1?Ō4=3*) %.7N*1) 14(%9*) =.9-.3 .9? 1.2.98ĸ

Rail Both passenger and freight rail lines run through the City of Lynchburg. Passenger rail service is provided by Amtrak, with the Crescent and Northeast Regional routes. These routes connect Lynchburg with the greater Southeast via Atlanta and New Orleans, and with major Northeast cities via Washington DC. Two major freight rail lines running through Lynchburg are owned and operated by Norfolk Southern. CSX also owns and operates a smaller freight rail line along with a small rail yard in the northeast area of the City.

D VIRGINIA RAIL CONNECTIONS MAP

Winchester

T AF Manassas

Legend City of Lynchburg

Fairfax

Harrisonburg

Fredericksburg

Staunton

Virginia Railroads

Charlottesville

Covington Lexington

Lynchburg

Richmond

Hopewell

Roanoke

Poquoson

Norton

Norfolk Bristol

Galax

Martinsville

Emporia Danville

Chesapeake

Community Proﬁle | Transportation & Connectivity

218

422;3.9? %(.1.9.*8 Š *7<.(*8 Community facilities and services are the improvements, infrastructure, and programs made available to meet the day-to-day needs of the public. They include publicly-owned facilities, but may also include those that are owned and 45*7%9*) '? 57.<%9* *39.9.*8 +47 9-* '*3*N9 4+ 9-* (422;3.9?Ĺ 8;(- %8 -485.9%18ĸ

City Governance

;'1.( %+*9? .7* Š *8(;*

The City of Lynchburg operates with a council-manager form of government. City Council consists of seven members, all of whom are elected for four-year terms. Within City Council, a Mayor and Vice Mayor are chosen by simple majority, with each position serving for two years. The elected Council appoints a professionally trained City Manager to oversee the day-to-day operations and implementation of policy adopted by the City Council.

%= 3+47(*2*39

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All emergency calls are routed through the Lynchburg Department of Emergency Services (LDES). Calls are then dispatched appropriately throughout the City. Lynchburg’s Fire Department (;77*391? -%8 %3 %)2.3.897%9.<* 4V(*Ĺ *.,-9 89%9.438Ĺ % 85*(.%1.@*) 7*5%.7 8-45 %3) % .7* 7%.3.3, %(.1.9?ĸ 11 *.,-9 4+ 9-* N7* 89%9.438 -%<* <*-.(1*8 %3) 89%L %<%.1%'1*ĸ -* .7* *5%792*39 (;77*391? -%8 % 89%L 4+ ŵżź 5*78433*1Ĺ .3(1;).3, (.<.1.%38Ĺ N7*N,-9*78 %3) emergency medical personnel. The Fire Department also has a variety of Special Teams including a Technical Rescue Team (TRT), Haz-Mat Team, Tactical Paramedic Program, and Wildland Team. These programs provide a more specialized service to the residents of the City when needed.

Section Sources City of Lynchburg, Lynchburg City Schools, State Council of Higher Education for Virginia

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-* .9? .8 8*7<*) '? 9-* ?3(-';7, -*7.Lś8 V(* %3) 9-* Lynchburg Police Department (LPD). LPD currently employs 176 8=473 4V(*78 %3) 574<.)*8 85*(.%1.@*) ;3.98 .3(1;).3, ŌŽ ;3.98Ĺ Tactical Units, Intelligence Units, and Crime Scene Units. The agency’s mission is to partner with the community and protect citizens while respecting the rights and dignity of all persons. This is done through provision of a wide range of community services in addition to traditional responsibilities, which include a citizen’s police academy, faith watch program, and free security systems. By 2025, the LPD will be housed in a new, state-of-the-art facility. -* ?3(-';7, -*7.Lś8 V(* 574<.)*8 % =.)* 7%3,* 4+ (7.2.3%1 justice services including inmate transportation, court services, %3) 1%= *3+47(*2*39ĸ -* -*7.Lś8 V(* .8 9-* 1*%) %,*3(?Ĺ =.9- assistance from LPD, in a program called Project Lifesaver. This program utilizes state-of-the-art technology to bring home loved ones who wander and become lost due to various conditions. The -*7.Lś8 V(* .8 %184 9%80*) =.9- %88.89.3, 9-* %3) 49-*7 agencies when the need arises.

COMMUNITY FACILITIES MAP

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The map depicts Lynchburg’s community facilities, .3(1;).3, 5;'1.( 8(-4418Ĺ N7* stations, and park spaces.

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C Legend City of Lynchburg James River Lynchburg City Schools Police Stations College and University Locations Fire Stations Parks Streets Highways Major Arterial Minor Arterial

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Community Proﬁle | Community Facilities & Services

220

Utilities Water The City of Lynchburg’s Department of Water Resources provides water service to most parcels located in the City. The primary source of water is the Pedlar Lake, a 138-acre reservoir located in Amherst County that provides approximately 95% of the City’s water needs. The secondary source of water is the James River. -* .9? 45*7%9*8 9=4 =%9*7 N197%9.43 51%398 9-%9 (%3 574);(* % maximum of 26 million gallons per day. This water system provides service to residents of the City and is also capable of providing water to the Bedford, Amherst, and Campbell County Service Authorities.

• Public education and outreach on stormwater impacts • Public involvement and participation • Illicit discharge detection and elimination • 43897;(9.43 8.9* 89472=%9*7 7;34L (439741 • Post-construction stormwater management in new development and redevelopment

Lynchburg is dedicated to improving the quality of the James River and the Pedlar Lake reservoir through active partnerships with appropriate organizations. The Department of Water Resources has worked with numerous organizations and agencies including the Virginia Department of Environmental Quality (DEQ) and James River Association in order to improve the water quality of the James River, and has also worked with the National Forest Service (NFS) on their forest management plan to ensure the plan was both protective of %3) '*3*N(.%1 94 9-* 7*8*7<4.7ĸ -*8* *L4798 -%<* 5%.) 4L +47 9-* community: the City’s drinking water exceeds all state and federal requirements, and has received a Virginia Department of Health (VDH) award recognizing superb water quality for 18 years in a row.

Maintenance of the stormwater system infrastructure is important for promoting public health and to protect Lynchburg’s national environment. Lynchburg holds an MS4 permit from the Virginia Department of Environmental Quality (DEQ). This permit requires storm sewer systems to control the discharge of pollutants to the maximum extent practicable in a manner that protects the water quality in nearby streams, rivers, wetlands, and bays. Additionally, this permit includes a requirement to develop, implement, and enforce a program that includes six minimum control measures including:

• Pollution prevention/good housekeeping for municipal operations

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Wastewater

The Water Resource Recovery Facility is the City’s wastewater treatment plant and is permitted to treat 22 million gallons per )%? 4+ )7? =*%9-*7 Q4=ĸ *(*39 .2574<*2*398 34= %114= +47 97*%92*39 4+ ;5 94 żŴ 2.11.43 ,%11438 5*7 )%? 4+ =*9 =*%9-*7 Q4=8ĸ The wastewater treatment plants require constant maintenance, as well as part and machinery replacement due to heavy wear and tear on the equipment. Bio-solids, which are organic by-products of wastewater treatment, must be treated and disposed of. There is currently a long-range study under way to determine how to manage bio-solid disposal. While most of Lynchburg is served by this wastewater system, there are still over 3,000 private septic systems installed, mostly in the southern and eastern areas of the City. There is also a portion of the system in Downtown which is a combined sewer system. The City has been working to reduce 4<*7Q4=8 +742 9-.8 8?89*2 %3) 94 .3(7*%8* 97*%92*39 (%5%(.9? .3 storm events. Stormwater

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The City of Lynchburg currently owns and maintains 174 public Best Management Practices (BMPs) and inspects 732 private BMPs; this number is expected to continue rising. The Outfall Inspection %3) *-%'.1.9%9.43 574,7%2 =%8 (7*%9*) 94 N3)Ĺ %88*88Ĺ %3) rehabilitate outfalls, which addresses infrastructure and water quality issues. There is also a program designated to inspect and replace/rehabilitate the public storm sewers. 41.) %89* %3%,*2*39

The City of Lynchburg provides the Concord Turnpike Convenience *39*7Ĺ %8 =*11 %8 N<* 7*(?(1.3, 14(%9.438 +47 (.9.@*38ĸ -* (43<*3.*3(* (*39*7 4L*78 85*(.N( )%?8 9-74;,-4;9 9-* ?*%7 =-*3 7*8.)*398 (%3 '7.3, -%@%7)4;8 =%89* %3) )745 .9 4Lĸ -.8 -*158 to reduce the amount of hazardous waste that is disposed of incorrectly. -* 1%3)N11 9-%9 8*7<*8 ?3(-';7, .8 9-* *,.43 ŶŴŴŴ *7<.(* ;9-47.9? .<*894(0 4%) *,.43%1 %3)N11ĸ -.1* 9-.8 .8 14(%9*) .3 Campbell County, it provides service to Lynchburg with a capacity until around 2030. The increasing number of new subdivisions and development are escalating the amount of solid waste; due to this demand, new trash facilities will need to be expanded to accommodate the region’s needs.

Other Community Resources Hospital/Health Services The Virginia Department of Health (VDH) oversees and regulates the area’s health services through the Central Virginia Health District (CVHD). This district serves Lynchburg, as well as Amherst, Appomattox, Bedford, and Campbell Counties. The headquarters for the *397%1 .7,.3.% .897.(9 .8 '%8*) .3 ?3(-';7,Ĺ =.9- 49-*7 4V(*8 14(%9*) .3 *%(- 4+ 9-* 49-*7 (4;39.*8 8*7<*)ĸ The following hospitals provide acute care for Lynchburg and surrounding areas: • Centra Specialty Hospital (Long Term Acute Care) • Lynchburg General Hospital • Surgery Center of Lynchburg, LLC (Ambulatory Surgical) • Virginia Baptist Hospital Together, Lynchburg General Hospital and Virginia Baptist house 534 licensed beds. Centra Lynchburg General Hospital is a designated Level II Virginia Trauma Center.

Libraries

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There are two public libraries in the City of Lynchburg: the Main Library and a Downtown Branch. There is currently a project in the City’s Capital Improvements Plan (CIP) for renovations and improvements to the existing main branch. This project will help accommodate +;9;7* ;8*78Ĺ ).L*7.3, 9*(-3414,.*8Ĺ %3) -*15 .2574<* )*N(.*3(.*8 .3 9-* (;77*39 ';.1).3,ĸ

Community Proﬁle | Community Facilities & Services

222

ĸ ĸ %?3* 1*2*39%7? (-441

Five institutions of higher education are located within City limits; all are private with the exception of Central Virginia Community 411*,*ĸ <*7 9-* 1%89 N<* ?*%78Ĺ *374112*39 -%8 '**3 (438.89*391? trending down in Lynchburg’s higher education facilities, except for Liberty University, where the undergraduate enrollment continues to rise.

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*7.9%,* .,- (-441

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The City of Lynchburg’s public school system operates eleven elementary schools, three middle schools, and two high schools. During the fall semester of the 2022-2023 school year, the Lynchburg school district had 7,856 full-time students and 47 part-time students enrolled. Five elementary schools, two middle schools, and one of the high schools are all accredited with conditions. All other schools were fully accredited for the 20222023 school year.

1:10.57 1:12.23

There are currently nine private schools located within the City. In addition to public and private education, there are eight specialty schools located in Lynchburg.

ŌŻ 9;)*39Ō Teacher Ratio

żŌŵŶ 9;)*39Ō Teacher Ratio

Higher Education Enrollment Data College Name

Undergraduate Enrollment in Fall 2022 (students)

Percent Change from Fall 2018 to Fall 2022

Central Virginia Community College (CVCC)

3,388

-16.3%

Liberty University

48,906

+6.4%

Randolph College

478

-19.9

University of Lynchburg

1,589

-23.6

Virginia University of Lynchburg

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No data reported/available

Lynchburg Educational Facilities School Name

Grades Served

School Name

Grades Served

PRIVATE EDUCATION Blue Ridge Montessori School

Infant - 9

Bedford Hills Elementary

Desmond T. Doss Christian Academy

K - 10

Dearington Elementary

James River Day School

K-8

Heritage Elementary

Liberty Christian Academy

K - 12

Linkhorne Elementary

New Covenant Schools

Pre-K - 12

K-5

New Vistas School

3 - 12

Perrymont Elementary

Rivermont School

1 - 12

R.S. Payne Elementary

Tree of Life Academy

Infant - 3

Virginia Episcopal School

9 - 12

Paul Munro Elementary

Sandusky Elementary -*V*1) 1*2*39%7?

Linkhorne Middle

P.I. Dunbar Middle Sandusky Middle E.C. Glass High

6-8

9 - 12 Heritage High

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T.C. Miller Elementary

W.M. Bass Elementary

Adult Learning Center

N/A

Central Virginia Governor’s School for Science and Technology*

11 - 12

Empowerment Academy

N/A

Fort Hill Community School

6 - 12

Carl B. Hutcherson Early Learning Center

Pre-K - K

Laurel Regional Program*

N/A

XLR8: Lynchburg’ Regional Governor’s STEM Academy*

11 - 12

LCS Virtual Academy

K - 12

Community Proﬁle | Community Facilities & Services

224

%708 %3) *(7*%9.43 The City of Lynchburg has a variety of parks and recreation programs and facilities for its residents and beyond to enjoy. The %708 %3) *(7*%9.43 *5%792*39 4L*78 % 7%3,* 4+ 574,7%28 including athletics, arts, aquatics, camps, special events, health %3) N93*88Ĺ =.9- % 2.88.43 4+ .2574<.3, 9-* -*%19- %3) -%55.3*88 of Lynchburg’s community by stewarding parks, public spaces, %3) 97%.18Ĺ %3) 4L*7.3, (4257*-*38.<* 7*(7*%9.43 8*7<.(*8ĸ Several private parks, trails, and facilities are also available for the community to enjoy. This City’s Master Plan 2022 provides numerous recommendations for enhancing parks and recreation opportunities around the City over the next ten years.

Existing Trails

Parks in Lynchburg Size of Park (Acres)

Alpine Trail

Biggers Neighborhood Park

0.94

Beaver Trail

Park Name Blackwater Creek Athletic Area

16.89

Bill Foot Recreation Area – Mountain Bike Trails

College Park

3.08

Blackwater Creek Bikeway

Fort Avenue Neighborhood Park

0.41

Hollins Mill Park Ivy Creek Park

Heritage Park

Peaks View Park Riverfront Park Riverside Park Rotary Centennial Riverfront Skatepark Sandusky Park Westover Neighborhood Parks Younger Park Kemper Station Park

29.12 29.67

253.66

Ivy Creek Greenway

Ivy Creek Natural Trail

49.86

Peaks View Park Loop Trails

0.77

Percival’s Island Trails

21.47

Point of Honor Trail

0.3

Riverside Park Loop Trail

7.5

Riverwalk

0.84

Freer Loop

Chambersville Neighborhood Park

Percival’s Island Natural Area

60.52

Blackwater Natural Area

335.92

Perrymont Park

18.95

Valleyview Play Lot

0.16

James River Canoe Ramp

0.56

1;L=%10

1.4

Monument Terrace

0.4

1.Lś8 ),* 4(0*9 %70

0.44

Foundry Park

5.998

Lynchburg Together

Miller Park Loop Trails

Kemper Station Trail

0.92

*L*7843 %70

Heritage Park Trails

7.27

Aubrey Barbour Neighborhood Park

Lynchburg Dog Park 225

9.63

Creekside Trail

T AF

Miller Park

22.61

Sandusky Park Access Trail Langhorne Trail Extension Perrymont Natural Trails

PARKS AND TRAILS MAP A mix of trails and public, private, and neighborhood parks can be found across Lynchburg. AM HE RS T

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Minor Arterial

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226

.8947.( 1%(*8 Š 5%(*8 The City of Lynchburg contains numerous historic sites, structures, and spaces. The Virginia Department of Historic Resources (DHR) lists 59 sites within the City on its Historic Register, 13 of which are historic districts. There are also 74 historic Highway Markers describing historic people, places, and events throughout the City’s history. The majority of these are located in older sections of Lynchburg, namely around downtown.

Local Historic Districts District Name

District Description The Court House Hill Historic District consists of blocks along Court Street, between 5th and 12th Streets. The district (439%.38 2%3? %7(-.9*(9;7%1 89?1*8Ĺ % (.9? 2;8*;2Ĺ %3) % <%7.*9? 4+ (-;7(-*8ĸ R*7 ŵżżŴĹ 1%7,* %9-41.(Ĺ %59.89Ĺ *9-4).89Ĺ Presbyterian, and Episcopal churches were built on Court and Clay Streets in the Romanesque and Gothic Revival Styles. 4;79 97**9 =%8 %184 43* 4+ 9-* N789 897**98 .3 9-* (.9? 94 '* 5%<*) .3 '7.(0 .3 ŵżŽŹĸ

Daniel’s Hill

Daniel’s Hill has a broad range of architecture including large mansions, modest dwellings, and vernacular cottages located in several sub-districts. The southern end and middle sections along Cabell Street contain high-style houses on mid to large size sites while the northern end contains more modest and smaller structures. A small neighborhood commercial area currently not being used as such is located at the corner of Cabell and “F” Streets. While generally built ;5Ĺ 9-*7* %7* 3;2*74;8 ;3)*7)*<*145*) 47 <%(%39 8.9*8 7*Q*(9.3, 3;2*74;8 )*241.9.438 9-74;,-4;9 9-* ).897.(9ĸ

Diamond Hill

Diamond Hill is the most complex and diverse of the historic districts, containing a rich array of architectural styles and building sizes. Bounded by steep slopes and the Lynchburg Expressway, it encompasses a complex network of streets .3 7*85438* 94 9-* ).V(;19 9454,7%5-?ĸ 42.3%39 897**98 .3(1;)* %8-.3,943 97**9 %8 9-* (*397%1 85.3* =.9- -;7(-Ĺ %77.843Ĺ %3) 7%(* 97**98 %8 %((*88 897**98ĸ %3? .39*7.47 897**98 %7* )*%)Ō*3)*) %3) 8*<*7%1 %L47) 85*(9%(;1%7 <.*=8 of the city. Structures and open space throughout the district are generally in good condition and well-maintained.

Federal Hill

*)*7%1 .11 -%8 <.*=8 94=%7) )4=394=3 %3) .8 89743,1? )*N3*) '? *)*7%1 97**9 %8 % =.)* %<*3;* %9 .98 (*39*7ĸ *)*7%1 Street contains most of the larger homes and other institutional-scale buildings. Because of topography, structure size, 8(%1*Ĺ %3) (-%7%(9*7 ).L*7*3(*8Ĺ %7*%8 %9 45548.9* 8.)*8 4+ 9-* *)*7%1 97**9 %7*% 2%0* ;5 ).89.3(9.<* 8;'Ō).897.(98ĸ -* Jackson Street Area on the lower western slope contains many smaller scaled dwellings, while the Harrison Street area to the east contains a mixture of small to medium-sized residences along Harrison Street with less severe topography.

Garland Hill

T AF

Court House Hill

Pierce Street .*7(* 97**9 *3%.88%3(* (438.898 4+ 9-* 5745*79.*8 +7439.3, .*7(* 97**9 '*9=**3 -.79**39- %3) .R**39- 97**98ĸ -* Renaissance 1300 block is relatively intact with only two non-contributing buildings. However, the 1400 block has several vacant lots and non-contributing structures. The Historic District boundary included the 1400 block mainly in order to protect the Dr. R. Walter Johnson House and Tennis Court at 1422 Pierce Street and the grocery store building across the street at 1423 Pierce Street. Rivermont

227

Rivermont is the largest historic district in Lynchburg with 306 buildings and numerous outbuildings. Architectural styles .3(1;)* 9-* ';3,%14=ŉ(7%R82%3Ĺ (1%88.(%1 7*<.<%1Ĺ ;9(- 4143.%1Ĺ 49-.( *<.<%1Ĺ 39*73%9.43%1 89?1*Ĺ 9%1.%3%9*Ĺ ;**3 Anne, Spanish Colonial, and Tudor Revival. The Rivermont Historic District includes mostly residential properties but also contains commercial properties, churches, and public properties including a portion of Riverside Park, and portions of Randolph-Macon Woman’s College and Virginia Baptist Hospital. There are numerous other sub-districts of Rivermont that are eligible for historic district designation.

Lynchburg Together

State and Nationally Registered Sites and Districts Date Listed on the Virginia Landmarks Register (VLR)

Date Listed on the National Register of Historic Places

Academy of Music

11/5/1968

6/11/1969

Point of Honor

12/3/1969

2/26/1970

Lynchburg Courthouse

4/18/1972

5/19/1972

Gardland Hill Historic District

8/15/1972

9/7/1972

Old City Cemetery

9/19/1972

4/2/1973

Western Hotel (Joseph Nichol's Tavern)

6/18/1974

7/22/1974

South River Friends Meeting House (Quaker Meeting House)

5/20/1975

8/28/1975

Miller-Claytor House

10/21/1975

5/6/1976

Anne Spencer House

9/21/1976

12/6/1976

Carter Glass House

2/15/1977

12/8/1976

Main Hall, Randolph - Macon Woman's College

2/26/1979

6/19/1979

Site/District Name

5/15/1979

10/1/1979

3/4/1983

4/14/1983

Aviary

4/15/1980

7/30/1980

Federal Hill Historic District

5/20/1980

9/17/1980

Jones Memorial Library

7/31/1980

10/30/1980

Court Street Baptist Church

6/16/1981

7/8/1982

Sandusky House

2/16/1982

7/26/1982

5/18/1982

2/17/1983

Daniel's Hill Historic District

12/14/1982

2/24/1983

First Baptist Church

4/21/1981

9/9/1982

4/21/1981

9/9/1982

10/19/1982

7/7/1983

Rosedale, Boundary Increase

12/11/1991

4/10/1992

Allied Arts Building

4/16/1985

12/19/1985

Kentucky Hotel (Langhorne-Terrell House)

6/17/1986

12/11/1986

Montview

12/9/1986

6/5/1987

J.W. Wood Building

Saint Paul's Church Rosedale

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Diamond Hill Historic District

Diamond Hill Historic District Extension

Lower Basin Historic District

10/14/1986

4/24/1987

Lower Basin Historic District, Boundary Increase

6/13/2001

6/6/2002

Lower Basin Historic District, addition of 2 resources to inventory

4/30/2008

6/4/2008

Lower Basin Historic District 2023 Boundary Increase

3/16/2023

Pending

James River and Kanawha Canal Sites in Lynchburg

12/11/1984

~~~

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228

State and Nationally Registered Sites and Districts Site/District Name

Date Listed on the Virginia Landmarks Register (VLR)

Date Listed on the National Register of Historic Places

Bragassa Toy Store

8/21/1990

1/11/1991

Locust Grove

6/19/1991

12/17/1992

Virginia Episcopal School

6/17/1992

10/28/1992

Samuel Miller House

9/15/1992

11/12/1992

John Marshall Warwick House

12/6/1995

12/6/1996

12/4/1996

2/21/1997

Lynchburg Hospital

9/15/1999

12/9/1999

Rivermont

12/1/1999

5/11/2000

Centerview

9/13/2000

12/1/2000

Court House Hill/Downtown Historic District

12/6/2000

8/16/2001

Court House Hill/Downtown Historic District, Boundary Increase

9/11/2002

11/22/2002

Court House Hill/Downtown Historic District, 2016 Update

---

4/22/2016

Court House Hill/Downtown Historic District 2016 Boundary Increase

3/17/2016

5/16/2016

St. Paul's Vestry House

6/13/2001

1/24/2002

6/13/2001

1/24/2002

Lynch's Brickyard House

12/5/2001

3/13/2002

12/5/2001

3/13/2002

12/4/2002

Rivermont Historic District 2013 Update

3/21/2013

5/28/2013

Rivermont Historic District 2020 Update

---

7/27/2020

Pyramid Motors

9/5/2007

11/1/2007

---

7/27/2020

12/5/2007

6/24/2010

Kemper Street Industrial Historic District

9/18/2008

11/14/2008

Diamond Hill Baptist Church

12/16/2010

2/22/2011

Virginia University of Lynchburg

12/16/2010

2/22/2011

.R- 97**9 .8947.( .897.(9

12/15/2011

2/8/2012

Armstrong School

6/21/2012

8/22/2012

William Phaup House Rivermont Historic District

Pyramid Motors 2020 Update Presbyterian Orphans Home

229

T AF

Fort Early & Jubal Early Monument

Dr. Robert Walter Johnson house and Tennis Court

Pierce Street Historic District

6/19/2014

8/25/2014

Doyle Florist Inc./ H.R. Schenkel Inc. Greenhouse Range

9/18/2020

11/19/2014

?3(-';7, 48.*7? .11 Ŭŵ

12/15/2016

2/21/2017

Hopwood Hall, University of Lynchburg

6/15/2017

8/28/2017

=*1R- 97**9 3);897.%1 .8947.( .897.(9

3/15/2018

5/31/2018

Carnegie Hall, University of Lynchburg

6/18/2020

8/17/2020

Dewitt-Wharton Manufacturing Company Building

12/10/2020

2/18/2021

Lynchburg Together

HISTORIC DISTRICTS AND SITES MAP There are seven local historic districts and thirteen national historic districts located throughout the City of Lynchburg. AM HE RS T

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Legend City of Lynchburg James River Local Historic Sites/Districts State and National Historic Sites/Districts Local, State, and National Sites/Districts Streets Highways Major Arterial

0.5

2 Miles

Minor Arterial Collector Local

Community Proﬁle | Historic Places & Spaces

230

%9;7%1 *84;7(*8 Š -* 3<.7432*39 ?3(-';7,ś8 3%9;7%1 7*84;7(*8 -%<* 574<*) 4+ ,7*%9 8.,3.N%3(* 94 9-* (422;3.9?Ĺ ).7*(91? .25%(9.3, *(4342.( development, livable neighborhoods, and overall quality of life. Keeping these resources safe, healthy, and preserved will help the community carry its history into a more resilient future.

(414,.(%1 47*8 %3) %3) 4<*7

Lynchburg Land Cover

Ecological cores maintain vital natural landscapes that (1*%3 4;7 %.7 %3) N19*7 4;7 =%9*7ĸ %9;7%1 1%3)8 %184 -%7'47 thousands of species of animals and plants and provide us with recreational opportunities and open space resources. These cores are found throughout Lynchburg; as Lynchburg plans for future parks and open spaces, preservation of these cores and physically linking open spaces through trails should be a priority.

Acres

Percent of Total

Cropland

0.06%

Harvested/ Disturbed

0.23%

NWI/Other

0.29%

Barren

104

0.33%

Open Water

221

0.69%

T AF

Much of the land in Lynchburg is already developed, with the remainder being vulnerable to development, as shown on the DCR vulnerability model.

Class Name

231

Lynchburg Together

Shrub/Scrub

254

0.80%

Pasture

294

0.92%

Impervious Local Datasets

3,769

11.86%

Impervious Extracted

3,879

12.21%

TurfGrass

3,890

12.24%

Tree

7,241

22.79%

Forest

11,937

37.57%

Total

31,774

100.00%

ECOLOGICAL CORES MAP Ecological cores are found throughout Lynchburg, most of which score as C4 Moderate or C5 General (5th on a scale of 5) on Ecological Integrity scores. These rated cores are considered part of the statewide network of natural lands as corridor nodes. There is one area in Lynchburg that has a score of C3 High.

T AF

D Community Proﬁle | Natural Resources & The Environment

232

Conserving more lands for parks and open space, especially adjacent to streams, creeks, and the James River, would reduce potential damage +742 Q44).3, %3) 5749*(9 3%9;7%1 resources as the City continues to grow. Furthermore, providing public natural open spaces throughout the City and linking them with paths or corridors will protect neighborhoods and create outdoor respites that improve quality of life as new development creates a denser urban environment.

LAND COVER MAP

T AF

D 233

Lynchburg Together

Air Quality The U.S. Environmental Protection Agency’s (EPA) Air Quality Index (AQI) Summary Report displays an annual summary of AQI values for core based statistical areas (CBSA). AQI indicates overall air quality by accounting for criteria air pollutants measured within a geographic area. Each row of the AQI Report lists summary values for one year for one CBSA. The summary values include both qualitative measures (days of the year having “good” air quality) and descriptive statistics (median AQI value).

2022 Lynchburg Air Quality Index Report 47* %8*) Statistical Area

Ŭ 4+ %?8 AQ meaŌ surements 7*5479*)

Ŭ 4+ %?8 44) ŁŴŌŹŴł

Ŭ 4+ %?8 4)*7%9* ŁŹŵŌŵŴŴł

Ŭ 4+ %?8 Unhealthy +47 Sensitive Groups ŁŵŴŵŌŵŹŴł

Ŭ 4+ %?8 Unhealthy ŁŵŹŵŌŶŴŴł

Ŭ 4+ %?8 Very Unhealthy ŁŶŴŵŌŷŴŴł

Lynchburg, VA

116

115

JULY

Lynchburg’s coldest month

Lynchburg’s hottest month

27°F - 87°F

3.46”

Annual average temperature range

Average precipitation

T AF

Lynchburg enjoys all four seasons each year, with each lasting approximately three months. Summers are warmto-hot and muggy, while winters are cold with sporadic snow events. The hot season runs from May to September; the cold season lasts from November to March. Based on 30 years of data, annual average temperatures varied from 27°F (degrees Fahrenheit) to 87°F, and were rarely below 16°F or above 94°F.

*).%3

JANUARY

Climate

Ŭ 4+ %?8 .,-*89 %@%7)4;8 Daily AQI in ŁŷŴŵȄł the Year

Community Proﬁle | Natural Resources & The Environment

234

%3) 438*7<%9.43 %3%,*) (438*7<%9.43 %7*%8 .3 9-* .9? 4+ ?3(-';7,Ĺ %8 .)*39.N*) by the Virginia Department of Conservation and Recreation (DCR), include three privately owned conservation easements managed by Virginia Outdoors Foundation (VOF) and nine properties owned and managed by the City. The City owned areas include rivers, 897*%28Ĺ =*91%3)8Ĺ Q44)51%.38Ĺ %3) %)/%(*39 89**5 8145*8 ŁŶŹƧ or greater). Many of these areas are located in the City’s parklands and are considered some of the City’s most valued assets. Conservation areas function as critical wildlife habitat, natural stormwater control, and active and passive recreation.

D Managed Conservation Lands

Project ID

Ownership

Acres

4749 3924 1890

T AF

.7,.3.% ;9)4478 4;3)%9.43 Private

Private

Total

115

.9? 4+ ?3(-';7,

Peaks View

235

Public

284

Blackwater Creek Park

Public

204

Riverside

Public

Percivals Island Natural Area

Public

Miller

Public

College

Public

Sandusky

Public

16.6

Perrymont

Public

13.5

Younger

Public

5.6

Total

662.7

Lynchburg Together

CONSERVATION LANDS MAP

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Lynchburg has a low conservation site density, with less than 5% of its %(7*%,* (1%88.N*) %8 (438*7<*) 1%3)8ĸ VOF holds two conservation easements in Lynchburg. A third, located mostly in Bedford County, extends into the City, with approximately 20% of its land lying in City limits. Privately owned and managed conservation lands total 115 acres, while 663 acres are publicly owned. No managed federal, state, non574N9Ĺ 47 97.'%1 (438*7<%9.43 1%3)8 *>.89 within the City’s jurisdiction.

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0.5

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Community Proﬁle | Natural Resources & The Environment

236

147% Š %;3%

3)%3,*7*) 5*(.*8

3 ŶŴŵżĹ 9-* 7**8 94 L8*9 9472=%9*7 89;)? =%8 (43);(9*) +47 Lynchburg by the Green Infrastructure Center. The study assists Lynchburg in evaluating how to better integrate trees into the City’s stormwater management programs. The study covers the role that trees play in stormwater management and shows -4= 9-* .9? (%3 '*3*N9 +742 97** (438*7<%9.43 %3) 7*51%39.3,ĸ The study also evaluates ways for the City to improve forest management as the City grows and re-develops. This study should be actively used, and its recommendations implemented, not only for stormwater management, but to improve air quality, reduce -*%9 .81%3) *L*(98Ĺ %3) .3(7*%8* 3*.,-'47-44) %3) (422*7(.%1 area appeal.

?3(-';7, -%8 9=4 85*(.*8 9-%9 %7* (1%88.N*) %8 Ŷ 25*7.1*)Ĺ meaning that they are at high risk of being lost due to their restricted range, few populations of occurrences, steep declines, severe threats, or other factors.

.,7%947? .7)8 Lynchburg is home to 188 species of migratory birds. These .3(1;)* 9*3 85*(.*8 9-%9 %7* .)*39.N*) %8 3*%7 9-7*%9*3*) %3) N<* 85*(.*8 .)*39.N*) %8 <;13*7%'1*ĸ

Lynchburg At-Risk Species

State Conservation Status Rank

Common Name/Natural Community

Ł ł Green Floater

2449- 43*Q4=*7

Near Threatened

Vulnerable

Black Scoter

Cerulean Warbler

Blackpoll Warbler

-.23*? =.R

Chuck-will's-widow

Evening Grosbeak

Common Grackle

Long-tailed Duck

Eastern Meadowlark

Rusty Blackbird

T AF

Migratory Birds in Lynchburg

Eastern Whip-poor-will

Golden-winged Warbler Loggerhead Shrike

Olive-sided Flycatcher Wood Thrush

237

Lynchburg Together

Water Resources

Lynchburg Surface Water

Lynchburg is a member of the Central Virginia Planning District Commission (CVPDC) which works with the City and its other regional member localities to advance the responsible stewardship of the region’s natural land and water resources. The CVPDC assists with project compliance with state regulations, and planning and implementation studies to facilitate region-wide water quality supply and stormwater management. ;7+%(* %9*7

Mileage

Blackwater Creek

6.33

Burton Creek

5.29

Cheese Creek

Dreaming Creek

6.52

Fishing Creek

10.15

Ivy Creek

10.62

James River

14.44

Jobs Branch

1.87

Judith Creek

6.71

Tomahawk Creek

6.78

Total

74.71

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Surface waters include wetlands, streams, and open water such as lakes and ponds. The James River Q4=8 %143, ?3(-';7,ś8 *%89*73 '47)*7Ĺ %3) -%8 '**3 .)*39.N*) +47 549*39.%1 (*3.( .<*7 89%9;8Ĺ %((47).3, to DCR. Many streams and creeks also run through Lynchburg. The National Hydrography Dataset contains information about surface water features such as lakes, ponds, streams, rivers, springs, and wells. There are 74.71 miles of named waterways with the City’s jurisdiction, and many more unnamed streams.

Waterways

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238

SURFACE WATERS MAP The map here depicts rivers and streams in the City of Lynchburg. Rivers and streams are considered surface water.

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239

Lynchburg Together

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2 Miles

Water quality standards are regulated by the Virginia Department of Environmental Quality (DEQ), which designates six uses for surface waters in Virginia, including: • Aquatic life • Fish consumption • Public water supplies (where applicable) • Recreation (swimming) • -*11 N8-.3,

The 2022 Water Quality Assessment Integrated Report, completed by DEQ, reports that many local creeks in addition to the James .<*7 %7* .25%.7*)ĸ 3(* =%9*7 6;%1.9? .8 .)*39.N*) %8 6;%1.9?Ō limited or impaired, states develop Total Maximum Daily Loads (TMDLs) at a level necessary to achieve the applicable state water quality standards. Waters targeted for TMDL development are based on the extent of pollution, the uses of the water, and the identity of the pollutant or pollutants causing impairment. Impaired waters and waters requiring TMDL study are shown in the tables below.

• Wildlife

Impaired Waters (Category 4A/4D) TMDL Approved and Category 4B* Impaired Use

Cause

Blackwater Creek

Recreation

E. coli

Recreation

E. coli

Burton Creek Dreaming Creek

Recreation

Fishing Creek

Recreation

Ivy Creek

Recreation

James River

Recreation; Aquatic Life & Open-Water Aquatic Life

E. coli; Chlorophylla

Judith Creek

Recreation

E. coli

Tomahawk Creek

Recreation

E. coli

Impaired Use

Cause

Blackwater Creek

Aquatic life

Benthic Macroinvertebrates; Bioassessments

Burton Creek

Aquatic life

Benthic Macroinvertebrates; Bioassessments

E. coli

Fishing Creek

Aquatic life

Benthic Macroinvertebrates; Bioassessments

E. coli

Ivy Creek

Aquatic life; Recreation

pH, benthic macroinvertebrates; Bioassessments

E. coli

T AF

ť 9-*7 (439741 2*%8;7*8 57*8*39

Waters

Category 5 Waters Needing TMDL Study

Pollutants to surface water and groundwater alike come in a variety of forms, but the main sources of pollution generally include soil erosion, septic system failure, industrial and sewage treatment plant pollution, and agricultural pollution. The groundwater supply is also susceptible to threats from leaking aboveground and underground storage tanks (ASTs/USTs) and

James River

Aquatic life; Fish Estuarine Bioassessments, consumption; pH; PCBs in Fish Tissue, MerPublic Water cury in Fish Tissue, DDE & DDT Supply; Wildlife in Fish Tissue; Polychlorinated biphenyls (PCBs)

Judith Creek

Aquatic life

Benthic Macroinvertebrates; Bioassessments

Tomahawk Creek

Aquatic life

Benthic Macroinvertebrates; Bioassessments

septic tanks. ASTs and USTs are present throughout Lynchburg and are subject to regulations from DEQ. In addition to complying with these regulations, proper closure or removal of unused ASTs/ USTs and remediation of impacted soils is crucial to protecting Lynchburg’s water supply. The map on the following page depicts ASTs and USTs in Lynchburg.

Community Proﬁle | Natural Resources & The Environment

240

REGISTERED PETROLEUM TANKS The map here depicts above-ground storage tanks (ASTs) and underground storage tanks (USTs) registered with the Virginia Department of Environmental Quality (DEQ) AM HE RS T

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Legend City of Lynchburg James River Streets Registered Petroleum Tanks

241

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Natural Resources

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Appendix B: Public Engagement Summary

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Contents

Overview and Key Themes

Public Workshops

Focus Groups

Interactive Map Results

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Public Input Survey

A. Survey Summary B. Public Workshops Summary C. Focus Groups Summary D. Interactive Activities Summary E. Full Survey Results 245 2

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Overview and Key Themes During the Lynchburg Together Comprehensive Plan update process, the City of Lynchburg and Berkley Group sought a variety of public and stakeholder input. Opportunities for residents included a public survey and four Public Workshops. .9? %3) *701*? 74;5 89%L %184 -*1) *.,-9 +4(;8 ,74;58 =.9- 89%0*-41)*78 94 ,%.3 .38.,-9 %3) 5*785*(9.<* 43 <%7.4;8 topics relevant to the Comprehensive Plan.

Public Workshops

Public input was consistent across all forms of engagement. Most participants have a positive opinion of the City and enjoy living there, citing high quality of life and relatively low cost of living as the primary reasons. Major themes including economic development, additional housing, crime reduction, and the need to improve public schools were prominent among all forms of engagement. A desire for mixed-use development and increased density was also a common thread, though participants felt this should only occur where appropriate. Most participants believe 9-%9 =-.1* 9-* .9?ś8 %88*98 %3) .3+7%897;(9;7* 2%? '* 8;V(.*39 for today, work needs to be done to be ready to meet future needs. The need for increased levels of funding for services and capital improvement projects were cited by most groups, as was the need for %)).9.43%1 investment in the community.

Public workshops were conducted on November 15th and 16th, 2023 and December 2nd and 14th, 2023 at various elementary schools throughout the City. The workshops were conducted as charettes, including a short presentation about the process followed by virtual polling and group questions arranged by topics such as Transportation and Economic Development. Participants worked as a group to reach consensus on the questions provided and recorded their answers on maps and on a worksheet. At the end of the session, a facilitated discussion was held, with each group reporting their answers back to the whole.

Survey

• Respondents feel that Lynchburg has a high quality of life, and is a good value for their money. • Lynchburg has a good environment for business and entrepreneurship. • The City has lots of educational and job training opportunities available to residents. • There are a variety of housing options; however, the cost of housing can be a burden. • 8%+* %3) *V(.*39 97%385479%9.43 8?89*2 .8 % 945 57.47.9?ĸ • Crime and public schools are residents’ primary concerns. • Blight is an issue in some areas. • Respondents desire better access to higher paying jobs.

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• There is a need for additional commercial and industrial development to stimulate economic growth and create job opportunities. • There is a pressing need for additional housing of all types. • Multimodal transportation improvements are highly desired. • 4251*9* 9-* 4=394=3 *<.9%1.@%9.43 *++4798 94 (7*%9* % vibrant urban core. • -* .9? 8-4;1) *2'7%(* .98 .8947.( .897.(98 %8 %88*98 9-%9 (4397.';9* 94 .98 (-%7%(9*7 %3) .)*39.9?ĸ • The City should expand its core industry clusters in Health Care and Education to leverage existing economic 897*3,9-8ĸ

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A public survey was conducted from October 15, 2023 to March 1, 2024 and received 4,010 responses to survey questions from 257 participants. The survey was conducted both electronically and in paper form and was advertised by the City on its website, on its 84(.%1 2*).% 5%,*8Ĺ %3) <.% ).897.';9.43 4+ +1?*78 %3) 5489 (%7)8 at events. Key Findings:

Key Findings:

Overall Summary

•

4;8.3, %++47)%'.1.9? .8 % -.,- 57.47.9? %3) (;77*391? 1%(0.3, around the City. • Redevelopment of the James River presents an opportunity for socialization, recreation, and tourism. • Keep older commercial areas vibrant or help them redevelop through revitalization. • -* .9? 8-4;1) 897.<* 94 (439.3;* 574,7*88 9-74;,- .39*39.43%1Ĺ +47=%7)Ō9-30.3, 541.(.*8 %3) 51%33.3,ĸ • Lynchburg should focus on building communities, not just neighborhoods • Additional urban trees are needed to reduce heat islands. • There is a need for various safety and capacity improvements to the vehicular transportation system.

Focus Groups

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Key Findings:

Focus group sessions were held over four days in March and April 2024, and were conducted virtually with participants engaging in a facilitated discussion. Topics for the Focus Groups included Community Facilities and Services; Environmental Stewardship and Natural Resources; Housing and Neighborhoods; Land Use and Development; Mobility and Transportation; Parks and Recreation; Economic Development; and Education and Workforce Development.

• To reduce social divisions, integrate all populations and neighborhoods of the City as a whole. • The transportation system will need improvements to accommodate future growth and associated demand. • Community facilities, such as water and sewer infrastructure and solid waste, need improvements to accommodate future growth. • There is a need for consistent City political leadership, especially around development. • Public investment in infrastructure, complete streets, and public art help create favorable conditions for private sector investment. • The Education and Health Care sectors can be further leveraged to help the City succeed. • Increased funding for the public school system is needed to improve both the physical quality of schools and educational programming.

• ?3(-';7, -%8 % 1%(0 4+ -4;8.3,Ĺ 1%(0 4+ -4;8.3, %L47)%'.1.9?Ĺ and lack of “missing middle” housing types. • Multimodal transportation improvements are needed. • Crime and social issues continue to be a concern. • There is a need for mixed use developments and density, but where appropriate. • There is a lack of appropriate funding levels to address the .9?ś8 3**)8ĸ 4(.%1 *7<.(*8Ĺ .3 5%79.(;1%7Ĺ .8 .3*V(.*391? funded. • There is a lack of coordination among current social services providers. • Lynchburg is in need of services to serve and house homeless populations. • Job training programs are a necessity, especially those for trades and skilled laborers.

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Public Input Survey A public survey was conducted as part of the public input process for the Lynchburg Together Comprehensive Plan. The survey was open from October 15, 2023 to March 1, 2024, and available to the community both in digital and paper format. -* 8;7<*? =%8 (42548*) 4+ ŶŸ 6;*89.438ĸ ŵŹ 4+ 9-*8* =*7* 6;*89.438 43 85*(.N( 945.(8Ĺ 43* =%8 45*3 *3)*)Ĺ %3) ż =*7* optional demographic questions for analysis purposes.

Summary

The survey received 4,010 unique responses to data gathering questions from 257 respondents. The survey population was spread relatively evenly across wards, with the most respondents from Ward 1 (28%) and the least from Ward 3 (17%). 12% of respondents indicated that they did not live within City limits. Most respondents did work and live in the City, and learned about the survey 9-74;,- 9-* .9? =*'8.9* 47 9-74;,- 84(.%1 2*).%ĸ 489 7*8543)*398 .)*39.N*) %8 =-.9*Ĺ =.9- ŵŴƧ .)*39.+?.3, %8 1%(0 47 +7.(%3Ō American and 15% preferring not to answer. Responses came from a mixed range of age cohorts and a relatively even distribution of time having lived in the City of Lynchburg. The survey received 4,010 unique responses to data gathering questions from 257 respondents. The survey population was spread relatively evenly across wards, with the most respondents from Ward 1 (28%) and the least from Ward 3 (17%). 12% of respondents indicated that they did not live in the City. Most respondents did work and live in 9-* .9?Ĺ %3) 1*%73*) %'4;9 9-* 8;7<*? 9-74;,- 9-* .9? =*'8.9* 47 9-74;,- 4(.%1 *).%ĸ 489 7*8543)*398 .)*39.N*) %8 =-.9*Ĺ =.9- 10% identifying as African American and 15% preferring not to answer. Responses came from a mixed range of age cohorts and a relatively even distribution of time having lived in the City of Lynchburg.

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Survey results were consistent with feedback received through other public input events. Residents feel that the City of Lynchburg is a good place to live and raise a family, and represents a good value proposition for the taxes they pay. They believe the City is a good place to do business, or to start one, and that there are plentiful educational and job training opportunities available to them. Lynchburg provides them with a variety of -4;8.3, 459.438 %3) -%8 % 8%+* %3) 7*1%9.<*1? *V(.*39 transportation system.

Respondents also indicated that crime and public schools were their number one concerns. While 2489 N3) 7*8.)*39.%1 %3) (422*7(.%1 %7*%8 94 '* aesthetically pleasing, they feel there can be issues of blight in certain areas. Many indicated that while they %7* 8%9.8N*) =.9- 9-*.7 -4;8.3, (-4.(*8Ĺ 9-* (489 4+ 9-%9 housing could be burdensome to them, and that they desire better access to higher paying jobs.

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Public Workshops Public workshops were conducted on November 15th and 16th, 2023 and December 2nd and 14th, 2023 at various elementary schools throughout the City. The workshops were conducted as charettes, with a short presentation about the process followed by virtual polling and group work questions at tables arranged by topic (Transportation, Economic Development, etc.). Participants worked as a group to reach consensus on the questions provided and recorded their answers on maps and on a worksheet. At the end of the session, a facilitated discussion was held with each group reporting their answers back to the whole.

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Workshop Summary Map

This map is a diagrammatic representation of input received from each of the public workshop groups.

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Focus Groups Focus groups were convened as part of the public input process for the Lynchburg Together Comprehensive Plan. There were eight groups in total, taking place on March 12th and 13th, 2024 and April 11th and 12th, 2024. Each group was (42548*) 4+ 89%0*-41)*78 (-48*3 '? 89%L +47 9-*.7 034=1*),* 4+ 9-* 8;'/*(9 %3) +47 9-*.7 741*8 =.9-.3 9-%9 %7*% 4+ +4(;8 .3 the community. Group size typically ranged from 5 to 12. Each group was provided with a set of questions to consider prior to the meeting, during which the facilitator went over 9-* 6;*89.438 %3) +%(.1.9%9*) % ).8(;88.43 %243, ,74;5 5%79.(.5%398 4+ ).L*7*39 .88;*8ĸ *14= .8 %3 4<*7%11 8;22%7? 4+ participant comments, along with a summary of the discussion for each group and key themes that emerged.

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Land Use & Development

Community Facilities & Services

Mobility & Transportation

Education & Workforce Development

Environmental Stewardship & Natural Resources

Economic Development

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Parks, Recreation, & Cultural Assets

D Housing & Neighborhoods

Summary

Participants in nearly all groups expressed the need for additional housing options and housing supply. Many discussed what is traditionally described as the “missing middle” of housing. This typically includes units that are denser than single-family but which are less dense than large complexes, such as duplexes, triplexes, and small apartment buildings. Several groups %184 ).8(;88*) -4= -4;8.3, %L47)%'.1.9? =%8 *>%(*7'%9.3, -42*1*883*88 =.9-.3 9-* (.9?ĸ -*? %184 349*) .38;V(.*39 +;3).3, of social services and a lack of coordination among service providers.

The use of City infrastructure and housing as economic development tools was also discussed. The lack of housing for frontline workers and those making just above minimum wage was discussed as inhibitive for businesses looking to attract and retain workers. Similarly, limited shovel-ready sites and buildings, along with limited commercial airline service, were also discussed as barriers to attracting new employers to Lynchburg.

Crime was frequently discussed, as were the conditions of .9? 8(-4418ĸ %79.(.5%398 4L*7*) 8*<*7%1 841;9.438 .3(1;).3, additional funding for recreational and job training programs, (42'%99.3, )7;, %';8*Ĺ %3) '*99*7 .39*,7%9.43 4+ ).L*7*39 populations of the City into a whole.

Future development, participants rganizati felt, should generally be denser where +o it is appropriate to do so, and more mixed use in nature. Given the limited supply of land available to the City, dense, mixed-use areas could be a good choice for new development. Developers also cited the need for consistent City political leadership around development, and discussed how public investment in infrastructure, complete streets, and even public art created conditions for them to take advantage of and attract new investment to the City.

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4(;8 74;58 .)*39.N*) 8*<*7%1 2%/47 9-*2*8Ĺ .3(1;).3, % 1%(0 4+ -4;8.3, %3) -4;8.3, %L47)%'.1.9?Ĺ *3-%3(.3, 2;19.24)%1 transportation, crime and social issues, the need for mixeduse developments, and the need to attract and retain young professionals. There are many assets the community has to build on, but participants consistently cited a lack of funding to address the City’s varied needs.

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The participants of the focus groups uniformly believed that the City of Lynchburg has many strong assets that can be built on, but that it will take funding and political will to do so. Lynchburg has many features that attract people to the City such as Education and Health Care, and these can be leveraged to the City’s future success.

Participants mostly felt that the City’s transportation system, while adequate for current needs (minus some spot improvements), would not be adequate to meet the needs of future expected growth and could constrain the City’s success in the future. A similar theme emerged with community facilities such as water and sewer infrastructure and solid waste. Participants also expressed the desire for additional multi-modal options including more sidewalks, trails, bike lanes, and bus service.

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Interactive Map Results The Lynchburg Together interactive map allows community members to “drop a pin” at a location of their choice in City limits, and then write a comment describing their feedback or thoughts regarding an element at that particular location. Three types of pins could be dropped: assets, opportunities, or concerns. 8*78 could drop multiple pins if desired. Most 5.38 )7455*) 7*1%9*) 94 455479;3.9.*8 +47 ?3(-';7,Ļ 8*<*7%1 %88*98 =*7* %184 .)*39.+.*)ĸ -*7* =*7* 34 (422*398 ;3)*7 the “concerns” category. Most comments addressed the need for transportation improvements, including but not limited to bike lanes, sidewalks, and roundabouts.

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A. Survey Summary

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Community Survey Summary October 15,2023 March 1, 2024 Virtual (Survey Monkey), Paper

Respondents 257 unique respondents 4,010 individual answers

Overview

A public survey was conducted as part of the public input process for the Lynchburg Together Comprehensive Plan. The survey was open from October 15, 2023 to March 1, 2024. The survey was composed of 24 questions. 15 4+ 9-*8* =*7* 6;*89.438 43 85*(.N( topics, one was open ended, and 8 were for analysis purposes.

Summary

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Survey results were consistent with other public input events such as the Public Workshops. Residents feel that the City of Lynchburg is a good place to live and raise a family and represents a good value proposition for the taxes they pay. They believe the City is a good place to do business, or to start one, and that there are plentiful educational and job training opportunities available to them. Lynchburg provides them with a variety of housing options and -%8 % 8%+* %3) 7*1%9.<*1? *V(.*39 97%385479%9.43 8?89*2ĸ *8543)*398 %184 .3).(%9*) 9-%9 (7.2* %3) 5;'1.( 8(-4418 =*7* 9-*.7 3;2'*7 43* (43(*738ĸ -.1* 2489 N3) 7*8.)*39.%1 %3) commercial areas to be aesthetically pleasing, they feel there can be issues of blight in certain areas. Many indicated that while th*? %7* 8%9.8N*) =.9- 9-*.7 -4;8.3, (-4.(*8Ĺ 9-* (489 4+ 9-%9 -4;8.3, (4;1) '* ';7)*3842* 94 9-*2Ĺ %3) 9-%9 9-*? )*8.7* '*99*r access to higher paying jobs. *14= .8 % )*9%.1*) '7*%0)4=3 %3) %3%1?8.8 4+ 7*85438* 94 *%(- 6;*89.43 .3 9-* 8;7<*?ĸ 5*(.N( key themes are highlighted, and a brief “takeaway” section provides analysis of the data.

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Survey Questions Questionn 1 – Whatt doo youu valuee mostt aboutt Lynchburg?? Summary: Approximately 40% of respondents indicated that they valued the City’s Cost of Living or Natural Environment the most highly. This was followed closely by Sense of Community. Safety, Public Education, Recreational Opportunities, and Local History and Culture all received responses in the 20 percent range. Key Themes:

ʇ Cost of Living ʇ Natural Environment ʇ Sense of Community

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Takeaway: 489 7*8.)*398 4+ 9-* .9? 4+ ?3(-';7, N3) .9 94 '* % ,44) value for what they pay. They enjoy the scenic natural setting of the city as well and many residents value the communities they are part of. Other 85*(.N( aspects of the community are highly valued as well by their devotees.

Questionn 2 – Whatt concernss youu thee mostt aboutt Lynchburg’ss future?

Summary: Over żŴƧ 4+ 7*8543)*398 .)*39.N*) *.9-*7 7.2* 47 ;'1.( );(%9.43 %8 9-*.7 Ŭŵ (43(*73 %'4;9 9-* .9?ś8 +;9;7* Ł 7.2*ĺ 42%, Public Ed: 40%). Second-9.*7 (43(*738 .3(1;)* 4;8.3, <%.1%'.1.9?Ĺ 4%) %.39*3%3(*Ĺ %+*9?Ĺ %3) 7%V(Ĺ %3) 4' Opportunities. Key Themes: ʇ Crime ʇ Public Education

Takeaway: Residents are concerned about crime and safety issues within the City and about the state of the Public Education System.

Questionn 3 – Whatt shouldd Lynchburgg prioritizee ass itt planss forr thee future?? Summary: Most respondents indicated that they felt that the City should prioritize Improving the Economy and Access to Well-Paying 4' 55479;3.9.*8 (45%) and Improving Public Education and Workforce Development (40%) in its future plans. Key Themes: ʇ Improving the Economy and Access to Well- %?.3, 4' 55479;3.9.*8 ʇ Improving Public Education and Workforce Development Takeaway: Residents want the City to focus on Economic Development activities, such as job creation, workforce development skills training, and improving access to jobs, and on improving the Public Education System.

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Questionn 4 – Wouldd youu agreee orr disagreee withh thee followingg statementss relatedd too landd usee andd development?? Summary: Around half of respondents feel that Residential and Commercial Areas are “Safe and Attractive”. However, 62% indicated that they felt that blight is a problem within the City. Only 33% agreed with the statement that “New Development in Lynchburg is Well-Designed and High-Quality”. Key Themes: ʇ Residential and Commercial Areas need to be both safe and aesthetically pleasing. ʇ Blight is perceived to be a problem. ʇ Improve the design and quality of new development.

Takeaway: While respondents feel overall that the commercial and residential areas of the City are both safe and attractive, they feel that blighted properties interrupt this in some locations, and would like new development to be better designed and higher quality that it is currently.

Questionn 5 – Wouldd youu agreee orr disagreee withh thee followingg statementss relatedd too housing??

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Summary: The vast majority of respondents agreed with the statements “My Housing is Safe and Free of Health Hazards” (77%) and “I live in a Type of Housing that Suits My Needs” (84%). Greater than 60% %184 %,7**) =.9- 9-* 89%9*2*398 Ś ?3(-';7, L*78 ;V(.*39 4;8.3, 9-%9 **98 9-* **)8 4+ *8.)*398 4+ 11 3(42*8Ŝ %3) Ś 42*1*883*88 .8 349 % 574'1*2 .3 ?3(-';7,Ŝĸ Key Themes: ʇ Safe Housing ʇ There are a variety of housing types available to meet residents’ needs. ʇ Most respondents pay more than 30% of their income for housing.

Takeaway: Respondents feel that their housing in the City of Lynchburg generally meets their needs, is safe and well-constructed, and that there exists a variety of housing types available to suit their needs. However, the cost of housing is an issue, with more than half of respondents indicating they spend more than 30% of their annual income on their housing, the federal threshold for being housing cost-burdened.

Questionn 6 – Wouldd youu agreee orr disagreee withh thee followingg statementss relatedd too education,, thee economy,, andd workforcee development?? Summary: Large percentages of respondents feel that the City is “Business Friendly” (63%) and that “Entrepreneurs and Small Business Owners can Succeed in Lynchburg (60%). They also indicated that “Higher Education is an Achievable Goal for the City’s Children” (62%) and that “Children in Lynchburg Have Access to Extracurricular Opportunities for Recreation and Socialization” (61%). 4=*<*7Ĺ 431? ŶŸƧ %,7**) =.9- 9-* 89%9*2*39 9-%9 Ś 4'8 .3 ?3(-';7, %? % .<.3, %,*Ŝĸ Key Themes: ʇ Business Friendly and Entrepreneurial Environment ʇ Lots of Opportunities for Higher Education and Training ʇ Desire to increase wages

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Takeaway: Most respondents think the City has a good environment for businesses and is a good place to start a business. They also point out the opportunities for higher education and training for the City’s children and for workers to improve their skills, likely due to the large number of available colleges and universities. Concerns over wages may present an opportunity for workforce development activities to help residents access higher paying jobs and to create a more skilled workforce.

Questionn 7 – Wouldd youu agreee orr disagreee withh thee followingg statementss relatedd too communityy facilities,, services,, andd infrastructure??

Summary: Large majorities of respondents indicated their needs were adequately met by City services in several categories such as Water and Sewer (80% and 75%) and Recreation (73%). Respondents were somewhat more divided over services such as Trash and Recycling and the Public Library, with a slight majority feeling services are %)*6;%9* ';9 % 8.,3.N(%39 2.347.9? +**1.3, 9-%9 they are not. The same is also true of access to the Internet and to cellular coverage. Only 20% of respondents agreed that “Public School Facilities are well-maintained”.

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Key Themes: ʇ City services viewed positively by respondents ʇ Not all services are seen as adequate. ʇ Public School Maintenance is seen as an issue.

Takeaway: Many people feel that the City services that were listed adequately meet their needs, but there are opportunities for improved service, such as with the Public Library, Waste and Recycling services, and with Community Centers. Respondents are particularly concerned with the maintenance of Public School facilities, with only 1 in 5 feeling they are well-maintained.

Questionn 8 – Wouldd youu agreee orr disagreee withh thee followingg statementss relatedd too transportation?? Summary: 69% of respondents agreed with the statement “I can easily access recreation, amenities, and services in the City.” Around two-thirds (66%) agreed that “Road in the City are generally well maintained.” Only 44% agreed that “sidewalks are provided where needed and are generally well maintained”. ust over half (53%) of respondents disagreed that “Lynchburg is safe for walking and biking”. Key Themes: ʇ Vehicular Transportation system rated highly ʇ Safety is a concern for bicycles and pedestrians Takeaway: Overall, respondents feel that the vehicular transportation system serves their needs and is well-maintained, though there is some room for improvement. They do feel, however, that improvements need to be made to the non-motorized 97%385479%9.43 8?89*2Ĺ 85*(.N(%11? 94 .3(7*%8* 8%+*9? +47 (?(1.898 %3) 5*)*897.%38Ĺ %8 =*11 %8 *38;7.3, 8.)*=%108 %7* .389%1led where needed and are well-maintained.

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Questionn 9 – Wouldd youu agreee orr disagreee withh thee followingg statementss relatedd too overalll qualityy off life? Summary: More than 70% of respondents agreed with the statements “Lynchburg is a good place to raise a family”, “Lynchburg is a good place to retire”, “I feel safe in Lynchburg”, “I can easily access a grocery store with a variety of healthy and fresh food options”, %3) Ś ?3(-';7, 574<.)*8 8;V(.*39 5749*(9.43 4+ -.8947.( %3) (;19;7%1 7*84;7(*8Ŝĸ 3 (4397%89Ĺ 431? ŷŹƧ %,7**) 9-%9 “Lynchburg is a community where everyone feels welcomed, valued, and respected.”

Key Themes: ʇ Family-friendly ʇ Respondents feel safe ʇ Desire for everyone to feel welcome, valued, and respected

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Takeaway: Unsurprisingly, given the high number of respondents who rated “Quality of Life” as something they value about Lynchburg in Question 1, respondents largely agreed with positive statements in more than half of the categories in this question. However, these majorities lessened for a sense of community pride and for cultural and social events meeting respondents needs. Coupled with the low agreement that everyone feels “welcomed, valued, and respected”, this may indicate that some respondents +**1 1*R 4;9 4+ 9-* =.)*7 (;19;7* =.9-.3 9-* .9?ĸ

Questionn 100 – Whatt typess off new w residentiall developmentt wouldd bee desirablee inn Lynchburg??

Summary: Rehab/repair of existing homes, single family homes, and housing for older adults or disabled people were selected as desirable by more than half of respondents with Rehab/repair being selected by 63%. Denser housing options were desired by large minorities of respondents, with Townhomes being the most desired type of higher-density housing at 35%. Accessory Dwelling Units were desired by 19% of respondents. Only 8% of respondents indicated they found no new residential growth to be desirable. Key Themes: ʇ Rehabilitation and Repair of Existing Houses ʇ Variety of housing options desired ʇ Desire to Grow

Takeaway: A large majority of respondents indicated rehab of existing homes would be desirable, possibly because of the older housing stock in the City. There is strong demand for single-family homes, but there is also demand for other, denser housing options such as townhomes, apartments, and duplexes.

Questionn 111 – Whatt typess off new w commerciall orr industriall developmentt wouldd bee desirablee inn Lynchburg?? Summary: The most desired types of businesses were Local and Small Businesses (73%). Entertainment options were also indicated as desirable by more than half of respondents. 489 (%9*,47.*8 7*(*.<*) 8.,3.N(%39 8;55479ĸ Only 4% of respondents felt that no new commercial or industrial growth would be desirable. Small and Large-Scale Industrial development were desired by 45% and 36% of respondents, respectively.

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Key Themes: ʇ Pro-Development ʇ Desire for local, homegrown businesses ʇ More Entertainment Options ʇ Support for all types of Commercial and Industrial Development Takeaway: Respondents had a very pro-development attitude, but indicated a preference for small, local businesses, and entertainment businesses. Large numbers were supportive of Industrial development.

Questionn 122 – Whatt transportationn improvementss aree neededd inn Lynchburg??

Summary: Approximately half of respondents indicated that additional sidewalks, crosswalks, and Pedestrian and Bicycle safety improvements were 3**)*)ĸ 9-*7 (422431? )*8.7*) .2574<*2*398 .3(1;)* 4%) %.39*3%3(*Ĺ 7%.1 433*(9.<.9?Ĺ 7%V( Congestion Mitigation, Intersection Improvements, and Improved or Expanded Bus Service.

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Key Themes: ʇ Bicycle and Pedestrian Accommodations ʇ Road Maintenance ʇ 7%V( 43,*89.43 2574<*2*398

Takeaway: Respondents focused on the need for bicycle and pedestrian improvements, as well as road maintenance and spot 97%V( 8%+*9? %3) (43,*89.43 .2574<*2*398ĸ

Questionn 133 – Whatt recreationn facilitiess doo youu wantt mostt inn Lynchburg??

Summary: 56% of respondents indicated they want trails for biking, walking, or hiking and 43% said they would like existing facilities improved. More than a third of respondents indicated they like outdoor event spaces and small-scale parks. Key Themes: ʇ Trails ʇ Outdoor Event Spaces ʇ Small-scale Parks

Takeaway: -* )*8.7* +47 247* 97%.18 +47 '.0.3,Ĺ =%10.3,Ĺ %3) -.0.3, =%8 9-* (1*%7 N789 (-4.(*. Respondents also feel that existing facilities need to be improved. Outdoor event spaces, small-scale parks, educational or historical venues, swimming pools, indoor recreation, and playgrounds were frequently selected as well.

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Lynchburg Together

Questionn 144 – How w wouldd youu ratee thee valuee off Cityy servicess (e.g.,, publicc schools,, publicc safety,, parkss andd recreation)) comparedd too thee taxess youu pay?? Summary: Half of respondents rated City services a good value, and 9% felt services were exceptional for the taxes they paid. 28% felt it was a fair value. Key Themes: ʇ City Services are a good value for the taxes paid by residents. Takeaway: Most respondents think that Lynchburg provides a good value for what they pay in taxes.

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Questionn 155 – Whatt iss onee wordd youu hopee willl describee thee Cityy off Lynchburgg twentyy yearss from m now??

A wordd cloudd createdd from m responses.. Summary:

The word cloud above was generated from the responses to this question. The larger the word, the more frequently it was entered as the “one word” respondents hope will describe the City of Lynchburg twenty years from now. Key Themes: ʇ Thriving ʇ Vibrant ʇ Safe

264

B. Public Workshops Summary

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D 265

Lynchburg Together

Public Workshops Summary of Input November 15, 16 and December 2, 14

Participants ResidentsĹ .9? 9%LĹ *701*? 74;5 74/*(9 *%2

Various locations

Overview

;'1.( =4708-458 =*7* (43);(9*) 43 4<*2'*7 ŵŹ9- and 169-Ĺ %8 =*11 %8 on *(*2'*7 2nd and 149-, %9 <%7.4;8 14(%9.438 9-74;,-4;9 9-* .9?ĸ -* =4708-458 =*7* (43);(9*) %8 (-%7*99*8Ĺ =.9- % 8-479 57*8*39%9.43 %'4;9 9-* 574(*88 +4114=*) '? <.79;%1 5411.3, %3) ,74;5 =470 6;*89.438 %9 9%'1*8 %77%3,*) '? 945.( Ł 7%385479%9.43Ĺ (4342.( *<*1452*39Ĺ *9(ĸłĸ %79.(.5%398 =470*) %8 % ,74;5 94 7*%(- (438*38;8 43 9-* 6;*89.438 574<.)*) %3) 7*(47)*) 9-*.7 %38=*78 43 2%58 %3) 43 % =4708-**9ĸ 9 9-* *3) 4+ 9-* 8*88.43 % +%(.1.9%9*) ).8(;88.43 =%8 -*1) =.9- *%(- ,74;5 7*5479.3, 9-*.7 %38=*78 '%(0 94 9-* =-41*ĸ

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Consolidated Results Map – -.8 2%5 .8 % 8;22%7? 4+ (422*398 2%)* 43 9-* 2%58 +742 *%(- 9%'1* %9 %11 9-* =4708-458ĸ

266

Community Character Questionn 1 – %3)) 8*ĺĺ 3 9-** +;9;7*ĹĹ -4= = 8-4;1)) 1%3)) .33 9-** .9?? 4++ ?3(-';7,, '** ;8*)ĽĽ 8** 9-** 574<.)*)) 2%55 944 (4147ĹĹ outline,, 477 8-%)* %7*%88 4++ 9-** (.9?? ?4;; 9-.300 8-4;1)) '** ;8*)) +477 *%(-- 5;7548*ĸ Summary:

Key Themes:

Participants felt that land in the City should be used for growth. Responses were pro-development overall and supported the redevelopment of older shopping centers. This pro-development sentiment extended not just to commercial areas, but also to residential ones, showing a high desire for additional housing units of all types. The need to keep major commercial areas such as the Downtown core and the shopping areas around the mall healthy was also a priority. These factors indicate a strong desire for growth and the understanding of its role in future economic vibrancy, while also balancing new development by supporting existing commercial areas. Participants also stated that land should be set aside for greenspace and parks, and that there should be an interconnected system of trails and greenways within the City and connecting to regional partners.

Additional Comments:

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ʇ 74 )*<*1452*39 Ō *8.)*39.%1 .3 %)).9.43 94 (422*7(.%1 Š .3);897.%1 ʇ *)*<*1452*39 4+ 41)*7 8-455.3, %7*%8ĸ ʇ **) 94 0**5 *>.89.3, (422*7(.%1 %7*%8 1.0* 9-* %11 %3) 4=394=3 <.'7%39ĸ ʇ 47* -4;8.3, 4+ %11 9?5*8Ĺ %3) .2574<*) 5745*79? 2%.39*3%3(*ĸ ʇ *8.7* +47 %)).9.43%1 ,7**385%(*Ĺ 97%.18Ĺ 5%708Ĺ %3) ,7**3=%?8ĸ

K**5 9-* 2%11 %7*% <.'7%39ĸ 3);897.%1 )*<*1452*39Ĺ 8;(- %8 %143, )) *114=8 Road >5%3)*) 5%708 %3) ,7**385%(* 3*%7 7%<*8 .11

4;79Ĺ 1%?Ĺ %).843 – >5%3) 4=394=3 7*<.9%1.@%9.43 94 7*%(- %3) (43<*79 1%? 97**98ĸ

*=*7 %5%792*398 %3) 247* 8.3,1* +%2.1? -42*8

%25'*11 <* 3);897.%1 7*%8 – 3);897.%1 @43* 4L %25'*11Ĺ %143, 9-* 97%(0

439.3;* 94 5749*(9 -.8947.( ).897.(9

4=*7 %8.3

*)*<*145 1%@%

39*78*(9.43 3*%7 7*8- %70*9 – 5*3 85%(* %3) =4;1) 1.0* 94 8** %)).9.43%1 7*9%.1ĸ

>5%3) %3) 2574<* 7**385%(* 2574<*ŉ *34<%9* *>.89.3, -4;8.3, 894(0 422*398 %'4;9 *);(%9.43 %3) (7.2* *)*<*145 1%@% >5%3) %3) .2574<* ,7**385%(* 2574<*ŉ *34<%9* *>.89.3, -4;8.3, 894(0 %+* – 4= (7.2*Ĺ .2574<*) +%2.1? 897;(9;7*8ĸ 55479;3.9? – 1*39.+;1 ,44) 5%?.3, /4'8Ĺ '*99*7 Ŷŵ89 *39;7? *);(%9.43Ĺ 4=*7 54<*79?ĸ

267

*1(42.3, – *38* 4+ (422;3.9?Ĺ *<*7?43* =*1(42* %3) %((*59.3,ĸ

Lynchburg Together

4;1) 1.0* 94 8** 247* 2%/47 8947*8 .3 (*397%1 14(%9.438Ĺ 1.0* 4=394=3ĸ %10%'.1.9? 94 8-455.3, %3) ).3.3,ĸ 9-*7ĺ 4;9- 9-74;,-4;9 9-* (.9? 3**) *3,%,*2*39 .3 %7*%8 4+ '*.3, 9%;,-9 .3 % 9;947.3, 89?1* %143, =.9- 2*39%1 -*%19- 8*7<.(*8ĸ ;947.3, 8-4;1) .3<41<* (43Q.(9 7*841;9.43Ĺ N3%3(.%1 1.9*7%(?Ĺ *9(ĸĹ =-.(- 8-4;1) -*15 (;7' (7.2* %3) .3(7*%8* -42* 4=3*78-.5ĸ

Questionn 2 – .8947.(( 745*79.*8ĺĺ )*39.+?? %3)) ).8(;888 ;55 944 9-7*** 57.47.9? %7*%88 477 897;(9;7*88 9-%99 8-4;1)) '** .3(1;)*)) .33 -.8947.(( 57*8*7<%9.433 *L47988 477 =-*7** +;9;7** )*<*1452*399 8-4;1)) '** 1.2.9*)ĸĸ %700 9-*8** %7*%88 %3)ŉ477 897;(9;7*88 433 9-** 2%5ĸĸ -%99 %(9.4388 )44 ?4;; '*1.*<** 9-** .9?? 4++ ?3(-';7,, 8-4;1)) 9%0** 944 57*8*7<** 9-*8** %7*%88 %3)ŉ477 897;(9;7*8Ľ Summary: %79.(.5%398 .)*39.N*) 9-* -.8947.( 4=394=3 core +47 57*8*7<%9.43Ĺ 57%.8.3, 9-*8* *L4798 %3) 8%?.3, 9-*? 8-4;1) '* (439.3;*)ĸ They also suggested expanding historic preservation activities into surrounding residential and commercial areas. Participants also liked the revitalization programs downtown and suggested they should be completed.

Key Themes: ʇ >5%3) )4=394=3 7*<.9%1.@%9.43 .394 %)/%(*39 %7*%8ĸ ʇ >5%3) )4=394=3 -.8947.( ).897.(9 47 %)) 3*= 43*8 .3 41)*7 3*.,-'47-44)8 %)/%(*39 94 )4=394=3ĸ %25'*1 <*3;* 3);897.%1 7*% – 3);897.%1 @43* 4L %25'*11Ĺ %143, 9-* 7%.174%) 97%(08ĸ 4=*7 %8.3

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Additional Comments: Court, 1%?Ĺ %).843 – >5%3) 4=394=3 7*<.9%1.@%9.43 94 7*%(- 4;79 %3) 1%? 97**98

Questionn 3 – 7'%33 *8.,33 Š Š -%7%(9*7ĺĺ -*33 ?4;; 9-.300 4++ 9-** .9?? 4++ ?3(-';7,ĹĹ =-%99 %7** 9-** 5-?8.(%11 *1*2*3988 9-%99 )*N3** .988 (-%7%(9*7Ľ Summary:

P%79.(.5%398 +*19 9-%9 9-* .9? .8 )*N3*) '? 9-* 1%7,* *);(%9.43%1Ĺ ';8.3*88Ĺ (.<.(Ĺ %3) (;19;7%1 .389.9;9.438 +4;3) 3*%7 .'erty University and in the Downtown area overall, but they also felt 9-%9 3*.,-'47-44) 85*(.N( +*%9;7*8 )*N3* %7*%8 %9 % 247* 14(%1Ĺ ,7%3;1%7 1*<*1ĸ -*8* .3(1;)* 8(-441 ).897.(98Ĺ 85*(.N( 3*.,-'47-44)8Ĺ *85*(.%11? -.8947.( 43*8Ĺ %3) =%9*7=%?8ĸ 42* 7*8543)*398 8;,,*89*) =%?8 94 '*99*7 )*N3* 9-* (-%7%(9*7 4+ 9-*.7 3*.ghborhoods such as installing sidewalks and tying certain neighborhoods together. Key Themes: ʇ %.3 97**9 %3) 4=394=3 %3) .'*79? 3.<*78.9? %7* (-%7%(9*7 )*N3.3, %7*%8 +47 9-* .9?ĸ ʇ 4(%1 +*%9;7*8 8;(- %8 =%9*7=%?8 47 85*(.N( 3*.,-'47-44) ).897.(98 )*N3* (-%7%(9*7 %9 % 247* 14(%1 1*<*1ĸ Additional Comments: %(0 4+ 8.)*=%108 %3) ,%5 .3 9-* 8.)*=%10 3*9=470. S.)*=%108 8-4;1) '* 7*6;.7*) =.9- 3*= 7*8.)*39.%1 )*<*1452*39ĸ

%(0 =%9*7 (7**0

(%)*2? 4+ .3* %7*%8 .8 %3 %88*9

.'*79?

%.3 897**9 – 439.3;* 94 N11 =.9- ';8.3*88*8ĸ

*7,* 55*7ŉ 4=*7 .<*72439

4=394=3

268

Economic Development Questionn 1 – (4342.(( 7.47.9.*8:: Discusss ass a ,74;55 %3)) 7*8543)) 944 9-** +4114=.3,, 6;*89.438ĺ 1. -%99 8-4;1)) '** 9-** 9455 9-7*** *(4342.(( )*<*1452*399 57.47.9.*88 +477 9-** .9?Ľ 2. 4= = (%33 9-** %7988 %3)) (;19;7** '** *3,%,*)) 944 8;554799 (4342.(( *<*1452*39Ľ 2 ?3(-';7,Ľ 3. -%99 9?5*88 4++ ';8.3*88*88 %7** 2.88.3,, +742 4. -%99 2%0*88 ?3(-';7,, %55*%1.3,, +477 <.8.9478Ľ Summary:

Key Themes:

Participants felt that economic development activities should focus on expanding the existing clusters in Health Care and Education, as well as increasing entrepreneurship and local businesses which contribute to quality of life in neighborhoods and particularly in Downtown. Several mentioned workforce development activities such as vocational education and job training. P%79.(.5%398 .)*39.N*) 3%9.43%1-brand, higher-end shopping from adjacent localities which they would like to see in the City. Also ide39.N*) =*7* %798 %3) (;19;7%1 %(9.<.9.*8 .3 3*%7'? /;7.8).(9.438 9-%9 5%79.(.5%398 97%<*1 94 +47 *39*79%.32*39 9-*? +*19 =%8 1%(0.3, .3 ?3(-';7,ĸ %79.(.5%398 %184 .)*39.N*) %)).9.43%1 -4;8.3, %8 0*? 94 ,74=9-ĸ

Responses:

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ʇ 439.3;* 94 ';.1) 43 (47* .3);897? (1;89*78 .3 *%19- %7* %3) );(%9.43ĸ *(4,3.@* 9-* %88*9 9-%9 *);(%9.43%1 .389.9;9.438 %7* .3 9-* .9? %3) ;8* 94 9-%9 %997%(9 ';8.3*88*8 %3) 7*9%.3 89;)*398 .3 9-* 14(%1 =470+47(*ĸ 2574<* 5;'1.( *);(%9.43 %3) 9*(-3.(%1 97%.3.3,ĸ 439.3;* 94 857*%) '7%3)ĸ ʇ 798 -*15 94 )*N3* 4=394=3 ?3(-';7,ĸ 439.3;* 5;'1.( %79 574/*(98 %74;3) 9-* .9?Ĺ ';9 5%79.(;1%71? )4=394=3 %3) %143, 9-* 7.<*7+7439ĸ ʇ %79.(.5%398 1.0*) 9-* 2.> 4+ ';8.3*88*8 +4;3) =.9-.3 9-* .9?Ĺ ';9 =4;1) 1.0* 247* -.,-*7 *3) 7*9%.1 %3) 14(%1 8-455.3, %3) ).3.3, ).897.(98ĸ 8* ?3(-';7,ś8 14=*7 (489 4+ 1.<.3,Ĺ *>(*11*39 *);(%9.43Ĺ %3) %)<%3(*) 2%3;+%(9;7.3, %8 %3 .3(*39.<* 94 14(%9*) -*7*ĸ ʇ *? %55*%18 %7*ĺ 897%9*,.( 14(%9.43 =.9- 574>.2.9? 94 24;39%.38Ĺ %2*8 .<*7ĸ 4=394=3ĸ .9? -%8 842* *>(*11*39 2;8*;28 %3) -.8947.(%1 %997%(9.438ĸ ʇ 74= -4;8.3, 94 8;55479 /4'8ĸ

1. 997%(9.3, 3*= ';8.3*88 47 2%/47 8;'8.).%7.*8 4+ *>.89.3, ';8.3*88*8. 7*%9.3, .251*2*39.3, %3) 574%(9.<*1? 2%70*9.3, ?3(-';7, 9-%9 -.,-1.,-98 %11 4+ 4;7 9%1*398 %3) ,.R8 Ł247* -*15 +47 %7/*99*łĸ **5.3, .'*79? %3) 49-*7 (411*,*8 -*7*ĸ ;55479.3, %3) 574<.).3, .3+7%897;(9;7*ĸ %.39%.3.3, (1*%7 (422;3.(%9.43 =.9- 9-* 0*? .3);897? 1*%)*78 .3 4;7 (.9? 84 9-*? 89%? -*7*ĸ 74= /4'8 %3) -4;8.3, 94 8;55479 9-* /4'8ĸ %.39%.3.3, %3) .2574<.3, 5;'1.( education. 439.3;* >5%38.43 4+ *397% 4)) 2*).(%1 +%(.1.9.*8ĸ 439.3;* 5%793*78-.5 )*<*145*7 47 *397% =.9- .'*79? University, Lyn(-';7, .3 %))7*88.3, 2*).(%1 3**)8ĸ 439.3;*) 5%793*78-.5 =.9- +47 )4=394=3 )*<*1452*39ĸ Continued .2574<*2*39 4+ 5;'1.( *);(%9.43ĸ 3(7*%8*) '7%3) 7*(4,3.9.43ĸ **) -4;8.3, 94 8;55479 /4'8ĸ 2. 39*,7%1 .3 *<*7? =%?Ĺ =* -%<* =43)*7+;1 %798 %3) (;19;7* .3 ?3(-';7,ĸ *39*7 2*).% %74;3) 9-* 9?5*8 4+ 5*451* =-4 1.<* -*7* %3) -4= 9-*? (%3 '* .3<41<*)ĸ *9.7*2*39ŉ(411*,* 5%,*8 .3 3*=85%5*7ĸ (%)*2? %3) %793*78-.5 =.9- .9?ĸ 79 =%10 *>5%38.43 – '*%;9.N(%9.43 %3) 5;'1.( 85%(*8 =.9- %79ĸ 1;L %10ĸ 3. * %55*%7 94 -%<* % '%1%3(* 4+ *);(%9.43Ĺ -*%19-Ĺ 2%3;+%(9;7.3,Ĺ 8*7<.(*8Ĺ N3%3(*ŉ.3<*892*39 N728ĸ -41* 44)8 947*ŉ,74(*7?ĸ 997%(9 9-* (;8942*7 =-4 =%398 (1*%3 *%9.3,ĸ ŶŸŉŻ ';8.3*88 8;55479ĸ 7%)*7 4*8ĸ %9% (*39*7ĸ 440 94 94 N3) =-%9 ,4<*732*39 %3) ';8.3*88*8 =* (%3 ,*9 -*7*ĸ 47* 7*9%.1Ĺ 82%11 '4;9.6;*Ĺ 349 '., '4>ĸ 2%11 7*89%;7%398 *<*7?=-*7*ĸ 4;9.6;* 7*9%.1ĸ 4. 4 2%3? 9-.3,8 – +;3 7*(7*%9.43%1 *);(%9.43 *9(ĸ (%)*2? 4+ .3* 798Ĺ %2*8 .<*7Ĺ 1;* .),* 4;39%.38Ĺ 2%@*2*39 6;%7*Ĺ %3? .8947.(%1 51%(*8 4+ .39*7*89ĸ .8.9478 1.0* 9-* .7'3' 459.438 .3 ?3(-';7, %8 45548*) 94 -49*18ĸ 4=394=3 ?3(-';7, -%8 1498 94 )4 %3) .8 2%70*9*) <*7? =*11ĸ 4=394=3Ĺ 7*,.43%1 %997%(9.438Ĺ -.8947? %997%(9.438ĸ 9-*7ĺ *%73 94 574N9 +742 7*1%9.438-.5 =.9- .'*79?ĸ 269

Lynchburg Together

Questionn 2 – *)*<*1452*39ĺĺ )*39.+?? %3)) )*8(7.'** 9-** 9455 9-7*** %7*%88 4++ 9-** (.9?? ?4;; 9-.300 =4;1)) '** ,44)) 14(%9.4388 944 '** 7*)*<*145*)ĸĸ 88 ?4;; ).8(;888 9-** %7*%8ĹĹ 2%700 9-*2 2 (1*%71?? 433 9-** 2%5ĸĸ 8** 9-** 85%(** '*14= = 944 )*8(7.'** =-%99 ?4;; =4;1)) (-%3,*ĸ Summary: %79.(.5%398 +*19 .9 .8 .25479%39 94 (4251*9* 9-* 4=394=3 7*)*<*1452*39 *L4798Ĺ %3) 94 *3(4;7%,* 7*)*<*1452*39 4+ 9-* waterfront through new businesses and housing. Also discussed were aging shopping centers and the need to keep them vibrant since their health %L*(98 9-* 8;774;3).3, 3*.,-'47-44)8ĸ

Key Themes: ʇ 4251*9* 4=394=3 7*)*<*1452*39 *L4798ĸ ʇ *)*<*1452*39 %143, 9-* %2*8 .<*7 94 %997%(9 94;7.898 %3) +%2.1.*8ĸ ʇ 470 =.9- 8;774;3).3, /;7.8).(9.438 94 .2574<* =%9*7 6;%1.9? 4+ %2*8 .<*7 +47 94;7.82 %3) 7*)*<*1452*39ĸ ʇ 1)*7 8-455.3, (*39*78 %74;3) 9-* .9?ĸ 4=394=3 – 439.3;*ĸ 9.11 *259? 8947*+74398 ŁŹ9 97**9łĹ ŵŶ 97**9 9-474;,-+%7*Ĺ 247* %((*88 94 9-* 7.<*7Ĺ +41.%,* 97*%92*39

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Additional Comments: %2*8 .<*7 – 439.3;* .2574<*2*39 4+ =%9*7 6;%1.9? - =.11 %997%(9 247* ';8.3*88 %3) +%2.1.*8ĸ .)94=3ŉ 1%@% – *=Ĺ .39*7*89.3, 8947*8 %3) 7*89%;7%398ĸ *<*1452*39 .3<*892*39ĸ *%;9.N(%9.43.

1) -455.3, 1%@%8 – .30-473* 74,*7Ĺ .92%3 1%@% 7*)*<*1452*39

Questionn 3 – -** ;9;7** (4342?ĺĺ 4= = =4;1)) ?4;; 1.0** 944 8*** ?3(-';7,ś88 *(4342?? 14400 .33 ŶŴŴ ?*%78ĽĽ 8** 9-** 85%(** '*14= = 944 )*8(7.'** ?4;77 <.8.43ĹĹ %88 =*11 %88 9-** (-%11*3,*8ĹĹ %3)) 0*?? %(9.4388 9-%99 =.111 '** 3*(*88%7?? 944 2%0** 9-%99 <.8.433 %% reality.. Summary:

Participants believe that Lynchburg’s future economy should be dynamic and forward thinking, supported by reliable infrastructure, an educated workforce, and a growing population. This economy would feature technologically based businesses and would be better integrated into the State and National economies. Key Themes: ʇ 3* 9-%9 .8 =*11 8;55479*) '? 89743, .3+7%897;(9;7* %3) *);(%9.43 %3) =-.(- .8 +47=%7) 1440.3,ĸ ʇ *%)*78 3**) 94 '* +47=%7) 9-.30.3, %3) 574<.)* <.8.43ĸ Additional Comments: Need .3+7%897;(9;7*Ĺ *2514?2*39 '%8*Ĺ %3) *);(%9.43 94 8;55479 %3) *2'7%(* 9-* ).,.9%1 *(4342?ĸ **) +47=%7) 9-.30.3, 1*%)*78 .3 9-* (422;3.9? =-4 (%3 574<.)* vision, etc.

4438'474 =%10%'.1.9? .8 % 548.9.<* - 7%385479%9.43 -;' 3**)*) .3 4438'474 3(1;)* % <.8.43 +47 %;942%9*) <*-.(1*8 7%38.9 47.*39*) *<*1452*39 Ł ł ;8 89458 8-4;1) '* 7*897.(9*) 43 2%/47 9-474;,-+%7*8 270

4%) )*8.,3 8-4;1) .3(47547%9* ';8 5;11-4L =.9-.3 9-* 7.,-9 4+ =%? 9 ŶŶŵ 8-4;1) '* )*8.,3*) 94 -%3)1* 857%=1-related 97%V( 4;7 =%? 89458 are (43+;8.3, %70.3, )4=394=3 8-4;1) '* +7** .3 )*(08

8(%1%947 .3 )4=394=3 94 )*%1 =.9- 8145*8 - %'1* (%7ŉ80. 1.Rŉ97%2 94 ,*9 ;5 8145*8 )4=394=3 47* Q.,-98 %3) (433*(9.<.9? =.9- 49-*7 (.9.*8 Ł %3) ł .,-9 7%.1 43 9ĸ ŶŸ 47* 7*,.43%1 97%385479%9.43 51%33.3, +47 9ĸ ŶŶŵ

T AF

D 271

Lynchburg Together

Housing & Neighborhoods Questionn 1 – -** )*%11 *.,-'47-44)ĺĺ *8(7.'** =-%99 ?4;77 ,74;55 '*1.*<*88 944 '** %33 .)*%11 +;9;7** 3*.,-'47-44)) .33 9-** .9?? 4++ ?3(-';7,ĸĸ -%99 )4*88 .99 14400 1.0*ĽĽ 4= = )4*88 .99 ).L*77 +742 2 ?4;77 *>.89.3,, 3*.,-'47-44)8Ľ Summary: Participants expressed a desire for vibrant neighborhoods which can form the base of stable communities. A mix of new housing types is desired across the board, but participants noted that new housing needs to be appropriate to the area if it is in-N11ĸ -.8 may range from single family housing in less dense parts of the City to denser, mixed-use communities near universities and downtown. Participants also noted the need to build new neighborhoods that were entirely planned, mixed use areas so as to grow the City and use available land as wisely as possible.

Key Themes: ʇ )).9.43%1 -4;8.3, 4+ %11 9?5*8 .8 3**)*)Ĺ ';9 .9 3**)8 94 '* ';.19 %557457.%9*1?ĸ ʇ -*7* .8 % )*8.7* +47 2.>*) ;8* %7*%8 %3) )*38.9?Ĺ .3 %557457.%9* 5%798 4+ 9-* .9? 8;(- %8 3*%7 ;3.<*78.9.*8Ĺ 4=394=3Ĺ %3) .3 51%33*) %7*%8ĸ ʇ 9 .8 .25479%39 94 ';.1) (422;3.9.*8Ĺ 349 /;89 3*.,-'47-44)8ĸ *88 <%(%39 1498Ĺ 1*88 =.)* 45*3 85%(*8 – 1440 1.0* an actual residential area. 4408 .)*39.N%'1*, serviced, diverse, connected. 4;1) 1.0* a variety 4+ -4;8.3, 9?5*8Ĺ -%<* % 8*38* 4+ (422;3.9? %3) %114= 3*.,-'478 94 034= *%(- 49-*7ĸ ;%)51*> – *3.478 (4;1) 1.<* .3 '49942 %3) ?4;3,*7 +4108 (4;1) 1.<* 43 945ĸ

T AF

Comments: W4;1) -%<* ';8.3*88Ĺ 8(-4418Ĺ 47 49-*7 ;8*8Ĺ Ł2.>*) ;8*łĸ .>*) ;8*ĸ *8.)*39.%1 – 8.3,1* %3) 2;19.+%2.1? =.9- (422*7(.%1 %551.(%9.438ĸ 47* %2*3.9.*8ĸ 74>.2.9? 4+ -4;8.3, 94 %7*%8 =.9- /4'8ĸ 74>.2.9? 1*88 9-%3 ŵŴ 2.1*8 +742 .'*79? 3.<*78.9?ĸ *8 .9 =4;1) -%<* /4'8 %3) 49-*7 ';8.3*88*8ĸ

Questionn 2 – 4;8.3,, ?5*8ĺĺ )*39.+?? %7*%88 9-%99 ?4;; '*1.*<** 3**)) 9-** +4114=.3,, -4;8.3,, 9?5*8ĸĸ %700 433 9-** 2%55 %3)) )*8(7.'** -*7*ĺ Summary: Participants indicated a need for all types of housing, but in ways that are appropriate to the area. Denser parts of the City and *39.7*1? 3*= 3*.,-'47-44)8 8-4;1) .3(47547%9* 2.>*) ;8* (43(*598 94 ';.1) (422;3.9.*8ĸ L47)%'.1.9? .8 % 2%/47 .88;* );* 94 the lack of housing supply to meet demand. Key Themes: ʇ 47* -4;8.3, 4+ %11 9?5*8 .8 )*8.7*)ĸ ʇ *38*7 %7*%8 8-4;1) .3(47547%9* % 2.> 4+ ;8*8ĸ ʇ %7.4;8 9?5*8 .3 ).L*7*39 %7*%8 – ** 422*398ĸ ʇ .3) =%?8 94 .3(7*%8* %L47)%'.1.9?ĸ Comments: .3,1* %2.1? 4;8*8 – Ĺ 2%11*7 149 7*6;.7*2*398, 4438'474Ĺ 7%3* .11Ĺ %3,-473*Ĺ ŹŴŵ 477.)47 4=3-42*8 %3) ;51*>*8 – Yes. ;%)51*>*8ĸ 47*89 7440 %3) 1) 47*89 4%) 94 %0*8.)*ĸ

5%792*398Ĺ 43)48Ĺ 47 49-*7 ;19.- %2.1? – 4438'474 4%)ĸ 422*7(.%1 %3) ;19.- %2.1?ĸ 47*89 7440* %3) 1) 47*89 4%) 94 %0*8.)*ĸ Ź 2.1* 7%).;8 4+ .'*79?ĸ %2*8 .<*7 %)/%(*39 8;(- %8 41) 2.118Ĺ =%7*-4;8*8ĸ -4;1) '* 2.>*) ;8*ĸ 272

9-*7 – L47)%'.1.9? .8 %3 .88;* 9-%9 (%3 '* .2574<*) 9-74;,- )*38.9?ĸ

Questionn 3 – *.,-'47-44)) 88;*8ĺĺ -%99 )44 ?4;; '*1.*<** %7** 9-** 9455 9-7*** .88;*88 +%(.3,, 3*.,-'47-44)88 .33 9-** .9?? 4++ ?3(-';7,, 94)%?ĽĽ .8(;888 9-** .88;*88 %3)) 1.899 %3?? 89*588 ?4;; '*1.*<** 9-** .9?? 8-4;1)) 9%0** 944 %))7*888 9-*2ĸĸ .7(1** %3?? %7*%88 ?4;; ).8(;888 433 9-** 574<.)*)) 2%5ĸ Summary:

Key Themes:

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o o o

47* -4;8.3, .8 3**)*)ĸ *8.)*398 3**) % 7*%843 94 1.<* .3 9-* .9?ĺ 6;%1.9? 4+ 1.+*Ĺ *);(%9.43Ĺ 8*7<.(*8Ĺ *9(ĸ .3) =%?8 94 .2574<* 9-*8*ĸ ;'1.( *);(%9.43Ĺ 7*%1 47 5*7(*.<*)Ĺ .8 %3 .88;* =.9- 9-* )*8.7%'.1.9? 4+ 3*.,-'47-44)8 .3 9-* .9?ĸ **) +47 2.>*) ;8* 51%(*8Ĺ *.9-*7 5;7548* ';.1) ).897.(98 47 3*= ';8.3*88*8 .3 *>.89.3, 3*.,-'47-44)8ĸ 8* )*38.9? 94 .3(7*%8* %L47)%'.1.9?ĸ

o o

Generally, participants felt that Lynchburg’s neighborhoods need 94 4L*7 '*3*N98 94 1.<.3, .3 9-* .9? <*78;8 14=*7 (489 %7*%8 4;98.)* 4+ .9ĸ -* 7*%1 47 5*7(*.<*) 6;%1.9? 4+ 9-* .9?ś8 5;'1.( 8(-4418 =%8 .)*39.N*) %8 % (7.9.(%1 )*9*72.3%39 of this. %79.(.5%398 %184 .)*39.N*) % 1%(0 4+ -4;8.3, ;3.98 %8 %3 .88;*Ĺ %143, =.9- % 3**) +47 2.>*) ;8* areas.

Comments: .3,1* %2.1? 2%11*7 149 7*6;.7*2*398 – 8.3,1* +%2.1?ĸ .11 -*15 =.9- %L47)%'.1.9?ĸ -%3,* @43.3, 7*6;.7*2*398 – R1 Have to (425*9* =.9- (4;39.*8 %8 .9 5*79%.38 94 )*<*1452*398 %3) -4;8.3, Ł9%>*8 %7* -.,-*7 .3 9-* (.9? 84 9-*7* 3**)8 94 '* % 7*%843 94 )7%= +4108 .3ł ;'1.( 8(-4418 %7* 349 5*7(*.<*) 94 '* %8 ,44) %8 .3 9-* (4;39.*8 Ł %25'*1 %3) *)+47)ł .> 4+ -4;8.3, 9?5*8 – %114= 94=3-42*8 %3) 6;%)51*>*8 .3 247* @43*8ĸ -? )4 94=3-42* )*<*1452*398 7*6;.7* Ŷ %(7*8Ľ -458 349 %((*88.'1* +742 -42*8 43 +449 – 114= (473*7 8947*8 94 '* ';.19 .3 3*.,-'47-44)8ĸ ;.1) ;5 *),*8 4+ 3*.,-'47-44)8ĸ %70.3, 7*6;.7*2*398 57*<*39 3*.,-'47-44) ';8.3*88*8 +742 '*.3, ';.19 – -.7) 51%(*8 %7* 2.88.3,ĸ *);(* 8*9'%(08 94 .2574<*ĸ 42* 51%(*8 +**1 1.0* ?4;ś7* =%10.3, %(7488 % <%89 51%.3ĸ 9-*7ĺ 3? *L479 94 )7%= 5*451*ŉ)*<*1452*39 94 9-* .<*7 =4;1) '* ,7*%9 +47 (.9?ŉ,74=9- .3 )*<*1452*39ĸ .9? 89%3)%7)8 '*.3, 7*);(*) %8 .9 5*79%.38 94 897**9ŉ74%) (43897;(9.43 7*6;.7*2*398 =4;1) *3(4;7%,* )*<*145*78ĸ

273

Lynchburg Together

Natural Resources Questionn 1 – ((*888 944 %9;7%11 7*%8ĺĺ -%99 %7** 9-** 9455 9-7*** =%?88 9-%99 %((*888 944 3%9;7%11 %7*%88 =.9-.33 9-** .9?? (%33 '** .2574<*)ĽĽ 49** 9-*8** .88;*88 433 9-** 2%55 %3)) =-*7** ?4;; '*1.*<** %3?? .2574<*2*3988 477 %((*88*88 8-4;1)) '** 14(%9*)ĸ Summary: Participants indicated a need to improve access to the James River, noting obstacles such as the railroad, and expressed desire for greater water-based recreational opportunities. Also noted was the desire for walkability through sidewalks and trails, and in particular non-motorized connections between neighborhoods, parks, and recreational areas. Participants also expressed a desire for more neighborhood parks.

T AF

Key Themes: -* %2*8 .<*7 .8 9-* 2489 )*N3.3, 3%9;7%1 %7*% .3 9-* .9?ĸ 9 -%8 2%/47 %((*88 4'89%(1*8 );* 94 9-* 7%.174%) 9-%9 3**) 94 '* 841<*)ĸ -*7* .8 549*39.%1 +47 %)).9.43%1 7*(7*%9.43 %143, 9-* 7.<*7 8;(- %8 8=.22.3, %3) '4%9.3, %((*88Ĺ %3) *<*39 85%(*8ĸ )).9.43%1 5%708 %7* 3**)*) =.9-.3 47 (148*7 94 3*.,-'47-44)8. *8.7* +47 .3(7*%8*) ,7**385%(* %3) 97**8Ĺ %3) % 7*(7*%9.43%1 97%.1ŉ8.)*=%10 3*9=470 (433*(9.3, 3*.,-'47-44)8 =.9- ,7**385%(*8 9-74;,- (477.)478 8;(- %8 897*%28. Comments: *= %((*88 94 %2*8 .<*7 – 4251*2*39 9-* 2-*789 .<*7ś8 ),* %70 =.9- a nice )4=3 7.<*7 %((*88 %7*%8 8.2.1%7 =.9- 7*8974428ĸ -* 4;3)7? %70 (43(*59 .3 9-* )4=394=3 51%3ĸ 7**3 85%(* – Increase 3*.,-'47-44) %((*88.'.1.9? 94 ,7**385%(*ŉ(477.)47ŉ7.<*7 .<*7+7439 – *<*145 9-* 7.<*7+7439 Ł349 /;89 )4=394=3 %7*%ł %8 %3 %88*9ĸ %(* 9-* 7.<*7Ĺ 349 9-* 74%)ĸ .<*78.)* %70 – 4347 9-* .<*78.)* %70 441ĸ %2*8 .<*7 – 74<.)* 8=.22.3,ŉ'4%9.3, %((*88 %708 – 47* 82%11*7 5%708ĸ 47* %((*88 54.398ŉ82%11 5%70.3, %7*%8ĸ 7**8 – )*39.+? 97**8ŉ-%<* 97** %=%7)8ĸ .<*7 Ł ((*88 %3) 5749*(9.43ł – 2%79 )*<*1452*39 94 (439741 8*).2*39ĸ *9 49-*7 5%793*78 .3<41<*)ĸ *);(* )*<*1452*39 43 89**5 8145*8ĸ ((*88 2.,-9 '* *%8.*7 '? 5%793*7 14(%1.9? 1.0* 2-*789ĸ 4;39%.38 – 7*8*7<* 24;39%.3 .*=8-*)8 %3) ,7**3 85%(*ĸ %708 – 7%.18Ĺ *<*3 *>5%3).3, 8.)*=%108ĸ 433*(9 *>.89.3, 97%.18ĸ 3(*39.<.@* 9-* ;8* 4+ ,7**3 .3+7%897;(9;7* 94 5749*(9 =%9*7=%?8 %3) 97.';9%7.*8ĸ -4;1)3ś9 -%<* 94 )7.<* 94 =%10 .3 % 5%70ĸ %34* 1%3).3, .8 349 <*7? +7.*3)1? 94 ;8*ĸ 7*= -4;8* +47 .'*79? 89;)*398ĸ

Questionn 2 – %9;7%11 *84;7(*8ĺĺ -*7** %7** %7*%88 4++ ,7**385%(** 477 3%9;7%11 7*84;7(*88 9-%99 3**)) 944 '** 5749*(9*)Ľ Summary: Participants singled out the James River and its viewsheds from Downtown for protection. Also suggested was the preservation of existing parks and trails, as well as riparian areas along the James and along creeks and streambanks. Key Themes:

274

-* %2*8 .<*7 %3) 97.';9%7.*8 3**) 94 '* 5749*(9*)ĸ >.89.3, ,7**385%(*8 8;(- %8 5%708Ĺ 97%.1 3*9=4708Ĺ %3) 7.5%7.%3 %7*%8 8-4;1) '* 5749*(9*)ĸ 470 =.9- %)/%(*39 14(%1.9.*8 94 5749*(9 <.*=8 %(7488 9-* %2*8 .<*7 %3) 4+ 3*%7'? 24;39%.38ĸ

Comments: .30 9-* 97%.1 8?89*2 9-%9 .8 .3 9-* 51%38 9-74;,-4;9 9-* .9?ĸ -%71499*8<.11* -%8 % .9? 5*7.2*9*7 97%.1 %3) .9 =4;1) '* ,7*%9 +47 ?3(-';7, 94 (4251*9* .9 8443*7ĸ 1*%8* (438.)*7 5%708 .3 45*3 85%(*8 =-*7*<*7 5488.'1*ĸ .2'*71%0* %7*% 3**)8 247* 5%708ĸ 1%(0=%9*7 7**0 %2*8 .<*7 11 9-* %708 .11*7 %70 7**08 *74).3, 43 57.<%9* 5745*79? 7.2%7? 7.<*7 %3) =%9*7 <.*=8-*)8 4;39%.3 <.*=8-*)8 – %793*7 =.9- 3*.,-'47.3, 14(%1.9.*8 94 57*8*7<* 7*84;7(*8 8* .3N11 )*<*1452*39 – 7*);(* )*<*1452*39 43 89**5 8145*8 749*(9 5%708 – *84;7(* 2%3%,*2*39 .3 5%708 1%39.3, 97**8 %143, (477.)478 94 7*);(* -*%9 %3) 8*).2*39%9.43ĸ

T AF

Questionn 3 – %9*77 *84;7(*8ĺĺ 4= = (%33 9-** .9?? 4++ ?3(-';7,, 5749*(99 %3)) .2574<** .988 =%9*77 7*84;7(*88 1.0** 9-** %2*88 .<*7ĹĹ (7**08ĹĹ %3)) 897*%2'%308ĽĽ %700 %3?? 14(%9.4388 433 9-** 574<.)*)) 2%5ĸ Summary:

Participants indicated that she City should identify and correct areas of bank erosion and reduce sedimentation into waterways. 9-*7 897%9*,.*8 8;(- %8 51%39.3, %)).9.43%1 97**8 94 7*);(* -*%9 .81%3) *L*(98Ĺ %3) .3(*39.<*8 94 businesses to reduce their amounts of impervious surface were also mentioned. Key Themes: .3) %3) (477*(9 %7*%8 4+ '%30 *748.43 =.9- 3%9;7%1 7*2*).*8 8;(- %8 897*%2'%30 89%'.1.@%9.43ĸ *);(* 8*).2*39%9.43. *);(* .25*7<.4;8 8;7+%(*8 9-74;,- (4)* .3(*39.<*8 %3) '*89 57%(9.(*8ĸ 8* %)).9.43%1 97**8 94 7*);(* 7;34L %3) -*%9 .81%3) *L*(98ĸ Comments: 1%(0=%9*7 7**0 – *.3+47(* (7**0 =%118 =-*7* 89**5 %3) *74).3, 9-%9 =4;1) -%<* % 143,-9*72 .25%(9ĸ 11 (.9? 5%708 – 3(7*%8* ;9.1.@%9.43 11 5%708Ĺ 3%9;7%1 7*84;7(*8 – *9 .9 '* 3%9;7%1 )43ś9 97? 94 (439741 11 %=%7*3*88 – 2'*) 247* *3<.7432*39 +4(;8*) N*1) 97.58 .3 5;'1.( 8(-441 (;77.(;1;2 %89* .8 +44) – **) 7*(?(1.3, 4= 94 9%5 3%9;7%1 7*84;7(*8 +47 *(4342.( (4397.';9.43 7**08 – 47* 897*%2'%30 7*8947%9.43 574/*(98ĸ 1%(0=%9*7 7**0Ĺ 411.38 .11 – 2*11? *);(* .25*7<.4;8 8;7+%(*8 1%(0=%9*7 7**0 – Need to reduce 8*).2*39ĸ 439.3;* *L4798ĸ %2*8 .<*7 – 97*%2'%30 89%'.1.@%9.43 %143, *7(.<%1ś8 81%3) 1%3 7**8 – 8* 4+ ,7**3 .3+7%897;(9;7* 94 (%59;7* 89472=%9*7 %3) 8*).2*39ĸ ;'1.( 7*(?(1.3, 455479;3.9.*8ĸ

275

Lynchburg Together

Transportation Questionn 1 – 4%)88 %3)) %+*9?ĺĺ 8.3,, 9-** 2%5ĹĹ (.7(1** =.9-- %% '1;** 5*33 74%)) 14(%9.4388 9-%99 ?4;; '*1.*<** 3**)) .2574<*2*39ĸĸ .7(1** =.9-- %% 7*)) 5*33 %7*%88 9-%99 ?4;; '*1.*<** -%<** 8%+*9?? (43(*738ĸĸ + 9-*8** %7*%88 %7** 9-* 8%2*ĹĹ (.7(1** = 944 349** *%(-- 14(%9.433 %3)) *>51%.33 9-** .88;*88 ?4;; 9-.300 %7** .25479%39ĸ =.9-- '49-- (41478ĸĸ 8** 9-** 85%(* '*14= Summary: %79.(.5%398 .)*39.N*) % 8*1*(9.43 4+ 8.9*8 =-*7* 9-*? +*19 8549 .2574<*2*398 =*7* 3**)*) +47 97%V( 8%+*9?ĸ -*8* %7* .3)icated in the comments below. Improving walkability and pedestrian safety throughout the City was a common theme, as was improving the short on-ramps to the expressway.

Key Themes: 2574<*) =%10%'.1.9? %3) 8%+*9? +47 5*)*897.%38 .8 )*8.7*) 9-74;,-4;9 9-* .9?ĸ -479 43-7%258 94 -.,-=%?8 %7* % (43(*73 94 7*8.)*398ĸ 549 .2574<*2*398 – ** (422*398ĸ

T AF

Comments: 7%<*8 .11 %9.43=.)* ( 433.1* 39*78*(9.43 – 74;3)%'4;9 .8 3*(*88%7? %0*8.)*ŉŹŴŵ – 39*7(-%3,* 5488.'1* ŹŴŵŉ 4438'474ŉ 1) 47*89 – .,3%1 8-4;1) '* (422;3.(%9.3, =.9- %0*8.)*ŉ 1) 47*89 8.,3%1ĸ >97% 1%3*8 3**)*) %3)1*78 4;39%.3 ;9 94 %25'*11 4ĸ – Road is <*7? 3%774= (438.)*7.3, 9-* ,7%)*8 *85*(.%11? .3 .3(1*2*39 =*%9-*7 47 .3 *2*7,*3(.*8ĸ 3(7*%8* =.)9- 4+ 8-4;1)*78 +47 <*-.(1* 8%+*9? ;, %3)1* – -* /;, -%3)1* 24<*2*39 .8 (43+;8.3, =.9- 9-* ŶŽ .39*7(-%3,*ĸ >57*88=%? %((*1*7%9.43 1%3*8 944 8-479 %3) =*%<.3, 43 )*(*1 %7* )%3,*74;8ĸ Intersection 4+ ŵŶ %3) 479ĸ .,- 97%V( %7*% %9 Żŉŵŵ =.9- 34 (7488=%10 %3) 85**) .8 <*7? -.,-ĸ 3 7%258 43 ?3(-';7, %70=%? )*39.+?.3, 7.,-9 1%3* 47 1*R 1%3* 9;73 431? 43 443e8'474 .<*72439 – *7? ).V(;19 94 (7488Ĺ 97%V( .3 2%3? ).7*(9.438Ĺ % 74;3)%'4;9 =4;1) -*15 411.38 .11 – **)8 8.)*=%108 *39.7* 1*3,9-Ļ *85*(.%11? 94=%7)8 '%0*7? +742 97%.1ĸ 4?%1 %0ŉ 4438'474 4%) – .V(;19 94 2%0* 1*R 9;738 .3ŉ4;9ĸ %3ś9 8** 4<*7 <*79.(%1 7.8* 4+ 74%)ĸ .<*72439 <*3;* – **)8 % 51%3 +47 =%10%'.1.9?ĸ 9ś8 <*7? ).V(;19 94 (7488Ĺ *85*(.%11? =.9- 0.)8ĸ .2'*71%0* – ;5*7 ).V(;19 94 (7488Ĺ 34 8.)*=%10ĸ %9.43=.)* 7.<* – Ÿ=%? 8945 8-4;1) '* % 74;3)%'4;9ĸ

Questionn 2 – 433*(9.<.9?? %3)) 19*73%9.<** 7%385479%9.43ĺĺ 8.3,, 9-** 2%5ĹĹ )7%= = 74;9*88 Ł%% 1.3*łł =-*7** ?4;; =4;1)) 1.0** 944 8*** % (433*(9.433 '** 2%)*ĹĹ 477 %% 3*= = 74;9** (7*%9*)ĸĸ Ł 8** ,7**33 +477 ,7**3=%?8ĹĹ '1%(00 +477 8.)*=%10ĹĹ %3)) '1;** +477 '.0** 1%3*8ĸł Summary: Participants discussed the need for the City to look at non-motorized transportation (biking and walking) in an overall way, with %99*39.43 94 -4= ;8*78 ,*9 +742 51%(* 94 51%(* 9-74;,- 9-* 97%385479%9.43 3*9=470ĸ -*? %184 (.9*) 9-* 3**) 94 N11 ,%58 .3 the sidewalk network, as well as connectivity between bike lanes, sidewalks, and trails. Participants also discussed the need to better maintain older sections of sidewalk. Key Themes: %58 .3 9-* 8.)*=%10 3*9=470 3**) 94 '* N11*) .3ĸ 276

.)*=%10 2%.39*3%3(* (%3 '* %3 .88;* .3 842* %7*%8ĸ ?3(-';7, 3**)8 % -41.89.( 1440 %9 '.0.3, %3) '.0* 1%3*8Ĺ %3) -4= 9-*8* .39*7%(9 =.9- 2;19.-use trails. 2574<*2*398 94 ';8 89458 %7* 3**)*)Ĺ 8;(- %8 8-*19*78 %3) '*3(-*8ĸ

T AF

Comments: * -%<* )43* % 57*99? ,44) /4' 4+ ';.1).3, 8.)*=%108 ';9 2%.39%.3.3, 9-*2Ĺ 349 84 2;(-ĸ 3);1%9.3, /4.398 -%<* (%;8*) 8*<*7 97.5 -%@%7)8ĸ 438.)*7 24<.3, +;9;7* street 97**8 94 9-* '%(0 4+ 8.)*=%108ĸ 9 -*158 9-* 97** '? 349 (43N3.3, 9-* 74498 '*9=**3 (;7' %3) 8.)*=%10ĸ 9 %184 .2574<*8 9-* 8.)*=%10 %3) (;7' 2%.39*3%3(*ĸ -4;,-9+;1 %88*882*39 4+ %7*%8 =-*7* +4108 +7*6;*391? %7* ;9.1.@.3, 74%)8 +47 '.0.3, – %3) -%<.3, '.0* 1%3*8 %))*) =4;1) '* ,7*%9ĸ %10.3 (7488 (4;1) '* ;8*+;1 %9 7*398 *77? %3) 4438'474 4%)ĸ .)*=%108 3**) '*99*7 )*8.,3 =ŉstreet 97**8 '*9=**3 8.)*=%10 %3) 897**9 ;7' 7%).. %7* 944 '., .3 3*= 3*.,-'47-44)8Ĺ 2%0*8 .9 ).V(;19 94 (7488 897**9 %3) (%78 ,4 %74;3) (473*78 944 6;.(01? ;8 8?89*2 3**)8 94 '* (4397%(9*) 94 574<.)* +%89*7 -*%)=%?8ĸ 8* %19*73%9.<* 97%385479%9.43 2*9-4)8 +47 9-* 1%89 2.1*ĸ 2574<* ';8 89458 94 2%0* -485.9%'1*Ĺ 574<.)* 8-*19*78 =.9- =%118 43 ŷ 8.)*8 %3) '*3(-*8ĸ .0* 1%3*8 43 ż +742 %70 94 ĸ %79.%1 '.0* 1%3*8 3**) 94 '* (433*(9*) 94 2%0* % 3*9=470ĸ

277

Lynchburg Together

C. Focus Groups Summary

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D 278

Focus Groups Summary March 12-13, 2024

Focus Groups

Virtual

Mobility & Transportation Parks & Recreation and Cultural & Historical Assets Community Facilities and Services Housing and Neighborhoods

Land Use & Development Environmental Stewardship & Natural Resources Economic Development

Education and Workforce Development

T AF

Overview

Focus groups were convened as part of the public input process for the Lynchburg Together Comprehensive Plan. There were eight groups in total, taking place on March 12th and 13th, 2024 and April 11th and 12th, 2024. Each group was composed of stakeholders (-48*3 '? 89%L +47 9-*.7 knowledge of the subject and for their roles within that area of focus in the community. Group size typically ranged from 5 to 12. Each group was provided with a set of questions to consider prior to the meeting, during which the facilitator went over the questions and facilitated a discussion among group participants 4+ ).L*7*39 .88;*8ĸ Below is an overall summary of participant comments, along with a summary of the discussion for each group and key themes that emerged. Summary

74;58 .)*39.N*) 8*<*7%1 2%/47 9-*2*8 .3(1;).3, % 1%(0 4+ -4;8.3, %3) -4;8.3, %L47)%'.1.9?Ĺ 2;19.24)%1 97%385479%9.43Ĺ (7.2e and social issues, the need for mixed use developments. There are many assets the community has to build on, but participants consistently cited a lack of funding to address the City’s needs. Participants in nearly all groups expressed the need for additional housing options and housing supply. Many discussed what is traditionally described as the “missing middle” of housing. This typically includes units that are denser than single-family but which are less dense that large complexes, such as duplexes, triplexes, and small apartment buildings. Several groups also discussed how -4;8.3, %L47)%'.1.9? =%8 *>%(*7'%9.3, -42*1*883*88 =.9-.3 9-* (.9?ĸ -*? %184 349*) .38;V(.*39 +;3).3, 4+ 84(.%1 services and a lack of coordination among the providers. Crime was frequently discussed, as were the physical conditions and educational quality of City schools. Participants gave solutions 8;(- %8 %)).9.43%1 +;3).3, +47 7*(7*%9.43%1 %3) /4' 97%.3.3, 574,7%28Ĺ (42'%99.3, )7;, %';8*Ĺ %3) '*99*7 .39*,7%9.43 4+ ).L*rent populations of the City into a whole as solutions. Participants mostly felt that the City’s transportation system, while adequate for current needs (minus some spot improvements) would not be adequate to meet the needs of future expected growth and could constrain the City’s success in the future. A similar theme emerged with community facilities such as water and sewer infrastructure and solid waste. Participants also expressed the desire for additional multi-modal options including more sidewalks, trails, bike lanes, and bus service.

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Lynchburg Together

Future development, participants felt, should generally be denser where it is appropriate to do so, and more mixed use. Given the limited supply of land available to the City dense, mixed-use areas could be a good choice for new development. Developers also cited the need for consistent City political leadership around development, and discussed how public investment in infrastructure, complete streets, and even public art created conditions for them to take advantage of and attracted new investment to the City. The participants of the focus groups uniformly believed that the City of Lynchburg has many assets that can be built on, but that it will take funding and political will to do so. Lynchburg has many features that attract people to the City such as higher education and healthcare, and these can be leveraged to the City’s future success.

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Focus Groups Focuss Groupp 1 – Mobilityy & Transportationn Summary: The existing transportation system meets the City’s current needs, but will need improvements to meet future needs. Recent growth is causing strain in some areas and various locations around the City need spot safety and operational improvements. These mainly consist of intersection improvements, minor additions to capacity, and merge lane lengthening. While recently installed sidewalks are helpful, this network needs to be built out. Bicycle and pedestrian accommodations are needed throughout the City, as well as and expansion of the trail system.

Key Themes:

The city needs to better coordinate transportation improvements and land use. These improvements should support more mixed use development that is not car dependent. There is room and capacity for growth in the city, but the transportation infrastructure needs to be in place. Consider ways to reuse %3) )*<*145 8;751;8 parking lots. Connectivity to other regions such as roads, rail, and bus service also needs to be considered and improved. Bus stops need amenities.

T AF

ʇ Relationship between land use and transportation ʇ Transportation investment to open new areas for development ʇ Bicycles and Pedestrians ʇ Planning for more mixed-use development ʇ Connections to other regions

Focuss Groupp 2 – Parkss & Recreationn andd Culturall & Historicall Assets

Summary: -* .9? 4+ ?3(-';7, -%8 8.,3.N(%39 -.8947.(%1 %3) (;19;7%1 %88*98 94 complement its recreational ones. The City’s colleges and universities bring a lot of cultural events to the area, as do other institutions. There are opportunities to build on these cultural events for tourism and to celebrate Lynchburg’s story. Safety is perceived to be an issue in the City, but recreation can help provide young people with opportunities for positive activities. There are many non-574N98 .3 9-.8 85%(* =-.(- (4397.';9* % 149Ĺ ';9 they do not always work together. Funding can be a challenge. Programs that directly impact the quality of life for residents should be prioritized for funding. More leadership from the City is needed. Key Themes: ʇ Tell Lynchburg’s story through events ʇ Funding ʇ Culture as tourism ʇ ;19;7%1 .389.9;9.438 3**) 94 N3) =%?8 94 =470 94,*9-*7 ʇ Activities for young people help to reduce crime and keep them safe, build skills ʇ Lynchburg needs to be more open and work together, reduce silos

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Lynchburg Together

Focuss Groupp 3 – Communityy Facilitiess andd Servicess Summary: The City has a diverse array of facilities, but many are in need of renovation and updating. 440.3, %-*%)Ĺ 8.,3.+.(%39 .3<*892*398 =.11 3**) 94 '* 2%)* .3 47)*7 94 2%.39%.3 (422;3.9? +%(.1.9.*8 %3) +.3) 3*=Ĺ 574);(9.<* ;8*8 +47 85%(*8 9-%9 =.11 '* (148*)ĸ Additionally, there are concerns about solid waste management if the Campbell County facility were to close. Financially disadvantaged areas need better transportation infrastructure. The City’s human services are minimally funded but it is not enough to keep up with needs in the community and to address the community’s problems. -* (.9? -%8 3**)8 +47 %L47)%'1* -4;8.3,Ĺ 7*85.9* (%7* +47 +489*7 +%2.1.*8ĸ There also needs to be better organization among 9-* 343574N98 %3) (422;3.9? ,74;58Ĺ %3) '*9=**3 9-*2 %3) 9-* .9?ĸ The closing of the homeless shelter 1*R a gap in needed housing services.

Focuss Groupp 4 – Housingg andd Neighborhoodss

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Key Themes: ʇ Aging facilities and a lack of funding to make needed repairs ʇ Need for long-term solution to solid waste ʇ Need for better organization and working relationships among the community non-574N98 %3) 8*7<.(* 574<.)*78 ʇ Need for leadership from the City in addressing social service and health issues ʇ L47)%'1* -4;8.3, ʇ Lack of funding

Summary: 4;8.3, %L47)%'.1.9? .8 )*(7*%8.3, in Lynchburg as rents increase and lower-priced units are converted to higher rent ones. Many households in the City are cost burdened. The housing stock is older and has some issue with repair and maintenance in various neighborhoods. =4 8.,3.N(%39 '%77.*78 94 %L47)%'1* -4;8.3, %7* +;3).3, +47 .9 %3) 9-* (422;3.9?ś8 5*7(*59.43 4+ =-%9 %L47)%'1* -4;8.3, .8ĸ L47)%'.1.9? 2%? '* %'1* 94 '* %))7*88*) 9-74;,- 9-* @43.3, 47).3%3(* '? %114=.3, .3(7*2*39%1 )*38.9?ĸ -*re’s notmuch in the ordinance between single-family zoning and dense multi-family. New housing is needed throughout the City, of all types, and a balance between both rental and ownership solutions is needed. There is a “Missing Middle” in the housing stock. In the long term, more mixed-income and mixed-use neighborhoods need to be created. A lack of water and sewer capacity is a barrier to new development in some areas. New transportation options such as complete streets, sidewalks, trails and bike lanes can make neighborhoods more accessible and attractive, and induce investment from developers.

Key Themes: ʇ Need for additional housing of all types ʇ 4;8.3, %L47)%'.1.9? ʇ Solutions to homelessness ʇ Consider additional density options in the Zoning Ordinance ʇ Mixed income and mixed-use neighborhoods ʇ Need for multi-modal transportation options.

282

Focuss Groupp 5 – Landd Usee andd Developmentt Summary: The demand for housing is driving up prices and driving down %L47)%'.1.9?ĸ 149 4+ the recent development is driven by the growth in Education within the CityĹ 85*(.N(%11? by Liberty. People want to be close to these things and this represents an opportunity for the City and for developers that could be taken advantage of. However, the political instability and inconsistency in decision making is creating an uncertain environment for development. Flexibility in regulation could help spur more rehabilitation and reuse projects in the City. Public art, parks, and civic works projects could also serve as a catalyst for developers to invest around. The City should consider changing zoning in certain areas to allow more density or consider a more form-based code to create more mixed-use areas. There is a need for more enforcement of property maintenance.

T AF

Key Themes: ʇ Need for additional housing supply and types ʇ 4;8.3, %L47)%'.1.9? ʇ Need for stable civic policy ʇ Education and Healthcare driving development; people want to be near these ʇ Public investment as a catalyst for private investment ʇ Property maintenance

Focuss Groupp 6 – Environmentall Stewardshipp andd Naturall Resourcess

Summary: Lynchburg’s biggest natural assets are the James River, the Resource Conservation Zones, and the City’s tree canopy coverage. How can the City balance the need for growth with the preservation and enhancement of these natural resources? Partnerships with volunteer and non-574N9 47,%3.@%9.438 (4;1) '* 43* 841;9.43ĸ 349-*7 2.,-9 '* 7**<%1;%9.3, 842* 4+ 9-* .9?ś8 ordinances so they are not just in compliance with state law, doing the minimum, but are more forward thinking in a way that solves Lynchburg’s problems and creates the kind of City people want to live in. There is a need for additional trails, and for walking and biking accommodations of all types throughout the City. Streambank erosion is a problem in certain areas that needs to be addressed. The City’s heat islands need to be cooled through a coordinated 97** 51%39.3, *L479ĸ The City needs to further consider disaster resiliency as well. Key Themes: ʇ Enhancement and protection of the James River and other waterways. ʇ Resource Conservation Zones ʇ Protect and expand tree canopy ʇ *);(* 7'%3 *%9 81%3) *L*(98 9-74;,- 97** 51%39.3,ĸ ʇ Make sure City ordinances are forward thinking ʇ Partnerships with volunteers and non-574N98

Focuss Groupp 7 – Economicc Development Summary: The City of Lynchburg has a diverse and strong economy, driven by healthcare, education, and manufacturing, and %;,2*39*) '? % <.'7%39 ;7'%3 (47*ĸ -* .9? 4L*78 %3 *>(*11*39 6;%1.9? 4+ 1.+* %3) %3 %L47)%'1* (489 4+ 1.<.3, %3) )4.3, 'usiness.

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Lynchburg Together

The City .8 seen as is easy for developers to work with. Lynchburg also enjoys the geographical advantage of being the center of the 7*,.43ĸ (4342.( *<*1452*39 89%L %3) 5%793*7 47,%3.@%9.438 =470 =*11 94,*9-*7 %3) %7* 97;89*) '? 9-* ';8.3*88 (422;3.9?ĸ However, to continue this success, investments need to be made for the future, particularly in the public school system. The lack of +;3).3, +47 5;'1.( *);(%9.43 .8 %L*(9.3, 9-* overall quality of the educational system and is a disincentive for employees considering relocating to the area. The City should be more proactive about solving these challenges. Housing is needed for workers. Lynchburg also needs more activities that interest young people, such as nightlife. There are not enough available shovelready sites and buildings to accommodate demand. A lack of commercial airline options is also an issue for the business community, particularly routes to major cities in the northeast.

Key Themes: ʇ Better fund and improve the public education system ʇ Provide additional housing for workers, especially frontline workers and those making just above minimum wage ʇ Lack of air travel options ʇ Need for additional hotel rooms ʇ Need for additional ready-to-go building sites ʇ Infrastructure for future growth

Focuss Groupp 8 – Educationn andd Workforcee Developmentt

T AF

Summary: There are some excellent higher educational and vocational opportunities in the City of Lynchburg. These opportunities bring people from all over the world here to take advantage of them. Workforce development partners exist in the community to work with a variety of clients to help them access education and the doors it unlocks. In addition to four-year degrees, there are 2%3? 455479;3.9.*8 94 ,*9 (*79.N(%9*8Ĺ %884(.%9* )*,7**8Ĺ %3) %557*39.(*8-.58ĸ %3? 4+ 9-*8* (%3 '* %(6;.7*) %9 14= 47 34 (ost and jobs are readily available. Despite the wealth of higher education opportunities in the City, 9-* 5;'1.( 8(-4418 %7* 1%(0.3,ĸ -.8 .8 2%.31? );* 94 % 1%(0 4+ N8(%1 commitment on the part of the City. More money needs to be spent on the public education system. The purpose of education is not just to help 89;)*398 N3) % /4', but to make better citizens. Additionally, the colleges and universities in the City must do more to reach out to local citizens to help them realize the opportunities they have available to them, and to help them feel that they belong there. The partnership between the business community, the public schools, and higher education institutions must be strengthened. Key Themes: ʇ Lack of funding for public education ʇ Upskilling and reskilling opportunities ʇ Opportunities for four-year, associates, and other educational opportunities are a huge advantage ʇ Partnerships between business and education ʇ Creating “job pipelines”

284

D. Interactive Activities Summary

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Lynchburg Together

Interactive Web Activities Summary Lynchburgg Togetherr Websitee *701*? 74;5 =470*) =.9- .9? 89%L 94 )*<*145 9-* ?3(-';7, 4,*9-*7 574/*(9 =*'8.9* Łwww.lynchburgtogether.comłĹ =-.(- 8*7<*8 %8 9-* 4257*-*38.<* 1%3 ;5)%9*ś8 Ś-42* '%8*Ŝ +47 ;5)%9*8 7*,%7).3, )7%R.3,Ĺ =4708*88.438Ĺ (422;3.9? *3,%,*2*39 455479;3.9.*8Ĺ %3) 7*1*<%39 '%(0,74;3) .3+472%9.43ĸ -* =*'8.9* -%8 '**3 ;5)%9*) 7*,;1%71? %3) =.11 (439.3;* 94 '* ;5)%9*) reg;1%71? 9-74;,-4;9 9-* )7%R.3, 574(*88 ;39.1 1%3 %)459.43ĸ

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Ś 4<* ?3(-';7,Ŝ .8 %3 .39*7%(9.<* 8;7<*? 9-%9 %114=8 (422;3.9? 2*2'*78 94 (7*%9.<*1? )*8(7.'* =-%9 9-*? 14<* %'4;9 9-* 51%(* they call home. -* .39*39 4+ 9-* %(9.<.9? .8 94 '* %'1* 94 ,%.3 %3 ;3)*789%3).3, 4+ =-%9 9-* (422;3.9? 8**8 %8 9-* .9?ś8 897*3,9-8 that can be expanded on through long-range planning and 9-* 4257*-*38.<* 1%3 ;5)%9*ĸ

Commenter

Julian A.

Ŷ 3 Ÿ

*L . %<.) . Cassandre T.

Todd C.

%7? .

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What do you love about Lynchburg?

4;7 -.118Ĺ 9-* 7.<*7Ĺ '1%(0=%9*7 (7**0Ĺ 4;7 Ł)**51? ';7.*)ł -.8947?Ĺ 4;7 14<*1? -.8947.( .3+7%897;(9;7*Ĺ %((*88 94 9-* '1;* 7.),*Ĺ %L47)%'.1.9?Ĺ 4;7 ,7*%9 549*39.%1 94 '7*%0 9-74;,- .394 % 3*= 9.2* 4+ <.'7%3(* %3) 57485*7.9? %8 % 82%11 ;7'%3 (*39*7 4+ (422;3.9? -* 8.@* %3) (148* 574>.2.9? 94 9-* '*%(- %3) 24;39%.38ĸ -* (1.2%9* %3) +4;7 8*%8438 =* *3/4?ĸ Christmas lights downtown! ?3(-';7, -%8 84 2;(- 549*39.%1 +47 ,74=9- %3) (422;3.9? 7*8.1.*3(*ĸ 14<* 9-%9 .9ś8 349 944 '., 4+ % (.9?Ĺ ';9 =*ś7* '., *34;,- 94 -%<* 1498 4+ 9-.3,8 94 )4ĸ 14<* .'*79? 3.<*78.9?ś8 .25%(9 43 4;7 (.9?ĸ .9-4;9 9-*2Ĺ ?3(-';7, =4;1) 3*<*7 -%<* '**3 %'1* 94 8;7<.<* %3) .3<*89 .3 9-* )4=394=3 %3) 49-*7 %7*%8ĸ *.3, % (411*,* 94=3 -%8 2%3? 247* '*3*N98 9-%3 3*,%9.<*8ĸ 14<* 9-%9 =* %7* ,*3*7%11? % -7.89.%3 (422;3.9?ĸ *<*7%1 (-;7(-*8 %7* -*7* 94 -*15 9-48* .3 3**)ĸ * 8-4;1) 349 )*5*3) 43 ,4<*732*39 94 (%7* +47 ;8 %3) -*15 9-48* .3 3**)ĸ -* ,4<*732*39 (%3 '* % 8;551*2*39 94 help but should not be the main support. 1%(0 =%9*7 7**0ŉ *7(.<%1 81%3) 97%.1ĸ ? (-;7(- 9 -42%8 47* %9-41.( -;7(its not as bad as dc or ny YET do not throw money at schools and hope 8*9 89%3)%7)8 %3) 5%? 2%70*9 7%9*8 +47 2**9.3, 9-*2 =.9- 6;%1.N*) 9*%(-*78 431? .+ *>(**) 9-*3 ,.<* 43* 9.2* '43;8 )4 349 /;89 0**5 ,.<.3, 7%.8*8 (%;8* 842* 49-*7 89%9* 5%?8 247* let hi7.3, 8*9 5%? 8(%1*8 %3) %)/;8' .9 ;5ŉ '%8*) 43 -.7.3, 7*8;198 %3) 85*3) 9-* 2489 43 8(-4418 %3) ,*9 =4789 7*8;198 /;89 85*3).3, )4*8 349 ,*9 ,44) 7*8;198(425*9.9.43 =4708 1*9 89;)*398 5.(0 9-*.7 8(-441 %3) 9%0* 9-*.7 243*? =.9- 9-*2 94 5%? +47 that school

286

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Approximate Location

Location Comment

ASSETS

39*757.8* 7.<* .8 % ,%9*=%? 94 %25'*11 %3) *)+47) 4;39?ĸ 3-%3(.3, 9-* ';8.3*88 )*<*1452*39 9-*7* %3) 43 9-* %)/%(*39 %7*%8 4+ ŶŶŵ %3) .2'*71%0* %7* <.9%1ĸ

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Lynchburg Kemper Street Station

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I like the bike lane! Agree =.9- 9-* 3**) 94 +;79-*7 )*<*145 9-.8 (477.)47 94 *3(4;7%,* )*<*1452*39 43 9-.8 8.)* 4+ 9-* (.9? %8 ŸźŴ .8 % 2%.3 (433*(947ĸ -* .2574<*2*398 .3 ?3(-';7,ŝ8 7%.1 (433*(9.438 %7* +%39%89.( %3) 247* 5*451* need to know about them. -* 41) (*2*9*7? .8 % '*%;9.+;1 %3) -.8947.( 8549 9-%9 8**28 7%9-*7 =*11-managed.

OPPORTUNITIES

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Lynchburg Together

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Approximate Location

Location Comment

.<*72439 <*3;*

.0* 1%3* %143, .<*72439 .8 .3 (%7 )447 @43*Ĺ 944 )%3,*74;8ĸ

ŵŴ

.<*72439 <*3;* Š 4%)

Westbound bike lane ends suddenly.

Kemper Station Trail

Can this trail be opened?

ŵŶ

Ż9- 97**9 Š *L*7843 97**9

Add ramp here to get up on to bike 5%9- +742 897**9ĸ

ż9- 97**9 Š *L*7843 97**9

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ŵŸ

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Ŷŵ

%7)8 4%) Š 91%39% <*3;* Langhorne Bridge Extension near <? 7**0 %0*8.)* 7.<*Ĺ 439.(*114 <*3;*Ĺ %3) %01*? <*3;* %3)1*78 4;39%.3 4%) Š .'*79? 4;39%.3 7.<* *77?2439 <*3;* Š 479 <*3;* *25*7 9%9.43 7%.1 3*%7 %70 <*3;* Clemmons Lake 7%.1ŉ <? 7**0 %70 *%08 .*= %70

ŶŶ

411.38 .11 4%)

Ŷŷ

.<*72439 <*3;* Š 4%)

ŶŸ

.<*72439 <*3;* Š 4%)

ŶŹ

Ŷż

.<*72439 <*3;* Š 48943 <*3;* Blackwater Creek Bikeway .<*72439 <*3;* Š -%71499* Street 411.38 .11 4%)

ŶŽ

145943 4;79 Š 7*8*7<* 7.<*

ŷŴ

Creekside Trail

Blackwater Creek Bikeway

**)8 8.)*=%10ŉ97%.1 new residential intersections like this one are way too big, unnecessarily enormous curb radii 43ŝ9 8** %3? ,44) 7*%843 =-? 9-.8 897*9(- 4+ 97%.1 .8 2%70*) (148*)ĸ %70 .9 45*3ĸ Basic maintenance would be nice but not necessary to call it open. 7%.18 8-4;1) '* 45*3 %R*7 )%70 84 =* (%3 1*,%11? %3) 8%+*1? ,*9 +742 51%(* 94 51%(*

ŷŶ

%2*8 .<*7

Water Resources - *)1%7 *8*7<4.7 Š %2*8 .<*7

33 ŷŸ

ż9- 97**9 Š -;7(- 97**9 ż9- 97**9 Š -;7(- 97**9 7%<*8 .11 4%)Ĺ %9.43=.)* 7.<*Ĺ %3) ( 43<.11* 4%) Wards Crossing Shopping Center Ł %7)8 4%)ł ĸ ĸ 4;9* ŹŴŵ Š .,,.3,943 4%)

.9? %11 ŉ .9? %11

19 ŶŴ

ŶŻ

35 36 37

>9*3) ;19.5;7548* %9- 4=3 %3)1*78 4;39%.3 %3) %?Q4=*7 Road Diet into 3 lanes with Bike lanes and center turn lane

>9*3) 7%.1 .394 ;19.- ;7548* 5%9- )4=3 *25*7ŉ %2'*11 <* 433*(9 7%.1 94 *%08 .*= %70 9-74;,- <? 7**0

T AF

Ŷź

4;3)%'4;9 94 .3(7*%8* <.8.'.1.9? %3) 8%+*9? 4+ .39*78*(9.43

Connect Trail System to *%08 .*= %70 7%.1

Extend Trail to Connect to Linkhorne Dr extension )) .0* 1%3*8 94 411.38 .11 )

9 .8 <*7? ).V(;19 94 (7488 *99.3, %(7488 .<*72439 +742 -*7* .8 <*7? ).V(;19ĸ 74;3)%'4;9 %9 ŉ .<*72439 =4;1) -*15 8.251.+? (7488.3,8 +47 5*)*897.%38 1%39 247* 97**8 %143, commercial area

%)) 841%7 54=*7*) 1.,-98 94 97%.1 94 *>9*3) 9.2*8 4+ ;8* <*-.(1*8 ,4 944 +%89 %74;3) 9-* (473*7 -*7*

The intersection most in need to be a roundabout in the City. 4;1) 14<* 94 -%<* % 74;3)%'4;9 -*7*ĸĸĸĸ %? 3**) 94 '* % 5;'1.(ŉ57.<%9* 5%793*78-.5 3*= 43 7%25 =4;1) -*15 94 %<4.) (43+;8.3, .39*7(-%3,*ĸ 288

Approximate Location

Location Comment

38 39

Grace Street, Washington Street, Š %77.843 97**9 %77.843 97**9

ŸŴ

%.3 97**9 Š *%71 97**9

Ÿŵ

1) 47*89 4%) Š %0*8.)* 7.<*

ŸŶ

422;3.9? %70*9 Ł -;7(- Street)

Ÿŷ

%73*9 97**9 Š 43(47) ;735.0*

ŸŸ

4;79 97**9 Š Ž9- 97**9

ŸŹ

-* 1%@% Ł %)8=479- 97**9ł

%3,*74;8 '1.3) .39*78*(9.43 =.9- 1498 4+ 85**).3, <*-.(1*8 )4=3 7%(*ĺ (438.)*7 roundabout? *7? 74;,- %3) 34.8? 74%)ĺ 51*%8* 7*5%<* 4;1) 1.0* 94 8** 9-* .9? =470 =.9- 9-* 5745*79? 4=3*7 %2%7 )<*79.8.3, 43 % "Welcome to Downtown" digital sign -477.'1* 97%V( %3) %((.)*398 -* 422;3.9? %70*9 3**)8 ;5,7%)*8 %3) '*99*7 2%3%,*2*39ĸ 9 (4;1) '* % 7*%1 %997%(9.43 ';9 )4*8 349 1440 47 +**1 1.0* .9ĸ 9ŝ8 %3 ;3)*75*7+472.3, %88*9 9-%9 (4;1) '* much better. Compare to other markets. Large open space close to downtown - 455479;3.9? +47 85479 N*1)8Ĺ *9(ĸ -*3 9-* 541.(* )*5%792*39 24<*8 94 9-* 3*= 89%9.43Ĺ 9-*7* 3**)8 94 '* % 51%3 +47 re-utilizing these buildings. -* 1%@% .8 % -;,* %24;39 4+ 7*%1 *89%9* .3 % <*7? (*397%1 14(%9.43ĸ 9ŝ8 24891? )*%) 85%(* 9-*8* )%?8ĸ -.8 =4;1) '* % 57.2* 14(%9.43 +47 % <*7? *>9*38.<* 7*)*<*1452*39 - 5*7-%58 % 1%7,* 3*= =%10%'1* (422;3.9? Ł2.>*) ;8*ł =.9- ,44) 5;'1.( transportation (433*(9.438ĸ 498 4+ 455479;3.9? -*7*ĸ

Ÿź

.8-.3, 7**0 3*%7 ;)843 97**9

Build a green belt surrounding downtown. Use the Blackwater Creek trail and expand %74;3) .8-.3, 7**0ĸ -.8 =4;1) '* % '., 3*= %88*9 94 %)) 94 ?3(-';7,Ĺ %3) ,7*%9 +47 (?(1.3, 47 +449-based recreation.

ŸŻ

%'*11 97**9 Š 943*=%11 97**9

-.8 ';.1).3, ';73*)ĸ 1*%8* )43ŝ9 1*9 .9 +%11 .394 7;.3ĸ

Ÿż

Ź9- 97**9 Š %).843 97**9

ŸŽ

Ź9- 97**9 Š %77.843 97**9

ŹŴ

Amherst County

*25*7 97**9 Š ŵŶ9- 97**9

ŹŶ

1%? 97**9 *8*7<4.7 Ł 1%? 97**9ł

ŵŸ9- 97**9 Š 7%(* 97**9

ŹŸ

%8-.3,943 97**9 Š %).843 Street

3).%3 .11 4%)

%0*8.)* <*3;* Š -.9*-%11 Road

3).%3 .11 (4;1) '* 2%)* 8%+*7 +47 =%10*78 %3) '.(?(1.898 =.9- 842* 0.3) 4+ 2;19.;8* path %39 94 ,*9 94 9-.8 %7*% 8%+*1? '? '.0* +742 9-* 3479-ĸ %708 *( %89*7 51%3 94 (433*(9 97%.18 =4;1) )4 9-.8ĸ **) 94 %114= '*.3, 43 97%.18 %R*7 )%70 +47 ;8* .3 transportation.

479 <*3;* Š Lancaster Street

438.)*7 5749*(9*) (?(1* 5%9-8 %143, 479 .389*%) 4+ /;89 5%.39*) '.(?(1* 1%3*8ĸ

Lynchburg Together

T AF

289

-%9 .8 -%55*3.3, 43 Ź9- 97**9Ľ 149 4+ 243*? =%8 5;9 .394 7*<.9%1.@.3, 9-.8Ĺ %3) 7*(*391? ';8.3*88*8 -%<* '**3 +41).3,ĸ 47* 3**)8 94 '* )43* 94 *38;7* 9-.8 .83ŝ9 % +%.1*) 574/*(9ĸ 8 +%7 %8 (%3 9*11Ĺ 43* 5*7843 4=38 '49- 8.)*8 4+ 9-.8 *39.7* '14(0 %3) .8 )4.3, 349-.3, =.9- 9-%9 5745*79?Ĺ %3) .9ŝ8 )7%,,.3, 9-* 7*89 )4=3ĸ 11 4+ )4=394=3 14408 4;9 4394 9-*8* -*.,-98ĸ %3 ?3(-';7, ';? 9-*2 94 *38;7* %3 %997%(9.<* <.*=8-*)Ľ Since this space is apparently not ,4.3, 94 '* ;8*) +47 9-* 3*= 541.(* 89%9.43Ĺ )4 842*9-.3, *18* =.9- .9ĸ 43ŝ9 1*9 .9 /;89 8.9 %8 %3 4<*7,74=3 149ĸ -* 1%? 9ĸ 7*8*7<4.7 .8 % ,7*%9 5.*(* 4+ -.8947?ĸ 9ŝ8 %184 )*%) 85%(*ĸ 8%= 842*9-.3, 43(* 8;,,*89.3, 9-* (.9? ';.1) % 82%11 5%70 =.9-.3 9-* 7*8*7<4.7 8943*8ĸ -%9 8**28 like a good idea. .)*=%10 =4;1) '* 3.(* +47 %11 9-* 89;)*398 %3) % 57*99? -*%<? 5*)*897.%3 %7*%Ĺ (%78 speed a lot Sidewalk Repairs

Approximate Location

Location Comment

Blackwater Creek

?3(-';7, *3*7%1 485.9%1

.,3 8%?8 )43ŝ9 ,4 .3 7**0 '*(%;8* 4+ =%9*7 6;%1.9?ĸ .> 9-* =%9*7 6;%1.9?ĸ 3) ;39.1 N>*)Ĺ 574<.)* % 2%5 4+ =-.(- (7**08 %7* 8%+* %3) =-.(- %7* 349Ĺ %3) .394 1.0* )4 =* 431? 3**) 94 %<4.) %R*7 7%.3Ĺ 47 %1=%?8Ľ 42243 %)<.(* .8 94 )7.<* 4<*7 %3 -4;7 .3 *2*7,*3(? 94 %<4.) 9-.8 *2*7,*3(? 7442ĸ %3 =* )4 %3?9-.3, 94 .2574<* *2*7,*3(? (%7* .3 ?3(-';7,Ľ

źŴ

ŵŸ9- 97**9 Š 7%(* 97**9

Sidewalk Install/ Repair

*Map of comments on following page

T AF

D 290

INTERACTIVE MAP RESULTS

T AF

D 291

Lynchburg Together

E. Full Survey Results NOTE: Any personal identifying information such as full names, email addresses, phone numbers, or addresses has been redacted from this report.

T AF

D 292

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q1 What do you value most about Lynchburg? (Choose up to three): Answered: 257

Skipped: 0

Sense of community Housing opportunities Cost of living Employment opportunities Community safety

Natural environment Public education V\VWHP

T AF

Community facilities aQG VHUYLFHV

Recreation opportunities

Public transportatiRQ DFFHVV Local history and culture Proximity to businesses DQG FRPPHUFLDO VHUYLFHV Higher education RSSRUWXQLWLHV Other (please specify): 0%

293

Lynchburg Together

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ RESPONSES

Sense of community

30.35%

Housing opportunities

7.78%

Cost of living

41.25%

106

Employment opportunities

9.73%

Community safety

20.62%

Natural environment

39.69%

102

Public education system

21.01%

Recreation opportunities

26.85%

Community facilities and services

14.40%

Public transportation access

3.89%

Local history and culture

25.29%

Proximity to businesses and commercial services

14.40%

Higher education opportunities

7.00%

Other:

10.12%

T AF

Total Respondents: 257

ANSWER CHOICES

294

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q2 What concerns you the most about Lynchburg’s future? (Choose up to three): Answered: 255

Skipped: 2

Crime Public education V\VWHP Housing availability Road maintenance, VDIHW\ DQG WUDIILF Lack of job opportunities

Residential or commercial EOLJKW

T AF

Other (please specify):

Quality of new development

Access to community VHUYLFHV Public health Environmental protection Utilities and infrastructuUH Population growth Availability/quDOLW\ of pubOLF WUDQVSRUWDWLRQ

295

Lynchburg Together

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ RESPONSES

Crime

42.35%

108

Public education system

39.61%

101

Housing availability

26.67%

Road maintenance, safety, and traffic

24.71%

Lack of job opportunities

22.35%

Residential or commercial blight

20.00%

Quality of new development

19.22%

Other:

15.69%

Access to community services (e.g., social services, libraries, community centers)

13.73%

Public health

12.16%

Environmental protection

12.16%

Utilities and infrastructure (e.g., water, wastewater)

11.76%

Population growth

9.41%

ANSWER CHOICES

Availability/quality of public transportation

T AF

Total Respondents: 255

296

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q3 What should Lynchburg prioritize as it plans for the future? (Choose up to three): Answered: 250

Skipped: 7

Improving the HFRQRP\ DQG DFFHVV WR ZHOO SD\LQJ MRE RSSRUWXQLWLHV Improving SXEOLF HGXFDWLRQ ZRUNIRUFH GHYHORSPHQW

Housing accessibilit\ DQG DYDLODELOLW\ Enhancing public safet\ Ensuring a EDODQFHG mix RI ODQG XVHV DQG GHYHORSPHQW

Addressing blight and GLVLQYHVWPHQW

Expanding and improving WUDQVSRUWDWLRQ LQIUDVWUXFWXUH Improving parks and UHFUHDWLRQ RSSRUWXQLWLHV Preserving KLVWRULFDO FXOWXUDO DQG DUFKDHRORJLFDO UHVRXUFHV

Improving public health 0%

297

Lynchburg Together

10%

20%

T AF

Protecting and preserving HQYLURQPHQWDO UHVRXUFHV

30%

40%

50%

60%

70%

80%

90%

100%

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ ANSWER CHOICES

RESPONSES

Improving the economy and access to well-paying job opportunities

45.20%

113

Improving public education and workforce development

39.60%

Housing accessibility and availability

28.80%

Enhancing public safety (i.e., police, fire, rescue, emergency services)

27.20%

Ensuring a balanced mix of land uses and development

26.00%

Addressing blight and disinvestment

25.60%

Protecting and preserving environmental resources

23.20%

Expanding and improving transportation infrastructure

20.80%

Improving parks and recreation opportunities

19.60%

Preserving historical, cultural, and archeological resources

16.80%

Improving public health

10.80%

T AF

Total Respondents: 250

298

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q4 Would you agree or disagree with the following statements related to land use and development? (Check one for each): Answered: 247

Skipped: 10

Lynchburg has WKH ULJKW PL[ RI ODQG XVHV WR VXSSRUW D WKULYLQJ FRPPXQLW\

5HVLGHQWLDO QHLJKERUKRRGV LQ /\QFKEXUJ DUH VDIH DQG DWWUDFWLYH

T AF

&RPPHUFLDO DUHDV LQ /\QFKEXUJ DUH VDIH DQG DWWUDFWLYH

Blight is not D SUREOHP LQ /\QFKEXUJ

1HZ GHYHORSPHQW LQ /\QFKEXUJ LV ZHOO GHVLJQHG DQG KLJK TXDOLW\

Agree

299

Lynchburg Together

10%

20%

30%

Disagree

40%

50%

60%

70%

Not Sure/NR 2SLQLRQ

80%

90%

100%

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ AGREE

DISAGREE

Lynchburg has the right mix of land uses to support a thriving community.

35.92% 88

38.78% 95

25.31% 62

245

Residential neighborhoods in Lynchburg are safe and attractive.

50.61% 125

33.20% 82

16.19% 40

247

48.37% 119

32.93% 81

18.70% 46

246

10.12% 25

61.94% 153

27.94% 69

247

33.33% 82

40.24% 99

26.42% 65

246

Commercial areas in Lynchburg are safe and attractive. Blight is not a problem in Lynchburg. New development in Lynchburg is well-designed and high-quality.

NOT SURE/NO OPINION

TOTAL

T AF

D 300

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q5 Would you agree or disagree with the following statements related to housing? (Check one for each): Answered: 244

Skipped: 13

T AF

D 301

Lynchburg Together

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

/\QFKEXUJ RIIHUV VXIILFLHQW KRXVLQJ WKDW PHHWV WKH QHHGV RI UHVLGHQWV RI DOO LQFRPHV

+RPHOHVVQHVV LV QRW D SUREOHP LQ /\QFKEXUJ

There is VXႈFLHQW KRXVLQJ DYDLODELOLW\ LQ /\QFKEXUJ

T AF

I pay more WKDQ RI P\ DQQXDO KRXVHKROG LQFRPH RQ P\ KRXVLQJ FRVWV

My housing is safe and freH RI KHDOWK KD]DUGV

I live in a type of housLQJ WKDW VXLWV P\ QHHGV

Agree

10%

20%

30%

Disagree

40%

50%

60%

70%

80%

90%

100%

Not Sure/NR 2SLQLRQ

302

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ AGREE

DISAGREE

Lynchburg offers sufficient housing that meets the needs of residents of all incomes.

20.90% 51

62.70% 153

16.39% 40

244

Homelessness is not a problem in Lynchburg.

18.44% 45

64.75% 158

16.80% 41

244

24.59% 60

55.33% 135

20.08% 49

244

I pay more than 30% of my annual household income on my housing costs.

37.86% 92

51.03% 124

11.11% 27

243

My housing is safe and free of health hazards.

77.27% 187

14.05% 34

8.68% 21

242

84.43% 206

9.02% 22

6.56% 16

244

There is sufficient housing availability in Lynchburg.

I live in a type of housing that suits my needs.

NOT SURE/NO OPINION

T AF

D 303

Lynchburg Together

TOTAL

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q6 Would you agree or disagree with the following statements related to education, the economy, and workforce development? (Check one for each): Answered: 243

Skipped: 14

Lynchburg is business IULHQGO\

7KHUH DUH DGHTXDWH RSSRUWXQLWLHV IRU PH WR LPSURYH P\ MRE VNLOOV DQG HGXFDWLRQ

T AF

Jobs in Lynchburg pa\ D OLYLQJ ZDJH

Lynchburg has an appropriaWH PL[ RI MREV

Higher HGXFDWLRQ LV DQ DFKLHYDEOH JRDO IRU WKH &LW\ V FKLOGUHQ

&KLOGUHQ LQ /\QFKEXUJ KDYH DFFHVV WR H[WUDFXUULFXODU RSSRUWXQLWLHV IRU UHFUHDWLRQ DQG VRFLDOL]DWLRQ

304

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

(QWUHSUHQHXUV DQG VPDOO EXVLQHVV RZQHUV FDQ VXFFHHG LQ /\QFKEXUJ

10%

Agree

20%

30%

40%

Disagree

50%

60%

70%

80%

90%

100%

Not Sure/NR 2SLQLRQ

AGREE

DISAGREE

62.55% 152

11.52% 28

25.93% 63

243

38.27% 93

39.51% 96

22.22% 54

243

24.69% 60

45.27% 110

30.04% 73

243

There are adequate opportunities for me to improve my job skills and education.

56.20% 136

21.49% 52

22.31% 54

242

Higher education is an achievable goal for the City’s children.

62.14% 151

18.52% 45

19.34% 47

243

Children in Lynchburg have access to extracurricular opportunities for recreation and socialization.

61.32% 149

17.28% 42

21.40% 52

243

Entrepreneurs and small business owners can succeed in Lynchburg.

59.67% 145

15.64% 38

24.69% 60

243

Lynchburg is business friendly.

Lynchburg has an appropriate mix of jobs. Jobs in Lynchburg pay a living wage.

T AF

305

Lynchburg Together

NOT SURE/NO OPINION

TOTAL

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q7 Would you agree or disagree with the following statements related to community facilities, services, and infrastructure? (Check one for each): Answered: 240

Skipped: 17

7KHUH DUH SOHQW\ RI RXWGRRU UHFUHDWLRQ RSSRUWXQLWLHV LQ WKH &LW\

6HZHU VHUYLFHV DUH DGHTXDWH WR PHHW FRPPXQLW\ QHHGV

T AF

:DWHU LV FOHDQ VDIH DQG LV VXIILFLHQWO\ DYDLODEOH IRU P\ QHHGV

7UDVK DQG UHF\FOLQJ VHUYLFHV DGHTXDWHO\ VHUYH WKH FRPPXQLW\

6SDFH DQG SURJUDPPLQJ DW FRPPXQLW\ FHQWHUV PHHW FRPPXQLW\ QHHGV

3XEOLF VFKRRO IDFLOLWLHV DUH ZHOO PDLQWDLQHG

306

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

3XEOLF OLEUDU\ IDFLOLWLHV DQG VHUYLFH RIIHULQJV PHHW FRPPXQLW\ QHHGV

7KH &LW\ LV SUHSDUHG WR UHVSRQG WR QDWXUDO GLVDVWHUV VXFK DV IORRGV DQG VHYHUH VWRUPV

,QWHUQHW DFFHVV DQG FHOO SKRQH FRYHUDJH DUH DGHTXDWH LQ /\QFKEXUJ

T AF

7KH &LW\ SURYLGHV VHUYLFHV HTXLWDEO\ IRU DOO UHVLGHQWV

7KH &LW\ FRPPXQLFDWHV IUHTXHQWO\ DQG HIIHFWLYHO\ ZLWK DOO UHVLGHQWV

Agree

307

Lynchburg Together

10%

20%

30%

Disagree

40%

50%

60%

70%

Not Sure/NR 2SLQLRQ

80%

90%

100%

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

There are plenty of outdoor recreation opportunities in the City. Trash and recycling services adequately serve the community. Water is clean, safe, and is sufficiently available for my needs. Sewer services are adequate to meet community needs. Space and programming at community centers meet community needs. Public school facilities are well-maintained. Public library facilities and service offerings meet community needs. The City is prepared to respond to natural disasters such as floods and severe storms.

Internet access and cell phone coverage are adequate in Lynchburg. The City provides services equitably for all residents.

The City communicates frequently and effectively with all residents.

AGREE

DISAGREE

NOT SURE/NO OPINION

TOTAL

72.92% 175

19.17% 46

7.92% 19

240

58.33% 140

34.58% 83

7.08% 17

240

80.33% 192

11.72% 28

7.95% 19

239

74.58% 179

13.75% 33

11.67% 28

240

41.67% 100

21.67% 52

36.67% 88

240

19.67% 47

47.28% 113

33.05% 79

239

60.42% 145

20.00% 48

19.58% 47

240

38.33% 92

20.42% 49

41.25% 99

240

62.92% 151

29.17% 70

7.92% 19

240

33.47% 80

35.98% 86

30.54% 73

239

47.28% 113

30.96% 74

21.76% 52

239

T AF 308

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q8 Would you agree or disagree with the following statements related to transportation? (Check one for each): Answered: 239

Skipped: 18

5RDGV LQ WKH &LW\ DUH JHQHUDOO\ ZHOO PDLQWDLQHG

6LGHZDONV DUH SURYLGHG ZKHUH QHHGHG DQG DUH JHQHUDOO\ ZHOO PDLQWDLQHG

T AF

&URVVZDONV DUH SURYLGHG ZKHUH QHHGHG DQG DUH JHQHUDOO\ ZHOO PDLQWDLQHG

/\QFKEXUJ LV VDIH IRU ZDONLQJ DQG ELNLQJ

, FDQ HDVLO\ DFFHVV UHFUHDWLRQ DPHQLWLHV DQG VHUYLFHV LQ WKH &LW\

Agree

309

Lynchburg Together

10%

20%

30%

Disagree

40%

50%

60%

70%

Not Sure/NR 2SLQLRQ

80%

90%

100%

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ AGREE

DISAGREE

65.69% 157

30.54% 73

3.77% 9

239

Sidewalks are provided where needed and are generally well maintained.

43.51% 104

51.46% 123

5.02% 12

239

Crosswalks are provided where needed and are generally well maintained.

55.23% 132

35.56% 85

9.21% 22

239

Lynchburg is safe for walking and biking.

38.49% 92

52.72% 126

8.79% 21

239

69.87% 167

23.01% 55

7.11% 17

239

Roads in the City are generally well maintained.

I can easily access recreation, amenities, and services in the City.

NOT SURE/NO OPINION

TOTAL

T AF

D 310

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q9 Would you agree or disagree with the following statements related to overall quality of life? (Check one for each): Answered: 239

Skipped: 18

/\QFKEXUJ LV D JRRG SODFH WR UDLVH D IDPLO\

, IHHO VDIH LQ /\QFKEXUJ

/\QFKEXUJ LV D FRPPXQLW\ ZKHUH HYHU\RQH IHHOV ZHOFRPHG YDOXHG DQG UHVSHFWHG

, FDQ HDVLO\ DFFHVV D JURFHU\ VWRUH ZLWK D YDULHW\ RI KHDOWK\ DQG IUHVK IRRG RSWLRQV

311

Lynchburg Together

T AF

7KHUH LV D VWURQJ VHQVH RI FRPPXQLW\ SULGH LQ /\QFKEXUJ

/\QFKEXUJ LV D JRRG SODFH WR UHWLUH

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

/\QFKEXUJ YDOXHV LWV QDWXUDO UHVRXUFHV DQG HQYLURQPHQW

/\QFKEXUJ SURYLGHV VXIILFLHQW SURWHFWLRQ RI KLVWRULF DQG FXOWXUDO UHVRXUFHV

&XOWXUDO HYHQWV DQG VRFLDO RSSRUWXQLWLHV LQ WKH &LW\ PHHW P\ QHHGV

20%

30%

40%

50%

Disagree

60%

70%

80%

90%

100%

Not Sure/NR 2SLQLRQ

T AF

Agree

10%

AGREE

DISAGREE

78.24% 187

10.46% 25

11.30% 27

239

72.80% 174

15.48% 37

11.72% 28

239

56.12% 133

23.63% 56

20.25% 48

237

73.11% 174

15.97% 38

10.92% 26

238

Lynchburg is a community where everyone feels welcomed, valued, and respected.

35.86% 85

41.35% 98

22.78% 54

237

I can easily access a grocery store with a variety of healthy and fresh food options.

79.08% 189

16.32% 39

4.60% 11

239

Lynchburg values its natural resources and environment.

62.76% 150

17.99% 43

19.25% 46

239

71.43% 170

12.18% 29

16.39% 39

238

58.16% 139

26.78% 64

15.06% 36

239

Lynchburg is a good place to raise a family. Lynchburg is a good place to retire.

There is a strong sense of community pride in Lynchburg. I feel safe in Lynchburg.

Lynchburg provides sufficient protection of historic and cultural resources. Cultural events and social opportunities in the City meet my needs.

NOT SURE/NO OPINION

TOTAL

312

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q10 What types of new residential development would be desirable in Lynchburg? (Choose as many as apply): Answered: 238

Skipped: 19

Rehab/repair of existing KRPHV Single family homes Housing for seniors, olGHU DGXOWV RU GLVDEOHG Transitional and supportiYH KRXVLQJ Townhouses

Emergency shelters

Duplexes

T AF

Apartments or condos

Accessory dwelling uniWV Other (please specify): University student housing Mobile or manufactured KRPHV No new residential JURZWK 0%

313

Lynchburg Together

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ RESPONSES

Rehab/repair of existing homes

63.45%

151

Single family homes

57.56%

137

Housing for seniors, older adults, or disabled

55.04%

131

Transitional and supportive housing (e.g., veterans’ housing, recovery housing, women’s housing)

43.28%

103

Townhouses

35.29%

Emergency shelters

32.35%

Apartments or condos

24.37%

Duplexes

23.53%

Accessory dwelling units (e.g., basement or garage apartments)

19.33%

2WKHU:

15.13%

University student housing

12.18%

Mobile or manufactured homes

9.24%

No new residential growth

7.56%

Total Respondents: 238

T AF

ANSWER CHOICES

314

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q11 What types of new commercial or industrial development would be desirable in Lynchburg? (Choose as many as apply): Answered: 236

Skipped: 21

Local and small EXVLQHVVHV Specialty retail (e.g. FORWKLQJ DUW VSRUWLQJ JRRGV General retail (e.g., groceU\ VWRUH SKDUPDF\ Hospitality (e.g., UHVWDXUDQWV KRWHOV Healthcare (e.g., clinics)

Professional services and RIILFHV H J ILQDQFLDO OHJDO

Small-scale industriaO H J ODERUDWRU\ Large-scale LQGXVWULDO H J ERWWOLQJ DXWR PDQXIDFWXULQJ

No new FRPPHUFLDO RU LQGXVWULDO JURZWK Other (please specify): 0%

315

Lynchburg Together

10%

20%

T AF

Entertainment (e.g., bowliQJ DOOH\ DUFDGH

30%

40%

50%

60%

70%

80%

90%

100%

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ ANSWER CHOICES

RESPONSES

Local and small businesses

72.88%

172

Specialty retail (e.g., clothing, art, sporting goods)

36.86%

General retail (e.g., grocery store, pharmacy)

44.49%

105

Hospitality (e.g., restaurants, hotels)

29.24%

Healthcare (e.g., clinics)

37.29%

Professional services and offices (e.g., financial, legal)

17.37%

Entertainment (e.g., bowling alley, arcade)

50.85%

120

Small-scale industrial (e.g., laboratory)

45.34%

107

Large-scale industrial (e.g., bottling, auto manufacturing)

35.59%

No new commercial or industrial growth

4.24%

2WKHU:

14.41%

T AF

Total Respondents: 236

316

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q12 What transportation improvements are needed in Lynchburg? (Choose as many as apply): Answered: 236

Skipped: 21

Road maintenance TraƉc signs and signals Sidewalks and crosswalks Pedestrian and bicyclist VDIHW\ Trail connectivity

TraƉc

congestion PLWLJDWLRQ

Improved or expanded bus VHUYLFH

T AF

Intersection improvements

Improved or expanded SDVVHQJHU UDLO VHUYLFH AdditionaO ULGHVKDULQJ IDFLOLWLHV H J SDUN DQG ULGH ORWV ([SDQGHG PLFUR PRELOLW\ RSWLRQV H J HOHFWULF VFRRWHUV DQG ELF\FOHV 1R DGGLWLRQDO WUDQVSRUWDWLRQ LPSURYHPHQWV DUH QHHGHG

Other (please specify): 0%

317

Lynchburg Together

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ RESPONSES

Road maintenance

40.68%

Traffic signs and signals

21.61%

Sidewalks and crosswalks

50.85%

120

Pedestrian and bicyclist safety

53.81%

127

Trail connectivity

39.41%

Traffic congestion mitigation

40.25%

Intersection improvements

39.41%

Improved or expanded bus service

37.71%

Improved or expanded passenger rail service

32.63%

Additional ridesharing facilities (e.g., park and ride lots)

14.41%

Expanded micro-mobility options (e.g., electric scooters and bicycles)

16.10%

No additional transportation improvements are needed

2.97%

Other:

11.86%

Total Respondents: 236

T AF

ANSWER CHOICES

318

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q13 What recreation facilities do you want most in Lynchburg? (Choose up to five): Answered: 235

Skipped: 22

Trails for ELNLQJ ZDONLQJ RU KLNLQJ

Athletic Àelds Hard surface FRXUWV L H WHQQLV EDVNHWEDOO SLFNOHEDOO Indoor UHFUHDWLRQ L H J\P FRPPXQLW\ FHQWHU

Hard surface track

Small-scale parks

Swimming pools

T AF

Educational or KLVWRULFDO YHQXHV

Playgrounds

Picnic shelters Outdoor event spaces Large outdoor UHFUHDWLRQ L H GLVF JROI GULYLQJ UDQJHV

Improve existing IDFLOLWLHV Other (please specify): 0%

319

Lynchburg Together

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ RESPONSES

Trails for biking, walking, or hiking

56.17%

132

Athletic fields

10.64%

Hard surface courts (i.e., tennis, basketball, pickleball)=

16.60%

Indoor recreation (i.e., gym, community center)

22.98%

Hard surface track

6.38%

Small-scale parks

33.19%

Educational or historical venues

28.51%

Swimming pools

25.96%

Playgrounds

23.40%

Picnic shelters

15.74%

Outdoor event spaces

35.32%

Large outdoor recreation (i.e., disc golf, driving ranges)=

16.60%

Improve existing facilities

42.98%

101

12.77%

OtheU:

T AF

Total Respondents: 235

ANSWER CHOICES

320

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q14 How would you rate the value of City services (e.g., public schools, public safety, parks and recreation) compared to the taxes you pay? Answered: 235

Skipped: 22

Exceptional

Good

Fair

Poor

N/A (not a City of /\QFKEXUJ UHVLGHQW

Exceptional Good Fair Poor N/A (not a City of Lynchburg resident) TOTAL

321

Lynchburg Together

20%

30%

40%

50%

60%

70%

80%

90%

100%

RESPONSES

T AF

ANSWER CHOICES

10%

8.94%

49.79%

117

27.66%

9.79%

3.83%

9 235

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q15 What should Lynchburg’s priorities be for improving public facilities and services? (Rank these in order of priority from 1-11, with 1 being your top priority and 11 being your lowest priority): Answered: 231

Skipped: 26

Streets and roads Fire and rescue/DPEXODQFH VHUYLFH Parks and recreation 6RFLDO VHUYLFHV H J IDPLO\ FKLOGUHQ EHQHILWV VHOI VXIILFLHQF\

Waste management aQG UHF\FOLQJ

Flooding and stormwater PDQDJHPHQW Public schools Community services (e J OLEUDULHV FRPPXQLW\ FHQWHU Law enforcement Bike lanes and sidewalks 0

T AF

Water and sewer XWLOLWLHV

322

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ 2

Streets and roads

16.88% 39

15.15% 35

12.55% 29

13.85% 32

9.96% 23

12.55% 29

6.06% 14

5.19% 12

3.46% 8

2.60% 6

1.73

Fire and rescue/ambulance service

6.93% 16

20.35% 47

15.58% 36

9.52% 22

11.26% 26

12.12% 28

8.66% 20

5.19% 12

3.90% 9

1.30

Parks and recreation

3.03% 7

8.23% 19

14.29% 33

15.15% 35

12.12% 28

11.26% 26

8.23% 19

5.63% 13

5.19% 12

2.60

Social services (e.g., family & children, benefits, self-sufficiency)

7.79% 18

10.39% 24

14.29% 33

16.88% 39

10.39% 24

9.96% 23

9.52% 22

6.49% 15

4.33% 10

5.19% 12

4.76

Waste management and recycling

0.87% 2

2.60% 6

4.33% 10

5.19% 12

14.29% 33

12.99% 30

19.91% 46

13.85% 32

14.29% 33

8.23% 19

3.46

Water and sewer utilities

0.43% 1

2.16% 5

6.49% 15

6.06% 14

14.72% 34

12.55% 29

19.91% 46

15.15% 35

12.99% 30

3.03

Flooding and stormwater management

2.16% 5

0.87% 2

6.49% 15

6.06% 14

2.60% 6

16.45% 38

12.12% 28

22.08% 51

18.61% 43

11.69

Public schools

33.33% 77

9.96% 23

11.26% 26

7.36% 17

6.93% 16

4.76% 11

2.60% 6

10.82% 25

6.93% 16

4.33% 10

1.73

Community services (e.g., libraries, community center)

3.46% 8

6.06% 14

8.23% 19

6.93% 16

10.82% 25

8.23% 19

6.06% 14

6.49% 15

14.29% 33

20.78% 48

8.66

Law enforcement

17.32% 40

16.45% 38

6.06% 14

6.93% 16

3.03% 7

5.63% 13

3.90% 9

4.76% 11

14.29% 33

16.88

Bike lanes and sidewalks

7.79% 18

6.06% 14

4.33% 10

3.03% 7

6.93% 16

3.90% 9

44.16 1

T AF

Lynchburg Together

323

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q16 What is one word you hope will describe the City of Lynchburg twenty years from now? Answered: 231

Skipped: 26

RESPONSES

DATE

Better

3/1/2024 3:11 PM

Safe

2/27/2024 2:16 PM

Better

2/27/2024 1:09 PM

Paper Survey - Question Not Answered

2/27/2024 1:04 PM

Paper Survey - Question Not Answered

2/27/2024 1:00 PM

equality

2/27/2024 12:57 PM

progressive

2/27/2024 12:53 PM

progressive

2/27/2024 12:48 PM

community

2/27/2024 12:42 PM

Paper Survey - Question Not Answered

2/27/2024 12:38 PM

Locally controlled, beautiful, thriving

2/27/2024 12:31 PM

Progressive

2/27/2024 12:26 PM

Paper Survey - Question Not Answered

safe

much better twenty years

Paper Survey - Question Not Answered

2/27/2024 12:07 PM

Paper Survey - Question Not Answered

2/27/2024 12:02 PM

Blessed (Safe Prosperous) Clean

2/27/2024 11:55 AM

Beautiful

Improvement for the city

Vibrant

2/26/2024 2:22 PM

Progressive

2/24/2024 5:03 AM

Affordable

2/23/2024 11:41 PM

Livable

2/23/2024 1:13 PM

United

2/23/2024 10:20 AM

Welcoming

2/23/2024 10:09 AM

democratic

2/23/2024 10:08 AM

Connected

2/23/2024 9:36 AM

Friendly

2/22/2024 8:54 PM

Green

2/22/2024 8:32 PM

Thriving

2/18/2024 7:39 PM

T AF

2/27/2024 12:22 PM 2/27/2024 12:17 PM 2/27/2024 12:12 PM

2/27/2024 11:50 AM 2/27/2024 11:42 AM

324

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ safe

2/15/2024 4:17 PM

Trees

2/15/2024 1:34 PM

Progressive

2/14/2024 9:37 PM

Vibrant

2/14/2024 4:47 PM

Welcoming

2/14/2024 1:32 PM

Home

2/14/2024 12:32 PM

educated.

2/14/2024 12:08 PM

Thriving

2/14/2024 10:28 AM

home

2/14/2024 6:24 AM

Kind

2/13/2024 10:09 PM

Wonderful

2/13/2024 4:58 PM

thriving

2/13/2024 2:02 PM

Safe

2/13/2024 1:10 PM

Welcoming

2/13/2024 11:44 AM

walkable

2/13/2024 11:23 AM

Business-Minded

2/13/2024 10:41 AM

Fun

2/13/2024 10:22 AM

Thriving

Gentrified

Peaceful

Home

Thriving

united

community

Safe

Accepting

Engaging

Connected

2/5/2024 3:59 PM

Welcoming

2/5/2024 3:59 PM

virtuous

2/5/2024 1:23 PM

Thriving

2/4/2024 10:59 AM

Local

2/3/2024 7:58 PM

Small

2/3/2024 5:37 PM

Progressive

2/2/2024 11:12 PM

The safest place to live and grow your family , enriched in diversity

2/2/2024 1:37 PM

Progressive

2/2/2024 7:05 AM

Thriving

2/1/2024 6:08 PM

Sustainable

1/30/2024 10:29 AM

T AF

Lynchburg Together

325

2/13/2024 9:37 AM 2/13/2024 9:25 AM 2/13/2024 8:50 AM 2/9/2024 4:48 PM 2/7/2024 8:59 AM 2/6/2024 11:03 PM 2/6/2024 12:40 PM 2/6/2024 10:21 AM 2/6/2024 8:01 AM 2/6/2024 7:34 AM

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ Cares

1/29/2024 3:21 PM

Clean

1/28/2024 8:46 AM

Beautiful

1/28/2024 6:40 AM

Vibrant

1/27/2024 7:32 PM

compassionate

1/27/2024 10:54 AM

republican

1/26/2024 10:10 PM

Vibrant

1/26/2024 6:58 PM

People-friendly

1/26/2024 9:15 AM

Diverse

1/26/2024 7:02 AM

Thriving

1/26/2024 5:20 AM

walkable

1/25/2024 10:45 PM

Accessible

1/25/2024 9:35 PM

inclusive

1/25/2024 8:38 PM

Progressive

1/25/2024 8:25 PM

(3) safe, tidy and friendly

1/25/2024 6:46 PM

Vibrant

1/25/2024 5:45 PM

Thriving

Welcoming

Vibrant

Livable

resilient

equitable

Developed. (Fully with no blight downtown, less cars and more modes of transport.)

1/25/2024 2:37 PM

Desirable

1/25/2024 2:20 PM

LOVE

Vibrant

Prolific

Christian

1/25/2024 2:07 PM

Safe

1/25/2024 1:53 PM

Improved

1/25/2024 1:52 PM

100

strong

1/25/2024 1:51 PM

101

Vibrant

1/25/2024 1:50 PM

102

liveable

1/25/2024 1:47 PM

103

Safe

1/25/2024 1:42 PM

104

Booming

1/20/2024 10:56 PM

105

Diversity

1/19/2024 5:01 PM

106

vibrant

1/19/2024 2:53 PM

107

elevated

1/19/2024 11:40 AM

T AF

1/25/2024 5:10 PM 1/25/2024 4:56 PM 1/25/2024 4:19 PM 1/25/2024 3:59 PM 1/25/2024 2:49 PM 1/25/2024 2:46 PM

1/25/2024 2:19 PM 1/25/2024 2:14 PM 1/25/2024 2:07 PM

326

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ Thriving

1/19/2024 9:06 AM

109

Inclusive

1/18/2024 1:45 PM

110

Energetic

1/18/2024 9:45 AM

111

Thriving

1/18/2024 9:09 AM

112

Progressive

1/18/2024 9:09 AM

113

Growth

1/12/2024 3:28 PM

114

vapid

1/5/2024 11:17 AM

115

Beacon

1/3/2024 10:20 PM

116

Thriving

1/3/2024 2:51 PM

117

Bestest

1/3/2024 1:20 PM

118

Progressive

1/3/2024 12:17 PM

119

Growing

1/3/2024 11:18 AM

120

Sustainable

12/30/2023 6:08 PM

121

Welcoming

12/28/2023 11:35 AM

122

Thriving

12/23/2023 7:05 AM

123

Inclusive

124

Educated

125

Green

126

Consistent

127

Enlightened

128

Exciting

129

Inclusive

130

Cohesive

131

affordable

132

walkable

133

Natural

134

Inclusive

135

Diverse

12/6/2023 8:16 PM

136

Peaceful

12/6/2023 2:17 PM

137

Thriving

12/6/2023 1:53 PM

138

Safe

12/5/2023 8:50 PM

139

Friendly

12/5/2023 2:25 PM

140

Clean

12/5/2023 2:19 PM

141

Beautiful

12/5/2023 12:01 PM

142

Affordable

12/5/2023 11:20 AM

143

Equitable!

12/5/2023 11:13 AM

144

prosperous

12/5/2023 11:00 AM

145

bikeable

12/4/2023 3:57 PM

T AF

Lynchburg Together

327

108

12/22/2023 7:41 AM 12/19/2023 10:38 AM 12/16/2023 11:44 AM 12/14/2023 10:05 AM 12/13/2023 2:34 PM 12/13/2023 2:15 PM 12/13/2023 11:57 AM 12/12/2023 10:49 PM 12/12/2023 12:40 PM 12/11/2023 10:38 AM 12/10/2023 3:11 PM 12/7/2023 11:04 PM

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ Flourishing

12/4/2023 10:59 AM

147

Equality

12/4/2023 7:35 AM

148

Unity

12/4/2023 5:32 AM

149

Cozy

12/3/2023 11:37 PM

150

Thriving

12/3/2023 11:05 PM

151

educated

12/3/2023 9:35 PM

152

Caring

12/3/2023 6:37 PM

153

Peaceful

12/3/2023 6:31 PM

154

A city free from tax and spend, and unsustainable projects.

12/3/2023 6:02 PM

155

Healthy.

12/3/2023 5:20 PM

156

Christian-based

12/3/2023 3:09 PM

157

Lively

12/3/2023 2:27 PM

158

Safe

12/3/2023 2:26 PM

159

Pleasant

12/3/2023 10:59 AM

160

Equitable

12/3/2023 10:56 AM

161

Equal

162

progressive

163

Progressive

164

Thriving

165

Peaceful

166

Promising

167

Prosperous

168

Sidewalkie

169

Inclusive

170

Vibrant

171

Thriving

172

unified

173

Progressive

12/1/2023 2:42 PM

174

quiet

12/1/2023 10:06 AM

175

Visionary!

11/30/2023 3:30 PM

176

vibrant

11/30/2023 3:09 PM

177

Unified

11/30/2023 1:25 PM

178

LOVE

11/30/2023 11:01 AM

179

Progressive

11/29/2023 7:20 PM

180

Thriving

11/29/2023 5:41 PM

181

SUSTAINABLE -- not in debt, free, safe,

11/29/2023 1:33 PM

182

Open-minded

11/29/2023 1:14 PM

183

Caring

11/29/2023 12:39 PM

T AF

146

12/3/2023 10:16 AM 12/3/2023 9:49 AM 12/2/2023 3:10 PM 12/2/2023 2:35 PM 12/2/2023 1:49 PM 12/2/2023 12:58 PM 12/2/2023 11:15 AM 12/1/2023 11:46 PM 12/1/2023 9:04 PM 12/1/2023 8:56 PM 12/1/2023 5:01 PM 12/1/2023 2:47 PM

328

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ Better

11/29/2023 11:48 AM

185

Beautiful

11/29/2023 11:17 AM

186

innovative

11/29/2023 9:23 AM

187

Safe

11/29/2023 12:42 AM

188

Thriving

11/28/2023 10:04 PM

189

Equitable

11/28/2023 9:53 PM

190

Relaxing

11/28/2023 8:34 PM

191

Friendly

11/28/2023 7:21 PM

192

Best city for retirement

11/28/2023 6:55 PM

193

prosperous

11/28/2023 6:51 PM

194

Equitable

11/28/2023 6:41 PM

195

Thriving

11/28/2023 6:10 PM

196

Growth

11/28/2023 5:32 PM

197

Improving

11/28/2023 5:30 PM

198

family

11/28/2023 5:08 PM

199

Special

200

Progressive

201

Liveable

202

Thriving

203

Growing

204

walkable

205

Tolerant

206

walkable

207

walkable

208

Progressive

209

Vibrant

210

Thriving

211

Unity

11/16/2023 3:40 PM

212

progressive

11/16/2023 3:12 PM

213

booming

11/16/2023 2:53 PM

214

Stable

11/16/2023 1:45 PM

215

INCLUSIVE

11/16/2023 12:38 PM

216

Inclusive

11/16/2023 12:03 PM

217

Vibrant

11/16/2023 11:03 AM

218

progressive

11/16/2023 10:31 AM

219

Thriving

11/15/2023 4:11 PM

220

Sustainable

11/15/2023 2:09 PM

221

Destination

11/15/2023 9:48 AM

T AF

Lynchburg Together

329

184

11/28/2023 5:04 PM 11/28/2023 5:02 PM 11/28/2023 5:00 PM 11/28/2023 4:53 PM 11/28/2023 4:32 PM 11/26/2023 9:26 AM 11/22/2023 8:20 AM 11/20/2023 7:58 PM 11/19/2023 9:41 PM 11/17/2023 5:55 PM 11/16/2023 8:59 PM 11/16/2023 6:26 PM

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\ 222

thriving

11/15/2023 8:12 AM

223

Vibrant

11/14/2023 6:52 PM

224

Jamesburg

11/10/2023 3:43 PM

225

Caring Community for All

11/7/2023 11:33 AM

226

Peaceful

11/6/2023 10:44 PM

227

Livable

11/6/2023 5:36 PM

228

welcoming

11/6/2023 5:03 PM

229

Unrecognizable

11/6/2023 4:21 PM

230

Home

10/30/2023 2:35 PM

231

walkable

10/25/2023 2:18 PM

T AF

D 330

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q18 In which City ward is your primary residence located? Answered: 202

Skipped: 55

Ward 1

Ward 2

Ward 3

Ward 4

I do not live in the City RI /\QFKEXUJ

Ward 2 Ward 3 Ward 4 I do not live in the City of Lynchburg TOTAL

331

Lynchburg Together

30%

40%

50%

60%

70%

80%

90%

100%

RESPONSES 28.22%

T AF

Ward 1

20%

ANSWER CHOICES

10%

22.77%

16.83%

20.30%

11.88%

24 202

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q19 Which best describes your current location of employment? Answered: 217

Skipped: 40

City of Lynchburg Bedford County

Campbell County

Amherst County Telework/hybrid /work from home

Student

Retired

ANSWER CHOICES

10%

20%

T AF

Other (please specify):

Unemployed and over the age RI

30%

40%

50%

60%

70%

80%

90%

100%

RESPONSES 48.39%

105

2.30%

Campbell County

3.23%

Amherst County

0.46%

Telework/hybrid/work from home

11.06%

Student

0.46%

Retired

25.81%

Unemployed and over the age of 18

2.30%

Other (please specify):

5.99%

City of Lynchburg Bedford County

TOTAL

217

332

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q20 Which best describes your status in regard to Lynchburg? (Check all that apply): Answered: 217

Skipped: 40

Full time resident of WKH &LW\ Rent in the City Own property in the City Own a business in the City Work in the City

Travel through the City

College student in WKH &LW\ Other (please specify): 0%

10%

ANSWER CHOICES

20%

T AF

Visitor to the City

30%

40%

50%

60%

70%

80%

90%

100%

RESPONSES 82.49%

179

Rent in the City

11.98%

Own property in the City

47.47%

103

Own a business in the City

9.22%

Work in the City

34.56%

Travel through the City

17.51%

Visitor to the City

4.61%

College student in the City

3.69%

Other (please specify):

5.53%

Full time resident of the City

Total Respondents: 217 #

OTHER (PLEASE SPECIFY): 333

Lynchburg Together

DATE

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q21 What is your age? Answered: 218

Skipped: 39

Under 18

18-24

25-34

35-44

45-54

55-64

65+

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

T AF

ANSWER CHOICES

RESPONSES 0.00%

4.13%

11.47%

22.94%

18.81%

55-64

14.22%

65+

28.44%

Under 18 18-24 25-34 35-44 45-54

TOTAL

218

334

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q22 Are you of Hispanic, Latino, or Spanish origin? Answered: 216

Skipped: 41

Yes

Prefer not to answer

30%

40%

50%

TOTAL

Lynchburg Together

60%

70%

80%

90%

100%

RESPONSES 0.46%

85.65%

185

13.89%

T AF

Prefer not to answer

Yes

335

20%

ANSWER CHOICES

10%

216

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q23 Which best describes you? Answered: 218

Skipped: 39

Black/African American Asian

White Native Hawaiian or 2WKHU 3DFLILF ,VODQGHU American Indian or $ODVNDQ 1DWLYH

Two or more races

Prefer not to answer

Other (please specify):

10%

30%

40%

50%

60%

70%

80%

90%

100%

T AF

ANSWER CHOICES

20%

RESPONSES 10.09%

0.92%

66.97%

146

0.00%

American Indian or Alaskan Native

0.92%

Two or more races

4.13%

Prefer not to answer

14.68%

Other (please specify):

2.29%

Black/African American Asian White Native Hawaiian or Other Pacific Islander

TOTAL

218

336

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q24 If you are a resident of the City of Lynchburg, how long have you lived here? Answered: 218

Skipped: 39

Under 5 years

5 to 9 years

10 to 19 years

20 to 29 years

30 to 39 years

40 or more years

10%

20%

30%

40%

50%

60%

70%

80%

90%

T AF

ANSWER CHOICES

I do not live in Lynchburg

100%

RESPONSES 19.27%

12.39%

16.06%

12.84%

11.93%

40 or more years

18.81%

I do not live in Lynchburg

8.72%

Under 5 years 5 to 9 years 10 to 19 years 20 to 29 years 30 to 39 years

TOTAL

337

218

Lynchburg Together

/\QFKEXUJ 7RJHWKHU &RPPXQLW\ 6XUYH\

Q25 How do you usually access information about the City, meetings, events, and programs? (Check all that apply): Answered: 215

Skipped: 42

The City’s website Social media (i.e., ,QVWDJUDP 5HGGLW 1H[W'RRU Newspaper Radio or television Mailings

Word of mouth

Email/newsletters

Other (please specify): 0%

10%

20%

ANSWER CHOICES

T AF

Posted signs and Áyers

30%

40%

50%

60%

70%

80%

90%

100%

RESPONSES 58.14%

125

Social media (i.e., Instagram, Reddit, NextDoor)

57.67%

124

Newspaper

20.93%

Radio or television

26.98%

Mailings

21.40%

Word of mouth

40.00%

Posted signs and flyers

13.95%

Email/newsletters

34.42%

Other (please specify):

5.12%

The City’s website

Total Respondents: 215

338

Appendix C: Glossary

T AF

D 339

Lynchburg Together

T AF R D

340

((*88 %3%,*2*39ĺ The practice of controlling the locations and design of driveways, street connections, %3) .39*78*(9.438 94 *38;7* 9-* 8%+* %3) *V(.*39 movement of vehicles, pedestrians, and cyclists.

T AF

D Glossary

-* +4114=.3, 9*728 %3) )*N3.9.438 %7* 574<.)*) 94 assist in the understanding and interpretation of the 4257*-*38.<* 1%3ĸ -*8* 9*728 %3) )*N3.9.438 %7* not intended to modify or supersede those provided in 9-* .9? 4+ ?3(-';7,ś8 43.3, 7).3%3(*Ĺ ;').<.8.43 Ordinance, or any other local regulatory document.

)%59.<* *;8*ĺ A new use for a structure or landscape other than the historic use, normally entailing some 24).N(%9.43 4+ 9-* 897;(9;7* 47 1%3)8(%5*ĸ ,.3, .3 1%(*ĺ The ability to live in one’s own home and community safely, independently, and comfortably, regardless of age, income, or ability level. Bioswale: Landscape features that collect polluted 89472=%9*7 7;34LĹ N19*7 4;9 5411;9.43Ĺ %3) 84%0 .9 .394 the ground. 1.,-9ĺ A state of structural deterioration which poses a threat to the community’s general health, safety, and welfare due to dilapidation or a violation of minimum health and safety standards. 1.,-9 '%9*2*39ĺ The removal of property blight through revitalization or removal of the structures.

341

Lynchburg Together

D 422;3.9? %3) 7;89ĺ A community-based organization 9-%9 %(6;.7*8 1%3) 94 574<.)* %L47)%'1* 4=3*7Ō4((;5.*) -4;8.3, 43 '*-%1+ 4+ % 85*(.N( (422;3.9?ĸ

%5.9%1 2574<*2*39 74,7%2 Ł łĺ A community 51%33.3, %3) N8(%1 2%3%,*2*39 9441 ;8*) 94 (447).3%9* 9-* 14(%9.43Ĺ 9.2.3,Ĺ %3) N3%3(.3, 4+ (%5.9%1 improvements over a multi-year period.

Comprehensive Plan: A long-range guiding document to direct Lynchburg’s future investment as related to land use and development.

T AF

Built Environment: All of the human-made surroundings that provide the setting for daily life, including buildings, roads, parks, and other infrastructure.

.9? ;),*9ĺ Establishes the plan of revenue and *>5*38* %(9.<.9.*8 +47 9-* N8(%1 ?*%7 %3) 574<.)*8 % (447).3%9*) N3%3(.%1 574,7%2 94 %99%.3 9-* .9?ś8 ,4%18 %3) 4'/*(9.<*8Ĺ .3(1;).3, 9-48* .)*39.N*) .3 9-* Comprehensive Plan.

43).9.43%1 8* *72.9 Ł łĺ A use that may be approved at the discretion of the City Council following careful review for compliance with the Comprehensive Plan, conformance with City ordinances, and incorporate 4+ 8.9*Ō85*(.N( (43).9.438 94 2.9.,%9* 549*39.%11? negative impacts.

Cluster Development: The grouping of residential properties on a development site to use the extra land as open space, recreational land, or conservation area.

439.3;;2 4+ %7*ĺ A community plan to organize and )*1.<*7 -4;8.3, %3) 8*7<.(*8 94 2**9 9-* 85*(.N( 3**)8 of the unhoused as they move to stable housing.

4)* 4+ 7).3%3(*8ĺ The collection of laws passed by a local governing body.

489Ō ;7)*3*)ĺ Paying more than 30% of the gross household income on a rent or mortgage and utilities, according to the U.S. Department of Housing and Urban Development (HUD).

422;3.9? *<*1452*39 14(0 7%39 Ł łĺ A program which provides annual grants on a formula basis to invest in housing and expand economic opportunities primarily for low- and moderate-income persons.

Appendices

342

7*%9.<* 1%(*2%0.3,ĺ The practice of enhancing a neighborhood’s quality of life through arts, culture, %3) .39*39.43%1 (422;3.9? )*<*1452*39 94 7*Q*(9 9-* character and culture of the surrounding neighborhood. 7.2* 7*<*39.43 9-74;,- 3<.7432*39%1 *8.,3 Ł łĺ A multi-disciplinary approach to reducing both 9-* 5*7(*59.43 %3) 7*%1.9? 4+ (7.2* 9-74;,- 85*(.N( interventions in community design and the built environment.

4;8.3, *-%'.1.9%9.43 43*ĺ Local housing rehabilitation zones permitted by the Code of Virginia that provide .3(*39.<*8 %3) 7*,;1%947? Q*>.'.1.9? +47 -4;8.3, 7*<.9%1.@%9.43 N3%3(.3, +47 % <%7.*9? 4+ .3(42*8 94 '* *1.,.'1* +47 -4;8.3, 7*<.9%1.@%9.43 N3%3(.3,ĸ 4;8.3, 7;89 ;3)ĺ An established funding source established by the government to support the preservation and production of attainable housing options. 3N11ĺ The development of housing or other uses on vacant parcels or sites within already built-up areas.

Density: The average number of dwelling units per gross acre of land on a development site, including all land within the boundaries of the site for which the density is calculated.

3+7%897;(9;7*ĺ The basic physical and organizational structures and facilities that are needed for the operation of a community, such as roads, powerlines, wastewater treatment plants, etc.

Development: Any man-made changes to existing or proposed land use. Development activities can include land divisions, lot line adjustments, construction or alteration of structures, construction of roads and any other accessway, establishing utilities or other associated facilities, etc.

Livable Communities: (422;3.9? 9-%9 -%8 %L47)%'1* and appropriate housing, supportive community features and services, and adequate mobility options, which together facilitate personal independence and the engagement of residents in civic and social life.

%2 7*%0 3;3)%9.43 43*8ĺ Areas downstream of a dam that would be directly impacted by dam failure.

%3;+%(9;7*) 42*ĺ A structure subject to federal regulatory standards which is transportable in one or more sections; is built on a permanent chassis; is designed to be used as a single-family dwelling, with or without a permanent foundation, when connected to the required utilities; and includes the plumbing, heating, air conditioning and electrical systems contained in the structure.

T AF

7;, 1.,-9ĺ The negative impact on neighborhoods (%;8*) '? .11*,%1 )7;, %(9.<.9?Ĺ 4R*3 1*%).3, 94 <%(%39Ĺ deteriorating properties, increased crime, and reduced property values. Economic Vitality: The strength and sustainability of a community’s economy, characterized by thriving businesses, job opportunities, and investment that contribute to a healthy and growing economy.

144)51%.3ĺ A low-lying area adjacent to a river or other tributary that is susceptible to varying levels of inundation by water.

.88.3, .))1* 4;8.3,ĺ A term typically used to refer to multi-family structures containing between 2 and 5 units, including townhomes and duplexes.

%@%7) .9.,%9.43 1%3ĺ A regional framework updated every several years, intended to reduce the loss of life and property by minimizing the impact of disasters.

.>*)Ō 8*ĺ A building, development, or area that incorporates two or more uses such as, but not limited to, residential, retail, public, or entertainment. Vertical mixed-use developments incorporate a mix of uses =.9-.3 9-* 8%2* ';.1).3,Ĺ 9?5.(%11? =.9- ;8*8 43 ).L*7*39 Q4478ĸ 47.@439%1 2.>*)Ō;8* )*<*1452*398 .3(47547%9* % mix of uses within adjacent buildings.

Historic Resources: A district, site, building, structure 47 4'/*(9 9-%9 .8 8.,3.N(%39 .3 9-* -.8947?Ĺ %7(-.9*(9;7*Ĺ engineering, archaeology or culture of a locality, state, or nation.

;19.24)%1ĺ Refers to transportation systems that provide various modes of travel, such as walking, biking, )7.<.3,Ĺ %3) 5;'1.( 97%38.9Ĺ 94 %((4224)%9* ).L*7*39 users and reduce reliance on cars.

4;8.3, .<*78.9?ĺ Refers to diversity in the types of housing units available in a geographic area, in terms of size, cost, and unit type.

1%(*2%0.3,ĺ A community-driven, hands-on approach for improving a neighborhood by reimagining and reinventing community public spaces.

44) *(;7.9?ĺ The state of having reliable access to a 8;V(.*39 6;%39.9? 4+ %L47)%'1*Ĺ 3;97.9.4;8 +44)ĸ

343

Lynchburg Together

1%33*) ;3.9 )*<*1452*39 Ł łĺ A type of development 9-%9 %114=8 Q*>.'.1.9? .3 7*8.)*39.%1 9?5*8Ĺ %8 =*11 %8 842* accessory commercial uses. *)*<*1452*39ĺ The process of reconstruction in an area 9-%9 .8 349 2%0.3, *L*(9.<* %3) *V(.*39 ;8* 4+ 9-* 1%3) or is in substandard condition. Resilience: The capability to anticipate, prepare for, 7*8543) 94Ĺ %3) 7*(4<*7 +742 8.,3.N(%39 2;19.Ō-%@%7) threats with minimum damage to social well-being, health, the economy, and the environment. 2%11 7*% 1%33.3,ĺ A planning process which is focused 43 % 5%79.(;1%7 %7*% 4+ 9-* .9? %3) 7*8;198 .3 % 85*(.N( set of planning strategies for that area. 4(.%1 *9*72.3%398 4+ *%19-ĺ The conditions in which 5*451* 1.<*Ĺ =470Ĺ %3) .39*7%(9 9-%9 %L*(9 9-*.7 -*%19- and well-being, including access to housing, education, healthcare, and healthy environments.

7%;2%Ō 3+472*) %7*ĺ A framework for relating to and helping people who have experienced negative (438*6;*3(*8 %R*7 *>548;7* 94 )%3,*74;8Ĺ <.41*39Ĺ 47 life-threatening events. Vacant: Land or buildings that are not currently used for any purpose. 470+47(*ĺ The total number of people in an area age 16 and older who are physically able and available to work. 43.3, 7).3%3(*ĺ 43.3, 7).3%3(*Ĺ %143, =.9- % 43.3, %5Ĺ (4397418 1%3) ;8* '? 574<.).3, 7*,;1%9.438 and standards relating to the nature and extent of uses 4+ 1%3) %3) 897;(9;7*8ĸ -* 43.3, 7).3%3(* 8-4;1) '* (438.89*39 =.9- 9-* 4257*-*38.<* 1%3ĸ -* .9?ś8 43.3, 7).3%3(* ).<.)*8 ?3(-';7, .394 ).897.(98 %3) 85*(.N*8 allowed uses and dimensional requirements for each district.

Social Isolation: The state of being disconnected from social networks and relationships, which can negatively %L*(9 2*39%1 %3) 5-?8.(%1 -*%19-Ĺ 5%79.(;1%71? .3 ;7'%3 environments where people may feel physically or socially separated from others.

T AF

49%1 %>.2;2 %.1? 4%) Ł łĺ An action plan developed by the Virginia Department of Environmental ;%1.9? Ł ł .3 (411%'47%9.43 =.9- 14(%1.9.*8 9-%9 85*(.N*8 the maximum amount of pollutants that a body of water can receive while still meeting water quality standards. 7%38.9.43%1 4;8.3,ĺ Residential units which serve the purpose of temporary residence, typically for up to 24 months.

7%).9.43%1 3*.,-'47-44) )*<*1452*39 Ł łĺ Also known as ‘new urbanism,’ ‘neo-traditional,’ or ‘village-style’ development, this type of development typically includes principles including but not limited to pedestrian-friendly road design; interconnection of new local streets with existing local streets and roads; connectivity of road and pedestrian networks; preservation of natural areas, satisfaction of requirements for stormwater management; mixeduse neighborhoods; including mixed housing types; reduction of front and side yard building setbacks; and/or reduction of subdivision street widths and turning radii at subdivision street intersections.

Appendices

344

Appendix D: Plans, Studies, and Initiatives

T AF

D 345

Lynchburg Together

T AF R D

346

D • Central Virginia Transportation Planning Organization (CVTPO) Long Range Transportation Plan (LRTP) • Central Virginia Transportation Planning Organization (CVTPO) Transportation Improvement Program (TIP) • City of Lynchburg Capital Improvement Program (CIP) • City of Lynchburg Emergency Operations Plan (EOP) • City of Lynchburg Parks and Recreation Master Plan • Connect Central Virginia 2045 • Dearington Neighborhood Plan • Diamond Hill Neighborhood Plan • Downtown 2040 – Downtown Lynchburg Master Plan • .R- 97**9 477.)47 %89*7 1%3 • .R- 97**9 *.,-'47-44) 1%3 • Forest Brook Neighborhood Plan

T AF

Plans, Studies, and Initiatives

Local, regional, and state plans, studies, and initiatives all inform the Comprehensive Planning process, while the Comprehensive Plan informs the development of future planning initiatives. Lynchburg Together encompasses multiple community plans, studies, and initiatives to ensure regional coordination. Existing plans, reports, and studies that work in tandem with this Comprehensive Plan include the following: • Atlanta Avenue Corridor Study • Atlanta Avenue Neighborhood Plan • Campbell Avenue – Odd Fellows Road Land Use and Corridor Study • Campbell Avenue | Odd Fellows Road Neighborhood Plan • Central Virginia Planning District Commission (CVPDC) Hazard Mitigation Plan • Central Virginia Planning District Regional Housing Study

347

Lynchburg Together

• • • • • • •

Forest Brook Road Corridor Study Graves Mill Road Corridor Improvement Study Graves Mill Road Neighborhood Plan Housing as an Economic Development Strategy for Virginia Ivy Creek Innovation Park Master Plan Lynchburg Airport Commerce Park Master Plan Lynchburg Area Community Health Needs Assessment Lynchburg City Schools (LCS) Comprehensive Strategic Plan Lynchburg Public Library Five-Year Plan Midtown Area Master Plan Region 2000 Bicycle Plan Region 2000 Greenways, Blueways, and Trail Plan 2012 Connection Vision Route 221 Corridor Plan Growing Tinbridge Hill – A Sustainable Neighborhood Plan for Tinbridge Hill

• Tyreeanna/Pleasant Valley Neighborhood Plan • Virginia Department of Rail and Public Transportation (DRPT) Transit Equity and Modernization Study • Virginia Department of Transportation (VDOT) SixYear Improvement Plan (SYIP) • Virginia State Police (VSP) Annual Crime in Virginia Report • Wards Ferry Road Corridor Study • Wards Road Neighborhood Plan • Wards Road Pedestrian & Bicycle Concept Plan

T AF

• • •

D • • • •

Appendices

348

Appendix E: City of Lynchburg VDOT Six-Year Improvement Program (SYIP) FY26

T AF

D 349

Lynchburg Together

T AF R D

350

UPC

Description

ŵŶŵŴŸŷ ŵŶŹŸŹŻ

TAP23 CITYWIDE CONSTRUCT SIDEWALK TAP25 MILLRACE DR - CONSTRUCT SIDEWALK

FY 26

ŶŻŌŷŵ

Balance

4%) ?89*2

Estimate

Enhancement

ŮŵĹŵżŸ

ŮŵĹŵżŴ

ŮŴ

Enhancement

ŮŵĹŷŵŴ

ŮŽŶŵ

ŮŷżŽ

ŮŴ

(Values in Thousands of Dollars)

ŵŶźŴŷŸ

PEAKS TO CREEK MULTI-USE TRAIL

Miscellaneous

ŮŵŹĹŴŴŴ

ŮŴ

ŵŶŷżŸź

#BF - LYNCHBURG YEAR 3 RESTORATIVE BRIDGE MN (RIGID OVERLAY)

Primary

ŮŶĹŻŸŸ

ŮŴ

ŵŵŽŽŷż

Ŭ ŶŶ Ō ŶŶŵ

Primary

ŮŸŴ

ŮŴ

ŵŶŷŶŴź

Ŭ ŶŸ ŹŴŵ Ō REHAB (CAMPBELL AVE)

Primary

ŮŹŻ

ŮŴ

ŵŶŷŶźŷ

Ŭ Ŷŷ ŹŴŵ ŁŴŻł

Primary

ŮŷźŴ

ŮŴ

Primary

ŮŶŸŵ

ŮŴ

Primary

ŮŶŴ

ŮŴ

Primary

$95

$93

ŮŴ

Primary

ŮŻż

ŮŴ

Primary

ŮŵźŸ

ŮŴ

ŵŶŹźŹŽ

ŵŶŹźźŵ

ŵŶŹźźŸ

ŵŵŹŴŷŵ ŵŶŵŴŴŵ ŵŴŸŹŽŽ ŵŵŵŶŻŽ ŵŵŷŷŶź ŵŵŷŵŵź ŵŵŻŴŽŷ ŵŶŻŹŸŶ ŵŶŻŹŸŷ

351

Lynchburg Together

T AF

ŵŶŶŽŵŶ

ŵŶŹźźŶ

ŵŶŹźźŴ

Ŭ ŶŹ ŹŴŵ Ō ŁŵŵŶŸŴł Ŭ ŶŹ ŹŴŵ Ō ŁŵŵŶŷŽł Ŭ ŶŹ ŹŴŵ Ō ŁŵŵŶŸŵł Ŭ ŶŹ ŹŴŵ Ō ŁŵŵŶŷżł Ŭ ŶŹ ŹŴŵ Ō ŁŵŵŶŷŻł VHSIP LYN CITYWIDE-FLASHING YELLOW ARROW/HIGH VIS BACKPLATE ŶŴ Ō FLASHING LIGHTS & GATES Ŷŷ źŴŶŶ Ł RD) - BRIDGE REPLACEMENT RTE 29 SBL & NBL - BR & APPR ŶŴŹŻŽ Š ŶŴŹżŴ Ŭ ŵż Ō ŶŽ Ō Š Ł ŶŴŹŻŽł ŵŻ Ō Ō ŵźŷ (FIFTH STREET)- RECONSTRUCTION Ŭ ŶŴ ŶŶŵŉŹŴŵ Ō INTERSECTION IMPROVEMENT (SPLIT PAIR) Ŷŵ Ō RECONSTRUCTION Ŭ Ŷź ŸźŴ Ō ŁŵŶźŶŷł Ŭ Ŷź ŸźŴ Ō ŁŵŶźŶŹł

Primary

ŮŵĹŸŴŵ

ŮŵĹŷźŷ

ŮŴ

Ůŷż

Rail

ŮŹŴŸ

ŮŴ

Secondary

ŮŵŽĹŴŹŶ

ŮźĹżŴŶ

ŮŸĹŵŷŸ

ŮżĹŵŵź

ŮŴ

Urban

ŮŵŻĹżźŹ

ŮŵżĹŶŸż

ŮŴ

ŁŮŷżŷł

Urban

ŮŻĹŴŵŽ

ŮŴ

Urban

ŮŻĹżŷŵ

ŮŴ

Urban

ŮŽŷĹźŷż

ŮŹŵĹźźŶ

ŮŵĹżŴŽ

ŮŵŹĹŸŴŴ

ŮŶŸĹŻźŻ

Urban

ŮŸĹŵŹŹ

ŮŷĹŸŶż

ŮŴ

$629

ŮŽż

Urban

ŮŵĹŶŶż

ŮŻżŸ

$444

ŮŴ

Urban

ŮŵĹŸŴŸ

ŮŴ

ŮŵĹŸŴŸ

ŮŴ

UPC ŵŵŽŷżŸ ŵŶŷŶŴŷ ŵŶŵŴŹŷ ŵŴźŹŷŷ ŵŵŸŴźŹ ŵŶŷŶźŶ ŵŴźŹŷŻ

ŵŵŷŶŻŶ

ŵŵŻŴżŹ ŵŵŻŴżŻ ŵŵŻŴżŽ

ŌźŴŹź Ō ŉ ŶŌŸ (GREENVIEW DR) DEBT SERVICE Ŭ ŶŶ źŴŻŴŁ RD)-CONSTRUCT ROUNDABOUT ŷźż Ŭ Ŷĸ ŵŻ ŝ Ŷ RECON GARVEE DEBT SERVICE ŵŽ Ō Ō CONSTRUCT SIDEWALK Ŷŵ Ō Ō PEDESTRIAN IMPROVEMENTS Ŷŵ Ō RECONSTRUCTION Ŷŵ Ō CONSTRUCT TURN LANES AT ATLANTA AVE Ŷŵ ŹŴŵ

ŶŻŌŷŵ

Balance

Urban

ŮźŸĹŽźŴ

ŮŷŵĹżŴŹ

ŮŵŸĹŵŹŹ

ŮŵżĹŽŽŽ

ŮŴ

Urban

ŮŵŸĹŴŴż

ŮźŴŵ

ŮŵĹŶźŴ

ŮŻĹŽŻŷ

ŮŸĹŵŻŸ

Urban

$24,239

ŮŻĹżŷŴ

ŮŷĹŸŻŻ

ŮŷĹŸŴż

$9,525

Urban

ŮŸżĹŵŻż

ŮŶźĹŻŻź

ŮŶĹźŻŷ

ŮŵŵĹŵźŹ

ŮŻĹŹźŸ

Urban

$2,632

ŮŴ

Urban

$365

ŮŴ

Urban

ŮŶŸŵ

ŮźĹŸźŻ

ŮŻŴŴ

ŮŶĹŷŹŵ

ŁŮŽĹŶŻŻł

Urban

ŮŵŶĹŶŷż

ŮŴ

ŮŻŵŷ

Urban

ŮŵŽĹŷŻŴ

ŮŽĹŸŸż

$942

ŮŸĹŻŵŵ

$4,269

(Values in Thousands of Dollars)

ŮŵŶĹŽŹŵ

Urban

ŮŶĹŷŵż

ŮŸĹŹŴŴ

ŮŴ

ŁŮŶĹŵżŶł

Urban

ŮŵĹŴŴŹ

ŮŴ

Urban

ŮŽĹŵŴŷ

ŮŻĹŴŶŻ

ŮŵĹŴŵż

ŮŵĹŻŴż

ŁŮźŹŵł

Urban

ŮŶĹżźŸ

ŮŶĹŵŹż

ŮŴ

ŮŻŻŽ

ŁŮŻŷł

Urban

ŮŷĹŴŷŸ

ŮŶĹŸżź

ŮŴ

ŮŹŸż

ŮŴ

T AF

ŵŵŸŴźŷ

Ŭ Ŷŷ źŴŸŸ ŁŴźł

FY 26

Estimate

ŵŵŴŷŽŵ

Ŭ ŶŶ Ŭ Ŷŵ ŹŴŵ Ō Š IMPROVEMENTS Ŭ ŶŸ ŹŴŵŌ ROUNDABOUT AT VASSAR ST Ŭ Ŷŷ Ō źŴŶŴ Ł AVE) - BRDG REPLACEMENT OVER NSR ŶŽŉŸźŴ Ō Š Ł FELLOWS RD) DEBT SERVICE Ŷŵ Ō źŴŸŸ Ō IMPROVEMENTS (OLD FOREST RD)

4%) ?89*2

ŵŵŽŵźŷ

Description

Appendices

352