Planning process helped downtown, riverfront revival in Lynchburg
35,001-90,000 Population
Lynchburg			

Lynchburg has embarked on a systematic revival of its downtown and riverfront thanks to development and passage of an ambitious master plan that has the backing of city residents.
The Downtown & Riverfront Master Plan was unanimously approved by Lynchburg City Council in May 2001. It encompasses a five-acre riverfront area and a 60-block central business district – located on the bluff above the James River and surrounded by five historic neighborhoods. While downtown Lynchburg is rich with architectural history, it has lost more than 500 structures in the last 50 years, mostly because of demolition for parking lots. Many historic structures sit vacant because of the departure of several core businesses. The riverfront, once a bustling industrial and commercial center, became dormant in the 1960s. The master plan was created to renew life in downtown, including retail and commercial business, housing, public spaces and cultural attractions. In the master plan the city addressed such issues as in-fill development, historic preservation, market rate housing, economic development, public infrastructure improvements and a riverfront park.
The plan is based on six design and planning principles. It is divided into 10 categories.
A key component of the master plan was to implement it immediately following approval by Lynchburg City Council. Therefore, concurrent with the master plan process, the city contracted with landscape architects from the design firm Sasaki Associates of Watertown, Mass. to design the Ninth Street Corridor improvements and the Riverfront Park. Money was appropriated immediately and construction has commenced. These were the first of many projects that are now underway. 
			
	The master plan has helped jump-start an ambitious long-range plan for downtown.		
				
Included in the master plan are cost estimates for every project, giving the city a realistic 20-year perspective on needed public and private investments. Economics Research Associates provided cost benefit analyses for public improvements. They made it clear that without public initiatives, the private sector would not invest in the downtown in any meaningful way. The city needed to take the lead. This prompted City Council to make a long-term commitment of $1 million annually for the next 20 years – an unprecedented step for downtown redevelopment and one that has made all the difference.
Lynchburg officials sought innovative ways to achieve success during the planning process and its subsequent implementation. The first step was to hold four public forums, each attended by more than 250 citizens. To encourage such high attendance, the city invited leaders from successful southern cities, such as Mayor Joe Riley of Charleston, S.C., and City Manager Michael Brown of Savannah, Ga. Hundreds of personalized invitations signed by Mayor Carl Hutcherson were sent encouraging citizens to participate in this important endeavor. The city raised more than $10,000 from local banks and foundations to sponsor the forums and held social hours afterwards to encourage further discussion. Almost overnight citizens came to understand the importance of a vibrant and beautiful downtown. 
Once the city gained the public’s attention, the planning team encouraged citizen input during creation of the plan. Citizens and public officials were asked to use innovative thinking and explore all possibilities, no matter how far-fetched. To that end, the city was able to overcome obstacles that had stood in the way of past plans being truly visionary. Obstacles included railroad tracks bisecting the riverfront, flood plains, and steep terrain, among others. City officials searched for ways to celebrate Lynchburg’s unique identity in the plan. They taught the public the importance of long-range planning, of not forsaking ambitious goals, and of giving time for these ambitious ideas to ripen. For example, downtown Lynchburg was given the title “City of Stairs,” which created a new, positive image of its challenging terrain. This led to the planning of unique stairways, quaint bluff walks, and scenic viewing points throughout the downtown. In addition, the public was reminded that Lynchburg was a “river city” and that the historic James River offered tremendous opportunities. Citizens were also reminded of the fact that there were no parks downtown. In addition, the value of parkland in mitigating flooding, particularly through the use of native plants, was discussed. Citizens could now envision a riverfront park as an asset – not a waste of public funds. In addition, for the first time in Lynchburg’s history, city officials began negotiations with the railroads to reduce and/or relocate tracks in order to gain access to precious riverfront land.
A key component of the plan was implementation of its goals:
•	The Ninth Street Corridor is under construction and is 35 percent complete. 
•	Amazement Square Children’s Museum opened to great fanfare and now receives 100,000 visitors annually. 
•	The Riverfront Park is under construction for Phase I (lawns, walking paths and street trees). 
•	Gateway and way-finding signage systems have been designed and installation is underway. 
•	The city sold the Train Depot to a private developer for architectural offices (complete) and a restaurant. 
•	Riverviews Artist Lofts is under construction thanks to the city providing a loan reserve of $300,000. 
•	The Human Services Department (170 employees) relocated to a restored downtown warehouse in May. 
•	A city-funded Facade Improvement Program has granted more than $200,000 to 15 historic properties. 
•	The entire downtown and riverfront have been designated as state and national historic districts. 
•	The city has guaranteed $960,000 toward a downtown loft condominium project, being privately developed. 
•	The Bluff Walk Hotel began construction in April thanks to city backing of a HUD loan. 
•	Ground was broken in June for a new federal courthouse. 
•	The Academy of Music Theater (circa 1895) is being restored with city contributions of nearly $1 million. 
•	The city is working with a local non-profit to build a skateboard park on the riverfront. 
Without the master plan, it would have been impossible to obtain the public and political support necessary for this level of investment. 
As a result of these public and private projects, the city has seen more than $4 million in property value increases. Properties that were once vacant and blighted are now moving into the hands of those capable of their restoration and use. Increased taxes (sales, meals, real estate, etc.) from revitalization and new businesses are all contributing to the economic health of the city – allowing for even more public investment. More market-rate housing units will soon be occupied in downtown, further increasing retail sales from future residents. 
Seeing these important first steps of the plan’s successful implementation has motivated the community and secured a firm commitment to see the plan through to its completion. 

Judge: “The City of Lynchburg has achieved an impressive start to an ambitious long-range plan for its downtown. Revitalizing an older city is fraught with challenges, and the deliberate manner in which the city has tackled these challenges is the key to its success. By developing a plan with specific projects and measurable goals, and making a 20-year commitment to fund it, the city articulated a vision that won the support of its citizens and business community. The number of projects already completed or under way is providing the momentum that will see this effort through to a successful completion.”