Waynesboro, Virginia

Comprehensive Plan

March 2017

Thomas Eddington, AICP Charles Buki
Vice President - Planning and Design President

Jeff Winston, AICP Karen Beck Pooley, PhD

Emeritus Vice President - Analytics
 Agenda
Review

Begin framing the direction you want to

Waynesboro to go in

What are your core values?

Who is your target market?

What are your priorities?

 Review
What is a comprehensive plan?

What makes a good comprehensive plan?

What do we have to know now?

Approach

Project Timelines

Roles - Who is Who and Who Does What

 Review
What is a comprehensive plan?

General, direction setting document

Establishes land uses: what goes where

Establishing budgeting priorities: what is most

important

Neither grants nor takes away any vested rights

 Review
What makes a good comprehensive plan?

General, direction setting document

Establishes land uses: what goes where

Why is this so important?

Why are we deciding something should go here but not there?

Established budgeting priorities: what is most important

Why is this so important?

Why are we deciding this is more important than that?

Establishes approach based on MARKET REALITY

Translates the why - based on core values and market conditions - into a decision
making framework that can be applied both to whats known and unknown
 Review
Get the big things right

Plan for the known

Establish guidelines for the unknown

 .
$132,629 .
$148,349

.
$40,809
.
$45,643
 Review
What do we have to know now?

Approach

Work mainly through this Steering Committee

Developing future leaders in Waynesboro

Developing champions for the plan

Developing community awareness of issues

Steering Committee and community discussions

 Timeline
Phase JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN

1 Analysis

2 Early Dra@ Work Dra@ Renements

3 CompleIon + PresentaIon

CITY COUNCIL + PLANNING COMMISSION + PUBLIC

STEERING COMMITTEE AND SENIOR STAFF
PROJECT LAUNCH W STEERING COMMITTEE
KITCHEN TABLE CONVERSATIONS LED BY THE STEERING COMMITTEE

PROPERTY SCORING
 PHASE 1

Phase JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN

1 Analysis

2 Early Dra@ Work Dra@ Renements

3 CompleIon + PresentaIon

- What kind of a community is

Waynesboro?
- How much grit does the
community have?
- What does this community really
stand for?
- How hard is this community
willing to work?
- What are its budget and political
and demographic realities?
- Who is the competition?
 PHASE 2

Phase JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN

1 Analysis

2 Early Dra@ Work Dra@ Renements

3 CompleIon + PresentaIon

- Confirming who we are: our

values and our priorities
- Determining the right projects to
undertake that reflect our
ambitions for ourselves, our
market conditions, our realistic
fiscal capacity, and the resolve of
the community to see the
projects through
 PHASE 3

Phase JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN

1 Analysis

2 Early Dra@ Work Dra@ Renements

3 CompleIon + PresentaIon

- Plan really takes shape

- Projects have been identified,
costs and benefits have been
worked through, planning takes
shape in form of drawings and
budgets and maps
- Approval process is formally
initiated
 Roles Review
Steering Committee - first among equals

City Council - final authority on all spending

Planning Commission - final authority on land use

and development specifics (zoning)

Technical Advisory Committee - Expert city staff

czb - Supporting consultants

 Framing Your Future
Begin framing the direction you want to Waynesboro to
go in

What are your core values?

Who is your target market?

What are your priorities?

Will business as usual get you where you want to be?

 Kitchen Table Conversations

Questions We Will Focus on Today

1. How should we think about the two areas in questions:

downtown and the shopping mall off Rt 66?

2. Is the east side entrance to Waynesboro important? Why?

 KTC #1a

What is the relationship between these

two areas of Waynesboro and how
should the comprehensive plan respond to
the challenges and opportunities they present?
 KTC #1b

Is the east side entrance to Waynesboro

important? Why? Should investments
be made in this part of the city? Why/why not?
 Putting the two together

How does the Waynesboro Town Center

and downtown relate to one another and
how do either factor in, if at all, to the challenges
and opportunities on the south end?
 KTC #2a - Changing Retail Circumstances
HYPOTHETICAL FOR DISCUSSION PURPOSES ONLY

At the corporate level, TARGET has made three determinations for the period 2017-2019:
- It will make a $7B investment in old and tired stores around the country, especially when local jurisdictions are matching these
investments.
- It will concurrently begin to strategically move away from regional and towards town/urban locations.
- It will re-evaluate its leases based on on-line and other factors under consideration
These determinations have led TARGET to approach the City of Waynesboro, and TARGETs commercial leasing and
brokerage partners for some properties, and note the following:
- It is evaluating potential TARGET and Super TARGET alternative locations nearer to 64/81 and is presently in active conversations with
Staunton economic development officials and those another neighboring jurisdictions with overlapping trade areas.
- If TARGET is to stay in Waynesboro, it is figuring it will need to invest $8M in upgrades, and TARGET wants the City to defray these
costs to an extent necessary to make staying in Waynesboro preferable to leaving for another possibly nearby location.
- TARGETs corporate aim is to be increasingly located in more amenity-rich settings than the Waynesboro Town Center is; this means
they need the center to be upgraded, so they want more height and a mix of uses, changes the centers current owners may not wish
to make at this time without a city partner since such changes are not really within their business model.
You are to make a recommendation to the City Council:
1. Do you recommend the city make cash contributions to the Target redevelopment? Why or why not?
2. Do you recommend the city modify the zoning code to allow for denser development and a greater mix of uses? Why or why not?
3. What are your and the communitys core values that factor into how you evaluated this scenario and recommend the city respond?
4. What are the target market implications this challenge poses?
 KTC #2b - Changing Retail Circumstances
HYPOTHETICAL FOR DISCUSSION PURPOSES ONLY

KOHLS has been re-evaluating store performance, location, and labor capacity
- Stock plunged 19% in January forcing the board of the Wisconsin based retailer to re-think its long term position in many
markets, including its 29 Virginia stores. In examining its market share in the region, it is being advised to unilaterally keep its
Harrisonburg and Charlottesville stores, but to reconsider its Waynesboro presence in the context of overtures being made to
Kohls by Staunton Crossing LLC and some of its equity partners.
- Staunton Crossing LLC has finalized contracts with Marriott-Fairfield, Chick-fil-A, Aldi, Tru-Hilton, Bojangles.
These factors have led KOHLs to approach the City of Waynesboro and note:
- Kohls really likes Waynesboro; it really likes the location.
- But they are seeing contractions nationally and regionally and their cash flow from the Waynesboro store is not keeping pace
with Harrisonburg, Lynchburg, Charlottesville, Roanoke, or Culpepper
You are to make a recommendation to the City Council:
1. Kohls has made no direct overtures to the city, but you know they like the Fisherville, Staunton and other locations as possible
store sites as they evaluate the size of their presence in the region..
2. How should the comprehensive plan wrestle with retail in general and the Waynesboro Town Center in particular?
3. What core values factor into how you and your community think about the challenges posed here?
4. What target market considerations are you giving to this challenge?
 KTC #2c - Changing Retail Circumstances
HYPOTHETICAL FOR DISCUSSION PURPOSES ONLY
Option 1 Option 2 Option 3

Minnesota-based Cargill is planning to expand its presence in the region, and wants to grow on both sides of I-81
- It presently operates several facilities in the Harrisonburg area, the main one being a 19 acre processing facility near Bridgewater.
- It would like to open a new turkey/poultry processing facility in Waynesboro and has selected three sites it believes would be suitable, and
they like them all.
- Their 1st choice is a 21 acre site behind Berry Plastics and the Industrial Park.
- Their 2nd preferred site is at the intersection of 6th and North Charlotte by the South River
- Their 3rd choice is a 27 acre site is near Mt Torrey Road, a site owned by the city.
- They like the labor force match they seek, and in either location promise to being 4 managerial jobs at $70,000 each and 60 FT
processing jobs at $14-19/hr plus benefits, direct impact of more than $20M the next 15 years to the Waynesboro economy.
- Both sites require zoning modifications
- Cargill promises top dollar to sellers, and does not require any financial incentives, but will take their expansion plans elsewhere if unable
to secure zoning changes in a timely manner.
You are to make a recommendation to the City Council and Planning Commission:
1. What do you like about the Cargill potential? What dont you like? Why?
2. What questions come to mind when thinking about such possible development?
3. Do you recommend zoning/regulatory accommodations be made to bring about this economic development opportunity?
4. What core values factor into how you and your community think about the challenges posed here?
5. What target market considerations are you giving to this challenge?