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HomeMy Public PortalAbout1996 Bridgeport Comprehensive PlanAlexander Whitney, Jr., P.E. Paul E. Cox, P.E. Richard Wm, Mognani, P.E. Douglas F. Suess, P.E. Wm. Preston Davis, P.E. Philip Der, P.E. David G. Mongers, P.E. 19 Fairmount Avenue e 100 --Atmore, Maryland 21286 410512.4500 Fox 410.324-4100 29 April 1996 WHITNEY BAILEY Honorable Mayor and Councilmen City of Bridgeport 156 Thompson Drive P.O.Box1310 Bridgeport, West Virginia 26330-6310 RE: Comprehensive Plan WBCM Job No. 95027.00.1 Dear Mayor and Councilmen: Planners & Engineers COX MAGNANI Associates. Brion D. Jones, P E. Burruss E Holloway, P.E. Leon J. Kriebel, P.E. W. Howard Garrett, ALA Join 1 Knight, P.E. John D Wayne. P.L.S Albert M. Copp Joseph J. Siemek, P E. Janes W Halls. P E. Patrick B Ford The City of Bridgeport can simply be described as a City of opportunities, aspirations, and ambitions. What draws people to Bridgeport is not necessarily its merchants or architecture, rather it is its location. In every city and town, Main Street is a place where one can go to see people and be seen by people. It is a place which is inviting, comfortable to be in, and interesting. In every city and town, Main Street seems to be the point of attraction. Similarly, within West Virginia's Main Street corridor, Bridgeport is the attraction. Just as every city and town has a Main Street, the State of West Virginia has its Main Street as well. That Main Street is Interstate 79. Similar to a business on a typical Main Street in a central business district that draws people and contributes to its corridor, the City of Bridgeport is strategically situated on West Virginia's Main Street. Using the words of philosopher Pogo, Bridgeport is "...confrontedby insurmountable opportunities." In light of these opportunities, the City of Bridgeport has shown great foresight by preparing a comprehensive plan to chart out its future. Whitney, Bailey, Cox & Magnani, and I personally, are pleased to announce the publication of the Comprehensive Plan for the City of Bridgeport. It has been a great challenge to serve a Planning Commission which has been so strongly committed to preparing this Plan. The Bridgeport Comprehensive Plan is solidly founded on the precepts of quality of life, conservation of the environment, and the sensitivity to the many intangibles which characterize the qualities of Bridgeport and its people. We are confident that this Plan, when read, understood, taught, applied, and implemented, will transmit the insurmountable opportunities of today into the realities of tomorrow. ale Review Review Member ACEC t • WHITNEY BAILEY Honorable Mayor and Councilmen 29 April 1996 Page 2 COX MAGNANI I am leaving you with a final quote as we bring to a close this phase of our fourteen month planning effort. "Make no little plans; they have no magic to stir men's blood...Make big plans, aim high in hope, and work to implement those plans." Daniel Burnham We look forward to continued service to you and the City in your future planning endeavors. Very truly yours, WHITNEY, BAILEY, COX & MAGNANI Patrick B. Ford Associate PBF/sld 9502700L.902 Comprehensive Plan The City of Bridgeport, West Virginia 7 • L •.v Prepared By: Whitney, Bailey, Cox & Magnani 849 Fairmount Avenue, Suite 100 Baltimore, Maryland CADIgatingaT on. RILL Prepared For. The City of Bridgeport April 1996 COMPREHENSIVE PLANNING URBAN DESIGN. COMMUNITY REVITALIZATION Comprehensive Plan The City of Bridgeport, West Virginia CREDITS THE CITY OF BRIDGEPORT Mayor Carl E. Furbee, Jr. Recorder Walta Kay Bowen City Council Ruth J. Allen Larry P. Blankenship Michael D. Conley Charles C. Lindsey John L. Westfall City Staff Harold Weiler, City Manager Randy Spellman, Director of Planning & Development Mike Reston, City Engineer Judy Lawson, City Clerk Norma Duez, Water Billing Manager Sara Carder, Administrative Assistant Bridgeport Planning_Commission Darrell Bowen, President Randy Spellman Walter Barth Dan Webster Bob Morris Oliver Rice Richard Forren Rodney Kidd Carolyn Wade Michael D. Conley Benedum Airport Authority James R. Griffith, Airport Manager PROJECT CONSULTANTS Whitney, Bailey, Cox & Magnani 849 Fairmount Avenue, Suite 100 Baltimore, Maryland 21286 Wm. Preston Davis, P.E., Partner Patrick B. Ford, Associate Deepa Srinivasan, Project Manager Joseph R. Burkhardt, Project Planner Terri S. Hruby, Project Planner Stacy Dorsey, Executive Assistant Chris Grande, Graphics Assistant Eric Ficca, Graphics Assistant Copyright 1995 by the City of Bridgeport. All rights reserved. No part of this document may be reproduced or transmitted in any form without prior written permission of the City of Bridgeport. Comprehensive Plan Table of Contents TABLE OF CONTENTS CHAPTER 1 - INTRODUCTION I. OVERVIEW 1-1 II. GOALS -DIRECTED PLANNING APPROACH 1-2 A. Definitions 1-2 III. THE PURPOSE OF A COMPREHENSIVE PLAN 1-2 IV. ORGANIZATION OF THE REPORT 1-4 V. STUDY AREA 1-4 VI. LOCATION 1-4 VII. CLIMATE 1-5 VIII. SOILS 1-5 IX. MINERALS 1-5 X. HISTORY OF THE CITY 1-5 XL DEMOGRAPHICS OF THE AREA 1-6 A. Population 1-6 B. Racial Composition 1-9 C. Population and Household Estimates (1995) I-10 CHAPTER 2 - ECONOMIC DEVELOPMENT L OVERVIEW 2-1 II. GOALS AND OBJECTIVES 2-2 III. BACKGROUND AND BASIC ISSUES 2-4 IV. CONCEPT 2-12 A. Build Quality Jobs for the Current Population 2-12 B. Achieve Local Economic Stability 2-12 C. Build a Diverse Economic and Employment Base 2-13 V. RECOMMENDATIONS 2-13 A. Coordination with City Departments 2-14 B. Coordination with the School Board and Higher Education, Etc. 2-14 C. Coordination with State and Federal Governments 2-15 D. Coordination of and with Private Organizations 2-16 E. Commerce and Industry 2-16 F. Public Relations, Tourism, and The Arts 2-17 G. Development Standards/Streamlined Review 2-19 H. Develop Sub -Committees of the Economic Development Committee 2-20 VI. EXAMPLES OF PROGRAMS CURRENTLY PROMOTING ECONOMIC DEVELOPMENT 2-25 A. Tax Credit Programs 2-25 B. Tax Credit Programs for New Businesses (from City Code) 2-26 C. Reduction in the Number of Employees: Tax Credits for New Businesses . 2-27 D. Taxpayer's Responsibility to Keep Records of Investment Credit Property Tax Credits for New Businesses 2-28 1111111111 ZOIEMBI The City of Bridgeport, West Virginia Table of Contents -1 Comprehensive Plan Table of Contents CHAPTER 3 - DOWNTOWN REVITALIZATION I. OVERVIEW 3-1 II. GOALS & OBJECTIVES 3-1 III. BACKGROUND AND BASIC ISSUES 3-2 A. Bridgeport's Market Area Characteristics 3-4 B. Downtown Commercial Base 3-5 C. Understanding the Competition 3-6 D. Market Opportunities 3-6 E. Urban Design Analysis 3-11 IV. CONCEPT 3-14 V. RECOMMENDATIONS 3-15 A. Coordinated Business Hours 3-15 B. Marketing/Public Relations Strategy 3-15 C. Gateways and Sign Strategy 3-17 D. Merchandising Revitalization Strategy 3-18 CHAPTER 4 - HOUSING I. OVERVIEW 4-1 II. GOALS AND OBJECTIVES 4-1 III. BACKGROUND AND BASIC ISSUES 4-2 A. Households 4-2 B. Neighborhood Analysis 4-9 IV. CONCEPT 4-13 V. RECOMMENDATIONS 4-13 A. Housing Design 4-13 B. Housing Financing 4-15 C. Marketing 4-16 D. Design Guidelines for Existing Neighborhoods 4-16 E. Design Guidelines for New Neighborhoods 4-16 F. Code Enforcement 4-18 CHAPTER 5 - COMMUNITY FACILI I TES I. OVERVIEW 5-1 II. GOALS & OBJECTIVES 5-1 III. COMMUNITY FACILITY CATEGORIES 5-1 A. Parks and Recreation 5-1 B. Schools 5-10 C. Public Buildings 5-14 D. Fire and Rescue 5-18 E. Police Protection 5-20 F. Health Services 5-21 The City of ,Bridgeport, West Virginia Table of Contents -2 Comprehensive Plan Table of Contents CHAPTER 6 - HISTORIC PRESERVATION I. OVERVIEW 6-1 II. GOALS & OBJECTIVES 6-1 III. BACKGROUND AND BASIC ISSUES 6-2 A. Governor Joseph Johnson House, Oakdale 6-2 B. Benedum House 6-2 C. Dr. Davis House 6-2 D. William Johnson House 6-2 E. Faris Manor 6-3 F. Bow String Bridge 6-3 G. Covered Bridge 6-3 IV. CONCEPT 6-5 V. RECOMMENDATIONS 6-6 A. Site Specific Recommendations 6-6 B. General Recommendations 6-7 CHAPTER 7 - TRANSPORTATION I. OVERVIEW 7-1 II. GOALS & OBJECTIVES 7-1 III. BACKGROUND AND BASIC ISSUES 7-2 A. Existing Services 7-2 B. Highway System Classification 7-3 IV. CONCEPT 7-5 V. RECOMMENDATIONS 7-8 A. Proposed Thoroughfare Improvements 7-8 B. Existing Thoroughfare Improvements 7-12 C. Other Improvements 7-12 CHAPTER 8 - PUBLIC SERVICES I. OVERVIEW 8-1 II. GOALS & OBJECTIVES 8-1 III. BACKGROUND AND BASIC ISSUES 8-1 A. Water 8-1 B. Sewer 8-5 C. Stormwater Management 8-5 D. Solid Waste 8-5 IV. CONCEPT 8-6 V. RECOMMENDATIONS 8-6 The City of Bridgeport, West Virginia Table of Contents -3 Comprehensive Plan Table of Contents CHAPTER 9 - ENVIRONMENTALLY SENSITIVE AREAS I. OVERVIEW 9-1 II. GOALS & OBJECTIVES 9-1 III. BACKGROUND AND BASIC ISSUES 9-2 A. Streams and their Buffers 9-2 B. Hydrologic Flow Patterns 9-7 C. Habitats of Threatened and Endangered Species 9-14 D. Steep Slopes 9-15 E. Select Soils 9-21 F. Geologic Formations 9-25 G. Forests 9-28 H. Development Suitability 9-30 CHAPTER 10 - LAND USE PLAN I. OVERVIEW 10-1 II. GOALS & OBJECTIVES 10-1 III. BACKGROUND & BASIC ISSUES 10-4 A. Existing Land Use 10-4 B. Analysis of Land Uses 10-10 IV . CONCEPT 10-13 A. Introduction 10-13 B. Goal 10-13 C. Key Issues 10-13 D. Criteria for Planning 10-14 V. RECOMMENDATIONS 10-19 A. Comprehensive Plan Land Use Categories 10-19 B. Planning Approach 10-27 C. The Case for Annexation 10-28 D. Extending the Corporate Limits of Bridgeport 10-28 E. Planning Area Analysis and Policy Recommendations 10-30 VI. IMPLEMENTATION 10-41 A Public/Private Urban Design "Partnerships" 10-43 B. Urban Design Performance Guidelines 10-45 C. Zoning Regulations 10-45 D. Capital Improvement Program 10-46 E. Phased Growth 10-47 Appendix Community Assessment Introduction Appendix -1 Environment and Community Image Appendix -1 Crime, Safety, and Housing Appendix -2 Organization and Public/Private Services Appendix -3 Economic Restructuring, Employment, and Education Appendix -4 95027Q6R.TOC The Citt, of Bridgeport, West Virginia Table of Contents -4 Comprehensive Plan List of Tables LIST OF TABLES TABLE PAGE 1.1 Total Population 1-7 1.2 Population by Age Group 1-8 1.3 Median Age 1-9 1.4 Racial Composition 1-10 1.5 Estimates for 1995 1-11 2.1 Per Capita Income 2-5 2.2 Poverty Status 2-6 2.3 Labor Force 2-8 2.4 Employment by Occupation 2-10 2.5 Educational Attainment 2-11 4.1 Total Households 4-3 4.2 Average Household Size 4-4 4.3 Female -Headed Households 4-5 4.4 Total Housing Units 4-5 4.5 Housing Unit Vacancy 4-6 4.6 Tenure 4-8 5.1 Standards for Recreational Facilities 5-9 5.2 School Enrollment 5-11 5.3 Construction Activity 5-12 5.4 Colleges within Region 5-13 6.1 Inventory of Historic Resources 6-4 6.2 Proposed Historic Preservation Implementation Measures 6-9 7.1 Road Improvement Projects 7-9 8.1 Water Tanks and Elevations 8-2 10.1 Total Land Use Percent (1980 and 1995) 10-7 10.2 Total Land Use Percent (Total Acreage) 1995 10-9 95427048-fiOC ynac-•:�.•;-• :.'.i"".-,'-a-.S' The City of Bridgeport, West Virginia List of Tables - l Comprehensive Plan List of Charts LIST OF CHARTS CHART PAGE lA Total Population 1-7 1B Median Age - 1990 1-9 2A Median Household Income 2-5 2B Per Capita Income 2-5 2C Residents Below Poverty Level 2-6 2D Percent Unemployed (from Civilian Labor Force) 2-7 2E Employment by Occupation 2-9 4A Total Households 4-2 4B Average Household Size 4-3 4C Percent of Female -Headed Households 4-4 4D Housing Unit Vacancy 4-6 10A Total Land Use - Bridgeport (1980) 10-4 10B Total Land Use - Bridgeport (1995) 10-6 10C Land Use - Bridgeport (1980), Developed Land 10-7 IOD Land Use - Bridgeport (1995), Developed Land 10-8 10E Land Use - Bridgeport (1980 and 1995) 10-11 9502700R.TOC The City of Bridgeport, West Virginia List of Charts - f Comprehensive Plan List of Maps LIST OF MAPS MAP PAGE Neighborhood Study Areas 4-11 Existing Community Facilities 5-15 Transportation Analysis 7-7 Transportation Improvements 7-10 Water System 8-3 Sanitary System 8-4 Wetland Inventory (Existing City Limits) 9-5 Wetland Inventory (Annexation Areas) 9-6 Flood Plain Analysis (Existing City Limits) 9-9 Depth to Water Table (Existing City Limits) 9-12 Depth to Water Table (Annexation Areas) 9-13 Slope Analysis (Existing City Limits) 9-16 Slope Analysis (Annexation Areas) 9-17 Soil Analysis (Existing City Limits) 9-22 Soil Analysis (Annexation Areas) 9-23 Depth to Bedrock (Existing City Limits) 9-26 Depth to Bedrock (Annexation Areas) 9-27 Development Suitability (Annexation Areas) 9-32 Existing Land Use 10-5 Existing Zoning 10-12 Planning Areas 10-35 Future Land Use Plan 10-42 95Q27QQR.TOC The City of Bridgeport, West Virginia List of Maps - 1 Introduction I. OVERVIEW The City Council of Bridgeport sought the services of Whitney, Bailey, Cox & Magnani, a Baltimore based planning and engineering consulting firm, to prepare the Comprehensive Plan for the City. The Bridgeport Planning Commission assisted the consultants by reviewing the technical aspects of the plan, in addition to establishing the goals for the City. Bridgeport's Planning Commission has two primary functions: to prepare a Comprehensive Plan and to act as an advisor to the City Council in matters concerning community growth and development. The Comprehensive Plan is the tool by which the Planning Commission can make sound planning decisions. The West Virginia Planning Code defines the responsibilities of the Planning Commission as a body that" ...shall make, and recommend for adoption to the governing body of the municipality, a Comprehensive Plan for the physical development of the territory within its jurisdiction. In the preparation of a Comprehensive Plan, a Planning Commission shall make careful and comprehensive surveys and studies of the existing conditions and probable future changes of such conditions within the territory under its jurisdiction." In general, the principal functions of the Bridgeport Planning Commission include developing plans for future development, preparing zoning and subdivision regulations, approving site plans and subdivision record plats, and establishing policies and standards for guiding future development. As part of their duties in serving the City of Bridgeport, the Planning Commission took an active role in updating the City's Comprehensive Plan. The results of their initial task, studying existing conditions, as well as latter tasks conducted throughout the planning process, are presented in this report. The findings and recommendations included in this document serve as the basis for developing subdivision regulations, zoning regulations, and a capital improvements program. A capital improvements program prioritizes the recommendations of this Comprehensive Plan. This Comprehensive Plan is, and will continue to be, a reference for community leaders and citizens who are striving to make Bridgeport a better place to live, work, and enjoy Iife. The City of Bridgeport, West Virginia Page 1-1 Comprehensive Plan Introduction II. GOALS -DIRECTED PLANNING APPROACH The Bridgeport Comprehensive Plan is designed to be a guide for the physical development of the City of Bridgeport during the next several decades. The principle behind the "goals -directed" planning approach is that by preparing a comprehensive plan which is integrally tied to its precedent goals, the old adage that "...a locality can be no better than it aspires to be..." is underscored. An intelligent and comprehensive plan cannot be structured without the direction of the locality's goal for its future. The goals -directed planning process specifically focuses on those issues deemed critical by the residents of the community. These issues are also those which the City can have a positive impact. These adopted goals set the physical, social, economic, and cultural framework around which the Bridgeport Comprehensive Plan is drafted. The Comprehensive Plan is organized, designed, and will be implemented to orchestrate growth in the City relative to (a) future land uses, (b) scale and intensity of land uses, (c) phasing of land uses, (d) phasing of support infrastructure, and (e) development of strategies and programs which maintain and enhance the quality of life of current and future residents. In order to help guide and direct the purpose and activities discussed in this element of the plan. goals and objectives have been developed. The goals recognize the overall issues that must be addressed and the objectives identify methods in which the attainment of these goals will be accomplished. A. Definitions Goal: Objective: An end toward which efforts are directed, but may or may not be attainable; a basic area of concern broad in nature. An end which is a measurable component of a goal and which is forseeably attainable; accomplishment of an objective achieves some fraction of a goal. III. THE PURPOSE OF A COMPREHENSIVE PLAN The purpose of a Comprehensive Plan is to give direction to both public and private decision - makers so that the most beneficial arrangement of land uses can be recognized as well as the orderly and economic provisions of public services for present and future residents. The plan will create conditions favorable to health, safety, transportation, prosperity, civic activities, and recreational, educational, and cultural opportunities; and reduce the wastes of physical, financial, and human resources which result from either excessive congestion or excessive scattering of The City of Bridgeport, West Virginia Page 1-2 Comprehensive Plan Introduction �i`2".z�`.��',''`„�-:.n''P�ca;::`:�:::sss:.•; -v..- .:1,.. �w'• rks++b;::«.`.i+.£3»:`:;....a.+,..i.,.;.;3a�o-xwv.k`":ey, .. population. In addition, the City of Bridgeport's Comprehensive Plan will provide the framework by which the City will efficiently and economically use, conserve, and provide water, and convey stormwater and wastewater via the appropriate facilities and resources. This Comprehensive Plan provides a basis for intelligent discussions by the public and its elected representatives on the future development of Bridgeport. It also coordinates decision -making within and between public and private activity in the endeavor to achieve a healthy and balanced economy and environment. The adopted Comprehensive Plan represents the backbone for decision -making in the City of Bridgeport. The Comprehensive Plan is the guide for the day-to-day decisions regarding development and growth. To be used effectively, this plan must be accepted, understood, and supported by the elected officials who are charged with the responsibility of decision -making. The plan must also be supported by the citizens who recognize the benefits which can result from wise foresight. This plan is geared toward the social, economic, and environmental conditions that prevail today. It also promotes a balance between environmental protection and the provision of adequate services and facilities required by the populace of the future. By adopting this plan, decisions will be made, monies will be spent, and programs will be initiated which can be implemented in an enlightened manner. The following statements address more specifically the various uses of Bridgeport's Comprehensive Plan: ► Bridgeport has a local economy that is the envy of every part of West Virginia. This must be protected; ► The City's neighborhoods must be preserved to maintain the quality of life experienced by the residents; ► The City of Bridgeport needs a Comprehensive Plan for two primary reasons. The reasons are to preserve its economic edge and to revitalize areas declining physically, socially, and economically; The Comprehensive Plan will enable the City of Bridgeport to be eligible w receive Federal and State grants; ► The Plan will show enquiring businesses and employers the type of economic environment to expect; .. - '":K{?A'•v{nivy..{iryi'•$:`}.} if..i-'S%4`.vr'M;kn::.:•wk? �1N.?M,.:?.. . {.:.F,..vii r7:. vr,.tiLk!.xX.`:'»'C.'i°Y.'Y.w{ Vi ::.-:"'Lii�....}Wu.v+`�w.+vW.J.�nw::1v tr.+... nvn. :.xw...a..�.xw}F$::+.iw:vy:..?c.:.x�A+e:.�}.v..h....[.nvE%shU".•.-:.•.f"� F}'rr.:^•},VMf:::ix "?iO:h:S. \..}... a. . ypMC The City of Bridgeport, West Virginia Page 1-3 Comprehensive Pion awc v *�s��.+-w2�.«.c�.�cs�Div:{«a;;sa�fivr..r ..:.:_ t�.:�..usx. :�: �, s.o:a .o,acc,•akrx".::iti-�r,:. �.as:,�zc::.. •- .sssl:. -..�-- _-� ::sa• - � 1 Introduction ► The Plan provides the City Manager and the City Council a thoughtful and orderly checklist of citizens' concerns regarding necessary changes; and ► The Plan provides a basis for intelligent discussions by the public and its elected representatives regarding the evolving development of the community. IV. ORGANIZATION OF THE REPORT The Bridgeport Comprehensive Plan is composed of eleven chapters and an appendix. Chapter 1 provides a detailed description of the Bridgeport study area, its location and history, and important demographic data. Chapters 2 through 10 focus on specific elements: Economic Development, Downtown Revitalization, Housing, Community Facilities, Historic Preservation, Transportation, Public Services, Environmentally Sensitive Areas, and the Land Use Plan. Each of these elements is laid out in the same format and consists of a brief overview, goals and objectives, background and basic issues, concept, and recommendations. Chapter 11 identifies recommendations that are necessary to bring the existing zoning ordinance into conformance with the Comprehensive Plan. The final section is an appendix which includes the comments and concerns from community input meetings. These comments have been categorized into four main sections: Environment and Community Image; Crime, Safety and Housing; Organization and Public/Private Services; and Economic Restructuring, Employment, and Education. V. STUDY AREA The Bridgeport planning area encompasses two primary areas: (a) the incorporated area of Bridgeport and (b) the official planning jurisdiction area, which includes all land within a boundary set approximately one mile beyond the City Limits. The areas of study to the west of the City are constricted due to Clarksburg's close proximity. The area to the east of the City has been extended to meet the Harrison/Taylor County corporate line. In establishing the boundaries and location of the planning area, the Plan's research, inventories, and analyses have carefully weighed the physical, social, economic, and political resources and constraints of the planning area. The study area of the Comprehensive Plan reflects Bridgeport's city limits and all roads platted by the City of Bridgeport as of June 1995. VI. LOCATION Bridgeport is located in Harrison County in north central West Virginia, approximately thirty miles south of Morgantown. It lies east of Clarksburg, the County Seat, and is approximately two hours from Charleston, the capital of West Virginia. :2-dfo:ca'a'':::::�:a.-kva :.:;...a ti�tck'.•b'u{%e'�:�.:;.c-...-: -..t,. The City of Bridgeport, West Virginia Page 1-4 Comprehensive Plan Introduction VII. CLIMATE Bridgeport lies in the temperate zone, approximately 980 feet above sea level, with an average annual temperature of 30° F and 73° F in January and July respectively. The average annual rainfall and snowfall are 41.05" and 30.20" respectively. VIII. SOILS There are two soil associations in the Bridgeport area. They are: Westmoreland -Clarksburg -Strip Mines: • This soil association consist of hilly terrain where ridgetops and benches are very broad and flood plains are slightly wider than other soil associations. Monongahela-Lindside-Clarksburg: • The landscape of this association is one of terraces, flood plains, and foot slopes along the West Fork River and the major tributaries in Harrison County. Both of these associations have been cleared and historically used mainly for hay or cultivated crops. The slope, the permeability, the depth to bedrock, the shrink -swell potential, the depth to water table, and the hazard of slippage should be considered in planning developments and in locating roads and other infrastructure. The flood hazard on narrow flood plains should also be considered. IX. MINERALS Coal, oil, and gas have been produced in and around Bridgeport in the past. These resources are extremely important to the development of both the City and the County. X. HISTORY OF THE CITY In the interest of establishing the background for this Plan, it is important to understand the historical beginning of the City. The Bridgeport area originally developed in the early I800's. along the banks of Simpson Creek and was officially created in 1816 by the Virginia General Assembly. The City grew in leaps and bounds over the years and was incorporated by Harrison County in 1887. Bridgeport served as a minor trade center. In 1903, natural gas was available to citizens when the Bridgeport Oil and Gas Company constructed a well just outside the corporate limits. In 1909, a trolley line was constructed that linked Bridgeport to Clarksburg. In 1913 the first pi 'y'"�"' _�;rS�aa�.....,�,'�'aN'..w�a;::•c�i�waZ:ibi�i':c".+.�.isiScz's'Rw... ?a^�s<:aa(x:s��'„•:.'�'S.^•;'.:c. C. i �.�w ...,'`•�:f4jc �r •Ymvx'4`Y�;.;y,�ir..y...:e. -^nr •cr•r i`,�. .�.+c.•,�,.+....4 s'�v''..... .vim-Y.r ,��'-;'sa,a.:,,x.w.•,wr.:.........;..•..n..;{.....: •: r:.a•;:4..:rt;> The City of Bridgeport, West Virginia Page 1-5 Comprehensive Plan Introduction ....:.«....s.rF:.:.:....A-n:::t.v. n:::..:..:::•:.... �:.v .:.. ..:. �:2-�.:.'. :.:. -. .�•^ n�...w.. ..1.•?e^.`•'.•t'•:':.'ty::• ?ivi:v:: .va-iaysw.+-:vti tivF a+�4vxx-sr+"m�':awm�-1X.sa6s�aAii�X�i::::}'�..4sflYi4Yssvi,..u�,.�z4a�..i . vauav .�.a•_+�La i.' municipal water works was created, followed by the availability of electricity in 1914. A volunteer fire department was formed in 1935, the same year that construction commenced on a project to build a filtration plant at Hinkle Lake. Deegan Lake, built in 1950, added capacity to the water system. In 1946, an athletic field was opened and in 1954, dial telephone service was available to the residents of the Bridgeport community. The Benedum Civic Center and the previous City Hall were completed in 1956 and 1963 respectively. Bridgeport is now a large suburban residential community, most of its residents are commuters working in north -central West Virginia. The support for its businesses comes mainly from a number of counties in West Virginia. A leather tannery, pottery plant, stock yards, timber mills, grist nulls, a lamp chimney factory, and a marble factory are some businesses that once thrived in the area but have vanished with the passage of time. Recent industries that have located in the area include Pratt Whitney, Grumman. the West Virginia Air Center, a float glass plant, and wholesalers such as an auto parts distribution center and a wholesale florist. Route 50 allows easy access to Clarksburg and the construction of the U.S. Route 50 - Interstate 79 interchange has opened considerable commercial land for development. Because of the easy accessibility from the aforementioned routes and other major arteries to Bridgeport, the estimated trade area for the retail sales businesses includes several counties. XI. DEMOGRAPHICS OF THE AREA The main topical areas analyzed in this demographic profile include population trends, age distribution, and race characteristics. This information was collected and analyzed to describe the social characteristics of the Bridgeport community. For analytical purposes, data for Harrison County and the State of West Virginia are included to give an insight into how Bridgeport compares with its parent areas. The information for the City of Clarksburg has been included to indicate, compare, and view trends of a city in close proximity to Bridgeport. The total land area of the City of Bridgeport is 3.9 square miles. There are approximately 1,730 persons per square mile and 711 housing units per square mile. A. Population The City's population increased marginally (2%) from 6,606 in 1980 to 6,739 in 1990. The overall increase may be primarily attributed to in -migration and annexations. This I�OOOOPXMOMOMY.q?Y.!Y.:l, .uv. The City of Bridgeport, West Virginia Page 1-6 Comprehensive Plan Introduction � ads ti.,l.,b,..u.z�scssso-,•xa�raa=�•:a--s...•.:.-. ,a+ ss,.'`k1".i,srw� +:�': .xb-?s�:s:a:;:t�,:c•.ai•...: ,.n •.. ""--•-�� positive trend indicates a strong potential for the overall growth of the City. Its parent areas, however, declined by over 8% during the same period. CHART 1A TOTAL POPULATION 80,000 70.000 60.000 O • 50.000 73 •10.000 to 30,000 20.000 10.000 o ♦ ♦ 1970 1980 1990 1995 —0—Bridgeport --9—Clarksburg —kr-Harrison County TABLE 1.1 TOTAL POPULATION POPULATION 1970 1980 in CHANGE 1990 % CHANGE 1995 % CHANGE_ Bridgeport 4,777 6.606 38.3% 6,739 2.0% 7,127 6.0% Clarksburg 24.864 22.433 -9.8% 18,059 -19.5% N/A N/A Harrison County 73,028 77,710 6.4% 69.371 -10.7% 70.800 -8.8% West Virginia 1,744.237 1,949,644 11.8% 1,793.477 -8.0% N/A N/A 'NA' indicates not available Source: 1970. 1980, 1990 Census of Population and Housing 1995 Estimates for Harrison County (Woods & Poole) 1995 Estimates for Bridgeport. based on Building Permit Data Provided by the City dcaucaar..,,w:sa::.x�.,cc;•.aws The City of Bridgeport, West Virginia Page 1-7 Comprehensive Plan Introduction a,,:s v,�..ab..Yss.sa}x�.a:�zu..�•: ; �::.:.-, •s: ,:,�:w.s.c-., .: v::.:,:s,. . . . �x;:- :•-.� .. ...s.:..., -:a--: , ••: =:-: - • - ,.: ^�-,:m:.�. _•.� .: In 1990, Bridgeport had a much lower proportion of senior citizens (9.2%), as compared to the County's and State's proportion of over 15%. The proportion of children below nineteen years of age was a uniform 25%. Bridgeport had a larger proportion of people in the adult age group, in comparison to Harrison County and the State. The median age for Bridgeport (38.5 years) was slightly higher in 1990 than the County or the State. TABLE 1.2 POPULATION BY AGE -GROUP AGE GROUP 1970 % OF TOTAL 1980 % OF TOTAL - 1990 % OF TOTAL Bridgeport 0-19 years NA --- NA --- 1.67 24.8 20-64 years NA N•, 4,448 66.0 65+ years NA --- N.\ --- 620 9.2 Clarksburg 0-19 years NA --- NA 3,756 20.8 20-64 years NA -- NA 9,788 54.2 65+ years NA --- NP, --- 4.;1; 25.0 Harrison County 0-19 years 12,443 17 23,792 30.6 17,065 24.6 20-64 years 56,689 77.6 42,618 54.8 40,027 57,7 65+ years 3,896 5.36 11,300 14.6 12,279 17.7 West Virginia 0-18 years NA --- 629.867 32.3 442,989 24.7 19-64 years NA — 1'081'98 55.5 1,081,466 60.3 65+ years NA -- 237,794 12.2 269,022 15.0 "NA" indicates not available Yvai?Y`+.�.n:•: :v:•:-::.N.!r. L.., vv.•m•-:..::::.ccv.4!9m!.:1T+.4�T:R1.5`�AyX:.r�mx!!.r;A,;!i.�"L •tiJ: M.i[ 'M.F•::S 'irAA'w:i::L1:.}X.iSi"ASfOiiJ:J+M1�S:fi)C+}%.:.'+S:GYFILY.Yi:W .Yk:iF":.:..kFii'r:ri:wiviJCv.-;iC+•rn%i- TY•.S4 M4iJa.iKr \' '-:Ss4}\7 The City of Bridgeport, West Virginia Page 1-8 Comprehensive Plan Introduction CHART 1B MEDIAN AGE - 1990 41 4p 39 c 38 37 '0 36 35 34 33 32 Bndgegcrt Clarksburg Harrison County West Virginia TABLE 1.3 MEDIAN AGE MEDIAN AGE 1970 1980 % CHANGE 1970-1980 1990 % CHANGE 19804990 Bridgeport I NA NA --- 38.5 Clarksburg NA NA --- 40.6 --- Harrison County 31 32.8 5.8% 36.8 12.2% West Virginia 30 30.4 1.3% 35.4 16.4% 'NA' indicates not available Source: 1970, 1980, 1990 Census of Population and Housing B. Racial Composition Historically, the City of Bridgeport has been a predominantly White community. This trend has continued to the present, where the 1990 Census identified just 1% of the persons within the area being non-white. Similar trends are noted in the County and State, where Whites comprise the primary racial group. Other racial and ethnic groups make up a negligible percentage of the population. The racial homogeneity of the community has facilitated cohesiveness and may encourage greater cooperation among residents and leaders than in more culturally diverse neighborhoods. :?-;>:?v;v,.vr?y:?r.:/. ..v,vn:vwvnwuw:w..x: w:::.v+v'i£rn'wl .vwvvanrtvrv. rrfi••. ^!s?C`:. �C.-•Yf".-�{-++F'.t+v::v--•T•.v::w:r .r.::...v+wr+ vs- ♦ -w%alobo-dc:.s.�a,sw�,nKaY�:�h�:+n'ciSiddd i:,s"�n'�".+t�v.�{Ss�:%�s:�'a`�ks,,.,.:wx�.S0.�9�� ••••.•-,rya-, .:...:>n �.....�, :�, ....r^isD�S'r.h'.a+e:2:.aka.kuu;S:.xw'YaiA:'::i'�`v.>R,wG:.,c:ov,�,rco-::.tibx.::Y:v3.k�-����.�^.'e.'�:<•'`. The City of Bridgeport, West Virginia Page 1-9 Comprehensive Plan Introduction . xc.•J`a..'f-^T..... n.. v. .. x.::...: ,.n..^.vxim i.-x.t^i;.:. i.T.::r:;::: i::...1, yx akaievi.�s'u-:iiiui-:r':ivia+iLriu:-u..eitie.f.il:.4.•is+'.ilCiu..- - .,yyy_'_" ••'�-•�••'•. .-v+.:w�v:_aitil:ui'-•-'i:_iri;YW:vN.':i:'" '. .. •3'r•X a.riiCY.k-a.isatis:<acs- - �vv:+#r - .. •..+:: - •: w•• - TABLE 1.4 RACIAL COMPOSITION RACE WRITE % OF TOTA L BLACK % OF TOTA L AMER INDIAN, ESKIMO, ALEUT % OF TOTA L ASIAN, PACIFIC ISLANDER % OF TOTA L OTHER % OF TOTAL Bridgeport 1970 NA NA -- NA NA --- NA --- 1980 6,488 98.2 15 0.2 0 0 101 1.5 0 0 1990 6,671 99 131 0.2 0 0 49 0T 6 0.1 Clarksburg 1970 NA --- NA - N:1 --- NA NA - 1980 21,566 96.1 747 3.4 55 .2 42 .2 23 0.1 1990 17,328 96 636 3.5 20 0.1 54 0.3 21 0.1 Harrison County 1970 NA - 152 -- NA -- NA 15 --- 1980 76.177 98.1 1,075 1.4 197 0.2 176 0.2 85 0.1 1990 68.056 98.1 975 1.4 91 0.1 186 0.3 63 0.1 West Virginia 1970 NA --- NA -- NA - NA NA 1980 1,874,618 96.2 65,041 3.3 2,357 0.1 5,902 0.3 1,726 0.1 1990 1,725,523 96.2 56,295 3.1 2,4581 0.1 7,459 0.4 1,7421 0.1 'NA" indicates not available Source: 1970, 1980, 1990 Census of Population and Housing C. Population and Household Estimates (1995) It is estimated that Bridgeport's population will grow by 6% over the next five years, which is an increase of 388 people. The average household size is expected to increase from 2.53 to 2.63 and the total number of occupied housing units will increase by forty- three (1.6%). .-::.:,-•:� t -:-i.xv ... .•.- +TFTnn >Ynro;w.:..w:S.v..'..:•yenr.-::,,.:a :u..c ;,.r. :Srr....,ewr.:r. a.+�: •w �.x :.rr.:..;xx».: nv, ,- a •.4••.Ri^.tN....V.r.:::,.: i:�ts,.�.....,,,-.�.•. ..•: ,,,,. ... •. .• "'•.>;:.sxx;,"'w-eaaa,ix2-,.:.:::;�a.:.r,;aas,.....-..a.ar::a.....av,.efcw.:o::,::xsic..... >rb•Ei..�.:<.:7S�a�c:as<:isi:G.".eu'.�iad:$o-zX:.+..•:e :zes>xs:ou- The City of Bridgeport, West Virginia Page 1-10 Comprehensive Plan '�.'.:7e:j.>;�:x:.:::r::�b.r:.-u�:s-Sl'�'•;C%: 3.rsac. i�>: -�. `iro.�•,.•. a:,.Y.:. ....... ...... . ...: ... � -� Introduction These figures appear realistic and look promising in terms of the number of persons moving into the City. Various factors account for this increase in population (particularly over the last five years). The rural atmosphere, low crime, good schools, increasing employment opportunities, and overall quality of life are Bridgeport's positive factors that entice people to move into the area. TABLE 1.5 ESTIMATES FOR 1995 1980 1990 % CHANGE 1980-1990 1995 % CHANGE 1990-1995 Total Population 6,606 6,739 2.0% 7,127 6.0% Household Size 2.72 2.53 -3.3% 2.63 3.9% Total Occupied Housing Units 2,410 2,667 10.7% 2,710 1.6% Note: 1995 Estimates were calculated using data on bu'lding permits provided by the City (Housing Unit Method) 950270OR.901 . ....c;`.t ..:sayx;:,.,...,c-.•hear:-• t`::1Z ..... .;r.t.: .;.. :..�K.: .q.,•.,s-•,. .'-c.:... r.:szYx sawa�cc:fi.T�"#^.s�...:�:s'•.;... `���:`:� zw:,v The City of Bridgeport, West Virginia Page 1-11 Economic Development I. OVERVIEW Definition Economic Development is the process of creating wealth through the mobilization of human, financial, capital, physical, and natural resources to generate marketable goods and services. For Bridgeport to be effective in implementing this broad economic growth strategy, it must be organized to operate from an articulated policy. The details of this policy statement should serve as the strategy for outlining the role of the local government as a catalyst for the creation of new economic opportunities. The City's role in economic development is to influence the process for the benefit of the community through expanding job opportunities and the tax base. The City of Bridgeport, in addition to influencing growth, has the responsibility to provide the impetus for economic growth by convening the appropriate and necessary resources. To fulfill that responsibility, the City government must adopt policies and develop strategies that will facilitate and promote investment. The city government of Bridgeport must recognize the complex and competitive environment in which economic development is conducted. To gain the benefits of private sector activities in Bridgeport, the business environment must be understood. This includes knowledge of both broad economic trends and specific industry trends, and their applicability to the local environment, recognizing the specific role of government in aiding existing businesses, and attracting new investment. Elements such as government, small business development, commercial revitalization, research and development, telecommunications, industrial development, existing business retention, and new/expanding business development should be coalesced into an integrated and thoughtful economic development program. The City must orient itself to capitalize on the factors that represent its comparative strengths. Factors such as economic diversity, broad labor/skill-level availability, and central location at the intersection of I-79 and U.S. Route 50 reflect key advantages of doing business in Bridgeport. Small cities and rural areas have suffered from the twin impacts of the manufacturing decline and the farm crisis. As branch plant economies, these communities exercise little control over the corporate design -making process. When international commodity prices fluctuated, the actions of other suppliers of raw materials influenced the base economy. In a sense, some rural communities have been trapped by their own success in attracting firms and expanding foreign trade in agricultural and mining commodities. Irrespective of the origins of these problems, small The City of Bridgeport, West Virginia Page 2-1 Comprehensive Plan Economic Development cities must adjust. Tourism and retirement will not replace the jobs lost in the basic sectors of rural economies. Although efforts to revitalize rural areas by making small towns and cities cute and quaint are appealing, in the final analysis, much more is required to strengthen the economic viability and job potential of West Virginia. Bridgeport's role in strengthening the economic viability and job potential of West Virginia must maintain a fully competitive position with surrounding municipalities and states in its business climate and incentives to encourage investment and job creation. Prior to World War II, the State had several "historical" locational advantages which were logistical in nature. A favorable balance of transportation costs, local availability of raw materials and low cost energy sources attracted early development of such core industries as steel mills, chemical plants, and glass producers. Harrison County and Bridgeport benefited from this locational advantage. In the 1950-1980 period, however, when "traditional" locational factors emerged as the primary influence on site selection, West Virginia lost competitive position to nearby states which offered lower labor costs and a more favorable business climate. Accordingly, the State, in general, and Bridgeport, in particular, did not fully participate in the rapid economic expansion and accompanying industrial decentralization which characterized these decades. Bridgeport's competitive position, as well as that of Harrison and Marion Counties, has markedly improved in recent years, reflecting the major investments in highways, public schools, and telecommunications. In terms of traditional factors, however, the region's most serious shortcoming is the limited selection of suitable sites to accommodate new and expanded facilities. If the State of West Virginia, in general, and the City of Bridgeport, in particular, are to attain a leadership position in economic development over the next twenty years, they must concentrate on meeting the dynamic needs of flexible manufacturing plants and highly automated office operations. II. GOALS AND OBJECTIVES The first step in developing an economic development program was to assess the City's past economic development efforts. This was then contrasted with policy statements concerning development strategies. The goals define "economic development," as it should be applied to Bridgeport. From that definition, the Statement of Goals describes the many expected outcomes of a successfully implemented program. The Development Strategies then include specific policy direction to be reflected in the Economic Development Plan. In this section, specific activities are described. With the goal of establishing an economic development program that is an active partner with the business community, and displaying foresight and creativity, this Chapter presents the results of The City of Bridgeport, West Virginia Page 2-2 Comprehensive Plan Economic Development a systematic process of determining the future of the City's government/business relationship. High priority is placed on developing a relationship that proactively positions government as a full partner in creating new opportunities for Bridgeport residents and businesses. Goals and objectives have been developed in order to help guide and direct the purpose and activities throughout this element. While goals recognize the overall issues that must be addressed, objectives identify methods by which these goals may be attained. Goal: Provide adequate and appropriately located amounts of various types of commercial space. Objective: Encourage attractive and viable commercial development (providing a variety of goods and services) that serves local residents and people within the County and region. Objective: Establish conveniently accessible commercial concentrations in locations where they will not become impediments to the general health and safety of the community. Objective: Identify commercial development opportunities for neighborhood, community, and regional shopping. Objective: Objective: Objective: Objective: Foster economic opportunities for Bridgeport residents. Stimulate a dynamic economic climate where existing businesses can prosper and new business and investment are welcome. Strengthen and expand Bridgeport's tax base and therefore its ability to provide public services to its residents. Provide special focus on opportunities, in all industries, to create plentiful, high -paying jobs. Objective: Emphasize the importance of skill enhancement at all levels. Objective: Strengthen and diversify Bridgeport region's economy. Objective: Promote environmentally sound growth and investment. ,......+,:;e:..,,,,,.-:*::wee.:�:-..,.vsa.6cisaa:vd::iw...aew:.rs.Y;cw.rmw:�:..:.:.......a��.;;.�::±�...�s.:S.�....,_�.v.�,..c.w.aY'F.•;;`:.,i.'a.r �....wa,mx.:.a::.x:; The City of Bridgeport, West Virginia Page 2-3 Comprehensive Plan Objective: Objective: Economic Development _ _ _ � '. a ..> . -..Y.' ::{.-;-.:.:. ' n... 1 'wi+.-....._. Yii.+a.}�Lrifd•1ilatii�:2..r:di:.:v.-naG Integrate meaningful community participation in business growth by facilitating cooperative relationships between business and citizen interests. Create citizen awareness and support for the importance of a healthy, diverse, and growing economy and its ability to produce an enhanced quality of life for City residents. Objective: Encourage economic development practices, particularly to the provision of infrastructure, to enable cost-effective development in the Bridgeport area. Objective: Increase the economic benefits of tourism. III. BACKGROUND AND BASIC ISSUES Income The median household income for a community provides important information regarding the spending power and lifestyle of that community. These trends are also closely related to the local economic conditions and opportunities. Bridgeport's median income and per capita income increased by over 50% and 75% in the last decade, indicating that Bridgeport has the characteristics of an affluent community with a strong tax base to finance various projects and promote continued growth. It also suggests that the residents of the community, on a household level, have more disposable income and spending power to support local businesses. The City's income figures are considerably higher than that of the County and the State, even though these areas have indicated an increase in both median and per capita incomes. In 1990, the median household income figure for the City of Bridgeport was twice that of the City of Clarksburg and approximately 66 % higher than that of the County and the State. The per capita income for the City of Clarksburg, Harrison County, and the State has stayed comparable over the past two decades, while the City of Bridgeport is making great strides to distance themselves from the pack. At this rate, the per capita income for Bridgeport will be double that of Clarksburg, Harrison County, and the State by the year 2000. The City of Bridgeport, West Virginia Page 2-4 Comprehensive Plan Economic Development CHART 2A 535,000 530,000 $25.000 520,000 a 515,000 510,000 55,000 50 MEDIAN HOUSEHOLD INCOME 1970 1980 1990 D Bridgeport D Clarksburg 0 Harrison County 0 West Virginia TABLE 2.1 PER CAPITA INCOME CAPITA INCOME 1970 1980 % CHANGE 1990 CHANGE Bridgeport $3,378 $9,392 178.0% $16,884 79.8% Clarksburg $2,871 $6,887 139.9% $10,473 52.1% Harrison County $2,518 $6,193 $145.9% $10,281 66.0% West Virginia $2,338 $6,141 $162.7% $10,520 71.3% 518,000 516,000 514.000 512,000 510,000 0 58.000 56,000 54,000 52.000 50 CHART 2B PER CAPITA INCOME 1970 1980 1990 Bridgeport , Clarksburg 0 Harrison County 0 West Virginia etewaa.•':mac:csai:Su..hxa.-roriT+�a �awwaaea...�::eKa.:Ga:ays:::aaa�Yfekaxr'•a x•:Si,�:.•.a+::.:?:c;ii�.r ,:,4�..e..,...:;:'..�:;,iitii The City of Bridgeport, West Virginia Page 2-5 Comprehensive Plan Economic Development Poverty Status The number of people living below poverty level in Bridgeport increased slightly during the last decade. During the same time period, the number of people living below poverty level in the County and the State increased. Approximately 4% of the residents of Bridgeport live below the poverty level. This percentage is considerably lower than that of the County and the State (approximately 17% and 20% respectively). The per capita incomes, unemployment figures, and poverty status indicate that Bridgeport has been housing the County's affluent population. Between 1980 and 1990, the figures for Bridgeport and Clarksburg indicate that in actual numbers there is a small increase in the number of people living below poverty level. CHART 2C RESIDENTS BELOW POVERTY LEVEL % below poverty 25 20 15 10 5 0 1970 1980 1990 IJ Bridgeport ■ Clarksburg D Harrison County E3 West VirgIn�a TABLE 2.2 POVERTY STATUS RESIDENTS POVERTY STATUS RESIDENTS INCOME BELOW POVERTY 1971 % OF TOTAL RESIDENTS LNCOME BELOW POVERTY 1980 % OF TOTAL RESIDENTS LNCOME BELOW POVERTY 1990 % OF TOTAL Bridgeport 329 6.9 230 3.5 272 4.0 Clarksburg 3,782 15.4 3,014 13.6 3,019 17.0 Harrison County 12,370 17.2 10,949 14.3 11,852 17.4 West Virginia 380,113 22.2 268,564 14.6 345,093 19.7 `'•''�a�4cLx!=,:;Mtars,Z ,;-i.:.M::cct::ZtcMIV..MZ_ac...,,oleic=M'W.girae.:;.,,MZM',•':r:::;:,R.,.M....:ZxawM:w:ttM:. The City of Bridgeport, West Virginia Page 2-6 Comprehensive Plan Economic Development Labor Force Unemployment is another indicator of the socio-economic conditions present in a community. The labor force increased while the unemployment rate in Bridgeport decreased during the last two decades, indicating signs of a strong employment force and local economy. In Clarksburg, the labor force decreased between 1970 and 1990. During this period, the unemployment rates of the City of Clarksburg and Harrison County have doubled and the labor force has constricted, compounding problems for the area. CHART 2D 12 10 cu,> 8 T 4 E 6 0 1970 1980 % UNEMPLOYED (from Civilian Labor Force) 1990 —41—Bridgeport —El—Clarksburg Harrison County --X—West Virginia ...:.:,....:.-yn.,T,n. .: y.::... n;.r .r:..-:.-...:.:-..v.:.:;.m,..-:. rr.:...3` s>`a +xf �'ta�'�.Srx',.. av�'f r, a:.z•-.V.',.• _ The City of Bridgeport, West Virginia Page 2-7 Comprehensive Plan Economic Development TABLE 2.3 LABOR FORCE LABOR FORCE YEAR TOTAL CIviuAN LABOR FORCE NUMBER UNEMPLOYED UNEMPLOYED Bridgeport 1970 1,096 63 5.7 1980 3,051 116 3.8 1990 3,150 145 4.6 Clarksburg 1970 9,768 40' 4.1 1980 9,409 555 5.9 1990 7,447 831 11.2 Harrison County 1970 25,844 1,240 4.8 1980 30,391 2,204 7.3 1990 28,762 2,751 9.6 West Virginia 1970 583,694' 30,298 5.1 1980 753,076 63,615 8.4 1990 742,227 71,142 9,6 Occupation In terms of occupation, it was found that in Bridgeport, the majority of workers were employed in Managerial, Professional Specialty Occupations, and in Technical, Sales, and Administrative Support Occupations. Thus it is evident that many of the workers in the City work as professionals at relatively high paying positions. Due to the high -paying tendency of these positions, geographic areas with a high concentration of workers employed in these fields generally have higher than average income levels and greater spending power than geographic areas lacking a high concentration of professionals. The County data indicates that a large number of workers are employed as Operators, Fabricators and Laborers, in addition to the aforementioned occupations. The City of Bridgeport, West Virginia Page 2-8 The City of Bridgeport, West Virginia Bridgeport 1970 Bridgeport 1980 Bndgcport 1990 Clarksburg 1970 Clarksburg 1980 Clarksburg 1990 l lamsnn Co. 1970 I larrlsnn Co. 1980 I I.u[Ison Co 1990 Wes' Virginia 1971) West Virginia 19110 West Virginia 199(1 3 A e3 I� w (," �Y. NOIl`ic1100O A8 1N3WAO1dIN3 1 Comprehensive Plan Economic Development TABLE 2.4 EMPLOYMENT BY OCCUPATION INDUSTRY 1970 1970 % OF TOTAL 1980 1980 % OF TOTAL 1990 1990 % OF TOTAL CHANGE 1970-80 CHANGE 1980-90 Bridgeport Managerial, Professional Specialty Occpn 662 38.0% 1,037 35.3% 1,206 40.1% 56.6% 16.3% Technical, Sales & Administ Support Occpn 172 9.9% 1,050 35.8% 1,057 35.2% 510.5% 0.7% Service Occpn 271 15.6% 233 7.9% 246 8.2% -14.0% 5.6% Farming, Forestry & Fishing Occpn 0 0.0% 25 0.9% 0 0.0% 0.0% -100.0% Precision, Production, Craft & Repair Occpn 293 16.8% 352 12.0% 241 8.0% 20.1% .31 i0.a Operators, Fabricators, Laborers 150 8.6% 238 8.1% 255 8.5% 58.7% 7.1% Total 1.740 100.0% 2,935 100.0% 3,005 100.0% 68.7% 2.4% Clarksburg Managerial, Professional Specialty Occpn 2,012 21.6% 2,035 23.0% 1,586 24.0% -22.1% Technical, Sales & Administ Support Occpn 854 92% 2,657 30.0% 2.309 34.9% 211.1% -13.1% Service Occpn 1,251 13.4% 1,128 12.7% 1.055 15.9% -9.8% -6.54 0 Farming, Forestry & Fishing Occpn 1.049 11.3°. 30 0.3% 30 0.5% -97.1% 0.0% Precision, Production, Craft & Repair Occpn 1.291, 13.9% 1.154 13.0% 584 8.8% -10.6%. -49.4% Operators, Fabricators, Laborers 2.602 27.9% 1,850 20.9% 1,052 15.9°s0 -28.9% 43.1% Total 9,319 100.0% 8,854 100.0% 6,616 100.0% -5.0% -25.3% Harrison County Managerial. Professional Specialty Occpn S45 1I.6°. 5,565 19.7% 5,801 22.3% 95.6% 4.2% Technical, Sales & Administ Support Occpn 16.2% 7,888 28.0% 8,525 32.8% 97.6% 8.1% Service Occpn 2,948 12.0% 3,419 12.1% 3.832' 14.7% 16.0% 12.1% Farming, Forestry & Fishing Occpn 344 1.4% 199 0.7% 293 -422% 47.2% Precision, Production, Craft & Repair Occpn 4,100 16.7% 4,766 16.9% 342 13.2% 16.2% -28.1% Operators. Fabricators, Laborers -1.139 16.8% 6.350 22.5% 4.131 ' 15.9% 53.4% -34.9% 4b1Gf'B6]60h'%w.Wli�'hsJ-ibii%irr'rOifak+M:1}r. Y.r " ti�v�aui:>aaae:.+vvw.is?:w:Ya$.as454iN „-•••.... i� ,••,"•: k),..i0aw'�� The City of Bridgeport, West Virginia Page 2-10 Comprehensive Plan Economic Development INDUSTRY 1970 1970 % OF TOTAL 1980 1980 % of TOTAL. ' 1990 1990 % OF TOTAL cM CHANGE 1970-80 CHANGE 1980-90 Total 24,604 100.0% 28,187 100.0% 26,011 100.0% 14.6% -7.7°'0 West Virginia Managerial, Professional Specialty Occpn 90,124 16.4% 133,787 19.4% 147,672 22.0% 48.4% 10.4% Technical, Sales & Administ Support Occpn 132.566 24.I% 176,654 25.6% 193,291 28.8% 33.3% 9.4% Service Occpn 69.640 12.7% 86,545 12.6% 94,796 14.1% 24.3% 9.5% Farming, Forestry & Fishing Occpn 13.224 2.4% 12,249 1.8% 13.686 2.0% -7.4110 11.7% Precision, Production, Craft & Repair Occpn 102,533 18.7% 126,832 18.4% 97,468 14.5% 23 7°0 -2_3.10b Operators, Fabricators, Laborers 141,522 25.7% 153,394 22-2% 124.172 18.5% 8.4`o -19.1% Total 549,609 100.0% 689,461 100.0% 671,085 100.0% 25.4% -2.7% Educational Attainment Demographics of Bridgeport indicate a continuous increase in the number of individuals over the age of twenty-five, that are high school graduates or higher. Between 1980 and 1990, the percentage of high school graduates increased from 84% to 90%, and the percentage with a bachelors degree or higher increased from 26 % to 36%. Harrison County and the State indicated similar trends, even though the percentage of high school graduates was considerably lower than the City's. It has been observed that there is a direct relationship between education and income, in that persons with higher educational levels obtain high -paying jobs, which relates to a higher median income, as evident in Bridgeport. TABLE 2.5 EDUCATIONAL ATTAINMENT EDUCATIONAL ATTAL\ NT 1970 1980 1990 % HIGH SCHOOL GRADUATES OR HIGHER % WTTH BACHELORS DEGREE OR HIGHER % HIGH SCHOOL GRADUATES OR HIGHER % WTTH BACHELORS DEGREE OR HIGHER % HIGH SCHOOL GRADUATES OR HIGHER `e NTrH BACHELORS DEGREE OR HIGHER Bridgeport 27.7 NA 83.7 26.4 89.4 35.6 Clarksburg 31.3 NA 65.4 NA 71.3 14.1 Harrison. County 50.4 NA 60.7 10.9 70).b 13.5 West Virginia 4L6 NA 56.0 10.4 66.0 12.3 indicates not available The City of Bridgeport, West Virginia Page 2-11 Comprehensive Plan Economic Development Bridgeport is fortunate to have a diversified economy which has not been dominated by a single industry. The Benedum Airport area is home to three major employers. Manufacturing and assembly jobs employed many citizens in the Bridgeport area. Pratt Whitney and Grummans, manufacturers of airplane equipment, provide jobs for 341 people and 110, respectively. West Virginia Air Center, located at the airport, also provides job opportunities to more than 275 people. General merchandise, apparel, and home furnishings are major components of Bridgeport's retail market. Four national department stores have located in the Bridgeport vicinity due to the City's exposure from major transportation routes. JC Penney and Sears provide jobs for approximately 150 people in each department store. Montgomery Wards, Hills, Heileg Myers, and Stone and Thomas each give approximately 130 job opportunities to the residents of Bridgeport. Insurance companies also comprise a substantial pool of jobs for the area. All of these employers are affected by national and state economic conditions as well as local conditions. IV. CONCEPT The philosophy underlying this Chapter is that economic development must reflect a balance between the following issues: A. Build Quality Jobs for the Current Population The thrust of economic and employment planning is to build employment for and with the resident population of that community. This is preferable to relying on approaches that attract new employers who may require a different set of skills than those possessed by or that can be developed with the resident labor pool. B. Achieve Local Economic Stability Economic development will be successful only if the community has a specific approach to meet all the needs of business (i.e., land, finance, labor, infrastructure, and technical assistance in addition to labor). Many cities do not even know the locations of available industrial sites or how a firm can identify requisite financing. If a community wants to obtain and retain jobs, it must have all its economic resources and socio-economic data available in a comprehensive and an organized format, in addition to being professionally packaged. The City of Bridgeport, West Virginia Page 2-12 Comprehensive Plan Economic Development C. Build a Diverse Economic and Employment Base No community with a single employer or set of employers is safe from fluctuating employment. Regardless of whether the community is high-tech or low -tech, it must have a broad approach to providing continuing employment opportunities to residents. V. RECOMMENDATIONS All references in the City Charter to form a Development Committee to address matters relating to Economic Development should be abolished. Instead, a new organization, referred to as the Economic Development Committee, should be formed. This Committee would be chaired by an Executive Director who will serve as a liaison between the City Manager and the Committee. The Executive Director would be an employee of the City, under the City Manager. While the Mayor and City Council will be in charge of developing a vision, the Committee will be in charge of implementing policies that address these visions. The Committee would operate on three tiers, namely policy formation, action/implementation, and community participation. The Committee should meet quarterly to ensure long term, consistent support for economic development in the future. The Committee's membership should be determined by the Mayor and City Council. Coordination of Economic Development The City government must establish and maintain close relations with representative business organizations. It must also be sensitive to undue government process and regulatory hindrances, and appreciative of the capital needs of business for expansion and modernization, and skilled workforce development. The City Government must also recognize the interrelationships of industries in order to capitalize on growth of the City's existing business and to help new business development. Once it is fully understood that Bridgeport and its surrounding region have their own particular strengths and limitations, the City and the region will have the insight to initiate substantial efforts to attract investment. Bridgeport has the opportunity to position itself as a magnet for various emerging industries that will drive tomorrow's economy. The City of Bridgeport, West Virginia Page 2-13 Comprehensive Plan Economic Development Functions of the Economic Development Committee A. Coordination with City Departments 1. The Economic Development Committee should recommend, and support the development of, a one -stop "business resource center" to: a. Create a focal point for the City, and perhaps the region, for small business assistance. b. Provide a centralized department for permits and development services. c. Create mechanisms for small business assistance. 2. The Economic Development Committee should build awareness, throughout City government, of the necessity of economic development. a. Establish avenues of communication between the business community and the City government. b. Educate other City departments and agencies on the positive connection between quality of life and economic development. 3. The Economic Development Committee should participate in the preparation of an annual Capital Improvements Program, assisting with the identification of areas in the City needing public infrastructure improvements to enhance economic development opportunities. a. Identify, propose, and track necessary road, bridge, water, sewer, open space and parks, and similar projects. b. Investigate the use of a governmentally -initiated "pro rata share" concept to spread the cost of infrastructure improvements over future users to ensure the adequate routing and sizing of infrastructure extensions in a service area. 4. The Economic Development Committee should participate in the Comprehensive Plan update process. B. Coordination with the School Board and Higher Education, Etc. 1. The Economic Development Committee should build a bridge between education and business interests to assist in preparing the workforce. The City of Bridgeport, West Virginia Page 2-14 Comprehensive Plan Economic Development isomminv a. Coordinate closely with Board of Education and higher education institutions for workforce training and skill level development. b. Reinforce and strengthen working relationships with various institutions of higher education and learning. c. To the fullest extent available, utilize the community's varied expertise, educational programming, and research. 2. The Economic Development Committee should educate the entire community so that they understand that skilled labor is an economic development issue and will continue to be in the foreseeable future. a. Enhance the role of public schools in workforce development. b. Enhance the role of higher education in workforce development. c. Build the training resource support for both existing and new business. d. Develop a strategy to attract, keep, and educate the workforce so that Bridgeport remains competitive with public and private sector opportunities in other cities and counties. 3. The Economic Development Committee should seek to upgrade workforce skill levels and to provide workforce assistance, to adapt the workforce to changing conditions. C. Coordination with State and Federal Governments 1. The Economic Development Committee should coordinate with and complement the State's economic development initiatives. a. Through constant contact, act as partner with the State. b. Build financial, marketing, and workforce training efforts to complement existing State programs. The Economic Development Committee should also coordinate with other governmental entities. a. Monitor and communicate legislative issues with State and Federal governments regarding issues that may impact local economic development. b. Represent business interests to various legislative bodies by identifying issues requiring legislative attention. Conduct research to identify grants and alternative funding sources. The City of Bridgeport, West Virginia Page 2-15 Comprehensive Plan Economic Development D. Coordination of and with Private Organizations 1. The Economic Development Committee should build and enhance working relationships and programs with chambers of commerce and other business organizations. 2. The Economic Development Committee should encourage communication between the financing corporate institutions (i.e., banks and insurance companies) and their business customers. 3. The Economic Development Committee should integrate Bridgeport's efforts for economic growth with forces seeking to create a regional economic development program. a. Participate with regional economic development committees. b. Coordinate with other economic development organizations in the region. 4. The Economic Development Committee should begin ongoing communications with neighborhood associations and representatives and participate on an ad hoc basis with appropriate City agencies in regular meetings with representatives of community groups and leaders. 5. The Economic Development Committee should establish ongoing communications with organized labor. E. Commerce and Industry 1. The Economic Development Committee should prepare long-range plans for districts throughout the City. These plans should then be offered to the City. a. Inventory existing facilities and sites. b. Identify suitable sites for expansion of existing businesses or location of new business establishments. 2. The Economic Development Committee should encourage manufacturing base growth and coordinate industrial policy issues. The City of Bridgeport, West Virginia Page 2-16 Comprehensive Plan Economic Development 3. The Economic Development Committee should foster "back office" services (i.e., information processing, telecommunications) as an important industry in the City's economy. 4. The Economic Development Committee should advocate air transportation improvements and initiatives that will best serve the City of Bridgeport and the region. a. Promote and expand Benedum's Airport's ability to serve the corporate environment and recruit airlines to provide connector service to regional hubs. (National carriers are not necessarily needed.) b. Provide competitive cost schedules for passenger service at Benedum Airport. c. Identify the benefits of improving Benedum Airport as they relate to the City. F. Public Relations, Tourism, and The Arts Rounding out the Economic Development Committee's comprehensive strategy is the integration of the economic potential of the tourism and visitor industry. Sometimes unacknowledged in the local economy, tourism -related business provides a significant contribution to the local tax base. Similarly, a broad spectrum of special local events and attractions are also important to the quality of life of City residents. The development of a new hotel and convention facilities will be a paramount factor in tourism development. Cities across the globe have realized the positive economic impact generated by these facilities and the conventions and visitors they attract. The business community and local development agencies must become more proactive and aggressive in their pursuit of these facilities. By integrating the arts into this strategy, the Economic Development Committee will recognize the underlying importance of quality of life factors that influence the economic development of the City and the region. Special arts -related projects can also serve as direct enhancements to creating a positive economic development climate. It is important to communicate to City residents the activities of the City in supporting economic development efforts. Positive presentation of thoughtful government strategies to assist business and, therefore, improve the health of the City must be made to the public for a broad understanding of the critical importance of business to all City residents. The City of Bridgeport, West Virginia Page 2-17 Comprehensive Plan Economic Development Present to the public a broad economic growth strategy and specific projects. _ a. Educate the public on the broad economic growth strategies and specific projects through proactive relationships with local and national media. (1) Develop comprehensive public relations strategy to reach local and national media. (2) Understand the interrelationships between activities of the Economic Development Committee. b. Develop and coordinate special opportunities. (1) Company openings and ground breakings. (2) Various Chamber of Commerce, business association, and community events. Increase the local economic impact of vacationers, business travelers, and tour operators. a. The Economic Development Committee should work with the City in implementing mutual market development programs. (1) Establish a "Welcome Center" in downtown Bridgeport supported by a partnership between the public and private sectors. (2) Assist with the development of promotional literature highlighting Bridgeport. This may include a calendar of events, visitors information and conference guide, City map, and directional signs. b. Compile tax revenue statistics that identify trends and measure results of tourism efforts. c. Create an awareness in the business community of the impact of tourism on the local economy. d. Help to facilitate special events. e. Cooperate with the West Virginia tourism office and other jurisdictions in regional programs to benefit Bridgeport. 11111111111111111111111112= - The City of Bridgeport, West Virginia Page 2-18 Comprehensive Plan Economic Development 3. Take the lead in integrating activities related to arts and culture. a. Publicize the importance of the arts in attracting investment to the City and the region. b. Identify projects that provide economic development as well as arts and culture benefits. c. Develop resources for the support of the arts and culture. 4. Package financing programs with a profile of community and economic development strategies to recruit and retain existing businesses. 5. The City should investigate abatement programs or other locally generated incentive packages. The City should also act as a partner in site selection, identification, acquisition, site preparation, zoning, and streamline development regulations. Based on the stated goals, specific strategies and programs are outlined in an Economic Development Plan. From these strategies, an Economic Development Committee must build specific, short-term action plans. As the results are reviewed annually, the Economic Development Committee will have the flexibility to reshape their objectives and strategies to meet new circumstances and demands. A number of recommendations support the ongoing implementation of this Plan. G. Development Standards/Streamlined Review Periodically examine and revise, if necessary, City standards and specifications, zoning and subdivision requirements, and other codes in order to keep them effective in meeting public needs. Current efforts by the City officials in evaluating the effectiveness of City standards and specifications should be continued. Seek ways to keep the development review process as streamlined as possible, while ensuring a check for compliance with all applicable City requirements ► Promote retention and expansion of existing industries as the principle means of stabilizing industrial employment in the City. P. Target capital improvements in a manner which supports goals for industrial retention and development. The City of Bridgeport, West Virginia Page 2-19 Comprehensive Plan Economic Development ► Promote modern industrial and office park development at sites with freeway access. ► Seek expanded participation by local development organizations in efforts to strengthen industrial development. ► Actively seek alternative uses for large tracts of excess industrial land, while retaining viable sites for future industrial use. ► Encourage the creation of entrepreneurial firms specializing in new technologies through partnerships with the local academic, medical research, and corporate communities. ► Eliminate severely incompatible mixtures of industry and housing through a gradual and equitable transition to the more viable use, as determined in each instance. • Provide assistance in relocating incompatible uses to suitable sites. ► Require landscaping and other design solutions to screen unsightly areas from public view and to buffer incompatible uses. ► Support measures intended to limit adverse effects of pollution on business and residential areas. H. Develop Sub -Committees of the Economic Development Committee Two sub -committees, namely Business Retention and Business Development Sub- committees, should be formed for planning and coordinating economic development activities in Bridgeport (both initially and long term). These subcommittees should meet regularly and should include individuals appointed by the Mayor and City Council. Business Retention Subcommittee A Business Retention Subcommittee should be created to act as a primary liaison with the City's existing business community. This subcommittee should have such diverse responsibilities as assisting small business development, coordinating a multitude of projects that support the City's commercial revitalization areas, and creating a broad growth policy. Additionally, this subcommittee should be a communications link between existing business and governmental agencies. The City of Bridgeport, West Virginia Page 2-20 Comprehensive Plan Economic Development • Functions of the Business Retention Subcommittee The Business Retention Subcommittee is the prime mover in the recommendations for the support of existing businesses. As such, the Business Retention Subcommittee should: 1. Act as a resource in supporting the needs of existing businesses. a. Provide expertise and advice directly to businesses regarding their individual concerns. (1) Capital needs for expansion, modernization, or relocation (2) Regulatory issues (3) Market definition and quantification (4) Facility expansion/relocation b. Act as a resource in supporting existing retailers. (1.) Assist retailers in identifying a niche. (2) Encourage competition. (3) Recognize that retailers are an important variable in job creation. 2. Respond to capital needs of existing businesses. a. Act as an information clearinghouse regarding existing financial assistance programs. b. Assess need for various new financial assistance and/or incentive programs. c. Assist projects through special financing programs. Encourage economic growth in developed areas. a. Proactively position City government as a catalyst in encouraging investment in the central business district (downtown). b Create technical assistance programs. (1) Design and architectural assistance (2) Project feasibility analysis (3) Marketing assistance .;;:ice."',"'°' �' 'i• '�'• S.•"'w'�.,�..•,v'^�'-,-r.:.a•:sas:'��.'•.^e'C«f. °_w::rz:>•>==":4';wx The City of Bridgeport, West Virginia Page 2-21 Comprehensive Plan Economic Development (4) Business planning assistance c. Analyze, compare, and enhance the City's competitive position by review of special financial incentives. Business Development Subcommittee A Business Development Subcommittee should be created to concentrate on attracting new business and investment. Bridgeport should identify new opportunities and assemble supporting programs to encourage and influence decisions to invest within the City limits. These efforts will be supported by developing the appropriate program that will enable the City and the region to become a leader in appropriate growth industries. This subcommittee should also oversee special development projects. Such projects can have an impact on the local economy. This subcommittee must professionally administer these projects as unique and important elements of an integrated economic development program. Functions of the Business Development Subcommittee The Business Development Subcommittee is the prime mover in attracting new businesses. As such, the Business Development Subcommittee should: 1. Develop targeted business and industry recruitment strategies, by identifying industries that need special attention or that display characteristics of unique growth potential, particularly in emerging and growth industry segments. a. Market and recruit the industries recommended by the State. b. Recognize the phenomenon (as opposed to theory) that larger retailers located within the City ultimately benefit the City by capturing a larger market share from the region (ultimately benefitting the balance of the retail businesses in the City). c. Determine the targeted industries' characteristics and needs. d. Consider the targeted industries' outlook. 2. Develop a comprehensive marketing and promotion strategy for each targeted industry, based on the City's strengths and weaknesses. a. Develop greater industry -specific staff expertise The City of Bridgeport, West Virginia Page 2-22 Comprehensive Plan Economic Development b. Develop program support. 3. Pursue and assist target -area development. a, Coordinate and assist private development projects. b. Monitor and advise the City on necessary capital improvement projects. c. Integrate existing growth areas into an overall marketing strategy. d. Develop services, materials, and information to support a comprehensive marketing and development effort. (1) Investigate further automation in the development of computer - aided information systems. • Development site planning • Real estate inventory automation (target sites for economic development) • Socio-economic information request -tracking (2) Create marketing materials detailing City qualifiers/offerings. • Available, appropriately zoned land • Trained and available workforce • Friendly and efficient City approval process • City -sponsored assistance programs • Project a positive image and create a specific identity for Bridgeport in the eyes of business leaders and citizens. 4. Enhance public relations for business. a. Place feature articles about Bridgeport business in newspapers, magazines, and on cable television. b. Provide potential story and side bar opportunities to local and regional press. c. Publicize local events and attractions. The City of Bridgeport, West Virginia Page 2-23 Comprehensive Plan Economic Development d. The Executive Director of Economic Development should also serve as Public Information Director (liaison to media). 5. Create appropriate financial and regulatory incentives to spur new investment, designed to support the marketing strategy. a. Driven by cost/benefit analyses, create financial assistance resources to broaden scope, involve a greater number of financial institutions, and provide for a more aggressive financial support. b. Complement existing State financial programs with a private fund for economic development.. c. Review the State tax code for latitude in identifying revenue enhancement policies concerning industry expansion. (1) Tax increment financing. (2) Channel a percentage of revenues received from economic development back into an economic development "war chest". (3) Investigate the viability of collecting delinquent tax funds for deposit into an economic development fund. d. Target industries for special attention that exhibit exceptional growth and benefit potential. e. Consider tax abatement and reinvest programs for projects that exhibit unique benefit potential. This subcommittee should also oversee special development projects. Such projects can have an impact on the local economy. The subcommittee must professionally administer these projects as unique and important elements of an integrated economic development program. Economic Development Forums Both subcommittees of the new economic development organization would focus on citizen participation and would be in charge of economic development forums. The Economic Development Committee may decide that the Business Retention and Business Development Subcommittees can share the responsibilities. The forums would involve the citizens at large and The City of Bridgeport, West Virginia Page 2-24 Comprehensive Plan Economic Development 410 capitalize on the community spirit that is apparent in the role civic organizations have played in the development of the community. Since they give continuing opportunities for citizen involvement, Economic Development Forums should be provided semi-annually, and at other times whenever appropriate. VI. EXAMPLES OF PROGRAMS CURRENTLY PROMOTING ECONOMIC DEVELOPMENT A. Tax Credit Programs The Business Investment and Jobs Expansion Credit Law promotes "...fiscal stability and [increases] emphasis on job creation..." Eligible activities are limited to manufacturing, information processing, warehousing, goods distribution, destination - oriented recreation, and tourism. The components of this effort are the Business Investment and Jobs Expansion Credit and the Corporate Headquarters Relocation TO Credit. They are briefly described herein. The Business Investment and Jobs Expansion Credit is designed to offset the taxes directly associated with the capital improvements for a specific project which results in the creation of at least fifty new jobs. The qualified investment must be made by one party and the jobs created by another party. The new jobs, although directly related to the specified improvements, may be within a fifty mile radius of the new or expanded facility. Any out-of-state corporation which moves its headquarters to West Virginia and employs more than fifteen West Virginia residents is eligible for a tax credit under the Corporate Headquarters Relocation Credit. If fifty new jobs are created due to the relocation, the Business Investment and Jobs Expansion Credit, with higher percentage credits, applies as well. The West Virginia Military Incentive Credit is a tax credit given to qualified businesses who provide employment to veterans meeting specified criteria. The Small Business Investment and Jobs Expansion Tax Credit is an extension of the Business Investment and Jobs Expansion Credit which targets small businesses. The requirement for new job creation is reduced to ten positions. The goal of the Credit for Research and Development Projects program is expanding markets for and increasing sales of the State's natural resources or industrial products. The credit may be applied to projects which enhance those opportunities. The City of Bridgeport, West Virginia Page 2-25 Comprehensive Plan Economic Development The purpose of the Industrial Expansion or Revitalization Credit is the establishment of new industry or the expansion or revitalization of existing industrial facilities in West Virginia. Eligibility is limited to manufacturers who produce their own goods, service manufacturers who produce goods they do not own, or enterprises which generate electric power. The above mentioned programs are administered through the West Virginia Department of Taxation and Revenue (Taxpayer Service Division). B. Tax Credit Programs for New Businesses (from City Code) 1. Amount of Credit Allowed: Tax Credits for New Businesses a. Any taxpayer who conducts a new business in the City of Bridgeport, that is subject to the tax, shall be allowed a credit of one hundred percent (100%) of assessed Business and Occupation Tax for a period of two successive years after business commences. b. Any taxpayer who conducts an annexed business in this City that is subject to the tax imposed by Article 737.37 of the Code shall be allowed a credit of seventy percent for each quarter of the first tax year after annexation, thirty percent for each quarter of the second year after annexation, and ten percent for each quarter of the third tax year after annexation, thereby providing tax credits in the amounts of seventy percent for the first tax year after annexation, thirty percent for the second year after annexation, and ten percent for the third year after annexation. c. The above tax credits are allowable, provided that: ► The qualified investment is not less than three million dollars, and ► The taxpayer's qualified investment in the new or annexed business in this City results in the creation of fifty new jobs within the corporate boundaries of the City. 2. Qualified Investment: Tax Credits for New Businesses The City of Bridgeport, West Virginia Page 2-26 Comprehensive Plan Economic Development a. General: The qualified investment in property purchased or leased for business growth shall be the cost of each property purchased or leased for the purpose of business expansion, which is placed in service and use in the City by the taxpayer during the initial taxable year. b. Cost: In determining the qualified investment of the businesses, one hundred percent of the cost expended for each of the following may be included in the total amount: ► Real property and improvements thereto, having a useful life of five or more years after placed in service and use within the City. ► Real property and improvements thereto, or tangible personal property acquired by written lease for a period of five or more years after placed in service and use within the City. ► Depreciable or amortizable tangible personal property is placed in service or use within the City. c. The cost of purchased property may not include the value of property given in trade or exchange for the property purchased. d. Qualified investment property may not include repair costs, unless capitalized for federal income tax purposes, vehicles, and equipment purchased prior to the use and service of the qualified investment within the City or wages and/or benefits paid to any new or existing employee. C. Reduction in the Number of Employees: Tax Credits for New Businesses If, during any taxable year in which a tax credit is being taken, the average number of employees employed in positions directly attributable to the qualified investment is reduced by ten percent, the tax credit herein shall be forfeited for that year and for each eligible year thereafter where the number of employees remains ten percent below the number of jobs originally created as a result of the qualified investment. If a reduction in the number of new employees was due to circumstances which the taxpayer believes to be outside his control, the taxpayer may petition the Director of Finance for a hearing to examine the reasons why such tax credit shall not be forfeited. The City of Bridgeport, West Virginia Page 2-27 Comprehensive Plan Economic Development D. Taxpayer's Responsibility to Keep Records of Investment Credit Property Tax Credits for New Businesses Every taxpayer who claims the credit herein provided shall maintain sufficien records to establish the following facts for each item of qualified property. a. Its identity; b. Its actual or reasonably determined cost; c. The month and taxable year it was placed in service or use in this City. d. The amount of credit taken; e. The date it was disposed of or ceased to be qualified property for the tax credit; and, f. The employment levels for the taxable quarter in which credit is being taken. 2. Any taxpayer who does not maintain such records shall be treated as having forfeited the remaining tax credit herein provided for, unless special arrangements have been made with the Director of Finance. 950« W.R.9I 1 The City of Bridgeport, West Virginia Page 2-28 Downtown Revitalization I. OVERVIEW The purpose of the Downtown Revitalization element for the Bridgeport Comprehensive Plan is to outline a strategy to develop and attract an appropriate mix of businesses to serve the community. The Downtown must, over time, attract a mix of uses that serves the local residents, attracts local and regional spending, and establishes a stable tenant base. The Downtown Revitalization Plan for Bridgeport combines economic and urban design analyses with recommendations to develop an overall plan for the revitalization of the Downtown. The strategies outlined in this chapter will ► help establish a positive identity for the City of Bridgeport by improving and enhancing the appearance and image of the business district, and ► attract an appropriate mix of businesses to serve the local community and the region. These efforts will establish Downtown Bridgeport as a focal point for the community, attract people to shop in Bridgeport, and provide a stable economic base. This Downtown Revitalization Plan is organized into sections that analyze the existing conditions, relative to economic and urban design features, and provides recommendations for the improvement of these conditions and features. Existing conditions are evaluated to identify problems and propose solutions, and to identify and maintain those features which are an asset to the City. Existing characteristics of economics, urban architecture, and history have been incorporated into the Comprehensive Plan to retain the small town feeling and pleasant atmosphere that exist in Bridgeport. II. GOALS & OBJECTIVES Goal: Return to the vibrancy of an earlier time, creating a strong and economically viable downtown for the residents of Bridgeport and for visitors and consumers from the region and to provide adequate, appropriately located types of commercial space. Objective: Encourage attractive and viable commercial development (providing a variety of goods and services) that serves local residents and people within the County and region. The City of Bridgeport, West Virginia Page 3-1 Comprehensive Plan Downtown Revitalization Objective: Establish conveniently accessible commercial concentrations in locations where they will not become impediments to the general health and safety of the community. Objective: Identify commercial development opportunities for neighborhood, community, and regional shopping. Objective: Seek the highest quality of development and design for future development within the commercial corridors. Objective: Ensure complementary visual and functional relationships among residential and non-residential land uses. Objective: Seek the highest quality of development and design for future development within the Downtown. Objective: Improve and regulate street and business signs. Objective: Enhance the City's entry corridors. Objective: Improve the road system by routing traffic around the Downtown, thus reducing traffic congestion. III, BACKGROUND AND BASIC ISSUES The Downtown is restricted to Main Street, from Virginia Avenue to Route 73. This area includes a concentration of B-1 zoning uses. Buildings in this district are primarily commercial, with a scattering of residential uses, and are differentiated from the surrounding residential neighborhoods by their use, size, and architectural features. The pedestrian and vehicular traffic along this section of Main Street also differentiates this part of the City from other areas. Historically, the Downtown served as the primary retail center for Bridgeport. However, its market position has changed over the past twenty years due to increased competition and changes in the way in which retailers conduct business. Increasingly, traditional Downtown retail uses have been replaced by office, service, and professional uses. The remaining retail businesses have gradually shifted market orientation toward more specialized uses. While these specialized uses can attract some regional traffic, additional retailers are needed to sustain a retail district Downtown. Many retailers function independent of one another, further diluting the impact of Downtown Bridgeport as a retailing district. The City of Bridgeport, West Virginia Page 3-2 Comprehensive Plan Downtown Revitalization Bridgeport's downtown and its retailers, as a collective unit, serve a broad range of needs, but do not have a clear market orientation or focus. The Downtown currently exhibits characteristics of a small Downtown, a professional office center, and neighborhood convenience center. These different and often contradictory uses, combined with limited opportunities to redevelop land in the Downtown, currently make it extremely difficult to develop a coordinated image or to develop an overall market position for the area. The Downtown must have a clear market orientation and develop a coordinated image. The economic impact of these changes has been a continuing loss of locally owned small businesses and jobs, and increasing deterioration of the Downtown commercial area. While Downtown retailers will continue to capture some convenience and specialty good sales from local residents, the number of retailers in the Downtown will continue to decline unless efforts are made to bolster Downtown's position in the marketplace. This will require a combination of both physical and economic development activities. The framework for revitalization focuses on: ► Developing public/private partnerships for physical improvements, such as building facade and streetscape improvements; ► Developing an organization to manage and direct the revitalization of Downtown; • Providing quality, choice, and service; ► Developing friendly directional signs and parking areas; :,: .. -... Y`i.'-��i'-.�:..v..Ts=: %`�'. _ "'�.��;.. The City of Bridgeport, West Virginia Page 3-3 Comprehensive Plan Downtown Revitalization ► Recruiting new merchants; ► Sponsoring a Farmer's Market; ► Maintaining positive attitudes and friendly shopkeepers; ► Providing an unequaled pedestrian experience; ► Creating activities, events, and "things to do" in Downtown Bridgeport; and ► Encouraging the use of shop window displays and enticing merchandising. Within the next three to five years, Bridgeport must strengthen its Downtown to attract private investment, accommodate and develop seasonal activities and events, compete for its fair share of the commercial tax base, and instill the level of commitment the citizens have come to expect. Buildings in Downtown are primarily commercial, with a scattering of residential uses. The Downtown is differentiated from the surrounding residential neighborhoods by its uses, size, scale, and architectural features. The pedestrian and vehicular traffic in the Downtown also differentiates this part of the City from other areas and neighborhoods. A. Bridgeport's Market Area Characteristics The Downtown currently attracts residents from all of the communities within reasonable distance of Bridgeport, including Clarksburg, Anmoore, Shinnston, Nutter Fort, Stonewood, and Salem. Based on the analyses of similar communities that have markets resembling Bridgeport's, it is highly unlikely that the proportion of households familiar with or going to the Downtown can be increased above the current level. Therefore, growth in sales is most likely to be derived from anticipated increases in households in the short-term and from filling gaps in the variety of products and services being offered in Downtown Bridgeport. It is important to note that the additional space required to accommodate other products and services is derived from recent and anticipated growth in demand and does not rely on competing with or closing other area businesses in order to achieve this growth. Thus, the addition of this space should not negatively impact other activity in the Downtown and should complement that activity (assuming that existing businesses are properly managed and operated). In addition to the locally generated demand, the transient population, which visits Bridgeport, is a current and future source of retail and related services sales. The City of Bridgeport, West Virginia Page 3-4 Comprehensive Plan Downtown Revitalization It is perceived most people who travel I-79 and Main Street for other destinations are not aware of the existence of Downtown Bridgeport or what it has to offer. The potential demand and the resulting supportable space derived from an increase in the visitor trade component of the market is very significant. Increasing sales generated by visitors, even with a statistically insignificant share of the traveler or visitor market, could result in an amount of additional supportable space well in excess of the amount estimated to be supportable by the growth in the residential market base. In the short term, barring a surge or change in the local residential population base, the greatest opportunity to increase sales and revenues for business in the Downtown is to attract an increased share of the potential visitor market dollars. This could be achieved through a program which promotes Downtown Bridgeport's strengths, while defining or pinpointing strategic weaknesses. Other market area characteristics worth noting include the following: ► Bridgeport is centrally located at the intersection of two major arterial roadways, I-79 and U.S. Route 50. These two routes have the potential to draw in visitors from the region. ► Harrison County is part of a rapidly growing area between Clarksburg and Morgantown, with a diverse economic base. Employment opportunities in the County are expected to increase with the expansion of the Benedum Airport and the introduction of a new mixed -use development area located a short distance north of the Meadowbrook Mall exit on 1-79. ► Tourism is an increasingly important economic generator for the region. The following tourist destinations are located in Bridgeport: Oakdale, the house of Governor Joseph Johnson; the Gawthrop House; the Wikinson House; the Benedum House; the Dr. Davis House; the William Johnson House; and the Faris Manor. Bridgeport also has two historic bridges which are of interest. The Bow String Bridge was declared a landmark by the Historic American Engineering Record, and the covered bridge, over Simpson Creek, is also historically significant. B. Downtown Commercial Base Bridgeport's Downtown is primarily concentrated along Main Street. The Downtown includes the area west of Virginia Avenue to the intersection of Route 73. The area is comprised of a wide variety of retail and service uses. ..^.,'.,..ra:sxr".�"�.'.:•^>:v ,..�a.aac�auocaparxao. The City of Bridgeport, West Virginia Page 3-5 Comprehensive Plan. Downtown Revitalization Although there are several medical and professional offices in the area, Downtown Bridgeport does not have a significant concentration of office and professional space. The majority of medical and professional offices are located on Orchard Street, just off of Main Street, and immediately west of Sycamore Street, also off of U.S. Route 50. A wide variety of retail uses occupy Downtown Bridgeport, including a barber shop, several auto parts stores, an optometrist, a doctor's office, two ice cream stores, gas stations, furniture stores, antique stores, craft shops, a few insurance offices, and a few small eateries, and one restaurant. Bridgeport Fire Department Company #2 is also located in the Downtown. Additionally, all Saints Catholic Church and the Benedum Civic Center are located in Downtown Bridgeport. They both contribute to the vitality of Downtown, while attracting potential customers. Four major assets that Bridgeport must strengthen and promote are: 1. Small town atmosphere 3. Convenience/Location 2. Friendliness 4. Customer Familiarity Four major weaknesses of Downtown are: 1. Lack of store variety 3. Poor store hours and appropriate mix 4. Exterior appearance of buildings 2. Parking issues 5. Lack of a unifying theme C. Understanding the Competition There are a number of shopping centers in Harrison County that compete with Downtown retailers in Bridgeport. There are two shopping malls in the Bridgeport area (the Meadowbrook Mall -Bridgeport and the Shops of Eastpointe-Clarksburg) and several linear multi -tenant shopping centers. Hills Shopping Center, Gabriels Plaza, and the Valley Hills Shopping Center all compete, to some degree, for some share of the market. D. Market Opportunities 1. Retail Targets The dominant objective of Bridgeport's downtown revitalization effort is to rekindle, reshape, and recapture the historic and small town ambiance of the The City of Bridgeport, West Virginia Page 3-6 Comprehensive Plan Downtown Revitalization Downtown and in -City retail markets. In this pursuit, the retail mix is the most important factor in the development strategy of the City. This development strategy should be shaped by joint public/private initiatives. As Bridgeport's Downtown strives to maintain its small town character, while meeting regional demands, three types of stores can be identified which would contribute to the desired character of the Downtown retail district. The first retail store type includes stores for both comparison (i.e., furniture) and convenience (i.e., bread and milk) goods. As the marketplace perceives the convenience, friendliness, and security of the Downtown as its strongest asset, recapturing "leaked" sales will depend heavily on local businesses doing better at what they are already doing. Restaurants, general apparel, variety hardware, and specialty shops will need to be strengthened or new regional retailers will take their place and market leakage will continue. The second and third retail types show strong market opportunities but need to be carefully cultivated in establishing the proper mix in the Downtown. The second type is composed of shops offering specialty merchandise which is readily available throughout the trading area. This would include stores selling unique gifts, imported items, gourmet food or specialty eateries, fashion apparel, and similar goods. Although these stores are comparatively small, they may, at times, comprise the largest proportion of new retail establishments. A third type of retail offering includes businesses which are related to the historic character of the region (which influences tourism). Prime examples are overnight accommodations and antique shops. One antique shop is already present in the City. A concentration of quality antique stores will attract customers from a wider market than the defined trading area. Specialized antiquarian stores which might offer rare books, antique glass, or other collectibles, could be developed as well. Regional lodging demands are well established and could swing toward the City if adequately developed. Craft shops, related where possible, to the character of the area also are retail offerings which fall into this category. The Ciry of Bridgeport, West Virginia Page 3-7 Comprehensive Plan Downtown Revitalization Antique stores are well suited to the historic character of the region. There are many reasons why people shop at one location or another. Therefore, the Downtown should concentrate on developing uses which will increase the patronage in the City. Through new construction or adaptive use, the City should aggressively pursue locating specialty retail establishments, including antiques, clothing, arts, and a florist, in the Downtown. The Downtown should also be the location for dining and entertainment since these uses have the greatest potential to be the biggest draw for the area. Dining and entertainment should include ethnic restaurants, theater, and other various afternoon and evening activities. Dining activities should also include establishments serving liquor. The City should also try to attract Bed and Breakfast Inns to the Downtown. 2. Retail Demand This section summarizes the market analysis findings for selected major retail market groups which will be influenced by Downtown development or revitalization efforts. These projections present a conservative view of the market opportunities generated by new regional trade growth and the recapture of "leaked" regional sales: a. General Merchandise The general merchandise retail category is one of the largest retail categories. Most general merchandise sales go to department stores and The Ci ry of Bridgeport, West Virginia Page 3-8 Comprehensive Plan Downtown Revitalization yYG, x eo-o:svdp;•.Wiv1`.StiaYf discount department stores. Many of these sales are going to the Meadowbrook Mall and the Shoppes of Eastpointe. b. Apparel The City's influence should stimulate targeted specialty store sales, such as men's clothing, women's clothing, and quality shoe stores, in the Downtown. A large number of operations are included in the apparel category, including ladies specialty, ladies ready-to-wear, bridal shop, maternity, hosiery, children's wear, menswear, family wear, jeans, leather goods, uniforms, family shoes, men's and ladies shoes, children's shoes, and athletic footwear. c. Home Furnishings Three home furnishing stores are located in the Downtown. These stores should direct their attention to pricing policies as a key to capture sales in the upcoming years. d. Eating and Drinking This major group includes retail establishments selling prepared food and drinks for consumption on the premises (i.e., restaurants, taverns, fast food operations, carry -outs, delicatessens, and cafeterias); it also includes lunch counters and refreshment stands selling prepared foods and drinks for immediate consumption. It also includes establishments primarily engaged in the sale of alcoholic drinks such as beer, ale, wine, and liquor for consumption on the premises. The sale of food frequently accounts for a substantial portion of the receipts of these establishments. e. Specialty Retail and Miscellaneous Group Bridgeport in general, and the Downtown in particular, can capture additional specialty retail sales. The majority of the sales should be captured in stores in the Downtown. Store selections should include a novelty and souvenir shop, a hobby shop, an art supply shop, and a book and a paper products shop. The City of Bridgeport, West Virginia Page 3-9 Comprehensive Plan Downtown Revitalization g. Food Group Fresh baked goods offered in a Downtown setting will help stimulate foot traffic. Demand may be sufficient to support another small bakery operation. The clear lack of bakeries in the Downtown seems to suggest that a marketing opportunity may have been overlooked. Accommodations: Hotels and Motels Bridgeport has a strong hotel base. The base consists of Hampton Inn, Holiday Inn, and the Townhouse Motel. A critical element of future economic development planning should be to foster the overnight accommodations trade in Bridgeport. Lodging is supported by summer, holiday, and weekend tourists, weekday industrial/commercial traffic, and visiting tours/special events groups. Bridgeport should support efforts to offer an attractive location for alternative accommodations such as a historic lodge, a country inn, an upgraded small specialty hotel, and/or bed and breakfast inns. The nation's recession in the early 1990s had a tight grip on the hotel industry. Squeezed not only by increased conservation among corporate travelers and meeting planners, hotel occupancy rates were also pinched by rising unemployment and declines in discretionary income, which, in turn, sapped vacation travel demand. Over the past several years hotels have aimed to differentiate themselves on one of the two elements of value: quality or price. Quality is no longer the sales tool it was in a more robust economy. This leaves managers to compete on price, with potential disastrous results. To compound the problems in the hotel market, it is widely perceived that over half of U.S. hotels cannot meet debt service. Major hotel chains have been feeling the pinch along with the smaller hotels and motels. Nevertheless, Bridgeport should take advantage of its location and proximity to the prosperous 1-79 corridor between Morgantown and Clarksburg which makes Bridgeport uniquely suitable for such development. The City of Bridgeport, West Virginia Page 3-10 Comprehensive Plan Downtown Revitalization 3. Retail Spatial Demand Assignments As cited in the previous section, new retail spatial demands will be satisfied by (1) new buildings, (2) existing vacant buildings, and/or (3) better use of existing occupied space. The latter option is a major objective inasmuch as existing businesses will continue to be the cornerstone of Downtown vitality and the competitive retail positions of the retail establishments, and, in effect, the hope for the future. Thus, the market assessment, in identifying retail demand needs, has to be extremely sensitive to the ability of existing businesses being able to capture sales while, at the same time, assessing the competitive attractiveness of projected demands gravitating towards either new construction or usable vacant structures. Bridgeport's capture rate of households in the City, County, and region can change based upon the quantity and quality of Downtown's commercial base and the strength of the competition. For Downtown to increase its share of the market, it will need to differentiate itself better in the market place and strengthen the mix of goods and services available. In addition to potential demand generated from the entire trade area population. downtown retailers also could increase their share of several smaller market segments. The most important of these markets is the visitor. E. Urban Design Analysis 1. Overview The Urban Design Analysis explains the assets and liabilities which are identified below. The goals that follow are established as a means of guiding physical development and the preparation of a future urban design plan. 2. Analysis of Current Conditions ► Existing assets of the Downtown are: • Human scale of buildings • Small town feeling in core area • Friendly atmosphere • Appealing architectural influence of many Downtown buildings 0.15 The City of Bridgeport, West Virginia Page 3-11 Comprehensive Plan Downtown Revitalization ► Existing problems with the Downtown include: • Not visually coherent • No definite points of entry • Long, uninterrupted views have no defined resolution (lacks focal point) • High volume of traffic • Different use areas of the Downtown are not clearly identified (automobile and pedestrian). • Variety of buildings without a unifying theme • Overhead wires detract from buildings and spaces 3. Design Goals ► Unify the Downtown into an identifiable shopping and service district. ► Maintain a small town atmosphere. ► Encourage pedestrian traffic throughout the Downtown. Clear identification of pedestrian and vehicular activity must be promoted. ► Improve automobile travel through the Downtown and route through -traffic around Bridgeport via a bypass. r !..%w+x....�..�.,.,...z :�.:a "^:'-<.-!.-: r.....:'^;:rs .... .:.....:: •R,�-•:.,;.:ro: .. '+aC;a$�.;*.�,.weY.fi..L:�iY'!'rover"nnF;B}4.:u+..:16.::G::L: The City of Bridgeport, West Virginia Page 3-12 Comprehensive Platt Downtown Revitalization 4. Design Objectives ► Establish entrances to the Downtown by use of design elements. ► Create landmark points along the streets to reduce the long, uninterrupted view of the street. ► Provide for the efficient movement of traffic through the placement of appropriate signs, traffic patterns, and parking opportunities. • Develop a symbolic center of the Downtown. • Provide accessible and convenient parking. ► Remove overhead wires to improve views of buildings and reduce clutter. ► Establish guidelines for building improvements to maintain an appropriate sense of scale, color, and design. ► Establish guidelines for signs that relate to existing buildings and are appropriate to the Downtown. ► Preserve historic architecture and town planning elements. ► Recognize the existing on -street parking as an important element separating pedestrian traffic from vehicular traffic. 5. Design Recommendations ► The Downtown core area needs to be strengthened by: • Encouraging development of parks and performance spaces to attract residents and tourists to the Downtown. • Introducing street furniture. Street furniture should include benches and trash receptacles throughout Downtown as well as period street lighting to define the area. • Infill development along Main Street. • Establishing a facade improvement program for Downtown commercial properties. the City of Bridgeport, West Virginia Page 3-13 Comprehensive Plan Downtown Revitalization • Establishing a more comprehensive management strategy for public parking in Downtown Bridgeport, both on and off street. ► Gateways at the two key "in -town" entrance points should be enhanced: • Virginia Avenue and Main Street • Route 73 and Main Street IV. CONCEPT The Downtown should be developed as the specialty retail and office center for Bridgeport. Uses that strengthen or serve white-collar employees, visitors, and middle income households should be recruited. To sustain these uses, the Downtown will need an aggressive marketing and promotional program. While some tourism activity Downtown also would help support these businesses, their primary market support will come from Downtown employees and residents in the primary and secondary markets. Types of businesses that could be supported in the Downtown include fine quality antiques, art galleries, fine jewelry, restaurants, hobby or toy stores, gift, craft supplies, wedding, housewares, books, interior design, and specialty clothing. Additional businesses that could be supported and located in the peripheral areas of Downtown include related furniture uses, and additional professional, financial, insurance, accountant, real estate, or office support uses. Office support businesses could include a photographer, another barber, computer store, shoe repair store, fitness center, exercise, dance or health club, and diet center. Long-term efforts should be made to develop new professional office and apartment space in the Downtown. Tourism -related uses and destination points also should be encouraged. Existing ground floor office and service uses should be encouraged to relocate to upper floors of existing buildings or to newly developed office space. Vacant ground floor space should be targeted for retail uses. In the short-term, efforts should be made to improve the image of the Downtown as a unified commercial district. This can be done through coordinated public improvements, landscaping, and signs. Efforts should also be made to strengthen key retail clusters. Long-term, the City should encourage new commercial and office development to strengthen the district. New uses should be recruited to fill existing vacancies. Uses that would be more The City of Bridgeport, West Virginia Page 3-14 Comprehensive Plan Downtown Revitalization appropriate to the area include related home improvement and accessory uses, and personal and business service uses. V. RECOMMENDATIONS A. Coordinated Business Hours Coordinated business hours, by use, are critical in creating a successful retail environment in the Downtown. The hours recommended are Monday through Friday, 9:30 a.m. to 6:30 p.m., with Wednesday or Thursday evenings to 9:30 p.m. Thursday is generally the best retail night. If these hours prove to be successful, additional hours on Friday and Saturday (until 8:00 p.m.) should be added. It is also noted that since Bridgeport is located near two principal arterial routes, which are filled with recreational motorists, the City must have stores open during the weekend, particularly Sunday afternoon and early evening. As a result of the unique market m Downtowns, coordinated business hours should not be based on uniform hours, rather, uniformity of hours open for business should be based on "use" clusters. For example, there is no reason for office support stores to remain open until 6:30 p.m. or 8:00 p.m. if all the offices typically finish work at 5:00 p.m. Furthermore, a tourist -oriented store should be open all weekends and closed on a weekday which is typically light in tourist traffic. The most critical piece of this recommendation, however, is the 100% participation of Downtown merchants. B. Marketing/Public Relations Strategy Downtown Bridgeport should be the confluence of a joint marketing effort by the City and others to raise awareness and promote the Bridgeport experience to consumers, customers, clients, conference users, residents, businesses, tourists, and visitors alike. Cohesive Sales/Marketing Tools: In order to create the maximum impact for the marketing investment, a coordinated campaign should be undertaken to promote the Downtown. This campaign should include a "standard" logo for Downtown which reflects the historical quality of the City while also capturing the imagination of the prospective consumer. Regardless of the type c f marketing piece produced --be it a marketing piece for industrial development, a walking tour map, a brochure for conference facilities, or a sales piece for prospective retailers --it should tell the "Bridgeport Story" and capture the "Bridgeport Experience". Through the creation of an overall marketing image, the theme becomes identifiable and cost effective. The City of Bridgeport, West Virginia Page 345 Comprehensive Plan Downtown Revitalization Market the Lifestyle - The "Bridgeport Experience": Bridgeport's greatest assets are its small town atmosphere and friendliness, both major quality of life issues. Many times, merchants may forget why they chose to live and work in Bridgeport. Local business owners must sing its praises and promote its successes. The Downtowns that survive today believe in their future and get others to believe in it. Merchants and business owners must be upbeat even in the worst of times --confidence is infectious and success follows. Promoting the Bridgeport lifestyle lies at the heart of any revitalization plan. The small town atmosphere of Bridgeport is one of the greatest assets far business. Investigate the Establishment of a Business Improvement District (B.I.D.): A B.1.D. allows the local jurisdiction to set up a special district under which commercial property can be assessed to help provide funding for the creation and maintenance of public amenities, for security, and, most importantly, for Downtown funding of promotion and marketing efforts. Establish a Ciry Marketing and Events Office: The City should investigate hiring a full- time events and marketing person to create and implement marketing strategies and a full year-round events program. The person heading up this effort will need to coordinate with the Chamber of Commerce, Downtown merchants, and, of course, the City Government, in order to produce the level of effort necessary for a successful and ongoing campaign to energize the Downtown economy. Develop Alternative Funding Sources: The City, Downtown merchants, the Chamber of Commerce, and various state agencies such as Tourism and Promotion and Economic Development can all create or identify a variety of funding sources for marketing and events. With respect to the recommendations regarding physical development, as part =.=SwF:.V:tililtiK.ih%N'F v•• 64'V:4L...iSi::.i.&.d:]}�L4..1 .�' The City of Bridgeport, West Virginia Page 3-16 Comprehensive Plan Downtown Revitalization of this plan, funding sources should be identified after detailed design and costs are prepared. C. Gateways and Sign Strategy If Downtown Bridgeport is to take advantage of the amount of regional traffic which currently uses U.S. 50 and 1-79, well-defined and attractive entrances into the community will be important components of this plan. The need for enhancement of signs, gateways, and portals into the community should be evaluated in order to gauge the level of improvements required. These improvements would help to visually enhance the Downtown's entrances as well as improve residents' or visitors' access to the Downtown and other destinations in the City. Downtown entrances from the intersection of U.S. 50 and Virginia Street as well as the intersection of U.S. 50 and Route 73 should be improved as the main access corridors. Directional signs to the Downtown and destination activities such as the Simpson covered bridge, the City's Fire Department, and other points of interest should be studied. 2W Unity with diversity is the key to identification signs. Shapes, sizes, and letter forms may vary with the information to be conveyed. Materials. mountings, and colors are usually standardized. A secondary entrance from the intersection of I-79 and Johnson Avenue also needs improvement. Directional and informational signs as well as specific environmental design along these routes should be evaluated in greater detail. Part of this evaluation should focus on the identification of opportunity sites, landscaping improvements (plantings), establishment of site sign guidelines, the upgrading of building facades, and the modification of ordinances and standards to ensure improvements. Lighting, fencing, and other architectural elements should also be enhanced to help create significant and attractive primary gateways. The City of Bridgeport, West Virginia Page 3-17 Comprehensive Plan Downtown Revitalization Corridors to Downtown should be marked with information signs at key points leading to the historic Downtown. Proper signs must be implemented in order to capture the maximum number of visitors in the Downtown as well as to make it accessible. These signs should provide better direction to key downtown facilities, such as parking areas. Gateway improvements need to be strengthened by landscaping and attractive signing. D. Merchandising Revitalization Strategy The merchandising objectives which have been established as part of this plan are to: Capture the market which Bridgeport desires, and, thus, the market which Bridgeport has lost --the unique specialty shops that appeal to the middle to upper income market, which would set Bridgeport's Downtown apart from the "competition". 2. Broaden and strengthen Bridgeport's draw as a Downtown shopping center by providing specialty anchor stores with both name recognition and advertising dollars. 3. investigate any market opportunities among the teenage population. Collectively, they have a substantial amount of disposable income. a. Retention of Existing Retailers: The Bridgeport Chamber of Commerce should be reinstated and should make available to its retailers access to, and encourage the use of, merchandising experts, window display experts, interior store designers, graphic artists, and service training The City of Bridgeport, West Virginia Page 3-18 Comprehensive Plan Downtown Revitalization experts for employees. Ongoing retail educational and operational programs should be encouraged to promote specialty retailers. This type of program is being used more and more by Downtown retail businesses and by quality shopping complexes across the Country. b. Attract National Quality Catalog Retailers: As a major part of the merchandising strategy, a concerted effort should be made to inventory the existing available space in the Downtown (including the new infill space proposed in the physical master plan). Once this inventory is complete, action must be taken to develop a leasing strategy with the landowners and to actively market Downtown Bridgeport and those spaces to quality national catalog retailers. These retailers will bring instant name recognition, advertising dollars, medium to better price points, service, and "anchor draw" for the other specialty stores in the Downtown. c. Attract and Negotiate Deals with other Owner -Operated Specialty Stores: There is a need to add to the present mix of retail stores Downtown. In particular, Bridgeport should recruit women's clothing stores and women's accessory stores, such as shoes, bags, and lingerie. d. The Creation of a Saturday Farmers' Market: Such a market, provided the vendors are high quality, concentrate on locally grown products, and present their goods in an attractive manner, will help boost the Downtown experience and draw families to the Downtown. e. Establish One or More Additional Attractions: One or more additional area anchor attractions are recommended. 4. A great deal must be accomplished and coordinated in order to bring this plan to life. Many elements have been presented as part of this plan, and all are important in creating the great Downtown environment which is envisioned here. However, there are a few items which need to be implemented immediately (within the first year) in order to create the maximum impact and momentum needed to spark the revitalization efforts. These "Early Action" projects are listed below, and are followed by other plan elements which could be implemented at a later date. The City of Bridgeport, West Virginia Page 3-19 - • . Comprehensive Plan Downtown Revitalization. a. Early Action Projects i. Establish a Downtown Revitalization Committee and develop a five-year work program. Investigate the establishment of a Business Improvement District {B.I.D.). iii. Detailed street tree guidelines and a street tree program should be implemented. Educational networks should provide business owners information on the importance of street trees in an urban environment. iv. Detailed design should be undertaken with respect to environmental elements, open space enhancements, and streetscape improvements. v. Detailed sign design and implementation, including trail blazing, billboard, entrance, parking, and walking tour signs, should be undertaken. vi. As part of the Marketing Plan, the Chamber of Commerce and Downtown merchants should establish a training and educational program for existing Downtown tenants. This type of continuing educational program will help the existing, as well as new, tenants stay on the "cutting edge" of the retail business, making them more competitive as a result. vii. Creation of a Downtown Bridgeport Brochure and the appropriate marketing tools to solicit new retail and anchor tenant interest. The brochure itself should be generic enough to be used in marketing to a wide variety of Bridgeport prospects such as conference users, tourists, visitors, retailers, and service businesses. viii. The Downtown Bridgeport logo must be used with all marketing signs and media. In addition, a comprehensive eighteen to twenty-four month advertising campaign should be designed, packaged, and initiated so as to coincide with the kick-off of the The City of Bridgeport, West Virginia Page 3-20 Comprehensive Plan Downtown Revitalization marketing and events program, and the new tenant recruitment campaign. b. Other Possible Activities In addition to the revitalization plan, the following are some additional activities which should be considered. The City of Bridgeport should promote and encourage office space users to convert some of the deteriorated residential housing units into combination office/apartment units to be occupied by owners of the businesses. The City should also promote the adaptive use of empty second story apartments that exist above many retail shops to potential office tenants. ii. Review building and safety codes to ensure minimum standards are met for use of older buildings. iii. Private industrial growth geared to small, light manufacturing research and development, and light assembly companies with ten to forty employees should be cultivated by the City of Bridgeport. As part of this program, catalog companies which fit the Bridgeport profile should be a prime target for the private industrial growth area. iv. Conduct a labor demographic analysis to determine the characteristic of Bridgeport's labor force (education, occupation, and current employment). This brochure/study will be distributed to all prospective businesses desiring to locate in the Bridgeport area. 99727008.909 The City of Bridgeport, West Virginia Page 3-21 LI Housing I. OVERVIEW In any city, the housing situation is complex and is driven by economics, politics, and the practices of both private and public agencies. Housing affects the social fabric of neighborhoods and the strong emotions that people maintain with respect to housing issues. Although the condition of much of Bridgeport's housing stock is above average, the following recommendations will help to preserve and conserve the existing housing stock, strengthen the residential neighborhoods, and encourage the development of new housing in the future. Good housing and safe neighborhoods are essential for Bridgeport's social and economic growth. II. GOALS AND OBJECTIVES Goal: Protect and improve the quality of all living areas and provide a wide range of housing opportunities and neighborhood choices to meet the needs of different age groups, family sizes, and income levels. Objective: Encourage developers to use rich and thoughtful architectural design and site planning for all types of housing. Objective: Protect existing and proposed residential areas from conflicting land uses by providing an effective transitional use between residential and non-residential uses. Objective: Develop new construction, additions, and rehabilitation in a manner compatible with Bridgeport's "small town character" and ambience. Objective: Balance residential uses against employment related uses. Serve both uses with adequate public facilities. Objective: Encourage the demolishing of vacant, dilapidated houses in order to eliminate their blighting influence. Encourage infill development on sites where buildings have been eliminated. Objective: Stabilize, upgrade, and promote Bridgeport's neighborhoods in order to attract responsible residents. The City of Bridgeport, West Virginia Page 4-1 Comprehensive Plan Housing .7,7 1111110. ANIWIPHOWMINV .• III. BACKGROUND AND BASIC ISSUES In the past years, Bridgeport has seen positive demographic changes which will continue to affect its housing needs. It has experienced an increase in population as well as housing units. The main goal, related to housing, is to continue to develop middle to upper income scale housing (as single family units and townhouses) and to create upscale maintenance -free retirement housing. An understanding of the living areas in Bridgeport requires an examination of three factors. The first is information on households over the past two decades in terms of total number, household size, and female headed households. The second is the housing units themselves in terms of total units, vacancy rate, and tenure. The third is the overall neighborhood relative to how they have been designed and how the housing units relate to each other. The following section examines housing trends as well as their occupancy pattern. A. Households The number of households in a community is an important indicator of the population in the area. The City's population has increased ten percent during the last decade. This increase may be attributed to the construction of housing units in the area. The County, on the other hand, indicated a decrease of approximately five percent during the same period, compared with the State of West Virginia, which indicated a negligible increase of less than one percent. Households 30,000 25.000 20,000 15, 000 10,000 5,000 Chart 4A TOTAL HOUSEHOLDS 1980 1990 0 Bridgeport • Clarksburg 0 Harrison County The City of Bridgeport, West Virginia Page 4-2 Comprehensive Plan Housing TABLE 4.1 TOTAL HOUSEHOLDS HOUSEHOLDS 1980 1990 % CHANGE 1980-1990 1995 % CHANGE 1990-1995 Bridgeport 2,424 2,667 10.0% 2,710 1.6% Clarksburg 9,384 7,944 -15.3% NA NA Harrison County 28,353 27,009 -4.7% 27,760 2.8% West Virginia 686,210 688,557 0.3% NA NA "NA" indicates not available 1, Household Size The average household size in Bridgeport has been declining since 1980. This has been the trend in the County as well as the State. The decline in the number of persons per household may be attributed to children moving out in search of education and employment opportunities, a decline in births, a more mobile age population segment, and a higher percentage of single elderly people. CHART 413 AVERAGE HOUSEHOLD SIZE Persons per Household 3 2.5 2 1.5 1 0.5 0 Bridgeport Clarksburg Harrison County West Virginia I ®1980 ®1990 .:.4Xbi.:di4o6?.l'v94�G%hi�Yl--0LLYtiti'�1..1.:::�'J ri•14?.J3.O:.dv''�:" :iJi�iv:Lx.. »z...'.__.,._.i:.3 The City of Bridgeport, West Virginia Page 4-3 Comprehensive Plan Housing TABLE 4.2 AVERAGE HOUSEHOLD SIZE PERSONS PER HousEH©w 1980 1990 % CHANGE 1980-1990 1995 ESTIMATE % CHANGE 1990-1995 Bridgeport 2.72 2.53 -7.0% 2.63 3.95 Clarksburg 2.39 2.27 -5.0% NA NA Harrison County 1 2.74 2.57 -6.2% NA NA West Virginia 2.79 2.6 -6.8% NA NA NA" indicates not available 2. Female -Headed Households The percentage of homes that are headed by females in a community is an indicator of social and economic conditions. An analysis of this segment of the population may reveal a special need the community must attend to because it has been documented that female headed households tend to have lower incomes than other household types. Additionally, a large percentage of families with a female head indicate a strong need for day care facilities and other social services. Bridgeport had 179 families in 1990 that were headed by a female. This was a significant reduction (seventeen percent) since 1980, while the County and the State indicated an increase of eight percent and eighteen percent, respectively, during the last decade. CHART 4C OF FEMALE -HEADED HOUSEHOLDS 140% 12.0% - f 10 0% 8.0% 6.0% 4.0% 2.0% 0.0% 1980 1990 —4—Bridgeport —GI—Clarksburg —6—Harrison County -f— West Virginia The City of Bridgeport, West Virginia Page 4-4 Comprehensive Plan Housing TABLE 4.3 FEMALE -HEADED HOUSEHOLDS 1980 1990 % CHANGE 1980-1990 Bridgeport 216 179 -17.1% Clarksburg N/A 1,013 NA Harrison County 2,754 2,981 8.2% West Virginia 62,308 73,527 18.0% 'NA" indicates not available 3. Housing Units The following section examines trends for housing units as well as their occupancy pattern. Since 1980, the total number of housing units in the City of Bridgeport has increased by 272 units, which represents a net increase of approximately eleven percent in available units. An increase in the number of housing units is a positive economic indicator. Harrison County experienced a small percentage loss (approximately one percent) during the same period. The loss of available units may indicate that structures are being abandoned or demolished. The loss of units from the housing stock could also be a result of an adaptive use of residential structures to non-residential uses. TABLE 4.4 TOTAL HOUSING UNITS HOUSING UNrrs 1970 1980 % CHANGE 1970-1980 1990 % CHANGE 1980-1990 Bridgeport 1,565 2,501 59.8% 2,773 10.9% Clarksburg 10,881 10,053 -0.3% 9,245 -8.0% Harrison County 26,119 30,196 15.6 29,988 -0.7 West Virginia 597,266 747,992 25.2% 781,295 4.5% :::i.:.;Cl:.'L:w-%iaV]Ja is Lb..4i'.�1�''�+.:� '.:2:v. �e0 The City of Bridgeport, West Virginia Page 4-5 Comprehensive Plan Housing 4. Vacancy Vacant structures and lots can be both a positive and negative influence in a neighborhood. Dilapidated houses and buildings are a blighting factor if left to deteriorate, but on the other hand, some abandoned houses can be rehabilitated, and vacant lots can be used to construct new housing units. Vacant housing in the City represented four percent of all units in 1990. Between 1980 and 1990, the number of vacant units in the City of Clarksburg doubled in actual numbers, while the total number of units declined. During the same period, the total number of units in Harrison County declined, while the number of vacant units increased in actual numbers. The percentage of vacant units in the County and State is much higher (ten percent and twelve percent respectively) than in Bridgeport. Bridgeport's housing is influenced by the age, physical condition, and demand for housing in the area. CHART 4D % of vacant units 14 HOUSING UNIT VACANCY 12, 10 - 8 a 6- 4- 0 1970 1980 1990 —410,-- Bridgeport —0—Clarksburg —its- Harrison County -*-West Virginia TABLE 4.5 HOUSING UNIT VACANCY HOUSING UNITS TOTAL UNITS OCCUPIED UNITS VACANT UNITS r VACANT UNITS Bridgeport 1970 1,565 1,518 45 2.9% 1980 2,501 2,410 91 3.6% 1990 2,773 2,667 106 3.8% --TOT The City of Bridgeport, West Virginia Page 4-6 Comprehensive Plan Housing ROUSING UNITS TOTAL UNITS OCCUPIED UNITS VACANT UNITS % VACANT UNITS 1995 NA 2,710 NA NA Clarksburg 1970 10,081 9,360 721 7.1% 1980 10,053 9,371 682 6.8% 1990 9,245 7,950 1,295 14.0% Harrison County 1970 26,119 26,119 0 0% 1980 30,196 28,434 1,762 5.8% 1990 29,988 27,009 2,979 9.9% West Virginia 1970 579,266 547,214 50,052 8.4% 1980 747,992 686,311 61,681 8.2% 1990 781,295 688,577 92,738 11.9% "NA" indicates not available 5. Tenure The existence of a large percentage of owner -occupied housing is a stabilizing element for a neighborhood. The perception is that, in general, homeowners take better care of their property and have more incentive to participate in the community because they have more at stake in terms of property values and personal investment. The percentage of owner -occupied homes in Bridgeport remained constant at eighty-one percent since 1980, which is slightly above the County and State average of approximately seventy-five percent in 1990. When the percentage of owner -occupied housing is this high, housing opportunities for families of low and moderate income are restricted. The City of Bridgeport, West Virginia Page 4-7 Comprehensive Plan Housing TABLE 4.6 TENURE HOUSING UNITS TOTAL OCCUPANCY OWNER OCCUPANCY % OF TOTAL OCCUPANCY RENTER OCCUPANCY % OF TOTAL OCCUPANCY Bridgeport 1970 NA NA NA NA NA 1980 2,243 1,816 81.0% 427 19.0% 1990 2,667 2,157 80.9% 510 19.1% Clarksburg 1970 10,583 5,362 50.7% 5,221 49.3% 1980 9,371 5,559 59.3% 3,812 40.7% 1990 7,950 5,015 63.1% 2,935 36.9% Harrison County 1970 24,290 16,771 69.0% 7,519 31.0% 1980 28,434 20,732 72.9% 7,702 27.1% 1990 27,009 19,996 74.0% 7,013 26.0% West Virginia 1970 547,214 376,767 68.9% 170,447 31.1% 1980 686,311 504,921 73.6% 181,390 26.4% 1990 664,542 497,121 74.8% 167,421 25.2% `NA indicates not available 6. Units in Structure In terms of large scale, multifamily rental unit facilities, Bridgeport has only six: Williarnburg Apartments, Eastgate Arms, Olive Garden Apartments, Venture Apartment Complex, Hall Valley, and Worthington Place. None of these complexes have the recreational amenities (swimming pool, tennis courts, or weight room) that are desired by young apartment dwellers. 7. Housing Stock A windshield survey and housing analysis was conducted to identify the general patterns of deteriorating housing and, in some cases, commercial structures, so that declining areas could be targeted for assistance. Several observations are The City of Bridgeport, West Virginia Page 4-8 Comprehensive Plan Housing pertinent to the housing condition survey. All building structures were inventoried in the City's housing study, of which approximately eighty percent were in excellent condition. Excellent structures are those that need no repair (cosmetic or structural), and where normal maintenance is evident. Approximately ten percent of the building structures were noted as acceptable. These structures required only cosmetic repairs (painting, cracked windows, or broken screens that need replacement), and no structural repairs are necessary. A negligible percentage of units are substandard (deteriorating structures that require structural as well as cosmetic repairs --a sagging front porch, cracks in the foundation, or missing windows or door frames). In addition, there were also several commercial and residential properties in questionable condition that were located in various parts of the City. B. Neighborhood Analysis Overall, there are many desirable qualities to the Bridgeport area's single-family neighborhoods. Most housing is in good condition. The high price range of the units reflects the sound construction, architectural quality, and location. Few incompatible uses are present within the existing neighborhoods. In most cases, residents enjoy a feeling of seclusion and, at the same time, convenience to major transportation routes. In the past decade, new homes have been built in almost all of the area's nine neighborhoods. This strongly attests to the attractiveness of the Bridgeport area for residential purposes. At the same time, there are a few problem areas. Many of these derive from the fact that the living areas were developed decades ago under different development standards that exist today. This has lead to the following problems: Junk cars and appliances were spotted on lots. However, no neighborhood was noted to have an excessive concentration of these nuisances. ► Some vacant lots were noted as being used as neighborhood dumping sites. The following profiles identify neighborhoods in Bridgeport and describe the major characteristics of each. The neighborhoods will be referred to at various points throughout this Plan. Neighborhood 1 is bound by Main Street on the north, South Virginia Avenue on the west, and the City limits on the east. This residential area consists of mostly single The City of Bridgeport, West Virginia Page 4-9 Comprehensive Plan Housing family homes, with the exception of some business activity along Main Street. There also exists a small section of mobile homes located on Grand Avenue. Housing characteristics indicate an older, more historic neighborhood than any other in the City. The majority of the houses date from 1920 to 1940. The area consists of two play lots, one of which is located on the former site of the Bridgeport Middle School, and the other is located on the All Saints Catholic Church grounds. Neighborhood 2 is bordered by East Main Street on the south (connecting to Philadelphia Avenue), Worthington Drive on the west, the City limits on the north, and Route 73 on the east. This is primarily a single family residential section with some scattered commercial activity in the east. This neighborhood also contains many of Bridgeport's multifamily housing units. The majority of housing in this area dates from 1920 to 1940, with the exception being the northern portions of Worthington Drive, Pennsylvania Avenue, Willis Avenue, and Lawman Avenue, where most houses were built from 1960 to the present. The majority of the area contains the older established residences. Recently, Olive Street has become a feeder route from Route 73 to the interior of Bridgeport. Lawman Avenue, Pennsylvania Avenue, and Olive Street carry much automobile traffic, creating hazardous conditions for pedestrian travel. Worthington Drive serves as a direct route to the Simpson Elementary School. Neighborhood 2 has inadequate recreational space for the residential populous of the area. Simpson Elementary does contain two small playgrounds for young children. Neighborhood 3 is bordered by Simpson Creek and the railroad on the south and west. The north boundary is closely related to Philadelphia Avenue and the east boundary is considered to be near the intersection of Main Street and First Street. This is a residential section, with the exception being businesses found on the north side and south side of Main Street. The majority of housing was built between 1930 and 1950. Some older houses can be found on Virginia Avenue. This neighborhood has immediate access to the Benedum Civic Center and recreational facilities provided by the Bridgeport schools located on Johnson Avenue. Neighborhood 4 is bound on the south by Johnson Avenue running east to intersect with Philadelphia Avenue, on the east by Worthington Drive, on the north by the City limits, and on the west by Long Street and Shannon Road. This is also a residential neighborhood dominated by single family homes. The majority of homes were constructed between 1940 and 1960 with some more recent development to the north. Residents in this neighborhood enjoy the benefits of living near Compton Park. Citizens living in the southern portion of this area can send their children to play at Simpson Elementary School's facilities. s The City of Bridgeport, West Virginia Page 4-10 Comprehensive Pion Housing Neighborhood 5 is bound by Simpson Creek on the south, Bridgeport City limits to the north, and I-79 to the west, and Long Street to the east. Units in this neighborhood were constructed between 1950 to about 1970. This area was also the first in Bridgeport to experience what developers refer to as large scale tract development. Many of the homes are exclusive and in the higher price range. The main road in this neighborhood is Johnson Avenue. Johnson Avenue is a feeder route from I-79 to the interior of Bridgeport. This route is also used by pedestrians, joggers, and bicyclists of all ages, thereby creating hazards for both motorists and pedestrians. Most of the residents of this area use Bridgeport's school recreation complex on Johnson Avenue. Neighborhood 6 is loosely bound by the City limits on the south, Route 58 intersecting with Simpson Creek on the east, Simpson Creek on the north, and the Lodgeville area on the west. This area is mainly commercial with scattered residential development. The Twin Oaks residential section dates from 1950 to 1970. The Lodgeville section dates from 1930 to 1950. Commercial development along Route 50 characterizes this area. There are no recreation facilities in Neighborhood 6. It is mainly a commercial area with the exception of the Twin Oaks and Lodgeville sections. Neighborhood 7 is bound by Route 50 on the south, the airport on the east, and Route 73 on the west. This is mainly a residential section of two large mobile home parks. This area was built up from 1930 to 1950. There are no recreational facilities in this study area. This area is on the outskirts of the City, making access to recreational facilities difficult for pedestrians. Neighborhood 8 is basically a rural section located south of the Bridgeport City limits. It includes the Route 26 corridor and a section of Route 58. This section of Bridgeport was developed between 1930 and 1950. Since that period, a mixture of housing types was developed on the east side of Route 26. There is a public park at Hinkle and Deegan Lakes which adequately serves area residents as well as other residents in the corporate bounds of Bridgeport. This area consists of three upscale residential subdivisions which have flourished since the late 1980s and early 1990s. These include the majority of the higher priced single family homes. These subdivisions include Rosewood Heights, South Hills Farms, and Briarwood. Also located in the area is Timberbrook, an upscale townhouse development. The City of Bridgeport, West Virginia Page 4-12 Comprehensive Plan Housing IV. CONCEPT in order to improve existing housing conditions, the following salient features must be taken into consideration: A. Emphasize those measures that contributed to an orderly infill process; B. Protect, rehabilitate, and improve the existing neighborhoods and communities through code enforcement and neighborhood conservation programs. C. Utilize urban design principles to encourage the beautification of existing and future development, to improve community appearance, and to develop effective screening and buffering between conflicting adjacent land uses. In addition, the Plan relies on the constructive actions of private developers, citizens' associations, and individuals to provide and preserve quality living areas. V. RECOMMENDATIONS A. Housing Design 1. The community should develop educational guidelines to assist property owners in making design decisions that are appropriate for older structures. 2. The City must ensure that appropriate recreational amenities, such as swimming pools, clubhouses, weight rooms, and tennis courts, are provided in residential developments. 3. In order to create a better sense of local identity, neighborhood design should go beyond meeting market demand for certain types of housing and the minimal requirements of the zoning and subdivision regulations. 4. Existing neighborhoods can be enhanced by bolstering their identity. This can be accomplished by providing more usable social space, new public facilities, concentrated commercial areas, and visual enhancements. All of these improvements and amenities can be planned into new projects. The City of Bridgeport, West Virginia Page 4-13 Comprehensive Plan Housing htiii9niF"` ___ kr Enhancements, such as landscaped entrances, are effective neighborhood identifiers. 5. A mixture of housing styles should be required in new subdivisions. Identical houses should not be located next to each other or across the street from each other. This should be implemented via conditions placed on subdivision approvals and in comprehensive design zone applications. 6. In order to avoid a continuation of "cookie -cutter" development patterns, the use of a comprehensive design zones is strongly encouraged. 7. No inftll development should be of a significantly higher density than that which surrounds it. Access to higher -density residential areas should not occur through lower -density residential areas. 8. Some developments are distinct enclaves within the overall development pattern which typifies most of an area. These neighborhoods tend to have a distinct identity. This enclave characteristic has occurred because there are limited street connections to the development, and no street accommodates through -traffic from one development to the other. A disadvantage is that people must travel around and not through the enclaves. However, the advantage of preserving a strong identity for these neighborhoods far outweighs the disadvantage. Hence, it is recommended that no street connections be made to or between developments which would destroy this enclave status. :s�:'ra."' c —'-..•:T:: s.: s..Y_..:..w..., �.•.,•,�..., ^nrsn.-•�• ..,:. :.:�:... rr,•:,�s.:x;.w..:._ rv- ...;....... .;< v -•••• •••w • .;`'a'' .py.^. ••' ,rr ` ., .' ...- ,.: __ The City of Bridgeport, West Virginia Page 4-14 Comprehensive Plan Housing 9. A mixture of housing types should be required in large subdivisions. Attached housing, detached housing, and multifamily housing should be promoted in Bridgeport. Promoting a wide range of housing types is essential to Bridgeport. 10. Housing options for the elderly should include owner -occupied units as well as rental properties. B. Housing Financing 1. Homeowners who are physically or financially incapable of maintaining their homes and yards (elderly, handicapped, and fixed or low-income owners) should be assisted by the community. Forgiveness, low interest loan programs, or volunteer assistance should be pursued for targeted areas. The City should first identify relevant State and County programs, prior to pursuing national organizations that assist local communities to develop and implement programs. 2. In order to assist first time home buyers, partnerships between the City's financial institutions and community representatives are recommended. This partnership should design specific programs that meet local needs. County and State programs should also be explored. The City of Bridgeport, West Virginia Page 4-15 Comprehensive Plan Housing C. Marketing 1. In order to attract new residents a promotional packet should be prepared by the City to include a neighborhood profile of demographics, housing stock, local stores, and public services, as well as local, civic, and business organizations. 2. This material should be distributed to prospective homeowners and realtors in the area. D. Design Guidelines for Existing Neighborhoods Design guidelines, when properly prepared and effectively followed, enhance the visual appeal of the .physical environment. When properly drafted and implemented, design guidelines can preserve open space, preserve character, improve circulation, define spaces, and coordinate growth and expansion. I. Infi11 construction and additions should complement the existing neighborhood character. 2. Develop guidelines which must be followed to assist property owners in making design decisions that are appropriate in older neighborhoods. E. Design Guidelines for New Neighborhoods 1. Require developers to create public common space, such as squares or landmark settings, to emphasize a strong sense of community in the design of neighborhoods. 2. Encourage use of small grids within neighborhoods instead of numerous dead-end cul-de-sacs to improve circulation, impart a sense of organization of the public environment, and highlight public uses. 3. Encourage better connections between neighborhoods as well as to a central community focus or commercial center by providing pedestrian paths, greenspace links, and orientation of streets to a common focus to increase the sense of community. The City of Bridgeport, West Virginia Page 4-16 Comprehensive Plan Housing Home -to -home relationships across a busy street or highway .. 3 a la"Ibb,en should give way to roadside clusters around a shared court. 4. Revise the zoning text of residential districts to permit opportunities to design at higher densities. Zoning amendments may include reducing frontyard setbacks, requiring that architectural forms be consistent with the existing topography, landscaping of parking lots, and requiring public landscaping based on more formalized designs within rights -of -way. 5. Establish design standards for multifamily units and single family attached units to set them within the local network of "streets" rather than parking lots. Discourage large common parking lots in front of units along streets and disperse parking to small lots at the side and rear of units. 6. Emphasize preservation of existing landscape resources. Houses on wooded lots are always in high demand. The City of Bridgeport, West Virginia Page 4-17 Comprehensive Plan Housing 7. Encourage the use of public space as the focal point (meeting place) within neighborhoods. 8. Guidelines should include regulations which ensure appropriate road widths and stormwater management practices. 9. Provide a street tree planting program with guidelines and maintenance practices. Information should be provided to homeowners about the value of trees in an urban environment. F Code Enforcement 1. Special exception applications for day care centers, professional offices, and private recreational activities should be carefully scrutinized for their impact on the surrounding neighborhood. 2. Strong civic associations are encouraged. The expectations of the community are a power influence upon how well a community is maintained. Without a strong civic association, there is no vehicle for the wishes of the community to be expressed. Further, civic associations can act as complainants to government agencies about poorly maintained properties. This removes the burden from neighbors who may refrain from filing complaints- for fear of starting neighborhood feuds. 3. Pruning of mature trees in street rights -of -way should be done as sparingly as possible in order to preserve the screening function of the trees against overhead electric lines. 9502700R.908 ;,.. .: . .........-......�*�x.,....;,-s:.... .. •^"`:^`YS^:^"oF,,.. ...,:a'.!:,.:.,-.- .ra�:!r!� ;r*,;:�• r.*ate::;:--.tic. wt:.kwi�:i,:ibc.axe....rta.�a.,'�.p-.:+.:�-i:�;w:.:i.,iW;zas.wrr,; `:,aiGv;✓.:- -as�nr-.:azw•'�---r- utiicv .c�i,C3 The City of Bridgeport, West Virginia Page 4-18 Community Facilities I. OVERVIEW Community facilities are an integral part of the physical structure of a community. They influence the community's appearance and livability. Their availability and adequacy are also a measure of the quality and desirability of a community. For the purpose of this comprehensive planning process, community facilities include all properties and buildings owned by, and providing a service to, the City of Bridgeport. These facilities can be grouped into six general categories: (A) Parks and Recreation Facilities, (B) Schools, (C) Public Buildings, (D) Fire and Rescue, (E) Police Protection, and (F) Health Services. The following sections detail the'current status of each of these community resources and, in some cases, their projected need. II. GOALS & OBJECTIVES Goal: Provide the needed community facilities, including schools, libraries, City Hall, police, fire and rescue, health facilities, and services with attention given to specific user groups. Objective: Provide and maintain facilities and programs that are safe, accessible, and meet the needs and preferences of the community without unnecessary duplication. III. COMMUNITY FACILITY CATEGORIES A. Parks and Recreation 1. Background and Basic Issues A distinction must be made between planning for parks and recreation and planning for open space. Open space is necessary to adequately accommodate and plan for parks and recreation. At the same time, open space is also required for the protection of environmental and landscape resources. Parks and recreation are often lumped together with open space as if all three were interchangeable aspects of the same service to the public. The fact of the matter is parks, recreation, and open spaces are not interchangeable aspects of the same service to the public. Open space acquired to protect existing environmental and landscape resources may not be suitable for any extensive or intensive recreation The City of Bridgeport, West Virginia Page 5-1 Comprehensive Plan Community Facilities maw facilities. The recreation potential of such areas may be limited to very low key or passive activities such as hiking or nature studies. As a result, there is a no more challenging phase of the Comprehensive Plan than to plan for parks. So much appreciated when available, yet so often spurned on referendum or neglected in budgeting, parks and recreation present a challenge to community leadership and community planning. The physical and mental well-being of everyone derives benefit from any form of recreation, be it reading a book or climbing a mountain. The restoration and refreshment of body and mind is an "added bonus" of recreation,. which is otherwise enjoyed for pleasure and social activity. Recreation requires adequate facilities based on analysis of needs and long-term planning to acquire and develop sites and to structure programs. In this sense, it is similar to other public services such as libraries or police and fire. However, providing recreation is much more complicated than providing many other public services. First of all, recreation facilities often require extensive land acquisitions. Athletic fields are measured in acres not square feet, and different recreation uses (e.g., baseball fields, soccer fields, or tennis courts) cannot be superimposed on the same physical space in the way a library or senior activity center can share the same building with other uses. Also, some recreation must be accessible to children at school sites or within their neighborhoods. A good deal of decentralization and duplication of facilities (tot -lots and ball fields especially) is thus needed to maintain good levels of service, thereby reducing the need for transportation and professional supervision. 2. Elements of a Park System Parks serve a three -fold purpose: (1) they provide facilities for outdoor recreation, (2) they enable historic and scenic values in the community to be preserved, and (3) they permit property poorly adapted for urban purposes, by virtue of their steepness or poor drainage, to be protected from a harmful private use. The first of these purposes is the most widely accepted. All types of people of all ages have different recreational demands. For the toddler, the back yard is adequate, for small children, the elementary school should provide a large measure of needed recreational facilities. Young people in junior and senior high The City of Bridgeport, West Virginia Page 5-2 Comprehensive Plan Community Facilities school are interested in a wide variety of recreational activities often requiring large areas for such games as baseball, basketball, football, soccer, and tennis. For adults, a diversified recreational program is necessary consisting of both organized and unorganized programs with small and large spaces required. Following is a brief discussion of the four main types of parks that comprise the modern system together with recreational areas of special significance. a. Small Parks Small parks, containing four acres or less, can be valuable assets in a heavily populated section of a city. Such areas may provide some space for active recreation, but serve mainly an ornamental function and should be well landscaped and maintained for this purpose. The number of small ornamental parks should be relatively low since their value is in their location and appearance rather than in their use. Furthermore, maintenance cost is high. Such parks are often developed and maintained privately by churches or civic organizations. b. Neighborhood Parks The neighborhood park is a relatively small area of about five to ten acres used for passive and active recreation for all ages. As these parks serve roughly the same area as the elementary school, it is very desirable that they adjoin the school ground and that the improvements of both areas be coordinated. The neighborhood "park school" complex should comprise ten to fifteen acres or more and provide facilities for all -season indoor and outdoor education and recreation activities. By using both the elementary school building and the park area during the entire year, a wide range of play facilities can be provided for the school children, and social events can be planned for the entire neighborhood. The school and park should serve approximately a one-half mile radius and should be the focal point of the neighborhood. sTrl The City of Bridgeport, West Virginia Page 5-3 Comprehensive Plan Community Facilities c. dGI� ccri tri i 'r 5 P1 ar E Svl vrI G}^ Sat fier 0;1 opt -5-Face /Ac- visuld pcli.s-F. path+ (- el 1r -Sn. F,1cfi,5- Le i is . Playfields 12S-5. JZi • 1 wr With increasing interest in competitive games and sports, there is a growing need for playfields where practically the entire area can be intensely used for competitive games. Where possible, these should adjoin the high school grounds, but in some instances, they can be located in a portion of a neighborhood or community park. Adequate parking and spectator seating must be provided to accommodate people who may travel considerable distances to reach these areas and for those who want to watch others participate. Such athletic fields, fully developed with all type of facilities, may often occupy as much as forty acres. x,:w r`^S,cA rr. m747,; -,Z1 "^2'^"- r::•.Srt• - • �:p^..t ..a: t`??^: : „oc ti: :ac+n.:c.;;4:::-•;..••::,ctc;t>•:.^.�-»:t� �� �Sa`..,,...�e:.�:;�vw:a::.•�:�..:;c -�'.:�.zar::�.•-,«.:�;v;.'c'•.a-,cw:�c.:zxaw�c:�w�...�.a.xacac., x -;wwia.....a...^:'�.rwsa::,s.+•.::;::;.�&:.w.a.-.`w•.L:..;.i The City of Bridgeport, West Virginia Page 5-4 Comprehensive Plan Community Facilities d. Community Parks The Deegan -Hinkle Lake Park provides visitors with plenty of enjoyment. In addition to the three types of facilities written above, there is need for large parks which serve an entire city. These areas are normally ten to thirty acres in size and are selected because of their topography and physical advantages. Location on lakes and rivers are especially desirable, as are areas containing rugged topography and heavily wooded sections. These parks need not be located within a city, but should be conveniently accessible to most of the urban population. While some of the large parks might be improved with public golf courses and other facilities for active recreation, the major part of the area should be maintained in its natural state to afford opportunities for picnicking, walking, riding, boating, and various types of passive recreation. The Cray of Bridgeport, West Virginia Page 5-5 Comprehensive Plan Community Facilities CI 1+.} PaA MC5 Thy• lcxniervi un 54 7v� rIECn 16nQl rnEFc1• Frt0 d Ut Ed ,71 a -I- £ oil in CA „ M Uhl; !sus -15 `-ssE. co, illIC1u -4E LA no -4 at' ubl« c - - w, pI aces- G fac t fi 4�S (.4 4i S Z�[S -5dir.71.1 an es, .F:c Q Ga j (2L� c rIi CA ppc CU fn1 yli•51-Dn 4GZn.�/btGUeLS 1 E s, diurwt, S+c 3. Other Park and Open Space Possibilities There are several important types of recreational areas in addition to those described above. The protection of major drainage courses and streams has, in recent years, assumed increasing importance. Soil erosion and water pollution may occur if these drainage courses are subjected to encroachment by uncontrolled development. These drainage courses may also serve as the alignments for placement of sewer interceptor lines, thus the public has a doubly important interest in keeping them free of private development. By keeping them in their almost natural state, such linear parks can provide havens for wildlife, hiking, and, in general, offer a pleasant contrast in the midst of the urban scene. Land which is also unbuildable, because of rugged slopes or marshy conditions, can also provide permanent open space in a community. In the Bridgeport area, outdoor recreational opportunities are varied. As the City grows, those areas which offer advantages as open spaces should be preserved as part of the parks° system. Special recreation facilities can then be developed in accordance with a detailed park plan. Other areas would remain in a natural state. The City of Bridgeport, West Virginia Page 5-6 Comprehensive Plan Community Facilities The three most significant recreational facilities operated by any city are playgrounds, swimming pools, and indoor recreation centers. Playgrounds provide the most basic level of service and are the foundation of the local recreation system. Other facilities such as basketball courts, tennis courts, and ball fields are usually provided in conjunction with one of the three facilities. The City of Bridgeport has developed and maintained public parks and recreational facilities. With the growth of the City, the demand for active and passive recreational areas will continue to grow. The following sections describe the existing facilities. 4. Existing Parks and Recreation Facilities Parks and recreational facilities in Bridgeport include facilities owned by the City, private organizations, and the Board of Education. With the population growth of the City, the demand for active and passive recreational areas will continue to increase. This section describes the existing facilities. The City of Bridgeport has developed and maintained two park sites that may be classified as public parks and recreation facilities. The City of Bridgeport owns and operates these facilities through its Parks and Recreation Department. The Deegan -Hinkle Lake Park is located southeast of the Deegan and Hinkle Lakes, which comprises the Bridgeport Reservoir. The facility includes four lighted tennis courts, a play area, a picnic shelter, a boat launching area, fishing, and picnic areas. Compton Park is located on John Calvin Drive. The facilities include a picnic shelter, basketball court, a multipurpose court with a ball wall, a timberform play center and tot lot, a seven station fitness trail, and restroom facilities accessible to the handicapped. Other recreation facilities in the City include four baseball fields, two indoor basketball courts, one outdoor basketball court, one community center. two fishing lakes, one golf course, six movie theaters, one roller skating rink, one outdoor swimming pool, six lighted tennis courts, and two indoor spas. A bowling alley lies outside the City limits, closer to Clarksburg, and it provides recreational activities on a regional level. .. M s . !!M'Sni7::::i` k..•.x .. .._.. .. n ,X 'KS+>:•:j ^ !;C"......^^!!mq+rm+.e..+ ,wnvrip.r...ir..... :14s�FiL•'M.�.>i»]Nf6rir+.18.(h.:4ML15Bb.+WiG04.1��{.Mh:4bn%ii�4' l?.i?Xi.' �, u'.i{4:4% vL. :: iLiv :{ iF1Kv.}�.i4%i•>:iMiji�i The City of Bridgeport, West Virginia Page 5-7 Comprehensive Plan Community Facilities .:.ali®tL4:.•:i�kfti-. __ _ _ _ ':.1:.:{.} +w. .env. }......r. �. ': K.Ss.s�: •:.v :. w .::.i:. v t ..r„r,. .i:]: Currently, a new City park is under construction. The park is located directly behind Bridgeport High School on the west side of Simpson Creek, and is about thirty acres. The new park will include two shelters, restrooms, picnic area, two athletic fields for soccer and football use, two little league baseball fields, walking trails, and an amphitheater for holding small concerts and events. The park will be constructed in three phases. A small trail system exists along the banks of Simpson Creek. The trail runs from the Benedum Civic Center to an area behind the Bridgeport High School. The new City park will be connected, via trail system, to the Simpson Creek trail. 5. Board of Education Recreational Facilities The City's schools supply many of Bridgeport's recreational outlets. Bridgeport High School offers many amenities to the City. Facilities include a full size gymnasium with a basketball court, weight room, a playground, one football - soccer field, a little league field which is lighted, a practice football field, three baseball fields, and an auditorium which seats 500 people. The high school gives community groups a place to gather, hold seminars, sponsor tournaments, and practice a variety of events. For example, Wheeling Symphony, consisting of 1,000 to 1,200 members, uses the athletic fields to practice; the Clarksburg Arts Center uses the auditorium in the summer months; West Virginia University holds night school in several classrooms; and a variety of tournaments and competitions are played on all of the athletic fields. In addition, the Sheriff's Department and City Police use the weight room for tests, and the Harrison County Parent Educator Resource Center provides seminars for people with physically and/or mentally challenged family members or friends. Bridgeport Middle School offers one gymnasium and one small auditorium for approximately eighty people, one softball field, and two soccer fields for students ten years old and younger age groups. Harrison County Board of Education uses several classrooms during evening hours for training and staff development. A walking trail which encompasses both Bridgeport Middle and Bridgeport High is also used by many individuals who reside within close proximity of the schools. Simpson Elementary and Johnson Elementary Schools both contain playgrounds that are used by children throughout the year. Although Johnson Elementary contains two multi -purpose rooms, it is not used by any community groups. The City of Bridgeport, West Virginia Page 5-8 Comprehensive Plan Community Facilities 6. Concept Standards for public recreational facilities are flexible and may be readily adjusted to fit the needs of the community. They provide general criteria which are useful in developing a comprehensive recreational system and an understanding of the types of areas and facilities needed. The table provides a summary of the various types of public recreation facilities and recommended standards based on population TABLE 5.1 STANDARDS FOR RECREATIONAL FACILITIES ACTIVITY/FACILITY POPULATION PER FACILITY No. OF EXISTING FACILITIES IN BRIDGEPORT SURPLUS/ DEFICIT MAXIMUM TRAVELLING DISTANCE Indoor Recreation 1/50,000 0 -1 Basketball Courts 1/5,000 4 +2 1 mile Tennis Courts 1/2,000 6 +1 1 mile Volleyball 1/5,000 2 --- Softball/Baseball Fields 1/5,000 5 +3 1 mile Soccer 1/10,000 3 +2 Playgrounds 1/5,000 3 1-1 0.5 mile Football Fields 1/20,000 3 +2 Field Hockey 1/20,000 2 +1 Swimming Pool 1/20,000 1 --- Source: Standards by Recreation. Park and Open Space Standards & Guidelines, a Publication of the National Recreation and Parks Association, 1987. 7. Recommendations a. Encourage the joint use of sites for schools and other facilities (indoor swimming pool and indoor recreation centers), where public facilities and recreation can appropriately share such locations by the implementation of joint site development and programming. CUi.Y: AG9vw'": The City of Bridgeport, West Virginia Page 5-9 Comprehensive Plan Community Facilities 6. Concept Standards for public recreational facilities are flexible and may be readily adjusted to fit the needs of the community. They provide general criteria which are useful in developing a comprehensive recreational system and an understanding of the types of areas and facilities needed. The table provides a summary of the various types of public recreation facilities and recommended standards based on population TABLE 5.1 STANDARDS FOR RECREATIONAL FACILITIES ACTIVITY/FACILITY POPULATION PER FACILITY No. OF EXISTING FACILITIES IN BRIDGEPORT SURPLUS/ DEFICIT MAXLMUM TRAVELLING DISTANCE Indoor Recreation 1/50,000 0 -1 Basketball Courts 1/5,000 4 +2 1 mile Tennis Courts 1/2,000 6 + 1 1 mile Volleyball 1/5,000 -_2 --- Softball/Baseball Fields 1/5,000 5 ±3 1 mile Soccer 1/10,000 3 +2 Playgrounds 1/5,000 3 +1 0.5 mile Football Fields 1/20,000 3 +2 Field Hockey 1/20,000 2 +1 Swimming Pool 1/20,000 1 --- Source: Standards by Recreation, Park and Open Space Standards & Guidelines, a Publication of the National Recreation and Parks Association. 1987. 7. Recommendations a. Encourage the joint use of sites for schools and other facilities (indoor swimming pool and indoor recreation centers), where public facilities and recreation can appropriately share such locations by the implementation of joint site development and programming. ., mow, :,,Z'n The City of Bridgeport, West Virginia Page 5-9 Comprehensive Plan Community Facilities b. Locate future schools so that they can relate to both their neighborhood and to their future reuse potential (schools in the open space areas o1 planned employment centers could potentially be converted to office/commercial uses) in the future. c. Deegan -Hinkle Lake Park must provide restrooms as well as active and passive recreational uses. d. Park facilities should satisfy the requirements of the Americans with Disabilities Act. e. The Department of Parks and Recreation should assist volunteer groups to secure funding to start programs where appropriate. f. A study should be done to link all trails to a unified system with direct access to commercial centers, residential neighborhoods, and other important City nodes. g. B. Schools Staff from the Department of Parks and Recreation should inspect all park facilities in the planning area and develop a priority list of facilitie and equipment that need to be upgraded, maintained, or replaced. 1. Background & Basic Issues Public schools are an important criteria in deciding where a family should purchase a home. The future of Bridgeport is closely linked to the condition of the prevailing educational system. In terms of community development, the expanded use of public buildings for community -related activities are effective in establishing the school as a "central place". This would result in a greater participation of neighborhood residents that affect the public school system. The City of Bridgeport, West Virginia Page 5-10 Comprehensive Plan Community Facilities Simpsom Elementary School, located near the Downtown area, could serve as one such "central place." The Harrison County Board of Education administers the educational system in Bridgeport. Thus, the expansion of these facilities will require working closely with the County Board of Education. Currently, Bridgeport has four schools, which offer classes for students from kindergarten through twelfth grade. Vocational education courses are also offered within the County. Private schools, from grade kindergarten through high school, and several daycare/preschool establishments are located within the area. Johnson and Simpson Elementary Schools are located in Bridgeport and offer activities such as math field day, spelling bees, civic oration contests, athletic field days, reading Olympics, hoop shoot contests, art contests, the Harrison County Board of Education School Fair, and other educational and extracurricular activities. The following table indicates the change in school enrollment over the last four years. TABLE 5.2 SCHOOL ENROLLMENT SCHOOL 1990 1992 1994 Simpson 570 4'27 372 Johnson 582 572 572 *Bridgeport Middle 700 667 654 Bridgeport Senior High 450 510 830 Figures reflect enrollment at the former Bndgeport Middle School located on Newton Ave. 4 . � M1✓::.:'.::."':}�::•'.°�.yR:'.^-xn.'..�lPY.4:.^^fV`n-h1i:.+mr...n...?F.�.;"'_.1^::v..;^M..r,.ir{x9!..wvX.vnwe3: �.:ir.:ri4!C �'-.-'!!�:•:W. n4.?+F.`,.��' .w5i �ww3v'.i4iwSS:::rG::. X.• AF.:L]6�wb:.:.:.w±u'r:4_.]�?'i.4Y+iiiiw'iti•:iry::s:.i..iwi��iK�Y)1.%i:..'Y:..�4YbK••.+s•s�h� The City of Bridgeport, West Virginia Page 5-11 Comprehensive Plan Community Facilities Bridgeport Middle School was recently opened in April 1994. The new facility boasts one full size gymnasium, one lecture room, which seats eighty students, and several playing fields. The former location of Bridgeport Middle, which is located on Newton Avenue, now remains vacant. This site has a great potential for an adaptive reuse. Discussions with the Harrison County Board of Education are encouraged and should be fostered. Bridgeport should study the feasibility of acquiring this abandoned building. Bridgeport High School became accredited in 1910 and has an enrollment of approximately 700 students. This figure is increasing every year. The high school consists of grades nine though twelve. The school offers sports programs and extracurricular clubs, emphasizing academics, community service, school support, and hobbies. In 1994, the Harrison County Board of Education submitted a request for money to expand Bridgeport High School. The proposed project, under the School Building Authority, argued that because of the unprecedented economic growth, coupled with an upsurge in both the housing market and residential development, Bridgeport High needed an addition twelve classrooms and renovations of three existing classroom/labs. It is projected that enrollment for the entire Bridgeport area in the year 2003-2004 will be 26.2 % higher than it was during the 1993-94 school year. In addition, since 1985, Bridgeport area enrollment increased by 14.1%, while enrollment in the County decreased by 9.0%. TABLE 5.3 CONSTRUCTION ACTIVITY SCHOOL DATE OF ORIGINAL CONSTRUCTION DATE OF ADDITIONS SITE SIZE (ACRES) TOTAL CLASSROOMS GRADES HOUSED Johnson Elementary (located on Johnson Ave.) 1950 1952, 1953, 1063, 1967 5.00 21 K-5 Simpson Elementary (located on Worthington 1909 1968, 1973 1.50 19 K-5 Ave.) Bridgeport Middle (located on Johnson Ave.) 1994 NA 10.00 40 6-8 Bridgeport Senior High (located on Johnson Ave.) 1963 NA 31.00 28 9-12 NA" indicates not applicable. ,-.;,:x::.mx.:..r.;<,.;rox-;....a:a:sx..g7ET. Ai:liki:'-": \vJ -V'a :. 'S.Yr. wY.:wfiiuSii •.: •.•V:•• •...••.:,,,, •r6ww. r:-.. The City of Bridgeport, West Virginia Page 5-12 Comprehensive Plan Community Facilities The Bridgeport community is served by six degree -granting colleges and a private business college. Extension courses are offered locally by West Virginia University, Fairmont State College, West Virginia Wesleyan College, and Salem College. The Benedum Civic Center offers special classes in a variety of subjects throughout the year. Most of these institutions are of higher learning and are within commuting distance. TABLE 5.4 COLLEGES WITHIN REGION DISTANCE (IN MILES) INSTITUTION Salem Extension 5 Salem College 17 Fairmont State (Clarksburg Ext.) West Virginia University 40 Alderson Braudus 18 West Virginia Wesleyan 30 Fairmont State (Main Campus) 20 2. Concept Standards used to determine the need for additional public school space are derived from enrollment, existing and funded facilities, and existing and funded capacities. 3. Recommendations a. Encourage Harrison County to do a "higher education " needs study, with respect to existing programs offered in the County and areas nearby. b. Schools and education have been discussed at some length because of their critical relationship to growth and development. However, many of the recommendations made with regard to school facilities apply in principle to many other public services. The City of Bridgeport, West Virginia Page 5-13 Comprehensive Plan Community Facilities �. ....n - �.. ._. :.<ca+.ur... ...:;.y�;:i:�r:.;;-�:.:. r_. i:`..i:,a..y::. \;.;: id;:. :i_::':v:+'F,.tv:t:i"ii4Vv:"ii'`u`-•v`: ifii::�>:;:: c. Reinforce and strengthen relationships between schools and businesses to create internship programs and enable local students to find jobs in the area. d. An indoor recreation center/community center should be developed as an adaptive reuse for the former Bridgeport Middle School building. e. Before building any new facilities, it must be ensured that the existing facilities are put to their maximum use. C. Public Buildings 1. Background & Basic Issues Public buildings can bring a sense of purpose and civic pride to what night otherwise be a strictly commercial or strictly residential context. Their symbolic and social significance can be greatly increased by locating them within or near public spaces that provide both a dignified setting for such buildings and their own form of community enhancement. Growth of population in Bridgeport will be accompanied by increasing demands for new and augmented public services and requirements for increased public building space. The location of the buildings required to meet future needs should be determined in accordance with sound planning principles. Public buildings fall into two general categories, depending on the service they provide. The first category includes centrally located buildings which provide services for an entire urban area or region, such as the municipal building, public library, and central fire station. The second category is comprised of buildings that are distributed throughout an urban area or region to serve specialized needs of more or less immediate surroundings. Elementary schools and playgrounds are perhaps the most obvious example of this category. No absolute criteria can be established to determine the need for public buildings and their proper location, but there are certain factors which should be considered, including convenient location, adequate site, relation of buildings with respect to each other, relation to commercial development, and relation to traffic and parking. Relation to overall elements of the Comprehensive Plan and to unique features of an area The City of Bridgeport, West Virginia Page 5-14 1995 COMPREHENSIVE PLAN CITY OF BRIDGEPORT WEST VIRGINIA EXISTING COMMUNITY FACILITIES • . GRAPHIC SCALE IIIIII1IIIIII JOU ,lIIll[, IIIHkIllIItL IIIIItIJIIIIIllHIIIIIIIII I MOP O LLo MO Lego .00l SCALE rtooa WHITNEY. BAILEY, cox AND MAONANI IRS • DIVILOPOlNI CONSUL/ANTS SAIIWDOUI, WO • FIRE STATION RECREATIONAL FACILITY SWIMMING POOL POST OFFICE FUNERAL HOME / CEMETARY Comprehensive Plan Community Facilities ztaaM also enter into equation. Facilities which are commonly centralized may warrant dispersed locations in order to overcome difficulties with topography or man- made barriers. Public buildings represent a considerable investment of public funds. Once constructed, they should provide good service for at least fifty years, sometimes longer. Because of this, provision for flexibility and for enlargement of public buildings should be a major consideration in their location. Provision for future enlargement of a building can be anticipated by skillful layout and design of the original building. Provision for future enlargement also depends on a building site of ample size to permit later expansion. Initial purchase of available vacant land well in advance of need may prove to be far less costly than having to acquire adjoining built-up parcels when the need for expansion becomes compelling. Investment in public buildings are too great for hasty and ill-considered judgement as to their location. Public buildings frequently do not benefit from commercial property values. A wide scattering of public buildings is often detrimental to the public interest and may have a very limited advantage to the immediate area in which the buildings are placed. The selection of sites for public buildings should be the joint responsibility of the City Council, the financing agency, and the agency or department head responsible for the conduct of the function for which the building is designed. Often the Planning Commission can make the more valid location decision, viewing the problem in the broad framework of the Comprehensive Plan, supposedly less hampered by political pressures and less influenced by narrow occupational prejudices. Many communities find it advantageous to group the public buildings in a civic center arrangement. Such an arrangement of important public buildings may thus become a symbol of civic interest and cultural attainment of the citizens of a community. These public buildings should be located in close relationship to each other at the fringe of the business district in a park -like setting on a block basis. When such a plan is followed, it contributes to public convenience, improves efficiency and economy in government affairs, and enhances the appearance of the community. The City of Bridgeport, West Virginia Page 5-16 Comprehensive Plan Community Facilities '=_s��a� �:-•'tihv:.•s...:.:::va•:.�ca�v,:�...:::rxis�`<r.;?:,::::is�.:.�.,_�:+`.'.'•:`•.'.'�-���c,`�tk'C+.:; �_:::z�W 2. Public Buildings a. Benedum Civic Center The Civic Center consists of a 5,000 square foot facility in Downtown Bridgeport. It houses the City's Parks and Recreation Department. The Civic Center also contains meeting rooms, kitchen, offices, lounges, an auditorium, and stage. The auditorium can seat up to 150 people. The center also contained a swimming pool that was replaced in 1987 with a twenty-five meter "Z" shaped pool and bathhouse. The pool is the most frequently used recreation facility within the City. Adjacent to the pool are two of the six City -owned tennis courts (lighted) and a concession stand. The center includes a picnic area with a charcoal grill, horseshoe pits, two volleyball courts, and a lighted basketball court. The Benedum Civic Center brings a strong sense of purpose and civic pride to Bridgeport. b. Library Bridgeport Public Library, located at 1200 Johnson Avenue, contains approximately 63,000 volumes and has the highest circulation rate in the State of West Virginia. The City of Bridgeport, West Virginia Page 5-17 Comprehensive Plan Community Facilities c. City Hall The present City Hall, located at 156 Thompson Drive, sits next to the police department. The old City Hall, located next to the fire station, was incorporated in the Fire Department's recent expansion. d. Post Office The Post Office is located at 205 S. Virginia Avenue next to the Foodland Shopping center. The facility, consisting of about 4800 square feet, was built in 1960 and is in need of additional floor space. Parking is also limited for employees and customers. A new facade and remodeling of the Post Office is to occur in the near future. It is anticipated that the remodeling will give employees more office space. 3. Concept The factors to be considered in determining the adequacy of existing facilities and services include circulation date, number of staff, collection size, adequacy of meeting issues, community size, and collection enlargement potential. 4. Recommendations a. Encourage expanded dialogue between the citizens and local librarians to ensure an adequate selection of materials in the public library. b. Work with the County to ensure the location of future libraries on the basis of functional service areas, largely based on accessibility and considering the interests of future as well as current citizens. c. Reinforce relationships with Clarksburg's postal service in order to coordinate fast and efficient delivery of the mail. D. Fire and Rescue 1. Background and Basic Issues The City of Bridgeport maintains its own Fire Department and Emergency Squad. They are manned by both volunteer and paid personnel. The area is also served by other area tire departments and the Harrison County Emergency Squad The City of Bridgeport, West Virginia Page 5-18 Comprehensive Plan Community Facilities when the need arises. The Fire Department is located on Route 50 (Main Street) and consists of ten full-time and two part-time employees, and forty volunteers. The fire station recently expanded in June 1994, adding on an additional 11,000 square feet. Currently, the upstairs addition is unfinished. The total area of the Fire Company is roughly 32,00 square feet. 4=7 - The recently expanded fire station is a handsome addition to the Downtown atmosphere. The Fire Department's service area includes all areas within the City limits. A few residential areas located outside of the city limits, such as Maple Lake and Lakeland Terrace, also rely on Bridgeport's Fire Department. Anmoore and Clarksburg Fire Companies serve areas west of Bridgeport. No response times were available from the Bridgeport Fire Company, however, at the present time, the Fire Company has the appropriate equipment and personnel to serve the City. The most critical emergencies are those that involve fire and rescue teams to enter U.S. Route 50 and head west toward 1-79 during rush hour traffic. This traffic congestion places unnecessary time constraints on these critical emergencies. The City of Bridgeport, West Virginia Page 5-19 Comprehensive Plan Community Facilities 2. Concept A well equipped fire department is one of the basic requirements for a city. The spatial distribution of fire stations is extremely important because of the relationship between the response time and the protection of people and property. The ideal spacing of stations depends on various factors such as the type of activities occurring in the area, traffic congestion, the fire resistancy of buildings and the intensity of development 3. Recommendations a. When the ambulance corps and fire department consider expansion, or relocation, the site and building design should . complement the community fabric. The Bridgeport Fire Department is encouraged to meet with community leaders and residents to discuss their physical design plans to ensure their facilities fit harmoniously within the community. b. Study traffic light patterns along U.S. Route 50 to determine if traffic congestion can be reduced. c. Consider the need for an additional substation in the western portion of the City. C. Police Protection 1. Background & Basic Issues The Police Department for the City of Bridgeport, located at 156 Thompson Drive consists of twenty-three employees, including personnel. With the recent addition of three new officers, police surveillance is considered adequate. 2. Concept The provision of adequate police facilities should be coordinated with new developments where land is already heavily committed to existing uses, additional and/or replacement police facilities should be provided when the need arises and funds become available. The need for new police facilities is determined by the facility's capacity and increase in watch load. If a new facility is needed, the implementation guidelines must be used to determine an appropriate location. •a< «k:ws...cu«aa�,,.;,aw.:::- Cm.c-• ',::, •: w The City of Bridgeport, West Virginia Page 5-20 Comprehensive Plan Community Facilities ' tia,er ,-. .. ,, �:ti �_.. -�� ..� . c..: � , :. , .: . i.c.:z�a�i;M1 . �:..ao- a... -� •,.�.a.zecC�a.ii;y,•.. ..'c. -six'sc::" . 3. Recommendations a. Close cooperation is required between the City government, County government, and residents to fight crime. High crime areas and land uses traditionally associated with crime areas should be targeted for intensive prevention programs and innovative patrol strategies. Community policing, bicycle patrols, victim assistance, street watch, court watch programs, and Code Enforcement Teams should be considered by the City Police Department and County Sheriff's Office. In addition, innovative patrol strategies have application beyond high crime rates. Bicycle patrols can be initiated in alleyways and along trails. F. Health Services r. Background & Basic Issues The City of Bridgeport is served by the Medbrook Medical Center, built in the late 1980s, and located at 1370 Johnson Avenue. The building area is approximately 15,000 to 20,000 square feet. The existing parking layout prohibits any future expansion. This facility offers urgent care, x-ray, mammography, a full range of laboratory testing facilities, occupational health consultants, flu vaccinations, and sports medicine rehabilitation services. Standards for the provisions of health related services are used to monitor how private and publicly funded health facilities meet the needs of local residents, based on facilities and staff needed to serve the residents. 2. Concept Standards for the provision of health related services are used to monitor how privately and publicly funded health facilities meet the need of local residents based on the staff & facilities. 3. Recommendations a. The health care need of Bridgeport residents should be closely monitored to ensure continued adequacy. M The City of Bridgeport, West Virginia Page 5-21 Comprehensive Plan Cotntnunity Facilities 9vr b. At this time, there is no projected need for health care facilities, and, accordingly, the Plan has no recommendation. ?a_wn,..ii -v.h .a-.si:6:s �&-':w:v.,..,. ,,.:•isi:::<-' su:�i;. � '� :.:y.. a•�eia`� The City: of Bridgeport, West Virginia Page 5-22 Historic Preservation I. OVERVIEW The focus of historic preservation is twofold. First, it should provide the residents an appreciation of the history of their community by identifying and preserving structures that symbolize the cultural, educational, and architectural legacy that should be maintained and enriched for future generations. Second, historic preservation should offer, through public and private sector cooperation, the preservation and adaptation of historic properties for a variety of social needs, including housing, education, jobs, and community development. II. GOALS & OBJECTIVES Goal: Enhance the quality of life through the preservation of designated historic resources which are significant for their historical architectural, archaeological, and cultural value. Objective: Respect historic values and preserve historic sites and buildings that represent period architecture or the history of Bridgeport. Objective: Encourage restoration and continued use of historic properties through zoning incentives, loan and grant programs, and public and private cooperation, Objective: Ensure appropriate zoning adjacent to historic properties. Objective: Encourage the organization of community -based historic preservation organizations to advocate and support neighborhood preservation projects and the establishment of historic districts. Objective: Encourage the establishment of historic districts in areas which can benefit from the special recognition and protection offered by design controls. Objective: Promote neighborhood preservation activities that will increase residents' pride in community history and tradition. Objective: Support preservation projects that will encourage private investment on surrounding properties. The City of Bridgeport, West Virginia Page 6-1 Comprehensive Plan Historic Preservation III. BACKGROUND AND BASIC ISSUES The following sites, bridges, and homes have been identified as historical/significant sites for their age, architectural appearance, and local historical relevance. These landmarks are a link between present day development, and the heritage that made it possible, and has helped Bridgeport retain a graceful charm. A. Governor Joseph Johnson House, Oakdale Oakdale, built in the mid -19th century, moved and remodeled in 1890 by Joseph Johnson, is of Colonial and Federal architecture. The house is located at the intersection of Oakdale and Maple Streets. This home is important to Bridgeport's heritage, not only for its age, but also for the man who resided in the home for many years, Joseph Johnson. He was a prominent townsman of his time and served on the Virginia Assembly for many terms. Joseph Johnson, the only governor of Virginia to come from the territory west of the Allegheny Mountains (West Virginia), served from 1851 to 1856. This house is on the National Register of Historic Places. B. Benedum House The Benedum House was built in the Dutch Colonial style in 1908 by Gordon Late. The house was purchased by Michael Benedum in 1920. Mr. Benedum built the Bridgeport Civic Center, bought land for the fire department building, built the Methodist Episcopal Church, donated money for the construction of the St. Mary's Hospital in Clarksburg (now demolished) and, after his death, the Benedum House became city property. With the money from the sale of the house (to private owners), the City built the Bridgeport City Hall. The Benedum House is located on the corner of Philadelphia and Worthington. C. Dr. Davis House The Dr. Davis House was built in approximately 1895, in the Italianate style. The great age of this house makes it noteworthy for preservation. The Dr. Davis House is located on East Main Street. D. William Johnson House The William Johnson House was built in 1840 by William Johnson (brother of Gov. J. Johnson). The house is of Federal style. This type of architectural structure was popular • The City of Bridgeport, West Virginia Page 6-2 Comprehensive Plan Historic Preservation Aarameaseem in the pre -civil war era. This is the oldest house in the corporate limits of Bridgeport. The William Johnson House is located on the corner of Main Street and Virginia Avenue. E. Faris Manor Faris Manor was built in the early 19th century by George T. Faris. This home is historically significant because of its age and style. It is a 19th century farm house with rubble stone walls. Faris Manor is located 1.5 miles from Hinkle Lake on the Davisson Run Road. Faris Manor is on the National Register of Historic Places. F. Bow String Bridge The Bow String Bridge was built in 1916 and declared a landmark in Bridgeport by the Historic American Engineering Record. It was built by Frank D. McEnteer, who was responsible for advancing technology of reinforced concrete and bridge building. This rare concrete Bow String Bridge is one of the first of its kind to be built in West Virginia. The Bow String Bridge is approximately fifty yards upstream where Virginia Avenue is crossed by Simpson Creek. G. Covered Bridge The W.T. Law Bridge was built in 1881 by A.S. Hugill. As of 1972, only eighteen covered bridges remained standing, compared to the fact that in 1954 over fifty were still in existence. Three covered bridges are located in Harrison County. The W.T. Law Bridge is located outside the Bridgeport City limits. Covered bridges, such as the one in the Bridgeport vicinity, should be given consideration for preservation, not only because they are of unique design, but also due to their increasing scarcity. This particular bridge adds historical and aesthetic value to the community of Bridgeport. The City of Bridgeport, West Virginia Page 6-3 Comprehensive Plan Historic Preservation The preservation of this unique bridge has greatly enhanced the historic splendor of the area. TABLE 6.1 INVENTORY OF HISTORIC RESOURCES NAME LOCATION STATUS Gov. Joseph Johnson House Oakdale St. & Maple St. National Register of Historic Places Benedum House Philadelphia St. & Worthington St. Historic Site Dr, Davis House E. Main Street Historic Site William Johnson House Main St. & Virginia St. Historic Site Faris Manor Davisson Run Road National Register of Historic Places Covered Bridge Johnson Avenue & Simpson Creek Historic Site Bow String Bridge Virginia Ave. & Simpson Creek Historic American Engineering Record Gawthrop House Rte 73 Historic Site Wilkinson House Newton St. & Orchard St. Historic Site Downtown US Rte 50 from Virginia Ave. to Rte 73 Proposed Resource Grand Avenue Neighborhood Grand Ave. & Bartlett Ave. Proposed Resource The City of Bridgeport, West Virginia Page 6-4 Comprehensive Plan Historic Preservation IV. CONCEPT The preservation of neighborhoods, individual buildings, and older commercial centers begin with their identification and survey. Often these properties, or areas, project a negative community image because of their age and neglect. Not until their historical or architectural significance is revealed are they seen as important community assets. In Bridgeport, a number of significant buildings have been identified, surveyed, and given some measure of protection by designating the structures as Historic Sites. The following constitute the basic historic preservation issues in Bridgeport: Protection of the designated Historic Sites: Three of the sites previously identified are placed on some sort of National Historic preservation record to ensure their existence for generations to come. Several of the other sites mentioned could be placed on the National Register of Historic Places with very little time and effort. Placing the Bow String Bridge on the Historic American Engineering Record has safeguarded it from demolition, while providing a unique feature to Bridgeport. Only one site, the Dr. Davis House, has been used as an adaptive use project. The house has been converted into an attractive real estate office. Although tax incentives and grant monies are available for re -use projects such as the Dr. Davis House, the property does not take advantage of these opportunities. Appropriate adaptive uses of historic properties should be encouraged to protect these sites from increasing development pressures. Some sites are severely impacted by incompatible land uses or require assistance for necessary maintenance and repairs. The City of Bridgeport, West Virginia Page 6-5 Comprehensive Plan Historic Preservation w•Y'.si-il.v'u'v..w'�v' 41.1'ilv'wi�v iu''.L"a :»I.:y 'iw The Dr. Davis House has been protected by the adaptive re -use of the house as a real estate office. B. Conservation of older communities: The older communities within the area have unique histories that can be used to promote historic preservation activities that address housing quality and other community improvement efforts. C. Historic preservation as a stimulant for commercial revitalization: the concentration of historic properties and the varied history of Bridgeport and Harrison County can provide a unique historic identity for the area. A strategy to capitalize on these assets to attract a wider retail customer market is the challenge for Bridgeport. V. RECOMMENDATIONS A. Site Specific Recommendations Adjacent commercial uses should be screened. Refuse collection facilities should be located on the side or rear of buildings and should be screened as well. Screening should be done with a combination of landscaping and fencing designed to create an attractive transitional buffer to highlight historic properties. Any improvement of adjacent commercial property should be consistent with the following standards: 1. Views and vistas should be preserved and enhanced. 2. Site design should contribute to maintaining an attractive approach to Bridgeport's historic places. :":?;.':s«s�'s'? ,+�'p°,,;.s'�e;s�,"�i��'�."'�.•w''w?v�::�^:.�3�v: .::xtr{',�n-,.#�•�' <»a:� ii�ik:'�. The City of Bridgeport, West Virginia Page 6-6 Comprehensive Plan Historic Preservation 3. New structures adjacent to historic houses should not overwhelm these historic resources. 4. Any new development or remodeling that occurs in historic houses should complement the historic architecture of the original structure. 5. The parking, storage, and service areas should be unobtrusive and appropriately screened from public view. 6. Directional signs to historic sites should not overwhelm the approach or detract from the site. 7. Bridgeport should develop a comprehensive Main Street revitalization program that would stimulate economic development, with the promotion and conservation of the City's historic resources as key components. The Main Street area should encompass the commercial corridors of U.S. Route 50 from Virginia Avenue to Route 73. 8. Public improvements should be made to promote easy and safe access between the Main Street, the historic properties, the parks and the commercial core. This should include special attention to crosswalks, street lighting, signs, sidewalks and street furniture. B. General Recommendations 1. Create an oral history program to record recollections of older residents. 2. Develop a media campaign with articles and stories, including preservation, local history, and architecture. 3. Use local schools and civic groups to assist in the maintenance of historic sites. 4. Create an audio-visual packet and a curriculum guide for teachers on the historic and architectural landmarks in the area. 5. Consider designating areas of older housing stock as conservation districts. 6. Create financing programs to stabilize and upgrade historically and culturally significant areas. t z acs :ny , - : ; b;. <{: <. < The City of Bridgeport, West Virginia Page 6-7 Comprehensive Plan Historic Preservation 7. The Bridgeport municipal government should sponsor and initiate a Main Street program for Bridgeport and pursue affiliation with the State and National Trust programs. 8. Proposals for development of properties abutting historic resources should ensure that the land use or new construction does not detract from the architectural characteristics and environmental setting of the historic resource. Sensitive and innovative site design techniques such as careful siting of new buildings, variation in orientation, roof shape, the use of building materials that respect those of the historic resource, landscaping, and open space should be incorporated into the proposal to minimize any adverse impacts to the resource. 9. Public facilities should be designed to minimize adverse impacts on historic resources. 10. Archeologtical sites should remain undisturbed. If development is to occur, the National Park Service Standards for Archeological Survey and Mitigation should be used. 11. Preservation efforts should be designed to encourage additional investment in the surrounding area. 12. Public improvements should be designed to relate to the existing historic properties and early events of the City and should stimulate the local economy. 13. Historic preservation information should be used as educational and promotional material to highlight the positive aspects of the older neighborhoods in the planning area. 14. Interpretive plaques about the history of certain areas, historic properties, or archeological features should be encouraged as part of development approvals. 15. The use of special exception provisions for the Adaptive Use of Historic Sites must be investigated. This procedure allows the adaptive use of designated Historic Sites for certain residential or low -intensity commercial purposes not normally allowed in a particular zone. 16. Financial institutions within the County should make a commitment to invest in neighborhood preservation programs. Programs should be initiated by banks to The City of Bridgeport, West Virginia Page 6-8 Comprehensive Plan Historic Preservation actively pursue applicants for rehabilitation loans in the older residential neighborhoods in the planning area. 17. In order for the recommendations to have an impact, the City government, community residents, preservation organizations, and the business and financial community must work together. Different segments of these groups must take the initiative and responsibility for undertaking an action to start the implementation process. Where a municipal government has overall responsibility of an area it can take the initiative to monitor the progress of the recommendations. The proposed implementation measure are shown in Table 6.2. TABLE 6.2 PROPOSED HISTORIC PRESERVATION IMPLEMENTATION MEASURES Actions ttespansibiity • rime Frame Interpretive Signs Community request to City Council N-NCPPC yearly public hearing Develop Building Design Standards City of Bridgeport Short range - Aid to Municipalities Request Annual Historic Festival City of Bridgeport Continuation of 250th Anniversary work Promote Adaptive Use and Tax Incentive Model Historic Preservation Commission Long range Lending institutions commitment to neighborhood conservation Community coalitions using Community Reinvestment Act Short range Bridgeport Main Street Designation Bridgeport Local Development Corporation. Short range Promote National Main Street Center City of Bridgeport Short range The National Trust for Historic Preservation operates the National Main Street Center which offers a number of training programs and technical services to communities. The West Virginia Department of Housing and Community Development also has a Main Street Designation Program. The State program recognizes and provides special assistance to communities actively working to develop and maintain the economic and historic character of their Main Street areas. The Ciro of Bridgeport, West Virginia Page 6-9 Comprehensive Plan Historic Preservation '� � ht ..r� �at:s�`viY. rxrt'i4'.•ruf J j;iv':''h.1.:�.:.-•r'?;.�i:i.':n. ..Yii�iilk:u:N:u.�. r.....i�`w� National Register of Historic Places: The Federal Government provides some protection from the impact of federally funded projects for properties listed in the National Register. 95Q2700R.910 The City of Bridgeport, West Virginia Page 6-10 0 Transportation I. OVERVIEW This chapter analyzes the existing transportation services within the City of Bridgeport in order to identify the opportunities and liabilities in the existing City service area. The main purpose of addressing transportation issues in a Comprehensive Plan is to provide a safe, efficient, and convenient multi -modal transportation system which recognizes the current needs of the community, provides for future travel demand, and supports compatible land uses within the City of Bridgeport. Transportation planning should be closely coordinated with the planning of future land uses. An evaluation of the existing transportation system includes two primary areas of analysis. First, the available capacity of the transportation service must be examined, and secondly, one must determine the extent to which the improvements create new development opportunities. A transportation system that optimizes mobility, safety, and compatibility within the context of environmental sensitivity and community development is a necessary component of any planned development scenario. Furthermore, all thoroughfares should link compatible or complementary land uses and act as buffers to separate incompatible uses. II. GOALS & OBJECTIVES Goal: Provide a safe, efficient, and effective transportation and circulation system which will maximize accessibility and the movement of people and goods in the area. Objective: Ensure that road and street design accommodates planned community development objectives while conveying traffic in a safe, fast, and efficient manner. Objective: Objective: Identify vehicular/pedestrian conflicts and parking problems in the Downtown. Develop and implement road and street designs which are of appropriate scale and capacity to serve long-range traffic demands, while respecting the environment and scale of the community. Objective: Increase the use of transit and nonmotorized modes of transportation. The City of Bridgeport, West Virginia Page 7-1 Comprehensive Plan Transportation III. BACKGROUND AND BASIC ISSUES A. Existing Services The existing services include rail, bus, truck, freight, and airport facilities. Bridgeport does not contain a rail terminal, but is only minutes away from Downtown Clarksburg, which is served by passenger rail service operated by AMTRAK. This line connects Cincinnati and Washington D.C. Clarksburg is served by Greyhound. The CENTRA Bus provides local transit between Bridgeport and Clarksburg. CENTRA has eighteen stops at four locations. Local bus service in Harrison County is provided by the Central West Virginia Transit Authority (CENTRA). Truck lines include Bartlett Services, Dillie Motor Freight, George Transfer, H&W Trucking, Q.K. Trucking, Overnight Transportation, and the Yellow Line. Parcel services to the City of Bridgeport include Emery Worldwide, Federal Express, Go -For -It, Pony Express, Purolator Courier, United Parcel Service (UPS), U.S. Postal Service, and RPS (Roadway Package Systems). The Benedum Airport, which owns approximately 400 acres of land fee simple and approximately 250 acres in easements, is located on the eastern part of the City and is served by a commuter air service which provides regular commercial flights to Washington D.C. and Pittsburgh. U.S. Air Express flies to both Pittsburgh and National Airport in Washington, D.C. KCI Aviation is a charter service of Continental U.S. and also offers maintenance and pilot training. The Benedum Airport facility includes a runway length of 5,280 feet. Plans are currently underway to improve the airport and lengthen the runway to 7,001 feet. Other recent additions include the new National Guard Hangar. This facility has a minimum of five aircrafts stationed at this location at all times. This facility is used to train pilots in upgraded aircraft procedures. Approximately 200 pilots attend the graduate level flying courses per year. Annual traffic includes nearly 40,000 passengers and 67,000 aircraft movements. Air cargo services, as well as charter services, are available. The Pittsburgh International Airport, with non-stop service to Europe and a multiple listing of passenger and freight carriers, is approximately one hundred miles from the region. T3" sate..:.: ice" a�>:::;ar .-- a::3'.: ".�'.w.}rr;•�N^.,��;. k. The City of Bridgeport, West Virginia Page 7-2 Comprehensive Plan Transportation B. Highway System Classification A functional classification of roads defines the process by which all roads and streets are identified relative to how they efficiently channelize and convey traffic within a road network. The hierarchy of roads relates directly to travel distance and volume. A road and street network serves as an access to property and for travel between destinations. The primary role of each road, or functional classification, is determined by whether it is providing access to property or mobility. The City of Bridgeport is served by several categories of roads and highways. Various types of streets have specific purposes, depending upon the volume of traffic, physical characteristics of the street, location, and the type of development they serve. They include: • Principal Arterial • Minor Arterial • Major Collector • Minor Collector A principal arterial links major centers of activity of a metropolitan area. Its primary function is for mobility and carries a high proportion of trips through the area. It is not intended to provide direct access to individual properties along its path and such service should be purely incidental to the primary function of the road for use of through traffic. Examples of principal arterials include Interstate 79, which serves the City and connects it directly to Fairmont and Lost Creek. It also provides access to Charleston, Morgantown, the State of Pennsylvania, and U.S. Route 50, which serves as a regional connector running east -west, connecting to Interstate 77 and 81. Interstate 79 and U.S. Route 50 serve as principal arterials directly into Bridgeport. Principal routes such as U.S. Route 50 are not pedestrian -friendly and pose severe safety hazards when other streets intersect Route 50 in the downtown. -r; . ..y -«ta!�.:;.,.;.x�-.�rur.�x-: h:..:. �,:=s.�'`=:;y... t,'y".:. �;.:>•.':""ri'i;;`;`"�:.;5."•.�•r;�"....w.,,w��:",,:��w' The City of Bridgeport, West Virginia Page 7-3 Comprehensive Plan Transportation + _. .1.. .•.G.uLu."Y:'-1i1 s�i1:Y'iuif.:d.G%.e:. /A:�:{ U.S. Route 50 is the principal arterial leading into Bridgeport; however, major steps need to be taken to eliminate safety hazards. The next level includes the minor arterials, which connect with and augment the principal arterial. Minor arterials provide a lower level of travel and trip length as compared to the principal arterial and serve intra-community continuity. Its primary function is mobility and it may provide limited access to major community centers along its path. Minor arterials in the Bridgeport area include Johnson Avenue (State Route 24) from Interstate 79 to Philadelphia Avenue, Philadelphia Avenue from Johnson Avenue (State Route 24) to Virginia Avenue (State Route 58), and North Virginia Avenue (State Route 58) to U.S. Route 50. This intersection of Virginia Avenue and U.S. Route 50 is, perhaps, the largest contributor to the traffic back-ups that are experienced in Bridgeport. Route 73, from U.S. Route 50 to Interstate 79, also serves as a minor arterial route. Major collectors provide access to abutting land and circulation within neighborhoods and business areas. These streets serve residential, commercial, and industrial areas by collecting and distributing trips from local streets and channelizing these trips into arterials for reaching their final destination. Major collectors with the City include Philadelphia Avenue from Virginia Avenue to Johnson Avenue to 1-79, Virginia Avenue to Main Street, Virginia Avenue south of U.S. Route 50 and down to Route 58, Grand Avenue from 5th Street to 3rd Street. The areas of 5th Street and 3rd Street that connect Grand Avenue to U.S. Route 50 are also a part of this major collector system. Other major collectors include James Street and Hall Street, Stout Street to Philadelphia Avenue, Olive Street to Route 73, Worthington Drive to Philadelphia Avenue, and Pennsylvania Avenue from Olive Street to U.S. Route 50. Many people are discovering that Olive Street is a useful corridor to bypass Main Street. The City of Bridgeport, West Virginia Page 7-4 Comprehensive Plan Transportation TIA `n? EE r5 AND WAYS Minor collectors in the City include Orchard Street, Pennsylvania Avenue north of Olive Street, Lawman Avenue, North Street, Worthington Drive north of Olive Street, Stout Street from the intersection of Olive Street to Pearcy Street, John Calvin Drive, Scott Street, and Long Street. Other minor collectors in the City are Ridgeway Drive, Sherwood Road, and Millbrook Road from Johnson Avenue to Crestview Terrace as well as Crestview Terrace. The small loop from Water Street to Wyatt Street is also considered to be a minor collector. The two loop road systems that serve the new subdivisions along Virginia Avenue also fall into this category. IV. CONCEPT The transportation plan for the City of Bridgeport, while encompassing a variety of modes of transportation, places emphasis on planning for major thoroughfares. The goal of developing an efficient street system, consisting of a few major thoroughfares designed to carry the majority of traffic, has been an essential element of planning for Bridgeport since the earliest planning efforts. An added benefit of efficient handling of traffic on major thoroughfares is the ability to free local streets from the objectionable aspects of heavy traffic. The transportation plan addresses the design, location, character, and capacity of transportation facilities. This element provides the framework by which all transportation related improvements will be compatible with the master -planned organization of land uses. Road and street plans should encourage optimal community development while accommodating transit in a safe, fast, and efficient manner. The transportation network must accommodate the planned pattern of employment and shopping. At the same time, transportation improvements should not be constructed which produce severe and lasting impacts on Bridgeport's stable residential and ],kwcv�xr.uh..:v4Mri.}'C4.vh•s"....fi[nOW-MunxQC "wlu�:CSvSviX:St•. •vi .-arrva:s-r-n JC}a},".- n.•Ti-`�-:'d v:f:�-•.w;.;.:;m5.��.:..,:.d The City of Bridgeport, West Virginia Page 7-5 Comprehensive Plan Transportation commercial areas. Each street improvement should be given careful design attention to ensure compatibility with the scale and quality of Bridgeport. Public awareness and acceptance of a major thoroughfare plan promotes a more satisfactory neighborhood environment. Heavy through -traffic can be a nuisance and a distraction from an otherwise quiet and safe neighborhood. Advance knowledge as to the designation and location of major traffic arteries can result in greater neighborhood stability, in which residents have the assurance that traffic conditions will remain relatively consistent in future years. Whenever a roadway transects a natural landscape form, disruption and/or costly construction is the result. Early knowledge of planned major streets and their locations permits the proper arrangement of other elements of the Comprehensive Plan, including elements of land use and public facilities such as schools, parks, and utility improvements. Thus, both the public as well as private developers must know the future location of streets and highways in order to proceed intelligently with individual project plans. As a part of the Comprehensive Plan, the transportation element contained in this report is not based on the kind of detailed traffic analysis necessary for determination of the specifics of cost and programming. Determination of basic needs, however, and justification for new right-of-way proposals can be in large measure derived from Bridgeport's present thoroughfare plan. With necessary revisions, the Plan can serve as a valuable guide for the general location of the channels which should carry the bulk of the traffic in the planning area. The City of Bridgeport, West Virginia Page 7-6 Comprehensive Plan Transportation =ea..»w�::+»r2.se,.+s,::.asp:.�uY..:tu:�;:siioiva:c•:a-�i'c�xi.,....a.�...:.:c�»:.tt:M• tl:,v.S.. V. RECOMMENDATIONS A. Proposed Thoroughfare Improvements There are a number of improvements needed to optimally serve the Bridgeport area. Among the projects being planned are those improvements which will be constructed in the near future and those improvements which are still in the conceptual stages. For the purpose of this study, both types of transportation improvements will be listed and then later evaluated and prioritized as to their effectiveness in providing the Bridgeport area with a safe and efficient transportation system. One project which will significantly impact the City of Bridgeport is the roadway network system which will help serve the Benedum Airport Expansion. There are three phases of work planned for this area. Phase I is currently under construction. Phase I will provide a better link between U.S. Route 50 and Route 73. The new road will be located east of the Benedum Airport and will essentially eliminate heavy traffic from entering Main Street in an effort to access the U.S. Route 50 and Route 73 intersection which is located in the vicinity of Downtown. 2. Phase I will be located approximately 3,000 feet northeast of West Virginia County Route 73/7 and run in a southerly direction intersecting at West Virginia County Route 50/34. 3. Phase II of the project would consist of a short spur which would provide a logical connection between U.S. Route 50 and Route 73. The proposed road would intersect Phase I and run in a southeasterly direction intersecting U.S. Route 50. Phase II is only in the conceptual stage at this time. 4. Phase III is also in the conceptual stages. This phase would open a major corridor into the Bridgeport area. This route would connect Route 73 to I-79. Phase III will join the intersection of the Phase I and Route 73 junction. The northern section of Phase III would join the FBI and I-79 interchange. This new interchange will prove to be a major corridor which will significantly influence the growth of Bridgeport. Although Phase III is just in the conceptual stage, it is important to note, however, that the I-79/FBI interchange has been redesigned by the West Virginia Department of Transportation to accept a road from the southeast. The City of Bridgeport, West Virginia Page 7-8 Comprehensive Plan Transportation As mentioned previously in this section, Route 73 acts as a minor arterial route serving very heavy traffic volumes in and out of the Bridgeport area. In light of the Benedum Airport expansion and the possible road improvements in the area, major upgrading of Route 73 has recently been proposed. TABLE 7.1 ROAD IMPROVEMENT PROJECTS PROJECT PROJECT Lntitrrs DESCRIPTION STATUS Airport Expansion Phase I Rte. 73 - Rte. 50/34 Airport By-pass Under Construction Airport Expansion Phase II Rte. 50/34 - US Rte. 50 I-79 New Interchange Conceptual Airport Expansion Phase III Rte. 73 - 1-79 Airport By-pass Extension Conceptual Rte. 73 Upgrade Rte. 73 from I-79 to Main Street Road Widening Upgrade Under Review Rte. 50 Upgrade US Rte. 50 from 1-79 to Main Street 1 additional eastbound lane 1 additional westbound lane Under Construction Emily Drive Extension Emily Drive from Rte. 58 to US Rte. 50 Upgrade / Extension Conceptual Neighborhood Drive Upgrade / Extension Small Gravel Road from Rte. 58 to US Rte. 50 Major Upgrade / Improvements Conceptual Johnson Avenue Improvement Johnson Ave. adjacent to Bridgeport High Bus Lane Under Construction Lodgeville Road Upgrade Johnson Ave. to US Rte. 50 Major Upgrade / Improvements, 1-79 By -Pass Under Review 5. Focusing attention to the other major gateway into Bridgeport, the 1-79/U.S. Route 50 Interchange, it is evident that a number of improvements are planned in this area in an effort to promote efficient transportation routes. In an attempt to alleviate traffic congestion in the Downtown along U.S. Route 50, a third lane will be added to both the eastbound and westbound lanes. The additional lanes will taper back into two lanes just before Virginia Avenue, thus essentially causing the same back-ups to occur at this point. It is a well accepted fact that this "improvement" will not remedy the traffic situation on U.S. Route *10 The City of Bridgeport, West Virginia Page 7-9 Comprehensive Plan Transportation 50. This third lane will, however, provide fire and rescue teams quicker access from Downtown to U.S. Route 50. 6. Two conceptual ideas which may lessen traffic on U.S. Route 50 can be found along Route 58 leading to Anmoore. Emily Drive, a small street located just west of the City limits, is being viewed as a road that could lighten traffic volumes on U.S. Route 50. The idea proposes upgrading and extending Emily Drive to connect to U.S. Route 50 as well as Route 58. This concept would provide motorists, who wish to enter I-79 by traveling north on West County Route 26, an option to bypass downtown via Route 58 and Emily Drive. A similar road improvement has also been proposed for the small road located just east of the City limits that intersects U.S. Route 50, across from the Hills Shopping Center. 7. In light of these ideas and the possibility of their construction, Route 58 is planned to be upgraded from the I-79 interchange to Anmoore to West Virginia County Route 26. 8. Examining the northern segment of U.S. Route 50, a critical link which needs to be added to Bridgeport's transportation network, is a connection between Lodgeville Road and Johnson Avenue. Lodgeville Road is a private road which is in poor condition. The City of Bridgeport has applied for a grant from the State to improve the road and link it to U.S. Route 50 and Johnson Avenue in order to create a continuous north -south route which, again, would ease traffic congestion. It has been indicated that the State Department of Highways considers this proposed route a much needed link and that this route will probably become a reality. 9. A bus lane along Johnson Avenue, in front of Bridgeport High School, is also needed. The construction of this lane is going to commence within a short period. Many of these transportation improvements are being planned to lessen traffic volumes on U.S. Route 50 and ultimately revert Main Street back into a minor arterial. This reduction in traffic will create a friendlier downtown environment which will increase pedestrian activity. A map showing all of the above referenced transportation improvements is included in this Plan. Other road improvements have been proposed in the future land use plan. ... .. ......-}Y:3........ .i0. ti1 The City of Bridgeport, West Virginia Page 7-] ] Comprehensive Plan Transportation �:..•v.�„Y .::,;sue ;.., e�_�.,;.r,_....-r:.�.,.,,,:s:�'3:5;�;:as�::t::::��:m'�'�'...�3 These other improvements will ultimately serve newly annexed areas and should be coordinated with future development. B. Existing Thoroughfare Improvements 1. The addition of left turn lanes along Main Street should be carefully considered. The turn lanes should alleviate traffic congestion while at the same time, their quantity and locations should not detract from the small downtown atmosphere. 2. All traffic lights along major thoroughfares should be reviewed as to their effectiveness of regulating traffic flows as well as their inadequacies of promoting major vehicular congestion. 3. Staggering school start-up and ending times of Bridgeport High School, Bridgeport Middle School, and Johnson Elementary School will alleviate traffic congestion on Johnson Avenue. C. Other Improvements 1. In order to ease the flow of automobiles and provide the best parking arrangement, the demand for parking must be estimated, based on the existing capacity, use, and turnover. Since this would require a detailed parking study, it is recommended that additional studies be conducted to resolve this issue. 2. Carpooling, vanpooling, or use of public transportation to places of employment should be encouraged. Alternate modes of transportation should be enhanced. This includes high occupancy vehicle (HOV) facilities, bikeways, and walkways which would ultimately reduce work and non -work trips. The City should aim to increase the auto occupancy rate through aggressive marketing, promotion of rideshare and transit use at all local events, and should encourage employers to adopt plans for increasing the auto occupancy rate. 3. A study should be conducted to determine if there is a need for bicycle facilities (trails, bike lanes on streets), racks, and lockers within the City. The study should determine if citizens would like to commute to work by bicycle. Bike racks and lockers should be provided at designated areas in the City, if such an interest exists. 4. Since the bicycle is used for both transportation and recreational purposes. bicycle facilities should be designed for both uses. It is recommended that a The City of Bridgeport, West Virginia Page 7-12 Comprehensive Plan Transportation study be conducted to develop a hiker -biker trail at the new City park, and the City should investigate linking this park with other destinations throughout the area. Also, identify the important origins and destinations as well as existing pathways and sidewalks. A Rails -to -Trails program should be investigated to link the new City park to other areas in Bridgeport. 5. Safe pedestrian facilities should be provided and any existing obstacles which deter people from walking for short trips must be eliminated, especially where people reside close enough to schools and conveniences that short trips by foot or bike are both feasible and preferable. Important origins and destinations should be identified, taking various groups of individuals (senior citizens, children, and physically disabled) and their needs into consideration. 6. Coordinate future development in such a manner as to promote transit ridership by reviewing new developments for their ability to accommodate buses, requiring that space be reserved for transit stops in major employment and mixed -use centers. 7 Establish a Transit Management Association of local major employers to assist area commuters to locate and utilize the most convenient, fuel -efficient and cost- effective modes of transportation available. 8. Encourage mixed -use developments within the area as a means of internalizing vehicle trips and minimizing traffic impacts on surrounding neighborhoods. 9502700R.904 •;rzc. �.:x- 7r.(47;=:',17. ,:xcc...,.....w: z;:"5.rv`r •:r_.....,...._..."`.' %.• • '::'t'.:... ....:9 The City of Bridgeport, West Virginia Page 7-13 Public Services I. OVERVIEW The provision of an adequate water supply and distribution system, together with facilities for collecting and removing wastes, is a primary factor in the future development of the City of Bridgeport. The location and capacity of water and sewer systems will determine to a large extent the City's direction, size, and rate of growth. The disposal of wastes and control of stormwater runoff is necessary to maintain the environmental quality of the Bridgeport area. The following sections describe Bridgeport's existing systems and future considerations for the provision of the water service, sanitary sewer service, and stormwater management. II. GOALS & OBJECTIVES Goal: Plan and ultimately provide public utilities to current and future residents of the City of Bridgeport. Goal: Objective: Reduce pollution through the proper collection and disposal of refuse. Recognize the inter -agency aspects of programming the future development and expansion of certain water and sewer facilities and services. Objective: Extend the useful life of solid waste facilities by recycling. III. BACKGROUND AND BASIC ISSUES A. Water The water system for the City of Bridgeport was built in 1938 and consisted of a distribution system, storage tanks, a water treatment plant, and a reservoir. New water lines were added between 1938 and 1966 and an additional dam and reservoir were built. Due to increased demand in 1966, new lines were laid from Clarksburg to Bridgeport. A booster station and several new storage tanks were also built at the same time. By 1980, nearly two-thirds of Bridgeport's water demand was supplied by Clarksburg. The water plant was removed from service in November 1994 and the City of Bridgeport currently purchases water from Clarksburg Water Board and Enlarged Hepzibah Public Service District. Recently, the City of Bridgeport bought rights to a new water line near the Saltwell Road exit of Interstate 79. There is a total of nine water storage tanks in the The City of Bridgeport, West Virginia Page 8-1 Comprehensive Plan Public Services Bridgeport area. Two tanks, however, are not in service. They are located at the Meadowbrook Mall and at the end of Ridgeway Drive. Only two of the seven tanks, each of which is capable of carrying one million gallons of water, serve the Bridgeport area. The remaining tanks are used only when the demand for water increases. The following table lists the nine water storage tanks: Table 8.1 Water Tanks and Elevations TANK GALLONS • LOCATION #1 - 1931 110,000 Above Blackwell Street in Shearwood Forest #2 - 1931 110,000 Above Blackwell Street Shearwood Forest #3 - 1961 205,000 Above Blackwell Street Shearwood Forest #4 - 1966 228,000 Above Ridgeway Drive End of Ridgeway #5 - 1966 250,000 Old Route 50 Wonder Bar Hill #6 - 1966 250,000 Old Route 50 Wonder Bar Hill #7 - 1971 250,000 Industrial Park #8 - 1981 200,000 Meadowbrook Mall #9 - 1984 705,000 Behind Kroger's at Eastpointe 1 Total storage when in full capacity = 2,308,000 gallons Source: City of Bridgeport Tentative plans are being made to upgrade the existing water system. The upgrade includes replacing older water lines with new ones. The service area will, however, remain the same. Under this two million dollar upgrade, the three existing water storage tanks, above Blackwell Street, will be taken out of service, leaving only four in operation. It is also proposed that the water storage tank located near the airport be removed and relocated to better serve the new industrial park. Upgrades to the water system are expected to begin in the Spring of 1996. The City of Bridgeport, West Virginia Page 8-2 Comprehensive Plan Public Services 13. Sewer Sewers were first built in 1915 in the City of Bridgeport. Their first and only major sewer program occurred under WPA in the early 1930's. In November 1955, a flat sewer rate of $ 1.00 per month was charged to each water customer. Before 1955, all sewer maintenance was paid for by money drawn from the general fund. Currently, the sewer service ends below Meadowbrook Mall and serves the F.B.I. property. In 1992, the total load consisted of 800,000 gallons and the treatment capacity was 1,500,000 gallons. The facility treats the wastewater by activated sludge oxidation ditches. The City contains fourteen lift stations, six of which were renovated in July 1994. The two areas that are currently not provided with public sewer service include the areas between Route 50 and Route 58, and the area along Barnett Run. There areas operate using a septic tank and drainfield. Currently, plans are being developed to provide sewer service to these areas. Currently, the sewage treatment plan is being upgraded. The peak treatment capacity of the facility has increased from 1,500,000 million gallons to 2,500,000 gallons. Lift stations one through six are also being upgraded. The expected date of completion of these projects is July 1996. C. Stormwater Management In the past, stormwater has not been managed within the City of Bridgeport. However, newly adopted design standards have been required for stormwater management in all new developments. D. Solid Waste Solid Waste is defined as any unwanted or discarded material that is not a liquid or a gas. Various forms of solid waste include garbage produced by households and businesses and waste from mining, oil and natural gas production, and industrial and agricultural activities. Most mining waste is piled near mine sites and pollutes the air. surface water, and groundwater. Most industrial solid waste such as scrap metal, plastics, paper. fly ash removed by air pollution control equipment in industrial and electrical power plants, and sludge from industrial waste treatment is disposed of at the plant site where it is produced. The City of Bridgeport currently uses a landfill site owned and operated by Mid American Waste Systems. The landfill site, Meadowfill, is located approximately 2.5 miles northwest of the Meadowbrook Mall. The land was purchased and converted into •• :.R:,^Fm;�i?.; .:•.: • xw..x,..yXS"Cn...v.•.w.w:'-:iCW:^::;.w.v{'::iwf•:!^Jyr-. .rr.ir.+rp ^Fr.v.,;c.;e.;Mx�ri.;F..:q�.;n.:;.v.;a;.v.; v.:4:•: i:.: i". sve"�.{nM ivY.yi.•?i?:^: giJAav:.,y:. :'+6:.!^'�•)i ~:•:: "u:Gti vi: 7•'"!=l\w.V\`LY:iPT[itiOS:i'Gw}:w:•::Gw�.:••`S:.wh•W;iuiL .�'4::�n1i+.d.-} N.S.w..wnvxv.YL:.:%+...+.......i. .- : .a:v.3xv.:\L:viv..LJii:6 The City of Bridgeport, West Virginia Page 8-5 Comprehensive Plan Public Services Sheu.Wn a landfill in 1992. The claylined landfill is operating and has an estimated life of 33.3 years since its inception. Once this "cell" or landfill has been terminated, a series of new "cells" can be constructed on the same parcel of land. An adequate amount of land has been set aside to handle Bridgeport's solid waste well into the next one hundred years. Simpson Elementary School's in Bridgeport has an active recycling program. Their aluminum can recycling program has proved to be very successful by encouraging students, parents, school employees, and members of the community to participate. The profit is shared by the Department of Parks and Recreation, heads of the recycling center, and the school. During the last three years, the school has recycled approximately 2,000 pounds of aluminum and received cash donations, which enabled it to give approximately $400 to the Ronald McDonald House in Pittsburgh and the House in Morgantown. Classes at Simpson Elementary School also compete to receive free lunches from the Bridgeport Dairy Queen. IV. CONCEPT The design, construction, and operation of water, wastewater, and stormwater utilities are interdependent with existing and projected land uses and population within the designated service area. Facilities must be planned well in advance in order to assure that adequate systems are in place to handle the demands without adverse effects to the environment. V. RECOMMENDATIONS A. A detailed Public Utilities Master Plan must be developed. For the purpose of this study, two time periods should be evaluated to determine potential problem areas and opportunities for integrated and coordinated solutions. The present period will consider existing population and the facilities currently in place and in operation. The future period will take into account population projections through an approximate twenty-year growth period, to the year 2015. This must consider the ultimate build -out potential of all public utilities to serve future demand (both land use and population). 'ir'.v'�>J••. �,..�..�...... y. . t.?��y... v:_....'..�w'i�wvLiv The City of Bridgeport, West Virginia Page 8-6 Comprehensive Plan Public Services Urban service lines As a device to ensure infill and protect open -space lands some municipalities are including as an element of their comprehensive plans a map of urban service lines showing by year the limit to which public services are to be extended. Within the period noted development will not be permitted beyond the designated line. B. All water and sewer treatment systems and collection centers must be maintained and inspected periodically to ensure that adequate services are provided within the current City boundaries. C. Implement a pavement management system to perform the required tasks to get the street system inventoried and loaded into a database. D. The City should continue to provide its active recycling program in schools and hold a recycling workshop periodically to familiarize and educate new recyclers with recycling alternatives and options. 950?700R.903 vrC a:-ua.arav;v:&s�;u:.:a:;ia+;�s�sw:dw;rh.+s.:;3.•+:<s�C,vt:;.S:3:.`.:w.;.�,;4.�treacar:;�w.a:z-:s::;,ibiwa:�:c.:.;:c:.aca�:uJ{�'.e� The City of Bridgeport, West Virginia Page 8-7 Environmentally Sensitive Areas I. OVERVIEW All local jurisdictions should have environmental policies, goals, and objectives in their comprehensive plans. Many jurisdictions have environmental laws and regulations. However, the environmental resources which are subject to local plans and regulations vary from jurisdiction to jurisdiction, as do the purposes of the planning and regulating. This Comprehensive Plan element seeks protection of at least seven basic types of sensitive areas across the City. They are: (1) streams and their buffers; (2) hydrologic flow patterns; (3) habitats of threatened and endangered species; (4) steep slopes; (5) select soils; (6) geological formations; and (7) forests. This element also defines each sensitive area and prescribes the level of protection. This chapter on Environmentally Sensitive Areas discusses why protection of each sensitive area is justified to the extent that it is regulated under the local police power. This chapter makes the connection between disturbance of the environmentally sensitive area and the resulting adverse effects which make its protection a matter of public interest. H. GOALS & OBJECTIVES Goal: Protect and maintain the environmental resources in Bridgeport. Reduce the adverse affects of development on environmental resources. Coordinate efforts between the City and the County to protect environmental resources. Objective: Maintain and enhance water quality in streams, groundwater, and wetlands. Objective: Maintain and enhance water quantity in groundwater aquifers. Objective: Preserve identified habitats of threatened and endangered species. Objective: Preserve contiguous forested areas. Objective: Protect streams and their buffers, minimize flood hazards, provide open space, and provide protection for other environmental resource areas through creative site design. Objective: Implement a coordinated natural resources protection strategy. The City of Bridgeport, West Virginia Page 9-1 Comprehensive Plan Environmentally Sensitive Areas Objective: Objective: Objective: Develop a uniform regulatory and streamlined review process. Develop design standards for construction in and surrounding environmentally sensitive areas, incorporating contemporary techniques and current State and Federal policies and practices. Conserve remaining wooded areas in the City and encourage new plantings in order to enhance community appearance and define spaces and places. BACKGROUND AND BASIC ISSUES The seven types of sensitive areas subject to regulation and protection in the Bridgeport area are: (A) streams and their buffers; (B) hydrologic flow patterns; (C) habitats of threatened and endangered species; (D) steep slopes; (E) select soils; (F) geological formations; and (G) forests. A. Streams and their Buffers 1. Definition Streams are parts of a watercourse, either naturally or artificially created, that contain intermittent or perennial base flow of groundwater origin. Ditches that convey surface runoff exclusively from storm events are not included in this definition. Stream buffers are areas which extend a minimum of one hundred feet from the top of each stream bank along both sides of a stream. 2. Justification for Protection of Streams and their Buffers Streams and their buffers are valuable to people and vital to our natural resources. Streams provide drinking water for local communities and crop - saving irrigation for farmers during droughts. Streams support recreational fishing and serve as spawning areas for commercial fish stock. Streams attract many outdoor enthusiasts such as hunters, bird -watchers, and nature photographers. Without adequate and sustained cooling water in streams and rivers, industries and power plants would pass higher costs on to consumers. Development near stream areas, that are subject to flooding, could result in the loss of life and property. The City of Bridgeport, West Virginia Page 9-2 Comprehensive Plan Environmentally Sensitive Areas Streams and their buffers are home to countless species of animals and plants and transport valuable nutrients, minerals, and vitamins. The floodplains, wetlands, and wooded slopes along streams are very important parts of the stream ecosystem and in many ways determine the diversity and health of a stream. As development activity becomes more intense and consumes larger amounts of land, forests and natural vegetation along streams are diminished. The cumulative loss of large amounts of open space and natural land reduces the ability of remaining land along streams to buffer the effects of such intrusions as high stream flow and pollution. Buffers are a crucial "best management technique" that reduce sediment, nitrogen, phosphorous, and other runoff pollutants by acting as a inter, thus minimizing damage to streams. The effectiveness of buffers depends on their width (which should take into account such factors as contiguous or nearby steep slopes, soil erodibility, and wetlands), the type of vegetation within the buffer (some plants are more effective at nutrient uptake than others), and maintenance of the buffer (natural, unmowed vegetation is preferable). The character of a stream is determined by the soil type, steepness, vegetation, climate, and artificial ground covering in its upstream watershed. Healthy Streams contain a diversity of characteristics including slow -moving runs, deep pools, gravel riffles, bends, and vegetative cover. These features have a direct effect on the stream's response to rainfall and the level and consistency of flows. These features are also essential to the overall water quality of a stream. Stream water needs to contain sufficient dissolved oxygen and provide suitable temperatures for plants and animals. Stream acidity and alkalinity should be balanced, the water should be clear, and dissolved minerals should be in natural proportions. While a healthy stream is dependent on the many activities occurring throughout the watershed, a large measure of protection can be provided by insuring the integrity of the stream's adjoining natural areas --particularly floodplains, wetlands, steep slopes, and wooded areas. The Damaged Stream: Both the extreme high and low flows carry extra pollutants in a damaged stream. During wet weather, a damaged stream receives warm, muddy water from field ditches and the urban drain spouts and storm drains which form its headwaters. The wet flow can be intensely high. Flooding of developed areas may occur and banks often cave in. Mud and sand deposits The City of Bridgeport, West Virginia Page 9-3 Comprehensive Plan Environmentally Sensitive Areas in the stream and causes the stream beds and banks to widen from erosion. Former cool shaded pools, deep runs, and clean gravel beds are now scoured, buried, and open to the hot summer sun. In the damaged stream ecosystem, with natural vegetation cleared, there is no place for fish to perch, no branches and bark for beavers, no secluded slopes for fox dens, no wet peat for salamanders and newts, no cool water for the shiners and sculpins to swim, no food for a thriving insect community, and few, if any, bass or trout. Severely damaged streams no longer perform their natural functions and cannot support the recreation and water supply functions they may have provided. Stream Buffers provide habitat for wetland and upland plants which form the basis of healthy biological systems. A wide variety of animals use the natural vegetation as a corridor for food and cover. A natural buffer system provides safe passage from one patch of remaining forest to another. The leaves from natural vegetation are diverse and provide a good mix of nutrients, vitamins, and minerals to feed the many aquatic insects inhabiting a healthy stream bottom. A diverse and productive stream buffer leads to a diverse and productive insect community and to a diverse and productive fish community. In summary, the buffer of a stream should be conceived as more than a line on a map; it is part of the stream ecosystem, whose boundaries often depend on conditions of slope, soil, ground cover, and hydrology. The buffer encompasses parts of the stream ecosystem that are often dry, and yet integral to the stream's health. Although locally -adopted definitions may vary, stream buffers ideally include: a. Floodplains where most stream's wetlands are formed and where energy dissipation, natural filtration, food storage, and water storage occur. b. Stream banks and steep slopes should remain intact to prevent erosion (which clogs the stream bed) and provide protected habitats for mammals and refuge for many plants. c. Stream side forests and other vegetation which provide habitat, stabilize banks, provide shading, reduce pollutants, and produce leaf -litter supporting a host of microscopic shredders, filter feeders, and decomposers that form the base of a healthy stream food chain. The City of Bridgeport, West Virginia Page 9-4 Comprehensive Plan Environmentally Sensitive Areas 3. Mapping of Streams and their Buffers Only the streams for the Bridgeport area have been mapped. As mentioned earlier in this section, individual stream buffers vary on a case -by -case basis, and an in depth study should be made on all streams in the area to determine the stream buffer limits. B. Hydrologic Flow Patterns 1. Definition of Surficial Hydrology Surficial hydrology refers, in general, to water above the ground. This includes all visible water, including streams and wetlands. 2. Definition of Subsurface Hydrology Subsurface hydrology is generally referred to as the water table below the ground. 3. Definition of 100 Year Floodplain The "100 year floodplain" is that area which, after ultimate development of its watershed based on current zoning, would be inundated by water runoff from the 100 year storm. The 100 year floodplain is defined as the land area along or adjacent to non -tidal streams and bodies of water that are susceptible to inundation by the 100 year flood as a result of rainfall and runoff from upland areas. Streams convey flow downstream under the force of gravity and are not influenced by tidal (lunar) forces. 4. Definition of Nontidal Wetlands The CE (Federal Register 1982) and the EPA (Federal Register 1980) jointly define wetlands as: those areas that are inundated or saturated by surface or ground water at a frequency and duration sufficient to support, and that under normal circumstances do support, a prevalence of vegetation typically adapted for life in saturated soil conditions. Wetlands generally include swamps, marshes, bogs, and similar areas. The City of Bridgeport, West Virginia Page 9-7 Comprehensive Plan eo, Environmentally Sensitive Areas Diagnostic Environmental Characteristics: Wetlands have the following general diagnostic environmental characteristics: ► Vegetation: The prevalent vegetation consists of macrophytes that are typically adapted to areas having hydrologic and soil conditions described above in the definition. Hydrophytic species, due to morphological, physiological, and/or reproductiveadaptation(s), have the ability to grow, effectively compete, reproduce, and/or persist in the anaerobic soil conditions. ► Soil: Soils are present and have been classified as hydric, or they possess characteristics that are associated with reducing soil conditions. ► Hydrology: The area is inundated either permanently or periodically at mean water depths <6.6 feet, or the soil is saturated to the surface at some time during the growing season of the prevalent vegetation. Technical Approach for the Identification and Delineation of Wetlands: Except in certain situations, evidence of a minimum of one positive wetland indicator from each parameter (hydrology, soil, and vegetation) must be found in order to make a positive wetland determination. S. Justification for Protection of the 100 -Year Floodplain The historical reasons for floodplain protection have been to guard against injury to people and to prevent the destruction of property. In the context of sensitive areas protection under this Comprehensive Plan, relatively undisturbed floodplains serve a variety of additional functions having important public purposes and benefits. Floodplains, the products of natural floods, moderate and store floodwaters, absorb wave energies, and reduce erosion and sedimentation. Wetlands found within floodplains help maintain water quality, recharge groundwater, protect fisheries, and provide habitat and natural corridors for wildlife. Stream buffers found within floodplains also help to maintain water quality. The City of Bridgeport, West Virginia Page 9-8 Comprehensive Plan Environmentally Sensitive Areas Firri,j s an£ dm Ev4rr 41),£g} +aC, -YQ SO - Y& L0_ Y. flood 54a -erg . stn, 4w1(s Safeguarding the many natural functions performed by the floodplains benefits adjoining and downstream communities by minimizing the risks (and costs) associated with the loss of life and property. This natural process contributes to the maintenance of water quality and quantity which may directly affect drinking water supplies and recreation opportunities. 6. Justification for the Protection of Wetlands Upstream wetlands perform various functions within a given watershed: a. They greatly influence the water quality of an adjacent river or stream by removing pollutants such as sediments, nutrients, and organics/inorganics . b. Increase detention time of floodwaters thereby reducing flow velocity, erosion, and flood peaks in downstream areas. c. Provide habitat for wildlife including waterfowl, mammals, and unique vegetation. d. Serve as spawning and nursery grounds for many estuarine and marine species of fish. e. Contribute to the aquatic food chain by providing detritus (decaying organic matter) to the biota of the adjoining waters. The City of Bridgeport, West Virginia Page 9-10 Comprehensive Plan Environmentally Sensitive Areas f. Prevent excessive water temperatures during summer months which could be lethal to invertebrates or fish. There are many threats to wetland resources due to physical, chemical, and biological impacts. When an agricultural area is cultivated right to the edge of a river or stream, runoff of agricultural chemicals or pesticides increases. As these chemicals are deposited into the tributaries, the chances of transport to the estuary are greatly increased. In addition, some timber harvesting practices, such as clear cutting, may significantly degrade wetlands. Development activities in urban areas pose threats to wetlands. The most obvious impacts are filling or draining wetlands for development. Urbanization of these areas has introduced high levels of nutrients, toxics, and sediments into upland runoff. Levees for flood control and water supply may completely eliminate some wetlands and may substantially change water flow patterns. Other channel alterations such as dams, channel diversion structures, and linear canal diversion structures all contribute to the limitations placed on wetlands and the natural functions they perform. 7. 'Alarming of Subsurface Hydrology Characteristics Relative to the existing soils in the Bridgeport area, the high water table characteristics associated with all of these soils pose significant limitations for construction in the Bridgeport area. Subsurface hydrology has been mapped for the Bridgeport area. 8. Mapping of Wetlands The following inventory lists the soils in the Bridgeport area which have hydric characteristics. The City of Bridgeport, West Virginia Page 9-11 Comprehensive Plan Environmentally Sensitive Areas mcianimesemr Hvdric Soils Atkins silt loam (At) Melvin silt loam (Me) Nolin silt loam (No) May Contain Hvdric Soils Fluvaquents (Fo) Lindside silt loam (In) Philo silt loam (Ph) Udifluvents (Uf) Vandalia silty clay loam (VaB) Tygart silt loam (Tg) Clarksburg silt loam (CIB) Ernest silt loam (EnC) Areas with hydric soils and areas which may contain hydric soils have been mapped for the Bridgeport area, Generally speaking, Simpson Creek, Davisson Run, and Stouts Run may contain or do contain hydric soils and could be considered wetlands. Portions of land along Route 73 adjacent to the Benedum Airport may also contain wetlands. Due to the rugged terrain and steep slopes Bridgeport possesses, wetlands pose very few limitations on development. 9. Mappingof the 100 Year Floodglain The 100 year floodplain has been mapped for the Bridgeport area. An exhibit has been included in this plan delineating the 100 year floodplain. The 100 year floodplain is generally contained within the banks of Simpson Creek and Davisson Run, however, the areas of Boothville Avenue and Bridgeport High School are included in the floodplain limits. 10. Mapping of Surficial FIN drolo y Streams, lakes, and other bodies of water have been shown on all maps. C. Habitats of Threatened and Endangered Species 1. Definition An area which, due to its physical or biological features, provides important elements for the maintenance, expansion, and long-term survival of threatened and endangered species. This area may include breeding, feeding, resting, migratory, or overwintering areas. Physical or biological features include (but are not limited to): structure and composition of the vegetation; faunal community; soils, water chemistry, and quality; and geologic, hydrologic, and The City of Bridgeport, West Virginia Page 9-14 Comprehensive Plan Environmentally Sensitive Areas microclimatic factors. This area may need special management or protection because of its importance to conservation of the threatened or endangered species. 2. Justification for Protection There are ethical and cultural reasons for stemming the loss of species. When a species is driven to extinction by the current generation of humans, all future generations must bear the cost. The well-being of future generations is the social responsibility of the present generation. Support is growing for an ethic that recognizes that every form of life warrants respect, regardless of its worth to humans. This ethic has been adopted by the United Nations in the World Charter for Nature as a part of its principle for conserving biological diversity. Finally, the plants and animals that make up "nature" have considerable abstract value, playing significant roles in art and many religions. The key to protecting threatened and endangered species is protecting the habitat in which they occur. Propagation in zoos or botanical gardens is prohibitively expensive. Transplants of plants and animals are both expensive and often unsuccessful. Maintaining rare species in their habitats is cost-effective and biologically sound over the long term. 3. Mapping of Threatened and Endangered Species Currently, the West Virginia Department of Natural Resources has a listing of all threatened and endangered species. This agency can also determine, to some degree, whether or not a threatened/endangered species may occupy a given location in the State. D. Steep Slopes 1. Definition Topography is the slope gradient of a site expressed as a relationship of vertical feet of elevation over horizontal feet of distance (rise over run) as well as the visual layout of the land. Topography has specific implications for site development. It controls the location of roads, pathways, buildings, and utilities. Topography also affects the overall visual character of the site. Steep slopes are defined as areas with slopes greater than twenty-five percent. The City of Bridgeport, West Virginia Page 9-15 Comprehensive Plan Environmentally Sensitive Areas 2, Appropriate Uses In most climates and locales, zero to eight percent is an optimum slope range for driving a vehicle or walking. Depending upon building design, a site can accommodate structures on grades of zero to fifteen percent. Slopes of more than fifteen percent are prohibitive for most uses. Optimum gradients for general development are two to eight percent. Slopes of less than two percent require grading to enable drainage, whereas slopes more than eight percent often require excessive grading as well as costly structural solutions. Although severe topographical conditions often create dramatic landscapes, the ability to develop steeply sloping sites in conventional ways is limited. Slopes beyond twenty percent, on the average, create cut and fill difficulties for siting structures with rear level walkouts for basement or ground floors. Private streets and walks also become unworkable on slopes over twenty percent. Regarding public utilities, slopes beyond twenty percent become unmanageable for the efficient and environmentally acceptable construction of storm drainage systems and sanitary sewer laterals. A slope of thirty percent is normally the limit, beyond which cut and fill can be benched without accelerated engineering treatment. Furthermore, it should be noted that the great majority of soils are highly erodible at thirty percent or greater and are unacceptable, for the most part, for useable yards, active recreation open spaces, and accessory uses. 3. Justification for Protection Slopes provide an environment for movement of soil and pollutants when land disturbance occurs. While soils have varying degrees of erodibility, all soils are, nonetheless, subject to movement and increasingly so as the slope of the land increases. Control of erosion is usually achieved in the context of slope regulation, where environmental protection is focused on those slopes where soil movement is most likely to be a problem —on "steep slopes." There are multiple reasons for protecting steep slopes: a. Preservation of steep slopes adjacent to watercourses is especially important because of the potential harm to water quality and aquatic habitat. Communities must pay the economic costs associated with loss The City of Bridgeport, West Virginia Page 9-18 Comprehensive Plan Environmentally Sensitive Areas of water quality as well as hazards such as flooding and landslides and other problems caused by disturbances to steep slopes. b. The identification and protection of steep slopes within a community helps to protect the community and downstream communities from these hazards. c. Protection also provides aesthetically pleasing open space and maintains local biodiversity found on the slopes. Affects of Erosion and Sedimentation: Clearing and grading land results in increased runoff and accelerated erosion and sediment transport, even on moderate slopes. Once vegetation is removed from steep slopes, it is often difficult to re-establish. Bare slopes expose soils to repeated rainfall. Rainfall carries the sediment into streams which previously carried smaller amounts of material. The increased sediment results in channel bars, the streambanks erode, and the channel becomes wider and more shallow. As sediment fills culverts, and the stream's ability to carry water is decreased due to excess sedimentation and channel enlargement, flooding becomes a serious problem. Economic Costs of Erosion and Sedimentation: Significant expenditures are often required to repair damage by flooding, sedimentation, and erosion. For example, floods undercut roads, scour bridge abutments, and destroy homes and property. Costly stream bank stabilization may be needed to combat erosion in developed areas, and sedimentation decreases reservoir capacity and increases water treatment costs. Slope Instability: Landslides and other mass movements of soil on a slope can threaten life and property. When slope stability is disturbed, downslope movements may occur. As slope angles increase, downslope forces increase, although the interrelationship between slope gradient and stability is not simple. Landslides can occur on moderate slopes. The three most significant natural factors that contribute to landslide potential are water, slope, and geology (underlying lithology and stratigraphy). The structure and form of the slope are important --old slides and incompetent formations (i.e., where soils do not support weight) are vulnerable. Factors influencing landslide and other mass movements include: The City of Bridgeport, West Virginia Page 9-19 Comprehensive Plan Environmentally Sensitive Areas a. Changes in slope, either by natural processes (stream undermines the toe of a slope) or by human activity (excavation for a road or a building site); b. Excess loading --human activity such as construction, filling land, and dumping mining waste; c, Changes in vegetative cover; d. Shocks and vibrations; and e. Changes in water content (heavy rainfall can cause a build-up of perched water tables and septic systems can saturate surface and near surface soils). Loss of Local Biodiversity: Steep slopes are known by botanists and wildlife biologists to be areas where a surprising number of different plant and animal species can be found within a short distance from one another. Historically, many of these areas have not been disturbed as they are hard to farm, log, and develop. Ecologists are interested in steeply sloped areas because they are areas of high biodiversity compared with areas of the landscape which have relatively uniform living conditions. Scientists have found that, in places where steep slopes occur, a variety of living conditions also occurs. These small habitats are called microhabitats. Microhabitats are the small shaded bogs, the dry steep slopes, and the nooks and crannies in the larger steeply sloped landscape where very specific living conditions occur on a small scale. They are the home for a diversity of plants and other organisms that have adapted to specific site conditions. Some of these areas provide habitats for threatened and endangered species. Local biodiversity is important to all of us whether we live in cities, towns, suburban developments, or in the countryside. Local diversity of native plants, animals, fungus, and bacteria survive and flourish in habitats where they are more efficient, and, therefore, more likely to survive than other species. On steep slopes that are altered, for example by construction projects, or by the creation of lawns, other less efficient organisms, or none at all, take the place of the local native life forms. New vegetation is less efficient than the native community of plants and animals which once protected the slope against wind and water erosion. Each community of plants and animals that once occurred on the slope in a specific microhabitat was best suited to hold moisture in the soil. The City of Bridgeport, West Virginia Page 9-20 Comprehensive Plan Environmentally Sensitive Areas capture energy, capture and recycle nutrients, and produce and preserve soil in the microhabitat without the help of erosion control structures, fertilizers, insecticides, or irrigation. 4. Mapping The general topography and steep slopes have been mapped for the Bridgeport area. The Bridgeport area is divided into several physiographic regions. Downtown Bridgeport, the Benedum Airport, and most of the residential areas inside the City limits are characterized by gentle slopes no greater than eight percent. Generally, areas with a moderate degree of slope can be found in the southwestern portion of Bridgeport and in areas just south of the new FBI complex. Steep slopes of seventeen percent and greater are found north and west of I-79. These areas are generally not suitable for development. E. Select Soils 1. Definition A soil association is a landscape that has a distinctive proportional pattern of soils. It normally consists of one or more major soils and at least one minor soil, and is named for the major soils. The soils in one association may occur in another, but in a different pattern. The Bridgeport area has a wide variety of geologic formations. The geology of a region determines the rock types from which the soils of the area arise. There are numerous types of soils in Harrison County. These soils are grouped into basic soil associations. The three soil associations in the Bridgeport area are: a. Westmoreland - Clarksburg - Stripmines Westmoreland soils are deep, well -drained, strongly sloping to very steep soils on uplands. They formed in lime -influenced material weathered from interbedded shale, siltstone, sandstone, and thin layers of limestone. Clarksburg soils are deep, moderately well -drained, gently sloping to moderately steep soils on foot slopes. They formed in lime -influenced colluvial material that move downslope mainly from Westmoreland soils on uplands. The City of Bridgeport, West Virginia Page 9-21 Comprehensive Plan Environamentally Sensitive Areas µ'Y''d - ��tc^- _— _•: .il ._.T"'• .s.�s:4y'!'.'{T.'.'?'?•^t''n �.:�sm�"i.:vev.. •:a ;y.:. ,._�.f _,. _.fia Stripmines is a mixture of soil material, rock, and coal fragments, all of which have resulted from surface mining. b. Monongahela - Lindside - Clarksburg Monongahela soils are deep, moderately well -drained, nearly level soils on floodplains. They formed in lime -influenced old, acid alluvial material washed from soils underlain by interbedded shale, siltstone, and sandstone. Lindside soils are deep, moderately well -drained, nearly level soils on floodplains. They formed in lime -influenced old, acid alluvial material washed from soils underlain by interbedded shale, siltstone, sandstone, and thin layers of limestone. Clarksburg soils have been previously identified. The physical parameters of each soils association reflect the characteristic development potentials for each parcel of land within the Bridgeport area. For example, specific soils and/or the presence of rock may restrict, to some degree, urban development potentials for building construction and public utility installation, or the presence of wetlands may preclude any development or land disturbance activities in areas before they have been field verified. Appropriate Uses The soils were analyzed to determine their constraints or suitability for construction operations. Soils unsuitable for development have the potential for frost heaving, low percolation rates, poor drainage, liabilities in shear strength and compressibility, and potential expansion. Nearness to bedrock and the water table and the presence of a hardpan are also major considerations. Specific soils bearing these traits, or soils which are conducive to wetlands, may restrict development potentials for building construction and public utility installation. 3. Justification for Protection The importance of physiographic conditions in determining the unique potentials and suitabilities for future land uses for a given site in the Bridgeport area must be emphasized. Particularly important to this assessment are the terrain, soils, wetlands, and existing floodplains. From an environmental perspective, these The City of Bridgeport, West Virginia Page 9-24 Comprehensive Plan Environmentally Sensitive Areas items are mutually dependent. When the physical planning units in the Bridgeport area are viewed in the aggregate, planning recommendations can be imposed which reflect environmental determinants identified in the early stages of the planning process. The subsequent conclusions seek to ensure that the future land use recommendations are directed to those areas which have not only optimal development suitabilities, but also opportunities for the overall enhancement of the social values and planning goals of the City. The physiographic components of the urban suitability selection process provide the foundation for determining the development potentials of various parcels or sectors of land in a site -specific area. Hydrology, geology, and soils are a set of physiographic characteristics among the components determining land use suitabilities. The Soil Conservation Service of the United State Department of Agriculture has prepared extensive geological and soil conditions studies for the Bridgeport area. Their findings have been summarized in the previous pages, though it is suggested that the source be consulted for more detailed, site -specific information. 4. Mapping Soil properties considered are those that affect ease of excavation and capacity to support load and resist settlement under load. Those that affect excavation are wetness, slope, depth to bedrock, and content of stones and rocks. Those that affect capacity to support load are wetness, susceptibility to flooding, density, plasticity, texture, and shrink -swell potential. The soils' qualities have been mapped for the Bridgeport area to determine the development capabilities of dwellings and roads. F. Geologic Formations 1. Definition Within even a relatively small site, geology —structural landform and controlling rock conditions --can vary greatly. In the context of development, specific geological conditions represent both assets and liabilities. For example, a developer documents bedrock conditions to determine not only the ways in which conventional construction might be altered, but also the characteristics of drainage and the ways in which a site can support plants and development. The City of Bridgeport, West Virginia Page 9-25 Comprehensive Plan Environmentally Sensitive Areas Controlling rock conditions may include bedrock, boulders, and rock outcroppings. Bedrock is a subsurface rock formation. 2. Justification for Protection Depth from the soil surface to the bedrock becomes critical in excavation, such as basement excavation and utility trenching. Random boulders, called erratics in glaciated areas, can often be considered as significant as bedrock in construction when they are so large that heavy machinery or blasting is necessary. Rock outcroppings are usually bedrock exposed at the soil surface. Conventional construction techniques may need to be altered on rock -controlled sites. 3. Mapping The following soils have shallow depth -to -bedrock characteristics: Faywood silty clay loam (FaC, FaD), Gilpin silt foams (Gib, G1d, Glf), Gilpin very stony silt loam (Gtf), Gilpin -Usher complexes(GuC3, GuD, GuD3, GuE3, and GuF3), and Westmoreland silt loams (WmC, WmC3, WrnE, WmE3, and WmF). These soils have been mapped. G. Forests 1. Definition A forest is a biological community dominated by trees and other woody plants covering a land area of 10,000 square feet or greater. A forest includes areas that have at least one hundred live trees having two-inch or greater diameter at 4.5 feet above the ground and larger. A forest also includes areas that have been cut but not cleared. A forest does not include orchards. The City of Bridgeport, West Virginia Page 9-2S Comprehensive Plan Environmentally Sensitive Areas 2. Justification for Protection Forests, woodlands, groves, hedgerows, and their associated vegetation are perhaps the most conspicuous and most easily appreciated environment and landscape resources. It is when trees are cleared for development that the vulnerability of the environment in suburban areas is suddenly and starkly emphasized. Mitigation of such losses has usually been limited to decorative landscaping rather than the creation of ecologically balanced plant communities. The benefits of maintaining large tracts of undisturbed woodlands or other natural vegetation within developments are many. Such stands help control stormwater run-off, minimize erosion and sedimentation of streams, provide wildlife habitats, and provide shade to help moderate local temperatures. They form visual buffers and are scenic in their own right. Trees and woodlands are the most efficient means to control and mitigate the most common sources of water quality degradation and the problems this degradation causes for water sources. Windscreen. 3. Mapping Slope and watershed protection. Due to the unavailability of recently flown aerial photographs and the major influx of housing developments and their associated clearing of forest in Bridgeport, no mapping information was available. The City of Bridgeport, West Virginia Page 9-29 Comprehensive Plan Environmentally Sensitive Areas "211111111.11111=-,. 420162721 H. Development Suitability The site analysis makes possible a synthesis of all the elements which impact the development suitability of the land in the Bridgeport area. The Bridgeport area has been divided according to the following classifications: • Preservation • Conservation • Development A study of the environs reveals areas or zones of varying fragility and ecological significance. Some areas are of a character deserving complete preservation or open space designation. Such are non -tidal wetlands and some floodplains. The existing condition of these areas is not to be changed or disturbed. Conservation areas, as herein designated, are not considered to be critical to ecological balance. Conservation areas contain many features of landscape significance which are to be preserved insofar as feasible. They may be unsuited to intensive use because of the physical limitations of the soil or the probability of flooding. Designated development areas are those in which the natural landforms and vegetation are of minimal significance. These areas may be modified by grading and used freely as construction sites, provided precautions are taken to eliminate any possible degradation of the bordering zones. Development areas include those lands which are intrinsically suitable for more intensive development. Although there may be physical limitations, such as drainage problems or unstable bearing conditions, it is anticipated that they can be overcome without disruption to the surrounding environs. It is noted that all uses and construction are to be in accordance with plans approved by the appropriate agencies and governed by applicable laws, codes, and ordinances. In addition, it is intended that all development is to be subject to deed restrictions and the issuance of permits. Within the zones "targeted" for development, limiting factors further restrict the degree in which a site may be developed. It is for this reason that "development suitability ratings" be established to (1) determine site limitations, and (2) provide a method by which a site may be ranked according to its site limitations. The City of Bridgeport, West Virginia Page 9-30 Comprehensive Plan Environmentally Sensitive Areas Site limitation factors include the soil's potential for frost action, soil percolation rates and sewage disposal, soil shear strength, and, soil compressibility and potential expansion. Limiting factors also include depth to fragipan, water table, and bedrock. As mentioned previously in this Chapter, areas having steep slopes also pose site limitation factors. For the purposes of this Comprehensive Plan, the development suitability of the study area has been categorized accordingly by: ► Slight Limitations: Depth to bedrock is at least ten feet from the soil surface; depth to water table is not a construction limitation; the soil type is relatively suitable for development (although surface rocks and boulders are present). Topography is characterized by gentle rolling slopes. ► Moderate Limitations: Depth to bedrock is zero to six feet from the soil swface; drainage is poor because of hardpan near the surface; the soil type is not necessarily suitable for development. A site check is necessary for most suitable areas. Slopes in topography warrant design constraints ► Severe Limitations: Depth to bedrock is zero to four feet from the soil surface; the slope condition is often limiting in this soil type; the depth to water table is zero to six feet from the surface; the soil type is not suitable for development. Major alterations in the natural relief must be accomplished in order to construct buildings and roads. ► Very Severe Limitations: Bedrock is exposed; open surface water occurs; or, water table emerges at the soil surface. Wetlands also pose very severe limitations. Slopes are greater than twenty-five percent. Generally speaking, the Bridgeport area can be characterized as being: ► Severely sloping to very severely sloping in the southern portion.; ► In the middle of two drainage divides, which is ultimately drained by Simpson Creek in a northwesterly direction; ► In an area with a high water table; however, few wetlands exist. The City of Bridgeport, West Virginia Page 9-31 Comprehensive Plan Environmentally Sensitive Areas Preliminary analysis of physical land area characteristics reveals that the Bridgeport area has definite limitations in regard to development. The development suitability has been mapped for the Bridgeport area. 9502700R.906 The City of Bridgeport, West Virginia Page 9-33 Land Use Plan 1. OVERVIEW An important aspect of any comprehensive planning effort, and the foundation of updating all comprehensive plans, is understanding the past development trends. This land use analysis identifies basic patterns of land use as well as opportunities for future development. The analysis presents a spatial definition of Bridgeport in terms of density and intensity of development as well as those areas of the City that are vacant and, consequently, need to be targeted for redevelopment, infill development, or conservation. This analysis is the basis for a sound, systematic plan which will ensure an improved quality of life in the City of Bridgeport as well as opportunities for future investment and development. As one might expect, there has been a significant change in the land use pattern since 1980. Changes in these land use patterns are significant in terms of the acreage devoted to the different land uses. II. GOALS & OBJECTIVES Land Use Goal: Enhance the visual quality, design excellence, and the image of Bridgeport to ensure that land development in the City is in keeping with its character and the community's commonly -held vision for its future. Goal: The future land use plan shall reflect the optimal land uses for the City of Bridgeport at its long-range, full development scenario. Decisions regarding future land use must respect the future land use plan. This plan represents the graphic expression of the physical implementation of the adopted goals, objectives, and growth management policies of the City of Bridgeport. Goal: The future land use plan should provide for an integrated mix of residential, commercial, and employment uses in the City which will accommodate adequate housing, downtown shopping, and employment opportunities for present and future residents. The City of Bridgeport, West Virginia Page 10-1 Comprehensive Plan Land Use Plan Downtown and Stable Area Preservation Objective: Protect the existing Downtown area and plan for adjacent land uses which do not encroach upon or adversely affect its unique character and ambience. Objective: Preserve and provide revitalization support to stable residential and commercial areas without adversely imposing on the physical and social structure of existing neighborhoods. Objective: Enact stronger historic district and entry corridor design criteria in Bridgeport focusing on historic preservation, rehabilitation, and buffer issues. Transitional Area and Infi11 Development Objective: Identify small, undeveloped sites for special planning attention where infill opportunities exist. Objective: Identify redevelopment opportunities within the City and public/private initiatives for the proper development of these properties. Land Development Objective: Inventory and assess land development constraints and assets for all City properties and areas within a one mile radius of the City Limits. Objective: Identify and establish land areas for future physical development which have both (1) the strongest urban development potentials and (2) the physical attributes, location, and orientation capable of promulgating appropriately scaled and phased land uses. 1. Infill strategies to accommodate this objective shall be reflected by the future land use plan. 2. Employ land use procedures and initiatives which will stimulate future private development in orientations compatible with the recommended land uses for each of the individual planning areas and sub -areas. The City of Bridgeport, West Virginia Page 10-2 Comprehensive Plan Land Use Plan 3. Encourage land use orientations compatible with projected market demands within the City of Bridgeport. 4. Reserve suitable areas for expansion of downtown commercial, office, and service employment uses, with a secondary goal of providing increased tax revenues to balance the cost of providing services of anticipated new residential growth. Objective: Identify sensitive land areas which will be conserved and/or protected from future development. 1. Implement procedures which will result in preservation or conservation of these critical areas during private development activities. 2. Channel all active urban development away from sensitive areas to the extent feasible. Encourage clustering in those planning sub -areas with the highest development potentials. 3. Sensitive areas which lie within tracts proposed for urban development should be maintained in their natural state for passive and/or open space activities to the extent feasible. Objective: The guiding criteria for the selection of future land uses for the planning sub- areas within the community --along with their densities and intensities --shall be based on a synthesis of (1) the physical land form, ecology, infrastructure, and economic determinants inherent to the "sub -area"; and (2) application of the relevant City goals, objectives, and planning policies adopted herein. Objective: Development proposals shall be prepared in accordance with the Comprehensive Plan and Zoning and Subdivision Regulations. Development proposals shall be prepared in accordance with the Comprehensive Plan's methods and procedures for determining the land carrying capacity and development suitabilities. Private development applications should include the preparation of land use suitability assessments and environmental analyses based on the land uses presented in the Bridgeport Comprehensive Plan. ��.1;.,• •:: Page 10-3 The City of Bridgeport, West Virginia Comprehensive Plan Land Use Plan III. BACKGROUND & BASIC ISSUES A. Existing Land Use Due to the City's recent annexation of large tracts of land, which are currently undeveloped and without adequate infrastructure, a large percentage of land within the City's corporate boundaries has been classified as vacant. The future opportunities for development of these vacant lands is one of the primary purposes of the Comprehensive Plan. Almost fifty-five percent (2,523 acres) of the land within the City of Bridgeport is currently undeveloped and vacant. The remaining forty-five percent (1,246 acres) is classified under various "active" developed urban land use categories. The following charts and tables compare the existing land uses of 1980 to those of the present. CHART 10A Total Land Use - Bridgeport (1980) Vacant 38% instmn I al I'n Indusmal 11% Commernal 5% Residential 401': Commune), Facaties 5% The City of Bridgeport, West Virginia Page 10-4 Comprehensive Plan Land Use Plan CHART 10B Total Land Use - Bridgeport (1995) Vacant Readennal 23'%+ MIAMVP Insmmnonal ?..'t-:s+e+:r4:r"".:-......•ci.,.��...,;Mtq,;,,,-,max.:: r.t,;,;.:...•..;y._.G,,.r.,..,�,yy . .... • ,w .+-i:sta5..i:.,;:aut.�.:ua;. a:Gi::uc::..::.:,tiay.:.ond'.:Ls`.: The City of Bridgeport, West Virginia Page 10-6 Comprehensive Plan Land Use Plan Indusmal Commerce 0^: Community Factl10c 9°a TABLE 10.1 TOTAL LAND USE LAND USE 1980 1995 Single Family Residential 24.2% 22.0% Multifamily Residential 0.4% 0.5% Mobile Homes 0,0% 0.1% Community Facilities 3.4% 2.4% Commercial 3.4% 7.8% Industrial 7.2% 11.4% Institutional 0.7% 1.2% Transportation/Communication/Utilities 0.0% 0.1% Vacant 60.7% 54.5% TOTAL 100.0% 100.0% When analyzing the developed areas exclusively, certain trends are revealed in both past and present cases. As might be expected, residential uses occupy the largest land area among the developed land uses, while industrial uses comprise the second largest area of developed land. This trend has continued to the present. CHART 10C Land Use - Bridgeport (1980) Developed Land Instrunc naj 111111111111111111111111111111111111111111111111111111111111110191=— The City of Bridgeport, West Virginia Page 10-7 Comprehensive Plan Land Use Plan CHART 10D Land Use - Bridgeport (1995) Developed Land Indusotal Insotuoonal 3% Residcnual Comanusuty FaciIpes Of the total land area that was surveyed in the City, approximately twenty-two percent (836 acres) has been developed as residential -related use. About ninety-eight percent of this residential acreage is comprised of single family detached units. These single family detached residential areas are found in large, well established subdivisions which surround the downtown area on both the north and south side of Main Street. Most single family residential areas contain houses in good condition, large areas of mature trees, and quality landscaping around the homes. Little opportunity exists for any type of infill development. A few multifamily residential units are found scattered throughout the City. Also included are a negligible number of mobile homes. Commercial development within the City has been managed appropriately. Furthermore, the vast majority of neighborhoods have been protected from the intrusion of commercial uses into historically stable residential areas. Approximately eight percent (298.3 acres) of Bridgeport's land area is commercial/retail related use. Concentrated, large scale community commercial and regional commercial development is located immediately off Bridgeport's major roadways; the Route 79/Johnson Avenue exit near the Meadowbrook Mall and the Route 50/Route 79 Interchange. Small scale commercial development is scattered along the intersection of Virginia Avenue and West Main Street continuing eastward toward the intersection of Benedum Drive and West Main Street. Bridgeport's industrial area comprises roughly eleven percent (433 acres) of the total land area. The Bridgeport Benedum Airport and Crosswinds Industrial Park comprise the vast majority of this land use. The wastewater management plant comprises the balance of The City of Bridgeport, West Virginia Page 10-8 Comprehensive Plan Land Use Plan 4rm=5;n7- 17';'. 1.111IREE21 111ERI the industrial area. Both industrial land masses have remained isolated from the rest of the City's other land uses which contributes to a more appealing community atmosphere, both aesthetically and socially. TABLE 10.2 TOTAL LAND USE 1995 LAND USE TOTAL ACREAGE % OF TOTAL Single Family Residential 836.0 22.0% Multifamily Residential 20.5 0.5% Mobile Homes 3.2 i 0.1% Community Facilities 91.0 2.4% Commercial 298.0 7.8% industrial 433.0 11.4% Institutional 45.0 1.2% Transportation/Communications/Utilities 2.2 0.1% Vacant 2,073.0 54.5% TOTAL 3,801.9 100.0% Community facilities, institutional, and utility/transportation facilities are other important land uses. These areas combined, however, account for less than five percent (138.2 acres) of the City's land uses. The most noteworthy community facility is the Benedum Civic Center. A large number of churches and other places of religious worship are dispersed throughout the residential areas. These facilities are assets and contribute to neighborhood identity and overall cohesiveness of the community. Deegan and Hinkle Lakes provide unique recreational areas with both passive and active uses. Only one day care facility is located within the City limits. Institutional land uses include Bridgeport High, Bridgeport Middle, and Bridgeport Elementary Schools. The only major utility/transportation land use in Bridgeport is the C&P Phone Company Building near Center Street and Philadelphia Avenue. Very few parcels, devoted strictly to vehicular parking, can be found within the City. 'mMtra". The City of Bridgeport, West Virginia Page 10-9 Comprehensive Plan Land Use Plan B. Analysis of Land Uses The figures presented in this chapter for land uses in 1995, when compared to the land use break -down in I979, bring some interesting facts to light. All residential areas have remained fairly stable throughout the last decade. It is important to note, however, that while the percentage of residential land uses has remained relatively unchanged, the actual number of housing units has increased within the City. The amount of commercial land has more than doubled when examined as a percentage of overall land use within the City. While the Route 50/Route 79 interchange continues its role as a strong commercial corridor, commercial development in the corridor of West Main Street has intensified over recent years, forcing single family residences to relocate outside this commercial district. The other contributing factor for the rise in commercial development is the construction of the Meadowbrook Mall and its associated retail areas. This significant rise in commercial -related uses indicates that more people are doing business in the City as opposed to visiting Clarksburg or other areas in the immediate vicinity, The industrial land uses appear to be expanding. Bridgeport has coped quite well with the inevitable decline of the mining industry by expanding and diversifying its industrial horizons. The industrial park located near the airport has contributed greatly to the employment and tax base of Bridgeport. Any opportunity for employment greatly influences the City's residential population and, consequently, its tax base. The number of community facilities in the City shows that while Bridgeport's growth is apparent, the construction of new community facilities is not meeting the demand. Vacant land, both historically and presently, has comprised the major land use of the City. As a result. there exists plenty of opportunities to transform this undeveloped land into more productive uses. provided the appropriate infrastructure is available and impacts to neighborhoods and environmentally sensitive areas are minimized. The Ciry of Bridgeport, West Virginia Page 10-10 Comprehensive Plan Land Use Plan CHART 1OE Land Use - Bridgeport 1980 and 1995 Resaaenual Commuruty Factlt4es Commerna➢ Industrial insotutlona! vacant In conclusion, the pattern and shape of Bridgeport's growth have been strongly influenced by both topographic conditions and the expansion and growth of major transportation routes. Route 79 contains the northern and western City limits, while Route 50 and the airport have influenced growth in the south and east, respectively. The City contains an equal percentage of developed areas as well as undeveloped or vacant areas. Two commercial districts exist along the major entry corridors. The residential areas are mostly segregated from other non -compatible land uses and offer a strong sense of community. The vast number of churches and institutions appear to be present in these areas. The newer residential areas appear to offer that same sense of community. Many of these developments have attractive entry amenities as well as landscaped and wooded lots. The industrial uses are primarily located at the Crosswinds Industrial Park. This area is a considerable distance from the balance of the City and, therefore, the noise, high volume of traffic, and other nuisances associated with industrial uses do not interfere with the rest of the community. The remaining areas in the City are identified as vacant. The development of these vacant properties will have a profound effect on the entire character of the City of Bridgeport. It is for this reason the development of these properties be scrutinized by City officials and the community through appropriate planning and application of the City's development ordinances and codes. The City of Bridgeport, West Virginia Page 10-11 Comprehensive Plan Land Use Plan IV. CONCEPT A. Introduction The future land use plan is a graphical representation of proposed land uses within and outside the City of Bridgeport. In this map, existing transportation routes of various types are indicated in solid lines and proposed roads are indicated in blue dash -lines. Lands planned for residential use are indicated in yellow for low density housing, light orange for medium density, and dark orange for multifamily housing in the high density range. Commercial uses are indicated in red; light and heavy industrial uses in shades of light and dark purple respectively; and mixed use in tan. The Parks and Recreation Overlay District is indicated in green. Other symbols indicated on the map include: streams in light blue; neighborhood and commercial centers as small black asterisks; mixed use employment centers indicated as large tan asterisks; and major gateways indicated with green arrows. This color code, like scientific nomenclature, is universally understood. In addition to land uses, major public facilities, such as airports, are indicated and labeled. In actuality, the land use plan comprises two or more overall land -use maps, one showing the existing conditions, and the other, the proposed land use patterns for the future. Maps are constantly updated and supported by explanatory text, charts, graphs, and tables. B. Goal The main goal of developing Bridgeport according to the future land use plan is to improve the living and working environment. An agreeable living environment is largely a matter of quantity, quality, and interrelationships. C. Key Issues Some key issues that need to be addressed include: ► What kinds of jobs and positions currently exist? Will there be enough employment in the future? Will the employment centers be easily accessible from the residential areas or must one drive for miles to work and grind in low gear along overcrowded highways? The City of Bridgeport, West Virginia Page IU-1 Comprehensive Plan Land Use Plan ► What improved types of transit and roadways are being planned? What about current and future road capacities? How direct and park -like are the routes? ► What advanced kinds of educational, medical, and cultural facilities will the region provide? Will there be training centers for all age groups and for all types of skills? Will there be opportunities for continuing education? Will complete medical care and treatment be available from local doctors, diagnostic clinics, or general hospitals? ► What kinds of outdoor recreation are to be provided? Can one swim, hike, or find a secluded spot for a picnic? ► Will all members of each family be able to enjoy those amenities that give them a sense of well-being? Will needs and capacities be in balance? Will movement from place to place be pleasant and efficient? Will inter -area vehicular travel be reduced by making each subregion more self-sufficient? Criteria for Planning 1. GivinE Preferential Treatment to Housing Within developable areas, except where special circumstances may otherwise dictate, residential uses are usually given first consideration. They are best sited in areas of topographical interest, where the residents feel at home with nature. Dwellings will be grouped along circulation roads. Low to medium density housing will be located in neighborhoods and communities near convenience centers. Concentrations of higher -density housing are best located near freeway intersections, or contiguous to major employment, or commercial centers. All dwellings will be protected from through traffic, incompatible uses, and noise and glare. The City of Bridgeport, West Virginia Page 10-14 Comprehensive Plan Land Use Plan 2. Isolation or Insulation of Housing Developments Residential uses will be encouraged to locate adjacent to, and screened from, highway and transit corridors, only when adequate shielding is provided by walls or greenbelts. Buffer strips can also be established between housing and commercial or industrial areas to eliminate visual or other frictions and to maintain property values. 3. Preclusion of the Improper Location of Residential Uses The use of land for residential purposes will be prohibited within preservation areas, floodplains, or where it might contribute to the population or silting of streams or water bodies. It will not be permitted adjacent to surface water - supply resources or in areas unsuitable for septic tanks and lacking in adequate sewage disposal systems. It will also be precluded on lands rich in mineral or other extractive deposits and from industrial districts or areas of potential hazard such as sites adjacent to airports or unstable slopes, or land subject to mine subsidence. 4. Differentiation Between, and Accommodation of, Various Types of Commercial Use Community and neighborhood commercial centers are developed primarily to serve the needs of the local population. They are to be distinguished from the Central Business District (CBD) or Downtown. Each type has its own tried and proven requirements of location, acreage, floor area, parking ratios, and related components. These, of course, are always subject to change and improvement. 5. Encouragement of Planned Commercial Clusters Strip (linear multitenant commercial establishments) development, the construction of commercial enterprises with frontage directly upon the public arterial, or circulation roads will be regulated from an aesthetic standpoint. Except for isolated neighborhood or apartment convenience shops, and such uses as artist studios and professional offices, a commercial and business -office space should usually be located in centers planned especially for this purpose. This pattern can be reinforced by the gradual elimination of the scattered and unrelated business uses in between. The City of Bridgeport, West Virginia Page 10-15 Comprehensive Plan Land Use Plan 6. Encouragement of Mixed -Use Planned Employment Centers These centers can contain a variety of uses such as retail, office/research/institutional, high density residential, hotel/motel, and light industrial uses. At least three types of uses must be included to form a mixed - use center. Besides safe and pleasant access, these employment centers will need land for parking and service compounds, attractive landscape development and buffering. 7. Grouping of Highway Services Highway -related commercial enterprises such as service stations, garages, automotive supply stores, and car or trailer sales lots will be located near arterial intersections or freeway interchanges. These are best clustered around a motor - access mall, or circulation loop, and kept off the major roadways. Many highway -related uses are found at the intersection of U.S. Route 50 and Interstate 79. S. Location of Industrial and Other Employment Sites near Areas of Dense Population Commuter time and the peak -load strain upon highways and transit systems will be reduced if industrial and other employment -intensive sites are located near areas of dense population. While there are benefits in living close to one's work, it is important that housing and employment districts be isolated visually and that access roads and uses be kept separate. The City of Bridgeport, West Virginia Page 10-16 Comprehensive Plan Land Use Plan 9. Integrating Industrial Uses into Self -Contained "Parks" Regional industrial activities include manufacturing, research and development, wholesale trade and distribution, warehousing and storage, and extractive processes. Various combinations of these can be advantageously grouped. All are best closely related to transportation and to airports, railroads, and freeway interchanges. 1.4Si/W SS -icE/ eltAdn+'al Ptu� Such industrial districts and their routes of access and connection will be subject to strict pollution controls and to landscape quality standards. 10. Locating Institutions to Best Serve the Needs of the Community Most schools, churches, and hospitals are planned as part of the neighborhoods and communities that they serve. Other institutions such as libraries, museums, and medical complexes are more urban in character and relate to the City centers. 11. Use of Regional Transit and Transportation Routes as Multi -Modal Linkage This will include an integrated system of all modes of inter -and intra regional travel: ► The banning of freight and diesel trucks from predominantly residential streets. The City of Bridgeport, West Virginia Page 10-17 Comprehensive Plan Land Use Plan ► The provision of transportation -transmission routes through industrial - commercial areas of concentration. ► Innovative methods of freight transportation, providing rail and truckway ingress to major terminals. ► Classified airports, and heliports, each reserved for the exclusive and particular handling of passengers, goods, or mail. ► Airports of various types surrounded by protective open space lands and so located as to ensure direct and easy access to activity centers. 12. Preservation of Agricultural Lands as a Base These lands are an essential part of Bridgeport's economy. They provide much - needed breathing space and they are a cherished extension of the American rural tradition. Once fragmented by unplanned development or taxed into oblivion, they can never be restored to the region. 13. Inventory and Protection of Other Open Space Lands All public parks and parkways are part of the inventory including those built to serve local communities. Where highways or circulation roads are planned as controlled -access parkways, their entire right-of-way will be considered as open space. Conservation lands and historic sites, institutional grounds, golf courses, and private clubs are also included. Airports, cemeteries, joint school -park sites, university campuses and campus -type employment centers all make their contribution. The City of Bridgeport, West Virginia Page 10-18 Comprehensive Plan Land Use Plan The Deegan -Hinkle Lake park continues to serve the local community. V. RECOMMENDATIONS A. Comprehensive Plan Land Use Categories 1. Introduction This section describes the various types of land uses to be considered in the future land use plan for the City of Bridgeport. It is important to identify and organize future land use categories in a manner which can be (1) creatively and flexibly applied to the future land use plan and (2) uniformly implemented by the City's zoning ordinance. The City of Bridgeport, West Virginia Page 10-19 Comprehensive Plan Land Use Plan Jock. Dock. (A-5 rn.cius inIQI poi' C�.•LI busi(+, crs ci } In this planning process, the land use districts, outlined herein and to be applied to all land development activities inside and outside the existing City boundary, as configured in June 1995, are based upon (a) the appropriateness of the recommended land use categories for application within the areas to be annexed after June 1995, (b) the completeness of the recommended land use categories in addressing the range of potential land uses which should be accommodated in the future, (c) the reasonableness of the recommended densities within each land use category, and (d) the political and social impacts of applying the subject uses and densities to potential geographical areas within the areas subject to annexation. Thus, the following land use categories attempt to carefully organize and define the optimal range of land uses around which site -specific recommendations for the future land use plan will be based. 2. Land Use Categories The Bridgeport Comprehensive Plan provides for eleven separate land use orientations within three major land use categories. The future land use plan must accommodate any and all of these land use categories within the context of the Plan's adopted goals and objectives, marketplace observations, demographic trends, and growth management strategies. Thus, these categories represent the The City of Bridgeport, Wesr Virginia Page 10-20 Comprehensive Plan Lund Use Plan "brushes" which Bridgeport officials and its citizenry employ in "painting" the City's future land use map. The three major land use categories --residential, commercial/service, and economic/industrial development --accommodate a general range of land uses. The current planning process adds specifiCity to the land use planning process by segmenting these major use categories in order to acknowledge and address a fuller range of real estate orientations and land use opportunities. 3. Residential Districts Three separate residential land use districts have been selected for the future land use plan --Low Density Residential, Medium Density Residential, and High Density Residential --with each dominant housing type (or product) selected and defined based on its appropriateness for the future housing needs and desires of the City of Bridgeport. Based on research of many other communities of similar size and scale to the City of Bridgeport, residential densities (or land use "yields") have been carefully studied and tested for each of the recommended residential land use districts. These densities, generally expressed in terms of "dwelling units per acre", are representative of those found in contemporary housing developments within communities similar in size and character to the City of Bridgeport. The residential densities recommended herein are presented in a range to provide maximum flexibility for the City Council and Planning Commission in determining the most appropriate density for any given development proposal. The higher end of the density in the zoning districts are to be applied where individual land use proposals are of a superior quality relative to site design (within the context of integrating recreational and environmental amenities as well as off -site improvements and critical public facilities) and address specific issues and needs raised in the Bridgeport Comprehensive Plan. Thus, if the "top end" of the density range is to be achieved for any given site, it should be incumbent upon the applicant to present zoning proposals, master plans, phasing concepts, and a public facilities program which fully complement the adopted Comprehensive Plan. The following table summarizes the three residential land use districts: The City of Bridgeport, West Virginia Page 10-21 Comprehensive Plan Land Use Plan Residential 1. Low Density Residential (Single family detached) 2. Medium Density Residential (Single family detached and attached) 3. High Density Residential (Single family attached and multiple family units) Density 2-4 Dwelling Units per Acre 5-7 Dwelling Units per Acre 8-16 Dwelling Units per Acre The Low Density Residential district is styled to serve as the one of the two major single family detached residential development orientations in the Bridgeport study area. Housing in this land use orientation will be developed at a maximum density of four units per acre. The Medium Density Residential district has been established and organized to provide for the use of single family detached and attached homes on smaller residential lots in selected locations within the City. The application of this residential orientation is targeted for (1) infill residential lots which have been previously zoned, approved, and platted, (2) previously zoned, approved, and platted subdivision lots on large tracts situated within the City, and/or (3) presently undeveloped planning areas. The maximum recommended residential density for the Medium Density Residential district is seven units per acre, with the base density established at five units per acre. The High Density Residential land use district is structured to accommodate higher density residences in single family attached and/or multiple family units. The basic intent of this housing orientation is to provide properly located opportunities for (1) selected areas with locational attributes conducive to single family attached development patterns, and (2) mid -rise multifamily projects at a density of sixteen units per acre. With the base density pegged at eight units per acre, if the higher end of the range is to be achieved for any given site, it will be incumbent upon the applicant to present high quality zoning proposals, master plans, phasing concepts, and a public facilities program which fully complements the adopted Comprehensive Plan. 4. Conunercial/Service Districts The Comprehensive Plan has been designed to accommodate three distinct commercial/service use classifications --Downtown Commercial, Neighborhood The City of Bridgeport, West Virginia Page 10-22 Comprehensive Plan Land Use Plan Commercial, and Community Commercial. Historically, the City's center of commerce has been the Downtown and will be the subject of continued preservation and development efforts by the City. The Comprehensive Plan's retail and business goals emphasize the community's desire and commitment for the existing Downtown to serve as a location for carefully selected new retail shopping and service opportunities. Peripheral sites will be considered for new community -level and neighborhood -level shopping centers. The Commercial/Service districts and their dominant use and density classifications are summarized below: Commercial/Service Density 1. Downtown Commercial F.A.R. = 0.30-2.00 per Acre (Downtown infill and rehab retail, office business, mixed -use, housing) 2. Neighborhood Commercial F.A.R. = 0.20-0.30 per Acre (Local, neighborhood -scale retail, office, restaurants, services) 3. Community Commercial F.A.R. = 0.15-0.30 per Acre (Attached retail centers, fast-food, and conventional restaurants) The Downtown Commercial district applies to all retail/business land uses situated with the Downtown area. In keeping with the envisioned Comprehensive Plan goals for this area, land uses within the Downtown Commercial are to be compatible with the scale and character of the existing Downtown. Specific urban design strategies and planning recommendations for the Downtown Commercial district should be developed upon adoption of the Comprehensive Plan. The Neighborhood Commercial land use district is intended to address peripheral business -related land uses lying outside the Downtown Commercial boundaries. The Neighborhood Commercial orientation is to have very selective and specialized applications in order to provide better design controls for "strip" commercial uses (linear multi -tenant commercial establishments) which have proliferated. Neighborhood Commercial is to address new retail/service development of low intensity (.20 FAR to .30 FAR) in carefully chosen locations within the Bridgeport Study Area. The City of Bridgeport, West Virginia Page 10-23 Comprehensive Plan Land Use Plan The commercial land use designation should not encourage or provide for conventional shopping centers or large-scale free-standing retailing establishments. To the extent achievable, via zoning district and design controls, the Neighborhood Commercial built environment is to be compatible in physical scale and architectural themes with surrounding residential neighborhoods. Neighborhood Commercial uses include convenience goods and personal services for the day-to-day living needs of the immediate neighborhood. The Community Commercial land use district is designed to define and better control the development of attached retail center land uses, including complimentary, support retail, such as freestanding banks, restaurants, fast-food establishments, and other "pad" uses which frequently locate on master planned shopping center sites. This district recognizes centers serving primarily community level shopping demands. It is not intended to address the unique design concerns related to regional and super -regional centers. In addition to the convenience goods and personal services provided by the neighborhood center, a community center provides a wider range of facilities for the sale of wearing apparel and hardware/appliances. It is generally built around a discount department store as the major tenant in addition to a supermarket. SYSTEM OF COMMERCIAL CENTERS Neighborhood Commercial centers should be close to all residential areas. These convenience centers give many residents pedestrian access to essential retail stores and can help keep trips for very basic needs off the main road network. A floating zone category, in which locational and design issues are addressed as parr of approval, is the best means to find sites for these centers. Community Commercial Centers have markets that go beyond a single neighborhood and, thus, can include supermarkets and numerous non -retail services such as branch banks and medical offices. These centers must be located on roads that give them easy access from areas other than their immediate neighborhood. Retail and Services in Employment Areas serve the concentration of businesses in significant employment developments where there is a distinct market for certain retail stores and services (e.g., meals, copy services, office supplies, express shipping services). The commercial needs of these employment centers and a growing workforce must be met in ways that do not compromise the functions of other retail and service centers or increase mid- day or post- working day traffic on the road network. The City of Bridgeport, West Virginia Page 10-24 Comprehensive Plan Land Use Plan 5. Economic Development The Economic Development planning sectors are organized into three districts to guide major employment and industrial -related land use activities within the City. Given the articulated economic development goals of the City of Bridgeport, the City's economic development strategies should promote development of research and development facilities, training centers, warehousing, light manufacturing, and incidental offices to such uses. The City's economic development objectives also encourage the construction of high density housing near places of employment and adjacent to existing residential neighborhoods as transitional uses. The intent of the Comprehensive Plan is to arrange land use districts which promote employment and industrial development in a "campus" setting. Site planning should emphasize landscaping and stringent performance standards for air and noise quality. Economic development related uses should be buffered from residential areas by landscaped setbacks and transitional uses (high density residential, business office, or public use) where possible. Economic Development 1. Light Industrial/Manufacturing 2. Warehousing/`Manufacturing 3. Mixed Use -Planned Employment Ctr. (Employment, Commercial, and Residential Uses) Density F.A.R. = 0.20-0.35 per Acre F.A.R. = 0.30-1.00 per Acre F.A.R. = 0.15-0.40 per Acre In the Light Industrial land use district, development densities should not exceed 0.20 to 0.35 F.A.R., with implementation tied to detailed, master site plan proposals. Given the close proximity of certain Light Industrial areas to existing, lower density land uses, certain employment -related use applications should be subject to special permit review, with rigorous standards applied to external site uses (such as storage), sensitive lighting and signs, buffering (fencing and landscape materials), and other matters which could adversely impact the environment. This district includes production, manufacturing, fabrication, and/or assembly as the dominant uses. Applications for land uses within this category should include detailed impact statements addressing traffic, noise, air The City of Bridgeport, West Virginia Page 10-25 Comprehensive Plan Land Use Plan quality, smoke, odor/fumes, point and non -point pollution, and other environmental considerations relevant to the given land use. The Heavy Industrial land use district is established in the Comprehensive Plan to recognize warehousing and manufacturing areas. The goals of the Plan explicitly support the existing economic base in Bridgeport and encourage expansion in campus industrial park settings. The goals also recommend the establishment of site design standards for all economic development related land uses. The Mixed Use - Planned Employment Center land use designation provides for a variety of residential, commercial, and employment uses.. This land use requires at least three out of the following five use categories: 1. Retail 2. Office/Research/Institutional 3. Residential (1-ligh Density) 4. Hotel/Motel 5. Light Industrial This land use must be located near a major intersection or a major transit station and must provide adequate transportation facilities for the anticipated traffic. Development intensities can span a wide range in floor area ratios (0.15 to 0.40) depending on the particular projects, intended land uses, physical characteristics, access and parking requirements, and other infrastructure demands. 6. Other Planning and Land Use Designations The Comprehensive Land Use Plan text and graphic exhibits may reference other land use concepts and planning designations. It is intended that any additional references to land uses be subordinate to and complimentary of the dominant land use categories outlined in the Comprehensive Plan. 7. Application of Planning Areas The future land use plan will depict tl,e long-range plan for land use in the City of Bridgeport. There is no timeframe or phasing element incorporated into the future land use plan map. In essence, it represents the City Council's vision for Bridgeport under its full absorption scenario. Stated in another fashion, the future land use plan intends to depict a maximum development build -out The City of Bridgeport, West Virginia Page 10-26 Comprehensive Plan Land Use Plan program. This is not to say that the Plan's future land uses are forever fixed; but it does mean that the City Council has established at this point in time its recommended full absorption picture of the City, thereby creating a future land use model around which this Comprehensive Plan bases its decisions for future community services, infrastructure, and social programs. Changes to the Plan may be initiated via private application and/or the normal process of updating the Comprehensive Plan by the local government every six years. This Plan and related growth management strategy translates the future land use plan into a sequenced allocation of future land uses which can respond to the local government's priorities for staged growth. This Plan represents the anticipated arrangement and mix of land uses in the City. The objective of this Plan is to provide the City with a framework for deciding on both the appropriateness and timeliness of private development proposals within the context of the adopted goals, objectives, and policies for fostering growth. B. Planing Approach It is important to keep in mind that the planning area acreages have been identified to include the "prime developable land"; thereby excluding the "less developable" or Environmentally Sensitive Areas (sensitive soils, steep slopes, wetlands, and floodplains). By emphasizing the planning strategy of assigning future land uses to only the "prime developable areas", the Comprehensive Plan was able to maintain compatibility with its adopted goal of protecting the City's critical environmental resources while assigning growth to land possessing attributes most conducive to urban uses. This is not to say that the future land use plan specifically excludes potential opportunities for urban uses to be located within the Environmentally Sensitive Areas, rather, the future land use plan seeks to substantially preserve these areas from the intense forms of development which have been introduced into some of the City's ecologically vulnerable land and water resources. In this regard, decisions pertaining to individual, privately -initiated zoning applications should carefully weigh site planning sensitivity to the Environmentally Sensitive Areas. Development approvals and the densities allocated thereto should be a function of "quality by design" principles as well as preservation of these sensitive ecological units. Clustering of future development within the planning areas and a corresponding conservation of sensitive land units is addressed in this Plan. The future land use plan supports the reduction of allowable density levels within any given zoning district based on the unique attributes of the underlying land areas (soils, slopes, wetlands, etc.) when development is proposed to be situated within the Environmentally Sensitive Areas. Correspondingly, the future land use plan encourages The City of Bridgeport, West Virginia Page 10-27 Comprehensive Plan Land Use Plan development at full density levels for those proposals which do not adversely impact sensitive areas and which apply creative and environmentally sensitive site planning guidelines. C. The Case for Annexation In order to adequately plan for this growth, the City of Bridgeport has conducted extensive land use studies on all of the land within one mile of the existing City boundaries. Furthermore, the City has analyzed its capability to provide services in those areas within one mile of the corporate limits. While the City plans for an adequate supply of housing to meet existing and future demand, Bridgeport has also planned for commercial and economic development to broaden the tax base. If the City does not plan for these non-residential land uses, Bridgeport will provide and pay dearly for services and capital projects, such as sewage treatment plants and schools, required by a substantial segment of the regional population who opt to reside in the City of Bridgeport and make a commute, thereby making Bridgeport a bedroom community. The City of Bridgeport cannot allow Harrison County and the region to collect tax revenues from economic development while Bridgeport provides the municipal services to the commuters. Bridgeport should consider developing its "urban village" (concept where people work, shop, and live) one step further. Bridgeport should also continue its efforts in seeking employment -intensive industry to locate within the Bridgeport corporate limits. This means annexing those properties around the existing corporate limits which would be attractive to such a user. Residential properties which can be adequately serviced by public facilities and utilities must also be annexed. D. Extending the Corporate Limits of Bridgeport Three considerations should guide any large scale annexation undertaking: 1. The comprehensive plan must be flexible. 2. The comprehensive plan must create value. 3. The comprehensive plan must work financially. A site without proper zoning or entitlement may have prohibitive carrying costs for the owner/developer. Entitlement means having the full benefit of zoning and being able to obtain permits and develop based on zoning (i.e., no covenants or moratoriums). Since a large development is built over time, the developer needs flexibility to adapt the plan The City of Bridgeport, West Virginia Page 10-28 Comprehensive Plan Land Use Plan to changing market conditions. The City should, therefore, plan for a variety of land uses, throughout the areas planned for annexation and permit some flexibility in accommodating the market forces. The market is beginning to seek more sophisticated, full service environments, rather than single use, automobile -dependent locations. Bridgeport cannot use planning strategies that are forty years old and no longer relevant to today's culture. Household make-up has changed, the workplace and workforce have been transformed, real wealth has shrunk, and environmental concerns have surfaced. What does this mean? More households are smaller today than twenty years ago. Single parent households, households where both parents work, and households containing elderly individuals opting for independent living. All of these trends affect land use patterns. These individuals need to live in close proximity to retail centers, schools, day care, and places of employment or transit centers where the particular mode of transportation (bus, rail, etc.) will transport these individuals to the aforementioned destinations. It is no longer practical for these groups of people to reside in large scale automobile -dependent single use developments isolated from schools, professional offices, shopping centers, churches, parks, and places of employment. Enough flexibility must be built into areas targeted for development to accommodate adjustments in changing markets. In addition to being flexible, the comprehensive plan must create value. The comprehensive plan must define a new place to which people and investment will be attracted. The large sizes of the parcels located adjacent to the corporate limits of Bridgeport, the proximity of these parcels to existing facilities that can support growth in the early stages of the development process, and the fact that the vast majority of the parcels contain little, if any, housing from which residents have to relocate, are all pluses. The City must create value in the areas targeted for annexation in addition to selected parcels in the City. Creating value includes planning for high density residential in underutilized areas and areas targeted for redevelopment and annexation near commercial centers and places of employment. Not only will this create more value, the practice will encourage development, provide more housing near the workplace, cut down on future highway needs, and provide a base for a convenient public transportation system. As outlined at the beginning of this section, the third consideration which should guide any large scale annexation undertaking is that the comprehensive plan must work financially. Upfront infrastructure costs must not overwhelm early cash flows. Project density must reflect land values. Uses must be mixed in each phase so the danger of overwhelming the market for any single land use segment is averted. The City of Bridgeport, West Virginia Page 10-29 Comprehensive Plan Land Use Plan E. Planning Area Analysis and Policy Recommendations For the purpose of making the most informed land use decisions, the growth ring extending one mile around the City (referred to as the Annexation Study Area), which is a major focus of the Bridgeport Comprehensive Plan, has been divided into ten separate and distinct geographical planning areas. Each planning unit, referred to here as a planning area, is comprised of an area of land which circumscribes a unique set of interrelated physiographic, topographic, and cultural characteristics which gives the area its special identity. In establishing the boundaries and location of the various planning areas, the Plan's research, inventories, and analyses have carefully weighed the physical, social, economic, and political resources and constraints of each planning area in the entire Bridgeport Area. In the process of designing a preferred land use plan for the Bridgeport Area, each area becomes a decision unit around which (a) concepts are evaluated, (b) alternative land uses are modelled and (c) compatibility with community planning goals is tested. The following narratives summarize the planning analysis which has been prepared for each of the eleven planning areas. Capsulizing the findings of the Plan's ecological and land use investigations, these narratives identify the key area characteristics, including (a) area boundary delineations and land area, (b) existing land use and zoning, (c) hydrology and geology, (d) topography and natural features, and (e) cultural and political aspects. As related to the planning process, these factors and their interrelationships combine to have a direct bearing upon the process of structuring the optimal future land use(s) for any given area. For example, key topographic features, such as major ridges or drainage swales, will suggest some land use patterns and discourage others. Similarly, existing highways and railroads constitute established man-made systems which must be incorporated as givens into this planning process. All descriptions and designations in each planning area section reflect City boundaries subsequent to June 1995. The Bridgeport Area's framework of future land uses is illustrated by the land use plan which accompanies this document. Being shaped by the adopted physical, social, and economic goals outlined herein, this land use plan encapsulates the long-range vision for development within the Study Area. Inherent to the realization of the policies which follow, the underlying growth management process assumes the continued and coordinated process of guidance, control, and implementation by and between the City and County. WAG The City' of Bridgeport, West Virginia Page 10-30 Comprehensive Plan Land Use Plan In some instances, one or more planning areas may be combined into a larger planning precinct in order that future land uses and/or infrastructure systems may be uniquely combined. In other cases, more than one planning land use designation may be allocated to a given area in order to efficiently articulate land uses and growth management stipulations. In addition to describing area characteristics, the following narratives outline the land use policies, urban design guidelines, and special site development guidelines for each of the planning areas. The future land use plan for the Annexation areas is divided into eleven geographical planning areas. Planning Area 1: Planning Area 1 consists of all land within the corporate limits of Bridgeport as of June 1995. It is considered the stable area within the overall Bridgeport Area. Planning Area 1, in effect, is the heart and soul of Bridgeport today and will continue to be the heart and soul of the City in the future. The Comprehensive Plan strives to protect this existing built environment by implementing planning strategies aimed at preserving the stable areas and encouraging compatible land uses within the Bridgeport Area. From a planning perspective, the stable area designation is affixed to those neighborhoods and pockets of existing development which, for the most part, are fully developed and "stand on their own." As strongly urged by many of the business interests in Bridgeport, much of the focus of activity has been on Downtown Bridgeport. One of the most successful downtown efforts involves the creation of a "one stop service center" concept marketing program. Downtown Bridgeport, as is the case with many downtowns throughout West Virginia, has seen an increase in service and office related activity relative to increases in retail activity. In fact, in the past fifteen years, the retail activity has declined in actual as well as relative terms. Like retail, most of the office related activity does generate jobs, taxes, income, foot traffic, and patronage for the downtown. While downtown retail has met with stiff competition from suburban retail centers and regional shopping malls, the downtown office market is in a unique position that generally goes unrecognized. While most areas, such as Bridgeport, have offices or industrial parks on their perimeter or nearby, and those suburban parks often have significant amounts of office space; they do not serve the same function as the downtown. The City of Bridgeport, West Virginia Page 10-31 Comprehensive Plan Land Use Plan 11111111111 In smaller communities, unlike larger metropolitan cities and suburbs, it is unusual to find dental offices, attorney's offices, and other such local serving professionals in those new offices or industrial parks. Downtown attracts many, if not most, of those types of office tenants; because it typically contains government offices and is highly recognizable by the residents. The City understands that there are problems that must be dealt with in its urban core. They understand that some neighborhoods need a facelift. These problems require task forces to be formed to study the individual problems and develop solutions to the said problems. This Comprehensive Plan does not outline a work plan to solve the problem, just as the Comprehensive Plan does not tell the builder what type of structure a developer can build and on what size of lot. The purpose of the Comprehensive Plan is to give direction to both public and private decisions so that the most beneficial arrangement of land uses can be recognized as well as the orderly and economic provisions of public services for present and future residents. With respect to the planning process, the applicable land use goals are intended to maintain the status quo and to discourage development proposals which might otherwise alter the scale, ambience, and density of any given stable area. In pursuit of the goal of reinforcing neighborhood stability within the City of Bridgeport, decisions regarding future land use and subsequent zoning should reinforce the following objectives: (1) protect valued environmental and historic resources, (2) encourage infill land uses which are compatible in scale, density, and architectural character with existing development, (3) minimize the impacts on transportation and utility systems from both internal and contiguous development, and (4) reduce the potential for commercial expansion and/or strip development outside designated areas. As a direct result of this planning policy, the land use designation for Planning Area 1 is existing use. The existing use land use is, in essence, a land use designation under which the permitted uses of each parcel in the City are defined as any uses to which the parcel is already reasonably adapted. Parcels may not, in general, be modified for new uses. The function of existing use land use is to stabilize neighborhood land use patterns and character by establishing a legal presumption that people cannot necessarily change the uses of their land just because they may profit by doing so. The Bridgeport Comprehensive Plan encourages incremental and compact growth by permitting higher density residential development on selected tracts where superior site design and phased developments are incorporated into site development schemes. Therefore, the higher end of the density or intensity ranges should only be considered for selected sub -areas at which superior development proposals, which address phasing, Tice City of Bridgeport, West Virginia Page 10-32 Comprehensive Plan Land Use Plan transportation, quality site design are submitted. If such guidelines are not adhered to, future zoning should reflect the low end of the density range. Planning Area 2: Planning Area 2, containing approximately 1,584 acres, is situated north of the F.B.I. property and comprises the northeastern limits of the annexation area. The southern border is the White Oaks property and the eastern border is Interstate 79. Relative to the development suitability of the planning area, the area has severe restrictions. Given good design proposals, the clustering of residential units (which should be required), will ensure environmentally sensitive developments. Southern exposures should be exploited, where possible, for optimal southern orientation for road and house siting. This area is planned for high, medium, and low density uses, This area will also serve those who work at the F.B.I. property and neighboring areas. A neighborhood/community center must be located in the planning area to serve the day-to- day needs of these residents, without forcing them to use the Interstate. The recommended commercial use should be residential in scale and in harmony with the surrounding residential uses. The neighborhood/community center must be centrally located within the planning area (Intersection of Route 13 and Route 13/5) and not visible from the Interstate. The location of a mixed use center is also recommended in this area to take maximum advantage of its proximity to the Interstate. A major gateway is also proposed to act as an entryway into the City at the F.B.I. Interchange and Planning area 3. This area is ideally situated to establish accessible and attractive commercial concentrations. Opportunities to expand the City's local and regional economic base also exist in this planning area. This land use mix includes orientations compatible with projected market demands and the reservation of areas for commercial, office, and service employment centers. Land use proposals should incorporate the development of appropriate neighborhood open spaces and a landscaped, passive park internal to the development. Lodging and support tourism uses are also encouraged in this area due to the site's location and high visibility from I-79. Industrial uses should not be permitted in this planning area. The goals of the City are to enhance the overall image and quality of life in the area by not permitting incompatible use within and between certain planning areas. Industrial uses would only perpetuate marginal housing and, consequently, a negative image in Bridgeport's entry corridors. :.t The City of Bridgeport, West Virginia Page 10-33 Comprehensive Plan Land Use Plan The Bridgeport Comprehensive Plan encourages incremental and compact growth by permitting higher density residential development on selected tracts where superior site design and phased developments are incorporated into site development schemes. Therefore, the higher end of the density or intensity ranges should only be considered for selected sub -areas at which superior development proposals, which address phasing, transportation, quality site design are submitted. If such guidelines are not adhered to, future zoning should reflect the low end of the density range. Planning Area 3: Planning Area 3 contains approximately 1,403 acres and is located in the northern most section of the annexation area. It is bound by Interstate 79 to the northwest, Route 73 to the southwest, and Route 50 to the south (towards Taylor County). Phase 2 of the airport expansion is going to result in the provision of a direct link from Route 73 to Route 50 and will alleviate Route 50 of truck traffic through Downtown. The northern most portion is planned for high density residential uses (based on its proximity to the highway). The proposed upgrade of Route 73 will help the area in terms of handling a larger traffic volume. High density development must be permitted on selected tracts where superior site design and public improvements are incorporated into site development schemes. The central and southern portion of the planning area must be planned for medium density and low density uses respectively. In terms of development suitability, the western portion of the linear planning area has moderate development restrictions and the eastern half has severe development restrictions. Land planning guidelines stipulate that housing be planned in clusters. The clustering will provide the opportunity to reserve sensitive environmental areas and natural drainage ways by limiting land disturbances and grading activities. A neighborhood commercial center must be located close to the interchange. This center serves the retail needs of these residents. The recommended commercial use should be residential in scale and in harmony with the surrounding residential uses. The neighborhood commercial center must be located within the planning area (intersection of Route 73 and Route 73/5), near the existing retail uses on Route 73 and should not be visible from the Interstate. The Bridgeport Comprehensive Plan encourages incremental and compact growth by permitting higher density residential development on selected tracts where superior site design and phased developments are incorporated into site development schemes. Therefore, the higher end of the density or intensity ranges should only be considered for The City of Bridgeport, West Virginia Page 10-34 Comprehensive Plan Land Use Plan selected sub -areas at which superior development proposals, which address phasing, transportation„ quality site design are submitted. If such guidelines are not adhered to, future zoning should reflect the low end of the density range. Planning Area 4: Planning Area 4 consists of approximately 720 acres and is located to the east of Planning area 2. It is bound by Route 73 to the northeast and southeast and Interstate 79 to the southwest. The portion along 1-79 is planned for high density uses, and the southern portion is planned for medium density uses. The location of a mixed use center is also recommended in this area to take maximum advantage of its proximity to the Interstate. A major gateway is also proposed to act as an entryway into the City at the F.B.I. Interchange and Planning Area 1. A road is proposed from Route 73, running parallel to Interstate 79, that divides the planning area in half. This proposed road will connect with Stout Street. The by-pass on Route 50 (Phase 3 of airport expansion) is in the conceptual stages and is expected to extend all the way to 1-79. These roads will divide the planning area into four sections. A neighborhood commercial center is proposed at the intersection of Route 73 and the Route 50 by-pass, instead of strip (linear) commercial development. Another neighborhood center is proposed at the intersection of the two proposed roads to serve the residential areas. The recommended commercial use should be residential in scale, in harmony with the surrounding residential uses, and located away from the Interstate. This planning area has high visibility from the 1-79 highway. Any future development should address Bridgeport's entry corridor objectives which recommend that existing views into an area be buffered from any form of development. The Bridgeport Comprehensive Plan encourages incremental and compact growth by permitting higher density residential development on selected tracts where superior site design and phased developments are incorporated into site development schemes. Therefore, the higher end of the density or intensity ranges should only be considered for selected sub -areas at which superior development proposals, which address phasing, transportation, quality site design are submitted. If such guidelines are not adhered to, future zoning should reflect the low end of the density range. Planning Area 5: Planning Area 5 consists of approximately 1,023 acres and includes the Benedum Airport and industrial park. It is bound by Route 73 on the west, Route 50/34 on the east, and the railroad to the south. This industrial area should be extended The City of Bridgeport, West Virginia Page 10-36 Comprehensive Plan Land Use Plan in a northerly direction (north of the by-pass and south of the airport) to accommodate some light industrial uses. In terms of highway improvements, Phase 1 of the airport expansion is currently under construction and will link Route 73 with Route 50/34. Route 73 is expected to be widened from I-79 to Main Street. This plan is still in review. Relative to development suitability, the area poses moderate restrictions. This planning area will act as the primary industrial area for the City of Bridgeport, accommodating several employers. Any future activities within this planning area should conform to updated industrial land use regulations and performance criteria. Site development proposals recommended should also be subject to the stipulation that proposals present "workable" provisions for safe, efficient, and adequate ingress -egress into the planning area. All these employment -related use applications should be subject to special permit review, with rigorous standards applied to external site uses (storage), sensitive lighting and signs, buffering (fencing and landscape materials), and other matters which could adversely impact the environment. Industrial uses must be confined to this planning area only and no encroachment of this type of use should be permitted on the Route 76 corridor outside the planning area. The Bridgeport Comprehensive Plan encourages incremental and compact growth by permitting higher density residential development on selected tracts where superior site design and phased developments are incorporated into site development schemes. Therefore, the higher end of the density or intensity ranges should only be considered for selected sub -areas at which superior development proposals, which address phasing, transportation, quality site design are submitted. If such guidelines are not adhered to, future zoning should reflect the low end of the density range. Planning Area 6: Planning Area 6 consists of approximately 883 acres. It is bound by Route 50 to the north, the Harrison County line to the east, the industrial park to the west, and the railroad to the south. The area around the lake has been planned for medium density residential uses. The area abutting the industrial park is planned for high density uses in order to buffer the medium density areas south of the lake. A major gateway is proposed at the junction of Planning Areas 2 and 5 on Route 50. This will serve as an entryway into the City from the Taylor County region. The City of Bridgeport, West Virginia Page 10-37 Comprehensive Plan Land Use Plan The Bridgeport Comprehensive Plan encourages incremental and compact growth by permitting higher density residential development on selected tracts where superior site design and phased developments are incorporated into site development schemes. Therefore, the higher end of the density or intensity ranges should only be considered for selected sub -areas at which superior development proposals, which address phasing, transportation, quality site design are submitted. If such guidelines are not adhered to, future zoning should reflect the low end of the density range. Planning Area 7: Planning Area 7 consists of approximately 1,899 acres. The area is bound by the railroad to the north, the Harrison County line to the east, the annexation area limits to the south, and Route 26 to the west. Route 26 divides this planning area into two sub -areas. The portion north of Route 26 is planned for medium and low density uses and the area south of Route 26 is planned for low density uses. This section of Route 26 must be upgraded (currently consists of two twelve foot lanes and cannot accommodate additional lanes). A new road is proposed along the eastern boundary of the planning area to connect Route 26 and Route 76. This road will help alleviate the traffic congestion on Route 26 by diverting traffic to Route 76 near the airport. A neighborhood/commercial center is proposed at the intersection of Route 26 and the proposed road to serve the day-to-day requirements of residents in Planning Areas 6 and 7. The Bridgeport Comprehensive Plan encourages incremental and compact growth by permitting higher density residential development on selected tracts where superior site design and phased developments are incorporated into site development schemes. Therefore, the higher end of the density or intensity ranges should only be considered for selected sub -areas at which superior development proposals, which address phasing, transportation, quality site design are submitted. If such guidelines are not adhered to, future zoning should reflect the low end of the density range. Planning Area 8: Planning Area 8 consists of approximately 1,271 acres and is bound by the Bridgeport City limits to the northwest, Anmoore City limits to the west, Route 58 to the southwest, Planning Area 6 to the east, and the annexation area limits to the south. The City of Bridgeport, West Virginia Page 10-38 Comprehensive Plan Land Use Plan Relative to the development suitability of Planning Area 7, the northern portion of this planning area has severe development restrictions and a portion of the southern reaches of the planning area has moderate development restrictions. The area south of Route 58 is planned for medium density residential uses to offset anticipated constructed costs and the remainder is planned for low density uses. This planning area is served by a neighborhood commercial center located on Route 58. Transportation planning should provide for well organized interior neighborhood streets along with minor community level collectors to properly serve Planning Areas 6 and 7. The Bridgeport Comprehensive Plan encourages incremental and compact growth by permitting higher density residential development on selected tracts where superior site design and phased developments are incorporated into site development schemes. Therefore, the higher end of the density or intensity ranges should only be considered for selected sub -areas at which superior development proposals, which address phasing, transportation, quality site design are submitted. If such guidelines are not adhered to, future zoning should reflect the low end of the density range. Planning Area 9: This area consists of approximately 860 acres and is bound by the City limits to the north, Interstate 79 to the west, and Planning Area 7 to the southeast. Most of this area, along Route 50, is proposed for commercial use. In terms of highway improvements, Route 50 is currently under construction (an additional eastbound and westbound lane), from I-79 to Main Street, in order to serve this use in an efficient manner. The Emily Drive extension is in its conceptual stages and is expected to be upgraded and extended from Route 58 to Route 50. This will help in deviating traffic off Route 50. Lodgeville Road is under review to be upgraded from Johnson Avenue to U.S. Route 50. This will relieve traffic on most parts of Johnson Avenue and will also serve as an alternative to using 1-79 to reach Downtown from the northern part of Johnson Avenue. The area northwest of Anmoore is proposed for a mixed use employment center. A major gateway is proposed at the intersection of Route 50 and Interstate 79 to serve as an entryway into the City from the southern portion of the State. The Bridgeport Comprehensive Plan encourages incremental and compact growth by permitting higher density residential development on selected tracts where superior site design and phased developments are incorporated into site development schemes. Therefore, the higher end of the density or intensity ranges should only be considered for The City of Bridgeport, West Virginia Page 10-39 Comprehensive Plan Land Use Plan selected sub -areas at which superior development proposals, which address phasing, transportation, quality site design are submitted. If such guidelines are not adhered to, future zoning should reflect the low end of the density range. Planning Area 10: This area consists of approximately 880 acres and is bound by the Bridgeport City limits to the south, Interstate 79 to the west, and Planning Area 3 to the north. The proposed road that connects Route 73 to Stout Street will divide this planning area in two sections. The area is planned for a mix of residential uses. Uses include high density residential in areas that abut the Interstate (acts as a buffer), and the remaining areas will contain a mix of medium and low density development. A neighborhood commercial center is proposed to serve residents in this planning area. The Bridgeport Comprehensive Plan encourages incremental and compact growth by permitting higher density residential development on selected tracts where superior site design and phased developments are incorporated into site development schemes. Therefore, the higher end of the density or intensity ranges should only be considered for selected sub -areas at which superior development proposals, which address phasing, transportation, quality site design are submitted. If such guidelines are not adhered to, future zoning should reflect the low end of the density range. Planning Area 11: This area consists of approximately 245 acres and lies south of the F.B.I. property, on the north side of Interstate 79. The area abutting the Interstate is recommended for general commercial uses. This area circumscribes the Meadowbrook Mall and other retail shopping areas. The remainder of this area must be planned for high density residential uses (area abutting the Interstate) and medium density residential uses (area abutting the F.B.I. property). The Bridgeport Comprehensive Plan encourages incremental and compact growth by permitting higher density residential development on selected tracts where superior site design and phased developments are incorporated into site development schemes. Therefore, the higher end of the density or intensity ranges should only be considered for selected sub -areas at which superior development proposals, which address phasing, transportation, quality site design are submitted. If such guidelines are not adhered to, future zoning should reflect the low end of the density range. The City of Bridgeport, West Virginia Page 10-40 Comprehensive Plan Land Use Plan VI. IMPLEMENTATION The adoption of this Comprehensive Plan serves as only one element of a continuous development process for Bridgeport. In pursuit of a "growth by design" policy, land use implementation responsibilities must be shouldered by both the public and private sector alike. This process must be carefully orchestrated inasmuch as development occurs incrementally. The Plan serves as the urban design framework around which relevant future land use decisions are based. Its implementation must be directed by growth management tools --zoning, subdivision, and site plan ordinances as well as architectural guidelines, which are fully integrated into the Plan's "vision" for the City. The concept of "linkage" between the Plan and these toois has been a dominant planning theme in this effort. The following chapter addresses the specific unifying "linkages" which will promote a successful growth management process wherein "growth by design" is fully achieved. One of the most valuable lessons learned during the City's planning process is that quality built environments and design excellence require exhaustive work by both the private sector (in defining specific market opportunities and project designs) and the public sector (in ensuring project land use compatibility within the context of the Comprehensive Plan). The Comprehensive Plan, standing along, is insufficient to implement "growth by design"; neither can the zoning and subdivision ordinances fully ensure that private development be created sensitively. As Bridgeport develops, the full effect of the Plan will be measured by the success or failure of any given site development project. The Plan's "vision" is defined by the many discrete decisions (both public and private) which address the matters of location, density, scale, infrastructure, visual quality, and phasing of any particular land use application. Accordingly, the tools and methods to be incorporated into the growth management effort must focus on each individual aspect of the land development process. With the adoption of this Plan, an urban design framework can be established for the City of Bridgeport. This framework identifies future development opportunities and limitations of the overall planning area, in general, and individually owned tracts, in more detail. Thus, the previous and current planning efforts provide a continuum for the development focus, land use character, and conservation elements of the many geographical areas of the City. The next level of planning attention must address the site -by -site urban design relationships and land use compatibility issues. It is here, under the general aegis of "implementation," that the on -going, dynamic planning process is put to task. The City of Bridgeport, West Virginia Page 10-41 Comprehensive Plan Land Use Plan A. Public/Private Urban Design "Partnerships" If future growth is to be orchestrated via strengthened linkages between the planning process and the land development controls, both Bridgeport public officials and private landowners/developers must identify a mechanism for public/private dialogue at the project inception stage. Similarly, in promoting communications between the developer and regulator of the land use process, the City does not want to place an undue burden on any applicant. As such, this process is structured so that the involved parties can fully explore planning issues, concerns, and site opportunities at the pre -planning level. "Pre- planning conferences," "urban design conferences," and community input meetings should be conducted prior to the preliminary plat, site plan, and/or subdivision stage in the existing planning process. In order to create specific development projects which foster the land use planning goals of the Bridgeport Plan, certain land use objectives and project site design principles must be advanced in developing (1) internal and external land use relationships, (2) coordinating growth and expansion, (3) identifying building locations and massing, (4) preserving open space and creating recreational amenities, and (5) establishing access and circulation systems. When viewed in its entirety, the City's growth management program --Comprehensive Plan, • facilities master plans, regulatory ordinances, development standards, and "urban design" review processes --must seek to optimize these objectives and principles. To be effective, the "urban design partnership" concept must be applied via close working relationships between the private developer, City officials, and their design consultants on each and every development application. In this regard, prior to the formal submission of any particular site plan or subdivision plat, sufficient preliminary worksessions should be conducted to ensure that these issues are properly addressed. The following framework should be followed in coordinating public/private dialogue at the conceptual site planning stage: 1. Project Land Use and Density ► Functional organization of site ► Land use relationships ▪ Net developable area ► Peiformance-based density ► Land use yield ► Compatibility with Comprehensive Plan The City of Bridgeport, West Virginia Page 10-43 Comprehensive Plan Land Use Plan 2. Transportation and Circulation ► Identify transportation hierarchies ► Vehicular access and circulation ► Pedestrian access and circulation 3. Design Vocabulary ► Compatibility of scale ► Compatibility of design ► Landscape style ► Architectural style 4. Environment ► Inventory of assets ► Quality of ecological setting ► Preservation of natural systems ► Quality of environmental design ► Open space and conservation 5. Public Infrastructure ► Adequate public facilities ► Utility and traffic impact analysis The dialogue should conclude only upon the satisfaction of both Bridgeport's public and private interests that the project concept and its refinements can answer the following question: Is this the very best we can do for this property at this point in time? In achieving this end, private landowners and developers will need to become fully cognizant of the specifics of the Comprehensive Plan as well as the overall nature and intent of the growth management process. In response, their understanding should be reflected in the pre -planning worksessions with City officials. A key element of this process is the recognition of performance -based urban and environmental design guidelines. The Plan recommends the incorporation of these land use regulatory measures which place a greater degree of "accountability" on the private sector. Thus, it is incumbent upon the developer to initiate the "next stage" in the planning process by providing the City with illustrative concepts and schematic land use programs which serve to further refine the Plan recommendations. It is important to note that these The City of Bridgeport, West Virginia Page 10-44 Comprehensive Plan Land Use Plan concept plans are viewed as precursors to formal preliminary and final plat and plan submissions. While the intent of this "dynamic" public/private planning exercise is to ensure full appreciation of and compatibility with all urban and environmental design issues, it is not intended to preclude creativity in site -specific architectural and landscape design. B. Urban Design Performance Guidelines The Bridgeport Comprehensive Plan recognizes that the fruits of quality urban design emerge from satisfying issues related to project feasibility, design continuity, and site - specific sensitivities. Within any given real estate orientation and site planning exercise, certain fundamental urban design principles should be carefully tested within this context. Because of the local importance of quality design and the potential pressures for change, creation of effective design review standards should be developed in support of the Comprehensive Plan. These actions are crucial in influencing the quality of individual development and redevelopment projects, particularly within the City's entry corridors, neighborhoods, and the Downtown. The initial effort should be the completion of a survey of visual values in the area. Based on these findings, the City should develop appropriate design review standards and criteria to apply to new development. C. Zoning Regulations Planning is a recognized governmental process, operating under the general objectives established by the West Virginia Code and regulated locally by the citizens through their elected representatives. The Municipal Planning Commission, as an advisory agency to the Mayor and the City Council, is charged with the duties of developing and maintaining the Comprehensive Plan, administering the legal tools at its disposal for implementing the Plan, and carrying on other activities dealing with City development and improvement. In order to give public sanction to the Comprehensive Plan, the Planning Commission can avail itself of several regulatory tools or ordinances, including zoning and land subdivision regulations, and building and housing codes. Programs concerned with specific projects may also be put into effect, such as public works projects needed for improvements to the water distribution system or City streets. When the Comprehensive Plan for the community has been adopted, zoning becomes the principle means available for giving it legal effect. The functions of zoning are to control the use of land and buildings and to regulate the density of development. Zoning will The City of Bridgeport, West Virginia Page 10-45 Comprehensive Plan Land Use Plan be the tool which guides future land use patterns toward the goals outlined in the Comprehensive Plan. Zoning has proved to be an extremely important public law, capable of shaping the environment of the communities which use it. Its application may be apparent only in small ways, even after years of use. But the shaping will occur and will produce a successful environment, if the law is based on the same wisdom and foresight necessary for the preparation of its basis in planning. As indicated in the preceding sections, growth management tools, to be effective, must be structured around both the comprehensive plan and the zoning ordinance. Every attempt has been made to more closely structure the goals and strategies of the Plan with realistic implementation measures and contemporary development techniques. Based on the uses permitted under various zones in the existing zoning ordinance, specific land uses were classified as being appropriately located in these zones. Even though it is recommended that the classified land uses be located in various existing zones, modification to the current Zoning Ordinance District should be made to promote orderly growth throughout the area. The following table recommends the aforementioned land uses that should be implemented by specific zoning districts that are currently in place: Land Use Zoning District Low Density Residential Medium Density Residential High Density Residential Downtown Commercial Neighborhood Commercial Cornrnunity Commercial Light Industrial Warehousing, Manufacturing Mixed -use Planned Employment Center D. Capital Improvement Program R-1 R-2 R-3 B-2 B-1 B-2 I-1 I-1 I-1 One of the functions of the Municipal Planning Commission is the drafting of the Capital Improvements Program. To derive the maximum benefits from public funds, it is vitally important that municipal improvements be scheduled and related to each other so they are constructed in the proper sequence to meet community growth. The City of Bridgeport, West Virginia Page 10-46 Comprehensive Plan Land Use Plan Public improvement programs generally cover the scheduling of capital expenditures under a priority system for a revolving six -year period. It is essential that these programs be coordinated with the comprehensive plan. Projects scheduled for early execution are detailed so that proper budgeting and financing can be arranged. The program is reviewed annually and at the same time projected ahead another year. In this way, there is a continuing program six years in advance. This assures that public projects will be completed where and when needed, and within the budget of the community. E. Phased Growth The adopted goals for the Bridgeport Comprehensive Plan emphasize the importance of "phasing" new development. In keeping with this dominant planning goal, the principle objective of phasing development is to stage the timing and sequencing of new development so as to preserve the scale and rural lifestyle of Bridgeport. In seeking the necessary "growth balance" within the community, local government officials have articulated their desire to prevent the undue overloading of the public agencies and infrastructure which serve the existing citizens, and businesses of Bridgeport. The immediate results of new urban development are the generation of demands for additional services, facilities, and urban infrastructure. With the evolution of new urban growth patterns and demands within a locality, these services may be more sophisticated and expensive than were previously provided in the locale. Consequently, studies indicate new developing communities may have significant tax burdens, generating demands over and beyond the local governmental support mechanism. Bridgeport officials have clearly stated they do not desire suburban growth patterns and the incumbent impacts of overly rapid paced private development. The adopted goals respond to this voiced community of interest. Thus, Bridgeport seeks to define a development management program which ensures vitality and economic stability within the Bridgeport area. While in no way being in a "no growth" posture, integral to this plan is the retention of existing businesses and the attraction of new development. The governing officials of Bridgeport, through the adoption of the Plan, have formalized their desire and commitment to preserve the "small town" scale and lifestyle, while, at the same time, seeking a delicate balance of new development while enhancing community vitality and stabilizing the economy within the Bridgeport area. For the most part, a development phasing plan should be based on a sensitive mix of (1) appropriate land uses, (2) public incentives, (3) creative negotiations, and (4) voluntary private concessions, as opposed to potentially confiscatory land use regulatory provisions. The City of Bridgeport, West Virginia Page 10-47 Comprehensive Plan Land Use Plan ■1\ This is, and shall remain to be, the foundation of any development program which attempts to address the issue of phasing. The locality cannot be overly regulatory to the extent legislated property rights are violated. A stance based on excessive regulatory provisions, while popular with the "no growth" faction, would attract large opposition from the private development community in particular and informed citizens in general. Local governments in West Virginia cannot "control" growth in the sense that the "free market" can be arbitrarily constricted. However, this does not imply that growth management should be left "open ended" either. The real estate marketplace, ultimately, is the "regulator" of growth in communities where locally -directed phasing controls are not applied. With or without phasing, regional and national economies have a tremendous influence on what happens in the local real estate community —certainly, more influence than local government land policies have with respect to individual real estate "buy/sell" decisions. Local officials recognize the importance of the marketplace in their effort to manage and influence growth phasing. The City of Bridgeport will continue to study the implementation of a "development phasing strategy" to selectively influence growth --while maintaining "free market" sensitivities --by focusing on a balanced application of the basic components. If local officials are to incorporate a development phasing plan into the plan process, it should be viewed as a "dynamic" land use planning component. The phasing plan should incorporate the various "tools" addressed herein for the purpose of selectively approving individual locations within the Bridgeport area for urban development. The boundaries of each development phase should be linked to the ability and willingness to provide and/or support essential urban services within the impacted planning areas. Further, the phasing plan should be "market based" in that sufficient lands are to be allocated to each successive phase in order to allow for an optimal balance between demographic demands and real estate supply. Once adopted, the phasing plan should be reviewed, refined, and expanded on an annual basis to reflect the impacts of growth, changes in the local real estate marketplace, and capital improvements programming (which is an essential component currently not in place in Bridgeport). 9502700R.905 The City of Bridgeport, West Virginia Page 10-48 Appendix Community Assessment INTRODUCTION The Community Assessment examines the Bridgeport Community relative to its strengths, weaknesses, opportunities, and threats. This assessment is based upon information collected and analyzed. This includes data from the Census, the land use and market surveys, and comments by local residents at the Comprehensive Plan Kick -Off meeting. Some of the Bridgeport residents have identified both positive and negative issues that are important to them. The information gathered reveals future opportunities as well as potential threats to the community if action is not taken. The findings are synthesized and categorized into four major areas. The categories include Environment and Community Image; Crime, Safety, and Housing; Organization and Public/Private Services; and Economic Development, Employment, and Education. These findings are stated as strengths (existing assets) and weaknesses (existing liabilities). Environment and Community Image Liabilities ► The City needs a Veterans Monument. ► All signs must be regulated. ► All entry corridors need to be improved. ► Streetscape improvements are needed. ► A sense of "place" in the City (consider uniform improvements) must be created. ► Uses and improvements on Main Street become more fragmented as one moves towards I-79. ► All the City's assets must be connected visually. Assets ► The quality of life is great and must be preserved. ► Residents are progressive and forward in their thinking. The City of Bridgeport, West Virginia Appendix -1 Comprehensive Plan Appendix - Community Assessment Crime, Safety, and Housing Liabilities ► Housing opportunities must be expanded. ► There is a need for moderate and middle income housing opportunities. ► The housing supply is currently not meeting the housing demand - there is a need for more housing in the following price ranges: $50,000-$70,000 and $80,000-$120,000. ► There is a lack of low income housing. ► The volume of traffic is increasing. ► Traffic is congested at the intersection of Interstate 79 and Route 50. ► Major traffic problems prevail between the periods of 7:00 a.m. to 9:00 a.m. and from 3:00 p.m. through 5:00 p.m. on Main Street (Route 50), Johnson Avenue, and Meadowbrook. ► The State Highway Administration is not responsive to traffic problems. An efficient road network should be planned to accommodate existing and future traffic demands. ► Traffic problems exist in Bridgeport. Local traffic and through traffic should be studied. ► Traffic problems are prevalent in the Route 73 corridor. ► Pedestrian and vehicular conflicts exist in the Downtown area. ► Growth from school expansion can cause potential traffic impacts. ► An access from Interstate 79 is needed to the industrial park. ► There is a lack of parking in the Downtown. Assets ► The crime rate is low. The City of Bridgeport, West Virginia Appendix -2 Comprehensive Plan 4ppendix - Community Assessment ► City streets are safe for pedestrians at all times of the day. ► Upper income housing is predominant. Organization and Public/Private Services Liabilities ► Plan for new technology and corresponding services. ► There are problems with cable television. ► Water problems are prevalent in upper elevations - City has increased water pressure recently. ► There is a lack of cultural opportunities - an amphitheater is currently being planned. ► The City lacks a large convention/conference centers. ► Buildings are not sited or landscaped properly. ► The YMCA in Clarksburg consists of an indoor pool, handball courts, and a room for floor exercises, but is inaccessible to children. ► The Post Office is inadequate for a community of IO,00© people. Assets ► Civil servants in the City deliver a high quality of service. • The City Library is an asset. ▪ The City is adequately extending sewers, developers paying their way. ► There is a wide range of community facilities - fire department, libraries, civic center, parks and recreation. ► Businesses are very customer -service oriented and maintain a high level of service. ► Fiber Optics is outstanding. AWN The City of Bridgeport, West Virginia Appendix -3 Comprehensive Plan Appendix - Community Assessment :�,�i::�'�':f.�r:yneair.�..a-::•::a,.k`` �.`:;�:i"...^'s ;:.a�:c�'� .:.:�;:: v'xsk��3�c�;cw�.»,.::<>�,�..�:;., ► City park is corning (this year/1996). Economic Development, Employment. and Education Liabilities ► The Comprehensive Plan must not stifle growth. ► The City must plan ahead for growth and manage it. ► The City needs more diversity in its tax base. ► The City must regulate the use of land outside its boundaries. ▪ There is a need for transitional uses between commercial and residential uses ("soft" business - residential office transition zone). ► The community has a negative perception of multifamily uses and industrial uses. ► Developers are not sensitive to the impacts of various uses on the surrounding community. ► The community consists of NIMBYs - the residents must be educated about the pros and cons of non-residential growth. ► Alcohol problems are prevalent among high school students. ▪ The City lacks youth programs; those that are available are not very accessible. ► High School students must be interviewed to identify their needs. ► The City needs to advocate and plan for an aggressive annexation program. Assets ► Bridgeport has award winning schools. ► The City is located in close proximity to schools of higher learning. ► The community consists of a well-educated and able work force. The City of Bridgeport, West Virginia Appendix -4 Comprehensive Plan Appendix - Community Assessment The City must advocate and plan for an aggressive annexation program. 95027WN_904 The City of Bridgeport, West Virginia Appendix -5