Public Hearing Brings Comprehensive Plan One Step Closer to Being Official
By Julie Perine on March 04, 2013
Prior to that vote, Wendy Moeller of Compass Point provided a brief overview of 36 different implementation tasks set forth in the plan, encouraging commission members and others in attendance to ask questions and make comments.
Those tasks and logistics for carrying out those tasks were developed from a process which began in late August/early September.
“We kicked it off with a public meeting from which we gathered a list of issues which people thought Bridgeport would be facing in the near future,” Moeller said. “Then we sat down with a number of stakeholders in the community. We met with homeowners, youth, seniors, business owners and other groups which represent Bridgeport.”
In October, the team worked with appointed officials and city staff to further identify issues.
“We also did a survey and had a phenomenal turnout for a community of this size,” Moeller said. “Three hundred completed the survey and reiterated what we were already hearing.”
The firms began drafting the plan, a draft of which was finalized in mid-January and the tweaking process began with city staff. The team also worked to make the plan compliant with state code requirements.
The 36 tasks set forth tonight addressed issues of housing, economic development, land use, infrastructure and recreation – all to meet the needs of a growing city.
“We’ve identified some major trends and issues,” Moeller said. “Bridgeport is one of the few cities in the state of West Virginia which is growing – and it’s growing quite quickly.”
If the present pattern - growth of 1 to 2 percent per year – continues, the city could potentially add 35 to 85 housing units per year.
In addition to options at Charles Pointe and surrounding areas, there are scattered city lots which could potentially become small housing developments. Several existing housing developments – Heritage Farms, South Hill Farms and Woodland Hills, included – still have room for expansion. Offering creative housing options, such as patio homes and small floor plans, and working with developers and contractors to implement those options is included in the plan, as is the tweaking of zoning provisions.
Going hand in hand with housing development is business development and the city has expressed interest in not only bringing in new business, but also encouraging present business owners and working with all. Included is assistance in the coordination of financial resources and forums for discussion and education.
Further development of the city trail system, as well as implementation of recreation options for residents of all ages, is included in the plan.
The plan also addresses pulling the above-described tasks together, such as making the downtown shopping experience more “walk to shop” friendly through sidewalk improvements and possibly even encouraging businesses to add bicycle racks.
The plan is a work in progress, Moeller explained.
“This is one of those things that will evolve every year,” she said. “The city has a budget and a certain pool of resources available every year. Every year there is going to be change. We’ll respond to that and keep it updated as much as possible over the next five or six years or until the city is ready to do the process again.”
Community Development Director Randy Spellman – who facilitated tonight’s meeting – reported on some changes taking place in the very near future.
“Phase 5 of our Main Street program is starting soon,” said Spellman, referring to East Main Street extending toward Rt. 131.
Grants will be sought for development of that phase and potentially a final phase to follow.
“At that point, we’ll shift the focus to our trail system – connecting Main Street to (Hinkle & Deegan) Lakes,” Spellman said. “And we may want to look at coming west on Rt. 50 with the trail program – maybe even extending it to City Hall one day.”
The approved plan will require two readings at City Council meetings before it can be officially adopted, Spellman said.
The matter will be placed on two upcoming City Council agendas, likely March 25 and April 8.
- Consider providing incentives and bonuses for infill and redevelopment project that reuse underutilized properties or result in housing options including fast-track review processes or increased density.
- Incorporate context sensitive infill and redevelopment zoning regulations that support innovative and adaptive reuse of underutilized properties and quality redevelopment projects throughout the city that do not take away from the character of surrounding properties.
- Work with local developers to target the development of attached residential housing units or detached residential housing units (e.g. patio homes, small floor plans, etc.) that provide more diversity in housing values and options in the city.
- Develop project review guidelines to ensure that new development and redevelopment projects conform to the Bridgeport and Harrison County hazard and mitigation planning efforts adopted by the city.
- Implement the new city loan program to assist existing business in expansion opportunities, job growth, and related economic activities.
- Modernize the city’s zoning regulations to allow for mixed use development, more diversity in housing choices, higher density infill, modern development standards, and other development options identified in this plan.
- Utilize the Bridgeport Development Authority as an economic development committee for the city, reviewing and prioritizing potential economic tools and activities.
- Establish periodic meetings and surveys with existing businesses to make sure the city is developing programs that support the continuation of those businesses and promote business and job growth.
- Work with businesses currently operating out of their homes (home occupations) to assist in business expansions within Bridgeport.
- Establish areas of the city that should solely be used for non-retail business growth (e.g. office and industrial), especially around the major employers like the airport and UHC.
- Encourage mixed use development that can provide residential opportunities in close proximity to jobs and where retail uses can prosper from the close proximity to businesses and residents.
- Continue regional economic development efforts through cooperative and coordination of efforts with other economic development groups including, the chambers of commerce, the Bridgeport CVB and the Harrison County Development Authority.
- Develop and maintain an inventory of potential development sites (available or not) with information on zoning, development constraints, incentives, costs, etc.) Work with the Harrison County Assessor’s office and the online Geographic Information System (GIS) to identify three sites as a marketing tool. Provide easy links to the information from the city’s and other organizations’ websites.
- Lobby the West Virginia state legislature to broaden the city’s authority to utilize Tax Increment Financing (TIF) for all projects, including residential (See also the population and housing section.)
- Provide training resources for local businesses throughout the year that focus on different business topics (e.g. zoning requirements, development of business plans, business expansion incentives) or general networking events to increase the interaction between different businesses.
- Analyze existing tax and other revenue streams to assess benefits, opportunities and limits to these resources.
- Identify local expertise or successful development that can lead or facilitate development of key demonstration areas.
- Increase the deplanements at the airport and aggressively market the land available at the airport for additional aviation related support service companies.
- Encourage improvements to the built environment that are highlighted throughout this plan (e.g. clustering high density affordable housing for the young professionals, encouraging a walkable community, and facilitating a more accessible (vehicular) community) as an overall approach to attracting people and businesses to the area.
- Continue to look for grant opportunities or other small-scale business development incentives that can aid in the development or expansion of existing businesses.
- Continue to evaluate the costs and benefits of becoming a designated West Virginia main Street Community for the benefit of downtown revitalization.
- Continue joint efforts with the Department of Highways and neighboring communities on efforts to mitigate traffic congestion at Lodgeville Road/U.S. 50 intersection and the Thompson Drive/Tolley Drive intersections with Lodgeville Road to create a phased solution to traffic congestion at the eastern gateway into the city.
- Incorporate connectivity requirements (vehicular, pedestrian, and bicycle) for all new developments. Require a high level of connectivity for all modes of travel, to the maximum extent feasible, with some understanding of the implications of steep topography.
- Expand requirements for sidewalks and/or trails for developments to expand non-vehicular options and increase recreational opportunities. Utilize the parks master plan as a guide for future connections.
- Require bicycle parking and/or storage in new, large-scale developments, particularly those near major city trails.
- Invest in properties for the future expansion of city and public services (e.g. fire, police, storage, parks, schools, etc.) in those areas of the city or growth areas where such services will be needed as the population continues to grow.
- When expanding infrastructure, plan ahead to include and/or require oversized lines or facilities where capacity will be needed in the future based on the future growth areas of this plan and future annexations.
- Consider the inclusion of new subdivision design standards to encourage or allow for natural infrastructure (i.e. green infrastructure) options and more sustainable development options (e.g., solar and/or wind power).
- Partner with other public and private service providers on future expansions, where appropriate, to find cost effective methods of maintaining high levels of service and the most up-to-date technology.
- Work with state and regional higher educational providers (e.g. colleges, universities, technical colleges) to develop local programs for professional and trade education within Bridgeport.
- Fund completion of the downtown streetscape project, redevelopment of vacant and underutilized buildings and lots along the Main Street corridor and continue efforts to mitigate parking traffic and parking concerns in downtown.
- Update and implement the Bridgeport Parks Master Plan to ensure that future parks and recreational improvements meet the needs of the citizens.
- Continue to ensure accessibility to parks and community services for all citizens, regardless of age and/or ability.
- Create a brand for park and recreational signage and develop a hierarchy of signage displays from primary, secondary and tertiary for park facilities, roads and trails.
- Provide adequate maintenance for all park and recreational facilities (e.g. trash, garbage collection, vegetation control, trail maintenance, painting, etc.)
- Seek partners to fund a feasibility study to examine building, programming, site needs, operational costs, funding options, and management alternatives for an indoor recreational/multi-purpose building.
- The city will be comprised of strong and stable residential neighborhoods that are well-maintained and provide a mixture of housing options, both in type and affordability, creating attractive living environments for our residents. The city envisions new developments will contain a mixture of single-family detached housing, apartments, townhomes, patio homes and other housing types giving residents a choice in living options.
- The city’s commercial areas will include a diverse mix of retail, service, professional (e.g. medical, general office, government, etc.) and industrial uses (e.g. manufacturing, oil and gas related industries, research and development, etc.) that meet the needs of local citizens while also serving as a regional destination for the larger community.
- The city will balance the needs of existing development (the core of Bridgeport) with the need to expand its boundaries when evaluating capital expenditures and investment.
- The natural and historical resources of the city will be protected for future generations.
- The city will have an expanded and diverse tax base by working with existing businesses to help them grow while simultaneously looking to attract new business to the area.
- The city will capitalize on the existence of major employers (e.g. United Hospital Center, The North Central Regional Airport, the FBI and others) to serve as economic stimuli for the region.
- The city will continue to work on improving the vitality and vibrancy of Bridgeport’s Main Street.
- The city will have a well-connected transportation network that includes a safe network of roads, sidewalks and paths serving vehicular and non-vehicular traffic.
- The city will have a strong parks and recreation system that contributes to the strong quality of life in Bridgeport and serves the needs of local citizens with diverse recreational activities and parks that are easily accessible by all.
- The city and public service agencies will provide high-quality services and facilities in locations that are convenient and accessible to local residents.
- The city will have a well-maintained and well-planned infrastructure system that will not create a financial or capacity burden on existing development for the stake of new growth.
- Residents will maintain a high quality of life that includes quality school systems, entertainment and cultural activities, trail systems, and a diverse parks and recreation system.
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