New Kent County
Comprehensive Plan
Adopted October 9, 2012
NEW KENT COUNTY
COMPREHENSIVE PLAN
Board of Supervisors
Thomas W. Evelyn
C. Thomas Tiller, Jr.
James H. Burrell
Ron Stiers
W.R. (Ray) Davis, Jr.
Planning Commission
Roger Gregory
Patricia Townsend
Katherine Butler
Michael Lane
Charna Moss-Gregory
Joyce Williams
David Smith
Jack Chalmers
Howard Gammon
Edward Pollard
C. Thomas Tiller, Jr.
County Staff
Rodney A. Hathaway, Acting County Administrator
Michelle M. Gowdy, Esq., County Attorney
Kelli L. Z. Le Duc, Planning Manager
TABLE OF CONTENTS
TABLE OF CONTENTS 1
INTRODUCTION 3
COMPREHENSIVE PLANNING PROCESS 4
HISTORICAL AND REGIONAL SETTING 6
POPULATION AND HOUSEHOLD GROWTH 8
ECONOMIC FACTORS 11
Income 11
Employment and Unemployment 11
Construction and Housing 12
Housing Affordability 14
Retail Sales 15
Lodging and Tourism 16
Agriculture and Forestry 17
NATURAL RESOURCES 19
Topography 19
Water Resources 19
Soils 21
Natural Hazards and Environmentally Sensitive Areas 21
Natural Heritage Resources 23
TRANSPORTATION 24
Background 24
Highways 26
Multi-Modal Transportation Facilities 36
Marine Highway Connector 37
Railways 39
Air Transport 40
Transportation Demand Management 41
Project Timing 41
Project Funding 42
PUBLIC UTILITIES 44
Utility Service Areas 44
Water Systems 44
Wastewater and Sanitary Sewer 45
Reclaimed Water 46
Storm Sewer and Combined Sewer 46
Natural Gas 46
Electricity 47
2
Telecommunications 47
Solid Waste Disposal 47
PUBLIC FACILITIES 48
Library 48
Emergency Services 48
Sheriff’s Office 49
County Offices and Courts 50
Schools 51
Parks and Recreation 53
Human Services 54
ECONOMIC DEVELOPMENT 56
National Situation 56
The Virginia Scene 57
New Kent County 58
EXISTING LAND USE PATTERNS 60
FISCAL IMPACT ANALYSIS 64
GOALS, OBJECTIVES, AND IMPLEMENTATION STRATEGIES 67
Introduction and Overarching Goals 67
Resource Protection 68
Transportation 79
Public Utilities 89
Public Facilities 97
Economic Development 102
Housing 108
Land Use 112
LAND USE DEFINITIONS 117
TABLE OF MAPS 120
3
INTRODUCTION
This update to the New Kent County Comprehensive Plan is the result of the efforts of many
individuals and organizations over a period of approximately three years. The Plan is based
on both professional and public input. The plan includes professional studies and analyses
that are available (see Appendices) as background material for this document. It is also the
result of a series of public information sessions and work sessions designed to elicit the input
of a cross-section of the County citizenry.
The central factor in this Comprehensive Plan is the widely-held desire of the citizens of New
Kent County to maintain the County’s attractive, rural character while providing
opportunities for the creation of income and wealth in the community.
The Plan begins with a discussion of the historical context within which New Kent County
has developed since colonial exploration began in 1607. This is followed by a discussion of
existing conditions including: population and household growth, economic factors, natural
resources, transportation, public utilities, public facilities, economic development, and land
use.
A fiscal impact analysis follows the discussion of existing conditions. This analysis was
performed to estimate the future budgetary impact of current development trends and to
provide a quantifiable bases for future land use decisions.
The next element of the Plan is a discussion of goals, objectives, and implementation
strategies. Goals constitute the vision of the future of New Kent County. These goals are a
general statement of the ideals toward which the County strives. Objectives are specific
subsections of the County goals, and implementation strategies are recommended actions
that the County should take toward the realization of its vision.
A series of Land Use Definitions follows, and provides the basis for the generalized Future
Land Use Map. The Future Land Use Map is intended to be a general guide to future
development in the County. It is not a parcel specific zoning map, nor should it be viewed as
such. A number of other maps supplement the text of this document and provide a visual
representation of those key issues discussed in the text.
4
COMPREHENSIVE PLANNING PROCESS
In the summer of 2009, County staff and the Planning Commission were given direction from
the Board of Supervisors to conduct an update to the Vision 2020 Comprehensive Plan (2003).
The Board determined that this update should follow the same format as the Vision 2020
Plan, but should incorporate new data that has been collected since then, updated maps,
items that have been passed by the General Assembly, and significant additions to the
Transportation and Public Utility elements.
The County retained the services of Kimley-Horn & Associates to prepare the Transportation
Element and Springstead, Inc. to prepare the Fiscal Impact Analysis.
Before a significant amount of work was completed on the update, a series of three Public
Information Sessions were held in the fall of 2010. These sessions were duly advertised and a
schedule was published in both the Tidewater Review and the New Kent/Charles City Chronicle.
Citizens were afforded an opportunity to address staff, Planning Commissioners, and several
members of the Board of Supervisors at these meetings which were used to gauge the
public’s satisfaction with the Vision 2020 Comprehensive Plan adopted in 2003.
The Planning Commission held a work session in November 2010 to review the public
comment received at the information sessions and instructed staff on revisions to be made to
the draft plan. Staff continued to update the draft text and maps and the Planning
Commission held a follow-up work session in March of 2011. At this work session the
Planning Commission determined that prior to a public hearing being held on the plan, two
more public information sessions should be held.
Two Public Information Sessions were held in April 2011 and staff received several
additional comments that were taken back to the Planning Commission’s work session in
May 2011. At this work session the draft was presented to the Planning Commission and
they unanimously voted to hold a public hearing on the plan on June 20, 2011. At this
hearing the Planning Commission voted 9:1:1 to forward the plan to the Board of Supervisors
with a recommendation for approval.
On July 20, 2011 the Board of Supervisors held a duly advertised public hearing on the draft
Comprehensive Plan, received public comment, and voted to defer action to a future work
session or Board meeting.
The Board held a work session on August 17 and gave staff additional comments and edits to
take back to the Planning Commission. The Planning Commission considered these edits at
their meeting on October 17, 2011 and voted 9:0:1 to reject the majority of the Board’s
suggested edits.
5
Staff brought back the Planning Commission’s motion to the Board at their November 30,
2011 work session and the Board voted to defer any action on the Comprehensive Plan
update until after January of 2012, when the new Board took office.
At the Board’s regular meeting on March 12, 2012, citizen comments were collected regarding
the Comprehensive Plan Update, and the Board voted 4:1 to defer action on the
Comprehensive Plan. On July 11, 2012, the Board held a work session on the Comprehensive
Plan Update and suggested that all references to UDA’s (Urban Development Areas) be
taken out of the Plan, including 4 of the draft maps and Appendices C & D.
The Planning Commission considered these changes at a public hearing on August 20, 2012
and voted 8:0:1 to recommend approval of the Comprehensive Plan Update to the Board of
Supervisors.
On August 9, 2012 the Board of Supervisors voted unanimously to adopt the New Kent
County Comprehensive Plan.
Throughout the entire process a copy of the draft plan was made available for public review
on the official New Kent County website and paper copies were available for review in the
Planning Division in the Administration Building.
6
HISTORICAL AND REGIONAL SETTING
Colonial exploration of New Kent County began with Captain John Smith’s visit to the
Native American village of Cinquoteck (the site of present West Point) in 1607. For the
next several years, fighting between the English and the American natives occurred
throughout the Pamunkey River area. After the Indian War of 1644, the Native
Americans were driven out of the village and the English settlement of New Kent
County began.
New Kent County, named for Kent County in England, was established from York
County in 1654. The newly formed County encompassed territory that is now the
Counties of King and Queen, King William, Caroline, Hanover, and portions of
Spotsylvania, Louisa, and James City.
New Kent County became a prosperous community in Colonial times. Ferries
traveling the Pamunkey and York Rivers were important transportation links that
helped encourage economic growth in the area. People began to concentrate in what is
now known as Eltham, where several plantations were established, and West Point
developed as a port. The first town, called Brick House, was established in the vicinity
of Eltham in 1680. Brick House itself housed the County Court and other government
offices. Brick House’s town center and a tobacco warehouse developed into the
County’s commercial center. Unfortunately, the County records burned when Bacon’s
Rebellion ended at Brick House in 1687. The County seat was moved to New Kent
Courthouse in 1691. In 1748, the only other colonial town in the County, Cumberland,
lost its bid to become capital of Virginia to Williamsburg, by only three votes. After
the Revolutionary War, the settlers of Cumberland and Brick House either spread into
the remainder of New Kent County or left altogether.
A new commercial center developed at Providence Forge. Canals for access to the
town by ship were built by slave labor along the Chickahominy River, and still are
evident today. A large forge and mill were located on Old Forge Pond. The forge was
destroyed and buried by locals during Cornwallis’ invasion, to prevent it from falling
into enemy hands. The mill ground grain for both Revolutionary and Civil War troops
until its use was discontinued, around the beginning of the 20
th
Century.
The 1800’s were a dormant period for New Kent County. Plantation society did not
develop significantly because of the relatively steep slopes of the land. Three Civil
War engagements took place in the County in May of 1862. After the Civil War,
another out-migration of inhabitants occurred.
7
In the late 1800’s, people gradually started moving back into New Kent County. Polish
immigrants settled in the area of Barhamsville. Shipping occurred along the
Chickahominy River and sparked trade in Windsor Shades and Providence Forge. The
placement of railroad tracks also helped establish Providence Forge as the commercial
and industrial center of the County.
Transportation continued to assist in the development of New Kent County in the
1900’s. Many people moved into the County as a result of new highway construction,
particularly after 1950. U.S. Route 60 and Interstate 64 have led to growth by
increasing accessibility to the Richmond and Hampton Roads urban centers.
New Kent County is located in the Virginia Coastal Plain, between Richmond and
Hampton Roads. County boundaries lie within 15 miles of downtown Richmond and
45 miles of Newport News. The County is also the gateway to Virginia’s Middle
Peninsula, with bridges crossing the Pamunkey and Mattaponi Rivers at the Town of
West Point. The only other bridge crossing to the Middle Peninsula is located
approximately 28 miles east on the York River, at Gloucester Point.
New Kent County has a land area of about 212 square miles (135,680 acres) and is
bounded by the Pamunkey and York Rivers to the north and east, and the
Chickahominy River to the south and west. Surrounding New Kent County are the
Counties of Hanover, King William, King and Queen, James City, Charles City, and
Henrico. Regionally, New Kent County is part of the Richmond Regional Planning
District and Richmond-Petersburg Metropolitan Statistical Area (MSA).
8
POPULATION AND HOUSEHOLD GROWTH
New Kent County has undergone rapid population fluctuations over its 350 year history.
The population of the County increased steadily from 1950 to 1970, and then jumped 65.7% in
the 1970’s following completion of Interstate 64 eastward from Bottoms Bridge. The 1990’s
saw a 28.9% increase to 13,462 and by April 1, 2010, the population (per the Census Bureau)
was 18,429. Since 1970 the County’s population growth rate has been higher than those of
the Richmond Regional Planning District, the Richmond - Petersburg MSA, and Virginia as a
whole. New Kent County’s growth is mostly due to in-migration.
Table 1
Area Population Growth – 2000 & 2010
Numeric
Percent
Change
Change
2000
2010
2000-2010
2000-2010
Charles City County
6,926
7,256
330
4.33%
Chesterfield County
259,838
316,236
56,398
21.71%
Goochland County
16,863
21,717
4,854
28.78%
Hanover County
86,320
99,863
13,543
15.69%
Henrico County
262,210
306,935
44,725
17.10%
New Kent County
13,462
18,429
4,967
36.90%
Powhatan County
22,377
28,046
5,669
25.33%
Richmond City
197,790
204,214
6,424
3.25%
Richmond Regional
872,405
1,009,921
137,516
15.77%
PDC
Dinwiddie County 24,533 28,001 3,468 14.14%
Prince George County 33,047 35,725 2,678 8.10%
Colonial Heights City 16,897 17,411 514 3.04%
Hopewell City 22,354 22,591 237 1.06%
Petersburg City 33,740 32,420 -1,320 -3.91%
Richmond-Petersburg
1,002,976
1,146,069
143,193
14.28%
MSA
Virginia
7,078,515
8,001,024
922,509
13.03%
Source: U.S. Census Bureau
The data from Table 1 reflects the fact that between 2000 and 2010, New Kent County was the
fastest-growing community, on a percentage basis, in the metropolitan area.
The largest numerical population gains were recorded in Chesterfield, Hanover, and
Henrico. While development pressures are strongest in these suburban communities, new
residents will continue to be attracted to New Kent due to such factors as the existence of
approximately 7,000 vacant parcels on which homes can presently be constructed and the fact
9
that vacant land is still a relative bargain in the County, compared to land values in
neighboring jurisdictions.
Table 2
New Kent County Population Growth, 1930-2010
1930
1940
1950
1960
1970
1980
1990
2000
April 1, 2010
4,300
4,092
3,995
4,504
5,300
8,781
10,445
13,462
18,429
Source: U.S. Census Bureau and New Kent County Planning Division
Table 2 clearly demonstrates the drastic increase in population, especially since 1990. New
Kent County’s population grew by 76.44% between 1990 and 2010. Even with this
population increase, the population density in 2010 was 86.93 persons per square mile,
demonstrating that the County still maintains its rural nature.
The Virginia Employment Commission projects continued population increase in the County,
to 23,671 by 2020 and 29,496 by 2030. These projected increases, while substantial, represent
a slowing of the population growth rate. On the other hand, the number of new, single-
family dwellings from 2001 through 2010 (as shown in Table 3) and the relative availability of
land in the County (both “raw” and already approved as lots) suggest that perhaps these
population projections may be overly conservative. The New Kent County planning staff
projects a higher population increase in the County, as reflected in Table 4.
Table 3 – Net New Dwellings from 2000 – 2010
Year
Residential Certificates
of Occupancy
Demolition
Permits
Net New
Dwellings
2001
244
9
235
2002
212
8
204
2003
259
2
257
2004
261
6
255
2005
281
2
279
2006
337
9
326
2007
291
15
276
2008
260
15
245
2009
217
13
204
2010
156
4
152
Total
2,433
Source: New Kent County Building Development Department
10
Table 4 – New Kent County Range of New Homes and Yearly Population Projections
2014
2016
2018
2020
2022
2024
2026
2028
2030
2032
2034
Estimated new homes per year
365
-
383
349
-
367
289
-
358
265
-
343
265
-
343
255
-
343
255
-
343
255
-
343
235
-
343
255
-
343
255
-
343
Estimated County Population
22,093
-
23,667
23,480
-
25,148
24,667
-
26,512
25,526
-
27,700
26,485
-
28,990
27,330
-
30,175
28,125
-
31,323
28,893
-
32,434
29,548
-
33,510
30,221
-
34,549
30,910
-
35,552
These projections are based off of current and proposed subdivision activity and data from the
New Kent County Planning Division
The number of households in New Kent County increased by 38.33% from 2000 to 2010. This
is reflective of the 36.9% increase in population from 2000 to 2010. The average family size in
New Kent County in 2010 was 2.93, with the average household size being 2.62. The average
household size has declined over the past few decades, while the number of households has
increased over time.
Table 5
Average Household Size
1970
1980
1990
2000
2010
New Kent County
3.51
2.95
2.77
2.65
2.62
Richmond metro area
3.11
2.70
2.51
2.48
2.50
Virginia
3.20
2.77
2.56
2.54
2.54
Sources: U.S.Census Bureau & New Kent Planning Division
The County population’s age distribution changed significantly since 2000. The 45 to 54 and
55 to 59 age brackets increased by 46% and 84%, respectively. At the same time, the 5-14 age
cohort increased by 17.66%, and the 20 to 24 and 25 to 34 age cohorts had only a slight
population gain. Taken together, these figures indicated that families with children are
moving into the County, while young adults are moving out after graduating from high
school. The age ranges associated with these parents indicate that most of them began to
have children when they were in their thirties, probably after they became established in
their careers. This is generally a well-educated and affluent segment of the population, one
that tends to be employed in urban centers such as Richmond or Hampton Roads.
This pattern of in-migration of new families creates pressures not only for new housing
opportunities, but also for increased spending on public education and other services. It also
creates the potential for conflict between new suburban and traditional rural lifestyle and
development patterns.
11
ECONOMIC FACTORS
INCOME
New Kent County is a fairly affluent locality within the Richmond Region. In 2010, the
median household income (reported by the U.S. Census Bureau) was $71,549. As reflected in
Table 6, New Kent County had the fourth-highest median household income of the seven
counties in the Richmond Region. The County’s median household income of $71,549 was
17% higher than the median household income for the Commonwealth of Virginia.
Table 6
2010 Median Household Income
Median Household Income
Charles City County
$50,958
Henrico County
$61,300
Chesterfield County
$71,327
New Kent County
$71,549
Powhatan County
$74,825
Goochland County
$76,688
Hanover County
$77,935
Virginia
$61,210
Source: U.S. Census Bureau
The per capita income for New Kent County is shown in Table 7, below.
Source: U.S. Census Bureau
Of 2,199 families living in New Kent with related children under the age of 18, 114 such
families, or 4.4%, were living below the poverty line in 2010.
EMPLOYMENT AND UNEMPLOYMENT
New Kent County’s unemployment rate has remained quite low over the years. It dropped
at a steady rate between 1970 and 1990, and then decreased again until 2000, following most
Table 7 - Per Capita Income
1990
$18,033
2000
$27,339
2002
$28,089
2005
$30,189
2006
$31,886
2007
$32,808
12
state and national trends. Since 1995 it had been lower than the unemployment rates for the
State and the surrounding region, however, since the beginning of the recent economic
recession in 2008, it has climbed back up to around 7 percent. (Table 8)
Table 8
New Kent County Unemployment Rates
1995
3.10%
2000
1.80%
2004
3.40%
2006
2.70%
2008
3.60%
2009
7.10%
2010
7.40%
2011
6.40%
Source: Virginia Employment Commission
CONSTRUCTION AND HOUSING
As indicated in Table 9, the County averaged 233 new single-family building permits
annually for the period 2001-2010. Data compiled by the Richmond Regional Planning
District Commission indicate that average single-family construction costs in the County
rank near the bottom in the Metropolitan area. This is of particular concern given the
cumulative, negative fiscal impact that a large amount of lower-priced housing creates for the
County.
As can be noted from Table 9, the percentage of non-residential dollar values was below 19%
since 2001, but with a promising value of 45% in 2007. A low proportion of taxable, non-
residential development would indicate the potential for a high level of fiscal stress. This can
occur as a greater share of the tax burden continues to fall on the residential real estate base if
non-residential activity does not continue to increase. This has been a recent concern of the
Board of Supervisors and they have promoted Economic Incentive Programs to increase non-
residential activity.
13
Table 9
New Construction – Building Permits 2001-2010
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
New single-family dwelling building
permits issued
192
221
254
278
341
294
232
235
138
146
Dollar value of permits
$24,078,434
$29,753,409
$36,435,687
$44,668,078
$38,982,543
$69,285,272
$47,836,086
$48,898,851
$20,864,132
$23,185,474
Average value per permit
$125,409
$134,631
$143,447
$160,677
$114,318
$235,664
$206,190
$208,080
$151,189
$158,805
New commercial building permits
issued
30
47
46
30
32
18
32
12
27
17
Dollar value of permits
$3,972,569
$6,754,602
$2,463,706
$1,197,196
$1,931,500
$7,129,220
$39,251,058
$7,130,443
$2,874,392
$1,375,555
Total dollar value of new permits
$28,051,003
$36,508,011
$38,899,393
$45,865,274
$40,914,043
$76,414,492
$87,087,144
$56,029,294
$23,738,524
$24,561,029
Commercial as a percent of total
14.16%
18.50%
6.33%
2.61%
4.72%
9.33%
45.07%
12.73%
12.11%
5.60%
Source: New Kent County Department of Building Development
14
HOUSING AFFORDABILITY
The New Kent County Affordable Housing Advisory Committee has defined “Workforce
Housing” as: decent, safe, and sanitary housing that is affordable for purchase or for rent by
households whose income is between $29,331 - $46,930. Approximately 1,231 (19%) of New
Kent County households fall within this income range, which includes teachers, firefighters,
sheriff’s deputies, and administrative staff.
The average current total assessment value for homes in New Kent County in 2010 was
$266,893, whereas the average 2010 sales price was $226,080. The average monthly cost of
rental housing in New Kent County is approximately $1,000.
Table 10
2010 Sales Data
Single
Family
Townhouse
Average Sales
Price
$277,416
$174,455
Average Sales
Price – New
$370,879
$197,086
Average Sales
Price – Resale
$245,113
$151,823
Sources: Williamsburg MLS and Richmond MLS
The 2010 sales data indicates that re-sales of single family residences are generally more
affordable than newly constructed/never occupied single family residences. Moreover,
townhouses are generally more affordable than single family residences. Table 11 shows
more specific information regarding the current pricing of townhouse residences. Provisions
in the Farms of New Kent PUD ordinance allow for the construction of a minimum of
affordable dwelling units. To date, no such units have been constructed.
Table 11 – Current Townhouse Pricing Data
Development
Asking Price
Bedrooms
Units Available
Cumberland
Townhomes
$205,000
3
9
(200 at build out)
Quinton Park
Townhomes
$125,000 - $135,000
1-2
2
Oakmont Villas
$180,000 starting
$200,000 average
2-3
120
(built after purchase)
Sources: Developers/Agents
15
Households whose annual incomes fall within the workforce housing range ($29,331 -
$46,930) would quality for a mortgage between $90,000 - $160,000. Approximately 13-15% of
2009 home sales in New Kent County fall within this price range. Households whose annual
income falls within the starting salary range for county and school employees ($35,178 -
$36,000) would quality for a $115,000 mortgage. The average sales price for single family
residences is $66,000 - $136,000 higher than what can be afforded by the workforce housing
population of the county. Two of the townhouse units available for purchase in the county
can be afforded by the workforce housing population.
In the summer of 2010 a survey was administered by the Affordable Housing Advisory
Committee to determine the preferred housing choices of respondents and to assess the
unmet housing needs in the county. A total of 168 surveys were completed. The majority of
respondents were employees of New Kent County government or schools and have family
members that live in New Kent County. More than half of all respondents (56%) reported
that more than 30% of their gross household income goes towards housing costs (including
utilities). This is a strong indicator that existing housing is not affordable.
Over 1,200 households in New Kent County fall under the definition of workforce housing
and survey results indicate a preference to own a single family residence. Based on income
and mortgage underwriting standards, these households cannot afford the average priced
single family residence in New Kent County, whether existing or newly constructed. Though
generally more affordable, the vast majority of available townhouse units cannot be attained
by workforce households either. The housing survey results further illustrate the unmet
demand for affordable housing in New Kent County, which adversely affects the current and
prospective residents and employees of the county.
RETAIL SALES
Annual retail sales are a good indication of a community’s commercial viability. Retail sales
typically provide the highest fiscal return to a community per acre of land use. This is
because the Commonwealth of Virginia rebates one percent of the five percent retail sales tax
back to the locality in which the tax was collected. Table 12 was derived from Virginia
Department of Taxation retail sales.
As these figures indicate, New Kent County ranks near the bottom of the region’s
communities in terms of per capita retail sales. This is in spite of the fact that the County has
one of the highest per capita incomes in the region.
New Kent County is very much in line with neighboring jurisdictions with regard to retail
food sales. However, the County is under represented in the areas of apparel, furnishings,
general merchandise, and per capita restaurant sales.
16
Table 12 – Per Capita Retail Sales
2000
Population
2000 Sales
Per
Capita
Sales
Rank
2010
Population
2010 Sales
Per
Capita
Sales
Rank
Charles City County
6,926
$15,044,382
$2,172
13
7,256
$23,349,288
$3,218
13
Chesterfield County
259,838
$2,623,908,606
$10,096
4
316,236
$3,363,333,027
$10,636
4
Goochland County
16,863
$102,848,725
$6,099
8
21,717
$175,093,605
$8,063
7
Hanover County
86,320
$1,005,512,673
$11,649
3
99,863
$1,459,792,135
$14,618
3
Henrico County
262,210
$3,902,579,679
$14,878
2
306,935
$4,717,139,312
$15,369
2
New Kent County
13,462
$55,337,091
$4,111
9
18,429
$88,965,724
$4,828
10
Powhatan County
22,377
$74,616,517
$3,335
10
28,046
$139,407,843
$4,971
9
Richmond City
197,790
$1,897,370,045
$9,593
5
204,214
$2,121,673,955
$10,389
5
Dinwiddie County
24,533
$66,631,327
$2,716
11
28,001
$92,401,711
$3,300
12
Prince George County
33,047
$87,217,837
$2,639
12
35,725
$135,818,071
$3,802
11
Colonial Heights City
16,897
$542,648,444
$32,115
1
17,411
$641,552,819
$36,848
1
Hopewell City
22,354
$143,150,751
$6,404
7
22,591
$165,536,216
$7,328
8
Petersburg City
33,740
$266,833,550
$7,909
6
32,420
$273,875,292
$8,448
6
Richmond-Petersburg MSA
996,512
$10,783,699,627
$10,821
1,146,069
$13,397,938,998
$11,690
James City County
48,102
$638,692,335
$13,278
67,009
$779,388,132
$11,631
York County
56,297
$461,360,068
$8,195
65,464
$869,224,276
$13,278
Virginia
7,078,515
$68,725,289,188
$9,709
8,001,024
$86,420,963,842
$10,801
LODGING AND TOURISM
Lodging sales represent a significant revenue source in tourist-oriented communities that
have enacted a lodging tax. Presently, lodging sales are virtually non-existent in the County.
Source: Virginia Tourism Corporation
As shown in the table above, in 2010, New Kent County had the fourth highest incidence of
per capita traveler spending of the eight cities and counties in the Richmond Regional
Planning District.
Table 13 – 2010 Per Capita Travel Spending
Estimated
Population
Travel
Expenditures
Per Capita Travel
Expenditures
Charles City County
7,223
$2,450,000
$339.19 (7)
Chesterfield County
310,596
$334,910,000
$1078.28 (5)
Goochland County
21,232
$17,790,000
$837.89 (6)
Hanover County
98,509
$166,380,000
$1688.98 (3)
Henrico County
302,463
$603,520,000
$1995.35 (2)
New Kent County
17,932
$26,340,000
$1468.88 (4)
Powhatan County
27,479
$7,070,000
$257.29 (8)
Richmond City
203,572
$494,770,000
$2430.44 (1)
17
Direct travel employment in New Kent has increased substantially from 110 employees in
1990 to 390 in 2010, for a net gain of 280 jobs in the County. The total payroll for these
employees in 2010 was $6,310,000.
AGRICULTURE AND FORESTRY
Table 14 - Change in Number of Farms
Year
Number of Farms
Acres in Farms
1954
279
63,391
1959
196
43,149
1964
147
34,017
1969
102
30,410
1974
97
30,327
1982
91
25,404
1987
72
not available
1992
67
18,367
1997
76
17,139
2002
100
19,303
2004
100
19,300
2007
121
20,361
Source: USDA Agricultural Census
As can be noted from Table 14, the trend had been consistently downward, both in the
number of farms and in amount of acreage in farms in the County, but has increased since
1997 with the addition of small “hobby” and specialty farms within the County.
Given these statistics and the fact that production costs continue to increase in the face of
declining crop prices, it is apparent that agriculture continues to be a viable economic activity
in New Kent County.
Forests provide clean water, clean air, carbon sequestration, temperature abatement, wildlife
habitat, and recreational opportunities, among other things. Forests are the dominant feature
in the landscape of the County and represent the foundation of the County’s rural character.
Forest cover, in New Kent County, consists of approximately 70% of the land mass. The
Virginia Department of Forestry has operated the New Kent Forestry Center on Route 60
since 1952. The Center grew in the 1960s and 1970s to become the largest single-species
nursery in the world. Due to budget cut back from the state, New Kent’s nursery was shut
down in 2003. The property is being used for research and seed collection for future
generations of Loblolly Pine trees. Today, pine production is split between two Virginia
Department of Forestry nurseries. One is in Sussex County (Garland Gray), and the other in
18
Augusta County (Augusta Forestry Center). The value of timber harvesting in the County is
reflected in Table 15.
Table 15
Timber Harvest Value in New Kent County
Year
Total Value
Total Acreage Cut
1996
2,373,788
3,334
1997
1,404,530
3,103
1998
2,177,649
5,934
1999
1,879,231
3,567
2000
1,631,438
2,399
2001
1,549,059
4,695
2002
1,967,724
3,378
2003
1,574,396
3,804
2007
1,224,986
Not reported
2008
836,905
Not reported
Source: Virginia Department of Forestry
A Forest Land Assessment Map prepared by the Richmond Regional Planning District
Commission indicates that while there are still significant areas of rural forest land in New
Kent County, population density in the western and southern parts of the County is expected
to take large areas of forestry permanently out of timber production.
While agriculture and forestry contribute significantly to the community’s rural character,
economic changes in those industries have produced immense pressure on their continued
economic viability.
19
NATURAL RESOURCES
TOPOGRAPHY
New Kent County is located in the Coastal Plain physiographic region, which runs north to
south along Virginia’s eastern seaboard. In general, the County has a gently rolling
topography. However, extensive flat, low-lying areas are found along the Pamunkey River,
with less extensive areas along the Chickahominy River. Overall, elevations average between
50 and 100 feet above sea level. The highest elevations are around 170 feet and the lowest are
at sea level along the two major rivers.
WATER RESOURCES
The County lies within two major river basins – the York in the northeast and the James in
the south. Within these two major river basins there are several subwatersheds that flow into
smaller feeder rivers. The York basin contains the Pamunkey River, while the James contains
the Chickahominy River. Approximately 1/3 of the County lies in the Pamunkey basin,
slightly under 2/3 in the Chickahominy basin, and a small portion in the York basin. The
only other streams in the County are small tributaries of these three rivers. These rivers all
flow directly to the Chesapeake Bay and contribute directly to the overall health and well-
being of the largest estuary in the world.
Surface Water
The County’s rivers, streams, and water bodies provide opportunities for a variety of surface
water uses. The water is soft, and therefore of excellent quality for municipal and industrial
uses. The City of Newport News uses the Chickahominy River as a drinking water source,
and the City owns and operates the Diascund Creek Reservoir, which can supply 30 million
gallons of water a day. The Diascund Creek Reservoir is fed by Diascund Creek, Timber
Swamp, Beaverdam Creek, Wahrani Swamp, and Barnes Swamp.
The Virginia Water Control Board (VWCB) has designated the Chickahominy River as a
public water supply up to a point five miles upstream from Walkers Dam. Its water must
meet stringent water quality standards. The VWCB requires all facilities discharging
wastewater into the Chickahominy to meet stringent effluent standards.
The Chickahominy River is tidal below Walkers Dam, which is located 22 miles above the
river’s mouth. The tidal section of the river has varying salinity. The non-tidal portion is
classified as fresh water. The Pamunkey River is an estuary in New Kent County, meaning
that it is influenced by the ebb and flow of lunar cycles. From White House to the County
line, the Pamunkey is classified as tidal freshwater. The York River is an estuary, classified in
the County as a transition zone. The southern and eastern branches of Black Creek provides
20
the best, and perhaps the only, locations for additional surface impoundments in New Kent
County. Albeit fraught with significant permitting roadblocks and costs, a future reservoir or
reservoirs in this area could possibly be utilized for the collection of both surface runoff and
as a storage site for pump-over from the upper, freshwater portion of the Pamunkey River.
Two surface water reservoirs and intakes exist in New Kent County: Diascund Reservoir on
Diascund Creek, and Chickahominy Lake, above Walker’s Dam on the Chickahominy River.
Both reservoirs are located in the southeast corner of the County, and both are owned and
operated by Newport News Water Works. Raw water is pumped from these reservoirs to the
Harwood Mills Reservoir in Newport News for storage, and ultimately treatment and
distribution at the Lee Hall Treatment Plant. Treated water from Newport News is
distributed to several localities and utilities throughout the Hampton Roads region, including
the City of Williamsburg, James City County, and York County, however, at this time, there
are no agreements in place or in principle to allow New Kent to receive raw or treated water
from either of these sources.
Wetlands
Wetlands are low lying areas with saturated soils that contain wetland plant species.
Wetlands perform several important functions. They improve water quality by slowing the
flow of water and allowing excess suspended solids, nutrients, and toxic substances to settle
out. Some of these pollutants are used by wetland plants, while the rest are broken down by
bacteria into less harmful substances. Wetlands act as natural barriers against floodwaters
and wetland plants prevent erosion by binding the soil with their root systems. Wetlands
also serve as points of discharge for groundwater, helping to maintain surface water flow
during drought conditions. Wetlands also produce great amounts of food and habitat for
many commercially and recreationally important birds, fish, and mammals.
New Kent County has extensive areas of tidal and non-tidal wetlands. Tidal wetlands are
found along the major rivers and their tributaries in the tidal portions of the river. Non-tidal
wetlands are typically low lying areas with a high water table that saturates the soil and are
not influenced by the tides. These are found along the non-tidal areas of the Pamunkey and
Chickahominy Rivers and their tributaries.
Groundwater
New Kent County is entirely dependent on groundwater for its potable water supply, and
the County lies entirely within the Eastern Virginia Groundwater Management Area,
regulated by the Virginia Department of Environmental Quality (DEQ). Any non-
agricultural groundwater user withdrawing more than 300,000 gallons per month is required
to have a groundwater withdrawal permit from the DEQ. If the DEQ determines that a
proposed withdrawal will adversely affect the aquifer or existing groundwater users, the
permit can be denied. Generally speaking, development of any type which may require large
21
quantities of groundwater is directed to the County’s pre-established groundwater service
areas where groundwater withdrawal allocation has been secured based on DEQ’s review of
expected growth rates and pattern within the County.
In response to the drought of 2002, the Governor proposed the development of a
comprehensive statewide water supply plan. The General Assembly, during its 2003 session,
approved this measure with the Local and Regional Water Supply Planning Regulation. The
DEQ in conjunction with other state agencies, local governments, and public service
authorities will prepare a plan that will analyze the availability of drinking water, protect
drinking water, and promote incentives for the development of alternative water resources.
In order to ensure the most efficient use of the potable and alternate water supplies, the
County adopted its Water Conservation and Management Plan in November 2008. Per
regulation, in November 2010, the County submitted its Water Supply Plan to DEQ, a non-
binding document outlining the costs and benefits of New Kent’s future water needs and
potential water resources.
SOILS
New Kent County contains about 46,000 acres of land prime for agricultural uses. This
represents about 1/3 of the County’s land mass. While prime agricultural land can be found
throughout the County, it is primarily concentrated along the Pamunkey and York Rivers.
Over 70% of the County contains soils that are rated as poor for septic system suitability.
Less than 30% of the soils in the County have a fair or favorable rating.
NATURAL HAZARDS AND ENVIRONMENTALLY SENSITIVE AREAS
Areas with slopes over 25% are found throughout the County. These areas are highly
erodible, tend to be rocky, and when disturbed, allow for increased sedimentation and
pollution of surface waters. Most of these steeply sloped areas are found along the
tributaries of the York, Pamunkey, and Chickahominy Rivers.
Flood plains are level land areas typically lying adjacent to or near a river or stream that
become submerged by floodwaters during or after a storm. The 100-year floodplain shown
on the 2009 Flood plan map delineates areas that will flood during storm events of the
magnitude expected to occur once in a century, according to Federal Emergency
Management Agency (FEMA) maps.
Chesapeake Bay Protection Areas (CBPA) include both Resource Protection Areas (RPAs)
and Resource Management Areas (RMAs). RPAs include areas within 100 feet of perennial
surface waters, tidal wetlands, and non-tidal wetlands connected by surface flow to tidal
22
waters in the CBPA. RMAs include areas that are non-tidal wetlands, have a high level of
soil erodibility or permeability, have steep slopes, and are connected to RPAs.
Dams
The Virginia Department of Conservation and Recreation is responsible for administering
The Virginia Dam Safety Act. All dams in Virginia are subject to the Dam Safety Act and
Dam Safety Regulations unless specifically excluded. A dam is excluded if it:
• Is less than six feet high;
• Has a maximum capacity less than 50 acre-feet and is less than 25 feet in height;
• Has a maximum capacity of less than 15 acre-feet and is more than 25 feet in height;
• Is used primarily for agricultural purposes and has a maximum capacity of less than
100 acre-feet or is less than 25 feet in height;
• Is owned or licensed by the federal government;
• Is operated for mining purposes under 45.1-222 or 45.1-225.1 of the Code of Virginia;
• Is an obstruction in a canal used to raise or lower water levels;
• The height of the dam is defined as the vertical distance from the streambed at the
downstream toe to the top of the dam;
• The maximum capacity of the dam is defined as the maximum volume capable of
being impounded at the top of the dam.
Dams are classified with a hazard potential depending upon the downstream losses
anticipated in event of a failure. Hazard potential is unrelated to the structural integrity of a
dam. Rather, it is directly related to potential adverse downstream impacts should the given
dam fail.
• High – dams that upon failure would cause probable loss of life or serious economic
damage
• Significant – dams that upon failure might cause loss of life or appreciable economic
damage
• Low – dams that upon failure would lead to no expected loss of life or significant
economic damage. Special criteria: This classification includes dams that upon failure
would cause damage only to property of the dam owner.
Dam break inundation zone maps shall be provided to DCR for all dams with high and
significant hazard potentials. The Diascund Reservoir dam inundation zone maps from 2010
are included in this plan.
According to DCR’s department of Dam Safety & Floodplain Management, there are no
dams in New Kent County that have new inundation maps that meet the regulations.
23
NATURAL HERITAGE RESOURCES
Natural heritage resources as defined by the Virginia Department of Conservation and
Recreation – Division of Natural Heritage (DCR) are the habitat of rare, threatened, or
endangered plant and animal species, unique or exemplary natural communities, and
significant geologic formations such as caves and karst features. New Kent County is
currently home to 37 distinct types of natural heritage resources with 74 total occurrences
throughout the county. In addition, DCR has identified 28 conservation sites as areas
necessary for their survival. New Kent County also has one Natural Area Preserve,
Cumberland Marsh.
Please see Appendix A for a full report from DCR, as well as the “Natural Heritage
Resources” map.
24
TRANSPORTATION
INTRODUCTION
The transportation element of this plan defines the existing status of all modes of the
County’s transportation system and identifies projected future transportation needs
necessary to balance mobility, access, and safety throughout the County. This chapter
incorporates new requirements for state-maintained roadways which are intended to further
balance the relationship between land use and transportation planning. These new
requirements are outlined below and discussed in further detail as appropriate within this
chapter:
• Traffic impact analysis regulations – 24VAC30-155 – sets forth procedures and
requirements governing VDOT’s review of and submission of comments regarding
comprehensive plans and amendments to comprehensive plans, rezoning proposals,
and subdivision plats, site plans and plans of development and the accompanying
traffic impact analyses. While this regulation may promote the identification of
existing or projected off-site transportation system deficiencies, it does not enforce the
construction of off-site improvements by the development community.
• Access Management Regulations – 24VAC30-72 and 24VAC30-73 – which are
intended to reduce traffic congestion, enhance public safety by reducing conflicting
traffic movements, reduce the need for new highways and road widening by
maximizing the performance of existing state highways, support economic
development by promoting the efficient movement of goods and people, preserve the
public investment in new and existing highways, and ensure that private property is
entitled to reasonable access to the highways.
• Secondary Street Acceptance Guidelines – 24VAC30-92 – promotes increased street
and pedestrian network connectivity while minimizing stormwater runoff and
updating VDOT performance bonding and cost recovery fees.
BACKGROUND
New Kent County’s transportation system has evolved from a water dependent system in
Colonial times, to one dependent on railroads for commerce, to the present highway system.
The County’s earliest settlements were located along the Pamunkey and York Rivers, where
the waterways served as trade routes. Over time a network of farm-to-market roads
developed, and then the railroad arrived in the 1800s. The railroad was the best means for
delivering products to market. In the 20
th
Century, the construction of Route 60 and
Interstate 64 allowed for the convenient transport of goods, but also attracted new residents
25
who could easily drive to the Richmond and Hampton Roads areas for employment. Today,
the highway system is by far the most important element of the County’s transportation
system; however, a renewed emphasis in recent years on multi-modal travel options has
caused such modes as bicycling, walking, and transit to emerge as desired modes of travel for
the County’s citizens. In addition, New Kent County will likely see direct and possibly
dramatic impacts from changes in global trade – most notably the proposed expansion of the
Panama Canal (anticipated completion in 2014 or 2015). The Panama Canal expansion will
position the Port of Virginia to become a dominant port on the east coast, which will drive
further increases of highway and rail freight activity in and through the County for years to
come.
East-West Corridor – New Kent’s Corridor of Statewide Significance
Virginia’s Statewide Long-Range Multimodal Transportation Plan (VTrans 2035) further
reiterates the importance of New Kent County’s transportation system in the regional,
national, and global economies. VTrans 2035 identifies the “East-West” Corridor, which is
generally aligned with I-64, as one of eleven Corridors of Statewide Significance (CoSS).
VTrans 2035 defines a CoSS as follows:
“An integrated multimodal network of transportation facilities that connect major
centers of activity within and through the Commonwealth and promote the movement
of people and goods essential to the economic prosperity of the state.”
This definition highlights the following four key characteristics which must be possessed by a
CoSS corridor:
• Multimodal – Carries multiple modes of travel or is an extended freight corridor
• Connectivity – Connects major regional or interstate activity centers
• High Volume – Carries a high volume of traffic
• Function – Provides a unique statewide function and/or addresses statewide goals
VTrans 2035 states that the East-West Corridor is primarily defined by the I-64 Corridor,
which runs from Virginia to Missouri; however, the “East-West” name was specifically
chosen to be unique from the Interstate’s route number in order to be inclusive of other
multimodal travel modes and facilities within the corridor. Within New Kent County, US 60,
the CSX railroad alignment, and the Norfolk-Southern railroad alignment, and the Pamunkey
River can be considered elements of the East-West Corridor. The eleven CoSS’s reported by
VTrans 2035 are shown below and illustrate the East-West corridor’s overall connectivity to
other CoSS’s.
26
Virginia Corridors of Statewide Significance Source: VTrans 2035
HIGHWAYS
New Kent County’s public roads and highways are maintained by the Virginia Department
of Transportation (VDOT), which divides the roads into categories based on their function.
Interstate 64 runs on an approximate east-west alignment through the center of the County.
The County is connected to the Interstate by way of the arterial and collector roadway
network which runs through the County. I-64 has four grade-separated interchanges in the
County at VA 249/30 (Exit 205), VA 106 (Exit 211), VA 155 (Exit 214), and VA 33(Exit 220).
Because of the dominant transportation role played by roadways in the County, these
interchanges are vital elements of the County’s transportation system. VDOT maintains an
existing safety rest area along westbound I-64 (at mile marker 214) and an existing safety rest
area/welcome center (in partnership with the Virginia Tourism Corporation (VTC)) along
eastbound I-64 (also at mile marker 214). On an annual basis, these two facilities are among
the top-10 most visited safety rest areas out of the entire forty-two facility program which
VDOT maintains across the Commonwealth. The Virginia Department of Motor Vehicles
(DMV) operates eastbound and westbound Motor Carrier Service Centers (formerly known
as weigh stations) at I-64 mile marker 203 in neighboring Henrico County, to the west.
27
Functional Classifications
Functional classification refers to the federal system of classifying groups of highways
according to the character of service they are intended to provide and classifications made by
the VDOT Commissioner based on the operational characteristics of a highway. A roadway’s
functional classification defines the role a given facility plays in the overall transportation
network. The functional classification also dictates how access points to residential and
commercial development may be provided. The assignment of functional classifications to
highways provides a guideline for how planners can manage a given roadway’s intended
purpose for serving through traffic versus providing access to property. Proper management
of the functional classifications within a roadway network can provide safer and more
efficient traffic movement within that network.
Major Thoroughfare Plan and Projects
The purpose of the County’s Major Thoroughfare Plan is to prioritize and promote
improvements to the appropriate major roadways to meet the County’s current and projected
travel needs. New Kent’s Major Thoroughfare Plan can be found in the Maps section at the
end of this plan and includes depictions of the functional classifications of New Kent’s
roadway system and the location of projects identified in the following table. The Major
Thoroughfare Plan shall serve as a long-range plan that provides a functional hierarchy of
major roads that permits and promotes efficient and safe travel between origins and
destinations. Each of the recommended improvements in the plan is anticipated to be
needed at some point in the future; however, funding realities and other constraints reduce
the likelihood that these improvements can be built in the short term. As the implementation
of individual projects moves closer to becoming a reality, the projects will need to be better
defined. With this context, the plan identifies the County’s key roadway-related
transportation issues and provides a blueprint for future, more detailed studies. These future
studies will address more specific engineering-related items such as corridor alignments,
right-of-way needs, environmental and other impacts, and funding identification.
28
Major Thoroughfare Plan Project List
Map
ID
Route #
From
To
Length
(mi)
Description
Plan Reference
Priority
Level
Estimated
Cost and (Source)
NK Bicycle Route Signage
Project
Various Locations
Bicycle route signage and mapping project (PHASE I COMPLETE)
VDOT SYIP (1)
B
$34,000
(SYIP)
1
Parham Landing Road
Parham Landing Wastewater Treatment
Plant
Pamunkey River
0.35
Extend Road (22’ wide pavement)
New Kent Staff
B
$2,100,000
(SPS)
2
New connector road
VA 249 at Cumberland Road
Egypt Road through Government campus
0.8
Construct a new road in the designated Village to connect Courthouse/Government complex area
New Kent Staff
B
$4,500,000 (SPS)
3
I-64
Henrico County / New Kent County
border
New Kent County / James City County border
20.65
I-64 Pavement rehab & widening (PE ONLY)
VDOT SYIP (1)
A
$665,000
(SYIP)
Widen to 6 lanes and improve interchanges
VDOT SYIP (1)
A
$276,000,000 (SPS)
4
VA 30 (New Kent Highway)
at VA 273 (Farmers Drive – Barhamsville)
Intersection improvements (consider roundabout with advance
warning)
High volume of crashes including 4 angle and 2 rear-end crashes on VA 30
RRPDC RLRTP (3)
C
$1,800,000
(SPS)
5
VA 30 (New Kent Hwy)
VA 273 (Farmers Drive)
VA 33 (Eltham Road)
3.43
Insufficient width and shoulder
Statewide Planning System
C
$7,900,000 *
6
VA 30 (New Kent Hwy)
VA 273 (Farmers Drive)
James City County line
0.78
Insufficient width and shoulder
RRPDC RLRTP (3)
C
$1,800,000
7
VA 33 (Eltham Road)
at VA 273 (Farmers Drive – Eltham)
Intersection improvements (consider roundabout with advance
warning)
High volume of crashes including 8 angle and 8 rear-end crashes on VA 33.
Sharp horizontal curve on northbound approach of Farmers Drive
RRPDC RLRTP (3)
B
$1,800,000
(SPS)
8
VA 33 (Eltham Road)
at VA 30/VA 249 (New Kent Hwy)
Intersection improvements (consider roundabout with advance
warning)
High volume of crashes including 16 rear-end and 6 angle crashes on VA 30. Stop bar and right turn
channelizing island pavement markings faded on southbound approach. Horizontal curve on southbound approach.
RRPDC RLRTP (3)
A
$1,800,000
(SPS)
9
US 60
Toe Ink Swamp
Bridge replacement over Toe Ink Swamp – WB direction
ARRA (2)
A
$4,890,000
10
US 60
VA 30/33 (New Kent Highway)
Rt 640 (Old Roxbury Rd)
3.8
Insufficient width and shoulder
Statewide Planning System
C
$8,780,000 *
11
US 60
Rt 629 (Carriage Rd. west intersection)
Rt 649 (Rockahock Rd)
4.3
Insufficient width and shoulder
Statewide Planning System
C
$9,900,000 *
12
VA 106 (Roxbury Rd)
Charles City County line
US 60
0.91
Insufficient width and shoulder
Statewide Planning System
C
$2,100,000 *
13
VA 155 (N. Courthouse Rd)
0.3 mile north of Charles City County
line
0.7 mile south of east intersection Rt 629 (Boulevard Rd)
1.59
Safety shoulder and bicycle/pedestrian accommodations; part of Courthouse/Courthouse Connector in conjunction with
Charles City County
VDOT SYIP (1)
A
$3,450,000
0.2 mile north of US 60
Rt 1047 (Old Forge Road)
14
VA 155 (N. Courthouse Rd)
Rt 1047 (Old Forge Road)
New Kent County Courthouse
6.75
VA 155 / VA 249 – Courthouse/Courthouse Connector
VDOT SYIP (1)
A
$5,700,000
15
VA 155 (S. Courthouse Rd)
Rt 629 (Boulevard Road)
US 60
0.12
Insufficient width and shoulder
Statewide Planning System
C
$275,000 *
16
VA 249 (New Kent Hwy)
I-64
VA 33 (Eltham Road)
18.6
Insufficient width
Statewide Planning System
and RRPDC RLRTP (3)
C
$42,800,000 *
17
VA 249 (New Kent Hwy)
At Rt 612 (Tunstall/Airport Road)
VA 249 – construct roundabout at Rt 612
VDOT SYIP (1)
A
$1,800,000
18
VA 273 (Farmers Dr)
At Rt 636 (Plum Point Rd)
Intersection improvements (consider advance warning signage)
Crash frequency issue
New Kent Sheriff’s Office
B
19
VA 273 (Farmers Dr)
Rt 636 (Plum Point Rd)
VA 33 (Eltham Road)
Bridge over Eltham Creek is functionally obsolete with a sufficiency rating of 54.6
RRPDC RLRTP (3)
B
$425,000 (TMPD)
20
VA 273 (Farmers Dr)
VA 33 (Eltham Road)
VA 30 (New Kent Highway)
5.7
Insufficient width and shoulder
Statewide Planning System
and RRPDC RLRTP (3)
C
$13,100,000 *
21
Rt 600 (Holly Fork Rd)
Rt 601 (Tabernacle Road)
James City County line
1.3
Reconstruct and provide safety improvements
Secondary Six-Year Plan FY09-
FY14
B
$3,100,000
22
Rt 600 (Holly Fork Rd)
Rt 673 (Stewart Road)
Kirby’s Farm Road
Bridge over Goddins Mill Pond is structurally deficient with a sufficiency rating of 65.8 (private ownership of bridge may
complicate project)
RRPDC RLRTP (3)
B
$100,000 (TMPD)
23
Rt 606 (Old Church Road)
Hanover County Line
Rt 612 (Tunstall Road)
4.65
Reconstruct and provide safety improvements
Secondary Six-Year Plan FY09-
FY14
B
$10,700,000
24
Rt 610 (Pine Fork Rd)
VA 106 (Vineyards Pkwy)
1.0 mile west of intersection with Rt 630 (GW Watkins Road)
1.7
Reconstruct and provide safety improvements
Secondary Six-Year Plan FY09-
FY14
C
$3,200,000
25
Rt 613 (Dispatch Rd)
Norfolk-Southern RR Crossing
Hanover County line
2.51
Reconstruct and provide safety improvements
Secondary Six-Year Plan FY09-
FY14
B
$5,665,000
26
Rt 617 (Criss Cross Rd)
VA 618 (Olivet Church Road)
Rt 604 (Poindexter Road)
0.61
Reconstruct and pave
Secondary Six-Year Plan FY09-
FY14
B
$1,400,000 *
27
Rt 627 (Stage Road)
VA 249 (New Kent Highway)
Rt 627/632 intersection
1.41
Insufficient width and shoulder
RRPDC RLRTP (3)
A
$3,250,000 *
28
Rt 627 (Good Hope Rd)
Rt 632 (State Road)
Rt 627 (North Waterside Drive)
1.25
Insufficient width and shoulder
RRPDC RLRTP (3)
B
$2,900,000 *
29
Rt 627 (N. Waterside Dr)
Rt 627 (Good Hope Road)
US 60
3.75
Insufficient width and shoulder
RRPDC RLRTP (3)
C
$8,600,000 *
30
Rt 627 (S. Waterside Dr)
Rt 1010 (Colony Trail)
Marina Road
1.1
Reconstruct and provide significant drainage and safety improvements
Secondary Six-Year Plan FY 09-
FY14
A
$3,370,000
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Rt 627 (S. Waterside Dr)
US 60
Rt 1001 (West Riverside Drive)
2.2
Geometric deficiency – segment performs at LOS E at 2010 and 2035 conditions
RRPDC RLRTP (3)
C
$5,000,000 *
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Rt 632 (Stage Road)
Rt 634 (Polishtown Road)
VA 30 (New Kent Highway)
3.2
Insufficient width, shoulder, pavement
RRPDC RLRTP (3)
B
$7,300,000 *
33
Rt 638 (Cosby Mill Rd)
Crossing over Black Creek
Reconstruct bridge and provide safety improvements at the crossing of Black Creek
Secondary Six-Year Plan FY09-
FY14
C
$6,700,000
Notes
(1) – Virginia Department of Transportation Six-Year Improvement Program (FY 2011-2016)
(2) – Project information obtained from ARRA Tracking Spreadsheet located here: http://www.virginiadot.org/news/resources/Statewide/ARRA_Project_Tracking_Sheet.pdf
(3) – Richmond Regional Planning District Commission Rural Long-Range Transportation Plan
Priority Column “Source” notes
A = highest priority * = similar projects are running at $2.3 million/mile to reconstruct, widen, safety, etc. a 2- lane road
B = higher priority (TMPD) = 2009 Planning Level Cost Estimates Spreadsheet
C = high priority (SPS) = SPS cost estimation tool
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The following definitions of functional classification are based on current VDOT functional
classification definitions, and they outline the desired functions of the roadways shown on
the County’s Major Thoroughfare Plan.
Functional Classification Terminology
Interstate
• Serves higher-speed regional and inter-city through-traffic.
• Controlled access points prevent direct connection to abutting properties.
• Provides grade-separated interchanges with major roadways.
• Relieves existing major arterials of excessive traffic.
Interstate 64 is the only interstate facility in New Kent County.
Rural Principal Arterial
• Links cities, larger towns, and other traffic generators that potentially attract travel
over long distances.
• Corridor movement with trip length and density suitable for greater than those
predominantly served by rural collector or local system.
• Intended to move moderate to high volumes of traffic at higher speeds.
• Integrates interstate and inter-county service.
• Internal spacing consistent with inter-county service.
• Access is carefully controlled to preserve mobility and minimize congestion
VA 33 (Eltham Road) is the only rural principal arterial in New Kent County. However, for
Access Management purposes, it is noted that US 60 (Pocahontas Trail) has been designated
as a principal arterial by the Commissioner of VDOT and thus falls under the state
regulations. For purposes other than access management, US 60 is identified (below) as a
minor arterial.
Rural Minor Arterial
• Interconnects with and augments the principal arterial system and, in some instances,
the interstate system.
• Distributes traffic to smaller geographic areas providing service between and within
communities.
• Design should provide for relatively high overall speeds.
• Access is controlled to a lesser degree than principal arterials but to a greater degree
than major collectors.
Within New Kent County, the following roadways are classified as minor arterials:
• VA 30/249 (New Kent Highway)
• US 60 (Pocahontas Trail)
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• VA 106 (Roxbury Road / Emmaus Church Road – south of I-64)
• VA 155 (North Courthouse Road – south of I-64)
Rural Major and Minor Collectors
• Provide land access service and traffic circulation within residential, commercial, and
industrial areas.
• Distribute trips from principal and minor arterials through the area to the ultimate
destination.
• Collect traffic from local streets in residential neighborhoods and channel it into the
arterial system.
• Designed for moderate traffic speeds over shorter distances and to encourage lower
speeds on local streets.
• Serve more important intra-county travel corridors.
Within New Kent County, the following roadways are classified as rural major and minor
collectors:
Rural Major Collectors
• VA 106 (Vineyards Parkway – north of I-64)
• VA 155 (Courthouse Road N. – north of I-64)
• VA 249 (New Kent Highway)
• VA 273 (Farmers Drive)
• VA 606 (Old Church Road – between VA 609 and 608)
• VA 609 (Old Church Road – between VA 249 and 606)
• VA 613 (Dispatch Road)
• VA 618 (Olivet Church Road)
Rural Minor Collectors
• VA 606 (Old Church Road – between VA 608 and Hanover County Line)
• VA 612 (Tunstall Road / Airport Road / Terminal Road)
• VA 640 (Old Roxbury Road)
• VA 665 (Henpeck Road)
• VA 627 (between VA 249 and VA 1010)
• VA 632 (between VA 627 and VA 33)
Local Road System
• Comprised of all facilities that are not interstate, arterials, or collectors
• Provides direct access to abutting land and to the collector system.
• Serves shorter travel needs, lower traffic speeds, and lower traffic volumes.
• Gives priority to local traffic and pedestrians through a design that encourages low-
speed operation.
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The table on the following page provides a summary of the existing and projected future
2035 traffic volumes for the Major Thoroughfare Plan roadways in New Kent Count. The
table also indicates the anticipated right-of-way needs for each roadway link based on the
expected facility cross-section needed to carry the projected future 2035 traffic volumes. The
right-of-way needs shown below account for the presence of bicycle and/or pedestrian
accommodations based on the routes identified in the Multimodal Transportation Network
Map.
Levels of Service
In the field of transportation, level of service (LOS) is the basic unit of measurement for
evaluating the performance of a given element of the transportation system. LOS metrics
have been defined in the Highway Capacity Manual for such transportation elements as
roadway links, conventional intersections, roundabouts, merge/diverge points (ramps) on
interstates, bicycle facilities, and pedestrian facilities. Level of service (LOS) describes traffic
conditions – the amount of traffic congestion – at an intersection or on a roadway. LOS
ranges from A to F – A indicating a condition of little or no congestion and F a condition with
severe congestion, unstable traffic flow, and stop-and-go conditions. For intersections, LOS is
based on the average delay experienced by all traffic using the intersection during the busiest
(peak) 15 minute period. LOS A through D is generally considered acceptable at
intersections. The establishment of appropriate LOS criteria is a useful tool for managing and
preserving the functionality of the County’s roadways. The County’s desired LOS for
roadways and intersections is outlined in the Transportation Goals and Objectives.
Right-of-Way Preservation
Obtaining adequate right-of-way for roadway improvements can be one of the most
significant obstacles to providing and maintaining desired roadway LOS. The County Right-
of-way Needs Map illustrates the projected right-of-way needs within the 2035 planning
horizon for New Kent County’s roadway system. Projected right-of-way widths were
determined by growing existing roadway traffic volumes using county-wide growth rates
(based on population projections) along with known traffic demands from approved but
unbuilt developments within the County. Right-of-way widths are based on facility types
(including adjacent sidewalks and/or bicycle paths) defined in the Goals and Objectives
which are required to maintain the County’s desired LOS goals for the collector and local
roadway networks under projected 2035 horizon year traffic conditions shown in the
following table.
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Highway Safety
New Kent County desires to improve the safety of its roadway system. Crashes are typically
most frequent at intersections; however, in rural counties where winding two-land roadways
are the dominant facility type, run-off-the-road crashes tend to happen more frequently.
Opportunities exist in New Kent to improve safety for intersection-based and run-off-the-
road crashes.
In certain instances, the construction of roundabouts is a suitable alternative to traditional
signalized or stop-controlled intersections, as roundabouts represent an opportunity to
maintain traffic flow while reducing the frequency and severity of crashes. Crash frequencies
are reduced at roundabouts because driver speeds tend to be slower, and typical stopping
and starting patterns which result in higher incident of rear-end collisions at signalized and
unsignalized intersections are replaced with braking and merging operations. Crash
severities are reduced because of the lower speeds and the reduction of higher-speed angle
collisions. In cooperation with VDOT, New Kent County has served as a leader in the
construction of roundabouts, with several installed throughout the County.
New Kent also desires to improve the safety of its two-lane roadway network; however,
many of the County’s primary and secondary roadways are winding, narrow facilities with
little or no shoulder to protect vehicles from dangerous drop-offs into roadside ditches. The
construction of paved “safety shoulders” is one option to improve the safety of these roads
for all users. In doing so, New Kent may be able to enhance safety for the typical driver
while also accommodating improved mobility of bicyclists and the occasional wide farm
vehicle.
Access Management
In 2008 and 2009, new regulations took effect in Virginia to govern access and intersection
spacing along all state-maintained roadways. As driveways and intersections increase along
any of these roadways, the capacity of such roadways inevitably decreases.
How Transportation Relates to Land Use – the transportation land use connection
Traffic
Movement
Land
Access
Interstates
Arterials
Major Collectors
Minor
Collectors
Local Roads
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The previous figure illustrates how traffic volumes and land uses are interdependent. As
traffic volumes and speed increase, access to those roadways decreases while less traffic can
accommodate more access points. This connection between traffic and access is often called
access management. Access management is a planning tool for regulating access to land
development while preserving traffic flow. It focuses on managing existing roadways more
efficiently and effectively; managing the location and placement of driveways, entrances and
median openings, and enhancing the functional capacity of intersections on secondary,
primary, and arterial roads. As the County continues to develop, it will be increasingly
important to maintain roadway efficiency and traffic safety because road improvements and
road network expansion are extremely costly.
Effective access management does more than preserve the safety and efficiency of travel.
Well-designed access systems can help preserve community character, advance economic
development goals, and protect the substantial public investment in roads and highways. As
state and local governments strive to cope with traffic problems, limited rights-of-way, rising
construction costs, and revenue shortfalls, more and more jurisdictions are recognizing the
benefits of access management.
Poorly coordinated access systems force more trips onto the arterials, traffic conflicts
multiply, and congestion increases. As the level of service declines, additional lanes,
controlled medians, and other expensive retrofitting measures are needed to maintain the
capacity of the corridor for regional traffic. Businesses also suffer as accessibility deteriorates.
Heavy traffic, difficult left turns, and poor sight distances at corners deter customers.
Businesses may relocate to areas where accessibility is less impaired, vacancies increase, and
property values decline. Eventually, corridors with poorly planned or managed access are
transformed into unattractive and confusing jumbles of signs, driveways, utility lines, and
asphalt.
These are not inevitable results of development and growth. An effective access
management program benefits a community by reducing accidents, increasing capacity,
improving air quality, providing better access to businesses, and improving mobility.
Overall, safety is improved, congestion is reduced, and the life of a roadway is extended,
with little cost to taxpayers.
Secondary Street Acceptance Regulations
In March 2009, VDOT implemented its revised Secondary Street Acceptance Requirements
(SSAR). The general premise of SSAR is that a transportation system with increased
connectivity is more sustainable and provides benefits to the citizens and residents who use
that system. Conversely, a disconnected local street network (i.e.: with “lollipop” style
subdivisions and a high frequency of cul-de-sacs or other roads lacking multiple points of
connectivity) reduces the effectiveness of the overall regional and local roadway system by
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forcing local trips onto the regional network. The SSAR requirements promote increased
street connectivity in order to improve traffic circulation. It also reduces the number of one
entrance subdivisions. In some instances, enhanced emergency access to New Kent’s
communities will result from successful implementation of SSAR design principles. In
addition, the SSAR regulations tend to conform well to the compact, new urbanist style of
developments the County seeks in its village areas and which are envisioned in state-
mandated Urban Development Areas.
A major feature of SSAR is the designation of “Area Types.” Under SSAR, all areas of the
County may be classified as either Compact (Urban), Suburban, or Rural. The area types
define the level of connectivity and design standards required for public streets to be
accepted by VDOT for maintenance. In some instances, these area types may not directly
correspond with the land use categories identified in the Comprehensive Plan. The County
and development community will work together with VDOT to define how roadway
connectivity may be maximized to the extent possible within the respective guidelines for
each area type within New Kent County.
Scenic Byways
The Major Thoroughfare Plan highlights scenic byways, as designated by VDOT. Virginia
has nearly 3,000 miles of roads designated as scenic byways that lead to sites of natural,
historic, or social significance. The scenic byway designation is not related to functional
classification or roadway capacity, but serves as an important reminder of roads and
corridors that have important significance and/or value for the county. The following
roadways in New Kent County are designated as scenic byways:
• VA 249 (from VA 609 to VA 33)
• VA 606 (from VA 609 to VA 608)
• VA 608 (from VA 606 to VA 249)
• VA 609 (from VA 249 to VA 608)
MULTI-MODAL TRANSPORTATION FACILITIES
Bicycle and Pedestrian
The roads within New Kent County have limited or non-existent shoulder widths, which
limits the use of the facilities to Class A (expert) bicycle riders only. Currently, the county
roadway network is generally not conducive to multiple modes of transportation such as
bicycle or pedestrian. However, the County has identified corridors for bicycle and
pedestrian improvements and has installed signage to designate six bicycle routes
throughout the County. The installation of paved safety shoulders along these routes would
provide increased safety for drivers and bicyclists alike, while also providing additional
room for the County’s rural farm vehicles.
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Park and Ride Lots
VDOT maintains one active park and ride lot in the County (Bottoms Bridge lot – see
Multimodal Transportation Network map) with 50 spaces. The lot is paved and is located in
the median of US 60 a short distance west of the US 60/VA 249/33 intersection. The lot is
fully occupied on a regular basis and does not currently have transit service. The County
desires to establish express transit service to/from downtown Richmond at this lot.
Additional right-of-way which may accommodate park and ride spaces exists nearby at the
former location of the US 60/VA 33 interchange (which was removed with construction of I-
64). With cooperation by VDOT, the potential exists to add 50+ additional park and ride
spaces at this location. Right-of-way for potential park and ride spaces also exists at the
intersection of VA 249 and Angelview Lane.
Several commercial retail parking lots in New Kent County are serving as park and ride lots
through the permission of the site owners. Also, the Richmond Regional Planning District
Commission (RRPDC) is seeking to expand park and ride service in the Richmond
metropolitan area, including New Kent County. Opportunities to expand or increase the
number of park and ride facilities within New Kent County may be achieved through
regional cooperation between the County, RRPDC, and VDOT.
Transit
Bay Transit is a non-profit community paratransit service and is the only transit service
provider in New Kent County. Routes are curb-to-curb as needed by the user. For New Kent
residents, routes are limited to destinations within New Kent County and Charles City
County on weekdays only (6 A.M. – 6 P.M.). Bay transit provides “Bay Aging” services,
which are geared toward the mobility needs of the elderly and disabled.
Water Transport
The navigable rivers bordering New Kent County are today primarily used for recreation.
There are two marinas along the Chickahominy River, as well as several boat ramps. The
barge port at the Smurfit-Stone paper mill in West Point is used for industrial purposes and
the County has identified a potential site for a deep-water port on the Pamunkey River at
Parham Landing (see Multimodal Transportation Network Map). The New Kent County
Barge Terminal Study was completed in 2008 and documents that barge service between
Parham Landing and the port of Hampton Roads can be fiscally, physically and operationally
feasible. The study also identifies constraints that currently limit the conceptual service from
achieving economic competitiveness with the commercial trucking. The study notes that the
economic advantage of the truck could be minimized by impact(s) of various real world
scenarios (i.e.: the opportunity for backhaul cargos, having an on-site tenant, or the rising
price of diesel). With its river connectivity to the Hampton Roads region and its ports, New
Kent County’s waterways provide the potential to impact the County positively by tapping
into regional, national, and global markets.
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Marine Highway Connector (M-64)
On August 11, 2010, the United States Department of Transportation (USDOT) identified the
M-64 Marine Highway Connector (M-64 Connector) as one of 18 national marine corridors
for further development as part of the America’s Marine Highway Program. The M-64
Connector spans from Norfolk to Richmond and includes Hampton Roads, the Chesapeake
Bay, James River, and connecting commercial navigation channels, ports, and harbors. The
figure below illustrates the overall context of how the M-64 Connector fits into America’s
Marine Highway Program.
The M-64 Connector is intended to serve as an extension of the surface transportation system
and will reduce truck-born freight demand on major parallel surface routes, including
Interstate 64. To begin implementing the potential benefits of the M-64 Connector, the
USDOT selected it for the James River Container Expansion Project, which is one of eight
nationwide Marine Highway Projects. This project is being led by the USDOT in partnership
with the Virginia Port Authority and the Richmond Regional Planning District Commission,
and it will expand an existing container-on-barge service between Hampton Roads and
Richmond by increasing service frequency.
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The M-64 Connector and the James River Container Expansion Project present an
opportunity to offer relief to landside corridors (such as I-64 in New Kent County) from
existing and future traffic congestion, excessive air emissions and other environmental
concerns and other challenges. For New Kent County, these initiatives are a step toward
focusing public and private efforts to use the freight-carrying capacity of the James River to
relieve landside congestion and attain other benefits that waterborne transportation can offer
in the form of reduced greenhouse gas emissions, energy savings and increased system
resiliency.
Railways
There are two railways in the County. The CSX railway traverses the southern edge of the
County along an alignment which roughly parallels US 60 and which passes through
Providence Forge. The portion of the CSX corridor between Providence Forge and Windsor
Shades is double-track, with the remaining sections to the west and east being single track. A
rail siding exists in Providence Forge. The Norfolk Southern railway is single-track and runs
through the northwestern part of the County. It crosses the Pamunkey River at White House
and continues to the Smurfit-Stone paper mill in West Point where it terminates. Currently,
neither railway has a commercial role in the County, although if an industry could promise
substantial freight volume, the railroad companies would be interested in serving it. The
existing siding track in Providence Forge represents a strong opportunity for rail transit
serving Richmond International Airport or downtown Richmond (Main Street Station).
Amtrak trains run daily along the CSX corridor but have no stops in New Kent County. In
1996, the US Department of Transportation added the Richmond-to-Norfolk corridor to the
Southeast High-Speed Railroad (SEHSR) network (see Figure below), which is a part of the
national high speed rail network. The Virginia Department of Rail and Public Transportation
(DRPT) participated in the development of a Tier 1 Environmental Impact Statement for the
Richmond/Hampton Roads Passenger Rail Project, which provided further evaluation of the
feasibility of high speed rail along alternate corridors between the Richmond and Hampton
Roads region. The evaluation included a review of the CSX line through New Kent County.
On February 17, 2010, the Commonwealth Transportation Board (CTB) selected Alternative 1
(which includes the CSX line) as the preferred alternative for enhanced passenger rail service
between Richmond and Hampton Roads. This creates a possibility that New Kent County
could be directly connected to the SEHSR network. The potential for Main Street Station
(downtown Richmond) to grow in influence as a multimodal hub provides the possibility of
expanded regional commuting and travel options for New Kent residents.
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Air Transport
Commercial air service is available at Richmond International Airport, located approximately
8 miles west of the New Kent County line. Several airlines provide passenger service.
Nationwide and limited international connections are available on daily scheduled flights.
Commuter service, air freight service, and maintenance facilities for many types of aircraft
are also available. The existing east-west double-track CSX railroad corridor provides an
opportunity for a rail transit connection between New Kent County and Richmond
International Airport.
The New Kent County Airport is located in the western part of the County, next to the
Woodhaven Shores subdivision, off VA 612. It is a general aviation airport with a 75-foot
wide, 3,600 foot paved runway, full parallel taxiway, pilot controlled lighting, a VOR (very
high omnidirectional range) approach, and GPS (global positioning system) approaches to
both ends. Facilities include storage hangars, a maintenance hangar, a fuel farm, and a
terminal building. A full-time airport manager is employed directly under the County
Administrator. The County acquired the airport in 1982 and subsidizes its operation.
Facilities on airport property also accommodate New Kent Aviation; a fixed base operator
offering flight training, aircraft rental, sight-seeing tours, pilot supplies and maintenance.
The Federal Aviation Administration and the Virginia Department of Aviation have
periodically awarded grants to the airport for land acquisition, site improvements,
maintenance, facilities and equipment, and promotions.
Hangar occupancy rates at the airport are consistently high and fuel flowage increases
annually. Airport usage continues to grow and recent hangar development will help the
airport meet the increased demands posed by the County’s rapid growth. Future projects
include airport master plan updates, pavement rehabilitation, taxiway lighting, obstruction
removal and installation of an automated weather observation system.
TRANSPORTATION DEMAND MANAGEMENT
The FHWA defines transportation demand management (also known as “TDM,” or travel
demand management) as the application of strategies and policies to reduce travel demand
by reducing the emphasis on single-occupant vehicles or redistributing transportation
demand in space or in time. With the ever-increasing costs of acquiring right-of-way and
constructing new roads (along with the enduring maintenance obligations for such projects),
managing demand represents a cost-effective alternative to increasing capacity. Ultimately,
the successful management of transportation demand has the potential to deliver positive
environmental outcomes, benefits to public health, and communities which are healthier and
more livable.
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PROJECT TIMING
The timing of New Kent County’s transportation improvements depends on many
factors including the availability of adequate funding, governmental and
environmental permits, actual vs. projected transportation demands, and project needs
compared to priorities. The county’s land use plan is intended to direct new growth
and development in a deliberate manner in coordination with the timely provision of
public services and facilities. To the extent practical, new transportation capacity
(roads, widening projects, etc.) will be timed to coincide with the extension of
development, public services and utilities. Furthermore, the county will distribute
investments within the transportation system in a fair and equitable manner.
The Major Thoroughfare Plan Project List details each of the recommended transportation
projects that are part of the Major Thoroughfare Plan and prioritizes each using a three-tiered
prioritization approach (high, higher, and highest). The proposed three-tiered prioritization
approach is important for future planning purposes to ensure that limited funding
opportunities are directed to projects identified as having a highest need and/or greatest
potential impact. Project priorities may be determined by a variety of factors including, but
not limited to, anticipated need, projected impacts of nearer-term projects, projected impact
of the project on the overall county transportation network, and potential funding sources.
The prioritizations do not necessarily correlate to the size or anticipated cost of the given
project.
PROJECT FUNDING
Identifying sufficient project funding for transportation projects in Virginia has
perhaps never been more challenging. Transportation revenues for new construction
or widening projects have been dwindling over recent years due to a variety of
reasons. As Virginia’s existing transportation infrastructure has expanded and aged,
higher percentages of transportation funding have been diverted each year away from
construction for new projects and allocated to increasing maintenance needs.
Meanwhile, transportation revenues from the statewide gasoline tax have not risen
due to the tax rate being held constant and the increase in fuel efficiency of today’s
automobiles. During economic downturns, funding from the state gas tax funding is
even further hampered as personal and business travel is further reduced.
With increased competition for fewer transportation construction funds, New Kent
County must be willing to explore every available option for advancing its numerous
transportation priorities from project inception to construction completion. In light of
the current transportation funding environment, the County should aggressively
pursue funding from all available sources, including, but not limited to:
42
• VDOT Six-Year Improvement Program for Interstate and Primary Systems
(SYIP) — determined through VDOT. Funding is based on the Code of Virginia
formula and approved by the Commonwealth Transportation Board (CTB).
• VDOT Six-Year Improvement Program for Secondary System (SSYP) —
determined by VDOT. Funding is based on the Code of Virginia formula and
approved by the Board of Supervisors and the CTB.
• Regional Surface Transportation Program (RTSP) funds — federal funds
allocated by RAMPO
• VDOT Revenue Sharing Program
• Legislative appropriations (others not currently programmed)
• Advance construction funds through VDOT
• Federal Highway Administration (FHWA) Bonus Obligation Funds
• Federal earmarks
• County general funds
• Debt issued by the County for road projects
• Recordation fees
• Transportation Impact Fees
• Developer funds and improvements
o Proffers
o Built directly
o Securities, usually supplemented by other funds for projects abandoned
or unfinished by developers.
• Transportation Enhancement Grants — federal grants allocated through the CTB
• Highway Safety Improvement Program (HSIP)
• Other grants—there are a wide variety of grant programs
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PUBLIC UTILITIES
UTILITY SERVICE AREAS
The previous version of this plan (2003) identified seventeen Utility Service Areas throughout
the County, in which the use of public utilities is mandated, but outside of which public
utilities use is not allowed. The Service Area Maps are included in this plan. Of these service
areas, thirteen are currently served by public utilities. Of the thirteen areas currently served,
seven are exclusively for the supply of domestic water to existing residential developments.
(The Colonies, Kenwood/Greenwood/Deerlake, Quinton Estates, Quinton Park, Sherwood
Estates, Whitehouse Farms, and Woods Edge). One service area (Minitree Glen) provides
water for residential use as well as limited commercial use. The remaining five service areas
(Bottoms Bridge, Colonial Downs/Kentland, Farms of New Kent/Talleysville, New Kent
Courthouse, and Parham Landing) are designed to accommodate the County’s primary
commercial, industrial, and institutional areas, providing sanitary sewer service as well as
water service.
All water and wastewater infrastructure owned and operated by the Department of Public
Utilities (DPU) is backed up by emergency generators, in order to minimize disruption and
maintain level of service during electrical outages.
Any water or sewer infrastructure constructed in the County (whether by public or private
funds) for ultimate ownership and operation by the Department of Public Utilities, must
conform to the latest Utility Design Standards issued by New Kent DPU.
WATER SYSTEMS
New Kent County water systems are currently 100% groundwater-based. Due to the rural
nature of the County, there are presently thirteen individual groundwater systems, consisting
of 21 supply wells, owned and operated by New Kent County Department of Public Utilities.
Of those 13 water systems, eight rely upon ground level storage tanks with pressure boosting
stations, and are exclusively for the provision of water to residential subdivisions, with the
exception of Minitree Glen mentioned above. The remaining water systems, corresponding
to areas served by sanitary sewer and the County’s selected commercial and industrial
development areas, are served by elevated storage tanks with large diameter trunk lines.
The Virginia Department of Health requirements provide that for central water systems,
whether public or privately operated, one well may serve up to 49 residential connections.
The 50
th
lot triggers the need for a second, interconnected well. Virginia Department of
Environmental Quality requirements provide that any water system within a Groundwater
Management Area that is utilizing over 300,000 gallons of water per month shall apply for
44
groundwater withdrawal permits. All but two of the County-owned water systems
(Sherwood Estates and Minitree Glen) are regulated under Groundwater Withdrawal
Permits (GWWP) from the DEQ or have permit applications pending.
In addition to the County-owned public water systems, there are 5 privately-owned
Community Water Systems (as defined by VDH) serving subdivisions in New Kent County.
These are found in the following subdivisions: Woodhaven Shores, Brookwood Manor, Five
Lakes #1, Windsor Park, and Wedgewood. Many other individual facilities within the
County (Rockahock Campground, Cumberland Hospital, Long Acre Trailer Park, etc.) are
also served by privately-owned Public Water Supplies (as classified by VDH).
All of the water systems mentioned above are supplied groundwater from wells of various
depths, and are regulated by VDH and DEQ permitting requirements, as applicable. The
water is of good quality and minimal treatment is required.
The County has recently adopted the Water Conservation and Management Plan (November
2008) and the Water Supply Plan (October 2010) in an effort to manage the County’s existing
water resources to the most effective degree possible, and to prepare for necessary water
resource upgrades in the future. The documents were carefully prepared by the County’s
Department of Public Utilities, with assistance from the Department of Community
Development, the County’s water supply engineering consultant, and the DEQ.
WASTEWATER AND SANITARY SEWER
The Department of Public Utilities currently operates five sanitary sewer service areas within
the County. The service areas generally correspond to the areas selected for commercial,
industrial and institutional development, and are located at Bottoms Bridge, the Farms of
New Kent/Talleysville, Colonial Downs/Kentland (including the I-64 Safety Rest Areas), New
Kent Courthouse, and Parham Landing/Eltham. Provision of sanitary sewer also allows
higher density residential development adjacent to these areas, where approved.
As of January 1, 2011, all sanitary waste is treated at the Parham Landing Wastewater
Treatment Plant. Wastewater will be delivered to the treatment plant via force main sanitary
sewer and a series of sewer pumping stations. The Parham Landing Wastewater Treatment
Plant has recently been upgraded to receive up to 2,000,000 gallons per day, and treat to
permit standards established by the Clean Water Act and the Chesapeake Bay Protection Act.
The plant is permitted to discharge treated effluent into the Pamunkey River at Lee Marsh,
which ultimately flows to the Chesapeake Bay, under a NPDES permit from DEQ.
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RECLAIMED WATER
The Department of Public Utilities also operates a reclaimed water system within the New
Kent County. With the assistance of federal American Reinvestment and Recovery Act
(ARRA) Funding, and in response to the Environmental Protection Agency’s concerns over
nutrient discharge to the Chesapeake Bay, the New Kent DPU has been able to construct a 16-
inch reclaimed water transmission line. Level I treated effluent produced at the Parham
Landing WWTP is pumped via force main to the Colonial Downs/Kentland area. The former
site of the Chickahominy WWTP has been renovated to serve as the storage and distribution
point for reclaimed water to be used as irrigation water for commercial enterprises in the
area, including Colonial Downs Racetrack as well as the Brickshire and Royal New Kent Golf
Courses.
The reclaimed water program reduces the County’s dependence on potable groundwater,
and extends the horizon for which the County must develop increased water supply
capacity. As the County develops and more wastewater is produced, more reclaimed water
will be available to meet the County’s commercial and industrial non-potable water needs.
DPU anticipates this will coincide with the review and amendment of DEQ’s reclaimed/reuse
water regulations, allowing more practical application and operation of the reclaimed water
program. It is the goal of the Department of Public Utilities to ultimately operate a “zero-
discharge” wastewater treatment facility to the greatest extent possible, where close to 100%
of the WWTP effluent is reused for non-potable needs. As the reuse of treated effluent
represents a unit rate cost savings to DPU customers and prolongs the need for expensive
water supply upgrades, it is also the goal of DPU to utilize the reclaimed water program as
an economic asset for New Kent County.
STORM SEWER AND COMBINED SEWER
The Department of Public Utilities does not maintain storm sewer infrastructure in New Kent
County. Storm sewers are typically the responsibility of the property owner, property
developer, or VDOT. DPU does not permit storm drainage of any kind (including roof
gutters) to be dumped to the sanitary sewer system.
NATURAL GAS
There is a 16-inch natural gas trunk line owned by Virginia Natural Gas that traverses the
southwestern corner of the County and the southern part, east of Providence Forge. There
are currently natural gas distribution lines in Five Lakes and Patriot’s Landing. Development
of a significant natural gas infrastructure is underway and will require a concentration of
residential and/or industrial users in order for such distribution to be cost-effective. There is
also a Transmission line (construction completed in October 2012) from Lanexa to West Point.
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ELECTRICITY
Dominion Virginia Power is the electrical supplier for New Kent County. There are major
transmission lines in the southeastern and eastern portions of the County. One of these lines
serves the Route 33 industrial corridor, and three-phase power is available in this area.
TELECOMMUNICATIONS
Verizon and Cox Communications provide telephone service in the County. Such service is
customer-driven, and companies will provide the infrastructure that the County needs at
their cost. The modem speed over conventional telephone lines is at a maximum of 56K. The
Federal Communications Commission defines broadband at 200K and above. Cable modems
can provide substantially higher speeds.
Fiber optic lines are along all the major roads in the County, and delivery to individual
properties can be accomplished within 60-90 days if easements and rights-of-way are in
place.
The County is being called upon to host a growing number of cellular telephone towers to
serve this burgeoning industry. These towers must be sited not only to minimize visual
blight, but so as not to interfere with communications equipment or become a hazard to air
navigation at the New Kent County Airport, as well.
SOLID WASTE DISPOSAL
There are four convenience centers in the County where solid wastes and recyclable items are
collected. These facilities are located along Route 612 near the New Kent County Airport, on
Route 618 in the center of the County, on Route 634 across from the Regional Jail, and at the
Intersection of Routes 60 and 647. Each site accepts household waste as well as newspaper,
mixed paper, glass, cardboard, plastics, aluminum, and bimetal cans for recycling, as well as
used motor oil and oil filters. The main waste disposal facility on Route 618 also accepts
batteries and appliances.
Solid waste disposal is handled regionally. The County is a member of the Central Virginia
Waste Management Authority, and all of the County’s solid waste goes to the Charles City
County landfill.
Water and Sewer Service Area Maps are included in this plan.
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PUBLIC FACILITIES
LIBRARY
Heritage Public Library serves citizens of New Kent and Charles City counties out of 2
temporary locations. The New Kent Library is located at 6215-D Chesapeake Circle, on Route
155, directly opposite the entrance to Colonial Downs Race Track. The Charles City Library
is located in that county’s courthouse, 10780 Courthouse Road, Charles City.
Patrons can use either or both libraries and can request items be brought to the library
location most convenient for them.
The New Kent County collection totals about 24,350 items including books, recorded books,
movies, instructional videos, large-print books, and recorded music. The library also
provides computers, a copier and fax machine for public use, internet access, and a wide
array of programs for children and adults.
Relocation to a permanent library building (or buildings) will require more space to house
the collection, to provide for additional public use computer stations, and to allow for
adequate meeting and program space, and community activities. Currently the County is
planning on relocating the library to the Historic School.
DEPARTMENT OF FIRE, RESCUE, & EMERGENCY MANAGEMENT
The Department of Fire & Rescue is responsible for emergency medical services, rescue, fire
suppression, and fire prevention. The department currently has four stations: Company 1 –
Providence Forge Volunteer Fire & Rescue, Company 2 – Quinton Volunteer Fire & EMS,
Company 3 – Weir Creek Volunteer Emergency Services, and Company 4 in Lanexa. Each
department maintains fire engines, brush fire equipment, rescue trucks, and ambulances, to
help the citizens of New Kent. The departments are manned by volunteers, but augmented
by a paid staff, including a Chief, an administrative assistant, and 6 firefighter/EMTs that
operate out of Station 1 and/or the Human Services Building during the day, Monday
through Friday. There is also a Volunteer Rescue Squad in Providence Forge that serves both
New Kent and Charles City County.
In addition to operations, the department provides fire prevention activities through
education, inspection, and a free smoke detector program. In 2004, the New Kent
Department of Fire & Rescue was one of three localities that received a grant for the
installation of 1000 smoke detectors through the state’s “Get Alarmed Virginia!” program.
County citizens need only call the fire department and set up an appointment to have trained
personnel come into their home, perform an inspection, and install smoke detectors for free.
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The Department of Fire & Rescue answers over 1,800 calls each year and strives to provide
the best service to the people who live in and visit New Kent County. This involves a great
deal of resources – both monetarily and in personnel. While the County provides much of
the money needed to support the volunteer stations, they still need help through donations
and volunteers.
The Fire Marshall’s Office is responsible for enforcement of the 2000 edition of the Virginia
Statewide Fire Prevention Code (VSFPC) in New Kent County. Inspections of all
nonresidential uses are made pursuant to the requirements of the VSFPC. All state and
county fire prevention laws are enforced and permits are issued as required. A fire
prevention permit is required for burning brush in reference to land clearing operations,
except for burns that are specifically exempt by state law. Permits are required for sale of
fireworks by authorized dealers. Permits are required for clubs, organizations, groups, or
businesses to conduct public displays of fireworks.
Emergency Management is responsible for all planning and response activities relating to
natural and technological disasters. Plans are maintained that address response activities to
emergencies including storms, tornadoes, hurricanes, drought, hazardous materials, and
incidents involving radiological materials. Weather systems are monitored continuously via
a direct link to current radar and satellite information. New Kent County serves as a host
jurisdiction for evacuees from the City of Williamsburg and the County of York regarding
emergency events that occur at the Dominion Energy Surry Nuclear Power Station. All major
emergency incidents are coordinated from the Emergency Operations Center at the New
Kent County Station 1.
The County has written mutual aid agreements with the Town of West Point, James City
County, Hanover County, Henrico County, and honors a verbal agreement with Charles City
County.
Disaster aid and other services to victims of New Kent County are covered by the Greater
Richmond Chapter of the American Red Cross. Currently, Colonial Downs serves as an
equine evacuee center.
NEW KENT SHERIFF’S OFFICE
The New Kent Sheriff’s Office, a Constitutional Officer’s department, consists of
approximately 60 members. The sections include Administration, Patrol, Investigations,
Court and Civil Process, Animal Control, and Emergency Communications. There are
currently three facilities occupied by members of the Sheriff’s Office: the Sheriff’s Office, the
Courthouse (both facilities located on Courthouse Circle), and the Animal Shelter on Route
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618. The Courts and Civil Process section is stationed in the Courthouse, along with an
expanded short-term prisoner holding section.
In addition to the County’s agency, the New Kent Sheriff’s Office is a surrogate home base
for approximately 18 Area III Virginia State Troopers, the Virginia Game Commission, and
the New Kent Magistrates Office.
The Sheriff’s Office provides the following special services for New Kent County residents,
their own department needs, and statewide law enforcement assistance: Accreditation
Training & Audits, Motorcycle Patrol, Marine Patrol, Bicycle Patrol, Advanced Crime Scene
Response, Emergency Response Team, Drug/Narcotics Task Force, Gang & Internet Crimes
Investigation, School Safety Program, certified Child Safety Seat instruction and installation,
Traffic Safety Services, Community Crime Prevention, Sex Offender Registry, CrimeStoppers,
VALID & HEAT (stolen car locator), Traffic Speed Trailer, Seniors Telephone Answering
Response (STAR), Project Lifesaver (lost-elderly locator), certified Firearms Range, Police
Firearms practice, training, and certification, Civilian Firearms Safety Training, VCIN/NCIC
instruction and certification, 911 Wireless (cell phone 911 locator), Animal Adoption
Program, Spanish Interpreter, Chaplain Program, and Color Guard.
The New Kent dispatchers manage to handle phone calls, incoming visitors, and radio traffic
for their own agencies, as well as for: the I-64 corridor 911 Wireless calls, Area III Troopers,
Game Wardens, Magistrates Office, Probation & Parole – Adult and Juvenile services, Social
Services/Child Welfare, all New Kent Fire & Rescue services, VDOT crews, Norfolk Southern
and C & O Railroad calls, after-hours New Kent County water utilities, after-hours New Kent
County Board of Supervisors, mutual aid radio assistance for neighboring counties, and radio
assistance to any law enforcement personnel traveling through the County along I-64. The
Sheriff’s Office has written law enforcement mutual aid agreements with the Counties of
Henrico, Hanover, King William, Charles City, and James City, and the Town of West Point.
The County uses the Henrico Jail East facility, which is managed by Henrico County Sheriff’s
Office, but located in New Kent County, to house local inmates.
COUNTY OFFICES AND COURTS
Most County offices are located at New Kent Courthouse. The main Administration building
houses the Switchboard, the Departments of the County Administrator, County Attorney,
Financial Services, Information Technology, Commissioner of Revenue, Treasurer,
Community Development (Planning and Environmental), Building Development, General
Services (Buildings & Grounds, Parks & Recreation, Housekeeping), Geographic Information
Systems, and Human Resources. The Sheriff’s Office is located behind the Courthouse, in the
F.W. Howard Jr, Law Enforcement Office Building. The Circuit Court, General District
Court, Juvenile and Domestic Court, Victim-Witness Assistance Program, and
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Commonwealth Attorney offices are located in the Courthouse. The Historic Courthouse
houses the Registrar’s Office and is currently proposed to be renovated as conference space
and a New Kent Museum. The School Board and Administration office is currently across
the street from the Historic Courthouse, but is proposed to be moved into the Historic School.
The Fire, Rescue, and Emergency Management main office is located in the Human Services
Building, along with the Department of Social Services, Court Services Unit, and New Kent
Department of Comprehensive Services. The Department of Public Utilities is housed in an
office on Poindexter Road, and the Department of Economic Development is located in the
newly constructed Visitor’s and Commerce Center, on State Route 106. The Virginia
Cooperative Extension Office is currently housed in the Historic School. The School and
County vehicle maintenance facility is housed in a new building off of Egypt Road, near the
High School.
SCHOOLS
New Kent County operates four public schools: two elementary schools, one middle school,
and one high school. The County has a dual enrollment agreement with Rappahannock
Community College, which supplements the high school curricula with college-level courses.
In addition, the County sends forty high school students to the Richmond Technical Center
for two-hour vocational classes. The school division has nearly 430 employees. There are
currently 202 licensed teachers, six guidance counselors, four media specialists, four
principals, five assistant principals, and a central office staff. In addition, there are
administrative support, transportation, and custodial staffs.
The elementary school program currently covers kindergarten through fifth grade and
emphasizes reading, writing, and math at grade levels, along with instruction in science,
social studies, art, music, physical education, and health. The middle school curriculum
incorporates grade level teaching, interdisciplinary instruction, and an exploratory program.
It covers sixth through eighth grade. In addition to the standard curriculum, New Kent High
School offers honors and advanced placement course work. A vocational education program
presents many opportunities for students, as do elective programs in music, visual arts,
drama, and foreign languages. Gifted and enriched services are offered throughout the K-12
program. A comprehensive special education program is available to provide specialized
services to students with identified disabilities.
The elementary schools had been converted to K-5 schools just before the 2007-08 school
year. The school board has set County Attendance Zones for the first time. Elementary
students who live in the “Western Zone” go to G.W. Watkins Elementary School. Elementary
students who live in the “Eastern Zone” go to New Kent Elementary School.
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The school division also supports adult education and Parks and Recreation activities. It has
an agreement with the New Kent Parks and Recreation Department for joint use of school
facilities. Table 17 provides information on the County’s four schools.
Table 17 – School Facilities
School
Year Built, Renovated
Square
Footage
Site
Acreage
Capacity
without Trailers
Current
Enrollment
Elementary
1973, 1993, 2006
81,790
15.8
700
563
G.W.
Elementary
1950, 1960, 1966, 1974, 2007
68,000
37.5
700
635
Middle
1989
110,000
50
768
678
High
2008
215,000
75
1,400
916
Source: New Kent County Public Schools
A new 1,400 student capacity high school opened in September of 2008. At that time, the
New Kent middle school students moved to the existing high school. The historic middle
school facility is proposed to be used to meet a number of important needs. The school
board’s needs can be summarized as follows:
• Move the school board office and eliminate the cost of renting the existing school
board facility.
• Move and expand the Preschool program, which will free up space in New Kent
Elementary School.
• Move the Community that Cares alternative program and eliminate the rent being
paid to cover this program.
• Use the four existing computer labs for adult education and an additional SOL
(Standard of Learning) on-line testing site.
• Maintain four to five classrooms that can be used as a “stop-gap” measure to serve
additional elementary students, as plans to build a third elementary school are
incorporated in the schools Capital Improvement Plan.
• The existing cafeteria would provide a back-up freezer facility. In addition, the
catering/food service program at the High School could use this facility for operating a
small restaurant that could provide students with practical work experience. The
restaurant could be operated by the High School business program.
• The existing gymnasium could serve both Parks and Recreation and New Kent’s
expanding high school and middle school athletic programs.
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Table 18 – Total Enrollment for School District
Number of students
Percent Increase
2001-2002
2,363
-0.04%
2002-2003
2,477
4.6%
2003-2004
2,504
1.1%
2004-2005
2,583
3.1%
2005-2006
2,581
-0.1%
2006-2007
2,666
3.2%
2007-2008
2,733
2.5%
2008-2009
2,737
0.15%
2009-2010
2,792
2.0%
Source: New Kent County Public Schools
As shown in Table 18, with the exception of 05-06, the total enrollment for the New Kent
Schools has been steadily rising over the past 8 years, and will continue to climb, with the
addition of the new developments planned in the County.
The School Division’s adopted Six-Year Plan sets the following targets for the pupil to teacher
ratios at each of the following grade levels:
Kindergarten 15:1
First Grade 18:1
Grades 2-8 20:1
Grades 9-12 25:1
The Superintendent has advised that the following are targeted maximum capacities for each
school type:
Grades K-5 700 students
Grades 6-8 800 students
Grades 9-12 1,400 students
PARKS AND RECREATION
In 2000, the County established a Parks and Recreation Department with a full-time Parks
and Recreation Coordinator and a full-time Recreation Program Assistant. The Parks and
Recreation Department offers a variety of activities for youth, adults, and seniors. There
were 1,400 participants in the department’s first year of offerings.
Programs are held in the New Kent County School facilities during non-school hours based
on a shared use agreement between the New Kent County School Board and the New Kent
County Board of Supervisors. Activities are also held at the New Kent County Airport in a
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1,600 square foot multi-use area in the Terminal Building, as well as the County’s
Community Centers.
In addition, the County owns and operates the Wahrani Nature Trail, on Route 33.
Chesapeake Corporation proffered the 138-acre park to the County as part of a 2001 rezoning.
New boundary lines were created in a transfer of land between the Department of Parks and
Recreation and the Industrial Development Authority, which benefited both groups. The
new land provided opportunities for new trails for the park. The master plan for this
property included trail mapping. The trail was opened to mountain bikes in the Spring of
2007, to increase the use of the trial system.
More recently, another rezoning proffer resulted in the County receiving the title to a 10-acre
park site located at the front of the Quinton Park subdivision in the western portion of the
County. This park includes a playground, a baseball/softball field, a multi-purpose field,
picnic pavilion with restrooms, and an area set aside for future basketball courts.
Also, as a condition of the 1993 Newport News Water Agreement, Newport News has a
parcel of land adjacent to the Diascund Creek Reservoir that is in the process of being
transferred from Newport News to New Kent County for recreational use.
With the Farms of New Kent approval, the County has also been proffered a 100-acre parcel
on Criss Cross Road, behind the rest area on the westbound side of I-64. The parcel is to be
developed as a County park and is in the master planning phase.
There are also privately-owned golf courses, meeting halls, community recreation facilities,
and boat ramps located in the County.
HUMAN SERVICES
Human services in New Kent County are provided by many active service providers. The
five major direct service providers are the Department of Social Services, Quinn Rivers
Community Action Agency, the Department of Health, New Kent/Charles City Mental
Health and Mental Retardation, and the Office of Comprehensive Services.
The primary point of access for County residents is the New Kent Department of Social
Services. The Department offers some of the following state and/or federally-funded
temporary assistance programs:
• Employment Services Program
• Food Stamps
• Temporary Assistance for Needy Families (TANF)
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• Medicaid to include Community Based and Long Term Care
• IV-E Foster Care
• State and Local Hospitalization
• Auxiliary Grants
• Energy Assistance
Additionally, Social Services staff review and/or investigate allegations of the following:
• Public Assistance Fraud
• Child Abuse, Neglect, and Exploitation
• Adult Abuse, Neglect, and Exploitation
Social Workers also handle cases of Adoption, Foster Care, Court-Ordered Home Studies,
and Visitations, in addition to a number of other state and federal requirements.
Social Services, Quinn Rivers, and the Health Department are now housed in the new
Human Services Center to allow County residents to receive the highest quality of services in
a professional, efficient, and fiscally responsible manner. This building also houses Bay
Transit and the New Kent Fire & Rescue main office.
A Public Facilities / Parks & Recreation Map is included in this plan.
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ECONOMIC DEVELOPMENT
NATIONAL SITUATION
U.S. economic activity declined sharply following the global financial crisis in the fall of 2008.
Efforts by the Federal Reserve, the Treasury Department, and other U.S. authorities to
stabilize the financial system, together with highly simulative monetary and fiscal policies,
helped slow the decline and are supporting an emerging economic recovery.
The U.S. economy expanded at about a 4 percent annual rate during the second half of 2009.
A significant portion of that growth was due to the progress firms made in working down
unwanted inventories of unsold goods, which left them more willing to increase production.
As the growth provided by the inventory cycle is temporary, and as the fiscal support for
economic growth likely will diminish, a sustained recovery will depend on continued growth
in private-sector final demand for goods and services.
Private final demand does seem to be growing at a moderate pace, supported in part by a
general improvement in financial conditions. In particular, consumer spending has recently
picked up, reflecting gains in real disposable income and household wealth and tentative
signs of stabilization in the labor market. Business investment in equipment and software has
risen significantly. And international trade--supported by a recovery in the economies of
many of our trading partners--is rebounding from its deep decline of a year ago. However,
starts of single-family homes, which rose noticeably this past spring, have recently been flat,
and commercial construction is declining sharply, reflecting continued difficulty in obtaining
financing.
The job market has been hit especially hard by the recession, as employers reacted to sharp
sales declines and concerns about credit availability by deeply cutting their workforces in late
2008 and in 2009. Some recent indicators suggest the deterioration in the labor market is
improving: Job losses have slowed considerably. Initial claims for unemployment insurance
have continued to trend lower, and the temporary services industry, often considered a
leading indicator for the employment outlook, has been expanding steadily since October
2009. Although these are positive signs the job market remains quite weak, with the
unemployment rate near 10 percent and job openings scarce.
Increases in energy prices resulted in a pickup in consumer price inflation in the second half
of 2009, but oil prices have flattened out over recent months, and most indicators suggest that
inflation likely will be subdued for some time. Slack in labor and product markets has
reduced wage and price pressures in most markets, and sharp increases in productivity have
further reduced producers' unit labor costs. The cost of shelter, which receives a heavy
weight in consumer price indexes, is rising very slowly, reflecting high vacancy rates. In
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addition, according to most measures, longer-term inflation expectations have remained
relatively stable.
The improvement in financial markets that began in the spring of 2009 continues. Short-term
funding markets have returned to near pre-crisis levels. Many (mostly larger) firms have
been able to issue corporate bonds or new equity and do not seem to be hampered by a lack
of credit. In contrast, bank lending continues to contract, reflecting both tightened lending
standards and weak demand for credit amid uncertain economic prospects.
THE VIRGINIA SCENE
Over the years the Virginia economy has outperformed that of the nation in the broad
categories of employment, income, and population growth. The economic diversity of the
Commonwealth has much to do with this record. No one sector dominates the Virginia
economy. The presence of federal government activity, both military and civilian, tends to
moderate any cyclical swings. Federal spending for consultants and contractors has resulted
in a heavy concentration of these valuable jobs in Northern Virginia and around military
installations. Virginia’s manufacturing sector, no longer the employer of dominance, is still
strong and competitive with a heavy concentration of technologically advanced industries,
such as bio-sciences, chemicals, and transportation equipment.
The communications, internet, and technological industries of Northern Virginia have added
economic strength to the Virginia economy over the last ten to fifteen years, becoming one of
the leading centers for such activity in the world. Third party logistics and import
distribution centers are now commonly found across Virginia, adding a new wave of
diversity and economic strength.
The Richmond area has continued to be a magnet for major corporate activity: new corporate
headquarters include Genworth Financial, Philip Morris USA, and MeadWestvaco. In 2007
Philip Morris completed a $350 million research and development laboratory in Richmond.
Virginia is the headquarters for thirty Fortune 1000 firms.
To New Kent’s east, the Hampton Roads Economy has remained solid during this economic
downturn. Some Hampton Roads businesses scrapped or postponed projects. Some laid off
employees. The region, however, has weathered the recession better than many parts of the
country. In a series of 2009 reports on economic activity in the nation's 100 largest metro
areas, the Brookings Institution, a think tank based in Washington, D.C., said the Virginia
Beach-Norfolk-Newport News region ranked among the top 20 areas in performance. The
Brookings program evaluates the strength of metro areas according to changes in their
employment and jobless rates, output of goods and services, and home prices. Hampton
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Roads ability to fair well in this economy is largely contributed to heavy federal spending in
the region including spending for the military and government contracted services.
In 2009, Virginia ranked seventh among the states in per capita personal income, with $43,874
per capita income (adjusted to 2009 dollars). Relative to its peers, Virginia's per capita income
was lower than Maryland ($48,285) in 2009, but higher than North Carolina ($34,453) and
Tennessee ($34,089). National per capita income stood at $39,138. Between 2000 and 2009
Virginia's per capita income grew at a rate of 1.2 percent, compared to the national average of
0.4 percent over the same period. Regional employment growth data in 2008 indicate that the
Northern region (1.82 percent) had the fastest growing rate in the state over the previous
year. The Eastern region exhibited the second highest employment growth at 1.59 percent.
Virginia's remaining regions all saw rates at or below 1.05 percent. In 2009, Virginia’s
unemployment rate was 6.7%, significantly better than the U.S. rate of 9.3%. In short,
Virginia’s economy has continued to grow, evolve, and strengthen relative to the United
States.
NEW KENT COUNTY
New Kent’s fortunate geographic location between two major metropolitan areas with
excellent transportation access places the County in a position as a natural target for growth.
The western edge of the County is only twenty minutes from downtown Richmond, a quick
ten minutes to the Richmond Airport, and within three miles of Interstate 295. Interstate 64
runs on an east-west axis the length of New Kent, and gives direct access to Williamsburg, all
of Hampton Roads, and the rich opportunities associated with the Virginia Ports and the
other economic activity of the area.
There can be no doubt that New Kent County has been “found” as an attractive place to live.
Between 1990 and 2010, the population increased by approximately 77%. As a comparison,
in the first half of the previous decade, Virginia had an annual average population growth of
1.3%, while New Kent’s was approximately 4.0%.
The development of water and sewer infrastructure along the Interstate 64 corridor, has been
a priority over the previous decade, and is critical to economic growth. By the end of 2010,
an integrated sewer system has been completed within the Parham Landing treatment plant,
having the capacity of 2 to 3 MGD, and a reclaimed waste water line will be extended to the
Kentland Planned Unit Development area for irrigation at Colonial Downs and two golf
courses.
At Bottoms Bridge, the commercial sites associated with the Patriot’s Landing development
are prepared, with one already sold for a family fitness center, which is currently under
construction. Other commercial sites are under various stages of development with
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commitments or interest for medical offices, fast food restaurants, sit-down restaurants,
branch banks, and similar retail or personal services operations. Natural gas service is now
available in Bottoms Bridge, and extends along Route 60 eastward to Route 106, and from
there to the New Kent Vineyards Planned Unit Development.
At the Route 106/New Kent Vineyards interchange, commercial interest remains strong. The
commercial space at the “Farms” site is being actively marketed to “big box” anchors and
other users. On Route 106 South, active interest from both commercial and industrial users is
being exhibited.
At Weir Creek Industrial Park, the first phase of the project is complete which consist of three
pad sites. The Parham Landing Commerce Park building is complete, with several tenants
occupying suites, and others in negotiations. The entire Route 33 corridor is receiving
considerable interest and is being marketed as a site for import distribution centers as well as
other heavy commercial or industrial purposes. The County received a multimodal
transportation planning grant from VDOT to study the potential for using barge
transportation of containers up the Pamunkey River to help relieve congestion in the
Hampton Roads Port area. The results of the study indicated that a barge import and export
facility would be financially feasible, and would significantly reduce tractor trailer traffic on
Interstate 64. As the economy improves and port activity picks back up at the Hampton
Roads ports, staff will continue to work with state agencies to explore opportunities to
develop an inland port facility.
New Kent County is well on its way to being a community prepared for economic
development. Certainly planning, utility extension, and development work remains;
however, New Kent has sufficient product and resources in place to be reasonably
considered for many types of economic activity that just several years ago would have been
impossible.
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EXISTING LAND USE PATTERNS
Several patterns of land use are evident in New Kent County. There are commercial centers
at Bottoms Bridge, Providence Forge, and Eltham, all of which are complemented by nearby
residences. There are smaller clusters at Lanexa, Barhamsville, Cary’s Corner, Davis
Crossroads, Kentland, and Quinton. New Kent Courthouse is currently emerging as the
County’s first “Village” area, with the Maidstone development providing mixed-use
opportunities. New Kent Courthouse is also the center for government and institutional
uses. Other mixed-use centers, on larger scales, are emerging at the Kentland development
surrounding Colonial Downs, in the area of the Patriot’s Landing development in Bottoms
Bridge, and in the area of the Farms of New Kent development off Route 106.
Residential development is clustered in a number of subdivisions of various types, but is also
widely scattered along rural roads. Clearly, the bulk of residential development is located in
the western and center sections of the County. Areas around Lanexa and the Diascund Creek
Reservoir have the greatest concentration in the eastern part of the County.
When asked, most residents say they enjoy the rural character of the County, and want it to
largely remain. Yet, the concept is difficult to define in a useful way. Low density is often
suggested as the key defining feature of rural character. While this is true, it is not the only
feature that creates rural character. A more comprehensive analysis would consider the
various forms that development can take and determine whether they are traditionally found
in a rural environment or not. If the planning effort is to effectively address the issue of
preserving rural character, it is essential to understand which forms of development fit and
which do not.
Traditional rural forms were a response to local conditions and arose during a time when
travel was difficult and time consuming. Non traditional forms arose during the automobile
era and are also heavily influenced by land use regulations. The following land use forms are
identified in New Kent County and are presented here to create a common vocabulary.
TRADITIONAL RURAL FORMS
Woodland
Approximately 70 percent of the County’s land mass is comprised of woodlands. Woodlands
can be actively managed or not. Woodlands may include both single species and multiple
species forests. Woodlands provide an environmentally beneficial land use with no local
service requirements.
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Tree Farms
The term tree farm is a designation by the American Forest Foundation which recognizes the
practice of forestry on private lands. The Tree Farm program requires certified forests to
adhere to standards that ensure the sustainability of forests as well as the multiple uses of
forests. They have standards and guidelines for reforestation, water quality, wildlife habitat,
aesthetics, biodiversity, utilization, and protection of historic or geological sites among other
areas.
Open Farmland
Open farmland is characterized by crops, pastureland, barns, and other storage structures.
Farmland is income producing and is visually appealing. As is the case with woodlands,
farmland generates virtually no demands for local public services.
Roadside Meadows
Roadside meadows are typically characterized by old farm fields no longer in active crop
production. Meadows can provide excellent wildlife habitat and are generally visually
appealing.
Farm Clusters
Farm clusters are characterized by houses and farm related outbuildings such as barns,
sheds, and coops. Farm clusters are typically set back from the road in the middle of fields
with shade trees and long road frontages.
Rural Crossroads
Rural Crossroads are characterized by a tight cluster of small commercial establishments
such as general stores, banks, restaurants, gas stations, convenience stores, etc. They
typically occur at intersections and serve a local population.
Hamlets
Hamlets are a smaller version of a village. Like a village, they are characterized by a mix of
structures and uses, including residential and commercial. They are compact in size. They
are not intended to be served by public utilities through the year 2040.
Villages
Villages are characterized by a mix of structures and uses, including residential, commercial,
and institutional. They are typically compact in size and pedestrian oriented. They have
historically functioned as social centers. They are served or intended to be served by public
utilities.
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NON TRADITIONAL FORMS
Small Road Front Lots
These land forms are characterized by the subdivision of existing road frontage into
individual home lots, usually close to the road, with individual driveways. Such road front
lots are easy and inexpensive to subdivide, do not convey a sense of planning, and can create
or contribute to safety and capacity concerns along once rural roads.
Large Road Front Lots
These land forms are characterized by houses set further back from the road, on larger
parcels, often with the home hidden from view of the street. These lots have less visual
impact than small road front lots, but still have individual driveways onto existing roads
with their attendant concerns.
Large Lot Subdivisions
These subdivisions are characterized by an internal road system, often privately maintained.
These subdivisions usually do not have public utilities.
Medium Density Subdivisions
These subdivisions are also characterized by an internal road system, usually with state
maintained roads. Their higher density often dictates the provision of public utilities, though
this is not always the case. They typically represent a more affordable alternative to large lot
subdivisions.
Mobile Home Parks
Mobile home parks are usually of a compact size with small lots which may be rented or
owned. They often feature common amenities and the small size of the lot typically requires
the provision of public utilities.
Strip Commercial Sites
This type of development is characterized by individual commercial establishments along
major highways with individual driveways and parking lots. While highly visible, this type
of development does not convey a sense of planning and can often impede highway
efficiency due to multiple points of access.
Shopping Centers
Shopping centers are characterized by a collection of stores and occasionally offices, usually
housed within the same structure. Larger centers typically have commercial outparcels
located along the highway frontage. Access is usually controlled, although outparcels may or
may not have individual entrances onto the highway, depending on local ordinances.
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Industrial Sites
Industrial sites are typically characterized by individual industrial establishments, usually
located along highways. They are usually incrementally developed with individual highway
entrances, which can impede highway safety, depending on the amount and type of traffic
entering and exiting these sites.
To summarize, the traditional rural landscape of New Kent County consists of scenic
highway corridors; villages/hamlets at Providence Forge, Lanexa, Barhamsville, Eltham, and
New Kent Courthouse, and scattered rural crossroads. Non traditional forms consist of the
various subdivision types, plus strip residential and strip commercial areas. Subdivisions
tend to be concentrated in areas close to arterial highways, but it is apparent that strip
residential growth can appear anywhere, from the fringe of villages to along the most rural
roads.
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FISCAL IMPACT ANALYSIS
BACKGROUND
Fiscal impact analysis is a tool for estimating the long-term financial consequences likely to
result from new development. New developments have the potential to generate additional
revenues, but also will result in additional expenditures to provide both governmental
services and infrastructure to support the development.
The process of fiscal impact analysis involves the allocation of revenues and expenditures
related to the provision of services to residential and employment land uses. Revenues and
expenditures are allocated based on their source or use, demographic, geographic, economic,
and financial data. Those revenues and expenditures that can clearly be identified with a
particular source or use are allocated to that source or use. For example, expenditures for
social services and parks and recreation are allocated to residential uses. Revenues and
expenditures whose source or use cannot be clearly identified with either residential or
employment land uses are allocated based on factors including:
• Data related to population, employees, households, school enrollment, median
income, and other available demographic data
• The number, type, and market value of land parcels in the County
SUMMARY
Springsted Incorporated was retained by New Kent County as a component of this
Comprehensive Plan update to assist in estimating the fiscal impacts likely to result from
new residential and commercial/industrial development. The process of fiscal impact
analysis involves the allocation of revenues and expenditures related to the provision of
services to residential and employment land uses. Revenues and expenditures are allocated
based on their source or use, demographic, geographic, economic, and financial data. For
New Kent County’s cost of services study, Springsted relied upon a process which included
an initial meeting with various County staff members to obtain a thorough understanding of
the rationale for the analysis and subsequent meetings to review their methodology and
information which was gathered. The full report can be found in Appendix B.
It is important to understand that this cost of services study relies on significant amounts of
demographic, geographic, economic, and financial data provided by the County and from
other various sources (as referenced in the full report).
Demographic data was obtained from the New Kent County Community Development
Department (2010 Data Summary). Economic data was obtained from a variety of sources,
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including the United States Bureau of Labor Statistics, the Virginia Department of Taxation
and the Virginia Tourism Corporation. Financial data was obtained from the County
(Comprehensive Annual Financial Report for Fiscal Year Ended June 30, 2010). The number, type,
and market value of land parcels in the County were provided by the Commissioner of
Revenue.
Geographic property data, obtained from the County, was used to allocate annual revenues
and expenditures to either residents or employees except those revenue sources and
expenditures that could clearly be allocated to a particular land use type or where a different
allocation method would provide a more equitable distribution.
The cost allocations, based on geographic property data, resulted in estimated revenues
generated, with the exception of sales taxes, Business Professional and Occupational License
(B.P.O.L.) taxes, and property taxes, of $2,132.20 per resident and $336.38 per employee and
estimated expenditures per resident of $3,034.64 and per employee of $476.85.
Annual revenues from sales taxes and B.P.O.L. taxes were calculated to provide a more
accurate estimated amount. This resulted in estimated annual sales tax revenue of $35.05 per
resident and $73.91 per employee and B.P.O.L. tax revenue of $9.01 per resident and $76.60
per employee to the County being generated using recognized methodology.
Annual real property tax revenues generated by a new resident were estimated based on an
average residential property value of $218,860 and the County’s FY 2010 real property tax
rate of $0.73/$100. This resulted in projected real property tax revenue of $624.09 per
resident.
Annual real property tax revenues resulting from a new employee were estimated using the
average assessed commercial/industrial property value per employee, determined to be
$198,315. This resulted in estimated real property tax revenue of $1,447.70 per employee.
Springsted’s analysis estimated that, on average, a new resident in New Kent County
generated revenues of $2,800.36/year and required estimated services costing $2,789.21/year
resulting in net revenues of $11.15/year. Their analysis also estimated that, on average, a new
employee provided the County with revenues of $1,934.59/year and required services costing
$448.53/year resulting in net revenues of $1,486.06/year.
The provision of these services will require capital assets, including land, buildings,
equipment, and other assets. The cost of these assets was estimated based on the assets
currently owned by the County. These assets were allocated to residents and to employees
based on their applicability and their original cost. This resulted in a capital asset cost of
$6,253 per resident and $2,200 per employee.
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The total estimated fiscal impact for New Kent County is the sum of the allocated revenues
and expenditures related to the provision of services and the allocated capital assets. The
total fiscal impact for an average New Kent County family with median income of $73,245 is
negative ($6,242) the first year of residency based on the net cost of providing services and
the cost of required capital assets. The total fiscal impact for a new employee is also negative
($714) the first year as the cost of capital assets exceeds the excess revenues resulting from
each new employee. Negative impacts are reduced over time as revenues accrue to identified
uses and capital project costs are spread over new uses. This summary is shown in the table
below.
Revenues
Resident
Employee
County Funds Excluding Schools
$ 776.65
$ 336.38
School Funds
$ 1,355.55
-
Property Tax
$ 624.09
$ 1,447.70
Sales Tax
$ 35.05
$ 73.91
B.P.O.L.
$ 9.01
$ 76.60
Total Revenues
$ 2,800.36
$ 1,934.59
Expenditures
$ 2,789.21
$ 448.53
Revenues Over (Under) Expenditures
$ 11.15
$ 1,486.06
Capital Assets
$ 6,253.01
$ 2,200.15
First Year Net
$ (6,241.86)
$ (714.09)
It is important to understand the assumptions that generated these results. These include:
• Median family income is typically less than average (or mean) family income. Median
family income is the point where half the families by number have lower income and
half the families by number have greater income.
• The analysis assumes an average number of residents per housing unit of 2.56.
Housing units with lesser residents per unit would most likely result in positive fiscal
impacts while those with more residents per unit would result in greater negative
impacts.
• The analysis used an average cost methodology. The average cost method calculates
the cost of providing services based on the current population, number of employees
working in the County and the number and value of assessed real property. These
costs were assumed to represent the costs of providing services and capital assets to
new residents and new employees.
• The analysis assumed there are neither excess nor deficient capacities in existing assets
or services. Excess capacity would result in a lesser cost per resident and per
employee while a deficient capacity would result in a greater cost.
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• The costs of providing services determined were based on the County’s FY 2010
financial data and capital assets. These costs should be updated in the future to reflect
the changes that will occur in revenues, expenditures, and assets.
The actual cost will depend on the unique circumstances related to the development.
Including fiscal impact analysis as part of the comprehensive planning process enables the
County decision-makers to gain a better understanding of the likely financial impacts
resulting from different development alternatives.
The County will need a mix of land use and development as it grows; however, it should be
careful to provide a balance of land uses understanding that its ability to encourage any
particular land use depends on many factors outside its control.
The fiscal impact analysis provides the County with one piece of information that, while
valuable, needs to be taken in the total context of its comprehensive planning process. Other
factors used in land-use decision making include economic factors such as housing
affordability, environmental/quality of life, social including jots/housing balance, and
political and are all typically part of the planning process.
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GOALS, OBJECTIVES, AND IMPLEMENTATION STRATEGIES
INTRODUCTION
Goals constitute the vision of the future of New Kent County. These goals are a general
statement of the ideals toward which the County strives. Objectives are specific, measurable
subsets of these generalized goals. Finally, implementation strategies are recommended,
concrete actions that the County should take toward the realization of its stated goals and
objectives.
OVERARCHING GOALS
Throughout the public process, the following four overarching goals came to the forefront of
discussions time and time again. As a consequence, they are the guiding principles that form
the foundation upon which the entire Plan is built.
• Preserve the County’s existing rural character
• Protect the natural environment
• Encourage responsible economic development with a target of realizing thirty
percent of local tax revenues from business sources by the year 2040.
• Maintain as low a real property tax rate as possible into the future.
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RESOURCE PROTECTION
The first element considered in the development of the Comprehensive Plan was the
protection of the County’s natural resources. New Kent County is blessed with a relatively
unspoiled natural environment, and the protection of both the natural environment and the
County’s existing visual appeal is of foremost concern to County residents.
In 1998, the County completed a Water Resources Element. The basic concepts are still
relevant today and are hereby incorporated into this Comprehensive Plan.
In 2009, the County collaborated with the Green Infrastructure Center to develop a series of
maps that identify and provide information for the County’s key green infrastructure assets,
such as critical forests, watersheds and wetlands, working lands, and areas important for
wildlife conservation. This information, several maps, and associated strategies are hereby
incorporated into this Comprehensive Plan.
The Virginia Department of Conservation and Recreation, along with the Center for
Watershed Protection, published a document called “Better Site Design – An Informational
Brochure for Virginia Communities Implementing the Chesapeake Bay Preservation Act”
and the practices and principals from that document are hereby incorporated into this
Comprehensive Plan.
Goal 1: Conserve, protect, and preserve the quality of the County’s air, water, soil, wildlife
habitat, and scenic views through responsible stewardship of the land.
Objective A: Ensure that current Commonwealth of Virginia Chesapeake Bay Act
requirements are incorporated into appropriate County ordinances, policies, and practices.
Strategies:
1. Update the New Kent County Code to reflect recent and any future revisions to
Chesapeake Bay Act requirements.
2. Participate in the York Watershed Roundtable to develop tributary strategies.
3. Seek out and participate in groups centered on the Lower James River Watershed.
4. Improve the RPA (resource protection area) mapping information in the County
GIS (geographic information system) and keep the data current thereafter.
5. Continue to require water quality management for all developments where the
proposed impervious cover exceeds the County average.
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Objective B: Encourage innovative, alternative storm water management practices.
Strategies:
1. Investigate the creation of regional storm water management facilities with
provision for individual projects to contribute a proportional share of the
construction and maintenance of such shared facilities.
2. Encourage the use of bio-retention storm water management and other low impact
development techniques; keep the County’s Low Impact Development Design
manual up to date.
3. Provide stormwater treatment for parking lot runoff using bioretention areas, filter
strips, and/or other practices that can be integrated into required landscaping areas
and traffic islands.
4. As new technologies become available for sustainable management of storm water,
incorporate their use into revisions of the County’s storm water management
ordinances.
5. Encourage stormwater harvesting and reuse.
6. Evaluate the effectiveness of structural BMPs (best management practices) over
time and based on those evaluations, develop enforceable guidelines for their
maintenance that ensures continued effectiveness.
7. Investigate programs for the trading of nutrient credits between agricultural and
industrial uses.
Objective C: Control erosion and runoff by preserving existing, natural vegetation to the
greatest extent possible.
Strategies:
1. Consider the implementation of ordinances and policies requiring that only the
least amount of clearing occurs for development.
2. Discourage clearing in natural drainage courses except in unusual situations.
3. Regulate and provide incentives for the maintenance of vegetative buffers around
new development projects.
4. Discourage speculative land clearing activities in the County.
5. Where density, topography, soils, and slope permit, vegetated open channels
should be encouraged in the street right-of-way to convey and treat stormwater
runoff instead of the use of piped drainage systems.
6. Conserve trees and other vegetation at each site by planting additional vegetation,
clustering tree areas, and promoting the use of native plants. Wherever practical,
manage community open space, street rights-of-way, parking lot islands, and other
landscaped areas to promote natural vegetation.
7. Clearing and grading of forests and native vegetation at a site should be limited to
the minimum amount needed to create building sites, allow access, and provide
fire protection. A fixed portion of any community open space should be managed
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as protected green space; such spaces should be sufficiently large to provide
recreational and habitat values/functions.
Objective D: Develop practical and realistic zoning and regulatory controls that protect the
natural environment while recognizing and considering private property rights.
Strategies:
1. Ensure that new zoning and regulatory controls have a demonstrated and balanced
environmental benefit.
2. Develop and implement watershed protection standards for lands proximate to
surface drinking water impoundments.
3. Solicit input of the engineering and business community in the development of
new zoning and regulatory controls.
4. Periodically inventory existing dams in the County, assess their hazard potential,
and seek funding for preparation of dam inundation zone maps for those dams
with a hazard potential of high or significant.
Goal 2: Promote and encourage environmentally responsible and conservation based land
use planning.
Objective A: Provide incentives for conservation land use planning and protect the County’s
environmental assets.
Strategies:
1. Encourage clustering and open space development techniques as the primary
option for residential developments and provide incentives for their use.
2. Promote the use of tax credits for open space protection.
3. Promote the County’s PDR (purchase of development rights) program and
continue to seek funding for the program.
4. Promote the use of conservation easements on private property.
5. Consider adopting a TDR (transfer of development rights) ordinance.
6. Provide funding to allow for public purchase and private trading of development
rights to the extent permitted by the Code of Virginia.
7. Develop and maintain a continuing dialogue with organizations such as the
American Farmland Trust, Virginia Outdoors Foundation, and local land
conservancies and trusts.
8. Act as a clearinghouse for information on available government and private
conservation programs.
9. Encourage the use of agricultural and forestal districts or land use taxation to allow
rural lands to remain in an undeveloped state.
10. Utilize the green infrastructure asset maps to analyze opportunities to maximize
the economic and environmental benefits provided by the county’s working lands
(farms and forests).
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Objective C: Minimize noise and light pollution in the County.
Strategies:
1. Promote the use of landforms in industrial areas to minimize noise from such
operations.
2. Establish noise standards that require that site-generated noise from industrial and
similar high-noise producers is trapped or baffled or otherwise prevented from
disturbing neighboring properties.
3. Require the use of exterior lighting fixtures that protect the dark night sky, keep
the light on site, and do not impact neighboring uses.
4. Require that streetlights, where installed, must use fixtures that direct illumination
downward and avoid reflected illumination of the sky.
Objective D: Utilize the services of the Colonial Soil and Water Conservation District, the
Virginia Department of Forestry, and the New Kent branch of the Virginia Cooperative
Extension Office.
Strategies:
1. Identify opportunities and strategies that support land use performance measures
that protect and improve local natural resources.
2. Seek out and collaborate on grant funding opportunities.
3. Solicit assistance in homeowner education.
4. Solicit assistance in reviewing site plans and development plans; review the
efficiency and appropriateness of landscaping plans.
5. Utilize and collaborate in preparing nutrient management plans, agriculture and
forestry Best Management Practices (BMP’s), and stormwater and turf
management.
6. Cooperate in ensuring that agricultural and forestry BMP’s are implemented and
properly maintained, and that Urban Forestry concepts are utilized in more built-
up areas of the County.
Objective E: Promote environmentally responsible waterfront development in the County.
Strategies:
1. Carefully consider stream bank erosion issues by encouraging the use of non-
structural shoreline stabilization techniques that ensure connectivity between the
marine and near-shore environment.
2. Ensure that waterfront redevelopment projects do not degrade and, if possible,
enhance existing water quality through the use of such techniques as French
drains, mulch, and vegetative buffers, etc.
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Objective F: Support and promote sustainable alternative energy sources and production.
Strategies:
1. Encourage the production and refining of biomass fuels, especially those which do
not utilize food and feed crops; allow such uses as a matter of right in appropriate
areas subject to meeting reasonable performance standards.
2. Consider developing policies and regulations that allow for small-scale wind and
solar energy projects as a matter of right subject to meeting reasonable
performance standards.
3. Consider developing policies and regulations that allow for designated parking
areas for electric vehicle (EV) charging.
Objective G: Consider the environmental impacts of development in the review and
approval process in a manner that promotes environmentally sustainable development.
Strategies:
1. Require an environmental impact analysis, paid for by the applicant, as a part of all
rezoning applications and for larger subdivisions and land development proposals.
2. Continue to use the threshold of land clearing as set by the state Chesapeake Bay
Act requirements to trigger the requirement for a land disturbance activity permit.
3. Continue to require that in subdivisions minimum lot size must be satisfied
without inclusion of RPA and environmentally sensitive lands.
4. Provide and encourage a preliminary, courtesy staff review for new development
proposals in order to encourage a positive dialogue with regard to upfront land
planning.
5. Consider developing and implement policies and regulations that discourage road
and utility crossings of ravines and other environmentally sensitive areas
whenever possible.
6. Discourage excessive grading and significant changes to the natural land forms
during the development process.
7. Establish reasonable performance standards for development including
preservation and establishment of vegetative buffers and use of greenbelts along
designated scenic byways and other rural roads.
8. Maintain and enhance the capabilities of the GIS, including detailed (1-foot contour
interval) topographic mapping and aerial photography coverage.
9. Ensure compliance of County ordinances with Commonwealth of Virginia
silvicultural regulations.
10. Establish within the development ordinances of the County a general policy of
clearing no more land than necessary to support the desired development.
11. Continue to review development proposals for water dependent uses for
compliance with the Virginia Institute of Marine Science (VIMS) and Virginia
Marine Resources Commission (VMRC) siting and design criteria.
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12. Continue to require site plan review and approval for all commercial access sites
and sites with areas zoned for Conservation.
13. Maintain floodplain protection ordinances and policies that allow the County to
fully participate in the National Flood Insurance Program and Community Rating
System.
Objective H: Implement the Cool Counties Resolution (R-46-07), adopted by the Board of
Supervisors.
Strategies:
1. Create an inventory of components of County operations that contribute to the
production of greenhouse gases and develop a plan to achieve a measurable and
sustainable reduction of greenhouse gases attributable to those operations.
2. Work closely with local, regional, state, and federal governments to establish
policies and regulations that achieve long-term greenhouse gas emissions
reductions.
3. Through the RRPDC bring together the local governments in the Richmond and
Hampton Roads regions to identify the regional climate change impacts and to
develop plans to prepare for and protect our citizens from those impacts.
Goal 3: New Kent County’s water resources should be of the highest possible quality.
Objective A: Continue to guide development so that the capacity of the soil to absorb septic
tank effluent is not compromised.
Strategies:
1. Continue to review, and periodically update, the density allowances for
development in all zoning districts such that density is concentrated where the
land and infrastructure is most capable of sustaining it.
2. Continue to require, as part of the Subdivision Ordinance, that land to be
subdivided for which public sewer is not proposed must be tested for percolation
and adequate absorption.
3. Continue to guide commercial development toward areas already served by public
sewer.
4. Continue to require 100 percent reserve drainfields to assure adequate system
function in the event the primary drainfield fails.
5. Where alternative on-site septic systems are utilized, require that their presence
and the requirements for their maintenance and use be fully disclosed to owners of
the property through recording the location and maintenance requirements upon
the land records of the County.
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Objective B: Protect wetlands, natural habitat, and other environmentally sensitive areas
from loss or degradation by development.
Strategies:
1. Develop and map an inventory of Natural Heritage Areas for review when
processing development applications. Require developers to provide assurances
that these areas are adequately protected or that mitigation plans are adequate.
2. Continue to require developers to delineate wetlands and other environmentally
sensitive features as part of development proposals.
3. Continue to administer wetlands protection regulations through the local Wetlands
Board.
4. Continue to require floodplain mapping on plans; determine base flood elevations
as a part of site plans in A zones.
5. Continue to administer the Chesapeake Bay Preservation Ordinance and the
performance standards for development within the Resource Management and
Resource Protection Areas.
6. Continue to coordinate the efforts of New Kent County with those of the
Chesapeake Bay Local Assistance Board and those state and federal agencies
concerned with water quality protection.
Objective C: Protect the groundwater supply in the various aquifers within New Kent
County from overuse and from pollution generated by above ground activities.
Strategies:
1. Continue to monitor septic tanks with emphasis on encouraging replacement or
repair of failing systems and possibly extending public sewer to areas with
concentrations of failing systems.
2. Support Virginia Department of Environmental Quality efforts in locating and
replacing leaking underground storage tanks.
3. Continue to require that storage tanks, both above and below ground, be installed
with appropriate building permits.
4. Delineate wellhead protection areas for active public water supply wells and
establish limitations on the types of land uses allowed in these protection areas.
5. Continue to require that septic tanks be pumped out every five years.
6. Consider requiring the use of effluent filters and observation ports in all newly
installed conventional septic tanks.
7. Prohibit the development or expansion of landfills, junkyards/salvage yards,
radiological, and nuclear uses in order to protect groundwater.
8. Utilize the county’s water conservation and management plan to protect and
conserve both public and private water supplies.
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Objective D: Protect New Kent County’s surface water resources from all sources of
pollution.
Strategies:
1. Require, to the extent permitted by law, the use of nutrient management plans and
Best Management Practices in agricultural operations.
2. Continue to provide a coordinated response to hazardous materials and waste
spills.
3. Continue to regulate the location and development of large commercial and
industrial facilities through the site plan review process and application of the
Zoning Ordinance and performance requirements.
4. Monitor the Virginia Department of Environmental Quality’s (DEQ) granting of
Virginia Pollutant Discharge Elimination Systems (VPDES) permits for potential
impacts to New Kent County.
5. Prepare to operate the Virginia Stormwater Management Program (VSMP)
permitting process locally.
6. Continue to rigorously apply the performance standards of the Virginia erosion
and sediment control and storm water management statutes and regulations.
7. Continue to require that commercial and industrial developments undergo site
plan review, including environmental review.
8. Require the use of Forestry Best Management Practices in connection with timber
harvesting in the County.
9. Promote native and drought-tolerant grass species and landscaping as an
alternative to traditional fescue-based lawns.
10. Provide public education about the necessity of preventing excessive fertilizer use
and allowing oils and hazardous materials from being deposited in storm water
runoff and storm drains.
11. Provide public education about the necessity of cleaning up pet waste so it is not
deposited in storm water runoff and storm drains.
12. Require fencing all surface water resources adjacent to livestock and kennel
operations.
13. Use enhanced GIS topographic mapping capabilities to map slopes greater than 15
percent and establish clear requirements to prevent development on slopes greater
than 20 percent.
14. Ensure land use development and stormwater controls are designed to be
consistent with all applicable Total Maximum Daily Load (TMDL) and tributary
strategies.
15. Encourage developers to use rain gardens, porous pavement, green roofs and other
stormwater management controls in their designs.
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Goal 4: Protect and enhance the County’s historic, cultural, and scenic resources.
Objective A: Continue to utilize the historic resources inventory to identify historic places in
the County.
Strategies:
1. Identify potential sources of funding for updating and enhancing the County’s
historic resources inventory.
2. Work closely with the Virginia Department of Historic Resources to identify
methods and policies to implement historic resource protection based on the
inventory.
3. Guide preservation efforts and protect valuable historic and cultural resources,
including their setting when appropriate to the interpretation, using the results of
the inventory and other surveys and studies.
4. Continue to utilize and update GIS technology to locate, identify, and manage the
results of the County’s historic inventory.
Objective B: Promote the preservation of historic structures that contribute to the overall
setting of the County and encourage the adaptive reuse of those historic structures that are
suitable as tourist attractions, such as ordinaries and bed & breakfast establishments.
Strategies:
1. Adopt flexible zoning that allows adaptive reuse either by right or by conditional
use permit.
2. Discourage the demolition or inappropriate use of cultural and historic resources
through regulatory and voluntary techniques.
3. Promote and encourage the protection of grave sites and historic structures.
Objective C: Develop cultural and tourist oriented areas within the County.
Strategies:
1. Inventory cultural and tourist resources within each of the County’s designated
villages to determine their potential.
2. Work with private developers to provide the necessary capital to develop a
cultural and tourism industry.
3. Utilize and expand tourism marketing programs, including a web site, developed
and maintained by the County’s Economic Development Department.
4. Utilize the GIP asset maps to inform efforts to expand and locate heritage tourism
opportunities.
5. Continue to seek Historic District Designation in New Kent Courthouse.
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Objective D: Encourage the development of eco- and agri- tourism.
Strategies:
1. Work with the Virginia Tourism Corporation to establish realistic tourism
development policies and techniques.
2. Investigate the possibility of working cooperatively with neighboring jurisdictions
in developing and marketing eco- and agri- tourism, and if feasible, enter into joint
marketing programs with these neighboring jurisdictions.
3. Review other successful eco- and agri- tourism programs and adapt for use within
the County.
4. Provide flexible zoning tools to allow agricultural operations to accommodate
tourists and tourist-related activities, festivals, and events.
5. Promote and encourage existing County eco- and agri- tourism activities, such as
the Farm Tour, bike tours, farmer’s markets, and Fall Festival.
6. Work collaboratively with local wineries to promote and expand agri-tourism.
Objective E: Provide incentives for public access to historic sites.
Strategies:
1. Develop and implement tools such as density bonuses in exchange for public
access to historic sites.
2. Investigate the availability of and seek grant funding for the construction of public
improvements that serve and enhance historic sites.
3. Investigate the availability of and seek grant funding to create driving/bike tours of
historic routes within New Kent County (Washington-Rochambeau, J.E.B.
Stewart’s ride around McClellan’s Army, etc).
4. Encourage cooperative tourism promotion from the Economic Development
Department for historic sites.
Objective F: Require appropriate historic resource surveys and recovery where development
impacts are otherwise unavoidable.
Strategies:
1. Continue to require Phase I archaeological surveys for new developments located
on properties with documented, potential historic significance. If the Phase I study
indicates the desirability for additional studies, require a Phase II study of the site.
If warranted, a Phase III may also be required. The recommendation of such
studies shall be incorporated into the plan of development and any clearing,
grading, or construction activities.
2. Strengthen collaboration with the New Kent Historic Commission, the New Kent
Historical Society, the Association for the Preservation of Virginia
Antiquities/”Preservation Virginia”, and the National Trust for Historic
Preservation.
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Objective G: Explore the expansion of the Civil War Trails program throughout the County.
Strategies:
1. Seek potential funding opportunities for this program.
2. Review other successful Civil War Trails programs and adapt for use within the
County.
3. Work with the Virginia Tourism Corporation and other federal, state, and local
agencies to assist in development.
4. Obtain historic expertise to determine possible sites and routes for inclusion in the
Civil War Trails program.
Objective H: Investigate strategies for the County to assist owners in listing their properties
on historic registers.
Strategies:
1. Develop a compendium of federal and state financial assistance available for such
use.
2. Develop a priority list for nominating eligible properties for the state and federal
registries in cooperation with private property owners.
Objective I: Consider implementing policies to protect the viewsheds along the following
routes in the Virginia Byways System.
• Route 249, from the intersection with Route 106/Route 609 to the intersection with
Route 33.
• Route 608, from the intersection with Route 249 to the intersection with Route 606.
• Route 606, from the intersection with Route 608 to the intersection with Route 609.
• Routes 609 and 676 between Route 608 and Route 609 and the intersection with Route
249.
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TRANSPORTATION
At present, transportation in New Kent County is almost entirely dependent on the
automobile. This means that the County must plan for a desired level of growth without
compromising either the safety or the carrying capacity of the existing highway system. At
the same time, the County should explore methods to encourage multiple transportation
modes to lessen this over-reliance on the automobile. All of this needs to be accomplished in
a manner that does not compromise the citizens’ stated objective of maintaining the County’s
pleasant, rural quality of life.
Level of service (LOS) is a quality measure describing operational conditions within a traffic
stream, generally in terms of such service measures as speed and travel time, freedom to
maneuver, traffic interruptions, and comfort and convenience. Six LOS are defined for each
type of facility that has analysis procedures available. Letters designate each level, from A to
F, with LOS A representing the best operating conditions and LOS F the worst. Each level of
service represents a range of operating conditions and the driver’s perception of those
conditions. Safety is not included in the measures that establish service levels.
Transportation LOS standards are defined as follows:
A = Free flow and unimpeded maneuverability
B = Free flow and maneuverability is slightly restricted
C = Stable flow and maneuverability is noticeably restricted
D = Unstable flow and maneuverability is severely restricted
E = Flow is extremely unstable and maneuverability is extremely poor
F = Forced stoppages and there is no maneuverability
Similar LOS and/or quality of service standards are available for other modes of
transportation (i.e. bicycle and pedestrian) and should be used as appropriate to guide new
developments and transportation infrastructure investments.
Goal 1: Promote the expansion of I-64 while preserving its present aesthetic appeal.
Objective A: Encourage the preservation of a wooded median or comparable landscaping
along I-64.
Strategies:
1. Work closely with both the Virginia Department of Transportation (VDOT) and the
Richmond Regional Metropolitan Planning Organization (MPO) to ensure that a
minimum of a 22-foot median is maintained to allow adequate area for trees and
landscaping, as shown below (Typical Section A):
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Typical Section A
2. Considering requiring an additional wooded setback from the I-64 right-of-way for
all new development to help maintain the rural character of the County, while
preventing the need for acoustic barriers. 100 feet is the recommended width of
the additional setback but may need to be greater or less depending on topography
and existing development.
3. While maintaining the existing aesthetic appeal and rural character of the roadway,
continue to encourage the maintenance of existing shoulders to enhance vehicular
safety.
Objective B: Ensure that I-64 provides a very good to excellent level of service for through
traffic so that there is no reason for through traffic to explore alternative routes through the
County.
Strategies:
1. Maintain close coordination with VDOT and the General Assembly to ensure that
widening of I-64 through New Kent County proceeds along with I-64 widening
projects in other jurisdictions to avoid six to eight lanes channeling down to four
lanes through the County.
2. Strive to achieve and maintain an average Level of Service D or better during peak
season peak hours along the I-64 corridor and have no individual segments operate
below a Level of Service E during normal peak hour operations.
3. Explore the possibility of constructing an interchange at I-64 and SR 612 (Airport
Road).
Objective C: Preserve and enhance the I-64 interchanges within the County to ensure
adequate future levels of service and access to the County’s thoroughfare network.
Strategies:
1. Conduct a study of each interchange to identify projected future traffic demands
and necessary right-of-way and infrastructure improvements to maintain adequate
levels of service and access at each interchange.
2. Work with the development community to dedicate (or reserve) future right-of-
way at interchanges as appropriate.
3. Work closely with VDOT to include provisions for hurricane evacuations plans in
any future interchange modifications.
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Objective D: Plan for and manage an increased volume of heavy truck traffic in and through
the County.
Strategies:
1. Work closely with VDOT to ensure adequate commercial truck parking is provided
at existing VDOT safety rest area/welcome center facilities in order to discourage
illegal parking of commercial vehicles on interchanges or thoroughfare shoulders.
2. Work with the Virginia Department of Motor Vehicles (DMV) to explore the
possible use of existing Motor Carrier Service Centers (formerly known as weigh
stations) at I-64 mile marker 203 (to the west in Henrico County) for overnight
commercial truck parking.
3. Work with Virginia State Police to enforce existing parking regulations related to
commercial vehicles while balancing the protection of the overall safety of the
County’s roadways.
4. Work with the development community to construct appropriately located
commercial facilities which support the needs of commercial vehicles, including
adequate parking.
5. Continue to analyze the potential of establishing a barge port on the Pamunkey
River at Parham Landing to divert heavy truck volumes from I-64 east of Exit 220.
Goal 2: Promote transportation safety throughout New Kent County.
Objective A: While maintaining the existing aesthetic appeal and rural character of New
Kent Highway encourage the construction of adequate shoulders, or maintenance of existing
shoulders, to enhance vehicular safety along with safety for other travel modes.
Strategies:
1. Work closely with VDOT and the MPO to ensure that roadway improvements
meet New Kent County Comprehensive Plan goals.
2. Consider using roundabouts to bracket the villages, hamlets, and rural crossroads.
3. Evaluate all collector and higher order roads in New Kent County for safety
shoulders to provide improved safety for all vehicles and users of the road.
4. Consider implementing the following design (Typical Section B) at approaches to
existing and designated villages, and seek transportation funding, if feasible, to
implement this design to accomplish the following:
• Increase aesthetic appeal near villages.
• Announce to users of New Kent Highway that they are approaching a village.
• Incorporate safer bicycle transportation into the roadway design.
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Typical Section B
Objective B: Investigate reductions in the present speed limit, especially in the vicinity of
existing villages.
Strategies:
1. Work closely with VDOT and the MPO to study the potential for speed limit
reductions in and around the designated villages, hamlets, and rural crossroads in
the County.
2. Involve the members of the County business community and village residents in
discussions concerning speed limit reductions.
3. If feasible, enact speed limit reductions within villages and along approaches to
villages.
4. Perform road safety audits and focus on the use of self-enforcing speed reduction
techniques.
Objective C: Discourage the use of traffic lights and avoid large, multi-lane intersections.
Strategies:
1. Continue to support the use of modern roundabouts as the preferred alternative to
traffic signals.
2. In order to promote traffic calming, investigate, and if feasible, seek transportation
funding for the use of raised intersections that contain a transition from plain
asphalt or concrete to a paver material that is placed directly on top of the existing
road surface.
Objective D: Encourage the Transportation Safety Commission to seek funding for and
promote proactive safety engineering, encouragement, and enforcement programs.
Strategies:
1. Support the use of selective speed/safety enforcement at key locations and times
along New Kent roadways.
2. Continue to provide free child seat safety education and checks.
3. Develop and implement pedestrian and bicycle safety education programs in the
community and in the schools and child care facilities.
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Goal 3: Promote traffic calming in village and residential areas.
Objective A: Use tools such as roundabouts instead of traffic signals.
Strategies:
1. Investigate roundabouts as focal points within and at entrances to villages.
2. Investigate such traffic management and self-enforcing speed reducing features as:
a. The use of neck-downs where low traffic roadways intersect with the main
street running through a village.
b. The use of speed tables at intersections for use as crosswalks.
c. The use of refuge islands in the center of a village’s main street to enhance
pedestrian safety.
d. The use of raised intersections as a means to encourage drivers to reduce
speeds through villages.
3. Design traffic calming into new transportation projects at the project inception
stage; maximize the use of self-enforcing techniques.
Objective B: Use access management tools such as shared entrances.
Strategies:
1. Work closely with VDOT to continue to leverage existing state Access Management
regulations to enforce the following access management strategies:
• Regulation of driveway location and spacing
• Require joint entrances whenever possible
• Promote internal connections between adjacent land uses and parking lots
• Discourage the location of private driveways along acceleration and
deceleration lanes and tapers at street entrances and interchanges.
• Optimize driveway location and overall access in subdivision and site plan
review
• Encourage the use of service drives to enhance access management
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Goal 4: Establish acceptable levels of service for all public roads in the County.
Objective A: Base the acceptable roadway link level of service on the functional
classification of the roadway:
Roadway Functional Classification
Minimum Acceptable Level of Service *
Urban Principal Arterial
D
Urban Minor Arterial
D
Rural Principal Arterial
C
Rural Minor Arterial
C
Urban Major Collector
D
Urban Minor Collector
D
Rural Major Collector
C
Rural Minor Collector
C
Local Street
C
* Level of Service methodology for calculations must match current edition of the Highway Capacity Manual
(Transportation Research Board). “Minimum acceptable level of service is what is acceptable during the
peak hour in the peak direction of flow.”
Objective B: For intersections, pursue transportation solutions which allow for all
intersections to operate at overall LOS D or better and for all intersection approaches to
operate at LOS E or better under designated horizon analysis years and/or peak hour
scenarios.
Objective C: Allow design exceptions and lower levels of service on individual streets
within villages where on-street parking is present provided that the entire network average
meets the minimum levels of service established above.
Goal 5: Maintain, to the extent possible, the County’s secondary road system as a safe,
two-lane highway system.
Objective A: Manage future development so as not to exceed the secondary system’s design
capacity within the level of service guidelines established.
Strategies:
1. Work with VDOT to enforce access management regulations to manage the
operational efficiency and safety of County roadways.
2. Base allowable residential densities, in part, on the carrying capacity of existing
roads and without creating the need to add lanes to secondary roads.
3. Continue to require internal connections between adjacent land uses and parcels,
creating an integrated transportation network and reducing the need for internal
trips to utilize external roads.
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4. Use traffic impact analyses as one of the decision tools for rezoning applications
and recommend denial of rezoning requests that push existing secondary roads
below the level of service guidelines or require the addition of lanes to existing
secondary roads.
Objective B: Direct secondary road funds toward safety improvements, managing
stormwater, drainage, and paving unpaved roads rather than toward capacity increases.
Strategies:
1. Develop and utilize evaluation criteria to provide a logical and consistent approach
to prioritizing transportation improvements.
2. Ensure that such evaluation criteria support the goals and objectives of the
Comprehensive Plan.
Goal 6: Base transportation decisions on professional analysis and operational factors.
Objective A: Use traffic impact analysis – either development-specific or prepared in
conjunction with a small area plan – as the basis for requiring and obtaining appropriate
transportation infrastructure.
Strategies:
1. Continue to require that traffic impact analyses are prepared by qualified
professionals.
2. Include transportation improvements in an updated proffer and/or impact fee
study for the County.
3. Continue to make transportation needs a decision factor in the review of
conditional use permits, planned unit development, and rezoning applications.
4. Continue to require traffic analyses for all development proposals that will have a
demonstrable impact on adjacent and nearby public roads.
5. Amend the development ordinances of the County to require developers to
provide the transportation improvements shown as necessary to support their
development proposals or contribute a proportional (pro-rata) share in certain
circumstances.
Objective B: Develop a prioritization system for road improvements based on functional
classification, traffic volume to capacity ratios, emergency response requirements, crash
history, and similar data.
Strategies:
1. Work with VDOT to prepare a road inventory database containing data on road
surfaces, road and right-of-way width, traffic counts, driveway counts/density, and
similar data elements.
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2. Encourage the Transportation Safety Commission to prepare an annual safety
report analyzing crashes and other available data.
Objective C: Design the transportation network in villages at a pedestrian scale and
emphasize pedestrian access and safety.
Strategies:
1. Utilize traffic calming techniques.
2. Continue to seek funding sources to construct sidewalk improvements and install
street lighting in villages.
3. Continue to require new developments within villages to include illuminated
pedestrian facilities.
4. Maintain low posted speed limits within confines of villages.
5. Continue to work with neighboring jurisdictions and regional planning entities to
ensure that transportation improvements will be effective to all jurisdictions.
6. Consider establishing a Safe Routes to School (SRTS) Program in the Courthouse
Village area.
Goal 7: Encourage the development of “Complete Streets” that support all modes of
transportation.
Objective A: Promote the development of an integrated transportation system through a
coordinated pedestrian and bicycle system throughout the County in order to both improve
transportation efficiency and to promote public health and fitness.
Strategies:
1. Work with the VDOT to ensure that any public or private road classified minor
collector or higher includes bicycle lanes and other “Complete Streets” concepts.
2. Require illuminated sidewalks in villages.
3. Seek funding for the addition of bicycle lanes and or/paved shoulders along
existing County secondary roads, incorporating historic and/or scenic routes
whenever possible.
4. Seek federal and state safety grant funding to add pedestrian and bicycle safety
units to the core curriculum in elementary and middle schools.
5. Enhance the on-going efforts of the Sheriff’s Office in the area of encouraging and
enforcing bicycle and pedestrian safety.
6. Seek federal and state grant funding to fund improvements and programs,
including:
• Highway Construction Funds
• Transportation Enhancement Program
• Recreation Access Program
• Hazard Elimination Program
• Revenue Sharing Program
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• Regional and MPO Surface Transportation Funds
• Highway Safety Improvement Program
7. Encourage large employers to consider bicycle, pedestrian, and car pool
commuting options.
8. Consider recommending safe and secure bicycle parking as part of commercial,
office, and multifamily residential development, especially in proximity to villages.
9. Continue to require that all new streets constructed in the County conform fully to
the public road standards of VDOT; and continue to require that all new streets not
dedicated for public maintenance are fully covered by a perpetual and irrevocable
street maintenance agreement with mandatory participation of all land owners
fronting or benefitting from such street.
Goal 8: Develop realistic options for mass transit services within the County.
Objective A: Encourage the development of a passenger rail stop in New Kent County.
Strategies:
1. Work closely with the MPO High-Speed Rail Committee and VDRPT to ensure the
inclusion of a passenger stop in New Kent County in any enhanced passenger rail
plans along the Peninsula.
2. Inventory potential rail stop sites in New Kent County if higher speed, light,
and/or commuter rail becomes a reality and consider pursuing federal and stat
funding for the designation of a passenger rail stop.
3. In conjunction with the MPO, investigate the possibility for establishing a rail
linkage between the Newport News and Richmond airports with stops in
Williamsburg and New Kent County.
Objective B: Pursue new and aid in the marketing of existing bus transit options.
Strategies:
1. Seek to create additional formal and informal park and ride facilities in the County.
2. Investigate establishing commuter express bus service from Bottoms Bridge,
Talleysville, and Providence Forge to downtown Richmond and Main Street
Station.
3. Investigate establishing commuter express bus service from Providence Forge,
Eltham, Barhamsville, and Lanexa to downtown Williamsburg.
4. Continue to support rural on-call and limited fixed route service provided by Bay
Transit.
5. Assist Bay Transit in marketing transit services as a viable travel option, not only in
New Kent County but in the entire Bay Transit service area. Incorporate transit
facilities in village development plans, including park and ride options, where
feasible.
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Goal 9: Improve vehicular access to the New Kent County Airport.
Objective A: Enhance access to the County Airport for all users and further the Airport’s
economic development potential by improving vehicular access between the Airport and the
County’s arterial and interstate roadway network.
Strategies:
1. Conduct a comprehensive analysis of access to the New Kent County Airport.
2. Seek funding for such a study from sources such as:
• Richmond Regional Planning District Commission
• Richmond Area MPO
• Virginia Department of Aviation
Goal 10: Pursue alternative funding strategies to develop transportation improvements.
Objective A: Identify and pursue all available opportunities for transportation funding,
including non-traditional and innovative approaches.
Strategies:
1. Maintain regular dialogues with MPO and VDOT staff to discuss new or
alternative funding strategies which may be available for use by the County.
2. Consider developing a transportation impact fee ordinance using a County-wide
or transportation district approach.
3. Conduct a County-wide proffer study to develop suggested proffer contribution
levels (by development type/size) for use in evaluating zoning reclassification
proposals by the private sector.
4. Use available funding streams (i.e. VDOT Revenue Sharing) to advance projects to
shovel-ready status.
5. Pursue VDOT Enhancement grants and other grants suitable for County
transportation priorities.
Objective B: Develop a public-private transportation program and committee to allow for
public-private transportation initiatives in the County.
Strategies:
1. Adopt a public-private transportation ordinance to allow for new transportation
projects to be delivered through the Public-Private Transportation Act (PPTA).
2. Form a transportation review committee to evaluate PPTA proposals. Committee
will:
• Develop a County-specific process for evaluating PPTA proposals
• Meet as needed with the County Board of Supervisors to establish a dialogue
with them on PPTA activities in the County
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PUBLIC UTILITIES
Recent utility system expansions have brought the County’s previous goal of providing
water and sewer to four Interstate 64 interchanges within reach. Water and sewer services
are currently available at the I-64 interchanges with Routes 249, 106 and 155, and force main
sewer lines are routed through the Route 33 interchange. Preliminary engineering plans for
water supply and sewage collection services have been prepared for the Route 33
interchange.
Regulatory and policy changes at the state and federal levels have highlighted the County’s
need for environmental stewardship as a primary focus for Public Utilities infrastructure,
supply, and disposal. Groundwater permitting efforts have only yielded a 10-year planning
window for essential use. Non-essential water use (particularly irrigation) has largely been
removed from the permitted groundwater amounts. Lower limits on nutrient discharge to
the Chesapeake Bay are forcing the eventual closure of the Chickahominy Wastewater
Treatment Plant (WWTP) in 2011; all infrastructure is in place to route wastewater to the
upgraded Parham Landing WWTP. Stricter regulations on both water and wastewater have
provided the impetus to expand the existing reclaimed water program. Through American
Reinvestment and Recovery Act Funds, the County has been able to contract construction of
a reclaimed water line from the upgraded Parham Landing WWTP to two irrigation
customers previously served by reclaimed water from the Chickahominy WWTP. In
addition, a third irrigation customer in the area will be added. Interest from potential
irrigation customers inside as well as outside New Kent County proves that the reclaimed
water is a highly sought commodity, at a fraction of the cost of potable water. Over time,
with the Parham Landing WWTP located where industrial activity is being promoted, the
County anticipates reaping benefits from providing reclaimed water as industrial process
water, lowering costs for the industry and improving the County’s competitiveness in
attracting such industrial users.
Looking forward, future development must be guided by the limitations of the permitted
groundwater resources and the cost of an eventual connection to a finished water provider
from outside the County. Innovative groundwater solutions and concerted water
conservation efforts may extend the short-term viability of groundwater use, and the County
should maintain groundwater data collection systems and consultation to gain the most
advanced insight into our current groundwater situation. At the same time, the County
should develop a mandatory connection policy which promotes economic growth within the
existing Groundwater and Sewer Service Areas, and maintain development policies which
deter small community water systems outside existing service areas. Consolidation of water
systems, wherever possible, will help minimize operation and maintenance costs, while
preparing the County for interconnection and an outside finished water supply.
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The Water Supply Plan, the Master Utility Plan, the Water Conservation and Management
Plan and the Reclaimed Water Management Plan should be maintained and utilized as the
instruments to direct the water, sewer and reclaimed water planning for the County. These
documents should incorporate the flexibility to allow the County to respond to changing
markets, technologies, regulations and policies regarding the provision of water and sewer
services. Additional development within the County should be considered with respect to
the eventual provision of utility services, particularly finished water, from a regional
provider. The County should also utilize and market the reclaimed water program as an
incentive for “green”-minded industry and development, and stay abreast of the regulations
and technologies that will guide the market for reclaimed water.
Goal 1: Promote the extension of water and sewer to designated growth priority areas.
Objective A: Extend public water and sewer to and within the designated economic
development priority areas (I-64 interchanges with state Routes 249, 106, 155, and 33) of the
County.
Strategies:
1. Prioritize economic development areas for provision of water and sewer based on
cost-to-benefit analysis of projected County revenues per dollar of public
expenditure.
2. Develop general plans (up to and including Preliminary Engineering Reports) for
routing of water and sewer to and within priority areas.
3. Investigate appropriateness of using County General Funds, County Utility Funds
and/or private funding sources for water and sewer extensions to and within
priority areas.
4. Incorporate the publicly - funded portion of water and sewer extensions to priority
economic development areas within the County’s Capital Improvement Plan.
5. Develop and implement a water and sewer connection policy which encourages
economic development.
6. Develop a cost-share policy for overseeing privately funded extensions to
accommodate future economic development growth.
Objective B: Extend public water and sewer to designated villages within the County.
Strategies:
1. Prioritize villages for provision of water and sewer based on cost-to-benefit
analysis of projected County revenues per dollar of public expenditure.
2. Develop general plans (up to and including Preliminary Engineering Reports) for
routing of water and sewer to villages.
3. Investigate appropriateness of using County General Funds, County Utility Funds
and/or private funding sources for water and sewer extensions to villages.
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4. Incorporate the publicly funded portion of water and sewer extensions to
prioritized villages within the County’s Capital Improvement Plan.
5. Develop and implement a water and sewer connection policy which encourages
economic development.
Objective C: Establish Water and Sewer Service Area boundaries outside of which water
and sewer services will not be made available, and using all means available, ensure that the
County investment in water and sewer does not fuel undue residential growth.
Strategies:
1. Limit water and sewer extensions to those designated service areas shown on the
Water and Sewer Service Area Maps, and those planned developments approved
by the Board of Supervisors, and require connection of all new development within
those designated areas.
2. Review the designated water and sewer service areas shown on the Groundwater
and Sewer Service Area Maps contemporaneously with the review of the
Comprehensive Plan, at least once each five years but no more frequently than a
three-year interval.
3. Use the County’s Capital Improvement Plan to direct water and sewer services to
specific areas, providing sufficient capacity for those areas and reserving the
capacity exclusively for those areas.
4. Authorize privately-funded or developer-driven water and sewer expansions only
through a legislative permit process that ensures that the County’s policies are
maintained.
5. Prevent public water and sewer connections in areas designated for rural
development.
6. Develop and implement a Public Utilities policy that determines when central
water and sewer systems are required.
7. Promulgate a clear policy that stipulates that the availability of public utilities
alone is not sufficient reason to approve residential rezoning requests that increase
residential densities.
Objective D: Revise and update the Master Utility Plan and dedicate funding in the County
Capital Improvement Program for implementation.
Strategies:
1. Prioritize the extension of water and sewer to villages and economic development
priority areas based on a cost-to-benefit model.
2. Prioritize the extension of water and sewer to existing residential developments
based on the incidence of septic system failure.
3. Correlate the Master Utility Plan priority areas with the designated water and
sewer service areas shown on the Service Area Maps.
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4. Incorporate the reclaimed water program as an integral component of the Master
Utility Plan, addressing the balance between the demand for water and sewer
services and the demand for reclaimed water.
5. Identify a combination of local and private funding for the extension of public
utilities to villages and economic development areas.
6. Seek state and federal grant funding, in conjunction with local funding, for the
extension of water and sewer to existing residential areas with failing systems.
7. Review the Master Utility Plan at least once each five years but no more frequently
than a three-year interval.
Goal 2: Explore creative and innovative approaches to the provision of water and sewer.
Objective A: Compare local and regional approaches to the provision of water and sewer.
Strategies:
1. Utilize the Master Utility Plan and the Water Supply Plan to evaluate the local and
regional options for each existing water and sewer system as well as the growth
priority areas.
2. Begin dialogue with neighboring jurisdictions and/or regional providers of water
and/or sewage treatment to explore the possibility of New Kent County
participating in cooperative or regional efforts.
3. Prepare cost-to-benefit analyses of both local and regional approaches to determine
the most cost effective path for New Kent County.
4. When financially feasible, enter into cooperative agreements with other
jurisdictions and/or regional water or sewer providers for the provision of those
public utilities best provided on a regional basis.
Objective B: Minimize County water and sewer operating impact on natural resources.
Strategies:
1. Investigate the cost-to-benefit ratio of economic incentives for new, reclaimed
water-based industrial development.
2. Maintain and enforce the County’s industrial wastewater pre-treatment ordinance.
3. Encourage industrial development which minimizes water use and utilizes water
recycling.
4. Market the Route 33 Corridor to emerging “green” industries.
5. Identify strategies to balance the seasonal demands for reclaimed water.
6. Identify and maintain the balance between the demand for water and sewer
services and the demand for reclaimed water.
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Goal 3: Promote economic development and maintain County revenues and level-of-
service while minimizing the perceived and actual impacts on the potable groundwater
aquifer.
Objective A: Continue to study the short-term and long-term viability of groundwater
resources and make the best use of the resources available.
Strategies:
1. Work closely with the Virginia Department of Environmental Quality, the State
Water Control Board and contracted groundwater professionals to stay abreast of
the latest research into aquifer quality and capacity.
2. Collect and catalog DEQ-required groundwater data in a manner that provides the
most accurate and complete information, in order to protect the County’s interests
in regional groundwater models.
3. Investigate treatment alternatives (such as reverse osmosis) from existing
groundwater supplies, in anticipation of deteriorating groundwater quality from
existing sources.
4. Identify funding for groundwater alternatives and data collection from a
combination of public and private sources.
5. Identify existing privately-owned groundwater systems which may alternately be
supplied bulk water from the County to reduce and consolidate groundwater
withdrawal within New Kent County.
6. Develop policies and strategies which encourage interconnection of existing
privately-owned community water systems to existing County-owned water
systems for bulk water supply.
7. Implement development policies and strategies which discourage the construction
of additional small, groundwater-based community water systems.
8. Evaluate provision of a finished water supply from a regional or neighboring
source outside the County.
Objective B: Reduce overall irrigation demand, particularly residential, from the potable
groundwater system.
Strategies:
1. Review and revise the Water Conservation and Management Plan at least once
each five years but no more frequently than a three-year interval.
2. Prohibit new irrigation systems using potable water sources except for agricultural
irrigation.
3. Encourage efficient residential irrigation from existing systems through a robust
public education effort.
4. Evaluate the provision of separate, non-potable, water system infrastructure for
new developments.
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5. Evaluate various financial incentives and deterrents as applied to water
consumption for non-potable use.
6. Evaluate funding sources for expansion of the reclaimed water program.
Objective C: Reduce overall water system operating costs.
Strategies:
1. Evaluate energy consumption and identify areas for increased efficiency.
2. Identify areas where alternate, renewable energy supplies may be applicable.
3. Evaluate interconnecting small water systems with larger ones to consolidate costs.
4. Provide a cost/benefit analysis of a finished water supply from a regional or
neighboring source outside the County.
5. Implement development policies and strategies which prevent the construction of
additional small, groundwater-based community water systems.
Objective D: Work with New Kent Fire and Rescue to provide an equitable and appropriate
level of fire protection for all County water customers.
Strategies:
1. Seek grants and other funding sources for engineering evaluation of fire flow
capabilities at small water system.
2. Evaluate appropriate fire flows based on structure size and density.
3. Prioritize water systems for fire flow upgrades.
4. Investigate appropriateness of using County General Funds, County Utility Funds
or private funding sources for fire flow upgrades to priority areas.
5. Incorporate the publicly funded portion of fire flow upgrades within the County’s
Capital Improvement Plan.
Goal 4: Promote economic development and maintain County revenues and level-of-
service, while minimizing or eliminating nutrient discharge to the Chesapeake Bay.
Objective A: Operate and maintain a wastewater system which produces “zero discharge”
to the Chesapeake Bay.
Strategies:
1. Promote water efficient industrial, commercial and residential development.
2. Promote the County’s reclaimed water program for industrial applications and
commercial and residential irrigation.
3. Identify potential existing markets within the County for the reclaimed water
program.
4. Seek markets outside the County, if necessary, for the reclaimed water program.
5. Identify markets and customers to balance seasonal reclaimed water demand.
6. Stay abreast of regulatory changes and the latest technology regarding the cost and
feasibility of utilizing reclaimed water for groundwater recharge.
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7. Review and revise, if necessary, the Reclaimed Water Management Plan at least
once each five years, but no more frequently than a three-year interval.
Objective B: Investigate alternatives for water reclamation and recycling and encourage
creative approaches to wastewater treatment.
Strategies:
1. Explore the possibility of piping reclaimed water to industrial users, both within
and, if necessary, outside the County, for reuse in industrial applications.
2. Utilize New Kent County’s use of reclaimed water for irrigation as a model for
future planned developments and consider expanding the concept to include a
dual water system to facilitate using treated wastewater for private irrigation.
3. Implement those wastewater effluent alternatives that are determined to be the
most environmentally beneficial and cost-effective through a combination of public
and private funding sources.
Objective C: Seek new, innovative reclaimed water markets.
Strategies:
1. Update and maintain the Reclaimed Water Management Plan to allow maximum
flexibility in providing reclaimed water to potential customers.
2. Promote the reclaimed water program as an Economic Development tool.
3. Investigate the cost-to-benefit ratio of economic incentives for new, reclaimed
water-based industrial development.
4. Explore the possibility of piping reclaimed water to industrial users, both within
and, if necessary, outside the County, for reclaimed water in industrial
applications.
5. Develop general plans (up to and including Preliminary Engineering Reports) for
routing of reclaimed water lines to potential new or existing markets.
7. Investigate appropriateness of using County General Funds, County Utility Funds
or private funding sources for reclaimed water line extensions to potential new or
existing markets.
Goal 5: Promote the responsible extension of telecommunications, broadband, and other
technologies in the County.
Objective A: Develop a County-wide “needs assessment” in conjunction with individual
telecommunications, broadband, and other technologies providers.
Strategies:
1. Create a telecommunication tower plan with an emphasis on minimizing the need
for new towers by encouraging new telecommunications antennas to be located on
existing buildings, towers, poles, water tanks, and other tall structures wherever
possible.
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2. Ensure that co-location opportunities are fully met before permitting new wireless
communication towers.
3. Centralize and maintain a countywide telecommunication tower inventory.
4. Coordinate co-location opportunities with existing cellular carriers to obtain tower
antenna access to remove ‘holes’ of radio communication where they exist and
where cellular towers are either presently available or planned construction.
5. Coordinate with the Department of Fire & Rescue/Public Safety to determine their
needs for improved public safety radio coverage.
6. Develop a high speed communication strategy to introduce a system of broadband
and high-speed wireless technology to the county, with key emphasis on service
areas for business and schools.
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PUBLIC FACILITIES
Public facilities involve the planning and construction of buildings and grounds to serve the
needs of the County population. They include recreational facilities, schools, libraries, fire
and life safety and general governmental administration. These facilities not only perform a
specific function, but also serve as a means to bring people together, enhancing the concept of
community. Because they are funded with taxpayers’ money, while such public facilities
must be designed and constructed in the most cost-effective manner possible, they also
should be durable, functional and attractive. An overall goal relating to Public Facilities is
that they should be designed to be of high quality and functional to meet the current and
future needs of the citizens of the County, while being constructed to comply in all ways with
County codes, regulations, and policies. Public facilities should be designed to be energy
efficient in meeting the cool counties goals and install green infrastructure when feasible (i.e.,
rain gardens, porous pavement, etc.).
Level of Service Standards (LOSS) for Public Facilities and Services
Pursuant to Section 15.2-2223 of the Code of Virginia, New Kent County may adopt Level of
Service Standards (LOSS) for public facilities and services, to assist in identifying which
existing lands, facilities, or services should be extended, widened, removed, relocated,
vacated, narrowed, abandoned, or changed in use as the case may be. Individual department
ownership of the LOSS is a must to ensure necessary improvements are constructed at the
appropriate time. LOSS and goals/policies are designed to articulate clearly the expectations
of the County with decisions related to staffing and the construction/improvement of public
facilities. The locations, size, and timing of needed improvements are directly related to the
development patterns identified in the Comprehensive Plan.
Goal 1: Promote the development of greenways and blueways throughout the County to
enhance recreational opportunities and to promote public health and fitness.
Objective A: Provide incentives for the creation of pedestrian, bicycle, and equestrian trails
and connections.
Strategies:
1. Develop a comprehensive trail plan for the County.
2. Create trail interconnections between bike paths and neighborhoods and between
adjacent neighborhoods.
3. Monitor the development of mountain bike trails at Wahrani Park.
4. Seek transportation and grant funding for trail construction.
5. Encourage trail systems in areas designated for flexible Economic Opportunity
land uses.
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6. Work with the Virginia Department of Forestry to develop a kayak/canoe launch
and trails at Crawford State Forest and explore urban forestry grants.
7. Ensure that public parks and spaces are served by trail systems and interconnected
by trails to the extent possible.
8. Consider utilizing utility rights of way for trails, especially during rezoning
applications.
Objective B: Work with the Department of Parks and Recreation and the Virginia
Department of Forestry (VDOF) as well as other public entities and public-private
partnerships to provide enhanced recreation opportunities.
Strategies:
1. Identify recreational opportunities on lands owned by the Commonwealth of
Virginia.
2. Seek grant opportunities to fund recreational improvements.
Objective C: Investigate the possibility of providing public access to the County’s
waterways.
Strategies:
1. Inventory potential waterfront access points in the County and establish budget
costs for the acquisition of a number of such sites.
2. Survey private, waterfront property owners to determine what incentives would
be required for them to provide public access.
3. Develop a system of public incentives based on the results of this survey research.
Objective D: Acquire and develop a waterfront park.
Strategies:
1. Inventory potential waterfront park sites in the County.
2. Contact Newport News Waterworks concerning the possible donation of funds for
park development on the Diascund Reservoir.
3. Set aside funding in the County’s Capital Improvement Program (CIP) for land
acquisition allowing the County to be prepared should a unique opportunity to
purchase appropriate land arise.
4. Investigate funding waterfront park improvements through concessionaire fees
and rentals.
Objective E: Increase access to waters of the Commonwealth.
Strategies:
1. Request that the Commonwealth of Virginia Department of Game and Inland
Fisheries increase the number of public boat ramps in New Kent County.
2. Consider providing funding in the County budget to acquire land that provides
public access to navigable waters.
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3. Consider facilities that support bank and pier fishing and canoe/kayak launching
separate and apart from power boat ramps and launching facilities.
Goal 2: Increase and enhance the County’s recreational opportunities.
Objective A: Provide for the development of public parks with good vehicular access and
proximity to public services.
Strategies:
1. Identify potential park sites throughout the County that are proximate to public
services and have good vehicular access.
2. Explore the private sector donation of park land as part of future rezoning
requests.
3. Revise the Parks and Recreation Master Plan to include a range of parks based on
anticipated service areas and to provide an adequate variety of active and passive
options designed to meet the needs of all members of the New Kent community.
4. Develop comprehensive site master plans and construction drawings for all county
parks.
5. Develop comprehensive site master plans and construction drawing documents for
all County parks; include logical phases for which grant opportunities can be
sought.
Objective B: Site park facilities in close proximity to designated villages.
Strategies:
1. Identify potential public park sites in or near designated villages.
2. Coordinate with other County departments and agencies to promote the
development of joint-use sites.
3. Provide incentives for the private sector development of new park facilities.
4. Develop multi-purpose parks whenever feasible.
5. Place parks in locations where nearby residents can safely and conveniently walk
or bike to and from the park.
Objective C: Co-locate both indoor and outdoor recreational facilities, accessible to the
public, with school sites.
Strategies:
1. Work closely with the New Kent County School Board to identify co-location
opportunities for community needs and recreation.
2. Coordinate both the County and the School Board Capital Improvement Plans to
fund such opportunities.
3. Offer assistance in the design of new schools to ensure that multi-purpose
capabilities are included.
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4. Improve the opportunities for school sites containing public recreation facilities to
be safely and conveniently accessed by pedestrians and bicyclists.
Objective D: Provide for more parking in the County Government and Schools Campus.
Strategies:
1. Identify funding in the County’s Capitol Improvement Plan for such parking.
2. Utilize grass overflow parking areas for special events.
3. Provide safe and secure parking options for bicycles as well as motor vehicles.
Objective E: Continue and expand the provision of recreational programs in the County.
Strategies:
1. Coordinate facility activity planning between the Department of Parks and
Recreation and local recreational facilities, community members, and potential
partners in providing recreational opportunities in the County.
2. Consider conducting an annual survey of citizens to determine their recreational
programming preferences.
Objective F: Utilize volunteer labor in the construction and maintenance of park facilities in
accordance with individual park master plans.
Strategies:
1. Publicize the need for such volunteer labor.
2. Coordinate with County public service organizations.
3. Coordinate with County private businesses.
Objective G: Make efforts to ensure that the siting of park facilities does not negatively
impact existing residences.
Strategies:
1. Provide for the use of land forms as noise barriers from neighboring communities.
2. Develop lighting plans for park facilities to ensure that lights do not negatively
impact neighboring communities and sound propagation plans for outdoor
amplified sound systems.
3. Control hours of park operation.
4. Enforce and review the adopted Park Ordinance.
Goal 3: Promote the development of public facilities in or proximate to existing villages
and transportation nodes, including schools, libraries, parks, fire and rescue, and satellite
local government offices.
Objective A: Create small area plans for each identified village in the County, designating
appropriate areas for public facilities.
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Strategies:
1. Utilize transportation and other grant funds whenever possible for the
development of village plans.
2. Hold extensive public meetings with the residents of each village and surrounding
area to ensure that citizen concerns are met.
3. Seek a combination of grant and Capital Improvement Program funding to
implement public improvements identified in adopted village plans.
4. Acquire adequate land areas proximate to villages to meet the future school
construction needs of the County based on estimated build-out populations.
5. Develop and adopt a school master plan that sets forth steps to ensure that
adequate school facilities are available in advance of the need for them, if at all
possible.
Objective B: Design all new public facilities as multi-use or shared facilities to the greatest
extent possible.
Strategies:
1. Encourage infill development of existing facilities.
2. Co-locate recreational facilities with schools.
3. Integrate community meeting rooms into public safety and other public buildings.
4. Implement electronic government initiatives to permit citizens to access
government services from home during whatever hours they may choose. Should
local government satellite offices be deemed advisable, they should only be
established within shared facilities.
5. Establish community college and other adult education programs within the New
Kent County public schools.
6. Involve County staff and departments in the design of new facilities to ensure that
multi-purpose capabilities are included.
7. Design buildings when possible to be energy efficient, promote the use of natural
light, use recycled materials, green roofs, porous pavement and other measures
that go toward meeting the cool county goals.
Objective C: Promote volunteerism within the County.
Strategies:
1. Institute a volunteer recognition program.
2. Investigate, and if feasible, implement the creation of memorial gardens or
community gardens where plantings can be dedicated to volunteers and others
who positively impact the County.
Goal 4: Consider establishing Level of Service Standards for County facilities and services
that coincide with current studies and development patterns, in direct cooperation with
the specific agencies/departments that provide these services.
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ECONOMIC DEVELOPMENT
Economic Development involves the creation of income and wealth within a community.
This involves public as well as private economic gain. On the private side, economic
development provides job and investment opportunities for County citizens who can, in
turn, reinvest this income and wealth in the community. On the public side, economic
development is usually associated with non-residential types of development that return
County tax revenues in excess of their public service costs. In fact, not all non-residential
development provides a positive tax benefit and not all residential development constitutes a
tax burden. The challenge is to provide opportunities for and to promote those projects that
provide a positive fiscal return to the County while not negatively impacting on the quality
of life that makes New Kent County a special place to live, work, and play.
Goal 1: Focus economic development efforts into designated areas.
Objective A: Focus on and promote the economic development priority areas so they will
have the highest likelihood of success. These areas are located at the County’s Interstate 64
interchanges, including:
• Route 33 Interchange
• Route 155 Interchange
• Route 106/Talleysville Interchange
• Bottoms Bridge Interchange
Strategies:
1. Encourage new development to contribute to the capital needs of the County.
2. Direct new development toward areas with adequate public facilities.
Goal 2: Promote the expansion of retail sales opportunities in the County.
Objective A: Expand retail sales opportunities within existing villages and in close
proximity to neighboring jurisdictions.
Strategies:
1. Prioritize and extend public utilities to existing villages.
2. Build on the Courthouse Development District to create a mixed-use zoning
district that marries flexible land use with specific performance standards in
landscaping, design, parking, and access control that can be used in village areas.
3. Conduct an aggressive promotional campaign, both to attract new retailers and to
encourage citizens to shop in the County.
Objective B: Increase tourist-related and niche-oriented retail sales.
Strategies:
1. Identify and maintain an inventory of available properties.
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2. Promote tourism in the County through the Virginia Tourism Corporation.
3. Establish links from the County’s website to tourist and niche-oriented retailers.
4. Create and distribute maps of eco- and agri – tourism opportunities including
bicycle routes, greenways, historic trails and attractions, permitting tourist-
oriented and niche retailers to advertise and their location to be shown on the
maps.
5. Assist in the production of fairs, festivals, and events that have the potential of
showcasing New Kent County attractions and products.
Objective C: Ensure that “Big Box” retail development is attractive and reflects the character
of the community.
Strategies:
1. Develop design and landscaping guidelines for big box retail type uses.
2. Develop pedestrian improvement guidelines that accommodate and encourage
safe pedestrian movements within the site and to adjacent properties.
3. Develop future land use designations and zoning classifications that encourage big
box retail in locations that have suitable access and do not take away from the
designated village areas that are intended for small retail and office type uses.
4. Target those retailers with a proven track record of attractive development.
Objective D: Encourage the adaptive reuse of existing, especially historic, structures for
retail and tourist-oriented development.
Strategies:
1. Develop flexible zoning tools and policies that encourage the adaptive reuse of
existing buildings, especially historic structures, as opposed to building new
structures.
2. Identify sources of grant and low-cost loan funding for historic preservation and
reuse.
3. Develop an aggressive retail and tourism marketing campaign.
Goal 3: Promote the location of clean commerce and industry in the County.
Objective A: Encourage capital intensive, clean industry.
Strategies:
1. Provide flexible zoning techniques to attract clean industries.
2. Extend public utilities to economic development priority areas.
3. Coordinate with regional manpower training efforts to ensure a source of
available, skilled labor.
4. Require industries with a high potential for negative, external impacts to obtain a
conditional use permit.
5. Encourage traditional and non-traditional forest products industries.
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6. Protect the County’s existing rail sidings for clean, rail-dependent uses such as
agribusiness, passenger stops, and related commercial enterprises.
7. Incentivize the development of “ready to build” sites within industrial and office
parks to attract new development.
8. Incentivize the construction of shell buildings within industrial and office parks to
attract new development.
Objective B: Support entrepreneurialism and small business development.
Strategies:
1. Review recently revised home based business regulations within 5 years from
adoption to determine how effective they are in supporting home based businesses
while protecting the character of neighborhoods.
2. Allow options within the development regulations for phased development that
permits certain site development requirements for targeted commercial, office, and
industrial development to be accomplished over a reasonable period of time.
3. Assist in establishing a small business support network in the County.
4. Host and sponsor events that provide access to the State and regional agencies that
help businesses.
5. Explore opportunities for the development of a business incubator in the County.
6. Encourage the development of small office space for lease.
7. Provide assistance for home-based businesses to grow into appropriately zoned
commercial and industrial space.
Objective C: Promote lodging and conference related enterprises.
Strategies:
1. Develop and maintain an inventory of local opportunities.
2. Provide flexible zoning to allow hotels and conference centers in appropriate
locations.
3. Work closely with the Virginia Tourism Corporation in the development of a
cooperative public-private tourism marketing campaign.
Objective D: Support the development of timeshare, golf, and resort communities.
Strategies:
1. Develop and maintain an inventory of potential locations for timeshare, golf, and
resort communities.
2. Provide flexible zoning to allow timeshares, golf courses, and resort communities
in appropriate locations.
3. Work closely with the Virginia Tourism Corporation in the development of a
cooperative public-private marketing campaign.
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Objective E: Provide opportunities for retirement communities and elder-care facilities.
Strategies:
1. Provide flexible zoning to allow retirement communities and elder-care facilities in
both mixed-use and residential zoning districts.
2. Provide allowable density levels sufficient to make such development financially
feasible or classify such uses as commercial rather than residential.
3. Provide flexible zoning that allows for close proximity to a mixture of uses.
Objective F: Enact economic development strategies designed to attract high-tech
employment opportunities.
Strategies:
1. Promote the private sector development of high quality business parks with
interstate access.
2. Work with the New Kent County public schools and regional manpower training
efforts to ensure a supply of available, skilled labor.
3. Facilitate community college classes and opportunities in the County.
4. Develop a specific strategy to establish broadband capabilities in the designated
village and economic opportunity areas of the County.
5. Promote the development of a fiber-optic network within the County’s village and
economic development areas to enhance the County’s competitiveness through the
availability of high-speed telecommunications and broadband Internet access.
Goal 4: Enhance and encourage sustainable agriculture and equine industries
Objective A: Develop and maintain programs designed to enhance opportunities for
sustainable agriculture and equine industries.
Strategies:
1. In partnership with the agricultural community, research programs and incentives
that will help maintain viable agricultural businesses.
2. In partnership with agricultural industries, promote the economic value of
agriculture through education and marketing endeavors.
3. In partnership with the Virginia Cooperative Extension Service, provide education,
information, and resources to businesses in the agricultural field to help sustain the
industry.
4. In partnership with equine interests, promote the economic, recreational, and
cultural value of the equine industry and related activities.
5. Support and promote equestrian activities and special events within the County as
a means of generating public interest, promoting tourism, and fueling the local
economy.
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Goal 5: Explore economic development incentives that involve a high positive return on
public investment and promote high quality projects.
Objective A: Develop and maintain a fiscal impact model for use in analyzing proposals.
Strategies:
1. Develop a fiscal impact model for use in analyzing all proposals for new
development, expansions, and improvements.
2. Utilize this model in staff analysis of all major rezonings and development
proposals.
Objective B: Tie pecuniary development incentives to economic performance over a period
of time commensurate with the payback period for the incentives provided.
Strategies:
1. Develop a financial analysis model for use in analyzing proposals that request
public incentives.
2. Develop a listing of possible public incentives for use in attracting desired business
investment.
3. Identify local funding sources for such incentives.
4. Implement additional economic development incentives that do not involve the
investment of public funds, such as fast-track permitting processes for priority
projects.
Objective C: Tie flexible zoning tools to specific performance standards in the areas of:
a. Landscaping
b. Building materials
c. Architecture
d. Signage
e. Physical arrangement
Strategies:
1. Review the effectiveness of the newly adopted Economic Opportunity zoning
classification within 5 years from the date of adoption. The review shall determine
whether this zoning classification has been effective in attracting the desired
businesses that are permitted within this classification.
2. Review the effectiveness of the newly adopted performance standards for business
and industrial uses within 5 years from the date of adoption.
Objective D: Provide expedited review and approval processes for targeted economic
development.
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Goal 6: Encourage the development of a higher quality workforce
Objective A: Establish programs that encourage development of a high quality workforce,
including retention of local students, and that provide housing opportunities that will be
suitable for the County’s workforce.
Strategies:
1. Identify workforce education strategies that support New Kent County businesses.
2. Evaluate and advocate for educational, vocational, and technical training
opportunities to match needs of new and existing employers and employees.
3. Meet periodically with representatives of educational institutions and workforce
development organizations to discuss long-range planning for improving
education and training opportunities for the benefit of New Kent businesses.
4. Provide input for the design of programs to increase the availability of suitable
housing that is priced appropriately for the County’s workforce.
5. Evaluate and advocate for creating programs that assist New Kent employers to
assist their employees with housing costs.
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HOUSING
Housing policies within a community necessarily need to be inclusive and to provide safe
and sanitary housing opportunities for all County citizens, regardless of income. The types
of housing that are to be encouraged are based largely on community need. For example,
certain types of homes generate more in local tax revenues than they demand in public
services, either as a result of their tax assessment level or due to the types of services they do
not require. However, such dwelling units serve only a small fraction of the market for
housing in New Kent County. Unmet needs in the County include affordable starter homes
for the County’s young citizens and public employees, smaller, maintenance-free
communities for those citizens who want to age in place, and appropriate rental options.
Goal 1: Provide decent, safe and sanitary housing opportunities for all citizens of the
County.
Objective A: Increase the availability of workforce housing in the County. Workforce
housing has been defined in New Kent County as “decent, safe, and sanitary housing that is
affordable for purchase or rent by households whose income is at least 50% and no more than
80% of the median household income for the Richmond Metropolitan Statistical Area
(RMSA).”
Strategies:
1. With the aid of the New Kent County Affordable Housing Advisory Committee,
develop and adopt a workforce housing policy or ordinance that will serve the
unmet housing needs of the County and the region. Such policy or ordinance may
include the use of housing unit density bonus incentives in return for the provision
of workforce housing units.
2. Actively explore efforts to develop workforce housing units that require no
continuing governmental intervention in the development or ownership process,
including the negotiation of proffers for workforce housing units in private
developments.
3. Promote the development of mixed-income, mixed-density developments in which
a variety of housing unit types, including multi-family units and residential units
above commercial uses, are dispersed throughout the developments, are available
for households of diverse income levels, and are in harmony with the scale of
existing developments in the community.
4. Explore the implementation of the waiving or reducing of Land Development,
Public Utilities, and Zoning and Subdivision Fees as an incentive for the provision
of workforce housing.
5. Target publicly funded or publicly sponsored housing programs for the provision
of housing services to County residents and persons employed in the County.
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6. Continue efforts to attract funds from Federal and State sources for the
development, preservation, and rehabilitation of workforce housing.
7. Explore partnerships with non-profit housing organizations in order to promote
workforce housing development and services in New Kent County.
Objective B: Concentrate suburban housing in proximity to village centers and major
transportation corridors.
Strategies:
1. Continue to designate specific areas for suburban or medium density housing in
the land use plan and resist expanding it outside of the growth boundary.
2. Require that suburban or medium density housing be developed with public
utilities or community systems.
3. Those suburban housing areas designated outside village centers should be phased
such that more outlying areas are developed only after all of the inner areas are
fully developed.
4. Continue to require all new housing developments in the County to be accessible
from public roads and that all new roads are constructed to public road standards.
5. Require that suburban housing developments contain interconnected roadways
and appropriate facilities for pedestrian and bicycle travel both within the
development and between developments and the village centers.
6. Extend public water to provide fire protection for County citizens.
Objective C: Require the use of innovative approaches to rural housing development,
including, but not limited to, clustering and open space techniques.
Strategies:
1. Establish a local task force on sustainable rural development.
2. Study successful, innovative rural housing techniques in other areas and adapt for
New Kent.
3. Develop new zoning classifications as appropriate.
4. Implement flexible and voluntary approaches to rural development that serve to
preserve rural values and character.
5. Continue to require the provision of open space and encourage recreational areas
within new subdivisions.
6. Create and implement a Transfer of Development Rights program; consider
providing a density bonus within such program to encourage its use.
7. Evaluate the cluster subdivision provisions in the subdivision ordinance and
update, if necessary, to make the technique more useful and a primary
development technique in the rural areas of the County.
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Goal 2: Create livable communities by achieving high quality in design and construction
of all residential development and neighborhood design.
Objective A: Require the use of a “complete streets” approach to residential development.
Strategies:
1. Ensure that all new streets in the County are built to the standards and design
requirements of the VDOT Secondary Street Acceptance Requirements whether
public or private.
2. Work with developers and VDOT to retrofit existing collector and arterial
roadways with safe and appropriate facilities to accommodate transit, bicycles, and
pedestrians.
3. Ensure that street design used in new development is context sensitive and
accommodates all roadway users safely and reasonably.
Objective B: Ensure that all new residential, commercial, and mixed-use development has
trails and both active and passive recreation options appropriate to the market orientation
and intent of the development.
Strategies:
1. Require the provision of adequate street lighting, safe and convenient pedestrian
circulation, and appropriate interconnections between residential developments.
2. Promote residential development that provides a balance of unit types and price
ranges, open space preservation and recreational amenities, and supports
walkability and bicycle travel both internally and to nearby destinations.
Objective C: Encourage the use of “green” building techniques.
Strategies:
1. Promote energy conservation measures and green building techniques in
rehabilitation projects and new residential developments by encouraging
participation from builders in green certification programs such as EarthCraft,
LEED ND, LEED for Homes, or the National Association of Home Builders’
National Green Building Program.
2. Encourage consideration of solar access (both active and passive) in the design of
residential communities.
Objective D: Encourage the use of “universal design” or “visitability” in new residential
development to enhance ability of citizens to age in place.
Strategies:
1. Provide an annual workshop on “universal design” for builders and developers.
2. Establish performance measures as a part of new residential zoning districts.
These measures should include such “basic visitability features” as:
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a. One no-step entry; it can be at the front, side, or rear or accessible through a
garage.
b. Thresholds of ¼ to ½ inch.
c. Doorways with openings at least 32 inches wide.
d. Hallways at least 36 inches wide.
e. Access to at least a half-bath on the main floor.
f. Reinforced walls near toilets, for future installation of grab bars.
g. Light switches and electrical outlets installed between 15 to 48 inches from the
floor.
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LAND USE
A delicate balance should exist in optimizing the use of scarce land resources within a
community. This balance lies between the maximization of the economic potential of the
land and minimization of negative environmental and social impacts. Great care must be
taken to ensure that new land development does not exceed the carrying capacity of the land.
Carrying capacity involves such factors as water and wastewater treatment, the impact of
storm water runoff on the County’s waterways, air and noise pollution, and traffic impacts.
In order to maximize the economic potential of the County, opportunities must be provided
for commerce in areas with adequate utility and transportation infrastructure. In addition,
zoning and land use controls must be flexible enough to respond to the changing needs of the
marketplace while encouraging standards of development that are commensurate with
citizens’ expectations of quality and cleanliness.
Goal 1: Concentrate housing, commerce, recreation, and public facilities in a mixed-use
environment within village centers.
Objective A: Encourage a mixture of uses within villages in a pedestrian – oriented and
pedestrian friendly manner.
Strategies:
1. Develop, with extensive outreach to the citizenry, small area plans for each of the
County’s designated villages that focus on design, arrangement, and infrastructure
while maximizing flexibility of uses.
2. Develop a mixed use zoning classification which incorporates flexible land use
guidelines, allowing residential densities of 4 dwelling units per acre or greater
and commercial floor area ratios of 0.4 per acre or greater in villages, with specific
performance standards in the areas of:
• Access management
• Shared parking
• Landscaping
• Architecture
• Pedestrian and bicycle access
• Low impact storm water management
3. Ensure that village centers promote pedestrian activity through such tools as:
a. Making automobile related uses secondary to pedestrian activity
b. Creating on-street parking
c. Placing structures such that parking areas are located to the rear of
structures
d. Providing that the area between buildings and the street be used for
outdoor dining and other, similar pedestrian and public oriented uses
4. Consider the use of form-based codes within designated villages.
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5. Within all or along access ways of significance, allow any combination of
residential, office, and retail structures and use within the same structure, provided
the structure meets design and building code requirements.
6. Adopt regulations requiring that sidewalks be kept clear of obstructions and be
cleared of obstructions within a reasonable but relatively short period of time.
Objective B: Arrange land use designations such that villages have distinct and discernable
boundaries and engender a sense of place.
Strategies:
1. Utilize the existing transportation network and landforms as the basis for
developing village boundaries.
2. Promote infill development, including higher density development, within villages
as opposed to the expansion of existing village boundaries.
3. Resist leapfrog development and discourage strips from evolving incrementally
over time.
4. Encourage the reuse of existing structures.
Goal 2: Continue to designate and market approximately 9-12,000 acres of land for future
business and industrial development to lessen the fiscal burden on residents and
residential property.
Objective A: Establish the Route 33 corridor as the primary focus for industrial use in the
County.
Strategies:
1. Encourage clean industry and ancillary uses along the Route 33 Corridor.
2. Use the Economic Opportunity zoning district as a buffer between industrial,
village, and residential areas.
3. Develop automobile and truck access management policies for the Route 33
corridor that are conducive with attracting quality industrial development.
Objective B: Protect designated business and industrial lands from encroachment by
residential development.
Strategies:
1. Ensure that designated business, economic opportunity, and industrial lands are
zoned either for their ultimate use or in holding zones that prevent by-right
residential development.
2. Resist rezoning properties adjacent to business and industrial lands to uses that
will hinder future development of economically beneficial uses.
Goal 3: Periodically review the Business, Economic Opportunity, and Industrial zoning
districts to meet the changing needs of the economic development marketplace.
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Objective A: Ensure that economic development-oriented zoning districts are as flexible as
possible and consistent with the need to protect adjacent existing residential communities.
Strategies:
1. Consider expanded buffers adjacent to residentially zoned property.
2. Use transitional buffers and periodically review transitional buffer requirements.
3. Restrict noise generation and light propagation to the extent possible.
Objective B: Use development performance standards to ensure that the uses developed are
a positive addition to the community.
Strategies:
1. Require landscaping for both structures and parking lots.
2. Regulate the use of exterior building materials that are in public view.
3. Implement access management and shared parking standards.
4. Ensure coordination of signage.
5. Develop a guide signage program.
Goal 4: Create standards for the Hamlet and Rural Crossroads land use classifications to
assist in meeting the needs of the rural economic development marketplace.
Objective A: Provide for a limited range of uses within these classifications to encourage
patronage from the nearby, local populations, while not taking away from the rural nature of
the area.
Strategies:
1. Allow small scale office, retail centers, and “general stores”.
2. Allow automobile dependent uses such as gas and service stations.
3. Keep all uses at a scale that does not detract from the rural character of the area.
Goal 5: Adopt new development policies, regulations, and ordinances to implement the
recommendations contained in this Comprehensive Plan.
Objective A: Periodically review the County’s Subdivision Ordinance.
Strategies:
1. Streamline the subdivision process consistent with the State Code while ensuring
that inappropriate divisions are avoided.
2. Strengthen the Cluster Subdivision provisions to provide enhanced flexibility and
consider allowing bonus density for greater open space reservation.
3. Continue to require that new subdivisions be served by public roads or private
roads built to public road standards.
4. Focus on density rather than lot sizes.
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5. Continue to require that all newly created lots avoid negative environmental
impacts.
6. Continue to require that all parcels created or adjusted are buildable unless a
permanent conservation easement is established over the parcel.
Objective B: Continue to revise and adopt sections of the County’s Zoning Ordinance.
Strategies:
1. Improve the user-friendliness and accessibility of the Zoning Ordinance.
2. Use a performance-based approach to avoid the need for extensive legislative
permits to the extent possible.
3. Require impact analyses, including fiscal, environmental, historic, and
transportation analyses for large developments, even those permitted as a matter
of right.
4. Focus on impacts rather than uses to enhance flexibility.
5. Encourage the use of Planned Use Developments (PUDs) while ensuring that the
preponderance of uses within approved PUDs are in accordance with the
underlying comprehensive plan designation.
6. Avoid making the PUD process overly difficult, time consuming, or onerous.
7. Consider adopting a form-based code approach, especially in villages, hamlets,
rural crossroads, and economic opportunity areas.
Objective C: Continue to review and implement a robust capital improvement program to
plan for all future capital investments in public infrastructure, services delivery, and
facilities.
Strategies:
1. Create a consolidated and coordinated multi-year Capital Improvement Plan (CIP)
development process separate from the annual budget to prioritize needs and
recommend capital investments.
2. Use the CIP as a planning tool to guide future development.
3. Encourage or require new development to contribute to the capital needs of the
County.
4. Direct new development to locations within the county that have adequate public
facilities, thus reducing the County’s capital expenditures.
Objective D: Encourage and practice the principles of “Smart Growth” when making land
use decisions. These principals are:
a. Mix land uses
b. Take advantage of compact building design
c. Create a range of housing opportunities and strategies
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d. Create walkable neighborhoods
e. Foster distinctive, attractive communities with a strong sense of place
f. Preserve open space, farmland, natural beauty, and critical environmental areas
g. Strengthen and direct development towards existing communities
h. Provide a variety of transportation choices
i. Make development decisions predictable, fair, and cost effective
j. Encourage community and stakeholder collaboration in development decisions
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LAND USE DEFINITIONS
Based on the sum of goals, objectives, and implementation strategies in this Plan, the
following land use classifications have been used to develop the Future Land Use Map:
Conservation – Land not intended for development, which is set aside for open space,
environmental protection, and wildlife habitat. Conservation areas include tidal wetlands,
streams and other surface waters, steep slopes, and Chesapeake Bay Resource Protection
Areas (RPA’s). The Conservation designation also includes existing park facilities and
facilities such as the Virginia Department of Forestry’s tree farm near Providence Forge. This
designation is not necessarily intended to preclude all use of these areas, but instead to
explicitly ensure that any use that may be undertaken occurs only with a very deliberate
recognition of the environmental qualities and constraints present.
Agriculture and Forestry - Land whose primary use is the production of food and grain
crops, livestock, and timber. It is anticipated that lands designated for Agriculture and
Forestry will be protected from development into other land uses through protective zoning.
For example, the construction of new homes or commercial structures would only be allowed
when they are part of and incidental to the operation of farming or timber operations, or
when they are done as part of cluster (or open space) subdivisions. In this situation, densities
would be expected to approximate those permitted in Rural Lands.
Rural Lands – The designation of Rural Lands is the most extensive designation on the Land
Use map, representing the majority of land contained within the County. Rural Lands
incorporate traditional rural development patterns including agriculture and silviculture.
Rural Lands contain historic sites, including historic commercial sites such as general stores,
mills, etc. and the preservation and perpetuation of these sites and activities is allowed and
encouraged. Rural Lands are also intended to include very low density housing in cluster or
open space developments or on very large lots. The intensity of development in Rural Lands
as a whole is to be kept at low levels; however, the spot intensity of a particular development
in a specific location may be greater than in other areas because of density trades or the use of
open space development techniques. Rural Lands are not intended to be served by public
utilities and the existence of utilities along a corridor is not to be viewed as sufficient reason
for increasing the intensity of use.
Suburban Housing – Single-family, detached dwellings with approximate densities ranging
from two units per acre to one unit per two acres, within planned subdivisions that utilize
public water or a community water system, and public sewer. Areas designated for
Suburban Housing are concentrated in proximity to existing County villages. This is
intended to ensure the efficient delivery of public services and to provide the critical mass of
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people and purchasing power necessary to ensure the success of the County’s villages to be
viable centers of commerce, recreation, and other social activity.
Village – Villages are intended to involve a mixture of land uses on a smaller, pedestrian
scale. The creation of viable villages requires the availability of public water and sewer to
allow for the compact nature of development necessary to ensure that the entire village can
easily be traversed by foot. The scale, design, and attention to detail of structures within
village areas are critical to carrying out the vision of the Plan. The speed of automobile traffic
within villages will be controlled with the use of such tools as roundabouts, raised medians,
and the recapture of travel lanes into parking aisles.
Allowable land uses would include the following:
• Single-family detached and attached dwellings on smaller lots to provide
opportunities for a more affordable housing option
• Apartments and condominiums, both free-standing and in upper floor space above
street level commercial uses
• Retail stores of a modest scale (i.e., big box retailers are not considered an appropriate
use in villages)
• Services
• Professional and general offices, both free standing and in multi-tenant structures
• Institutional uses such as churches, schools, and libraries
Villages are intended to be subject to fairly stringent design standards including the
following types of requirements:
• Structures to be located close to the street with all parking located either on-street or
behind structures in shared parking lots
• Sidewalks and sitting areas to be located between streets and buildings
• Controlled access to public streets
• Architectural, building material, and landscaping controls
• Provision of public plazas, parks, and other gathering places
Hamlet – Hamlets are a smaller version of a village. Like a village, they are characterized by
a mix of structures and uses, including residential and commercial. They are compact in size.
They are not intended to be served by public utilities through the year 2040.
Rural Crossroads - Rural Crossroads are characterized by a tight cluster of small commercial
establishments such as general stores, banks, restaurants, gas stations, convenience stores,
etc. They typically occur at intersections and serve a local population.
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Commercial – This designation is intended for areas proximate to transportation systems
that are sufficient to accommodate more intensive commercial uses. Allowable uses would
include:
• Retailers, both large and small
• Offices
• Hotels and motels
• Sit-down restaurants
• Fast food restaurants
• Institutional
• Gas stations and convenience stores
• Commercial recreation facilities
Design criteria within Commercial areas would be less stringent than those proposed for the
designated Village areas. Emphasis would be placed on:
• Vehicular access management
• Landscaping along public rights-of-way
• Screening and landscaping of parking lots
• Control over lighting and noise
Economic Opportunity – Economic Opportunity refers to mixed use centers of commerce,
including retail, office, lodging, research and development, distribution, recreational and
resort-type uses, and possibly also including age-restricted housing where it would
complement the other uses and not conflict with them. Economic Opportunity areas are
primarily envisioned along the Interstate 64 interchanges and as buffer areas between the
heavier industrial uses along Route 33 and the Village of Eltham.
Industrial – This designation is intended to include concentrations of manufacturing,
warehousing and distribution, research and development, and related offices. These areas
would need to be served by public utilities and located in close proximity to major
transportation corridors. These areas should include provision for access management,
primarily for heavy truck traffic, and be adequately screened from existing and proposed
residential areas.
Environmental Buffer – This designation corresponds loosely with the area encompassed by
the Chesapeake Bay Preservation Area Resource Protection Area buffer and is intended as a
clear policy statement that development within such buffer areas is to be precluded and that
any uses will be substantially limited and tightly controlled.
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TABLE OF MAPS
GENERAL MAPS
Regional Setting
Roads
Heritage and Natural Resources
Public Facilities/Parks & Recreation
ENVIRONMENTAL MAPS
Environmental Constraints
Green Infrastructure Network with Protected Areas
Natural Heritage Resources
2009 Flood Zones
Diascund Dam Inundation Maps (4 total)
Septic Suitability
Soil Erodibility
Agricultural Soils
2011 Agricultural and Forestal Districts
TRANSPORTATION MAPS
Major Thoroughfare Plan
Multimodal Transportation Network
LAND USE MAPS
Water Service Areas (County-Owned) through 2040
Sewer Service Areas through 2040
2040 Future Land Use
