St. Paul`s Strategic Plan for Downtown Revitalization

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ACKNOWLEDGMENTS
The Master Plan for the Town of St. Paul VA was developed by the people of St. Paul, Town Staff,
and dedicated partners. Special thanks goes to all the individuals that volunteered their time for
interviews, workshops, and consulting sessions.
TOWN COUNCIL
ST PAUL IDA
HUBERT KYLE FLETCHER, MAYOR
RAYMOND TRENT, VICE MAYOR
BLAKE WHITENACK, COUNCILMEMBER
GRANT MARSHALL, COUNCILMEMBER
HARRY KELLY, COUNCILMEMBER
KENNETH HOLBROOK,
COUNCILMEMBER
SHARON STEELE, COUNCILMEMBER
BOB HARRISON, CHAIRMAN
FRANK MOLINARY
DAVID JESSEE
BLAKE WHITENACK
BILL STEELE
JACK KISER
RITA MCREYNOLDS
J.D. CASSELL
REVITALIZATION COMMITTEE
SHARON STEELE, CHAIR
HUBERT KYLE FLETCHER, MAYOR
DEBRA BACA
DORIS FLETCHER
JUANITA KELLY
LOU A. WALLACE
SUZY HARRISON
PETER T. MATTSON
MIGE CONLEY DAVEY
TOWN STAFF
DEBRA BACA, TREASURER
GLENDA LANE, ADMINISTRATIVE
WENDEE JONES, ADMINISTRATIVE
EARL CARTER, DIRECTOR OF PUBLIC WORKS
JOHNNY HICKS, STREET SUPERINTENDENT
SPECIAL THANKS TO:
WISE COUNTY IDA
LENOWISCO PLANNING DISTRICT
ST. PAUL TOMORROW, INC.
CLINCH RIVER FARMERS’ MARKET
ROBERT MULLINS, BUILDING & ZONING
MOUNTAIN HERITAGE/FRANK KILGORE
THE NATURE CONSERVANCY
VA DEPARTMENT OF CONSERVANCY
BILL SMITH, WISE COUNTY TOURISM
MATTERN AND CRAIG ENGINEERING
LANE ENGINEERING
BUNDY ARCHITECTURE & ENGINEERING
UNIVERSITY OF VIRGINIA, BLACKSBURG
GORDON GROSS BUILDERS
DOMINION VIRGINIA POWER
ACCWT/OSM- VISTA
MAXIM ENGINEERING
TIMBERWRIGHT MANUFACTURING, INC
DAVEY DESIGNS
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Table of Contents
TABLE OF CONTENTS
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TOWN OF ST PAUL MASTER PLAN
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INTRODUCTION
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EXECUTIVE SUMMARY
5
THE PLANNING PROCESS
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THE MASTER PLAN
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LEVERAGE THE LOCATION
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o
CONNECT DOWNTOWN VIA GREENWAY & BLUEWAY TRAILS SYSTEM
11
O
PROGRAM THE CLINCH RIVER
12
O
PROGRAM OXBOW LAKE
15
O
WALKABILITY AND BEAUTIFICATION
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Exhibit 3
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O
APPALACHIAN ECO-CENTER
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O
CLINCH RIVER FARMERS MARKET
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O
INFRASTRUCTURE
30
O
URBAN DESIGN STANDARDS
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O
GREEN STREETS
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O
FORM STRONG REGIONAL RELATIONSHIPS
35
O
BUY LOCAL INITIATIVE
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O
COORDINATED COMMUNITY EFFORTS
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O
DOWNTOWN RESIDENTIAL
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O
MARKETING THE DOWNTOWN
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O
DEVELOPERS TOOLKIT
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CONCLUSION
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Phase I
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Phase II
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Phase III
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TOWN OF ST PAUL MASTER PLAN
INTRODUCTION
St. Paul VA, a community not quite 100 years old, is one of the smallest of the
six towns in Wise County, being home to less than 1,000 people. St. Paul is
located on the crossroads of Southwest Virginia directly upon the intersection
of two (2) major highways and railroads and divides the coal country to the
west and the agriculture-based communities to the east. St. Paul is commonly
referred to as “The Gateway to the West”.
Situated on the edge of the Appalachian coalfields, St. Paul’s economy has
depended historically upon the coal mining and railway industries, subject to
their continual cycles of boom or bust. Changing policies in today’s modern
coal industry have brought high coal-specific unemployment and everdecreasing job opportunities in all areas of the economy. These factors have
resulted in a subsequent decline in population as families have moved away to
seek jobs elsewhere, as well as a dearth of privately owned businesses. The
fundamental shift in this region of Virginia has forced many communities into a
transitional period, in search of new economic solutions.
New economic solutions of today involve leveraging communities’ assets to
promote economic growth. In rural areas, community assets can take the form
of natural resources and scenic locations. Eco-tourism is a growing
phenomenon, particularly in Southwest Virginia and tourists are often drawn to
these regional cultural resources and their unique outdoor settings.
The Master Plan calls for St. Paul to mold itself into a tourist destination, by
leveraging its own considerable natural resources. The Town of St. Paul sits
directly above the Scenic Clinch River, one of the cleanest and most
biologically diverse ecosystems in Eastern North America. In addition, the
Town boasts the only exclusive public access in the Commonwealth to the
Scenic Clinch River with several popular hiking and biking trails directly on the
river. The Town of St. Paul intends to develop its unique location, cultural, and
historical resources by showcasing these natural assets to increase tourism
and travel to the area. Thus turning their hometown once again into a
community to be proud of and serving as an example to other communities
throughout the region.
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EXECUTIVE SUMMARY
The Town of St. Paul is a forward-thinking community, driven by the efforts and energy of its
citizens, engaged in creating a new planning study for the revitalization of its downtown area. This
effort is intended to build upon the pre-existing community vision and provide a broad foundation
for public consensus on strategic actions to implement the vision. The Town of St. Paul sits in a
unique location, at the center of seven (7) counties in the Southwest Virginia region and lying on
the unique Clinch River, this Master Plan builds upon St. Paul’s strengths and addresses emerging
redevelopment opportunities to ensure a diverse future as a center for the rural communities,
serving the needs of the Town’s residents, its neighbors in the region and its visitors.
The Master Planning process provides a community forum for discussing these issues and
opportunities. The process is guided by a Steering Committee made up of Town Staff and
representatives from local businesses, community organizers and neighborhoods. In addition to
this committee, numerous one-on-one stakeholder interviews and public meetings provide the St.
Paul citizens a forum for public discourse. Based on these discussions and previous visioning
efforts, a vision statement was adopted.
VISION
STATEMENT
“The Town of St. Paul plans to
develop a viable downtown
business district supplemented
by quality shopping and a
diverse industrial mix in outlying
areas that will translate into job
opportunities and expanded tax
base, while working to enhance
and develop outdoor activities
that embraces the areas’ natural
resources.
St. Paul will be known as a
desirable tourist destination
offering a wide variety of
historic exhibits, water activities,
Cultural offerings, lodging,
dining, shopping, and other
attraction.
St. Paul will have sound,
stable infrastructure that meets
the needs of citizens, business
and industry including properly
maintained streets, water, sewer,
electricity,
etc.,
and
a
government
that
works
collaboratively with citizens and
other governments to plan for
and respond to citizen needs and
provide
timely,
efficient,
effective, and customer friendly
services.
The town will preserve and
promote its historic resources
and unique downtown focusing
on community attractiveness,
while maintaining a strong sense
of small town values and citizens
involvement.”
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In addition to this mission statement, several PLANNING PRINCIPLES for building a better
Downtown through “economic growth” were established to help direct the Master Planning process.
These planning principles are:
 Encouraging independent businesses and entrepreneurship
 Tourism
 Strengthening the agricultural base
 Improving the Towns infrastructure
 Responsible ecological practices and environmental stewardship
With these principles guiding the process, the Master Plan envisioned the importance of
developing workable solutions to various issues affecting the community today. Workable solutions
mean that residents can live, work, shop and play in a Downtown that is walkable and convenient.
To achieve this, the Master Plan suggests new thinking about infrastructure, tourism, business,
planning
and
housing.
Exhibit 1
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In order to accomplish this new strategy without sacrificing the quaint, historic nature of the
Downtown area, a series of key recommendations were developed as “ACTION ITEMS” that are
intended to be the first and continuing steps the Town can take in order to achieve the full capacity
of the citizen-driven vision. . The Master Plan builds on the strong citizen-based community vision
and goes further to realize the full potential of the Town. These action items are:
 Develop the historic Downtown Area
 Improve building facades
 Connect the Downtown area to new and existing trails systems
 Leverage the Assets (Scenic Clinch River, Oxbow Lake, Hiking Trails)
 Improve Outdated Infrastructure (Sewers, Stormwater System,
Telecommunications)
 Convert Market Square into a campus-like environment, which
encourages gathering and learning.
 Increase mid-level housing in the Downtown area
This Master Plan report is summarized beginning with the public process and citizen input.
The report walks through the primary planning principles and then discusses in detail each area of
the Master Plan.
The report closes with a summary of the master plan into phases and timelines along with steps
required for action and implementation.
The plan anticipated the changing economy of Southwest Virginia and potential
market shifts within the Town. The outcome is a consensus on the importance of
reinvestment into both the public realm and private property, with an emphasis on
diversifying the local economy.
This will require bold new initiatives to plan, incentivize and finance many public
enhancements and redevelopment activities. Partnerships between public agencies,
private businesses, non-profits and the community will be necessary to ensure success.
Downtown St. Paul has tremendous potential as a regional center for rural living,
fostered by its rich community built on the Towns unique arts, culture, and environmental
resources. With a coordinated plan and the right tools for success, Downtown St. Paul can
ensure a bright tomorrow as a livable town in which young professionals, students,
retirees, families and tourists will come to live, work, play, learn and visit.
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THE PLANNING PROCESS
The design team reviewed previous visioning
efforts made by the Town and various
consultants including the Strategic Plan
2005. Various other key stakeholders,
including members of the community,
officials from the local planning district and
participants in various aspects of the project
were interviewed and their input was
incorporated into the study.
Exhibit 2
PUBLIC MEETINGS AND COMMON VISIONS
• Promote Mixed Uses In and Near Downtown.
• Encourage “Mom & Pop” Stores
• Promote the Arts & Crafts & Farmers Market.
• Encourage Pedestrianism and Walkability.
• Take Advantage of Clinch River & Oxbow Lake
• Protect the Existing Character
• Increase Density in Appropriate Areas
• Become Green and Sustainable
STEERING COMMITTEE WALKING AUDIT
Using the common visions from these efforts, the design team conducted a walking audit with the
Town-appointed Revitalization Steering Committee. This walking audit yielded valuable on-site
realizations about the needs and desires of the Town.
In addition to several stakeholders and Steering Committee meetings, the Downtown Revitalization
Committee has been conducting meetings since January 2009. During these meetings, they
engaged in strategy planning and developing new projects; i.e. The Clinch River Farmers Market,
Appalachian-Eco Center, Appalachian Arts Festival, and Buy Local Initiative. Over the course of
these meetings, participants were asked to choose themes which would be deemed most
important to the towns’ future. These themes were later ranked and organized into draft themes
that formed the basis of the design principles and ultimately framed the Master Plan.
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PRINCIPLES AND OBJECTIVES
Based on an existing conditions analysis and the citizen-driven themes, the Steering Committee
formed these fundamental design principles to guide the Master Plan effort. These principles are
as follows:
 Leverage the Location
 Connect the Downtown area via Greenway and
Blueway trails system
 Make the Town Walkable and Beautiful
 Improve the outdated infrastructure
 Create a regulatory and economic structure that
supports and markets the vision
 Capitalize on Strategic Town Parcels
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THE MASTER PLAN
o LEVERAGE THE LOCATION
o Capitalize on its proximity to the Clinch River through Eco-Tourism.
o Enhance the agricultural community through the Clinch River Farmers’ Market Cooperative and Buy Local Initiative.
o Promote Oxbow Center’s central location within Southwest Virginia for conferences
and events.
o Prepare inventory of buildings in preparation for National Historic Register Designation
for downtown district.
EXHIBIT 3
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o CONNECT DOWNTOWN VIA GREENWAY & BLUEWAY TRAILS SYSTEM
The Clinch River is St. Paul’s biggest natural asset, and therefore should be the primary focus
of the downtown Master Plan. The Town boasts many individual scenic walking and biking trails,
such as the River Trail, the Sugar Hill Loop, and the Blue Belle Island Trail. Linking these trails
together would make them more marketable to the tourist industry and benefit the town through
increased tourist trade.
The Master Plan suggests these trails be extended to begin/terminate in the downtown core
thus catering to the eco-tourism subset. This would also facilitate the incorporation of trail-specific
stores and outfitters. This can be accomplished through streetscaping, trail building, signage,
marketing, etc. The value and richness of the river would become more accessible for locals as
well as tourists.
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O PROGRAM THE CLINCH RIVER
St. Paul is the only town in the Commonwealth with exclusive public access directly to
the Scenic Clinch River and this is one of the Town’s biggest assets. However, it is currently
under-marketed and under-programmed and therefore underutilized. St. Paul needs to create
interpretative walking trails and “river walks” accessible directly from downtown, connected to the
Downtown core, composed of shaded paths, signage and scenic views. The trails may be used for
hiking, bird watching, biking and exploring, while the more developed River Walks may be used for
more casual purposes; people who are fishing, playing, watching, resting, eating, listening and
learning. They are understandable places of civic pride, beauty and gentility.
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O PROGRAM OXBOW LAKE
Among the many other natural assets boasted by St. Paul, the Oxbow Lake is also an
under-utilized resource. An artificially-constructed arm of the Clinch River, Oxbow Lake sits at the
base of Sugar Hill, and acts as the head of the Clinch River and Sugar Hill Loop trails. It has
traditionally been utilized as the starting point for the annual Clinch River Days Triathlon event.
The lake has a walking trail, and several benches, but otherwise is less developed than it
could be. The Master Plan suggests further development of the Oxbow Lake, into a venue for
water activities and gatherings. St. Paul Tomorrow, Inc. received a grant of $4,000.00 through
Royal Bank of Canada’s Blue Water Program and volunteers are currently conducting water quality
monitoring of Oxbow Lake. Results indicate that the lake may have potentially harmful amounts of
bacteria, which may be the result of uncontrolled populations of waterfowl or pollutants from a
tributary stream. The Master Plan calls for identification and elimination of the pollutants in the lake
which will ensure the safety of its users. Many people come to Oxbow Lake to fish or to feed the
waterfowl, there is already a small dock in place; however, it could be expanded to accommodate
and encourage more boaters. The lake is somewhat undersized for canoes; however it is ideal for
small paddle-boats, and casual users.
Recommended steps for Oxbow Lake are as follows:
 Continue Water Quality Monitoring
 Identify if the problem is point source or non-point source pollution and isolate the
source.
 Work to eliminate the contributing source, which could be as simple as Waterfowl
population reduction.
 Increase the size of the existing boat dock to encourage boaters and paddlers.
 Investigate acquiring a solar powered spray fountain to aerate the lake and
enhance its atheistic appeal.
 Recruit an interested seasonal outfitter to rent canoes, kayaks, paddle boats, and
bikes.
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WATER QUALITY MONITORING
LEVEL 1 TESTING
Date
Time
Rain Past
24 hrs
(inches)
Incubator Time
In
Incubator
Time Out
Sample
Volume
E.Coli
Colonies
Total E.Coli
Count
(CFU/100mL)
8/15/2008
12:35 PM
0
1:20 PM
12:00 PM
3 mL
38
1266.67
9/15/2008
11:22 AM
3
12:10 PM
12:10 PM
3 mL
42
1400
10/15/2008
11:34 AM
0
12:12 PM
12:12 PM
3 mL
36
1200
11/15/2008
1:15 PM
0
1:34 PM
1:34 PM
3 mL
39
1300
12/10/2008
2:25 PM
0
2:50 PM
2:50 PM
3 mL
37
1233.33
1/18/2009
2:13 PM
2
2:48 PM
2:45 PM
3 mL
30
1000
2/15/2009
2:25 PM
0
2:51 PM
2:45 PM
3 mL
32
1066.6
3/15/2009
2:02 PM
0
2:31 PM
2:35 PM
3 mL
34
1133.33
4/16/2009
1:48 PM
5
2:21 PM
2:23 PM
3 mL
50
1666.67
5/15/2009
1:33 PM
0
1:46 PM
1:56 PM
3 mL
43
1433.33
6/12/2009
12:54 PM
19
1:32 PM
1:27 PM
3 mL
82
2733.33
7/14/2009
11:55 AM
4
12:25 PM
12:22 PM
3 mL
55
1833.3
8/12/2009
1:23 PM
0
1:55 PM
1:57 PM
3 mL
43
1433.33
9/16/2009
1:45 PM
7
2:02 PM
2:10 PM
3 mL
56
1866.67
10/12/2009
1:22 PM
0
1:41 PM
1:46 PM
3 mL
37
1233.33
11/15/2009
1:34 PM
0
1:59 PM
2:04 PM
3 mL
38
1266.67
12/10/2009
2:12 PM
2
2:58 PM
3:01 PM
3 mL
36
1200
1/19/2010
2:45 PM
5
3:40 PM
3:45 PM
3 mL
34
1133.33
2/11/2010
2:00 PM
2
3:11 PM
3:10 PM
3 mL
30
1000
3/10/2010
1:30 PM
4
2:02 PM
2:00 PM
3 mL
50
1666.67
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O WALKABILITY AND BEAUTIFICATION
A common theme from the citizen input was the general improvement of the beauty and
walkability of the Town. This should be achieved through an overall focus on stronger and
healthier pedestrian environments, the improvement of sidewalks and the repair of building
facades.
The first phase of the Master Plan entails basic beautification efforts in and around the
Downtown Core. It will focus on blight removal, streetscape design and connecting the Town to
the trails. These efforts will greatly improve property values, but moreover will create a more
pleasant and unique identity for the Downtown which will begin to set it apart from other towns in
the region.
 Planting Street Trees
 Consistent Street Furniture
on “A” Streets
 Repaired Sidewalks
 Bike Lanes
 On-Street Diagonal Parking
 Planting Native Flowering
Plants on “A” Streets
 Improve or Upgrade
Crosswalks
 Upgrade or Repair
Crosswalks Ramps
 Install Canopy or Shade
Structures Over Business
Entrances
Exhibit 4
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In addition to adding beauty to the Downtown Core, the Town must become a more
walkable place. Changing the section of some roadways will slow drivers through the Downtown
while continuing to efficiently accommodate vehicles.
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The walking audit conducted early in the design process showed that many of the
pedestrian crossings in the Downtown Core are in disrepair or do not meet current American with
Disabilities Act (ADA) standards. Focusing on the core intersections including Wise Street and
Riverside will help increase walkability and encourage more people to experience more of the
Downtown. Various methods available to improve these crossings include: bricked crossing points,
raised intersections, colored concrete at the center of each intersection, and signage and
wayfinding.
SKATEBOARD PARK:
St. Paul considers the youth of the town and surrounding community to be one of its biggest assets. The
town desires to continue to build on all recreational opportunities, and thus has begun to investigate the
potential for an outdoor skate park. This idea would allow skateboarders, BMX riders, and roller blade
enthusiasts an opportunity to enjoy their style of outdoor recreation. The Master Plan suggests researching the
placement of a small skateboard park within the Greenway connection on Riverside Drive. This placement
would draw visitors to an unused portion of town, and aid with the location development.
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O APPALACHIAN ECO-CENTER
The Clinch River Farmers Market is located in newly designated Market Square, at the rear of
the Lyric Theatre. In addition to the renovation of the Lyric Theatre, the Master Plan proposes
the construction of an outdoor amphitheater facility and community center in Market Square.
This facility will serve numerous purposes, including housing the Clinch River Farmers Market,
and serving as a gathering place, and a venue for outdoor musical and theatre performances.
This facility will act as the center of the Downtown area, with pathways for easy access
throughout the Town. It will connect the Historic Hillman House, the Lyric Theatre, Fraley Park
as well as the Farmers Market. The Market will occupy the central pavilion, in addition to bays
covered by roofs for farmers, artisans and vendors to display and sell their wares in Spring,
Summer and Fall. The outdoor stage will complement the Lyric Theater, and host summer
performances. For more information on the Appalachian Eco-Center, see the attached
narrative on the Clinch River Farmers Market.
Exhibit 5
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O CLINCH RIVER FARMERS MARKET
The creation of the Clinch River Farmers Market has been the largest single boon to the
Downtown Revitalization Initiative, increasing foot traffic and attracting visitors to the
Downtown area, in addition to undergirding local farmers and artisans and promoting
Appalachian Culture. As an asset already in-hand, the Master Plan suggests further
developing the Market, adding new vendors and programs. The Master Plan also calls for the
creation of a Farmers Market Cooperative, in which participants can sign up to receive updates
to the market, and purchase goods through the mail, during the on and off-seasons. This
would help to expand the market; husbanding an already existing economic resource.
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Exhibit 6
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o HISTORIC DISTRICT
The town has been surveyed for historic downtown designation, an invitation has been given,
and formal acceptance into the National Registry of Historic Districts is imminent, which carries
significant incentives for tax credits. The plan calls for a complete inventory of historic structures
within the proposed historic district, obtaining formal designation classification, and implementing
appropriate building codes to support said designation. The Town of St. Paul has worked diligently
at preserving all of its historic assets and has to date purchased three historic buildings: the
Hillman House, the Brown House, and recently the Willis Building.
Exhibit 7
The Brown House was refurbished, and converted into a museum, which houses artifacts from
the Clinchfield Railroad and hosts local visual art displays. It is the Towns intention to continue
developing the Brown House into a museum, and small meeting center.
The Hillman House is the oldest house in St. Paul and complete historical renovation of the
Hillman House will be completed by July 2010. Once completed, plans are to house the Heart of
Appalachia Trail Welcome Center, the Heart of Appalachia Tourist and Visitors Center, a small
bistro, as well as provide temporary restroom facilities to the Clinch River Farmers Market.
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The Towns most recent historical acquisition, The Willis Building occupies an entire
block on 4th Street, and contributes the largest single source of blight in the Downtown area. It is
currently the largest liability to the Town of St. Paul, but has the potential to be one of the Towns
greatest assets. In December 2009, the Town Council of St. Paul voted to purchase the building,
for the purpose of redeveloping it into office and retail space, with loft apartments on the top story.
The Willis Building has great potential as a place of business within the Downtown area, possible
hosting options include offices, restaurants, a hotel or antique shops. With the implementation of
Phase I, the downtown area will have been beautified and turned into an attractive place for
entrepreneurs and investors; the occupancy of the Willis Building is the next logical step.
The first task would be to refurbish the buildings infrastructure. It is uncertain if some
aspects of the building are up to code, including structural soundness, electricity or the roof. In
order to be made attractive and ready for occupancy, these basic needs must be met.
The second task is to improve the building’s façade. As the largest single building in town,
the Willis building has the potential to either be the greatest eyesore, or the most handsome
building in town. This ties in to the beautification aspect of Phase I. Façade improvement includes
new windows, awnings, parking and paint.
Exhibit 8
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The improvement of the Willis Building will be a major undertaking, but it will yield significant
results in attracting investors and business persons to the lower levels, and upper-middle class
residents to the upper levels. The Willis Building has great potential to strengthen the Towns
economic base, and must be put to good use.
The Master Plan offers suggestions for use of this building, such as a 10-15 room hotel or Bed
& Breakfast. St. Paul currently has no facilities for overnight stays. In accordance with its plans to
promote eco-tourism, the Town of St. Paul should pursue businesses which cater to outdoor
activities. Comments from the public suggest that the bottom portion of the building could be
renovated into shops featuring merchandise for hiking, biking, canoeing, ATVs, fishing, a book
shop and restaurant. The upstairs of a section could be used for offices; the third section could be
high end apartments and lofts.
The Lyric Theatre, located on Broad Street, is unoccupied and contributes the second largest
source of blight to the Downtown area. The Lyric boasts a 650 seat theatre with round
performance stage and dressing area. It has the potential to have the largest seating capacity of
any building in Southwest Virginia. The Master Plan calls for the acquisition and refurbishment of
this historic building, and its complete renovation for use as a regional training and meeting facility,
cultural arts center, regional performing arts center and regional civic center. The Town of St. Paul
will form an alliance with regional cultural and performance groups, for performances and shows.
The Lyric Theatre, like the Willis Building, represents a neglected asset to the Town of St.
Paul. In its current state, the structure poses a liability, but with the right investment, it can act as a
strong asset, drawing regional visitors to the Downtown area, and hosting numerous cultural and
artistic events. St. Paul already boasts a strong artistic community; the Lyric could help to turn the
Town into a regional nexus for the arts.
As programming develops for the Lyric Theater, the citizens of St. Paul have expressed a
desire to build upon the idea of writing and producing a play based on the book “Delilah’s
Mountain”. Delilah’s Mountain is a novel set somewhere in the vicinity of the historic Sugar Hill
Trail near St. Paul.
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O INFRASTRUCTURE
As part of the Master Plan, infrastructure issues were raised and concerns about the impact of
future development were expressed in regards to telecommunication and water management.
o Telecommunication network cables (Fiber Optics Rural Area Network) have been laid
throughout the entire town of St. Paul and the surrounding areas but have yet to be
brought on line. In addition limited wireless system (Virginia Mountain Micro) is in place
in parts of St. Paul. The Master Plan calls for completion of the broadband system and
possible expansion of the wireless network for the entire town which will enhance new
media technology and allow for greater economic growth in the area.
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Exhibit 9
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St. Paul currently uses an antiquated stormwater system, with terra cotta pipes that were
installed in the early 20th Century. The system is in need of updating.
In order to make the Downtown Core more appealing to potential developers and to solve some
existing infrastructure problems, such as flooding in the 4 th and Russell Street area, and water
quality and sedimentation in the Clinch River, the design team considered a stormwater master
plan. In this plan, stormwater from streets and blocks would be re-directed and filtered by the
addition of Stormceptor systems, to be installed in the gutters around major flow sites. This would
offset much of the sedimentation caused by dust from coal trucks, and other heavy traffic.
Not only does this plan benefit the potential for redevelopment along 4th Street, but it also filters
water that would find its way into the Clinch River. A study performed by the Nature Conservancy
determined that the largest threat to the viability of the river was stream bank degradation and
sedimentation caused by stormwater runoff. The Town of St. Paul is a large impervious surface,
so the water will inevitably flow into the river, but the addition of stormceptors and retrofitting the
antiquated terracotta tiles will ensure that it will enter the river in a much cleaner state.
Exhibit 10
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Exhibit 11
O URBAN DESIGN STANDARDS
o In order to ensure the success of the citizen-based vision, the Downtown St. Paul
Master Plan should be reflected in a regulatory structure that is implementable within a
market-based economic strategy.
The current regulations and Comprehensive Master Plan are fairly rural in nature and are not in
line with the community vision expressed through the various stakeholder and public meetings.
Currently, the Town is engaged in reformatting the Land Development Regulations that will focus
on building form and massing as well as lot layouts and setbacks to achieve a building envelope,
as opposed to specific floor area ration requirements.
These modifications will make the Downtown more livable and walkable and will begin to match
future development with the historic nature of Downtown, as well as the desired vision of the
citizens.
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O GREEN STREETS
Many cities around the country are beginning to install rain barrels, gardens and green streets.
These techniques capture run-off water from the street & roofs and return it to the soil as quickly as
possible. Tree lawns and rain gardens serve as the initial capture area. Areas are planted with
water-tolerant trees and shrubs that also pull pollutants from the water before it is absorbed into the
soil. This relieves the burden of trying to capture the run-off from streets and potentially eases the
requirements for the Stormceptor mechanisms. The Town should implement green technology
wherever possible for all new streetscapes
.
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O FORM STRONG REGIONAL RELATIONSHIPS
The Town of St. Paul would benefit greatly from forming stronger regional relationships with Wise
and Russell County and the neighboring communities in Southwest Virginia, most immediately
Castlewood, Dante, Lebanon, Coeburn, Norton and Wise.
A potential outcome would be a farmer’s market partnership. Many towns in Southwest Virginia are
creating new farmers markets where there were none before, particularly in the coalfields of Wise
County, where there is no agricultural base. St. Paul sits on the dividing line of Wise and Russell
Counties, and can potentially act as a bridge between coal country and farm country.
The Clinch River Farmers Market is already planning a partnership with the community of Dante
VA in Russell County. Through this partnership, St. Paul and Dante will open a new arm of the
Clinch River Farmers Market in Dante. This branch will have its own committee based in Dante,
but will operate under the Clinch River banner, and will receive the support of the original St. Paul
branch. It is hoped that through this partnership, two small Appalachian towns will be able to pool
their resources and improve their own situations.
O BUY LOCAL INITIATIVE
St. Paul’s economy is “leaking” and requires innovative methods to keep its money local for longer
periods of time in order to derive maximum benefits to local economy. The Master Plan suggests
implementing a “buy local” initiative and publishing a local business directory of preferred local
vendors for the community to support. An assets inventory and “leakage Analysis” of the Towns
economy would be required in order to compile the directory.
O
COORDINATED COMMUNITY EFFORTS
The Town of St. Paul hosts many great social and cultural events. The Town has a Railroad
Museum, and hosts annual spring and fall festivals, known as Clinch River Days and the
Appalachian Art Festival, respectively. These events are currently run on a purely volunteer basis.
The Town should consider hiring an Event Coordinator whose primary responsibilities would be to
orchestrate cultural events in the Town, as well as coordinate community organizations in support
of these events. Citizens will enjoy the events, businesses will thrive on the visiting crowds, and
St. Paul will build a reputation for being a livable, walkable and fun place.
O DOWNTOWN RESIDENTIAL
As the residential market begins to balance out, infill residential will be an important focus for the
Downtown Core. Bringing more residential into the Downtown is imperative for a healthy retail
market and the fastest way the Town can generate a larger residential population in the core. This
can take the form of: attached condominiums, live/work units, artist-in-residence lofts, two-to-three
story townhomes, multi-level apartments, and small-scale, mixed-use residential. Empty buildings
in St. Paul in addition to the Willis Building can be converted for this use. The Department of
Housing and Community Development (DHCD) can play an important role in helping to accumulate
and assemble these properties while advertising the redevelopment potential.
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The Town of St. Paul currently has a surplus of affordable housing, for low-income individuals and
families, including the 24 unit Stonebriar senior residence and the apartments at Clinchview. The
Master Plan calls for the inclusion of mid-level housing. This demographic includes working
professionals and consumers, who will help to boost the local economy through their commerce.
In addition to focusing on infill housing, the Town could provide incentives toward affordable
residential housing. There are several different methods for encouraging affordability, including the
terms listed in the below table:
 Down-Payment Assistance
The Town of St. Paul could establish a down-payment assistance program for low
or moderate-income homebuyers. Often, the grant is repaid when the grantee
sells the home, so the funds can re-circulate and help another family. The Master
Plan suggests the local Industrial Development Authority (IDA) investigate the
feasibility of a financial assistance program involving low-interest loans for
residents.
 Revisions to Building Codes
Many building codes contain outdated or unnecessary requirements that add to
the cost of new or rehabilitated housing. New materials and construction
techniques are often safer and cheaper, but might not be permitted under existing
codes. St. Paul has such planning and zoning boards in place, however these
board needs to meet to ensure that their codes are brought up to standard. After
the planning and zoning boards have updated the standards, the town will make
sure that implementations of the plans are put into place and the town government
will make every effort to enforce the standards.
 Community Land Trusts
A relatively new idea in affordable housing, community land trusts (CLTs) are an
efficient method of keeping for-sale housing affordable over a very long period of
time. In a CLT, the land is owned by a non-profit organization or government
entity. A homebuyer then purchases a home on that land, and signs a long-term,
renewable lease for the land. The terms of the lease agreement restrict future
sales prices, keeping the unit affordable in perpetuity. Although the resident does
not own the land, they still have access to all the benefits of homeownership,
including tax deductions. This could be an appropriate venue for marketing the
Willis Building apartment / loft complex.
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O CAPITALIZE ON STRATEGIC TOWN PARCELS
Downtown St. Paul has several key parcels that, when redeveloped within the vision of the
Master Plan, would quickly re-position the Town Center as a livable, walkable place. I.e.
continued development of the Appalachian – Eco Center, Create economic development within
the Willis Building. Acquire and renovate the Lyric Theater into a regional arts and musical
theater.
Out parcels located beyond the core of the downtown area already have thriving
businesses; however, further development of this area should be a priority. A feasibility study
determined the need of a hotel/motel for visitors, tourists, athletic and other events, which
would fill a much needed void. Also, planning for other out-parcels includes a grocery store,
restaurants, and technology driven businesses.
Exhibit 12
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O MARKETING THE DOWNTOWN
The final piece of Phase I is to begin a new approach to marketing St. Paul and specifically the
Downtown. There are many marketing projects that are consistent with the need for beautification
and greater walkability, but others have to do with strategic positioning.
The Master Plan suggests a consistent and well-designed signage and wayfinding master plan.
The first piece of this plan is to create one cohesive identity or brand for the Town and the
Downtown. Once this is established, a palette of signage can be applied in strategic places to
serve the needs of the drivers, pedestrians, locals and visitors. In addition to vehicular and
pedestrian signage, gateway signs should be installed at the major entrances to the Town. These
signs can be unique and potentially have an interchangeable portion to announce future events or
important social and cultural happenings.
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O DEVELOPERS TOOLKIT
Another tool used by many towns in marketing their Downtowns is a “DEVELOPERS’ TOOLKIT”. This
toolkit contains information related to the vision of the Town and highlights the key initiatives,
demographic information, public investment programs, and specific contact people within the Town
to provide a transparent process for development. This would be a powerful document for people
and businesses looking to invest in St. Paul. With such a toolkit, the Town could translate the
vision of the Master Plan to focus those development efforts into something that the community
can embrace. A DEVELOPERS’ TOOLKIT could include:
 Place Making and Address
Many toolkits begin with an information piece about the Downtown and the elements that make
it unique and special. A vision statement and key initiatives are usually included to describe
the future direction of the Town. St. Paul will develop an informational brochure which will
detail aspects of this master plan, as well as tourist amenities which the town boasts.
 Utilities and Infrastructure
Many cities describe their existing capacity or promote public work projects that could help
spur development. Also, describing a transparent process or expectation of developers when
it comes to contribution to infrastructure will also create more surety between the developer
and the town.
 Stormwater
The Town can market their efforts to create stormwater master plans that would help entice
developers to build where there are limited needs for on-site retention. St. Paul will fulfill this
aspect by partnering with the Virginia Department of Conservation and Recreation to install a
stormceptor system, as detailed previously in this plan.
 Land Assembly and Catalyst Sites
By listing specific sites or helping with land assembly, the Town can make sites in the
Downtown more appealing to potential developers. This can also help the Town maintain
control over critical development sites.
 Land Costs and Available Sites
Many municipalities advertise available sites within their downtown to help facilitate
redevelopment. By listing the information available on the public tax roll, the Town can help
provide information for potential developers looking to invest in Downtown St. Paul.
 Structured Parking
Many cities also participate in attracting redevelopment by offering to partially pay for
structured parking. As a quid pro quo, the Town can reserve a certain amount of spaces for
public use, while providing the developer with the needed spaces for higher density projects.
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CONCLUSION
The Master Plan for the Town of St. Paul is an ambitious undertaking. In order for the plan to
be realistic, it must be implemented in small increments over a larger period of time. Full
realization of this project will require three things: Dedication from the project participants,
participation from the citizens of the community, and cooperation with outside entities and partners.
Listed below are the anticipated phases and the envisioned goals to be accomplished within each
phase which will be updated as a living document on a periodic basis.
Phase I
The first phase of the Master Plan involves
items that can be directly controlled and
modified by the Town within a two (2) years
timeline. This includes general beautification
and
walkability,
new
streetscapes,
connection of the Downtown to outdoor trails
systems, required infrastructure and a
stormwater plan. Phase 1 also includes a
focus on developing grassroots support
networks, such as the Clinch River Farmers
Market, marketing and development efforts,
and strategic partnering with regional entities
to achieve broader based efforts.
Revitalization Goals Phase I - (2012)
 Prepare Inventory of buildings for National Register Designation for downtown
district, and work toward designation.
 Begin Façade work of at least one-half (12) buildings. Encourage property
owners to take advantage of low interest loan opportunities offered by the St.
Paul IDA.
 Begin initial streetscapes on Fourth Avenue and Russell Streets.
 Blue Belle Island Trail work 50% complete.
 Improve pedestrian crossing on Riverside across Fourth Avenue to a Greenway
Connector. This will join Riverside Drive to Oxbow Lake and Sugar Hill via the
newly designed River Walk Trail.
 Begin Stormwater management for Wise Street.
 Finish Clinch River Farmers’ Market site preparation, begin work toward first
structure, and undergird the Clinch River Farmers’ Market Cooperative.
 Revision and Implementation of building and zoning codes
 Investigate the viability of acquiring the Lyric Theater
 Commence assets survey and “leakage analysis” for Buy Local Inititative
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Phase II
The second phase builds upon the
implementation of Phase I and focuses on
developing the Towns brick and mortar
assets within a five (5) year timeline. It
includes the continued beautification of
storefronts and building facades, and the
creation of a new Appalachia Eco Center
complex, to be built in Market Square, to
house the Clinch River Farmers Market as
well as serving as a regional visitor’s
center and an outdoor performance stage.
Phase II also considers the rebounding
housing market and suggests a focus on
developing mid-level apartment housing in
the Downtown area, particularly in the
Willis Building. Phase II will make this intown residential more attractive and
succeed in the goal of bringing more
residents into the Downtown.
Revitalization Goals Phase II - ( 2015)
 Finish Façade work on remaining inventoried buildings (12).
 Complete Blue Belle Island Trail and work with local landowners to add a parking
facility off U. S. Highway 63 and Boody Road, creating easy access and a
trailhead.
 Continue to develop the Appalachian Eco-Center by promoting and enlarging the
Clinch River Farmers’ Market, developing the family friendly amenities which
include a pop jet fountain, possible water-fountain sculptures, outdoor seating,
and an outdoor performance area.
 Finish Stormwater management for Fourth and Russell Streets. This will include
removal of antiquated tile storm drains and replacing with state of the art
stormsceptors.
 Continue to add to the upper story façade work on the Willis Building, and
possibly have some upper story lofts ready for occupancy.
 Purchase Lyric Theater and develop a phased implementation for programming
and renovations.
 Publish “Buy Local Initiative” directory.
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Phase III
The timeline for accomplishing
Phase III is ten (10) years.
The third phase considers that
the residential market has
rebounded and that the Town
has positioned itself well
through Phases I and II. Phase
III examines three catalyst sites
that offer the most development
potential for a higher density
and mixed-use project. The
sites were selected based on
cost to redevelop, likelihood of
change
and
overall
redevelopment potential.
Revitalization Goals Phase III - (2020)
 All trails i.e. Blue Belle Island, Clinch River Walk, Oxbow Lake and Sugar Hill Loop
Trails have been linked by the Greenway and Blueway Connections via Riverside Drive
and the river. This will expand the only walking trail system in Virginia that borders the
Scenic Clinch River.
 Expand and merge A.R. Matthews Park amenities into Blue Belle Island Trailhead with
seating, signage, and restroom facilities.
 The Willis Building is 75% complete and emphasis is now on upper story living and
working spaces.
 Lyric Theater has a full scale programming plan in place and 25% of the renovations
are complete based on the Lyric Theater’s independent suggested phasing.
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The Town of St. Paul VA chooses to adopt a forwardthinking attitude.
The citizens and leaders of the
community plan to leverage the Towns unique assets to
once again turn their hometown into a place to be proud of,
an example of economically and ecologically responsible
downtown revitalization.
Through partnerships with
regional and state entities, as well as their own ingenuity
and hard work, this dream is totally realistic.
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