CPPC 03-14-16 Meeting AgendaCOUNTY of FREDERICK
Department of Planning and Development
540/ 665-5651
Fax: 540/ 665-6395
107 North Kent Street, Suite 202 Winchester, Virginia 22601-5000
TO: Comprehensive Plans and Programs Committee (CPPC)
FROM: Michael T. Ruddy, AICP, Deputy Director
RE: March 14, 2016 Meeting Agenda
DATE: March 7, 2016
The Frederick County Comprehensive Plans and Programs Committee (CPPC) will be
meeting on Monday, March 14, 2016 at 7:00 p.m. in the first floor conference room
(purple room) of the County Administration Building, 107 North Kent Street,
Winchester, Virginia.
The CPPC will discuss the following agenda items:
AGENDA
1. 2035 Comprehensive Plan Update – Phase 2, Chapter Review. The CPPC will
continue their review of the updates of various chapters of the Comprehensive
Plan recently completed by the Blue Ribbon Groups. Previously, the CPPC
reviewed the Urban and Rural Areas, Residential Development, Historic
Resources (HRAB), and the Frederick County Sanitation Authority (FCSA)
sections. This meeting, the CPPC will review the Business Development,
Transportation, and Frederick County Public School sections.
2. Other.
Access to this building is limited during the evening hours. Therefore, it will be necessary to enter the building through the rear
door of the four-story wing. Committee members and interested citizens are encouraged to park in the County parking lot located
behind the County Office Building or in the joint Judicial Center parking lot and follow the sidewalk to the back door of the four -
story wing.
MTR/dlw
Attachments
MEMORANDUM
MEMORANDUM
Item 1 - 2035 Comprehensive Plan Update, Phase 2
The second phase of the three-phase approach to the update is drawing to a conclusion
with the CPPC review of the updates provided by the Blue Ribbon Group review of key
sections of the Plan.
As the CPPC is aware, the Urban and Rural Areas, Residential Development and
Business Development sections of the Plan were evaluated by participants in a Blue
Ribbon Panel, with each group meeting and/or communicating independently over recent
months.
Previously, at your 01/11/16 meeting the CPPC reviewed and endorsed the Urban and
Rural Areas, Residential Development, Historic Resources (HRAB), and the Frederick
County Sanitation Authority (FCSA) sections. At this meeting the CPPC will review the
Business Development, Transportation, and Frederick County Public School sections.
Potentially, the Frederick County Parks and Recreation section may be reviewed by the
CPPC. Currently, the Parks and Recreation Commission are reviewing this section.
Staff will provide an overview of the review and updates provided to date and will be
seeking the input of the CPPC.
The following chapters are attached.
Business Development
Transportation (TC 02/22/15)
Public Facilities; Frederick County Public Schools.
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Economic Development
INTRODUCTION
The goal of the economic development policies and practices recommended herein are focused on
two key areas:
First, to retain desirable businesses and foster the growth of an economically diverse non-residential
tax base comprised of environmentally-sound industries that create quality jobs for the citizens of
Frederick County and attract ongoing commercial investment.
The second key area is to utilize the county’s land and natural resource assets in a manner that
provides a high quality of life that fosters the retention of a diverse population and attracts citizens
to live and work in the county as well as encourage growth in Frederick County’s tourism revenue by
providing expanded options and a high quality experience for business and leisure travelers.
The 2035 Frederick County Comprehensive Plan relating to new Economic Development focuses on
five discreet areas that are all integral to the economy of the County. These areas are:
• OFFICE AND INDUSTRIAL
• RETAIL
• National Retail
• Small Retail
• Meals Away from Home
• TOURISM
• AGRIBUSINESS
In recognizing the impact that effective land use policies and practices can have on Frederick
County’s economy it is proposed that this section of the 2035 Comprehensive Plan be rebranded
as the ‘Economic Development’ section. In addition to content that has an overall economic
focus it should also be recognized that rebranding this section of the plan brings it into
alignment with the approach taken by neighboring cities and counties in their current
Comprehensive Planning documents
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While each of these segments differ from one another, they interconnect to make our economy well
rounded.
Frederick County’s attractiveness as a residential community will continue to expand our population.
Each new residence within the Winchester – Frederick County area generates approximately 50% of
the taxes needed to offset the service burden created by the residence, the goal of planning for new
Economic Development is to attract businesses that will balance the tax base and jobs.
Enhanced real estate valuations, business specific taxes such as machinery and tools, increased
sales tax revenues, and meals and lodging taxes are all the results of a well executed Economic
Development plan.
Currently there are 46,233 households in Frederick county that have a median annual income of
$62,417. Population growth averaged 2.75% per year between 2000 and 2010 and is forecasted to
grow by roughly 2% per year between 2013 and 2018. The median age of Frederick County
residents is 38.4 years. The median household income is $62,417 with roughly 40% of Frederick
County households earning over $75,000.00 per year.
The land use related economic development policies advocated in this plan work collectively to
create an economic environment to benefit both the citizens and the growth of commerce.
CURRENT CONDITIONS
In order to develop a sound Economic Development plan, an assessment of the current market,
economic, demographic, political, and infrastructure conditions should be conducted for each of the
Economic Development areas on an annual basis. Much of the information used for the analysis of
these items is available through the Frederick County Economic Development Authority (EDA) and
the items listed in the Supporting Materials and Resources section of this document.
Frederick County has a proven track record in economic development and is committed to
supporting existing businesses as well as welcoming new companies to the area. In
addition to strong workforce and access to a robust highway and rail network to support
businesses and per the recent Planning Analysis there are over xx,xxx acres fully zoned
and available to the market.
FUTURE FOCUS
Efficient utilization of land, transportation networks, demographic changes, and
spending patterns is crucial to ensuring strong new economic development and the
growth of existing businesses.
The plan recognizes the changing nature of the social and economic environment and
identifies potential adjustments to existing resource utilization.
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Moved up [1]: Enhanced real estate valuations,
business specific taxes such as machinery and tools,
increased sales tax revenues, and meals and lodging
taxes are all the results of a well executed Economic
Development plan.
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In an effort to provide an appropriate balance between the County’s land use planning
and fiscal policies, as well as to reinforce a sound planning policy basis, the 25/75
percent ratio between commercial/industrial uses and residential and other uses, in
terms of both available areas of land use and taxable value of the land uses, will be the
established benchmark. By achieving this policy goal, the taxable land values equate
to the projected expenditures. The County seeks to achieve fiscal balance through land
use planning.
To encourage commercial and industrial (C & I) uses to help achieve the targeted ratio,
Frederick County has designated certain areas solely for commercial and industrial type
uses such as the Route 11 North corridor, the Kernstown area, Round Hill, the Route 277
Triangle area, and in the vicinity of the Winchester Regional Airport. The ‘area planning’
process and the Business Development Area Study will continue to identify opportunities
to align land uses to promote economic development and enhance quality of living that
attracts a productive and diverse population.
Countywide Future Focus & Policy Objectives
The following items represent common land use focus areas that can influence economic development
on a broad countywide basis and as such should be adopted to support the five focus areas that will be
presented in detail on the following pages. Some of these elements are included in the recently
developed Area Plans and merit inclusion in this section.
POLICIES/IMPLEMENTATION
POLICY: Develop a strategy that promotes the expansion of the following business and industrial land
uses in the county:
Frederick County EDA Targets (as of February 2016):
o Light Industrial (Plastics & Metals)
o Food Processing (Organic, Beverages, Packaged, Perishable)
o Life Science (Pharmaceutical & Medicine Manufacturing, Scientific R&D, Lab Services)
o Business Services
o Service & Call Centers
o IT – Data Centers, Hosting Services, Transaction Processing
o Business & Facilities Support Services
o Retail (Restaurants, Apparel, Entertainment)
Additional Recommended Target Areas:
o Federal & State Facilities
o Healthcare & Health Services
o Lodging / Event / Dining
o Vineyard, Wineries, Micro-Breweries / Distilleries
o Telecommuting & Home Based ‘Remote’ Employees
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IMPLEMENTATION:
• Give targeted businesses and industries priority when processing applications for the development
of new, or expansion of existing facilities.
• Recognizing that the refresh of the Comprehensive Plan occurs only twice a decade it is
recommended that periodic reviews (IE - on an annual basis) between the Planning Commission
with interested stakeholders such the Frederick County Economic Development Authority, the
Winchester-Frederick County Convention and Visitors Bureau, The Small Business Development
Center and other optional stakeholders to report on progress, identify areas where there is
misalignment in the policies or practices outlined in this plan and identify further opportunities to
positively influence economic development via the Comp Plan and land use related initiatives in
general.
• Mandate that new residential and commercial development should be designed to promote/support
pedestrian and bike access, making this a walkable community.
o Included in this should be a requirement that Developers fund the cost of creating access to
existing walking or biking trails that run adjacent or within close proximity (1/4 mile) to
their development(s).
• Mandate that Developers include in their Proffers funding to help offset the cost related to the
planned or prior construction of Frederick County Parks and Recreation walking and biking trails
that are adjacent to or within close proximity (1/4 mile) of their development(s).
• Expand walking and biking trails to provide access to the undeveloped land zoned as Natural
Resource & Flood Plain.
o Additionally, these Natural Resource and Flood Plain lands should be targeted for future
development of suitable walking and biking trails.
• Promote redevelopment and revitalization via prioritization of zoning and permit application
processing of vacant or older commercial and industrial properties to support the development of
targeted business and land uses as identified on the prior page of this plan.
• Mandate the implementation of generally accepted zoning strategies that promote water
conserving construction standards in high density / large square footage new construction.
• Mandate the collection and reuse of household wastewater from sinks, tubs, showers and
dishwashers, commonly known as ‘greywater’, for irrigation purposes on new construction on
parcels of ½ acre or larger regardless of their location within the SWSA as this would decrease
demand on Sanitation Authority resources and enable population growth without the need to
incrementally increase capacity.
• Revise zoning guidelines and relax, where appropriate, height ordinances in order to promote
expanded coverage and access to high-speed communication and internet resources. Examples
include the placement of communication towers on industrial land, antennas on existing structures
such as water towers and the ability for land owners to place towers that provide wireless internet
access to other residences when no other high-speed service (EG – DSL, Cable Modem, etc…) are
available.
o It should be noted that in a recent article in Entrepreneur.com it is projected that by 2020
employees will be working remotely up to 50% of the time. Providing the citizens of
Frederick County with broad access to a strong communications infrastructure for voice and
data will enhance the county’s ability to attract and retain high wage earning professionals
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while simultaneously reducing the amount of traffic related to the 35% of the workforce that
currently commutes outside of the area to work.
• Allow consolidation of Density Rights into higher density configurations on large parcels (>99
acres) to maximize the amount of open space retained in the county’s rural areas.
COMMUNITY BENEFITS
An effective Comprehensive Plan and the execution of the recommendations and policies outlined
herein will serve the needs of the community and enhance the quality of life of its citizens. While
adequate amounts of land must be planned for and set aside for commercial and industrial uses,
retaining the rural and agricultural character of the county and preserving its historical and natural
resources are equally important. Striking a balance of these land uses and ensuring that the tax
rates remain low and that services are available to support these initiatives will help make Frederick
County an economic engine within the region.
ECONOMIC DEVELOPMENT – OFFICE AND INDUSTRIAL
CURRENT CONDITIONS
Recognized in the top 20 in Forbes’ list of “Best Small Places for Business and Careers” and earning
the highest forecasted annual average growth among Virginia MSA’s in employment, wages and
building permits for 2015, Frederick County has not only weathered the ‘Great Recession of 2008’
better than most localities, it has continued to thrive. This is further evidenced by its low
unemployment rate of 5% and 2015 forecast as #3 in retail sales revenue among Virginia MSA’s.
Geographically, it is strategically placed in the Mid-Atlantic region of the United States and along
major North/South and East/West transportation routes. This is a valuable asset to companies
serving the North American and European markets.
The County’s location places its businesses halfway between the markets of the north and south,
within a one-day haul of 50% of the U.S. population. Over 60% of the goods manufactured in the
United States are distributed from the 750-mile (1,207 kilometers) area.
Excellent primary roads, rail, inland ocean port and the Dulles World Cargo Center provide access to
the major markets in North America, Latin America, and globally.
Interstate 81 runs directly through the County. Several major airports are within 100 miles of
Frederick County, including Washington-Dulles International Airport, Baltimore-Washington
International Airport, and Ronald Reagan Washington National Airport. Frederick County is home to a
growing regional general aviation airport. These assets support access to Frederick County’s economic
Development opportunities.
In addition to the ideal geographic location of Frederick County, other significant strengths of the
Frederick County market, particular to attracting new office and industrial development, include
favorable tax rates, a high quality of life, numerous education options, nationally recognized
healthcare provider, workforce, and a diverse current office and industrial community. Frederick
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County is currently the site of several government facilities, including FEMA, the Army Corps. of
Engineers, and a recently selected site for an FBI Records Storage facility.
Frederick County currently has a consistent and competitive real estate tux rate in comparison to
neighboring communities. Supported by a proactive Economic Development Authority (EDA), the
areas workforce has a high work ethic and a low turnover rate. The county has a population of
121,944 and over 62,000 residents in the workforce. Of that number 84% of county residents are
high school graduates and 24% hold bachelors or more advanced degrees.
Employment Trends
Declines in Manufacturing, Construction and Housing related jobs since 2000 and the corresponding
decrease in the tax base from these industries should soften as the US economy continues to improve.
It is encouraging to note that the primary driver for new job growth (Education, Health & Financial
services and Tourism) have centered on higher wage positions in recent years.
The primary areas of job growth in the first 14 years of the new century have been Financial Services
(150% growth) and Education and Health Services (128% combined growth). This is reinforced by
the fact that the primary providers of Education and Health Services, Shenandoah University, Lord
Fairfax Community College and Valley Health have made substantial capital and operational
investments in the last decade to broader their offerings and expand capacity.
This is followed by Tourism and Hospitality, which enjoyed close to 30% growth during the same time
period. In addition to providing employment opportunities, Tourism and Hospitality also bring revenue
into the county with very low impact on county provided services required in return.
Education opportunities abound in Frederick County which has a well respected primary education
system. In addition, higher education opportunities exist with a growing student base at the following
establishments.
• Shenandoah University
• Lord Fairfax Community College
• Old Dominion University
o Satellite Office on the Lord Fairfax campus.
The community has an excellent healthcare system which is centered around the Valley Health
Systems. The rate of expansion in the county has increased significantly in the last 10 years. Facilities
in the Winchester-Frederick County area now include:
• Winchester Medical Center
• Regional Referral Center
• Level II Trauma Center
• Heart and Vascular Center
• Cancer Center
• Diagnostic and Imaging Center
• Quick Care / Urgent Care Centers
• Health and Wellness Center
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Frederick County provides a quality of living which is considered to be an important factor in recruiting
companies and maintaining a desirable workforce. The City of Winchester, with its successful
downtown walking mall, is a resource for additional workforce and provides numerous retail and
entertainment opportunities.
Current office and industrial operations within the community provide for diversity in current business
markets. The economic strength of the area is further enhanced by the fact that the area is not linked
to one single industry or employer. There is a redundancy in resources offered at certain business
parks.
FUTURE FOCUS
Frederick County should focus on targeted office and industrial economic development opportunities
over the next twenty years. It can be anticipated that there will be an increased opportunity to
capitalize on the following operations:
Light Manufacturing
These areas include plastics (IE – Food containers, packaging, foam insulations, pipes, etc…)
and metals (IE – Structural and fabrication products, architectural, part stamping, pipes and
containers. There are over 3,000 jobs generated from these activities in the region and as
traffic in the Northeast corridor continues to increase the placement of these types of
manufacturing facilities close to the less congested road and rail networks in our region will
help to support future growth.
Food Processing
Frederick County’s proximity to interstate highways and rail networks, along with access to a
workforce that resides in a ‘right to work’ location make it a favorable location for processors.
Water and sewer resources are a primary requirement for this type of industry. It should be
noted that large processors such as HP Hood require up to 1,000,000 gallons of water per day
to support its operations and that new facilities may have similar requirements. The county
needs to be able to support these demands if it seeks to attack these types of industries.
Distribution/Repackaging and Assembly Centers
Anticipate increase in distribution and repackaging centers based on area location and
proximity to the Virginia Inland Port and interstate highway and rail networks.
The rapid growth of internet retailers (EG – Amazon, Ebay, etc…) and internet shopping in
general will continue to drive the expansion of regional shipping and fulfillment centers.
Healthcare Resource and Support Industries
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In addition to the aforementioned economic benefits associated with Valley Health’s operations
in the area, the increase in the 55+ population will drive the expansion of supporting
industries.
Back Office Support
Anticipate increase in back office support organizations. Current examples operating in
Frederick County include Navy Federal Credit Union and American Background.
Software Development, R&D and Data Centers
In addition to being in close proximity to one of the nation’s largest technology corridors,
Frederick County has available square footage and an abundant and stable supply of energy
that modern data centers require. The areas is home to a large amount of IT professionals,
(many of which who currently commute outside of the region every day) to staff and support
the operational needs of modern data centers. These assets could be effectively leveraged to
draw IT service and Cloud Solutions providers to locate their facilities in the county.
Tourism and Agribusiness
In addition to the specific business activities outlined in this section please refer to the Tourism
and Agribusiness sections of this document for additional targeted growth opportunities specific
to those two areas.
A well planned Economic Development marketing strategy will not be effective if insufficient acreage
has been set aside to accommodate desired business uses in suitable key locations. The Area Plans
will need to identify and incorporate ample areas of business and industrial land use in support of the
Economic Development goals of The Plan.
Frederick County is supportive of green initiatives in the field of economic development. Sustainable
development initiatives should be recognized and their implementation incentivized. Such an example
is rail access and transportation which will become more valuable and expected in industrial settings
due to desire to operate effectively and efficiently. Taking a leadership role in these type of initiatives
is the Opequon Water Reclamation Facility. In the spring of 2016 it will begin using methane gas
generated from the bio-solids obtained from waste water treatment activities to fuel onsite production
of electricity. In addition to diverting a significant amount of material that would otherwise be trucked
to the local landfill the production of electricity will reduce demand on the grid and result in the
opportunity to pass along the energy cost savings to county residents and businesses.
Frederick County should be proactive in ensuring the resources necessary for economic Development
are planned in a sustainable way and available in support of the identified office and industrial users.
With regards to water, waste water treatment, and electricity, manufacturers will be concerned with
quantity and availability, but also of equal or greater importance will be quality and service reliability.
There is a finite capacity of these resources that must be managed accordingly.
The concept of redundancy will need to be a priority. Manufacturers and government agencies will
require redundancy in services necessary to support their economic investment and growth.
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County will result in an increase in the number of jobs
directly related to their presence. Those jobs will
typically be highly skilled, high paying jobs. In
addition, there will be an increase in support and
ancillary jobs. Similarly, there will be a significant
increase in ancillary support business opportunities
such as support contractors, many of which will be
higher tech. As previously noted, this will drive a need
for services, housing, entertainment, retail, and other
businesses. ... [3]
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COMMUNITY BENEFITS
The value of office and industrial Economic Development to Frederick County is immeasurable. As part
of the County’s economic development effort, office and industrial growth is a key component for
ensuring a selection of employment opportunities for the citizens of Frederick County.
The continuation of a low residential tax rate is a direct result of the expansion of the commercial and
industrial tax. Currently commercial and industrial tax revenue accounts for approximately 13% of the
County’s tax base. The County’s goal indicates this should be around 25% to ensure a balanced fiscal
environment and a continuance of low real estate taxes.
The County’s Development impact model projection for a single-family home anticipates tax revenue
of approximately fifty percent of the projected costs to the County. The County’s fiscal survival is
dependent upon recruiting office and industrial occupants which offset those residential costs.
An effective office and industrial Economic Development strategy will also ensure the stabilization of
the workforce and maintain low levels of unemployment. An increase in high skill, high paying jobs
locally will result in a decrease in number of skilled residents commuting outside the region to the
Northern Virginia region.
Overall, a sound office and industrial Economic Development strategy will result in the conservation of
a variety of finite resources and promote a high quality of life for the citizens of Frederick County.
POLICIES/IMPLEMENTATION
POLICY: IDENTIFY AND RECOGNIZE AREAS IN THE COUNTY MOST STRATEGICALLY SUITED TO MEET THE
REQUIREMENTS OF OFFICE AND INDUSTRIAL DEVELOPMENT
IMPLEMENTATION:
• Complete review of area land use plans to ensure sufficient acreage is identified and reserved
for office and industrial use to enable a balanced County tax base.
o Lands identified for business use should avoid limestone areas where karst geology is
present.
o Ensure these lands are properly located in relation to transportation, electricity, water,
sewer and natural gas.
• Communications infrastructure, such as voice and data fiber or affordable wireless options,
should be extended to areas identified for office and industrial use and non-rural residential
areas.
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• The zoning process and support should be examined by the County to encourage willingness on
the part of landowners of properties identified in Area Plans (see Appendix I) to proceed with
rezoning.
POLICY: PROACTIVELY ATTRACT DESIRED BUSINESS ENTITIES
IMPLEMENTATION:
• Review/revise office and manufacturing zoning to minimize the number of low tax generating
entities locating in the area.
o The targeted industries outlined herein have been selected due to the quality and
diversity of the job opportunities that they bring and the positive impact that they will
have on the tax base. These industries should be given clear priority in terms of
favorable zoning and ordinances. Additionally, these items should be reviewed and
amended to ensure that they do not contain any ambiguous language or omit any terms
that would inadvertently restrict or otherwise delay the establishment of the targeted
business types and activities.
• Continue to examine and fund business location marketing that builds or modifies the current
business base to take the County forward to its goal of increased income for its citizens and tax
value for the County.
POLICY: CONSIDER REGULATIONS ENCOURAGING AND/OR REQUIRING SERVICE REDUNDANCY IN OFFICE &
INDUSTRIAL AREAS
IMPLEMENTATION:
• Complete an analysis to determine services most desirable for redundancy and determine the
feasibility of service redundancy in currently zoned office and industrial areas.
• Create incentives for industrial site developers to implement service redundancy.
POLICY: FUNDING OF POLICIES
IMPLEMENTATION:
• Determine funding plan for policies such as roads, service redundancy, water availability,
electric service, communication, etc. These could include public/private funding and
transportation access funds for industrial development.
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have a minimal personal property tax, typically
result in lower paying jobs, generate high traffic
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• Address how the County’s public role could be used more effectively in lowering Development
costs.
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ECONOMIC DEVELOPMENT – RETAIL
CURRENT CONDITIONS
The retail sales potential of any geographic market is based upon a mixture of many factors, a few of
which are:
1) The number of households within the general market area.
2) The average disposable income of those households.
3) The sophistication and depth of surrounding competing markets.
4) The presence of a marketing effort for the area (as opposed to the marketing of an individual
venture).
In the complex shopping world of the 21st century a general label for traditional retail no longer
pertains. From a land use perspective as well as general economic Development retail needs to be
viewed in at least 3 parts:
• National Retail
• Small Retail
• Meals Away from Home
Provisions need to be provided for each but not necessarily the same for all.
One discernible difference is $1 of sales at a “national” retailer contributes approximately $.40 to the
local economy. The same dollar spent in a “small” locally owned business contributes approximately
$.60 to $.70 to the local economy. This observation is weakened when it is realized the “small”
retailer may not be able to provide the depth of line offerings that the “national” retailer can. The
point is though a balance needs to be sought.
Meals away from home can take many shapes but today’s mobile families have come to think of this
category as a normal expense occurring multiple times a week.
FUTURE FOCUS
Over the next twenty years, population growth in Frederick County and its environs will continue to
fuel retail Development and the opening varied retailers throughout the area.
Frederick County has already taken necessary steps to prepare. The establishment of the Frederick
County Economic Development Authority (EDA) is a key indicator. With access to resources such as
Retail Leakage and Surplus Analysis reports and similar studies the EDA will be key in assessing
potentially successful retail operations.
A locality has little impact on the decision of the “national” retailer to locate in an area unless items #1
and #2 (above under “Current Conditions) meet their individual business model. With a “small”
retailer the driving factor is affordable available space.
Another “future focus” emerging as we move toward the third decade of the 21st century is the
increased demand for meals away from home with specific emphasis on casual dining, family dining
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and in some case fine dining. Even fast food has recognized this and has taken steps to emulate
casual and family dining both in menu and service.
Driving retail growth in Frederick County is the average household income, central location within the
region, access, the continued growth of Winchester Medical Center, the establishment of federal
agency operations, and intangible factors such as the County’s historical, architectural, and aesthetic
charm, Frederick County is well-positioned to gain such prominence. In addition to these factors the
overall growth and diversity of Frederick County’s population, low traffic and presence of other
nationally recognized retailers will help the county to attract and retain targeted retailers. If
successfully promoted against neighboring markets, Frederick County will establish itself as the
dominant market within the region.
Frederick County must strategically identify prime areas for commercial land use in key locations to
capitalize on future commercial opportunities. In addition, Frederick County must effectively market
itself to the network of developers, national and regional retail trade organizations, retailers, and
tenant-representation real estate agents and brokers that influence site selection decisions.
While the county’s ability to attract national and regional developers and retailers to the area cannot
be understated, the county must not underestimate the importance of supporting locally-owned and
operated Developments and retail establishments. The growth of such locally-owned businesses within
the market’s retail mix will have a direct positive impact to the vitality of the market’s retail profile and
the quality of life of local residents.
COMMUNITY BENEFITS
The community benefits of a vital retail environment cannot be understated. Successful growth of
retail equates to an increase in sales tax revenue to support county services and capital
improvements. A strong retail environment also plays a key role in the quality of life for the residents
of any geographic area and thus plays an integral role in an individual family, a corporation, or other
entity deciding to relocate to that area. Retail growth also equates to more jobs, both directly (with
the retailers themselves) and indirectly (a strong retail environment plays a role in drawing relocating
employers to the area).
POLICIES/IMPLEMENTATION
POLICY: PROMOTE FREDERICK COUNTY AS A DYNAMIC, VITAL RETAIL MARKET.
IMPLEMENTATION:
• Develop a unified marketing plan for the county and its businesses.
• Promote existing businesses to join together in the marketing effort.
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• Strategically identify prime areas for commercial land use in key locations to
capitalize on future commercial opportunities.
POLICY: REQUIRE FUTURE DEVELOPMENTSTO BE OF A HIGH QUALITY, PRESERVE THE ASTHETIC INTEGRITY
OF THE SURROUNDING AREAS AND REQUIRE UPKEEP OF EXISTING DEVELOPMENTS.
IMPLEMENTATION:
• Promote enhanced architectural/design requirements for future retail Development,
including structure appearance, landscaping, and signage.
• Establish and implement regulations regarding upkeep of existing and future retail
Development including the removal of exterior debris, the removal of non-approved
signage, and the maintenance of landscaping.
Note: The objective of this policy is to make the area attractive to potential retailers
considering entry into the market as well as foster the long-term viability of
developments.
POLICY: Encourage mixed use development (IE – R4) for FUTURE RESIDENTIAL DEVELOPMENTS TO
INCORPORATE SPACE FOR COMMERCIAL EXPANSION AND TO REQUIRE FUTURE COMMERCIAL
DEVELOPMENTS TO INCLUDE LIMITED RESIDENTIAL SPACE.
IMPLEMENTATION:
• Identify zoning regulations and related ordinances that may require modification to
support the inclusion of a limited retail component within residential developments.
o ‘Limited Retail’ uses pertain to businesses that offer convenience to a residential
population. These uses include, but are not limited to:
• Small grocery stores
• Neighborhood convenience stores
• Dry cleaners
• Small dine-in or carry-out restaurants
• Banks
Note: The objective of this policy is to provide additional opportunities for commercial
development as well as to offer enhanced convenience to residents of large
developments, thereby making them more attractive to potential home buyers. These
types of mixed-use developments provide an added benefit of reducing vehicular traffic
in and out of high density developments.
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ECONOMIC DEVELOPMENT – TOURISM
CURRENT CONDITIONS
The Frederick County/Winchester area plays host to every year nationally recognized events such as
the Shenandoah Apple Blossom Festival and Belle Grove Civil War living history reenactments. It also
is home to the Museum of the Shenandoah Valley, the Cedar Creek and Belle Grove National Historic
Park, various live theater and performance centers, a revitalized and vibrant Old Town Winchester and
other key assets such as orchards, farm markets, historic homes and natural resources that bring
travelers and their tourism dollars to the area.
The county also supports a growing number of wineries and the potential for new craft breweries and
distilleries, as well as outstanding outdoor recreational opportunities such as the Tuscarora hiking
trail, an ATV trail, seasonal navigable waterways, and access to regional hotspots such as the
Appalachian Trail, Shenandoah River, and the Shenandoah National Park.
Between 2010 and 2014 annual direct tourism spending in the area has increased from $186.6 million
to $235.5 million.
• This represents an increase in 21%, with 4% of that growth occurring between 2013 and 2014.
• These activities are supported by a workforce of over 2,300 who earn $43.8 million in tourism
related income.
• Tourism generated close to $9 million in City and County tax revenue and $7 million in State
revenue.
The positive impact of tourism in the region cannot be understated and the recent growth trends,
while encouraging also demonstrate that when compared to neighboring Loudon County and its $1.6
billion in tourism related revenue in 2014, there is a significant opportunity for increasing the rate of
growth. At the state level, tourism brought in over $22.4 billion in direct spending in 2014, making it
one of Virginia’s top 5 industries. It has been repeatedly mentioned by Frederick County’s state
senators and delegates as a top industry in our region.
As the economy improves and travel increases, it is critical that the Frederick County area be poised
to capitalize on the growth in the arena of travel and tourism. The Winchester – Frederick County
Convention and Visitors Bureau, a city/county tourism marketing partnership, is a key component to
driving the marketing strategy and efforts for the present and future desire to drive additional visitors
and spending to the area.
The value of travel and tourism’s economic impact reaches every citizen of Frederick County (each
household pays $388 less each year in local & state taxes due to tourism related revenues) by means
of providing employment and tax revenues as well as offering a diverse portfolio of local events,
attractions and activities that are not only marketed to the destination traveler but, more importantly,
it improves the quality of life for local residents and increases employee recruitment and retention
success for our local businesses and schools.
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FUTURE FOCUS
First impressions often set the tone for a visitor’s experience, and the great majority of travelers
arrive in Frederick County through its roadways. Therefore, the character of Frederick County’s
entrance corridors, especially in areas adjacent to the city of Winchester, is a key factor for the visitor
experience and their decision to stay longer and hopefully return. Enhancing these corridors will
improve visitor impressions, and will benefit the quality of life for residents. This includes both
aesthetic and traffic flow enhancements.
Frederick County should concentrate on how to bolster the County’s ability to attract an increasing
number of overnight visitors through targeted, strategic and collaborative branding and marketing
efforts that focus on visitor experiences rather than political boundaries. The ultimate goal will thus
be to enhance the visitor experience, ensuring that tourists choosing Frederick County are left with an
exceptional memory of their visit, positive stories to share with friends and family, and a desire to
return.
Multi-Generational Tourism
Multi-generational travel is defined as a group of at least three generations partaking in leisure travel.
In a recent study, multi-generational travelers make up at least 40% of the U.S. leisure travel
market, 75% are married, and most have household incomes over $100,000. This is quickly
becoming a competitive marketplace, and one that will continue to grow into the foreseeable future
with the continuing increase of baby-boomer travelers and dispersed families. While the grandparents
foot the bill, the millennials are driving the planning and decisions.
Most attractive to Winchester/Frederick region, though, is the research indicating that far and beyond
all other physical activities such as outdoor recreation, beach activities, etc., having enough time to
just relax and unwind was the biggest factor in planning a trip (88% of all multi-gen travelers). This
positions the Frederick County / Winchester area above larger, more crowded destinations such as
New York City, Northern Virginia, Virginia Beach, etc.
The Frederick-County / Winchester area is primed for this market, with a rich array of activities and
attractions for all age levels. Just a few of these highlights include:
For kids:
• An outstanding children’s museum
• Great year-round weekly activities at the Handley Libraries
• Great County, Town and City parks
• Attractions with designated kid’s areas (such as Marker-Miller Orchards)
For parents:
• Outdoor recreation (hiking, kayaking, ATV trails)
• Breweries, wineries and cideries
• Large selection of unique local restaurants
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• Coffee shops, boutique shops, farm markets, etc in the City and County
• Outstanding pedestrian downtown
For grandparents:
• Bed and breakfasts and inns
• Golf
• Civil War Battlefields, excellent museums and historic sites (including Belle Grove)
• Wineries
• Hiking trails
• Proximity to Shenandoah National Park
Events:
• Shenandoah Apple Blossom Festival
• Wine-centered events and festivals
• October / fall events and festivals
• Christmas and holiday events
• Triathlons, bicycle and running races and tournaments
Frederick County, in partnership with the City of Winchester, should capitalize on these outstanding
shared assets and focus heavily on multi-generational travel.
It should be noted that as the majority of lodging is actually in Frederick County, increasing overnight
visitors should be a key focus of this shared tourism strategy. However, neither the City nor County
can successfully market themselves without each other’s assets (be it lodging, outdoor recreation, the
pedestrian downtown, historic sites and museums, etc.), so a branding and marketing strategy
focused on the overall visitor experience versus strict political boundaries needs to be adopted for the
overwhelming benefit of all localities, lodging, small businesses and attractions involved.
Agritourism
Agritourism is a type of vacation that takes place on a farm or ranch and may include the opportunity to assist with
the day to day activities associated with running the farm or to participate in the use of these lands for outdoor
related events or activities. The term agritourism has also been broadened now to include wineries, breweries and
distilleries, which, combined, are the hottest trend in tourism product development in the commonwealth.
Frederick County is fortunate to have numerous working farms and successful examples of how diversified uses of
its rural lands can increase the income form farm operations as well as help to preserve the open space and rural
character that is so important to the identity and quality of life for the area. As detailed in the Agribusiness section
of this plan there are numerous opportunities for the county’s agriculture industry and rural land owners to tap into
this growing segment of the tourism industry. Accounting for over $600 in annual tourism revenues in 2009, the
Agritourism trend is one of the fastest growing segments of the tourism industry.
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Included in this category are tours, onsite hospitality activities and onsite retail operations for Vineyards, Wineries,
Breweries and Distilleries. These farm-based activities draw tourists who are more likely to spend their money in
the area’s premium dining and lodging establishments.
POLICIES/IMPLEMENTATION
POLICY: Revise language in all county zoning and permit processes to recognize
diversified land use for tourism related activities
IMPLEMENTATION:
• Review within six months of the approval of this plan all relevant zoning and permit language
to identify areas that require revision to ‘speak to’ the various activities and land-uses detailed
within this section. The primary goal would be to ensure that business owners are not
hampered in their efforts to bring these types of activities to the tourist and local consumer
market due to omissions or lack of specificity in the current language.
• This includes, specifically, language regarding breweries, wineries and distilleries.
• Non-traditional lodging policies need to be addressed due to the dramatic increase in internet
booking sites such as AirB&B and HomeAway that enable residential property owners to ‘sell’
space in their homes or on their property for the purpose of short-term lodging. Policies should
not discourage this trend, however the landowners need to comply with residential zoning
requirements and ensure that they are collecting and paying bed taxes.
POLICY: LINK THE AREA’S VISITOR ATTRACTIONS WITH A TRAIL NETWORK THAT FACILITATES NON-
VEHICULAR MOVEMENT FROM PLACE TO PLACE.
IMPLEMENTATION:
• Work with the Northern Shenandoah Valley Regional Commission and surrounding jurisdictions
to update and improve the regional bike/ped plan, “Walking and Wheeling in the Northern
Shenandoah Valley”.
• Support the Redbud Run Greenway project to provide a trail network that will link natural
areas, battlefields, including the existing five-mile trail on the Civil War Preservation Trust
property, schools, and other facilities in the Redbud Run corridor.
• Within six months of the approval of this plan:
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o Update and implement plans for a trail network within Frederick County that will
connect attractions to one another and to retail and hospitality areas. Such plans may
include connectivity among other community facilities such as schools and parks.
o Identify and examine potential increased public access development to existing trails
and waterways, such as the Tuscarora Trail (hiking) and Cedar Creek (kayaking).
o Identify potential projects as candidates for transportation enhancement grants, and
encourage the incorporation of segments of the regional trail network into Development
projects. These projects could be included as part of the Capital Improvements Plan.
POLICY: PRESERVE AND ENHANCE THE HISTORIC CHARACTER OF FREDERICK
COUNTY’S ROADWAYS AND NEW CONSTRUCTION, MAKING THEM ATTRACTIVE AND APPEALING TO
VISITORS AND RESIDENTS.
IMPLEMENTATION:
• Foster a compact community design that uses traditional building features to help maintain
Frederick County’s unique historic character to help maintain a sense of place that sets the
community apart from other areas in Virginia.
• Strengthen the use of corridor overlay districts.
• Strengthen the effort to focus Development in compact centers, using Neighborhood Design
guidelines, and keeping the rural, agricultural landscape as part of the visitor experience in
Frederick County.
POLICY: Continue efforts to develop Event Center business in the county
IMPLEMENTATION:
• Currently Frederick County / Winchester is viewed as a ‘non-traditional’ location for large trade
and corporate events, however with its proximity to three major airports and north/south and
east/west transportation routes the county could serve as a lower cost option to events that
are typically held in the Metropolitan DC area. In conjunction with the efforts currently
underway via it is recommended that the following steps be taken:
o Identification of target locations that could support the an Event Center in the county
based on the current Needs and Capability Assessment.
o Identify required changes to current land use plans and/or zoning ordinances required
to support the development of an Events Center in the county.
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ECONOMIC DEVELOPMENT – AGRIBUSINESS
CURRENT CONDITIONS
Frederick County’s rural character is a key component in its identity and one of the primary items that
draw visitors and new residents to the area. Historically, these rural areas have supported a wide
array of agricultural uses, which at one time was the primary industry in the county. Today those
agricultural activities not only generate roughly $30 million per year but they preserve close to
100,000 acres of rural land. While the number of farms and the amount of land dedicated to
agricultural uses has declined in the last 20 years the market value of the products produced has
actually increased. More importantly recent ‘Farm to Table’ trends, ‘Buy Fresh, Buy Local’ initiatives
and the willingness for families to invest in higher quality, locally sourced and environmentally friendly
produced groceries will help drive additional market growth for the county’s farms and find an
increasing market for its top crops consisting of forage, apples, corn, and soybeans and its primary
livestock inventory of cattle, hogs, laying chickens, horses, and goats.
It should be noted that as the economy improves and regains losses following the recession of 2008
there is a risk of further erosion of the county’s agricultural resources as development of these areas
for residential purposes will be on the increase. As of 2011 the amount of housing in the Rural Area
represented 50% of the current total of 28,338 homes in the County. The Rural Area has both a low
housing density and by right development (see Residential chapter). Residential conversion because
of rising value of agricultural land was a major cause of the earlier erosions and a key threat over the
course of the next 20 years.
To protect the amount of land available for agricultural use, the County makes a variety of tools and
programs available to land owners. The County continues to allow land owners to participate in the
Land Use Tax Deferral Program which allows taxpayers to apply for specially reduced assessments,
such as qualifying agricultural, horticultural, and forestry uses. Participation in one of County’s many
Agricultural and Forestal Districts is available to County property owners. As of 2010, there were six
Districts covering approximately 10,000 acres.
FUTURE FOCUS
Frederick County agriculture will evolve in a way that is likely to be more intensive and by necessity
more diverse. While, this will require less acreage than traditional farming activities it is expected
that income from agricultural operations will increase. As such the county should focus on
implementing policies that seek to prioritize the protection of these rural areas as well as streamline
the process for approving the diversified land uses as described within this section. Reduction in
permit fees and taxes generated from these new opportunities should be considered as well.
Over the past few years, Frederick County has worked on implementing new tools to not only help
protect the agricultural lands in the County but at the same time also help the farmer capture value of
the property without actually developing or selling the land. These programs include the Purchase of
Development rights Program and the Transfer of Development Rights Program. These programs are
discussed further in the Rural Areas chapter.
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In addition to reclaiming the value of traditionally produced products via these trends and initiatives
the county’s farms have an opportunity to increase revenue through additional diversified uses of their
land in the following areas:
• Onsite Farm Markets (EG – Retail operations located on the premise)
• Farmers Markets (EG – Centrally located markets that enable multiple vendors to sell their
products, generally on a limited basis)
• Community Support Agriculture (CSA) operations
• Lodging for overnight stays related to rehabilitative purposes (post-op recovery, etc…)
• Agritourism (refer to the Tourism section of this plan for more information):
o Vineyards
o Distilleries
o Breweries
o Day Camps
o Farm Tours for families and schools
o Immersion Programs (hands-on chores, livestock care)
o Petting zoos
o Self-harvesting (EG – pick your own) produce operations
o Fall / Winter hay and sleigh rides
o Corn mazes, haunted farms
o Overnight stays on working farms
o Farm Weddings and Picnicking
o Outdoor adventures:
§ Hunting, fishing, horseback riding, bird watching, hiking, photography
COMMUNITY BENEFITS
It should be recognized that once land is converted from agricultural use it is unlikely that it can ever
be reclaimed. The rural economy of Frederick County plays a significant role in the life and livelihood
of its inhabitants. In addition to providing food products for the region, agriculture is a revenue
generator which requires very few local services, including transportation. It is agriculture which
contributes to Frederick County’s extraordinary view-sheds while providing a living to its farmer
citizens, and a place of enjoyment for its visitors. Agriculture also has a role in preserving structures
that are part of the historic fabric. Most importantly, an active, profitable agriculture operation
reduces the amount of land converted to more dense uses. Diversification of the land use for the
expanded agricultural based uses outlined in this section can not only generate notable income and
drive more tourism dollars to the county, it can also future protect the land from conversion to
residential use and in doing so continue to preserve the county’s rural character and natural
resources.
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POLICIES/IMPLEMENTATION
POLICY: THE COUNTY SHOULD SUPPORT ITS AGRICULTURAL INDUSTRIES WHILE ALSO RESPONDING TO
CHANGES IN THE INDUSTRY.
IMPLEMENTATION:
• Diversified uses on the farm site such as farm markets, alternative fuels, animal boarding,
Pick-Your-Own operations, agritourism, vineyards, wineries, distilleries and micro-
breweries as well as specialty crops, etc., should be encouraged to help preserve farming
and agricultural uses in Frederick County.
• The ordinances of Frederick County should be revised within six months of the approval of
this plan to reference and enable the full range of agriculturally related activities as
outlined in the prior bullet in the rural areas. Care must be taken to ensure that such
activities are compatible in scale, size and intensity with surrounding land uses and the
rural character.
• Value added processes and support businesses should be examined for location within the
Rural Area. These processes currently are permitted in the business districts.
• Continue to allow and encourage the use of the Land Use Tax
Deferral Program, Agricultural and Forestal Programs, Purchase of
Development Rights Program and the Transfer of Development Rights Program. The
County should also pursue new permitted policies in support of agriculture as they are
developed and become available.
• The county should establish a working committee the includes the EDA and Winchester-
Frederick County Convention and Visitors Bureau within six months of the adoption of this
plan to identify and implement strategies to further develop and promote agritourism and
additional high-end diversified uses of its agricultural land.
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Community Partners and Stakeholders
The following table lists the Partner and Stakeholder organizations who are expected to have an interest in or be involved on some
level with the policies and implementation activities outlined within the targeted portion of the Economic Development plan.
Organization Name Office &
Industrial Retail Tourism Agribusiness
Frederick County Economic Development Authority X X X X
Industrial Development Authority X
Industrial Parks Association X
Blue Ridge Association of Realtors X
Top of Virginia Regional Chamber of Commerce X X
Lord Fairfax Small Business Development Center X
Winchester-Frederick County Convention and Visitors Bureau X X
Shenandoah Valley Travel Association X
Kernstown Battlefield Association X
Cedar Creek and Belle Grove National Historical Park X
Winchester & Frederick County Lodging Facilities X
Winchester & Frederick County Parks and Recreation Departments X
Winchester Old Town Development Board X
Shenandoah Valley Battlefields Foundation X
The Museum of the Shenandoah Valley X
Frederick County Farm Bureau X
Frederick County Fruit Growers Association X
Old Time Apple Growers Association X
Virginia Cooperative Extension Service X
Virginia Vineyards & Wineries Associations X
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SUPPORTING MATERIALS AND RESOURCES
• Frederick County Economic Development Authority
o ‘Year in Review’ Report & Various Fact Sheets
• 2013 Virginia State Tourism Plan
• Weldon Cooper Center for Public Service
o Various reports
• National Trust for Historic Preservation’s “How to Get Started in Cultural Heritage Tourism”
website:
• Marketing and Interpretive Plans for the Shenandoah Valley Battlefields National Historic
District
• “Walking and Wheeling in the Northern Shenandoah Valley”
• Winchester-Frederick County Joint Funding Agreement creating the Convention & Visitors
Bureau.
• Virginia Tourism Corporation Economic Impact Study
• Smith Travel Research Lodging Demand Report
• Travel Agent Central study on “How to Sell Multi-Generational Travel.”
• General internet market research on:
o Manufacturing and Industrial trends
o Workforce demographics & Technical / Professional job trends
o Healthcare and related health services
o Tourism trends
o Diversified use of agricultural lands
o Local Vineyard & Wineries and Breweries associations
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1.2 – Zoning and Code Policies
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Government Activity
Anticipate an increase in government agencies locating operations to Frederick
County. Location plays major factor, in particular, Homeland Security locational
factors are extremely favorable in Frederick County. COOP’s, Continuity of
Operations Plans, highlight the attributes of Frederick County.
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Additional government activity in Frederick County will result in an increase in the number
of jobs directly related to their presence. Those jobs will typically be highly skilled, high
paying jobs. In addition, there will be an increase in support and ancillary jobs. Similarly,
there will be a significant increase in ancillary support business opportunities such as
support contractors, many of which will be higher tech. As previously noted, this will drive a
need for services, housing, entertainment, retail, and other businesses.
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Minimize distribution centers as they have a minimal personal property tax,
typically result in lower paying jobs, generate high traffic and absorb greater
land mass than other uses.
Maximize targeted industries such as governmental facilities, as well as high-tax base
industries that have a low resource requirement.
o
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Engage National and Regional Trade Organizations.
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Participating as an exhibitor in events such as the International
Council of Shopping Center’s National Trade Exposition and Leasing Mall
(which brings together more than 30,000 developers, owners, retailers,
lenders, and municipalities) or smaller events of a regional nature (The ICSC
also holds an annual event in Washington, D.C.).
COUNTY of FREDERICK
Department of Planning and Development
540/ 665-5651
Fax: 540/ 665-6395
107 North Kent Street, Suite 202 Winchester, Virginia 22601-5000
TO: Comprehensive Plans and Programs Committee (CPPC)
FROM: John A. Bishop AICP, Assistant Director – Transportation
RE: Text Update – Transportation Section of the Comprehensive Plan
DATE: February 26, 2016
Attached please find the redline version of the updated text of the Transportation section
of the Comprehensive Plan. Old language proposed for removal has a strikethrough and
new language is in bold italics.
In their review of this section, the Transportation Committee asked staff to address the
following issues:
1. Removal of complete streets language and replacement with language that
identifies Frederick County goals.
2. Removal of language that appears to create additional committees for work items
that can be handled at the staff and Transportation Committee level.
3. Begin the addition of language to address requirements of the House Bill 2
process for scoring transportation applications.
In their review of the attached revisions, the Transportation Committee determined that
staff had fulfilled the directives given. In addition to this update, staff will be reviewing
the Eastern Road Plan maps and doing any necessary clean up to address Board decisions
that have been made since the last update as well as any other clean up issues that may
present themselves.
JAB/dw
MEMORANDUM
TRANSPORTATION
THE 2030 COMPREHENSIVE PLAN
1
TRANSPORTATION
CURRENT CONDITIONS
Frederick County has grown significantly in the past two decades in both
population and economic development, placing a significant demand upon the
Frederick County transportation system. Current County policy follows State
Code guidance to ensure that new development offsets its impacts to the
transportation system. A significant portion of congested roadways in the
County can be linked to by-right development that does not offset its
transportation impacts since it is not required by the Code of Virginia. This
has had the greatest impact upon Interstate 81 and the primary highways in
the County. Primary Highways include Routes 37, 522, 50, 7, 277 and 11.
Based upon the most recent Virginia Department of Transportation (VDOT)
data available (2007) (2016) Frederick County has 1663 1,853 lane miles of
roadway that are part of the state system. As of 2008, VDOT estimates that
vehicles traveled 2,966,846 3,040,103 miles per day on Frederick County
roadways. This is a 213% an over 200% increase since 1990. The vast
majority of this travel is focused upon the Interstate and Primary system.
It is the County’s policy to focus future growth in the Urban Areas, within the
boundaries of the Urban Development Area (UDA) and Sewer and Water
Service Area (SWSA). In addition, the County has recently taken additional
steps to incentivize growth within the UDA by adopting a transfer of
development rights (TDR) ordinance which allows by-right residential
development rights to be sold by landowners in the Rural Areas to landowners
inside the UDA. Ultimately, while this results in increased traffic in the UDA,
this is still a net financial benefit to the County. This allows the County and
State to focus roadway improvements within the UDA as opposed to having to
expand roadways throughout the entire county. The Eastern Road Plan is the
guide to roadway development/improvements in and around the Urban Areas.
Improvements to secondary roads in the more rural western portion of the
county are focused on safety and maintenance as opposed to creating
additional capacity. The possible exception to this would be areas where the
Comprehensive Plan proposes the development of Rural Community Centers.
Capacity and safety improvements to primary roadways in the rural areas will
be addressed on an as needed basis.
TRANSPORTATION
THE 2030 COMPREHENSIVE PLAN
2
As of the year 2000 census, the urbanized portions of Frederick County,
Winchester, and Stephens City area reached the population threshold
(50,000) that led to the federally required creation of a Metropolitan Planning
Organization (MPO). In Frederick County the MPO boundary is concentrated
around the development in the eastern section, and along Route 11 to West
Virginia in the north and to Stephens City in the South. Staffed by the
Northern Shenandoah Valley Regional Commission, the MPO is responsible for
creating a long range transportation plan that meets air quality standards.
The MPO is in the process of adopting the 2035 Long Range Transportation
Plan, which is expected to be adopted before or shortly after this document.
The MPO is currently operating under the 2035 Long Range
Transportation Plan.
Recent fFunding of transportation improvements in Frederick County has
largely been accomplished through development proffers and the VDOT
revenue sharing program. Whenever possible, the County uses public private
partnerships to make improvements. The County is also active in the areas of
rail access funding and economic development road access funding. The
State’s role in transportation funding has been declining over the years and
has now reached the point where some federal funds are being used for
maintenance with very little new construction taking place. The State has
been actively encouraging localities to take on maintenance of their road
systems. However, roadway construction and maintenance in Frederick
County primarily remains the responsibility of the State and Federal
Government. How the County, State, and Federal governments work together
to create a long term funding policy for transportation will have far reaching
impacts on transportation systems in Frederick County.
Recent Transportation Legislation, namely HB2 and HB1887, has
significantly changed the process by which transportation projects
will be funding within the Commonwealth. The stated purpose of the
new system is to score transportation projects and remove politics
from the decision making process. At this time the results of the first
round of this process are pending. Based on Commonwealth
Transportation Board adopted criteria, Economic Development is the
most influential factor in scoring criteria for Frederick County. This
makes it particularly important that the County coordinate with the
Economic Development Authority to highlight the economic
development importance of key roadways.
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FUTURE FOCUS
In the next twenty to thirty years it is expected that a number of key
transportation milestones will be reached. The issue of long-term road
construction funding must be resolved, which will allow significant
transportation system improvements to move forward. Most crucial is the
completion of Route 37 east, which is critical for both residential and
economic development traffic. Completion of this roadway has been a top
priority for Frederick County for many years. The Eastern Road Plan will
continue to guide road projects and will evolve to address the long range
transportation needs of the County.
The County will encourage the integration of National Complete Streets
principles into its transportation practices. Complete Streets are streets that
serve all users, not just those using a car. Instituting a Complete Streets
policy ensures The County will work to insure that development and
transportation agencies routinely design and operate the entire right-of-way
to enable safe access for drivers, transit users and vehicles, pedestrians, and
bicyclists, as well as for older people, children, and people with disabilities.
These principles This goal aims to balance the diverse needs of all users of
the public right-of-way and promote an integrated, multi modal transportation
system. Simply put, following complete streets principles this means that the
County will consider all potential users of the transportation system when
making improvements, working with development, or constructing new
facilities. Complete Street policies This goal will benefit Frederick County as
they it addresses important safety, health, and environmental considerations,
target special populations, and promotes growth and revitalization within the
community. Many states, including Virginia and over 200 localities, have
adopted some form of complete streets policy.
It is expected that transit Over time, it is expected that private transit
options will begin to play a larger role in Frederick County’s transportation
network. This would likely begin with on demand type services for the special
needs populations, elderly, and disabled.
As densities increase in the UDA and citizen preferences continue to shift, it is
expected that bicycle and pedestrian accommodations will continue to
increase in importance. The Frederick County School system has recently
opened its first elementary school (Greenwood Mill Elementary) with a walk
zone, and they plan to continue promotion of this type of school. A Complete
Streets policy will also help to move these goals forward.
Finally, with the growth potential of the Virginia Inland Port in Warren County,
Frederick County can expect a continuing increase in freight movement via
rail and roadways. The development of the County’s transportation
infrastructure should continue to address transportation improvements that
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will further the economic growth of the community. This would also include
fulfilling the potential of the Winchester Regional Airport.
COMMUNITY BENEFITS
The benefits to the community of a healthy transportation system are
immeasurable. An efficient transportation system leads to communities that
are less stressed, healthier, less polluted, safer, and more attractive to
economic development opportunities and new residents.
A policy that creates an interconnected system of bicycle and pedestrian
facilities will lead to a healthier and fitter community as well as increased
home values. Removal of cars from the roadway would reduce congestion
and air pollution. The mixed use land use pattern promoted by New Urbanism
and the Urban Center concept of this Plan furthers promotes these policies.
The transportation system is always a key consideration for business
locations. An efficient transportation system will make the County more
attractive to new businesses and will also keep existing businesses from
looking to locate elsewhere. In addition, continued focus in intermodal
opportunities (the transfer of goods between different transportation modes
such as truck to rail or air) in the area will make the county more attractive to
businesses looking to take advantage of rail sidings or locations near the
airport. The County’s willingness to support both road and rail access funding
has already led to increased economic development interest. The result is
more jobs for County citizens as well as a more valuable and diverse tax
base.
POLICIES/IMPLEMENTATION
As residential and commercial development continues, increasing demands
will be placed upon the County’s transportation infrastructure. Challenges will
continue to be placed on the County by users of I-81 and commuters through
the area. Transportation demands need to be addressed while protecting and
promoting the goals of the comprehensive plan as a whole. This will include
the uses of tools such as context sensitive design and planning/locating
roadways with consideration of future planned land uses and types.
The role of Frederick County is to first plan the transportation system and
then work with new and existing development to preserve corridor rights of
way and implement construction needs. It is the role of the state and federal
government along with development to fund transportation improvements
necessary to ensure the future health of the County’s transportation network.
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POLICY: TO CRAFT AND ADOPT A COMPLETE STREETS POLICY TO GUIDE THE
TO PROMOTE THE COUNTY POLICY OF DEVELOPMENT OF NEW
ROADWAYS AND THE REDEVELOPMENT OF EXISTING ROADWAYS IN A
MANNER THAT MAKES THEM OPEN, AVAILABLE, AND SAFE TO ALL
MODES OF TRANSPORTATION.
IMPLEMENTATION:
Match desired form of development to roadway classification to
simplify the determination of which roadways receive which treatment.
That is, different types of streets for different land uses. For
example, while some roadways would require a separate
bicycle and pedestrian trail in order to be more accessible to
bicyclists and pedestrians, in rural areas a wider shoulder
section may be more appropriate.
Support State efforts to implement Complete Streets policies and
advance local implementation of complete street policies.
Work with new development and redevelopment to implement this the
complete streets policy and the overall transportation plan. This may
require analysis and modification of the existing subdivision ordinance.
Work cooperatively with the schools division to identify school
locations that meet both school and County goals of public access and
safe walkability.
Seek outside funding sources to fill in gaps in order to attach separate
segments and create a fully interconnected system.
POLICY: IMPLEMENT THE ROADWAY PRIORITIES OF THE COUNTY AS OUTLINED
ANNUALLY IN THE CAPITAL IMPROVEMENT PLAN AS WELL AS THE
INTERSTATE, PRIMARY AND SECONDARY ROAD PLANS, PRINCIPALLY
IN ADDITION TO THE EASTERN ROAD PLAN, AND PARTICULARLY
ROUTE 37 EAST.
IMPLEMENTATION:
Work with new development and redevelopment to implement the
Eastern Road Plan through construction and preservation of right-of-
ways.
Continue to work closely with VDOT, State and Federal
representatives, and any other available revenue sources to increase
transportation.
In the absence of outside funding continue to protect rights-of-way
and move forward on planning transportation priorities.
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Coordinate with the VDOT to make sure the required percentage of
maintenance funds to be spent on other accommodations is used on
County priorities.
Maintain the character of the rural roadways in the county while
addressing safety issues as they may arise.
POLICY: IMPROVE UPON EXISTING TRANSPORTATION SAFETY AND SERVICE
LEVELS IN THE COUNTY.
IMPLEMENTATION:
Coordinate with VDOT in the scoping and review of Traffic Impact
Analyses.
Analyze VDOT Access Management standards and, when needed,
adopt County standards that are stronger.
Investigate the creation of a facility standards manual.
Work with new development and redevelopment to ensure that the trip
generation and new movements do not degrade the transportation
system, increase delays, or reduce service levels.
Coordinate with VDOT, local and state law enforcement, and the
schools division to identify and address safety concerns. Coordination
to be handled by the Department of Planning and Development and
Transportation Committee.
Create an informal working group with Staff, VDOT, and law
enforcement to identify and address safety concerns.
Coordination to be handled by the Department of Planning and
Development and the Transportation Committee.
Work with State officials to bring another General District Court Judge
to the area as previously approved.
Work with State officials to increase financial and staff support to the
Sheriff’s Department.
Work with State officials to increase financial and staff support of the
State Police Kernstown Barracks.
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POLICY: FIND WAYS TO IMPLEMENT TRANSPORTATION NEEDS WHILE KEEPING
THE COST OF INDUSTRIAL PROPERTY COMPETITIVE. WORK TO
ENHANCE USE OF INTERMODAL FREIGHT MOVEMENT WHEREVER
POSSIBLE.
IMPLEMENTATION:
Create a working group comprised of members from interest groups,
staff, and the Transportation Committee to review the form of proffers
and develop a preferred approach for developing transportation
proffers that will best aid the competitiveness of local industrial sites,
while ensuring needed transportation improvements are put in place.
Coordinate with local business to maximize the use of Economic
Development Road Access funding as well as Rail Access funding.
Actively work with rail carriers through the Economic Development
Commission and Industrial Parks Association to maximize the amount
of material that is shipped into and out of Frederick County via rail.
Perform a study to discern where opportunities to bring air freight into
the regional airport may be available.
Work to incentivize and maximize opportunities presented by
expansion of the Virginia Inland Port and the new multimodal facility
coming to Martinsburg, WV.
Make use of revenue sharing funds for development of industrial
property when the Board of Supervisors determines that it is in the
best interest of Frederick County.
Incorporate the Airport Master Plan into County planning efforts.
POLICY: IMPROVE THE BEAUTY OF TRANSPORTATION CORRIDORS AT THE
COUNTY GATEWAYS AND ALONG COMMERCIAL ROADWAYS.
IMPLEMENTATION:
Work with VDOT to create roadway design plans that meet standards
while beautifying local gateways and commercial corridors.
Through the Transportation Committee, develop a plan and actively
promote corridor beautification. This should include working with local
institutions to create more attractive County entrances into their
facilities.
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POLICY: ENSURE SAFE OPERATION OF FIRE AND RESCUE VEHICLES AND
SCHOOL BUSES.
IMPLEMENTATION:
Investigate the existence and potential removal of barriers between
neighborhoods that lead to delays in response, particularly for the
Greenwood and Millwood companies.
Promote the adoption of a uniform locking technology acceptable to
the Fire and Rescue Department for use on gated and locked
emergency access points.
Analyze driving, road, and parking standards and actively seek Fire
and Rescue Department input for driveways and roads to ensure that
all approved developments are accessible by fire equipment.
POLICY: PROVIDE COST EFFECTIVE ALTERNATIVES TO AUTOMOBILE TRAVEL AS
NEEDED, FOR THE ELDERLY, DISABLED, AND WORK FORCE.
IMPLEMENTATION:
Coordinate with existing agencies such as Shenandoah Area Agency on
Aging and Access Independence to secure outside funding to enhance
service to the elderly and disabled in the community.
Make use of MPO resources to identify areas of most critical need.
Monitor existing data source updates to determine areas of growing
need.
COMMUNITY PARTNERS AND STAKEHOLDERS
The Frederick County Transportation Committee (TC) is appointed by the
Board of Supervisors to review issues in the County including transportation
planning, safety, and regional coordination. The TC reviews and provides
recommendations to the Board of Supervisors regarding transportation
planning and policy related matters. As staff and the TC work on these items
there are a number of agencies with whom they regularly engage including:
Virginia Department of Transportation
Virginia Department of Rail and Public Transit
Federal Highway Administration
WinFred MPO
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Northern Shenandoah Valley Regional Commission
In addition to the above agencies the TC often works with the following
groups on different special projects.
Frederick County Sherriff’s Department
Virginia State Police (Kernstown Barracks)
Frederick County Fire and Rescue
Frederick County Public Schools
Winchester Frederick Economic Development Commission Authority
SUPPORTING MATERIALS AND RESOURCES
Airport Master Plan
National Complete Streets Coalition
MPO 2030 Transportation Plan
Frederick County Annual Road Plans (Primary, Secondary, and
Interstate)
VDOT Access Management Standards
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FREDERICK COUNTY PUBLIC SCHOOLS
The establishment of new community facilities creates opportunities to
improve the quality of the surrounding community. Schools in particular
through the incorporation of Neighborhood Design can serve as the focal point
for Neighborhood Villages and Urban Centers within the UDA and Rural
Community Centers in the Rural Areas. Neighborhood Design promotes
neighborhood-centered schools as an element of a fully integrated community
and as a resource and enhancement for the locality as a whole.
Schools should be located in existing or future neighborhoods, within walking
distance and be accessible to residents. Community centered school planning
makes good use of existing resources, while ensuring that schools are located
within neighborhoods and fit into the scale and design of the area. They act
as neighborhood anchors and community centers. Well planned school sites,
by encouraging walking and bicycling, can improve student health and
academic performance and reduce traffic around schools. A good example of
community centered school planning can be found in Greenwood Mill
Elementary School, the county’s 11th Elementary and newest school.
CURRENT CONDITIONS
FCPS is the 19th largest of 134 school systems in the Commonwealth of
Virginia, with just over 13,000 students in the 2010-11 school year. With
over 2,000 full time employees, Frederick County Public Schools is the second
largest employer in the Frederick-Winchester County area. The school district
has 11 elementary schools, 4 middle schools, 3 high schools, and 1
alternative education/career & technical school. The school division also owns
and operates a regional special education facility that provides special
education services to students from Frederick and Clarke Counties and the
City of Winchester. Support facilities include the administration building, the
maintenance/warehouse facility, and the transportation Transportation
facilityFacility, the Smithfield facility, and Support Facilities West.. There are a
total of 24 25 schools and support facilities operated by FCPS. Five Four new
schools plus the Transportation Facility were constructed over the past 10
years. Another school is currently under construction.
Residential growth continues to impact the school system as additional homes
are built throughout the County. During the past several decades, the
student enrollment in the school division has increased steadily. Student
enrollment has grown by 2,360869 students in the past ten years alone, an
increase of 227%. Recently, student membership growth has been flat, a
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reflection of the real estate market slump and the broader economic crisis.
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As the local real estate market recovers, school growth will regain
momentum.
As growth occurs, it is important that new and refurbished schools serve as a
focal point for Neighborhood Vill ages and Urban Centers. When located in the
Rural Areas, new and existing schools should be located in or near Rural
Community Centers when possible.
FUTURE FOCUS
As Frederick County looks toward the future, it will plan for new school
facilities that are strategically located where students live to optimize
individual schools’ population levels. Where possible, schools should be
located to provide a focal point for community life and where students can
walk or ride their bicycles to school. Opportunities to co-locate schools with
other community facilities should be sought. Several schools currently have
Parks & Recreation Basic Rec programs within them. This program should be
considered for new schools. Other Parks & Recreation programs could be co-
located with schools. Fire & Rescue stations co- located with schools provides
a specific benefit to FCPS, as schools are identified by the Fire and Rescue
Department as a “target hazard” (a land use having a higher risk of injury due
to the demographics of the users). To meet the conti nuing challenge of
student population growth, more new schools will be needed.
FCPS also has the responsibility of providing instruction that prepares
students to work and live in the 21st century. The use of technology as a tool
in nearly every facet of education has dramatically changed the way in which
instructional services are provided to students. Renovation, and/or
expansion, or outright replacement of certain schools will be needed
necessary to meet n eeds created by technological advancement, evolving
educational practices, implementation of full-day kindergarten, building
safety and security, aging facilities, and a desire to implement green building
practices. These same circumstances plus an increasingly rigorous
regulatory environment drive the need for larger, technologically modern
support facilities.
Detailed descriptions of the school division’s capital needs are included in the
Frederick County Capital Improvements Plan, which is updated annually. The
antici pated location of the proposed facilities is shown on the Potential New
School Locations map.
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COMMUNITY BENEFITS
It is tThe mission of Frederick County Public Schools' (FCPS) is to ensure all
students an excellent education. To that end, FCPS envisions providing the
highest quality, most cost effective education possible by:
•Increasing students’ enthusiasm for learning
•Promoting individual learning ability
•Recruiting and retaining excellent personnel
•Encouraging parental and community support and involvement
•Fostering an inviting environment
•Using continual data analysis
•Emphasizing curriculum renewal
•Offering a meaningful staff development program
•Using current technology
•Requiring efficient operating procedures
•Evaluating progress and revising goals to achieve this vision
The school system works hard to meet the needs of all students, from those
who will go to college to those who are challenged to master the m ost basic
of life skills. Frederick County Public Schools strives to be a premier school
division in the Commonwealth of Virginia. Teachers and staff maintain high
expectations for students so the children of Frederick County are equipped
with the necessary knowledge, skills and competencies to be successful in
their chosen career and life goals. FCPS fosters a culture of success and
collaboration as well as a desire to constantly improve. All Frederick County
schools are fully accredited by the Virginia Department of Education. Over
the past ten years, the student dropout rate has decreased dramatically from
just over 3% to 1.34%. As a result, the mean composite score of FCPS
students taking the SAT in 2014-15 exceeded the national mean composite
score, 1516 to 1490. eEighty-seven percent of the class of 20150 planned to
pursue continueing their education. Our student dropout rate in 2015 was
less than the State average, 3.3% to 5.2%, and improved from 6.8% in
2011. Our on-time graduation rate (the rate of students completing high
school in four years) was better than the State average as well, 93.3 to 90.5.
There are specific programs offered by FCPS to meet the varying needs of
special groups of students. In collaboration with the City of Winchester and
Clarke County, FCPS provides an education for children who are emotionally
disturbed or who have multiple disabilities. FCPS helps adults with limited
educational opportunities reach their individual goals and potential as
workers, citizens, and family members by providing quality adult education
services through the GED program. GEDs are also offered to students 16 and
17 years old through the ISAEP (Individual Student Alternative Education
Plan) Program. FCPS offers a variety of trade and industrial programs and
health occupations programs designed to meet the needs of students who
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wish to improve their employability skills and explore different career
possibilities. FCPS also provides enriched and expanded instruction for
students who qualify for Gifted Education, including the Mountain Vista
Governor’s School. FCPS also participates in two summer programs:
Performing and Visual Arts Northwest (PAVAN), a regional summer arts and
culture program, and Blue Ridge Environmental Studies Regional Summer
Governor’s School, which offers gifted students opportunities to work on real
problems in environmental management.
In addition to the above, FCPS provides a number of additional benefits to the
community
•Varsity and junior varsity athletics help provide each community an
identity and give participating students competitive skills that can be
used throughout their lives.
•School buildings serve as a center where various community activities
can take place. Some schools even include community centers
operated by the Parks & Recreation Department.
•The cafeteria offers two nutritious meals a day to all students. This is
particularly important for students who qualify for free or reduced cost
meals.
•Bright Futures provides food packs to students from families in need
to ensure they receive proper nutrition over the weekend. In
addition, Bright Futures offers mentoring and clothing, and actively
searches for ways to meet individual needs as they arise.
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POLICIES/IMPLEMENTATION
Each local school board in Virginia is required by State Code to adopt a
division wide comprehensive plan. Accordingly, the Frederick County Public
Schools Division Comprehensive Plan is the document that governs the future
direction of FCPS. Long-range school planning documents that are developed
under the umbrella of the Division Comprehensive Plan include curriculum
improvement plans, school improvement plans, a technology plan, enrollment
projections, a capital improvement plan, and a staffing projection plan. The
following policies are mostlyinclude excerpts paraphrased from the FCPS 2007-
2013 Division Comprehensive Plan 2014-20. Please refer to that plan for the
complete and official version of these policies:
POLICY: CONSIDER THE SURROUNDING NEIGHBORHOOD VILLAGES, URBAN
CENTERS, AND RURAL COMMUNITIES; SITE LOCATION, SITE
SUITABILITY, PROGRAM DESIGN, AND THE NEEDS OF OTHER
AGENCIES IN LOCATING NEW FACILITIES.
IMPLEMENTATION:
•In evaluating potential school facility locations, consider the role of the
site in building diverse, walkable communities in the UDA.
•In evaluating potential school facility locations, consider each location
relative to arterial roads, planned roadways, the SWSA, the UDA,
surrounding neighborhoods, fl oodplai ns, Civil War battlefields, and
Agricultural and Forestal Districts. Also consider surrounding land
uses, nearby petroleum releases, and other potential envi ronmental
hazards.
•In evaluating individual candidate sites, consider each site’s zoning,
planned land use, topography relative to program requirements,
historical features, water features, wetlands, petroleum releases and
other potential environmental hazards, geology, soil suitability, and
tree cover. Also consider constraints contained in the site’s deed and
plat and the potential for the presence of rare, threatened, and
endangered species.
•Purchase sites that are suitable for co-locating school facilities with
facilities other agencies have identified in their CIP or other studies if
doing so does not interfere with FCPS’ educational mission and is a
responsible use of public funds. Future school sites have the potential
to be collocated with future fire and rescue stations, parks, community
centers, libraries, convenience sites, and satellite offices for several
County Departments. Additionally, future school sites could become
part of the network of properties needed to execute the Eastern Road
Plan.
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POLICY: FCPS WILL CONTINUE TO FOCUS ON STUDENT ACHIEVEMENT AND
WILL PROVIDE EDUCATIONAL OPPORTUNITIES MEETING STUDENTS’
NEEDS. STUDENT LEARNING RESULTS FROM COLLABORATIVE
TEAMS DESIGNING INTENTIONAL EXPERIENCES THAT HONOR ALL
STUDENTS AS LEARNERS. FREDERICK COUNTY PUBLIC SCHOOL
EDUCATORS EMBRACE A CULTURE OF INNOVATION,
COLLABORATION, AND POSITIVE RELATIONSHIPS, MAKING
STUDENT SUCCESS THE ONLY OPTION. ALL STUDENTS LEAVE
FREDERICK COUNTY PUBLIC SCHOOLS PREPARED TO ACHIEVE AND
SURPASS THEIR LIFE GOALS AS THEY BECOME VALUED
CONTRIBUTORS TO THEIR COMMUNITY.
IMPLEMENTATION:
•Students will demonstrate functional and critical thinking skills.
•Students will be engaged in relevant learning experiences through
high quality instruction.
•Educators use data to make instructional decisions to meet
individual needs of all students.
•School and division improvement teams will develop and implement
instructionally focused improvement plans to increase academic
rigor and student achievement.
•Through research, professional development, and collaborative
discourse, teachers have a vision of excellence and relevant learning
opportunities for their students.
•Teachers allow for and encourage a global learning approach, where
students use technology to move beyond the four walls of the
classroom to learn from and connect with any appropriate resource.
•Teachers, administrators, counselors, paraprofessionals, and other
staff work together to enhance their own learning, and students are
given the same opportunities.
•Through continuous feedback, assessment and strong relationship
building, teachers know their students as learners and as people,
and they use that quantitative and qualitative information to design
meaningful learning experiences.
•All employees are active participants in professional learning
communities committed to continuous improvement, collective
responsibility, and goal alignment to increase educator
effectiveness and improve student progress, mastery or
achievement.
•Involvement and support from all parents and community
stakeholders are critical to school improvement efforts that
focus on student achievement. Frederick County Public Schools
recognizes that timely and meaningful communication with
parents and community members encourages partnerships that
support student learning.
•Frederick County Public Schools believes educational facilities
are an integral part of the learning process. Warm, inviting
spaces equipped with appropriate learning tools including
current technology and laboratory equipment encourage
students to explore and understand concepts and critical
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knowledge necessary to be successful. Facilities provide spaces
for collaborative learning and work, individual classrooms for
discreet teaching and laboratory experiences, and public spaces
shared with the community.
•Educational facilities represent a lasting investment in the future
by the citizens of Frederick County. Contemporary learning
facilities are energy efficient, employ natural lighting and
provide properly conditioned spaces conducive to work.
•Support services must be effective, efficient, and enable
instructional leaders to focus on student learning. The School Board
is committed to investing in teaching and learning, and recognizes
that appropriate supports must be provided in a cost-effective
manner.
•Students in all population groups will demonstrate high levels of
achievement in the core academics and the fine arts as evidenced by
increased levels of proficiency on standards of learning assessments,
on advanced placement tests, and by grades in dual enrollment
courses.
•Students will enroll in coursework that provides opportunities to earn
college credit or industry certifications while enrolled in secondary
school.
•Students will be prepared for continued learning and application of
learning to the workforce.
•Students’ academic success, core character traits, and citizenship will
be enhanced by parental involvement.
•Student achievement and progress will be reported efficiently to
parents.
•Students will benefit from collaborative teacher planning and problem
solving.
•Students and staff will learn and work in buildings that are conducive
to learning, cost-effective, energy-efficient, at or below program
capacity, attractive, and well-maintained.
•Students who are highly talented academically and in the arts will
have access to multiple learning opportunities grades 2–12.
•Students will be able to make choices that lead to a healthy and
productive lifestyle such as walking or bicycling to school when feasible
and safe to do so.
POLICY: FCPS WILL PROVIDE A HIGH QUALITY OF STUDENT LIFE.
IMPLEMENTATION:
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•Students will have access to high quality guidance and academic
counseling services.
•Students will learn in a safe and orderly environment.
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•Students will have access to nutritious and healthy meals that meet
RDA guidelines.
•Students will be encouraged to participate in school-sponsored extra-
and co-curricular activities.
COMMUNITY PARTNERS AND STAKEHOLDERS
The Frederick County School Board is the elected body which governs the
school division. The School Board adopts broad goals and objectives for the
school system's operation, sets and enforces school policy, prepares and
adopts annual budgets, oversees student instruction and division
administration, and manages school division property. In performing this
work, the School Board coordinates effort with numerous agencies:
•Access Independence.
•Aids Response Awareness
•The ARC of Northern Shenandoah Valley.
•Blue Ridge Environmental Studies Regional Summer Governor’s
School.
•Bright Futures
•Child Development Clinic of Northwestern Virginia.
•Child Parent Center.
•Northwest Regional Education Program, or NREP.
•Commonwealth Autism Services
•The Family to Family Network of Virginia
•Frederick County Department of Social Services
•Frederick County Educational Foundation.
•Frederick County Juvenile and Domestic Relations Court
•Frederick County Parent Resource Center.
•Frederick County Parks and Recreation.
•Frederick County Sheriff’s Office.
•
•Mountain Vista Governor’s School, or MVGS.
•Northwest Regional Education Program, or NREP.
•Northwestern Community Services.
•Parent to Parent.
•Performing and Visual Arts Northwest, or PAVAN.
•Blue Ridge Environmental Studies Regional Summer Governor’s
School.
•Access Independence.
•The ARC of Northern Shenandoah Valley.
•Child Development Clinic of Northwestern Virginia.
•Child Parent Center.
•Frederick County Parent Resource Center.
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•Northwestern Community Services.
•Parent to Parent.
•Shenandoah University.
•Virginia Autism Resource Center.
•Virginia Board for People with Disabilities.
•Youth Development Center.
•Winchester Area Autism Spectrum Disorder Family Support Group.
•Virginia Autism Resource Center.
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SUPPORTING MATERIALS AND RESOURCES
•Frederick County Public School Division Comprehensive Plan –
Charting Progress 2007 – 20132014-20
•Frederick County Public Schools School Board Approved Budget
Fiscal Year 2010
•Frederick County Public Schools Capital Improvement Plan 2009 –
2014
•Frederick County Public Schools September 15, 2009 Enrollment
History and Projections
•Frederick County Public Schools Character Education Core Traits
•Frederick County Public Schools 2009 – 2010 High School Program of
Studies
•Frederick County Public Schools 2009 – 2010 Middle School Program
of Studies
•Frederick County Public Schools 2006 – 2011 Local Plan for the
Education of the Gifted
•Frederick County Public Schools Six-Year Technology Plan 2003-2009
•Commonwealth of Virginia 2008 Standards of Quality
•Commonwealth of Virginia Standards of Accreditation
•Educational Technology Plan for Virginia 2003-2009
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