Chapter 14: Revitalization - Harrisonburg · Harrisonburg Downtown Renaissance August 1, 2017 Chapter 14: Revitalization ... that we saw in Old Town in other places

Harrisonburg Downtown Renaissance August 1, 2017

Chapter 14: Revitalization

My thoughts on treatment of this chapter:

• Commercial and residential revitalization needs and strategies are extraordinarily different from

each other. I don’t believe that they should be in the same chapter. I recommend putting

commercial revitalization content with Economic Development and residential revitalization

content with Housing. I don’t know that we need a revitalization chapter.

• However, strong residential neighborhoods are connected to a strong commercial area –

referencing this connection in the background content is appropriate. The health of both is

important to the overall health of the city. Given our conversations in the Land Use committee

meetings, it seems like referencing that fact in that chapter, too, would be appropriate.

• Related to above: developers with whom I have worked with have told me that residential

neighborhoods around downtown with R2 classification have nonconforming lots for

redevelopment with multiple dwellings. Older neighborhoods that are in need of rejuvenation

need a tool that will allow the increase density. Given issues with student housing, I think

thought needs to be put into this to recommend standards of housing quality and character of

existing neighborhoods so we don’t recreate the conflict between students and non-students

that we saw in Old Town in other places. This can be a way for the city to encourage

homeownership and condo development (attracting young professionals and boomers to

neighborhoods adjacent to downtown especially).

• Downtown revitalization belongs with Economic Development, not with the Arts, Culture and

Historic Resources chapter. HDR might be referenced in both but recommend placing the

background information in the Economic Development chapter. Historic preservation is a tool

for the downtown and something that HDR promotes, but economic development is the end

goal of the Main Street Four Point Approach.

• Because the downtown area and Edom Road area are so different from each other and because

other commercial zones are now in need of revitalization, I think there should be a new goal in

Chapter 2 about the priority of revitalizing existing commercial corridors. I took a stab at this

below.

• Background content should integrate components of Chapter 14, but also make the point that

Harrisonburg has a limited inventory of vacant land for new development and that our greatest

area of opportunity is maximizing infill development and reusing and redeveloping existing (and

underutilized structures).

• Small area plans, including a downtown master plan, will help coordinate the physical

improvements, economic development, and land use strategies necessary to achieve successful

revitalization. I believe that staff and the Planning Commission are discussing this as a tool now.

Thanh had asked for my thoughts on keeping downtown content in the master plan as a

separate chapter or content within another chapter and I think eventually a downtown master

plan or small area plan is going to help us the most.

• Please see my recommendations for a revitalization goal and related objectives and strategies

below, which are integrated with recommendations that others have offered in the packet you

Harrisonburg Downtown Renaissance, Economic Development and Tourism August 1, 2017

had prepared for us. Please note, since we are receiving a market analysis report in a few weeks,

there might be helpful content to integrate into the comp plan

Goal: The City and its partners should prioritize enhancing and maximizing the economic potential of

infill development and reusing and redeveloping existing and underutilized structures.

Objective: Continue developing and investing in Downtown Harrisonburg as the City’s center

of commerce and government, community life, and tourism destination.

Strategy: Support Harrisonburg Downtown Renaissance as the designated downtown

revitalization organization charged with leading a public-private effort that focuses on the economic

development, destination marketing, and beautification of the downtown district. [retaining and

expanding this strategy from previous comp plan documents]

Strategy: Evaluate and possibly expand the downtown/central business district’s

boundary lines, incentive zones, federal and state historic designations, and B1 zoning to increase

investment potential beyond current district and to spur investment in the adjacent neighborhoods.

[the district that HDR is active in does not need to be the official boundary for “downtown” – which is

currently the case. Additional or an expanded historic district will increase adaptive reuse and

reinvestment in older buildings.]

Strategy: Explore public-private partnership financing models that would encourage

the development of a larger-capacity, mixed-use parking facility to facilitate realizing the highest

potential for downtown infill development and targeted business attraction. [I believe this is

downtown biggest barrier to redevelopment and downtown will stagnate without it.]

Strategy: Explore the feasibility of creating a Downtown Business Improvement

District and/or Tax Incremental Financing District to support targeted economic development

activities. [I’m supportive of Randy Seitz’s recommendations and blended them here]

Strategy: Develop a comprehensive downtown master plan that links land use,

economic development strategies, streetscaping and other beautification strategies, wayfinding

signage, gateways, complete street policies and bike/ped connectivity, urban design principles, and

other components for a strategic revitalization effort.

Objective 2: Insert/updated Edom Road content?

Objective 3: Identify, study, and create strategies (or small area plans – depending on staff

and planning commission’s decision) for other commercial areas in need of revitalization to target

reinvestment, economic development opportunities, and infrastructure improvements.

Strategy: [There should be content in the pending Market Analysis report that will fit

here – especially Duke’s Plaza, which was one of the targeted areas.]


Chapter 2: Economic Development

Please consider adding content in the background section about small businesses and their contribution

and impact on the city. Large employers, manufacturers, and technology companies are emphasized, but

small businesses are not. Collectively they create a lot of jobs & tax revenue, and provide a lot of

community support (they are the ones donating to every silent auction and fund raiser in town all year

long, which has value). They are the destinations for our tourists, too.

Goal: Increase technology-related job opportunities.

Objective: Attract expansion investments from information technology, telecommunication,

and cyber security companies in the Washington, D.C., metro area as well as among local and regional

companies. [this goal and objective is from the draft chapter 2 but with cyber security and local/regional

companies with opportunity to grow added.]

ADD Strategy: Grow Technology Zone incentives and marketing.

ADD: Goal: Grow the hospitality and tourism industry by encouraging increased

visitorship and longer visits among target markets.

Objective: Build a distinct presence in the Shenandoah Valley’s tourism marketplace

ADD: Strategy: Craft a city brand based on Harrisonburg’s unique market position and

assets for coordinated, cohesive and compelling marketing initiatives and engage businesses

and other stakeholders on brand adoption and usage. [building on Mary Lou’s recommendation

in a way that is less specific and aligns with our current initiative]

ADD: Strategy: Identify a signature tourism destination that appeals to tourists and

residents. [Note: I agree with Don Taylor that leveraging a creative and innovative tourism hook

is a great idea; maybe this strategy captures that sentiment? Also, his comments and those from

others makes me realize that many locals do not recognize or value the tourism attractions that

we already have. Perhaps increased marketing and a public education component is necessary

since perhaps these are under-recognized or under-valued by residents. See below]

ADD: Strategy: Launch a public awareness campaign that educates local residents,

employers, and tourism/economic development partners about amenities and attractions.

ADD: Goal: Be the economic leader in the region, establishing the City as an

attractive community for residents, businesses, investors, and developers. [this

slightly modifies Kevin’s good suggestion but adding investors, developers and removing tourists so

tourism can stand as a goal by itself.]


EDIT: Objective: Leverage Harrisonburg’s economic, cultural, and quality of life strengths and

assets.

ADD Strategy: Continue to improve thriving commercial areas that include downtown,

the East Market Street Corridor, and [Reservoir/Neff/South Main/Other?] with business

expansion efforts, visual improvements, and the reuse and redevelopment of underutilized

properties or lots.

ADD Strategy: With regional partners, promote and market Harrisonburg as a highly

competitive and attractive city in the Shenandoah Valley for business recruitment and

expansion and a high quality of life destination.

ADD Strategy: Regularly update and disseminate market trends and information and

apply market data to economic development initiatives and programs.

ADD Strategy: Quantify the impact of regional student population on local economy

and adjust household income and poverty level to improve potential for business recruitment

and investment.

ADD Strategy: Develop a campaign to promote economic development incentives and

commit to annually budgeting for effective programs like the Business Loan Program [this is a

modification from a suggestion in Mary Lou’s email]

ADD: Objective: Facilitate and support entrepreneurship and business growth across all

segments of the population. [I’m building on Kevin’s suggestion to “and propel the economic potential

within Harrisonburg’s immigrant population” as well as recommendations from Rebecca Sprague.]

Modify and combine Objective 14.2 and 14.3 into new strategy under this one: Strategy:

Expand partnerships with educational institutions and economic development organizations in the

region to foster business creation, regional initiatives, business growth, and employment pipelines.

[Either name all the missing partners here and build on Mary Lou’s recommendations or don’t name

them at all (the latter is my preference since more groups might enter the eco-system in the next 10

years). Also, points have been made that public schools are also important to entrepreneurial culture and

workforce pipelines so perhaps we don’t want to limit this objective to just higher education.]

ADD Strategy: Identify and remove barriers to entry for new businesses and

development as well as barriers to growth for existing businesses. [building on Kevin’s good

suggestion. Perhaps it could be combined with the next strategy below.]

ADD Strategy: Identify workforce development needs and work with partners to

develop strategies for attracting and training talent to fill vacancies. [After touring Coors and

learning about other “clean” manufacturing companies, I’ve learned that there are many

unfilled, high-paying, good jobs in the area and that people don’t know about them or pathways


to get them. Perhaps making a connection to community college workforce development

programs and area high schools might be a good strategy.]

ADD Strategy: Improve access to capital. [this is from Mary Lou’s email]

Strategy: Assist in the attraction and creation of jobs that pay more than $16.33 per

hour (the City’s average weekly wage in 2010). [this is from the chapter 2 draft]

Strategy: Increase the machinery and tools tax base. [this is from the chapter 2 draft]

Strategy: Attract capital-intensive operations. [this is from the chapter 2 draft]

ADD Strategy: Work with home-based businesses to expand and grow operations.

[this is from Rebecca’s recommendation but it might be redundant]

Economic Development

August 16, 2017

1

(Chapter 13, Economic Development & Tourism) 2 3

Goal 14. To be an economic leader in the Shenandoah Valley, establishing the City as an 4

attractive community for families, businesses, development, families and visitors by 5

offering a variety of jobs and opportunities that enhance the City’s ability to expand 6

its economic base and provide good employment opportunities for its residents. 7

8

Objective 14.1 To increase the number of higher-paying jobs available in Harrisonburg by 9

attracting new businesses and assisting existing firms to expand locally. 10

Strategy 14.X.X To To provide amenities and iimprove the quality of life 11

in Harrisonburg to help attract new businesses and residents/employees, 12

while also considering how new businesses may, in turn, improve the 13

City’s quality of life. 14

Strategy 14.X.X To review land use policies and regulations, and if 15

appropriate to amend them to provide for the availability of sites for 16

businesses to locate and expand. 17

Strategy 14.X.X. To proactively protect the city’s limited availability of 18

properly zoned, job producing industrial land. 19

Strategy 14.X.X To improve the City’s transportation system as a way to 20

preserve the City’s competitiveness for attracting new businesses. 21

Objective 14.X To create a well-prepared and successful workforce by providing 22

educational programs for workforce development, training, and retraining 23

to meet demands of business and industry. 24

Strategy X.X.X To promote the awareness of programs offered by and 25

information available from organizations such as the Shenandoah Valley 26

Workforce Development Board (SVWDB) and its Valley Workforce 27

Center. 28

29

Strategy X.X.X To explore programs and initiatives that offer skilled 30

trades training for City residents. 31

32

Strategy X.X.X To collaborate with service providers to help City 33

residents overcome barriers to employment such as basic education and 34

training, transportation, childcare, etc. 35

Strategy X.X.X. To connect employers with education providers to 36

communicate the skills that businesses need. 37

38

Commented [PRM1]: What amenities? Are these amenities that Economic Development provides? If not, should this be re-worded and placed in another part of the plan? Maybe specify other departments that provide the amenities.

Commented [PRM2]: What amenities? Are these amenities that Economic Development provides? If not, should this be re-worded and placed in another part of the plan? Maybe specify other departments that provide the amenities.

Commented [BS3]: I agree. I suggest we delete the phrase “provide amenities and”

Commented [BS4]: It is critical that the City proactively protect its limited availability of properly zoned industrial land.

Commented [BS5]: businesses

Commented [BS6]: education providers

Commented [BS7]: employers


August 16, 2017

Strategy X.X.X. To actively promote the Virginia Jobs Investment 39

Program. 40

41

42

43

Objective 14.X To increase technology-related job opportunities in the City. 44

45

Strategy X.X.X. To promote the benefits of the city’s two technology 46

zones. 47

48

Strategy X.X.X. To market the city as an attraction location for 49

technology companies in the Washington, D.C. area. 50

51

Strategy X.X.X. To collaborate with James Madison Innovations to 52

attract start-up technology companies. 53

54

Strategy X.X.X. To identify opportunities to retrain immigrants and 55

veterans with skills that can be transferred to technology job opportunities. 56

57

58

Objective 14.X To attract capital-intensive operations to the City to increase the 59

machinery and tools tax base. 60

Objective 14.X To promote entrepreneurial activity across all sectors of the population, by 61

providing support, grants, and incentives to attract businesses to start in 62

the City. 63

Strategy 14.X.X To identify barriers to entry for new businesses and 64

rectify common themes. 65

Strategy 14.X.X To help entrepreneurs identify locations/sites where they 66

can successfully start and grow their businesses. 67

Strategy 14.X.X To continue the Entrepreneurial Spark speaker series to 68

inspire and connect potential entrepreneurs with successful entrepreneurs. 69

Strategy 14.X.X To connect businesses with the Small Business 70

Development Center in order to assist them with improving their web 71

presence.assist new and small businesses increase and improve their web 72

presence. 73

Strategy 14.X.X To encourage small home-based business initiatives by 74

assisting businesses with navigating state and local regulations and 75

amending local regulations to allow more small home-based businesses 76

where possible and appropriate. 77

Commented [BS8]: two technology zones


August 16, 2017

Strategy 14.X.X To promote the City’s Business Loan Program. 78

Strategy 14.X.X To identify opportunities to support entrepreneurial 79

activities for Harrisonburg’s diverse ethnic and immigrant communities. 80

81

Objective 14.2 To increase collaboration with regional higher education institutions 82

including, but not limited to, James Madison University, Eastern 83

Mennonite University, Bridgewater College, Blue Ridge Community 84

College, and American National University to foster business creation and 85

growth. 86

Objective 14.3 To work with various regional economic development organizations 87

including, but not limited to, the Shenandoah Valley Partnership, the 88

Shenandoah Valley Technology Council, the Small Business Development 89

Center, JMU Center for Entrepreneurship, JMU Office of Technology 90

Innovation and Economic Development, Shenandoah Valley Angel 91

Investors, Shenandoah Valley Innovation Coalition, and the Harrisonburg-92

Rockingham Chamber of Commerce on regional economic development 93

initiatives. 94

Objective 14.4 To build a distinct presence in the regional tourism marketplace to 95

increase tourism in Harrisonburg. 96

Strategy 14.X.X To develop a “brand identity” for Harrisonburg and 97

coordinate with regional partners to launch a marketing campaign. 98

Strategy 14.X.X To increase the availability of interpretation of arts, 99

culture, and history through local walking, biking, and driving tours. 100

Consider partnerships with local community organizations and local 101

universities to develop tour programming. 102

Strategy 14.X.X To develop and market City-based assets such as the 103

designated Culinary District, historic sites, breweries, proximity to 104

Shenandoah National Park and George Washington National Forests for 105

outdoor recreation, and the Hotel Madison and Shenandoah Valley 106

Conference Center. 107

108

(Chapter 14, Revitalization) 109 110

Goal 15. To enhance and revitalize existing residential and commercial areas. 111

112

Commented [TD9]: Committee comment: It would help to have more specificity about what these linkages and collaborations are supposed to produce.

Commented [TD10]: Discuss: Should we list the names of these organizations or just describe what type of organizations they are (general description)? In past Comprehensive Plans, organizations have come and gone; some listed in the 2011 Comprehensive Plan no longer exist. In some cases, we might unintentionally "leave out" some important organizations; why list some and not others?

Commented [BS11]: I’m OK with the list since we have “including. but not limited to”

Commented [PRM12]: Recommend moving issues related to housing to another chapter – keeping the focus here on commercial revitalization.


August 16, 2017

Objective 15.1 To continue downtown revitalization as a major, high priority 113

public/private initiative, the cornerstone of the City’s economic 114

development, tourism, historic preservation, and civic pride enhancement 115

efforts. 116

117

Strategy 15.X.X To continue to support initiatives of Harrisonburg 118

Downtown Renaissance. 119

120

Strategy 15.X.X To develop a neighborhood/small area plan for the 121

downtown area to address its geographic boundaries, changes in land use, 122

design guidelines, parking, transportation improvements, streetscape 123

improvements, housing, public spaces, etc. 124

125

Strategy 15.X.X To monitor the need for additional parking as new 126

development occurs. Continue downtown parking surveys and studies to 127

identify needs and strategies. 128

129

Strategy 15.X.X To develop a pedestrian-scale wayfinding program and 130

install directional signs that are clear, consistent, and strategically placed 131

to identify downtown retail and business destinations, as well as, linkages 132

to trails and surrounding locations. 133

134

Strategy 15.X.X To support targeted economic development activities that 135

seek to bring technology and business start-ups downtown. 136

137

Strategy 15.X.X To create explore the creation of a Downtown Business 138

Improvement District with existing business and property owners. 139

140

Objective 15.2 To examine the extent to which changes in the retail sector are related to 141

retail growth versus retail relocation, to seek to minimize long-term retail 142

vacancies, and to initiate programs to redevelop and revitalize abandoned 143

older retail areas. 144

145

Strategy 15.2.3 To actively market older shopping centers with high 146

vacancies including consideration of conversion to other uses. 147

148

Strategy 15.X.X To encourage new, small businesses to locate in 149

abandoned retail spaces where low rent opportunities can assist with 150

business development, while also supporting revitalization of those spaces. 151

152

153

Objective 15.3 To identify marginalized neighborhoods under stress and seek to stabilize, 154

improve the maintenance of, and collaborate alongside residents to 155

enhance the neighborhood’s unique character and revitalize these 156

neighborhoods. 157

158

Commented [BS13]: This is too open-ended. Specific initiatives need to be spelled out.

Commented [TD14]: Strategy 15.2.3 is from 2011 Comprehensive Plan. 15.X.X was recommended by a committee member (with edits). Consider combining.

Commented [TD15]: It could be helpful to identify some potential areas with the Comprehensive Plan. The 2011 Comprehensive Plan, Chapter 4, Plan Framework Map identified Downtown, Edom Road area, the Northeast Neighborhood, and a number of “Neighborhood Conservation Areas”. See text in 2011 Comp Plan Objective 15.3 for listing of what plans might include. Also included in Draft 2019 Comp Plan Chapter 14. Committee comment: These might include South Main Street, Chicago Avenue, Edom Road, West Market Street. What areas are missing or should be redefined?


August 16, 2017

Strategy 15.X.X To identify marginalized neighborhoods in need of 159

community-based neighborhood/small area plans, prepare plan s in 160

collaboration with residents, and implement recommendations. 161

162

Strategy 15.X.X To utilize Mixed Use areas identified in the Land Use 163

Guide as an economic development strategy to strengthen neighborhoods 164

and the City’s economy. 165

166

Commented [BS16]: “plans in”

1

Thanh Dang

From: Jeff Heie <[email protected]>Sent: Sunday, August 20, 2017 6:18 PMTo: Thanh DangSubject: Comprehensive Plan Update Advisory Committee #4 - Economic Development

Hi Thanh, During our first meeting in May, I did not offer very much input as I was getting up to speed on the topic and language of economic development. Now that we have held our second meeting, I feel that I have some ideas to offer. As you may recall from our first meeting, I mentioned that my interest in the economic development committee is to offer a voice regarding the issue of environmental sustainability. With this in mind, I offer the following suggestions for inclusion in the comprehensive plan. Some suggestions are related to economic development and some are broader and might be considered guiding principles for the entire comprehensive plan. 1. Transformation to a low carbon economy--There is overwhelming evidence that the human species has a very limited window in which to radically shift the way that we live on this planet in order to prevent catastrophic warming of the planet. The next decade is critical in shifting away from carbon intensive energy, transportation, and food systems. As the city of Harrisonburg anticipates population growth to 75,000 people by 2040, we must focus greater attention and do our part in reducing CO2 and other greenhouse gas emissions while our population grows. Failing to do so will likely have severe economic consequences in all cities. Steps that we can take: 1. Make our city buildings as energy efficient as possible and power them with renewable energy such as solar. These improvements will pay for themselves in the form of reduced operating costs and add millions of dollars to the city reserves over the long term (The city of Roanoke offers an excellent case study in these savings) ; 2. Shift our city planning to encourage 20 minute neighborhoods--neighborhoods that are planned in such a way that stores, parks, and other places of daily interest are within a 20 minute walk from most homes; 3. Plan for a light rail system that would take the place of the school bussing system for the Harrisonburg Middle and High Schools. 2. Innovation in transportation, data and energy--In the next decade, it is very likely that there will be a revolution in personal mobility with electric vehicles, self-driving vehicles, car sharing, and innovations in public transportation all taking on increased significance and transforming the way that cities plan their roads, public transportation, and infrastructure. Likewise, many of the country's largest and most profitable corporations, such as Google, Apple, and Amazon, are choosing to locate their offices and data centers in locations where they can access clean, renewable energy and superior data services. We have the potential to offer these services to large companies but we must work on infrastructure in order to be more appealing. Harrisonburg must be bold in attracting businesses that are seeking and creating these revolutions. Steps that we can take: 1. Incentivize electric vehicle charging stations powered by solar and continue the conversion of city vehicles to be fueled by clean energy. 2. Create a "road use charge" on JMU and EMU students who park and drive in the city but pay their personal property tax in their hometowns. Their use of city roads and parking put a heavy burden on our road improvements and maintenance. We should implement a disincentive to students making our roads congested. 3. Many cities around the country have chosen to create municipally-owned broadband services. In a similar way that HEC, through their electricity operations, provides income to the city's budget, municipal broadband could do the same with the added benefits of keeping that wealth within our community as well as making internet universally available to all. 4. HEC should renegotiate their contract with Dominion Energy so that the citizens of Harrisonburg have a voice in where our energy comes from. We are fortunate to have a municipal utility in our city. Unfortunately, we are very limited in where we can buy our energy from. In 2015, nearly $60 million dollars left this community in the form of paying for energy that was produced outside our community. If we are the owners and controllers of our public utility, then we should insist that a much larger proportion of our energy come from local sources that will benefit the local economy rather than drain millions of $'s out of our economy. 5. HEC should build a solar farm that would mitigate the increased demand caused by electric vehicles as well as benefit the city by allowing HEC to be a producer of electricity rather than just a distributor. 3. Local control, resilience, and quality of life--As a resident and business owner in the city, I believe that any economic development plan should at the very least contribute to improved quality of life for the citizens of our city. In addition, we should be incentivizing local ownership of major sectors of our economy--energy, retail, and agriculture. Local ownership translates into money that recirculates in the local economy and results in reinvestment of local wealth in our own community. We are very fortunate in Harrisonburg to have exceptional agriculture, tourism, retail economy, a vibrant downtown, a diverse community, and excellent schools. These attributes make this community unique and strong. If the city continues to enable these qualities, we will add to the resilience of this community. Steps

2

that we can take: 1. Continue the expansion of bike lanes, walking paths, and greenways that encourage an active and healthy lifestyle. 2. Complete a feasibility study for contiguous, dedicated bike trails for recreation and transportation. 3. Ask the City Council to declare Harrisonburg to be Virginia's Solar City. The city, Harrisonburg Downtown Renaissance and local universities could use this slogan as a marketing tool to attract new businesses. 4. Establish a revenue neutral city-run composting program (using yard waste as feed stock) that will contribute to the fertility of our local soil.

It is a great challenge to discern where to include these ideas within the comp. plan. While it can be helpful to have a starting point (the 2011 comp plan) from which to work on a new comp. plan, I feel that the old plan is given too much credence in framing the new plan. At some point in the future, I would suggest that the city start a new plan from scratch. Harrisonburg has changed too much in the last two decades to rely so heavily on the language, framing of issues, and content of previous plans. There are certainly good ideas within previous plans, but too much time is spent trying to fit square pegs into the round holes of previous plans. To give a concrete suggestion: Perhaps we should do a complete re-write of the comp plan every 3rd cycle (18 years?).

Thank you for your consideration of these comments. I would be happy to meet in person to discuss them in more detail if needed.

Best wishes as you deal with the multitude of input for the comp. plan.

-Jeff Heie

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=AC=:B<C9�@7�;F�DB@<:?9=n\b_XS\V�TY�cXTS_eVb�]VVf� 2��#�� #�!��,��"��$��#� ��( ��"��++ �� VZvVYWXgUlj_Ya�Sb��uYS[ThV[TXV�Y]��YVe��YToS[�[f�sXmSbnTXTVWl�vXYgM9D@AB9E�:7;@9;@

�SVZ�ee�b\uV_Tb@69�6A8D;�:<@��;7L�DND<?DC?9�YVe��YToS[�b�[VZ�\YYo�� ¡¢�£¤¥¦�Sb�[YZ�hSe\eV�]YX]YX�gX_UbVj��S[f�YT�aYXV�jB9:9;@�C?7F>7=@=kVmb�R l�Y]tX\[Sba§Y�q[vXYZ�§YX�Z[�R lnVTTeV�b¨S[Sa aR WV��SeeS[W�Y\b�sVX�qSTl�[fVf

Via email, August 30, 2017

Thanh,I saw this article and thought it may be insightful for Comprehensive Plan Update’s work, across several committees. Best,Mary Lou Bourne(Committee 4)

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Chapter 14: Revitalization - Harrisonburg · Harrisonburg Downtown Renaissance August 1, 2017 Chapter 14: Revitalization ... that we saw in Old Town in other places