OCR Scan (approximately)

This OCR scan may contain automatically generated text as generated using Apache Tika and Tesseract. It may not be correct. No effort has been made to correct any of these scans (so far). These OCR scans are also used in the site's Search feature. Please review the Search Policy for details about the site features. The OCR scan is provided here for reference purposes. It provides searchable text when the underlying document might not. But the scan process may not always work perfectly.

Richlands
Comprehensive Plan 2016
CONTENTS
1 Introduction … 1
1.1 Purpose … 1
1.2 Authority … 1
1.3 Community Input … 2
1.3.1 Community Survey … 2
1.3.2 Public Input Meeting … 3
1.3.3 Summary of Community Input … 4
2 Background … 5
2.1 Population and Age … 5
2.2 Housing … 8
2.3 Historic and Cultural Resources … 11
2.3.1 History … 11
2.3.2 Arts, Culture & Events … 13
2.4 Environmental Resources … 16
2.4.1 Forest Resources … 16
2.4.2 Hydrology and Water Resources … 16
2.4.3 Mineral & Energy Resources … 18
2.5 Existing Land Use and Zoning … 20
2.5.1 Historic Development Patterns … 20
2.5.2 Existing Land Use … 20
2.5.3 Existing Zoning … 23
2.6 Economy … 25
2.7 Community Services, Facilities & Utilities … 31
2.7.1 Recreation & Tourism … 31
2.7.2 Public Safety … 32
2.7.3 Public Works … 33
2.7.4 Water/Wastewater Utilities … 33
2.7.5 Electric Utility … 34
2.7.6 Gas Utility … 35
2.8 Transportation … 36
2.8.1 Roadway Functional Classifications … 36
2.8.2 Roadway Traffic Volumes … 36
2.8.3 Alternative Transportation Options … 37
3 The Plan … 39
3.1 Vision … 39
3.2 Plan Structure … 39
3.3 Land Use & Development … 41
3.4 Housing & Neighborhoods … 43
3.5 Economic Development … 45
3.6 Community Services, Facilities & Utilities … 47
3.6.1 Public Safety … 47
3.6.2 Water/Wastewater Utilities … 47
3.6.3 Streets and Roads… 48
3.6.4 Sanitation … 48
Richlands
Comprehensive Plan 2016
CONTENTS 2.6 Economy,
2.7 Community Services, Facilities & Utilities…
1 Introduction… 1 2.7.1 Recreation & Tourism…
11 Purpose. 1 2.7.2 Public Safety… 32
1.2 Authority… 1 2.7.3. Public Works… 33
1.3. Community Input… 2 2.7.4 Water/Wastewater Utilities. 33
1.3.1 Community Survey… 2 2.75 — Electric utility. 34
1.3.2 Public Input Meeting 3 2.7.6 Gas Utility 35
1.3.3. Summary of Community Input: 4 2.8 Transportation …rcnennnnnsnnnnnnennennnnseennnee 36
2 Background. 2.8.1 Roadway Functional Classifications -…-nennee 36
2.1 Population and Age… 2.8.2 Roadway Traffic Volumes… 36
2.2 Housing… 2.8.3 Alternative Transportation Options …nnnnnee 37
2.3. Historic and Cultural Resources… 3 Te Plan wnesnnnnnnnnnnninnnnnnnnnnnsnnnnnsseenne 39
2.3.1 History 3.1 Vision… 39
2.3.2 Arts, Culture & Events 3B 3.2 Plan Structure. 39
2.4 Environmental RESOUrCeS …cucseotcnesnee 16 3.3 Land Use & Development…
2.4.1 Forest Resources…
3.4 Housing & Neighborhoods…
2.4.2 Hydrology and Water Resources. 3.5 Economic Development…
2.4.3 Mineral & Energy Resources… 3.6 Community Services, Facilities & Utilities…
2.5 Existing Land Use and Zoning. 3.6.1 Public Safety. 47
2.5.1 Historic Development Pattern: 3.6.2 Water/Wastewater Utilities. 47
2.5.2 Existing Land Use … 3.6.3 Streets and Roads. 48
2.5.3 Existing Zoning … 3.6.4 Sanitation
Richlands
Comprehensive Plan 2016
3.6.5 Electric Utility … 49
3.7 Transportation … 51
4 Implementation … 57
MAPS
Existing Land Use … after page 22
Environmental Constraints … after page 22
Land Suitable for Development … after page 22
Existing Zoning … after page 24
Nonconforming Land uses … after page 24
VDOT Functional Classifications … after page 38
Average Annual Daily Traffic … after page 38
Alternative Transportation Options … after page 38
Future Land Use … after page 42
Transportation Improvement Plans … after page 52
FIGURES
Figure 1:  Population Change … page 5
Figure 2:  Tazewell Co. – Western & Northwestern District … page 5
Figure 3:  Population Change – Neighboring Areas … page 6
Figure 4:  Population Projections … page 6
Figure 5:  Projected Population in Tazewell County by Age … page 6
Figure 6:  School Enrollment … page 7
Figure 7:  Housing Units … page 8
Figure 8:  Households … page 8
Figure 9:  Housing Occupancy … page 9
Figure 10:  Housing Tenure … page 9
Figure 11:  Value of Owner-Occupied Housing … page 9
Figure 12:  Impaired Bodies of Water … page 17
Figure 13:  Existing Lang Use … page 21
Figure 14:  Employment by Industry … page 25
Figure 15:  Location Quotient by Sector 2014 … page 26
Figure 16:  2004-2014 Employment Change … page 27
Figure 17:  1980-2010 Virginia Coal Industry Trends … page 27
Figure 18:  Total Town Employment … page 28
Figure 19:  Town Employment Trends … page 29
Figure 20:  Richlands Subarea of Enterprise Zone … page 30
Figure 21:  VDOT Functional Classifications in Richlands … page 36
Figure 22:  Means of Transportation to Work 2009-2013 … page 37
Figure 23:  Total Bus Trips per Year … page 38
Figure 24:  Project Capital Costs (subtables a-i) … pages 47-49
Figure 25:  Priority Road Projects in Current Regional Plan … page 51
Figure 26:  Road Projects in Previous SYIP through 2022 … page 52
Richlands
3.65 Electric Utility…
3.7 Transportation .
4 Implementation…
MAPS
Existing Land Use … after page 22
Environmental Constraints . after page 22
Land Suitable for Development. after page 22
Existing Zoning… after page 24
Nonconforming Land uses… after page 24
VDOT Functional Classifications… after page 38
‘Average Annual Daily Traffic. after page 38
Alternative Transportation Options… . after page 38
Future Land Use… after page 42
Transportation Improvement Plans… after page 52
FIGURES
Figure 1: Population Change page 5
Figure 2: Tazewell Co. - Western & Northwestern District…page 5
Figure 3: Population Change — Neighboring Areas…
Figure 4: Population Projections…
Comprehensive Plan 2016
Figure 5: Projected Population in Tazewell County by Age …page 6
Figure 6: School Enrollment
Figure 7: Housing Units
Figure 8: Households…
Figure 9: Housing Occupancy.
Figure 10: Housing Tenure…
Figure 11: Value of Owner-Occupied Housing
Figure 12: Impaired Bodies of Water…
Figure 13: Existing Lang Use…
Figure 14: Employment by Industry
Figure 15: Location Quotient by Sector 2014
Figure 16: 2004-2014 Employment Change…
Figure 17: 1980-2010 Virginia Coal Industry Trends…
Figure 18: Total Town Employment…
Figure 19: Town Employment Trends…
Figure 20: Richlands Subarea of Enterprise Zone …
Figure 21: VDOT Fun
nal Classifications in Richlands…page 36
Figure 22: Means of Transportation to Work 2009-2013…page 37
Figure 23: Total Bus Trips per Year … -page 38
Figure 24: Project Capital Costs (subtables a). pages 47-49
Figure 25: Priority Road Projects in Current Regional Plan…page 51
Figure 26: Road Projects in Previous SYIP through 2022…page 52
Richlands
Comprehensive Plan 2016
1
1 INTRODUCTION
1.1 PURPOSE

This Comprehensive Plan is a guide for the physical development of
the Town of Richlands for the next ten years.  It addresses the entire
Town and is intended to positively influence all of the physical
elements which make up its form.  Towards this end, the overriding
purpose of the Plan is to encourage the continued development of
a safe, healthy and prosperous community by offering a distinctive
“vision” for the Town.
A Comprehensive Plan represents the most important public
document for orchestrating growth and development in the years
ahead.  It establishes goals, objectives, and strategies to guide both
civic and public activities related to land use and resource utilization
for a minimum of ten years and up to twenty years.  Though a
Comprehensive Plan outlines a long-term vision, it is not static.  It is
meant to be a “living document” – continually reviewed and
updated with a major update at least every five years per the Code
of Virginia based on changing conditions and shifting resources.
Additionally, a Comprehensive Plan is only as good as the tools and
actions utilized in implementing the plans on the ground.  It only
really comes to life as action plans and specific project plans are
developed and implemented.
1.2 AUTHORITY
Chapter 22 of Title 15.2 in the Code of Virginia grants local
governments distinct powers and responsibilities to plan for future
growth and regulate the existing use of land within their
jurisdictions.  One primary way this is accomplished is through the
Comprehensive Plan.  Section 15.2-2223 of the Code of Virginia
mandates that:
The local planning commission shall prepare and
recommend a comprehensive plan for the physical
development of the territory within its jurisdiction and
every governing body shall adopt a comprehensive
plan for the territory under its jurisdiction.
The Planning Commission of the Town of Richlands is tasked with
the responsibility of preparing the Plan and recommending the plan
for adoption by Town Council.
The Richlands Comprehensive Plan was developed in the context of
large shifts in the local and regional economy as the mining industry
continues to decline.  These changes create ripples that impact
population, housing, public services and transportation and require
a plan that identifies opportunities for new growth and the best use
of land within the Town boundaries.  Because of the need to
understand these changes and their ripples, background data and
data analysis make up a large part of this document.  Such
information is an essential element to any planning process and key
to creating a Comprehensive Plan that is on target and useful.
Equally essential to the planning process and the “jumping off”
place for a Comprehensive Plan is community input, the subject of
the next sub-section of this plan.
Richlands
Comprehensive Plan 2016
1 INTRODUCTION
1.1 PURPOSE
This Comprehensive Plan is a guide for the physical development of
the Town of Richlands for the next ten years. It addresses the entire
Town and is intended to positively influence all of the physical
elements which make up its form. Towards this end, the overriding
purpose of the Plan is to encourage the continued development of
a safe, healthy and prosperous community by offering a distinctive
“vision” for the Town.
A Comprehensive Plan represents the most important public
document for orchestrating growth and development in the years
ahead. It establishes goals, objectives, and strategies to guide both
civic and public activities related to land use and resource utilization
for a minimum of ten years and up to twenty years. Though a
Comprehensive Plan outlines a long-term vision, it is not static. Itis
meant to be a “living document” — continually reviewed and
updated with a major update at least every five years per the Code
of Virginia based on changing conditions and shifting resources.
Additionally, a Comprehensive Plan is only as good as the tools and
actions utilized in implementing the plans on the ground. It only
really comes to life as action plans and specific project plans are
developed and implemented.
1.2 AUTHORITY
Chapter 22 of Title 15.2 in the Code of Virginia grants local
governments distinct powers and responsibilities to plan for future
growth and regulate the existing use of land within their
jurisdictions. One primary way this is accomplished is through the
Comprehensive Plan. Section 15.2-2223 of the Code of Virginia
mandates that:
The local planning commission shall prepare and
recommend a comprehensive plan for the physical
development of the territory within its jurisdiction and
every governing body shall adopt a comprehensive
plan for the territory under its jurisdiction.
The Planning Commission of the Town of Richlands is tasked with
the responsibility of preparing the Plan and recommending the plan
for adoption by Town Council.
The Richlands Comprehensive Plan was developed in the context of
large shifts in the local and regional economy as the mining industry
continues to decline. These changes create ripples that impact
population, housing, public services and transportation and require
a plan that identifies opportunities for new growth and the best use
of land within the Town boundaries. Because of the need to
understand these changes and their ripples, background data and
data analysis make up a large part of this document. Such
information is an essential element to any planning process and key
to creating a Comprehensive Plan that is on target and useful.
Equally essential to the planning process and the “jumping off”
place for a Comprehensive Plan is community input, the subject of
the next sub-section of this plan.
Richlands
Comprehensive Plan 2016
2
1.3 COMMUNITY INPUT
1.3.1 Community Survey
A community survey was created to better understand citizen
values and specific opinions on public services, housing, recreation
and the local economy.  151 paper and 54 online surveys were
received over the course of 3 months in the fall/winter of 2015-

Three-quarters of survey respondents were residents of

Richlands, a third work in Richlands, and two-thirds shop in the
Town.  Respondents of the paper survey were older, with a quarter
of them retired, and only half currently employed.  Whereas, 85%
of online survey respondents were employed and a little over half
of them had children.  A majority of respondents had family ties
and/or were raised in Richlands.
Through these surveys it was determined that respondents were
generally pleased with essential Town services, but would gladly
welcome enhanced recreational opportunities, a more vibrant local
economy, and improved housing options and conditions for all
residents.  A summary of all survey responses is found in the
appendices to this plan.
Town Problems
Survey respondents were asked to specify what they personally
believed were the three biggest problems in Richlands among a list
of twelve choices with the option of writing in an “other” choice.
The three most common problems chosen were lack of jobs as the
top choice, drugs as the second choice, and lack of restaurants,
stores and services as third.  Lack of activities and events was the
only other option chosen more than a quarter of the time as a
current problem.  Several also stated that Town leadership was
inadequate and lacked unity within and cooperation with the larger
community.
Housing
Only 15% of residents and other respondents felt that poor housing
conditions was one of the largest problems, but most agreed that
derelict housing and housing in disrepair is an issue to be addressed.
Many strongly agreed that more affordable housing options should
exist for the elderly, and disagreed that there should be more
mobile homes to meet housing needs.  Respondents also agreed
that more single-family homes should be made available to meet
housing needs in the Town.
Town Services
Respondents were generally satisfied with Town services.  Fire and
rescue services and police were listed as the most admired services.
Experiences with the water, sewer, and electrical utilities were
somewhat less satisfactory.
Recreation
The overall sentiment of respondents regarding recreation was that
services and facilities are fairly adequate, but need to be better
maintained and updated.  Additionally, respondents indicated that
the Town should add more recreational opportunities for youth and
elderly alike.  Residents and Town visitors expressed that they
would welcome more playgrounds, more picnic facilities, and more
hiking/biking trails specifically along the Clinch River, as long as they
were better maintained.  Many respondents would like to see safe
walking trails, more communal gathering spaces, and recreational
clubs become the cornerstone of leisure in Richlands.  Respondents
also thought that there needs to be more cultural activities that
Richlands
1.3. Community INPUT
1.3.1 Community Survey
‘A community survey was created to better understand citizen
values and specific opinions on public services, housing, recreation
and the local economy. 151 paper and 54 online surveys were
received over the course of 3 months in the fall/winter of 2015-
2016. Three-quarters of survey respondents were residents of
Richlands, a third work in Richlands, and two-thirds shop in the
Town. Respondents of the paper survey were older, with a quarter
of them retired, and only half currently employed. Whereas, 85%
of online survey respondents were employed and a little over half
of them had children, A majority of respondents had family ties
and/or were raised in Richlands.
Through these surveys it was determined that respondents were
generally pleased with essential Town services, but would gladly
welcome enhanced recreational opportunities, a more vibrant local
economy, and improved housing options and conditions for all
residents. A summary of all survey responses is found in the
appendices to this plan.
Town Problems
Survey respondents were asked to specify what they personally
believed were the three biggest problems in Richlands among a list
of twelve choices with the option of writing in an “other” choice.
The three most common problems chosen were lack of jobs as the
top choice, drugs as the second choice, and lack of restaurants,
stores and services as third. Lack of activities and events was the
only other option chosen more than a quarter of the time as a
current problem. Several also stated that Town leadership was
Comprehensive Plan 2016
inadequate and lacked unity within and cooperation with the larger
community.
Housing
Only 15% of residents and other respondents felt that poor housing
conditions was one of the largest problems, but most agreed that
derelict housing and housing in disrepair is an issue to be addressed.
Many strongly agreed that more affordable housing options should
exist for the elderly, and disagreed that there should be more
mobile homes to meet housing needs. Respondents also agreed
that more single-family homes should be made available to meet
housing needs in the Town.
Town Services
Respondents were generally satisfied with Town services. Fire and
rescue services and police were listed as the most admired services.
Experiences with the water, sewer, and electrical utilities were
somewhat less satisfactory.
Recreation
The overall sentiment of respondents regarding recreation was that
services and facilities are fairly adequate, but need to be better
maintained and updated. Additionally, respondents indicated that
the Town should add more recreational opportunities for youth and
elderly alike. Residents and Town visitors expressed that they
would welcome more playgrounds, more picnic facilities, and more
hiking/biking trails specifically along the Clinch River, as long as they
were better maintained. Many respondents would like to see safe
walking trails, more communal gathering spaces, and recreational
clubs become the cornerstone of leisure in Richlands. Respondents
also thought that there needs to be more cultural activities that
Richlands
Comprehensive Plan 2016
3
celebrate the Town’s art and history to attract more visitors and
expand tourism revenue.
1.3.2 Public Input Meeting
To gather public input, the
Town held a comprehensive
planning workshop on the
evening of December 1st, 2015
to dialogue about the future
direction of the Town and to
create a community vision.
About thirty local residents
and business owners were in
attendance. The input re-
ceived on a series of subjects
is as follows:
Housing and Neighborhoods
The negative impact of vacant
and blighted buildings was the
most common response to
questions about housing and
neighborhoods. The residents
in attendance strongly support community clean-up efforts,
specifically in the west end of Town.  Another common theme was
the desire for better housing options, especially for elderly
residents.  Respondents wanted to see housing that was still
affordable, but offered better alternatives than aging manufactured
housing such as stick-built housing and retirement communities.
Calls for better housing options also came with the acknowledge-
ment that improved housing is difficult if household incomes do not
improve.
Getting Around Town (Transportation)
Residents in attendance noted the lack of street lights in certain
areas of Town and the poor condition of sidewalks, especially in the
west end.
Recreation and Culture
A predominant theme expressed by those in attendance was the
desire for increased events and recreational activities.  Attendees
noted several reasons to do so: economic development, options for
youth/teens and attracting new residents.  The second most
common theme was the need to better leverage existing
recreational assets.  Suggestions included:  hosting sports tourna-
ments, updating Richlands Recreation Park (as a draw for the
region), improving the condition of Critterville and completing plans
already started for the Riverwalk Trail.
Local Economy
To solicit input on the Richlands economy, residents were asked to
finish the statement: “The future of Richlands’ economy depends on
_______.”  Responses were divided between four general answers.
Some attendees noted the need to focus on downtown
revitalization as a driver for new business and outside visitors.  Some
saw the growth of the elderly population as an economic
opportunity to innovate and expand services.  Some noted that new
jobs must pay better wages.  A final, but equally common response
was a concern that there was not strong enough vision, unity and
cooperation to drive new economic development opportunities.
Richlands
Comprehensive Plan 2016
celebrate the Town’s art and history to attract more visitors and
expand tourism revenue.
1.3.2 Public Input Meeting
To gather public input, the
Town held a comprehensive
planning workshop on the
evening of December 1%, 2015
to dialogue about the future
direction of the Town and to
create a community vision,
About thirty local residents
and business owners were in
attendance. The input re-
ceived on a series of subjects
is as follows:
Housing and Neighborhoods
The negative impact of vacant,
and blighted buildings was the
most common response to
questions about housing and
neighborhoods. The residents
in attendance strongly support community clean-up efforts,
specifically in the west end of Town. Another common theme was
the desire for better housing options, especially for elderly
residents. Respondents wanted to see housing that was still
affordable, but offered better alternatives than aging manufactured
housing such as stick-built housing and retirement communities.
Calls for better housing options also came with the acknowledge-
ment that improved housing is difficult if household incomes do not
improve.
Getting Around Town (Transportation)
Residents in attendance noted the lack of street lights in certain
areas of Town and the poor condition of sidewalks, especially in the
west end.
Recreation and Culture
‘A predominant theme expressed by those in attendance was the
desire for increased events and recreational activities. Attendees
noted several reasons to do so: economic development, options for
youth/teens and attracting new residents. The second most
common theme was the need to better leverage existing
recreational assets. Suggestions included: hosting sports tourna-
ments, updating Richlands Recreation Park (as a draw for the
region), improving the condition of Critterville and completing plans
already started for the Riverwalk Trail.
Local Economy
To solicit input on the Richlands economy, residents were asked to
finish the statement: “The future of Richlands’ economy depends on
”” Responses were divided between four general answers.
Some attendees noted the need to focus on downtown
revitalization as a driver for new business and outside visitors. Some
saw the growth of the elderly population as an economic
opportunity to innovate and expand services. Some noted that new
jobs must pay better wages. A final, but equally common response
was a concern that there was not strong enough vision, unity and
cooperation to drive new economic development opportunities.
Richlands
Comprehensive Plan 2016
4
Town Services
Residents were generally positive on the quality of services they
received from the Town.  However, some attendees advocated for
the expansion of natural gas to residential users.
Community Vision
To solicit input on core concerns and desires for Richlands, those in
attendance were asked to finish the statement: “My vision for
Richlands is a community where _______.”  Most attendees
stressed the importance of jobs and a healthy economy that would
allow residents to enjoy their lives.  Economic vitality was the most
important issue, followed by taking better advantage of the natural
beauty of the area, strong governmental leadership and better
cooperation.
The Evening’s Common Thread
“Grow or die” was a common sentiment when considering the
future of Richlands.  Many attendees noted that without new jobs
and investment, children raised in Richlands would leave to find
better opportunities elsewhere.  Without suitable housing and good
support services, the elderly would leave as well to be closer to their
grown children.  The four goals that emerged were: 1) proactive and
collaborative leadership; 2) improved housing options; 3) less blight;
and 4) a renewed emphasis on recreational and cultural activities
and events all for the purpose of serving one large goal: improve the
local economy.
1.3.3 Summary of Community Input
In-person and in writing, residents and neighbors of Richlands
communicated their concerns and vision for the future of the Town.
Battered by the regional economic downturn, survey and meeting
participants emphasized the importance of cultivating higher
quality jobs that flourish in the modern economy and spread wealth
throughout the community.  Next on their agenda was a yearning
for better and more affordable housing options that cater to the
local demographic, both the community’s aging population and its
families.  Residents would also like to see an overall clean-up effort
to remove blight that places an unwanted burden on the
community.
Once the more pressing issues are resolved, survey and meeting
participants expressed that they would like to enjoy expanded
recreational and cultural activities, particularly for the youth and
elderly.  It was felt that additional activities and events could work
in tandem with efforts to revitalize the economy.  Richlands, to the
desire of its residents, friends and neighbors, could then better
market itself as a Town with a rich and vibrant history and a wealth
of culture and opportunity.  However, in order to strive for this
vision and sustain it for the next generation in Richlands, unity and
cooperation among Town leadership is a must.
Richlands
Town Services
Residents were generally positive on the quality of services they
received from the Town. However, some attendees advocated for
the expansion of natural gas to residential users.
Community Vision
To solicit input on core concerns and desires for Richlands, those in
attendance were asked to finish the statement: “My vision for
Richlands is a community where ” Most attendees
stressed the importance of jobs and a healthy economy that would
allow residents to enjoy their lives. Economic vitality was the most
important issue, followed by taking better advantage of the natural
beauty of the area, strong governmental leadership and better
cooperation.
The Evening’s Common Thread
“Grow or die” was a common sentiment when considering the
future of Richlands. Many attendees noted that without new jobs
and investment, children raised in Richlands would leave to find
better opportunities elsewhere. Without suitable housing and good
support services, the elderly would leave as well to be closer to their
grown children. The four goals that emerged were: 1) proactive and
collaborative leadership; 2) improved housing options; 3) less blight;
and 4) a renewed emphasis on recreational and cultural activities
and events all for the purpose of serving one large goal: improve the
local economy.
1.3.3 Summary of Community Input
In-person and in writing, residents and neighbors of Richlands
communicated their concerns and vision for the future of the Town.
Battered by the regional economic downturn, survey and meeting
Comprehensive Plan 2016
participants emphasized the importance of cultivating higher
quality jobs that flourish in the modern economy and spread wealth
throughout the community. Next on their agenda was a yearning
for better and more affordable housing options that cater to the
local demographic, both the community’s aging population and its
families. Residents would also like to see an overall clean-up effort
to remove blight that places an unwanted burden on the
community.
Once the more pressing issues are resolved, survey and meeting
participants expressed that they would like to enjoy expanded
recreational and cultural activities, particularly for the youth and
elderly. It was felt that additional acti and events could work
in tandem with efforts to revitalize the economy. Richlands, to the
desire of residents, friends and neighbors, could then better
market itself as a Town with a rich and vibrant history and a wealth
of culture and opportunity. However, in order to strive for this
vision and sustain it for the next generation in Richlands, unity and
cooperation among Town leadership is a must.
Richlands
Comprehensive Plan 2016
5
2 BACKGROUND
2.1 POPULATION AND AGE
Projections for Richlands and the region show flat growth and an
aging population.
Figure 1:  Population Change
1
9
9
0
2
0
0
0
2
0
1
0
1
9
9
0
-2
0
1
0
C
h
an
ge
1
9
9
0
-2
0
1
0
%
C
h
an
ge
2
0
1
4
E
st
im
at
e
2
0
1
0
-2
0
1
4
%
C
h
an
ge
Richlands 4,456 4,144 5,823 1,367 30.7% 5,583 -4.1%
Western/NW
Tazewell Co 15,895 14,484 18,125 2,230 14.0% No Data -
Tazewell Co 45,960 44,598 45,078 -882 -1.9% 44,654 -0.9%
Cumberland
Plateau PDC 123,580 118,279 113,976 -9,604 -7.8% 112,785 -1.0%
Source: U.S. Census, Weldon Cooper Center for Public Service
Figure 1 shows population change in Richlands and the surrounding
region.  The 30.7% increase in Richlands’ population between 2000
and 2010 can be accounted for by the land brought into the Town
by Boundary Adjustment in 2005 – 1,495 residents according to the
Commission on Local Government.  Without the adjustment, the
population would have decreased by 2.9% between 1990 and 2010.
Since 2010, the Town’s population has declined by 4.1%, as of 2014.
The population for the census-designated districts of Northwestern
and Western Tazewell County have been included in Figure 1 to
show the population changes in areas surrounding Richlands over
the same time periods.  The two county districts that Richlands falls
within are shown in the map in Figure 2 below.
The Cumberland Plateau Planning District Commission (PDC) region,
which includes Buchanan, Dickenson, Russell, and Tazewell
Counties, lost 7.8% of its population – 9,604 residents – between
2000 and 2010.  In contrast, the Western/Northwestern Tazewell
County districts grew by 14% or by 2,230 residents.
Figure 2:  Tazewell County - Western and Northwestern District
The increase in population surrounding Richlands may be attributed
to the growth of the unincorporated “suburbs” west of Richlands
including the Raven community and the approaches to Richlands
along the U.S. Route 19/460 corridor including Claypool Hill and
Richlands
Comprehensive Plan 2016
2 BACKGROUND
2.1 POPULATION AND AGE
Projections for Richlands and the region show flat growth and an.
aging population
Figure 1: Population Change
zg
2010-2014
% Change
Richlands 4456 44a 5,823 1,367 30.7% 5,583 -4.1%
Western/NW
TezewellCo 15,895 14,484 18,125 2,230 14.0% _No Data -
TaxewellCo 45,960 44,598 45,078 _—-882—-1.9% 44,654 -0.9%
Cumberland
Plateau POC 123,580 118,279 113,976 -9,608-7.8% 112,785 _-1.0%
Source: U.S. Census, Weldon Cooper Center for Public Service
Figure 1 shows population change in Richlands and the surrounding
region. The 30.7% increase in Richlands’ population between 2000
and 2010 can be accounted for by the land brought into the Town
by Boundary Adjustment in 2005 ~ 1,495 residents according to the
Commission on Local Government. Without the adjustment, the
population would have decreased by 2.9% between 1990 and 2010.
‘Since 2010, the Town’s population has declined by 4.1%, as of 2014.
The population for the census-designated districts of Northwestern
and Western Tazewell County have been included in Figure 1 to
show the population changes in areas surrounding Richlands over
the same time periods. The two county districts that Richlands falls
within are shown in the map in Figure 2 below.
The Cumberland Plateau Planning District Commission (PDC) region,
which includes Buchanan, Dickenson, Russell, and Tazewell
Counties, lost 7.8% of its population ~ 9,604 residents ~ between
2000 and 2010. In contrast, the Western/Northwestern Tazewell
County districts grew by 14% or by 2,230 residents.
Figure 2: Tazewell County - Western and Northwestern
The increase in population surrounding Richlands may be attributed
to the growth of the unincorporated “suburbs” west of Richlands
including the Raven community and the approaches to Richlands
along the U.S. Route 19/460 corridor including Claypool Hill and
5
Richlands
Comprehensive Plan 2016
6
Cedar Bluff.  As can be seen in Figure 3 below, these areas have
continued to grow since 1990.
Figure 3: Population Change – Neighboring Areas
1990 2000 2010
1990-
2010
Percent
Change
Claypool Hill 1,468 1,719 1,776 + 308 21.0%
Cedar Bluff 525 1,085 1,137 + 612 116.6%
Raven 985 2,593 2,270 + 1,285 130.5%
Source: U.S. Census
Future projections (Figure 4) for Richlands and the surrounding
region show population growth to remain essentially flat.  However,
as demonstrated in Figure 5, there is growing shift in age cohorts.
Age projections for Tazewell County (the only level available) show
an increase in residents over the age of 60 and a decrease in children
and working age adults.  Residents over the age of 60 made up 24%
of the total County population in 2010.  By 2040, this number is
projected to be 34%.  In 2010, median age was 41.3 for the Town
and 37.2 nationally.
Figure 4:  Population Projections
2020 2030 2040
2020-
2040
Percent
Change
Richlands 5,832 5,841 5,850 + 18 0.3%
Tazewell County 45,300 45,436 45,535 + 235 0.5%
Cumberland Plateau PDC 113,334 113,370 113,558 + 224 0.2%
Source: U.S. Census, Weldon Cooper Center for Public Service
Figure 5:  Projected Population in Tazewell County by Age
Source: U.S. Census
As Figure 6 on the next page shows, Tazewell County showed a 5.3%
decrease in total school enrollment between 2002 and 2010, from
7,002 students to 6,628.  Richlands area schools also declined in
enrollment, with the exception of Richlands Elementary, which
gained 48 students over this time.  Combined enrollment from
Richlands High School, Richlands Middle and Richlands Elementary
School decreased by 4.5%.
0
500
1000
1500
2000
2500
3000
3500
4000
0
t
o
4
5
t
o
9
1
0
t
o
1
4
1
5
t
o
1
9
2
0
t
o
2
4
2
5
t
o
2
9
3
0
t
o
3
4
3
5
t
o
3
9
4
0
t
o
4
4
4
5
t
o
4
9
5
0
t
o
5
4
5
5
t
o
5
9
6
0
t
o
6
4
6
5
t
o
6
9
7
0
t
o
7
4
7
5
t
o
7
9
8
0
t
o
8
4
8
5



P
o
p
u
la
ti
o
n
Age Range
2010 Census 2040 Projection
Richlands
Cedar Bluff. As can be seen in Figure 3 below, these areas have
continued to grow since 1990.
Figure 3: Population Change - Neighboring Areas
1990- Percent
200020102010 _change
Claypool 1ashu719_1768 +308 1.08%
Cedar bit 52510851137 +612_1166%
faven sas 2593 2270 +1285 _1305%
Source: U.S. Census
Future projections (Figure 4) for Richlands and the surrounding
region show population growth to remain essentially flat. However,
as demonstrated in Figure 5, there is growing shift in age cohorts.
‘Age projections for Tazewell County (the only level available) show
an increase in residents over the age of 60 and a decrease in children
and working age adults. Residents over the age of 60 made up 24%
of the total County population in 2010. By 2040, this number is
projected to be 34%, In 2010, median age was 41.3 for the Town
and 37.2 nationally.
Figure 4: Population Projections
Percent
0202030 2000 Change
tices saa sau sas ae 03%
Tozewel county 45300 4548645535 +235 05H |
CumberandPaeauP0C 15334 113370_13558 422402 |
Source: U.S. Census, Weldon Cooper Center for Public Service
Comprehensive Plan 2016
Figure 5: Projected Population in Tazewell County by Age
4000
3500
3000
2010 Census m 2040 Projection
‘Source: U.S. Census
‘As Figure 6 on the next page shows, Tazewell County showed a 5.3%
decrease in total school enrollment between 2002 and 2010, from
7,002 students to 6,628. Richlands area schools also declined in
enrollment, with the exception of Richlands Elementary, which
gained 48 students over this time. Combined enrollment from
Richlands High School, Richlands Middle and Richlands Elementary
School decreased by 4.5%.
Richlands
Comprehensive Plan 2016
7
Figure 6:  School Enrollment
Source: Virginia Department of Education – Fall Membership Data
Summary
Overall population trends show flat growth or decline for Richlands,
Tazewell County and the region.  In contrast the surrounding nearby
communities have grown significantly in the past decades, resulting
in a population increase for the western portions of Tazewell
County.
Age projections for Tazewell County show that the number of
elderly residents will grow and the numbers of children and working
age adults will shrink.  Correspondingly, school enrollment trends
are down for the County and Town.
Key Takeaway
According to 2040 projections, the current population will
essentially be the same, but with a higher proportion of elderly
residents.  Without an influx of working age adults contributing to
the tax base, the population will stagnate while social assistance
costs will increase due to a greater proportion of elderly residents.
A change in this scenario is unlikely without new jobs and a growing
economy to attract working age adults.
0
200
400
600
800
1000
2
0
0
2
2
0
0
3
2
0
0
4
2
0
0
5
2
0
0
6
2
0
0
7
2
0
0
8
2
0
0
9
2
0
1
0
Fa
ll
Sc
h
o
o
l E
n
ro
llm
e
n
t
Year
Richlands H.S.
Richlands M.S.
Richlands E.S.
Cedar Bluff E.S.
Raven E.S.
Richlands
Comprehensive Plan 2016
Figure 6: School Enrollment
1000
2 00 |} ———___
5 600 | Richlands H.s.
5 100 | —. Richlands Ms
2 ——Richlands E.S.
Ce —————— ae
° Re ES.
EESSE8 228
‘Source: Virginia Department of Education - Fall Membership Data
Summary
Overall population trends show flat growth or decline for Richlands,
Tazewell County and the region. In contrast the surrounding nearby
communities have grown significantly in the past decades, resulting
in a population increase for the western portions of Tazewell
County.
‘Age projections for Tazewell County show that the number of
elderly residents will grow and the numbers of children and working
age adults will shrink. Correspondingly, school enrollment trends
are down for the County and Town.
Key Takeaway
According to 2040 projections, the current population will
essentially be the same, but with a higher proportion of elderly
residents. Without an influx of working age adults contributing to
the tax base, the population will stagnate while social assistance
costs will increase due to a greater proportion of elderly residents.
A change in this scenario is unlikely without new jobs and a growing
economy to attract working age adults.
Richlands
Comprehensive Plan 2016
8
2.2 HOUSING
Housing in Richlands is primarily made up of single-family homes
and mobile homes.  Compared to Tazewell County, the Town has a
higher percentage of mobile homes and multifamily units.  Multi-
family units represent a small percentage of housing in both the
Town and County but mobile homes comprise almost a third of all
units in Richlands.
Figure 7:  Housing Units
Richlands Percentage Tazewell Percentage
Total housing units 2,648 [x] 20,718 [x]
Single Family 1,453 55% 13,789 67%
Mobile home 848 32% 4,984 24%
Attached and Multifamily 347 13% 1,945 9%
Source: U.S. Census, American Community Survey 2009-2013 Estimates
Compared to Virginia overall, Richlands has a much higher rate of
mobile homes than the statewide average of 5.4% and a much lower
rate of attached and multifamily units than the statewide average
of 32.5%.  The high rate of mobile homes in Town is partly due to
the limited amount of buildable land and the historic need for
affordable workforce housing.  Much of the manufactured housing
that was located in Richlands in the mid-20th century to meet
economic demand still remains and is in poor condition.
Figure 8:  Households
2000 2010 Change
Total households 1,882 2,552 670
Family households (families) 65.0% 63.9% -1.1%
Female Householder with children under 18 5.5% 5.7% 0.2%
Nonfamily households 35.0% 36.1% 1.1%
Households with individuals under 18 years 25.8% 28.3% 2.5%
Households with individuals 65 years and over 32.1% 29.0% -3.1%
Average household size 2.20 2.28 3.6%
Average family size 2.76 2.84 2.9%
Source: U.S. Census
As noted previously, the 2005 Boundary Adjustment makes finding
trends between census counts difficult.  Figure 8 is a comparison of
percentages between different household types from 2000 and

It demonstrates that the average household and family size

grew and the percentage of elderly households shrunk.
As outlined in Figure 9 on the next page, the Town added 723
housing units between 2000 and 2010, mostly due to the 2005
adjustment.  The rate of occupied housing units was largely
unchanged over this time.  The largest change was in reduced
vacancy rate for rental property.
Richlands
2.2 HOUSING
Housing in Richlands is primarily made up of single-family homes
and mobile homes. Compared to Tazewell County, the Town has a
higher percentage of mobile homes and multifamily units. Mul
family units represent a small percentage of housing in both the
Town and County but mobile homes comprise almost a third of all
units in Richlands.
Housing Units
Richlands Percentage __Tazewel
Total housing units 2,608 bl 20718 oT
Single Family 1483 55% 13,789 on
Mobile home 848 32% 4.984 24%
Attached and Multifamily 307 13% 4945 9%
Source: U.S. Census, American Community Survey 2009-2013 Estimates
Compared to Virginia overall, Richlands has a much higher rate of
mobile homes than the statewide average of 5.4% and a much lower
rate of attached and multifamily units than the statewide average
of 32.5%. The high rate of mobile homes in Town is partly due to
the limited amount of buildable land and the historic need for
affordable workforce housing. Much of the manufactured housing
that was located in Richlands in the mid-20" century to meet
economic demand still remains and is in poor condition.
Comprehensive Plan 2016
Figure 8: Households
2000 2010 _Change
Total households 4gs2 2,552 670
Family households (amie) 650% 639% -11%
Female Householder with children under 18 5.5% 5.7% 0.2%
Nonfamily households 380% 361% 14%
Households with individuals under 18 years 258% 283% 25%
Households with individuals 65 years and over 32.1% 29.0% 3.1%
‘Average household size 220 228 3.6%
Average family site 276 288 29%
‘Source: U.S. Census
‘As noted previously, the 2005 Boundary Adjustment makes finding
trends between census counts difficult. Figure 8 is a comparison of
percentages between different household types from 2000 and
2010. It demonstrates that the average household and family size
grew and the percentage of elderly households shrunk.
‘As outlined in Figure 9 on the next page, the Town added 723
housing units between 2000 and 2010, mostly due to the 2005
adjustment. The rate of occupied housing units was largely
unchanged over this time. The largest change was in reduced
vacancy rate for rental property.
Richlands
Comprehensive Plan 2016
9
Figure 9:  Housing Occupancy
2000 2010 Change
Total housing units 2,137 2,860 723
Occupied housing units 88.1% 89.2% 1.1%
Vacant housing units 11.9% 10.8% -1.1%
Homeowner vacancy rate (percent) 3.2% 2.4% -0.8%
Rental vacancy rate (percent) 15.5% 10.5% -5.0%
Source: U.S. Census
As shown in Figure 10, the number of occupied households in
Richlands grew by 670 units.  The number of renter-occupied units
grew at a faster rate, however, and now makes up a greater
percentage of the number of total units than before.
Figure 10:  Housing Tenure
2000 2010 Change
Occupied housing units 1,882 2,552 670
Owner-occupied housing units 68.7% 63.7% -5.0%
Renter-occupied housing units 31.3% 36.3% 5.0%
Source: U.S. Census
Figure 11 shows the value of owner-occupied housing in relation to
other communities in the County and to the County overall.  Lower-
and upper-quartile values can show the range of home values within
a community that a median value cannot capture.  The lower
quartile is the value point of a house that is valued higher than 25%
of other homes, and the upper quartile is the value point of a house
that is valued higher than 75% of other homes.
Figure 11:  Value of Owner-Occupied Housing
Source: U.S. Census, American Community Survey 2009-2013 Estimates
Richlands has a relatively high median home value, second only to
the Town of Tazewell.  The Town’s lower value quartile of $41,500
shows that one out of four owner-occupied units are valued at or
below $41,500.  The lower quartile home value in Richlands is lower
than those in Cedar Bluff, Tazewell Town and Bluefield, Va.  This
lower value can be an indicator of poor housing conditions and may
correspond with Richland’s rate of mobile homes and manufactured
housing.
With the exception of Bluefield, Va., Richlands has the highest
spread between lower- and upper-value quartile housing among the
localities shown.  This means that there may be fewer homes
$-
$50,000
$100,000
$150,000
$200,000
$250,000
Richlands Cedar Bluff Tazewell
(Town)
Bluefield
(VA)
Tazewell
County
Lower value quartile Median value Upper value quartile
Richlands
Comprehensive Plan 2016
Figure 9: Housing Occupancy
2000 2010 change
‘otal housing units 24372860723
‘Occupied housing units sa1% 892% 14%
Vacant housing units 119% 108% 11%
Homeowner vacancy rate (percent) 32% 24% 08%
Rental vacancy rte (percent) 155% 105% 50%
Source: U.S. Census
‘As shown in Figure 10, the number of occupied households in
Richlands grew by 670 units. The number of renter-occupied units
grew at a faster rate, however, and now makes up a greater
percentage of the number of total units than before.
Figure 10: Housing Tenure
2000 2010 _change
Occupied housing units 1982 2,552 670,
(Owner-occupied housing units 687% 637% 5.0%
Renter-occupied housing units 313% 363% 5.0%
Source: U.S. Census
Figure 11 shows the value of owner-occupied housing in relation to
other communities in the County and to the County overall. Lower-
and upper-quartile values can show the range of home values within
a community that a median value cannot capture. The lower
quartile is the value point of a house that is valued higher than 25%
of other homes, and the upper quartile is the value point of a house
that is valued higher than 75% of other homes.
Figure 11: Value of Owner-Occupied Housing
$250,000
$200,000
$150,000
$100,000
$50,000 +
$
Richlands Cedar Bluff Tazewell Bluefield Tazewell
(Town) (VA) County
Lower value quartile m Median value = Upper value quartile
‘Source: U.S. Census, American Community Survey 2009-2013 Estimates
Richlands has a relatively high median home value, second only to
the Town of Tazewell. The Town’s lower value quartile of $41,500
shows that one out of four owner-occupied units are valued at or
below $41,500. The lower quartile home value in Richlands is lower
than those in Cedar Bluff, Tazewell Town and Bluefield, Va. This
lower value can be an indicator of poor housing conditions and may
correspond with Richland’s rate of mobile homes and manufactured
housing.
With the exception of Bluefield, Va., Richlands has the highest
spread between lower- and upper-value quartile housing among the
localities shown. This means that there may be fewer homes
Richlands
Comprehensive Plan 2016
10
available at a median price range and a higher proportion that are
valued either relatively low or relatively high.
Summary
The housing stock in Richlands is primarily a mix of single-family and
mobile and manufactured housing at a wide range of values.
Though the majority of housing is owner-occupied, rates of rental
housing are growing.
Key Takeaway
As the population of the Town and the region ages, there will be a
greater demand for age-appropriate housing than is currently
provided.  Also, the Town has a shortage in multifamily housing and
an abundance of mobile and manufactured homes compared to
statewide averages.  These two trends suggest that over the next
few decades the Town’s growing elderly population may encounter
difficulties in maintaining their existing single family homes and
hence their independence.  It can be expected that the need for age-
appropriate housing, including apartments, townhouses, assisted
living facilities, and retirement communities will continue to grow.
Richlands
available at a median price range and a higher proportion that are
valued either relatively low or relatively high.
Summary
‘The housing stock in Richlands is primarily a mix of single-far
ly and
mobile and manufactured housing at a wide range of values.
Though the majority of housing is owner-occupied, rates of rental
housing are growing.
Key Takeaway
As the population of the Town and the region ages, there will be a
greater demand for age-appropriate housing than is currently
provided. Also, the Town has a shortage in multifamily housing and
an abundance of mobile and manufactured homes compared to
statewide averages. These two trends suggest that over the next
few decades the Town’s growing elderly population may encounter
difficulties in maintaining their existing single family homes and
hence their independence. It can be expected that the need for age-
appropriate housing, including apartments, townhouses, assisted
living facilities, and retirement communities will continue to grow.
Comprehensive Plan 2016
10
Richlands
Comprehensive Plan 2016
11
2.3 HISTORIC AND CULTURAL RESOURCES
2.3.1 History
Richlands can credit its name to the fertile soil of the Clinch River
Valley.  However, it was the rich and abundant coal reserves in
Southwest Virginia and the extension of the railroad into the region
in the late 19th century that shaped the character of the Town into
the 20th century and beyond.  The Town’s success has been closely
reflected in the booms and busts of the coal industry since being
platted in 1888.
The Town is a stop along the Virginia Coal Heritage Trail, which
connects several towns through seven counties in Southwest
Virginia’s historic coal mining region.  Visitors and local residents can
visit the Coal Miners’ Memorial and the soon to be renovated
Railroad Section House.
The Railroad Section House was the home of the railroad section
foreman, tasked with maintaining the section of railroad in and
around the Town.  The historic building was erected in the 1890’s
by the Norfolk and Western Railroad and still has its original board
and batten siding, windows and tin roof to this day.  Once
renovated, the Railroad Section House will document and interpret
the Town’s railroad and coal heritage.
The Coal Miners’ Memorial of the Commonwealth is located in a
prominent location in front of Town Hall.  This attractive memorial
is the official state memorial and is a tribute to coal miners
throughout the region, especially those who lost their lives in
mining-related accidents.
Surrounding the Coal Miners’ Memorial is the Richlands Historic
District.  This district is part of the original Town street grid as laid
out by the Clinch Valley Iron and Coal Company in 1888.  This district
includes Richlands’ historic downtown area and earliest residential
Railroad Section House
Source: Rod Cury
Coal Miners’ Memorial
Source: Visittazewellcounty.org
Richlands
Comprehensive Plan 2016
2.3 HISTORIC AND CULTURAL RESOURCES
2.3.1 History
Richlands can credit its name to the fertile soil of the Clinch River
Valley. However, it was the rich and abundant coal reserves in
Southwest Virginia and the extension of the railroad into the region.
in the late 19" century that shaped the character of the Town into
the 20" century and beyond. The Town’s success has been closely
reflected in the booms and busts of the coal industry since being
platted in 1888.
The Town is a stop along the Virginia Coal Heritage Trail, which
connects several towns through seven counties in Southwest
Virginia’s historic coal mining region. Visitors and local residents can
visit the Coal Miners’ Memorial and the soon to be renovated
Railroad Section House.
Ce ae
Railroad Section House
Source: Rod Cury
The Railroad Section House was the home of the railroad section
foreman, tasked with maintaining the section of railroad in and
around the Town. The historic building was erected in the 1890’s
by the Norfolk and Western Railroad and still has its original board
and batten siding, windows and tin roof to this day. Once
renovated, the Railroad Section House will document and interpret
the Town’s railroad and coal heritage.
The Coal Miners’ Memorial of the Commonwealth is located in a
prominent location in front of Town Hall. This attractive memorial
is the official state memorial and is a tribute to coal miners
throughout the region, especially those who lost their lives in
mining-related accidents.
a

Coal Miners’ Memorial
‘Source: Visittazewellcounty.org
Surrounding the Coal Miners’ Memorial is the Richlands Historic
District. This district is part of the original Town street grid as laid
out by the Clinch Valley Iron and Coal Company in 1888. This district,
includes Richlands’ historic downtown area and earliest residential
cry
Richlands
Comprehensive Plan 2016
12
neighborhood, both of which show the architectural styles
prominent in the late 19th and early 20th centuries.
The creation of murals
and the Fire and Rescue
Department sculpture in
the downtown (seen at
right) highlight the
Town’s history and
creativity.  Additionally,
the Richlands Farmer’s
Market is located down-
town.  Venues like these
help generate needed
downtown foot traffic
and serve to draw
people to the Town from
across the region.
Downtown Murals and Fire & Rescue Sculpture
Source: Photographs by Community Planning Partners
Richlands Historic District
Source: Virginia Department of Historic Resources
Richlands
Comprehensive Plan 2016
neighborhood, both of which show the architectural styles
prominent in the late 19" and early 20" centuries.
Richlands Historic District
‘Source: Virginia Department of Historic Resources
The creation of murals
and the Fire and Rescue
Department sculpture in
the downtown (seen at
right) highlight the
Town’s history and
creativity. Additionally,
the Richlands Farmer’s
Market is located down-
town. Venues like these
help generate needed
downtown foot traffic
and serve to draw
people to the Town from
across the region.
Downtown Murals and Fire & Rescue Sculpture
Source: Photographs by Community Planning Partners
12
Richlands
Comprehensive Plan 2016
13
The Tazewell Avenue Historic District was developed after the
Richlands Historic District, but has similar architecture.  The
neighborhood includes a commercial district that fronts the railroad
with a residential district laid out in a grid pattern behind it.
Architectural styles include Late Victorian and Queen Ann homes,
but also more modest Colonial Revival, American Craftsmen and
Bungalow styles.  Historic commercial buildings in this district are
two-story brick structures that provide storefront commercial and
retail space along the sidewalk.
The Williams House is the only building in Richlands singularly listed
on the State and National Historic Registers.  It was built in 1890 and
is one of the earliest buildings constructed in the Town.  It was built
to serve as the main office for the Clinch Valley Iron and Coal
Company that intended to transform Richlands into a prominent
coke and iron manufacturing center.
2.3.2 Arts, Culture & Events
Richlands honors its culture and heritage by coordinating a number
of community-wide annual events and serving as a local hub for the
arts in Tazewell County.
CART (Citizens for the Arts),
CART, operating for 36 continuous years, is located near Richlands’
public library.  Funded by state and national arts endowments and
the area’s local governments, CART supports the performing arts.  A
core value of CART is to provide Arts-in-Education programs that
enlighten the public and nurtures students.  Over the course of the
year CART schedules, organizes and stages numerous theatrical,
Tazewell Avenue Historic District
Source: Virginia Department of Historic Resources
The Williams House
Source: Town of Richlands
Richlands
Comprehensive Plan 2016
The Tazewell Avenue Historic District was developed after the
Richlands Historic District, but has similar architecture. The
neighborhood includes a commercial district that fronts the railroad
with a residential district laid out in a grid pattern behind it.
Architectural styles include Late Victorian and Queen Ann homes,
but also more modest Colonial Revival, American Craftsmen and
Bungalow styles. Historic commercial buildings in this district are
two-story brick structures that provide storefront commercial and
retail space along the sidewalk.
Tazewell Avenue Historic District
‘Source: Virginia Department of Historic Resources
The Williams House is the only building in Richlands singularly listed
on the State and National Historic Registers. It was built in 1890 and
is one of the earliest buildings constructed in the Town. It was built
to serve as the main office for the Clinch Valley Iron and Coal
Company that intended to transform Richlands into a prominent
coke and iron manufacturing center.
The Williams House
Source: Town of Richlands
2.3.2 Arts, Culture & Events
Richlands honors its culture and heritage by coordinating a number
of community-wide annual events and serving as a local hub for the
arts in Tazewell County.
CART, operating for 36 continuous years, is located near Richlands’
public library. Funded by state and national arts endowments and
the area’s local governments, CART supports the performing arts. A
core value of CART is to provide Arts-in-Education programs that
enlighten the public and nurtures students. Over the course of the
year CART schedules, organizes and stages numerous theatrical,
13
Richlands
Comprehensive Plan 2016
14
dance and musical performances at various venues throughout
Richlands and Tazewell County for the public to enjoy.
Richlands Farmers’ Market
The Richlands Farmers’ Market is owned and operated by the Town
of Richlands and operates six days per week from April 1 to
December 31.  The Town funds the Market so that area small
businesses and organization can find a staging area for their
economic endeavors and is open to area farmers, gardeners, crafts
persons, and food vendors.
Richlands Annual Freedom Festival
The Freedom Festival has become a regular annual event in mid-
summer supported by a host of local and regional sponsors.  Across
the two-day event, a variety of attractions and vendors are amassed
to illustrate the culture, history, and artisanship of the Clinch Valley
region.  Festival participants enjoy historical tours and reenact-
ments, musical performances, a motorcycle show, unique art,
patriotic contests, carnival rides, a 5K race, and large fireworks
display.
Annual Winter Honey Festival
This festival is an annual gathering of Richlands area beekeepers,
craftsmen, and honey artisans to showcase their bee-related craft.
Over 40 vendors participate in the festival representing a variety of
honey types and other handcrafted items.
Richlands Annual Town Wide Yard Sale
The annual Town Wide Yard Sale is sponsored and hosted by the
Freedom Festival Committee.  Serving as a treasure-seeking
occasion not only for Richlands, but Tazewell County as well, the
event is held in late spring each year.
Local Parades
Richlands also sponsors or hosts a number of parades each year that
have wide draw including the Richlands High School Homecoming
Parade, a Veteran’s Parade, and the annual Christmas Parade.
Summary
Richlands’ rail and coal history provide a strong sense of place and
heritage and the historic districts help communicate its history.
Citizens are rightfully proud of this history and these symbols of the
past.
Richlands also has a growing array of arts, culture and big events
that not only entertain and inspire local citizens, but serve as a draw
to the community.
The Richlands Farmers’ Market
Source: Town of Richlands
Richlands
dance and musical performances at various venues throughout
Richlands and Tazewell County for the public to enjoy.
Richlands Farmers’ Market
The Richlands Farmers’ Market is owned and operated by the Town
of Richlands and operates six days per week from April 1 to
December 31. The Town funds the Market so that area small
businesses and organization can find a staging area for their
economic endeavors and is open to area farmers, gardeners, crafts
persons, and food vendors.
The Richlands Farmers’ Market
Source: Town of Richlands
Richlands Annual Freedom Festival
The Freedom Festival has become a regular annual event in
summer supported by a host of local and regional sponsors. Across
the two-day event, a variety of attractions and vendors are amassed
to illustrate the culture, history, and artisanship of the Clinch Valley
Comprehensive Plan 2016
region. Festival participants enjoy historical tours and reenact-
ments, musical performances, a motorcycle show, unique art,
patriotic contests, carnival rides, a SK race, and large fireworks
display.
Annual Winter Honey Festival
This festival is an annual gathering of Richlands area beekeepers,
craftsmen, and honey artisans to showcase their bee-related craft.
Over 40 vendors participate in the festival representing a variety of
honey types and other handcrafted items.
Richlands Annual Town Wide Yard Sale
The annual Town Wide Yard Sale is sponsored and hosted by the
Freedom Festival Committee. Serving as a treasure-seeking
occasion not only for Richlands, but Tazewell County as well, the
event is held in late spring each year.
Local Parades
Richlands also sponsors or hosts a number of parades each year that
have wide draw including the Richlands High School Homecoming
Parade, a Veteran’s Parade, and the annual Christmas Parade.
Summary
Richlands’ rail and coal history provide a strong sense of place and
heritage and the historic districts help communicate its history.
Citizens are rightfully proud of this history and these symbols of the
past.
Richlands also has a growing array of arts, culture and big events
that not only entertain and inspire local citizens, but serve as a draw
to the community.
14
Richlands
Comprehensive Plan 2016
15
Key Takeaway
Richlands’ rail and coal history, as well as its historic districts should
be protected and showcased as a means of maintaining community
pride and attracting visitors.  The Town’s arts, culture and event
offerings should be expanded and utilized as a means of marketing
the Town and supporting Richlands economic development efforts.
Richlands
Comprehensive Plan 2016
Key Takeaway
Richlands’ rail and coal history, as well as its historic districts should
be protected and showcased as a means of maintaining community
pride and attracting visitors. The Town’s arts, culture and event
offerings should be expanded and utilized as a means of marketing
the Town and supporting Richlands economic development efforts.
15
Richlands
Comprehensive Plan 2016
16
2.4 ENVIRONMENTAL RESOURCES
2.4.1 Forest Resources
One of the Town’s most important resources is its character as a
rural community located in a natural setting.  The Town is
surrounded by hills and ridgelines, most of which are forested.
These forested slopes protect against erosion and create attractive
vistas for citizens and visitors alike.
At the same time, this defining feature also limits development in
Richlands.  Because development on steep slopes can lead to soil
erosion that impacts streams and rivers and potentially undermines
building safety, modern building codes limit construction on steep
slopes.  Construction on slopes above 25% grade is not advised and
above 33% is not allowed by the International Building Code (IBC), a
provision that is incorporated into the Virginia Uniform Statewide
Building Code (USBC).  Additionally, the IBC (and hence the (USBC)
recommends a setback of 40 feet from the top of a steep slope and
15 feet from the bottom of a steep slope.  As delineated in Figure
12 on page 16 and depicted in the Environmental Constraints Map
and Land Suitable for Development Map that follow page 21, these
restrictions limit the amount of undeveloped land in Richlands that
is suitable for development.
2.4.2 Hydrology and Water Resources
The Clinch River, traversing through the center of Richlands, is a
crown jewel natural resource in Southwest Virginia.  Originating in
the mountains northeast of Town, the river travels some 135 miles
through Tazewell, Russell, Wise, and Scott counties before reaching
Tennessee.  With its smooth valleys carved out of the mountains
and foothills, the Clinch has played a considerable role in the
exploration and settlement of Southwest Virginia.
The Clinch is truly a treasure trove of aquatic life.  According to the
Virginia Department of Game and Inland Fisheries, the river
supports about 50 species of mussels, more than any other river in
the world.  Over 100 species of non-game fish also claim the Clinch
as their home.  Lying toward the bottom of the food chain, they play
an important role in the survival of other fish and mussel species.
The variety of sport fish that flock to the Clinch make it an ideal
destination for anglers.
Looking North from Richlands Town Hall
Richlands
2.4 ENVIRONMENTAL RESOURCES
2.4.1 Forest Resources
One of the Town’s most important resources is its character as a
rural community located in a natural setting. The Town is
surrounded by hills and ridgelines, most of which are forested.
These forested slopes protect against erosion and create attractive
vistas for citizens and visitors alike.
At the same time, this defining feature also limits development in
Richlands. Because development on steep slopes can lead to soil
erosion that impacts streams and rivers and potentially undermines
building safety, modern building codes limit construction on steep
slopes. Construction on slopes above 25% grade is not advised and
above 33% is not allowed by the International Building Code (IBC), a
provision that is incorporated into the Virginia Uniform Statewide
Building Code (USBC). Additionally, the IBC (and hence the (USBC)
recommends a setback of 40 feet from the top of a steep slope and
15 feet from the bottom of a steep slope. As delineated in Figure
12 on page 16 and depicted in the Environmental Constraints Map
and Land Suitable for Development Map that follow page 21, these
restrictions limit the amount of undeveloped land in Richlands that
is suitable for development.
2.4.2 Hydrology and Water Resources
The Clinch River, traversing through the center of Richlands, is a
crown jewel natural resource in Southwest Virginia. Originating in
the mountains northeast of Town, the river travels some 135 miles
through Tazewell, Russell, Wise, and Scott counties before reaching
Tennessee. With its smooth valleys carved out of the mountains
Comprehensive Plan 2016
Looking North from Richlands Town Hall
and foothills, the Clinch has played a considerable role in the
exploration and settlement of Southwest Virginia,
The Clinch is truly a treasure trove of aquatic life. According to the
Virginia Department of Game and Inland Fisheries, the river
supports about 50 species of mussels, more than any other river in
the world. Over 100 species of non-game fish also claim the Clinch
as their home. Lying toward the bottom of the food chain, they play
an important role in the survival of other fish and mussel species.
The variety of sport fish that flock to the Clinch make it an ideal
destination for anglers.
16
Richlands
Comprehensive Plan 2016
17
While a natural marvel for Richlands, the Clinch and the low-lying
lands adjacent to it can on occasion flood from heavy rain events
that fill the Clinch’s mountain feeder streams and rush into the main
stem.  The Clinch’s extent and the 100-year flood plain surrounding
it are shown in the Environmental Constraints Map that follows
page 21.
The Environmental Protection Agency (EPA) monitors water quality
for the Clinch River as well as the creeks that feed it.  The following
bodies of water have been listed as impaired in one form or another:
Figure 12: Impaired Bodies of Water
Name Length
(miles)
Impacted Function Probable Cause
Clinch River (from the eastern
terminus of River Street to
Raven)
3.37 Fish Consumption
(Mercury in tissue),
Recreation
Unknown (Mercury),
Rural Residential,
and Stormwater
Runoff
Clinch River (from the eastern
terminus of River Street to
Cedar Bluff)
11.77 Recreation (E Coli
present)
Unknown
Town Hill Creek 0.25 Aquatic Life,
Recreation
Rural Residential ,
Silviculture
Big Creek 1.33 Aquatic Life,
Recreation
Coal Mining,
Silviculture, Rural
Residential
Mudlick Creek 2.43 Aquatic Life,
Recreation
Rural Residential,
Unknown
Source:  EPA Water Quality Assessment
The most commonly listed “probable cause” of impairment are rural
land uses.  The impact of septic systems and livestock can both
increase levels of E Coli.  The presence of E Coli doesn’t necessarily
mean that there are disease-causing bacteria present in the water,
but it is a good indicator that other more harmful bacteria might be
present and swimming or eating shellfish might be a health risk per
EPA guidance.  Important steps can be taken locally to reduce levels
of E Coli:  the extension of public sanitary sewer to all households in
the Town, the restoration of vegetated buffers along the creeks and
the Clinch River, fencing around creeks and the river where livestock
are located, and ensuring that local residents pick up pet waste.
The presence of mercury in fish tissue has been identified in the
Clinch River, however the Virginia Department of Health has not
issued a fish consumption advisory for the river or any local
tributary.  It should be noted that some of the impacts to the local
watershed result from uses beyond the Town boundaries – mining
and silviculture.
Even with these challenges, the Clinch River is being recognized
more and more as a regional asset that not only needs protection,
but can also provide opportunity.  As part of a regional initiative to
expand access to the Clinch River, the Town has been designed as
one of the “Hometowns of the Clinch.”  The Clinch River Valley
Initiative (CRVI) is a collaboration among local, regional and state
organizations to improve the environmental quality of the river,
provide opportunities for increased recreational access and connect
the River to economic development strategies for communities in
the Clinch River Valley.  CRVI has five goals:


Develop a Clinch River State Park.


Develop and integrate access points, trails, and camp-


grounds along the Clinch River.
Richlands
Comprehensive Plan 2016
While a natural marvel for Richlands, the Clinch and the low-lying
lands adjacent to it can on occasion flood from heavy rain events
that fill the Clinch’s mountain feeder streams and rush into the main
stem. The Clinch’s extent and the 100-year flood plain surrounding
it are shown in the Environmental Constraints Map that follows
page 21.
The Environmental Protection Agency (EPA) monitors water quality
for the Clinch River as well as the creeks that feed it. The following
bodies of water have been listed as impaired in one form or another:
‘Length Impacted Function Probable Cause
(ites)
Clinch River (rom the eastern 3.37 ‘Fish Consumption Unknown (Mercury),
‘terminus of River Street to (Mercuryin issue), Rural Residential,
Raven) Recreation and Stormwater
Runoff
Clinch River from the eastern 11.7 Recreation (E Cali Unknown
terminus of River Street to present)
Cedar Blut)
‘Town Hill Creek 025 Aquatic Life, ural Residential,
Recreation Silviculture
Big Creek 1.33 Aquatic Life, Coal Mining,
Recreation Silviculture, Rural
Residential
‘Mudlick Creek 2.43 Aquatic tife, Rural Residential,
Recreation Unknown,
Source: EPA Water Quality Assessment
The most commonly listed “probable cause” of impairment are rural
land uses. The impact of septic systems and livestock can both
increase levels of E Coli. The presence of E Coli doesn’t necessarily
mean that there are disease-causing bacteria present in the water,
but itis a good indicator that other more harmful bacteria might be
present and swimming or eating shellfish might be a health risk per
EPA guidance. Important steps can be taken locally to reduce levels
of E Coli: the extension of public sanitary sewer to all households in
the Town, the restoration of vegetated buffers along the creeks and
the Clinch River, fencing around creeks and the river where livestock
are located, and ensuring that local residents pick up pet waste.
The presence of mercury in fish tissue has been identified in the
Clinch River, however the Virginia Department of Health has not
issued a fish consumption advisory for the river or any local
tributary. It should be noted that some of the impacts to the local
watershed result from uses beyond the Town boundaries ~ mining
and silviculture.
Even with these challenges, the Clinch River is being recognized
more and more as a regional asset that not only needs protection,
but can also provide opportunity. As part of a regional initiative to
expand access to the Clinch River, the Town has been designed as
one of the “Hometowns of the Clinch.” The Clinch River Valley
Initiative (CRVI) is a collaboration among local, regional and state
organizations to improve the environmental quality of the river,
provide opportunities for increased recreational access and connect
the River to economic development strategies for communities in
the Clinch River Valley. CRVI has five goals:
1, Develop a Clinch River State Park.

Develop and integrate access points, trails, and camp-
grounds along the Clinch River.

7
Richlands
Comprehensive Plan 2016
18


Enhance water quality in the Clinch River.


Develop and enhance environmental education oppor-


tunities for all community members in the Clinch River
watershed.

Connect and expand downtown revitalization, marketing

and entrepreneurial development opportunities in the
Clinch River Valley.
Currently the U.S. Fish and Wildlife Service has partnered with the
Richlands Christian Academy on the Mile 3118 Riverbank and
Riparian Corridor Restoration Project to regrade and stabilize a
portion of the River in Richlands to its original channel.  These local
and regional efforts are already beginning to pay dividends including
CRVI being awarded the Scenic Virginia’s Scenic Tourism Award in



2.4.3   Mineral & Energy Resources
Some of the earliest coal mined in America was mined in Central
Virginia just south of Richmond and for many years, small coal mines
existed in both eastern Virginia and portions of the Blue Ridge and
Alleghany Mountains.  As the extent of the Southwest Virginia
Coalfield was more fully explored and with the help of the railroad,
coal mining in the lucrative Southwest Virginia Coalfield far
surpassed the production of these early finds and they were all
abandoned by the early 1950’s.  In Southwest Virginia there are over
70 individual coal beds within the rock layer beginning in western
Tazewell, Russell and Scott Counties and extending further into
Southwest Virginia and into West Virginia and Kentucky.  The
bituminous coal that is native to these coalfields is regarded as
among the highest quality, with less than 1 percent sulfur, less than
10 percent ash, and high heat content.  Though production has been
declining each year since the early 1990s, the value of the quality
coal that remains has increased from the uptake in demand for
metallurgical coal and high-grade steam coal according to the
Virginia Department of Mines, Minerals and Energy.
As coal mining has declined, hydraulic fracking of natural gas
reserves has heightened in intensity.  Continued development of
the gas present in the Marcellus Shale sediment formation that
extends into this part of Virginia serves as an opportunity for energy
independence and economic development, particularly for workers
in the out-of-commission coal mines.
The Division of Mine Land Reclamation within the Department of
Mines, Minerals and Energy (DMME) is tasked with correcting
environmental and public safety hazards posed by abandoned
mines and former mining activity like landslides, land subsidence,
stream sedimentation, dangerous structures, acid mine drainage
and open mine portals.  DMME classifies items in three priority
levels:  Priority 1 - features posing an extreme danger to public
health and safety; Priority 2 - features posing adverse effects to
public health and safety; and Priority 3 - features posing
environmental concerns.  There is one Priority 2 hazard within Town
boundaries that is prioritized for abatement.  According to a
representative from DMME, this particular feature is a “low Priority
2” as it is the remains of an abandoned brick structure that is causing
some erosion.  No Priority 1 threats were located within one mile of
Town boundaries.  Per Figure 12, impacts to local water quality are
primarily tied to rural land uses like septic systems and livestock.
Richlands

Enhance water quality in the Clinch River.

4, Develop and enhance environmental education oppor-
tunities for all community members in the Clinch River
watershed.

Connect and expand downtown revitalization, marketing
and entrepreneurial development opportunities in the
Clinch River Valley.

Currently the U.S. Fish and Wildlife Service has partnered with the
Richlands Christian Academy on the Mile 3118 Riverbank and
Riparian Corridor Restoration Project to regrade and stabilize a
portion of the River in Richlands to its original channel. These local
and regional efforts are already beginning to pay dividends including
CRVI being awarded the Scenic Virginia’s Scenic Tourism Award in
2015.
2.4.3 Mineral & Energy Resources
Some of the earliest coal mined in America was mined in Central
Virginia just south of Richmond and for many years, small coal mines
existed in both eastern Virginia and portions of the Blue Ridge and
Alleghany Mountains. As the extent of the Southwest Virginia
Coalfield was more fully explored and with the help of the railroad,
coal mining in the lucrative Southwest Virginia Coalfield far
surpassed the production of these early finds and they were all
abandoned by the early 1950’s. In Southwest Virginia there are over
70 individual coal beds within the rock layer beginning in western
Tazewell, Russell and Scott Counties and extending further into
Southwest Virginia and into West Virginia and Kentucky. The
bituminous coal that is native to these coalfields is regarded as
among the highest quality, with less than 1 percent sulfur, less than
Comprehensive Plan 2016
10 percent ash, and high heat content. Though production has been
declining each year since the early 1990s, the value of the quality
coal that remains has increased from the uptake in demand for
metallurgical coal and high-grade steam coal according to the
Virginia Department of Mines, Minerals and Energy.
‘As coal mining has declined, hydraulic fracking of natural gas
reserves has heightened in intensity. Continued development of
the gas present in the Marcellus Shale sediment formation that
extends into this part of Virginia serves as an opportunity for energy
independence and economic development, particularly for workers
in the out-of-commission coal mines.
The Division of Mine Land Reclamation within the Department of
Mines, Minerals and Energy (DMME) is tasked with correcting
environmental and public safety hazards posed by abandoned
mines and former mining activity like landslides, land subsidence,
stream sedimentation, dangerous structures, acid mine drainage
and open mine portals. DMME classifies items in three priority
levels: Priority 1 - features posing an extreme danger to public
health and safety; Priority 2 - features posing adverse effects to
public health and safety; and Priority 3 - features posing
environmental concerns. There is one Priority 2 hazard within Town
boundaries that is prioritized for abatement. According to a
representative from DMME, this particular feature is a “low Priority
2” as itis the remains of an abandoned brick structure that is causing
some erosion. No Priority 1 threats were located within one mile of
Town boundaries. Per Figure 12, impacts to local water quality are
primarily tied to rural land uses like septic systems and livestock.
18
Richlands
Comprehensive Plan 2016
19
Key Takeaway
The Town’s waterways and hillsides are valuable assets that should
be protected.  Local development policies should include building
restrictions on steep slopes.  Additionally, whether through public
or private efforts, opportunities to revegetate stream banks and the
banks of the Clinch River should be pursued.
Richlands
Comprehensive Plan 2016
Key Takeaway
The Town’s waterways and hillsides are valuable assets that should
be protected. Local development policies should include building
restrictions on steep slopes. Additionally, whether through public
or private efforts, opportunities to revegetate stream banks and the
banks of the Clinch River should be pursued.
19
Richlands
Comprehensive Plan 2016
20
2.5 EXISTING LAND USE AND ZONING
2.5.1 Historic Development Patterns
The Town’s development patterns grew up around the level ground
of the Clinch River Valley and the access provided by the historic
Norfolk and Western Railroad.  Industrial uses located adjacent to
the railroad, commercial districts located nearby along Front Street,
and the earliest residential neighborhoods were located within
walking distance to both.
Development patterns continued to change as Front Street also
became U.S. Route 460, an important transportation route for
business and industry as well as individual travelers.   Shopping
centers and other retail uses were positioned along the 460
corridor.  Given the topography and strong demand for affordable
housing, much new housing in Richlands in the middle of the 20th
century was manufactured housing built on or next to surrounding
hillsides.
In 1971 the Route 460 bypass was constructed to reroute through
traffic away from Front Street lined with retail shops and the Town’s
historic downtown.
In 2005, the Town annexed a large section of land to the south and
west of its then existing boundaries, increasing total land area from
1,674 acres to 3,651 acres.  The annexed area includes a series of
hills and bisecting streams, as well as additional flat land in the
Clinch River Valley.  Most of the land in the annexed area is either
vacant or residential, and includes the Hidden Valley subdivision
and the former Richlands Municipal Airport.  Most of the remaining
vacant or forested land in the 2005 area is not buildable due to
steep slopes.  One primary exception is the area surrounding the
former airport. This flatland represents the largest area of land
within Town boundaries that is suitable for development.
2.5.2 Existing Land Use
Within the borders of Richlands there are 3,651 acres of land or
about 5.7 square miles.  Currently, 44.1% of the Town’s land area is
developed.  Most of the developed land is dedicated to single-family
residential use, which represents 40.0% of all the developed land.
Manufactured homes are the second most common use of
developed land (excluding road rights-of-way), a use found on
10.0% of the developed land.  Nearly all residential neighborhoods
in Richlands include a mix of stick-built and manufactured housing,
the primary exception being the Hidden Valley subdivision which is
the only area of Town that is zoned R-1, a zoning classification which
excludes manufactured and modular housing. Multifamily develop-
ment is very limited and essentially includes only two apartment
complexes.
Commercial uses are primarily located along the U.S. 460
Business/Front Street corridor and make up 7.1% of the developed
land.  Most retail uses are located in shopping centers while the
historic commercial districts include a mix of retail and
professional/personal services.  Retail use predominates the three
commercial land uses and occupies 5.1% of the developed land.
This is reflected in Figure 19: Town Employment Trends which
identifies Retail Trade and Accommodation and Food Services as the
second and third largest employment sectors for the Town.
6% of developed land is allocated to industrial uses.  Land use that
is defined as industrial can include manufacturing, heavy goods
storage, or solid waste management.  Most industrial uses in
Richlands
2.5 — EXISTING LAND USE AND ZONING
2.5.1 Historic Development Patterns
‘The Town’s development patterns grew up around the level ground
of the Clinch River Valley and the access provided by the historic
Norfolk and Western Railroad. Industrial uses located adjacent to
the railroad, commercial districts located nearby along Front Street,
and the earliest residential neighborhoods were located within
walking distance to both.
Development patterns continued to change as Front Street also
became U.S. Route 460, an important transportation route for
business and industry as well as individual travelers. Shopping
centers and other retail uses were positioned along the 460
corridor. Given the topography and strong demand for affordable
housing, much new housing in Richlands in the middle of the 20"
century was manufactured housing built on or next to surrounding
hillsides.
In 1971 the Route 460 bypass was constructed to reroute through
traffic away from Front Street lined with retail shops and the Town’s
historic downtown.
In 2005, the Town annexed a large section of land to the south and
west of its then existing boundaries, increasing total land area from
1,674 acres to 3,651 acres. The annexed area includes a series of
hills and bisecting streams, as well as additional flat land in the
Clinch River Valley. Most of the land in the annexed area is either
vacant or residential, and includes the Hidden Valley subdivision
and the former Richlands Municipal Airport. Most of the remaining
vacant or forested land in the 2005 area is not buildable due to
steep slopes. One primary exception is the area surrounding the
Comprehensive Plan 2016
former airport. This flatland represents the largest area of land
within Town boundaries that is suitable for development.
2.5.2 Existing Land Use
Within the borders of Richlands there are 3,651 acres of land or
about 5.7 square miles. Currently, 44.1% of the Town’s land area is
developed. Most of the developed land is dedicated to single-family
residential use, which represents 40.0% of all the developed land.
Manufactured homes are the second most common use of
developed land (excluding road rights-of-way), a use found on
10.0% of the developed land. Nearly all residential neighborhoods
in Richlands include a mix of stick-built and manufactured housing,
the primary exception being the Hidden Valley subdivision which is
the only area of Town that is zoned R-1, a zoning classification which
excludes manufactured and modular housing. Multifamily develop-
ment is very limited and essentially includes only two apartment
complexes.
Commercial uses are primarily located along the U.S. 460
Business/Front Street corridor and make up 7.1% of the developed
land. Most retail uses are located in shopping centers while the
historic commercial districts include a mix of retail and
professional/personal services. Retail use predominates the three
commercial land uses and occupies 5.1% of the developed land.
This is reflected in Figure 19: Town Employment Trends which
identifies Retail Trade and Accommodation and Food Services as the
second and third largest employment sectors for the Town.
6% of developed land is allocated to industrial uses. Land use that
is defined as industrial can include manufacturing, heavy goods
storage, or solid waste management. Most industrial uses in
20
Richlands
Comprehensive Plan 2016
21
Richlands are related to storage, recycling or waste with limited
manufacturing.  The low percentage of industrial land use is also
reflected in Figure 19, which shows that Manufacturing only
accounts for a small percentage of total employment.
The table in Figure 13 identifies both developed and undeveloped
land.  55.9% of all land within the Town is classified as undeveloped,
a category that includes agricultural, river, and vacant/forested
land.  However, only 365 acres (17.8% of the undeveloped land and
10.0% of the total land area) is suitable for development. Land
considered unsuitable for development includes those areas that
are prone to flooding (within the 100-year floodplain) and areas
with steep slopes.  Steep slope calculations were performed based
on the Virginia Uniform Statewide Building Code/International
Building Code standards. Unbuildable vacant land includes flood-
plains, slopes of 25% or greater, and a buffer of 27.5 feet adjacent
to those slopes (the average of a 15-foot setback from the bottom
of a steep slope and a 40-foot setback from the top of a steep slope
delineated in the Building Codes).
The undeveloped land that is suitable for development includes 280
acres that are currently vacant and/or forested and 85 acres of
agricultural land. As illustrated in the Land Suitable for Develop-
ment Map that follows page 21, much of this buildable land is found
in scattered, small sites.  The median size of a buildable section of
forested land is about 0.10 acres and for agricultural land, 0.5 acres.
Figure 13:  Existing Land Use
Land Use Classification Acres Percent 

D
e
ve
lo
p
e
d
L
an
d
Commercial
Retail 82 5.1%
General Commercial 17 1.0%
Business/Professional 16 1.0%
Industrial
Light Industrial 87 5.4%
Heavy Industrial 3 0.2%
Warehousing 6 0.4%
Residential
Single-Family Residential 643 40.0%
Mobile Homes 161 10.0%
Multifamily Residential 37 2.3%
Public and
Institutional
Community Facilities 81 5.0%
Worship/Cemeteries/Lodges 55 3.4%
Parks & Recreation 39 2.4%
Road/Rail Rights of Way 357 22.2%
Unbuildable Portions 24 1.5%
Subtotal - Developed Land 1,608 44.1%
U
n
d
e
ve
lo
p
e
d
La
n
d
Suitable for
Development
Agricultural 85 4.1%
Vacant/Forested 280 13.7%
Not Suitable
for Develop-
ment
Agricultural 179 8.8%
Vacant/Forested 1,458 71.4%
River Acreage 40 2.0%
Subtotal - Undeveloped Land 2,042  55.9%
Total Land Area 3,651  100.0%
Richlands
Comprehensive Plan 2016
Richlands are related to storage, recycling or waste with limited
manufacturing. The low percentage of industrial land use is also
reflected in Figure 19, which shows that Manufacturing only
accounts for a small percentage of total employment.
The table in Figure 13 identifies both developed and undeveloped
land, 55.9% of all land within the Town is classified as undeveloped,
a category that includes agricultural, river, and vacant/forested
land, However, only 365 acres (17.8% of the undeveloped land and
10.0% of the total land area) is suitable for development. Land
considered unsuitable for development includes those areas that
are prone to flooding (within the 100-year floodplain) and areas
with steep slopes. Steep slope calculations were performed based
on the Virginia Uniform Statewide Building Code/international
Building Code standards. Unbuildable vacant land includes flood-
plains, slopes of 25% or greater, and a buffer of 27.5 feet adjacent
to those slopes (the average of a 15-foot setback from the bottom
of a steep slope and a 40-foot setback from the top of a steep slope
delineated in the Building Codes).
The undeveloped land that is suitable for development includes 280
acres that are currently vacant and/or forested and 85 acres of
agricultural land. As illustrated in the Land Suitable for Develop-
ment Map that follows page 21, much of this buildable land is found
in scattered, small sites. The median size of a buildable section of
forested land is about 0.10 acres and for agricultural land, 0.5 acres.
Figure 13: Existing Land Use
Land Use Classification Acres Percent
Retail 82 5.1%
Commercial | General Commercial a7|__ 1.0%
Business/Professional 16 1.0%
Light industrial a7| 5.4%
Industrial Heavy Industrial 3|__0.2%
z Warehousing 6| 04%
z Single-Family Residential 643 | 40.0%
3 | Resident [ “obit Homes yi [ 100%
& Multifamily Residential 37| 2.3%
Community Facilities 81 5.0%
Publicand |_Worship/Cemeteries/todges | __55|__3.4%
Institutional Parks & Recreation 39 2.4%
Road/Rail Rights of Way 357 22.2%
Unbuildable Portions zal 15%
Subtotal - Developed Land 1,608 | _ 44.1%
s Suitable for Agricultural 85 4.1%
é . Development | vacant/Forested 280] 13.7%
25 | notsuitable | Agricultural 179 | 8.8%
z for Develop: | vacant/Forested 1,458 | 71.4%
River Acreage 4o| 2.0%
‘Subtotal - Undeveloped Land 2,042 | 55.9%
Total Land Area | 3,651 | 100.0%
21
Richlands
Comprehensive Plan 2016
22
Summary
Only 10.0% of the Town’s total land area is undeveloped and
suitable for new development.  Most of the buildable land classified
as vacant/forested is bounded by steep slopes and will only support
limited single-family construction. With few buildable acres remain-
ing, agricultural land represents the greatest opportunity for new
development where located beyond the 100-year floodplain.
Key Takeaway
The Town must use the remaining buildable and undeveloped land
to best further the goals and objectives identified in this plan.  In
addition, opportunities for revitalization and redevelopment of land
already developed should be considered.  Finally, an additional
future boundary adjustment might be in order to capture additional
land better suited for development than that currently found within
the Town limits.
Richlands
‘Summary
Only 10.0% of the Town’s total land area is undeveloped and
suitable for new development. Most of the buildable land classified
as vacant/forested is bounded by steep slopes and will only support
limited single-family construction. With few buildable acres remain-
ing, agricultural land represents the greatest opportunity for new
development where located beyond the 100-year floodplain.
Key Takeaway
The Town must use the remaining buildable and undeveloped land
to best further the goals and objectives identified in this plan. In
addition, opportunities for revitalization and redevelopment of land
already developed should be considered. Finally, an additional
future boundary adjustment might be in order to capture additional
land better suited for development than that currently found within
the Town limits.
Comprehensive Plan 2016
22
EXISTING LAND USE
-SOWPRENENSIVE PLAN STUDY
(OF RICHLANDS, VIRGINIA
ENVIRONMENTAL CONSTRAINTS
LAND SUITABLE FOR —,
COMPREHENSIVE
‘Town oF cuban
Richlands
Comprehensive Plan 2016
23
2.5.3 Existing Zoning
The Richlands Zoning Ordinance, adopted in 1971, classifies all Town
land into six categories or districts:
 Limited Residential (R-1) – a single-family classification that
restricts manufactured or pre-fabricated housing.
 General Residential (R-2) – a classification that allows a wide
range of residential uses, including stick-built and
manufactured single-family residences, townhomes,
multifamily structures as well as some commercial and
institutional uses.  R-2 is the most widely applied district in
the Town, including most undeveloped land.
 General Business (B-2) – a commercial classification that
permits retail businesses, office buildings and some
institutional uses (e.g. churches, libraries).  It allows for
commercial uses that generate traffic and deliveries but
excludes industrial uses.
 General Industrial (M-1) – an industrial classification that
permits manufacturing and heavy goods storage that can be
located near residential areas without creating a nuisance.
Prior to issuing a building permit for a new use, plans must
be submitted that demonstrate the proposed use will not
create a nuisance.
 General Agricultural (A-1) – a classification that allows
agriculture, dairying and forestry uses, as well as a broad list
of residential uses, limited commercial uses and limited
recreational uses with conditions.
 Special Conservation (C-1) – a classification that is intended
to protect environmentally sensitive areas and flood plains
and allows for agricultural uses.  This classification has not
been assigned to any land parcels at this point.
The Existing Zoning Map that follows page 23 shows where the
different classifications have been applied.  It further shows were
the Town has chosen to put in place mixed zoning with three
combinations:  M-1/B-2, M-1/R-2 and B-2/R-2.  This very unusual
provision came about when the Zoning Ordinance was created
because there were areas in Town that did not neatly break out into
the established districts.
Recent amendments to the Zoning Ordinance include the addition
of the R-1 residential district for the Hidden Valley subdivision in
2005 and the reversion of some of those parcels to an R-2
designation in 2011.  Any land use that is not specifically permitted
by the zoning ordinance for the district in which it is located, but
was already present before the zoning ordinance was adopted or
changed, is considered a nonconforming use.  The State of Virginia
gives protection to nonconforming uses, with some limits, in Title
15.2, Chapter 22, Section 2307 of the Code of Virginia.
Nonconforming uses may legally continue indefinitely so long as the
building’s use isn’t discontinued for a period of at least two years.
The law gives particular protections to manufactured homes.  Any
nonconforming manufactured home can be replaced with a newer
model and keep its nonconforming status.
The Nonconforming Land Uses Map that follows page 23 identifies
those buildings that may be considered nonconforming.  This map
is intended to be general in nature and each building’s status should
be verified individually.  The largest concentrations of non-
conforming uses are located in historically residential areas that
Richlands
Comprehensive Plan 2016
2.5.3. Existing Zoning
The Richlands Zoning Ordinance, adopted in 1971, classifies all Town
land into six categories or districts:
© Limited Residential (R-1) - a single-family classification that
restricts manufactured or pre-fabricated housing,

General Residential (R-2)—a classification that allows a wide
range of residential uses, including stick-built and
manufactured single-family residences, townhomes,
multifamily structures as well as some commercial and
institutional uses. R-2 is the most widely applied district in
the Town, including most undeveloped land.

General Business (B-2) — a commercial classification that
permits retail businesses, office buildings and some
institutional uses (e.g. churches, libraries). It allows for
commercial uses that generate traffic and deliveries but
excludes industrial uses.

General Industrial (M-1) - an industrial classification that
permits manufacturing and heavy goods storage that can be
located near residential areas without creating a nuisance.
Prior to issuing a building permit for a new use, plans must
be submitted that demonstrate the proposed use will not
create a nuisance.

© General Agricultural (A-1) - a classification that allows
agriculture, dairying and forestry uses, as well as a broad list
of residential uses, limited commercial uses and limited
recreational uses with conditions.
‘Special Conservation (C-1) ~ a classification that is intended
to protect environmentally sensitive areas and flood plains
and allows for agricultural uses. This classification has not
been assigned to any land parcels at this point.
The Existing Zoning Map that follows page 23 shows where the
different classifications have been applied. It further shows were
the Town has chosen to put in place mixed zoning with three
combinations: M-1/B-2, M-1/R-2 and B-2/R-2. This very unusual
provision came about when the Zoning Ordinance was created
because there were areas in Town that did not neatly break out into
the established districts.
Recent amendments to the Zoning Ordinance include the addition
of the R-1 residential district for the Hidden Valley subdivision in
2005 and the reversion of some of those parcels to an R-2
designation in 2011. Any land use that is not specifically permitted
by the zoning ordinance for the district in which it is located, but
was already present before the zoning ordinance was adopted or
changed, is considered a nonconforming use. The State of Virginia
gives protection to nonconforming uses, with some limits, in Title
15.2, Chapter 22, Section 2307 of the Code of Virginia.
Nonconforming uses may legally continue indefinitely so long as the
building’s use isn’t discontinued for a period of at least two years.
The law gives particular protections to manufactured homes. Any
nonconforming manufactured home can be replaced with a newer
model and keep its nonconforming status.
The Nonconforming Land Uses Map that follows page 23 identifies
those buildings that may be considered nonconforming. This map
is intended to be general in nature and each building’s status should
be verified individually. The largest concentrations of non-
conforming uses are located in historically residential areas that
23
Richlands
Comprehensive Plan 2016
24
have been zoned for future commercial or industrial uses.  In some
cases, these areas are intact residential neighborhoods and historic
districts.  In addition to nonconforming residential uses, there are
also a few commercial and industrial nonconforming uses located in
the area that was annexed into the Town.
Local governments have statutory authority per the Code of Virginia
to enact and enforce zoning ordinances.  The enabling legislation for
zoning is amended on a fairly regular basis and local zoning
ordinances should be reviewed periodically to ensure that they are
in compliance with state law.  The Richlands Zoning Ordinance has
not been reviewed recently and in light of ongoing changes in the
enabling legislation, should be updated in the very near future.
Summary
There are areas where the Town’s historic development patterns do
not match up with the allowable uses and the geography assigned
to the various zoning districts.  Additionally, the Town’s most
prevalent residential zoning district is very permissive and allows a
wide range of residential uses, including manufactured, stick-built
and multifamily housing.  Finally, the Richlands Zoning Ordinance
likely needs to be reviewed and updated.
Key Takeaway
The Town needs to add additional residential categories to
encourage and guide the development of the housing stock that is
needed for the future, particularly townhomes, apartments, and
housing appropriate for senior adults.
The Town must continue to balance a need for an expanded
economic base through commercial and industrial development
and a need to protect established single-family neighborhoods.  As
the Town considers locations for economic development,
residential neighborhoods that are zoned for commercial or
industrial uses should be rezoned.
Finally, the Town should consider including development standards
in the Zoning Ordinance that protect sensitive environmental areas
such as creeks, rivers, floodplains and steep slopes in accordance
with the Uniform Statewide Building Code and Erosion and
Sediment Control Act.
Richlands
have been zoned for future commercial or industrial uses. In some
cases, these areas are intact residential neighborhoods and historic
districts. In addition to nonconforming residential uses, there are
also a few commercial and industrial nonconforming uses located in
the area that was annexed into the Town.
Local governments have statutory authority per the Code of Virginia
to enact and enforce zoning ordinances. The enabling legislation for
zoning is amended on a fairly regular basis and local zoning
ordinances should be reviewed periodically to ensure that they are
in compliance with state law. The Richlands Zoning Ordinance has
not been reviewed recently and in light of ongoing changes in the
enabling legislation, should be updated in the very near future.
Summary
There are areas where the Town’s historic development patterns do
not match up with the allowable uses and the geography assigned
to the various zoning districts. Additionally, the Town’s most
prevalent residential zoning district is very permissive and allows a
wide range of residential uses, including manufactured, stick-built
and multifamily housing. Finally, the Richlands Zoning Ordinance
likely needs to be reviewed and updated.
Key Takeaway
The Town needs to add additional residential categori
encourage and guide the development of the housing stock that is
needed for the future, particularly townhomes, apartments, and
housing appropriate for senior adults.
to
The Town must continue to balance a need for an expanded
economic base through commercial and industrial development
and a need to protect established single-family neighborhoods. As
Comprehensive Plan 2016
the Town considers locations for economic development,
residential neighborhoods that are zoned for commercial or
industrial uses should be rezoned.
Finally, the Town should consider including development standards
in the Zoning Ordinance that protect sensitive environmental areas
such as creeks, rivers, floodplains and steep slopes in accordance
with the Uniform Statewide Building Code and Erosion and
Sediment Control Act.
24
EXISTING ZONING
(COMPREHENSIVE PLAN STUDY
TOWN OF RICHLANDS, VIRGINIA
NONCONFORMING LAND USES
“OMPREHENSIVE PLAN STUDY.
(OF RICHLANDS, VIRGINIA
SP,
"TOWN OF
RICHLANDS
Richlands
Comprehensive Plan 2016
25
2.6 ECONOMY
The economy in Richlands is tied to statewide, national and
international market trends.  Its location along the Norfolk Southern
Railroad connects the coal fields of the Appalachian Plateau to the
Port of Norfolk and to markets around the globe.  Additionally, its
location in western Tazewell County, on the U.S. Route 460 and near
the U.S. Route 19 corridors ties its local economy with the
economies of Russell and Buchanan Counties as well as greater
Tazewell County.
Within this three-county region, Tazewell County has the largest
employment base.  Trade, Transportation, & Utilities employ the
most people, and within that sector, retail trade jobs dominate.
Manufacturing and Natural Resources & Mining both rank below
Education & Health Services and Leisure and Hospitality
Like Tazewell County, Russell County’s largest and second largest
employment sectors are the Trade, Transportation, & Utilities
sector and Education and Health Services sector, respectively.
Buchanan County is unique among the three in that its largest
employment sector is Natural Resources & Mining due to its
location more squarely in the heart of the coal fields.
Figure 15 on the next page shows the Location Quotient for each
sector.  The Location Quotient (LQ) measures the saturation of an
industry sector as compared to the national average.  The LQ helps
determine the number of dollars that an industry is drawing or not
drawing from outside the market area.  For example, with an LQ of
3.7, the Natural Resources & Mining sector is nearly four times more
concentrated within Tazewell County than the national average.
Industries with an LQ over 1.0 are called Basic Industries because
they draw money from outside of the community and form the base
of the economy.  This base is typically where a locality’s better
paying jobs are created in a good economy and lost in a bad
economy.
Figure 14:  Employment by Industry 2015
Tazewell
County
Buchanan
County
Russell
County
Base Industry: Total All Industries 17,883 5,728 5,103
Trade, Transportation, & Utilities 3,864 1,206 1,227
Education & Health Services 4,016 839 1,047
Leisure and Hospitality 1,393 305 488
Manufacturing 1,178 199 187
Professional & Business Services 998 691 741
Natural Resources & Mining 761 1,613 304
Financial Activities 542 186 257
Construction 603 520 400
Other Services 911 ND 166
Information 90 ND 287
Source: Bureau of Labor Statistics, Quarterly Census of Employment and Wages
ND: Non-disclosable indicates a local industry that is comprised of only a small
number of employers and information is withheld to protect company specific data.
An industry sector with an LQ less than 1.0 means that that industry
is less concentrated in that county than the national average and is
solely reliant on dollars present in the local economy.  Additionally,
an LQ less that one means that dollars in that industry are flowing
to other localities as local citizens spend their money elsewhere.
Richlands
Comprehensive Plan 2016
2.6 ECONOMY
The economy in Richlands is tied to statewide, national and
international market trends. Its location along the Norfolk Southern
Railroad connects the coal fields of the Appalachian Plateau to the
Port of Norfolk and to markets around the globe. Additionally, its
location in western Tazewell County, on the U.S. Route 460 and near
the U.S. Route 19 corridors ties its local economy with the
economies of Russell and Buchanan Counties as well as greater
Tazewell County.
Within this three-county region, Tazewell County has the largest
employment base. Trade, Transportation, & Utilities employ the
most people, and within that sector, retail trade jobs dominate.
Manufacturing and Natural Resources & Mining both rank below
Education & Health Services and Leisure and Hospitality
Tazewell County, Russell County’s largest and second largest
employment sectors are the Trade, Transportation, & Utilities
sector and Education and Health Services sector, respectively.
Buchanan County is unique among the three in that its largest
employment sector is Natural Resources & Mining due to its
location more squarely in the heart of the coal fields.
Figure 15 on the next page shows the Location Quotient for each
sector. The Location Quotient (LQ) measures the saturation of an
industry sector as compared to the national average. The LQ helps
determine the number of dollars that an industry is drawing or not
drawing from outside the market area. For example, with an LQ of
3.7, the Natural Resources & Mining sector is nearly four times more
concentrated within Tazewell County than the national average.
Industries with an LQ over 1.0 are called Basic Industries because
they draw money from outside of the community and form the base
of the economy. This base is typically where a locality’s better
paying jobs are created in a good economy and lost in a bad
economy.
Figure 14: Employment by Industry 2015
Tazewell Buchanan Russell
County County County
Base Industry: Tota All Industries 1788 sms 508
Trade, Transportation, & Utilities 36s 1,206 1,227
Education & Health Services 4016 839 1,047
Leisure and Hospitality 1393 305 a8.
Manufacturing 178 199 187
Professional & Business Services 998 oot rat
Natural Resources & Mining 711613 308
Financial Activities 542 186 257
Construction 603 520400
other Services ai ND 166
Information 30 ND 287
‘Source: Bureau of Labor Statistics, Quarterly Census of Employment and Wages
ND: Non-disclosable indicates a local industry that is comprised of only a small
‘number of employers and information is withheld to protect company specific data
‘An industry sector with an LQ less than 1.0 means that that industry
is less concentrated in that county than the national average and is
solely reliant on dollars present in the local economy. Additionally,
an LQ less that one means that dollars in that industry are flowing
to other localities as local citizens spend their money elsewhere.
25
Richlands
Comprehensive Plan 2016
26
These industries are considered Non-Basic Industries. In any
economy there will be a mix of both types, but the impact of a miner
losing a job in Russell County is much greater than a waiter at a local
restaurant losing a job because the miner’s job was bringing wealth
from outside the county and the waiter’s job was being supported
only locally by the miner’s disposable income.
Figure 15:  Location Quotient by Sector 2014
Tazewell
County
Buchanan
County
Russell
County
Base Industry: Total All Industries      1.00           1.00             1.00
Natural Resources & Mining      9.04         32.45             8.80
Trade, Transportation, & Utilities      1.32           0.84           0.91
Education & Health Services      1.14           0.91             1.13
Other Services      1.56   0.53             0.61
Manufacturing      1.13           0.37             0.87
Construction      0.73           1.03             1.54
Leisure and Hospitality      0.81           0.38             0.67
Financial Activities      0.68           0.46             0.69
Professional & Business Services      0.33           0.49             0.73
Information      0.28   0.18             0.41
Source: Bureau of Labor Statistics, Quarterly Census of Employment and Wages
The location quotient of the Natural Resources & Mining sector is
the largest in all three counties.  In Buchanan County in particular,
this sector has an oversized impact on the overall economy.
Fluctuations in this sector can have a huge impact on all other job
holders in Buchanan.  In Russell County, coal is still “king” but the
Information sector is the strongest alternative to the mining
industry as a result of the new employment created by call centers
that have opened in the County in recent years.
In Tazewell County, four sectors are shown to be supportive of the
rest of the economy – Natural Resources & Mining, Trade,
Transportation, & Utilities, Education & Health Services and Other
Services. The following industrial subsectors represent the strongest
component of each identified sector:

Natural Resources & Mining

 Mining, Quarrying, and Oil and Gas Extraction

Trade, Transportation, & Utilities

 Retail Trade

Education & Health Services

 Educational Services
 Health Care and Social Assistance

Other Services

 Repair and Maintenance
 Personal and Laundry Services
As can be seen in Figure 16 on the next page, private sector
employment has dropped in all three counties in the region from
2004-2014.  Both Tazewell County and Russell County lost hundreds
of jobs. Tazewell County lost almost 1,000 jobs, mostly from
manufacturing and retail trade.  The largest increase in employment
and Location Quotient for Tazewell County came from the Natural
Resources & Mining sector.  The County also saw modest gains in
Richlands
These industries are considered Non-Basic Industries. In any
economy there will be a mix of both types, but the impact of a miner
losing a job in Russell County is much greater than a waiter at a local
restaurant losing a job because the miner’s job was bringing wealth
from outside the county and the waiter’s job was being supported
only locally by the miner’s
Figure 15: Location Quotient by Sector 2014
Tazewell Buchanan Russell
County County __County
Base Industry: Total All Industries 1.00 1.00 1.00
Natural Resources & Mining 904 32.45 8.80
Trade, Transportation, & Utilities 132 084 91
Education & Health Services 114 ost 413
Other Services 156 os3 ost
Manufacturing 113 037 087
Construction 073 1.03 154
Leisure and Hospitality ost 0.38 067
Financial Activities 068 0.46 0.69
Professional & Business Services 0.33 0.49 0.73,
Information 028 0.18 oat
‘Source: Bureau of Labor Statistics, Quarterly Census of Employment and Wages
The location quotient of the Natural Resources & Mining sector is
the largest in all three counties. In Buchanan County in particular,
this sector has an oversized impact on the overall economy.
Fluctuations in this sector can have a huge impact on all other job
Comprehensive Plan 2016
holders in Buchanan. In Russell County, coal is still “king” but the
Information sector is the strongest alternative to the mining
industry as a result of the new employment created by call centers
that have opened in the County in recent years.
In Tazewell County, four sectors are shown to be supportive of the
rest of the economy ~ Natural Resources & Mining, Trade,
Transportation, & Utilities, Education & Health Services and Other
Services. The following industrial subsectors represent the strongest
component of each identified sector:


Natural Resources & Mining
‘© Mining, Quarrying, and Oil and Gas Extraction


Trade, Transportation, & Utilities
© Retail Trade


Education & Health Services
‘* Educational Services
‘* Health Care and Social Assistance


4, Other Services

Repair and Maintenance
Personal and Laundry Services

‘As can be seen in Figure 16 on the next page, private sector
employment has dropped in all three counties in the region from
2004-2014. Both Tazewell County and Russell County lost hundreds
of jobs. Tazewell County lost almost 1,000 jobs, mostly from
manufacturing and retail trade. The largest increase in employment
and Location Quotient for Tazewell County came from the Natural
Resources & Mining sector. The County also saw modest gains in
26
Richlands
Comprehensive Plan 2016
27
the Construction, Professional & Business Services and Leisure &
Hospitality sectors.
Figure 16:  2004-2014 Employment Changes
Tazewell
County
Buchanan
County
Russell
County
No. LQ No. LQ No. LQ
Base Industry: Total All Industries -972

-62 - -1,404 0

Trade, Transportation, & Utilities -588  -0.05 -61 -0.01 -192 0.12
Manufacturing -331     0.07  -140 -0.12 -1,287 -1.37
Financial Activities -150  -0.05 -20 0 -25 0.16
Education & Health Services -148  -0.20 10 -0.15 61 0.13
Other Services -121  -0.08 - - 51 0.44
Information -77  -0.15 - - -183 -0.15
Construction 36     0.26  -133 -0.05 -222 -0.02
Leisure and Hospitality 51     0.02  -50 -0.11 177 0.34
Professional & Business Services 107     0.05  391 0.39 323 0.45
Natural Resources & Mining 248     0.93  -3 -2.37 -106 -0.76
Source: Bureau of Labor Statistics, Quarterly Census of Employment and Wages
Russell County lost over 20% of its workforce, largely from a loss in
manufacturing jobs.  In spite of having a strong LQ, Russell County
had a net loss of 183 jobs in the Information sector. Buchanan
County only lost 62 jobs and saw the biggest job gain out of any
sector in any county from the Professional & Business Services
sector.
Natural Resources and Mining
In all three counties, Natural Resources and Mining remains the
strongest Basic Industry even as employment has shifted within the
industry.  This is likely due to the growth of hydraulic fracking of
natural gas and the dollars it brings into the local economy. This
sector is particularly gaining momentum in Tazewell County, while
Buchanan County remains most reliant on the sector. However,
related to the coal industry specifically, the tonnage of coal pro-
duced and the number of mining jobs have been steadily falling in
Virginia as a whole. (see figure 17)
Figure 17:  1980-2010 Virginia Coal Industry Trends
Annual Tonnage Total Employees
1980 42,794,010 18,688
1990 46,636,708 10,265
2000 33,259,580 4,948
2010 22,149,326 4,671
Source: Virginia Department of Mines Minerals and Energy
Manufacturing Sector
Compared to some other communities, manufacturing is not as
strong in Tazewell and surrounding counties.  However, with an LQ
of 0.99, the Manufacturing sector comes close to hitting a 1.0 LQ
which would indicate a balanced presence in the Tazewell County
economy. Manufacturing employment in Tazewell County does
account for 11% of all employment.  Per the 2012 edition of County
Business Patterns produced by the U.S. Census Bureau, Richlands
Richlands
Comprehensive Plan 2016
the Construction, Professional & Business Services and Leisure &
Hospitality sectors.
Figure 16: 2004-2014 Employment Changes,
Tazewell Buchanan Russell
County ‘county County
No. 1Q No, 1a No.
Base Industry: Total Allindustries -972 = 62-108
Trade, Transportation & Utlities 588-005 61-001 1920.12
Manufacturing “3310.07 -140-0.12-1,287-1.37
Financial Activities -150_-005 200 25s
Education & Health Services, “M8020 10-015 ots
Other Services “121 -0.08 - 51a
Information 7-048 - = 183-015
Construction 36026 133-005-222 -0.02
Leisure and Hospitality 51002-50011 1770.38
Professional & Business Services 107005 391039 3230.45
Natural Resources & Mining 248093 3-237 -106-0.76
Source: Bureau of Labor Statistics, Quarterly Census of Employment and Wages
Russell County lost over 20% of its workforce, largely from a loss in
manufacturing jobs. In spite of having a strong LQ, Russell County
had a net loss of 183 jobs in the Information sector. Buchanan
County only lost 62 jobs and saw the biggest job gain out of any
sector in any county from the Professional & Business Services
sector.
Natural Resources and Mining
In all three counties, Natural Resources and Mining remains the
strongest Basic Industry even as employment has shifted within the
industry. This is likely due to the growth of hydraulic fracking of
natural gas and the dollars it brings into the local economy. This
sector is particularly gaining momentum in Tazewell County, while
Buchanan County remains most reliant on the sector. However,
related to the coal industry specifically, the tonnage of coal pro-
duced and the number of mining jobs have been steadily falling in
Virginia as a whole. (see figure 17)
Figure 17: 1980-2010 Vi Coal Industry Trends
Annual Tonnage Total Employee:
1980 42,794,010 18,688
1990 46,636,708 10,265
2000 33,259,580 4948
2010 22,149,326 4671
‘Source: Virginia Department of Mines Minerals and Energy
Manufacturing Sector
Compared to some other communities, manufacturing is not as
strong in Tazewell and surrounding counties. However, with an LQ
of 0.99, the Manufacturing sector comes close to hitting a 1.0 LQ
which would indicate a balanced presence in the Tazewell County
economy. Manufacturing employment in Tazewell County does
account for 11% of all employment. Per the 2012 edition of County
Business Patterns produced by the U.S. Census Bureau, Richlands
27
Richlands
Comprehensive Plan 2016
28
had a few small manufacturing firms and one larger construction
machinery manufacturer.
Retail
In Tazewell County, the Retail Trade subsector has a Location
Quotient of 1.79, meaning that the County’s retail outlets serve
more than just local residents and bring money into the County from
residents who reside outside of the County. It also represents
almost a quarter (24%) of all employment in the County. Retail
employment in Richlands is more centered on small businesses,
with only 1 of every 44 retail establishments employing more than
50 people and because of this, the Town has a lower percentage of
jobs in retail than the County overall.
Health Care and Social Assistance
In northwestern Tazewell County, 45% of all civilian employment (or
755 jobs) is in the Education, Health Care & Social Assistance sector
according to the American Community Survey, 2009-2013 5-year
estimates.  Notably, Clinch Valley Heath (CVH) employs 687 persons
with an annual payroll of over $43 million.  CVH is comprised of four
entities:  Clinch Valley Medical Center, a 175-bed acute care hospital
offering  cancer services and specialty care for the heart, lungs, and
vascular systems, emergency services, physical rehabilitation,
pediatrics, obstetrics, and advanced diagnostics; Clinch Valley
Physician Practices, a comprehensive group of physicians and
surgeons; Preferred Home Health Services, a full-service healthcare
agency providing quality home healthcare for patients in Southwest
Virginia; and Clinch Valley Urgent Care providing walk-in care during
early and late hours and weekends including X-ray, drug testing, and
laboratory services.  CVH is a key player in the local economy and
pays $512,652 in local taxes annually.
Town Employment
Private sector jobs in the Town of Richlands have fallen by 16%
between 1998 and 2012. Figure 18 shows a negative trend despite
employment shifting upward in 2012.  It is unclear whether or not
future employment will continue to increase and reverse this long-
term negative trend.  Figure 19 on page 28 displays the estimated
number of private sector jobs for top local employment sectors and
their variation from 1998 to 2012.  The Town’s largest employment
subsector, Health Care & Social Assistance, has decreased in the
number of jobs since 2008, but still has more employees than in 1998.
Figure 18:  Total Town Employment
Source: U.S. Census – County Business Patterns (24641 ZIP Code)
This subsector is projected to grow nationwide and with the
continued success of Clinch Valley Health, this number has most
likely begun to increase again. Given its impact as a job creator, the
trending growth or decline of this sector will be important to
monitor as well as any other medical employment centers in the
region and their impact on Richlands as a healthcare destination.
2000
2200
2400
2600
2800
3000
3200
1998 2000 2002 2004 2006 2008 2010 2012
Total Employment
Linear (Total
Employment)
Richlands
had a few small manufacturing firms and one larger construction
machinery manufacturer.
Retail
In Tazewell County, the Retail Trade subsector has a Location
Quotient of 1.79, meaning that the County’s retail outlets serve
more than just local residents and bring money into the County from
residents who reside outside of the County. It also represents
almost a quarter (24%) of all employment in the County. Retail
employment in Richlands is more centered on small businesses,
with only 1 of every 44 retail establishments employing more than
50 people and because of this, the Town has a lower percentage of
jobs in retail than the County overall.
Health Care and Social Assistance
In northwestern Tazewell County, 45% of all civilian employment (or
755 jobs) is in the Education, Health Care & Social Assistance sector
according to the American Community Survey, 2009-2013 S-year
estimates. Notably, Clinch Valley Heath (CVH) employs 687 persons
with an annual payroll of over $43 million. CVH is comprised of four
entities: Clinch Valley Medical Center, a 175-bed acute care hospital
offering cancer services and specialty care for the heart, lungs, and
vascular systems, emergency services, physical rehabilitation,
pediatrics, obstetrics, and advanced diagnostics; Clinch Valley
Physician Practices, a comprehensive group of physicians and
surgeons; Preferred Home Health Services, a full-service healthcare
agency providing quality home healthcare for patients in Southwest
Virginia; and Clinch Valley Urgent Care providing walk-in care during
early and late hours and weekends including X-ray, drug testing, and
laboratory services. CVH is a key player in the local economy and
pays $512,652 in local taxes annually.
Comprehensive Plan 2016
Town Employment
Private sector jobs in the Town of Richlands have fallen by 16%
between 1998 and 2012. Figure 18 shows a negative trend despite
employment shifting upward in 2012. It is unclear whether or not
future employment will continue to increase and reverse this long-
term negative trend. Figure 19 on page 28 displays the estimated
number of private sector jobs for top local employment sectors and
their variation from 1998 to 2012. The Town’s largest employment
subsector, Health Care & Social Assistance, has decreased in the
number of jobs since 2008, but still has more employees than in 1998.
Figure 18: Total Town Employment
3200 4
3000 +
2800 + Total Employment
2600 +
2400 + —Linear (Total
a9 | Employment)
2000 |
1998 2000 2002 2004 2006 2008 2010 2012
‘Source: U.S. Census ~ County Business Pattems (24641 ZIP Code)
This subsector is projected to grow nationwide and with the
continued success of Clinch Valley Health, this number has most
likely begun to increase again. Given its impact as a job creator, the
trending growth or decline of this sector will be important to
monitor as well as any other medical employment centers in the
region and their impact on Richlands as a healthcare destination.
28
Richlands
Comprehensive Plan 2016
29
Figure 19:  Town Employment Trends
The most noticeable decline has been in mining jobs, though it
should be noted that the numbers in both Figure 18 and 19 are for
the entire 24641 zip code that includes areas outside of Town.
Similarly, the retail sector has also declined. The impact of the
construction of a Walmart in Claypool Hill in 2000 is reflected in a
loss of retail employment within the Town.  In addition to this sharp
reduction, retail jobs have steadily declined since 2000.
Manufacturing and Information are two industry sectors that do not
currently contribute a large percentage of jobs to the local economy
but could become growth opportunities in the near future.  The town
has a strong transportation network of highways, rail and air con-
nections, strong telecom infrastructure, competitive utility rates
and opportunities to connect to natural gas. These assets are being
promoted in order to attract manufacturing companies to the Town.
The attraction of Information companies like those that have
located in Buchanan and Russell Counties would be a large asset to
the Town.  In addition to providing jobs, these industries are also
high volume consumers of electricity, which could be provided by
the Town’s local utility.
Enterprise Zone
The Town of Richlands cooperates with Tazewell County on the
Tazewell County Enterprise Zone which includes a subarea in the
Town as shown on the following page.  In addition to state incentives,
Richlands provides to qualifying business in the Enterprise Zone:

A declining Rehabilitated Real Estate Tax Exemption

Incentive for qualifying improvements of 80%, 60%, and
40% over three years.
0
200
400
600
800
1000
1200
Health care and
social assistance
Retail trade Accommodation
& food services
Mining Finance &
insurance
Manufacturing Information Professional,
scientific &
technical services
Admin, support,
waste mgt,
remediation
services
Jo
b
s
Industry Sector
1998
2000
2002
2004
2006
2008
2010
2012
Source: U.S. Census – County Business Patterns (24641 ZIP Code)
Richlands
Comprehensive Plan 2016
Figure 19: Town Employment Trends
1200 | 1998
.
1000 = 2000
800 2002
‘oo 2004

2008
3 400 = 2008
200 2010

0 hn ee ee ee er
Healthcare and Retailtrade Accommodation Mining Finance & Manufacturing Information Professional, Admin, support,
social assistance & food services Insurance scientific waste met,
technical services remediation
Industry Sector
Source: U.S. Census ~ County Business Patterns (24641 ZIP Code)
The most noticeable decline has been in mining jobs, though it
should be noted that the numbers in both Figure 18 and 19 are for
the entire 24641 zip code that includes areas outside of Town.
Similarly, the retail sector has also declined. The impact of the
construction of a Walmart in Claypool Hill in 2000 is reflected in a
loss of retail employment within the Town. In addition to this sharp
reduction, retail jobs have steadily declined since 2000.
Manufacturing and Information are two industry sectors that do not
currently contribute a large percentage of jobs to the local economy
but could become growth opportunities in the near future. The town
has a strong transportation network of highways, rail and air con-
nections, strong telecom infrastructure, competitive utility rates
and opportunities to connect to natural gas. These assets are being
order to attract manufacturing companies to the Town.
The attraction of Information companies like those that have
located in Buchanan and Russell Counties would be a large asset to
the Town. In addition to providing jobs, these industries are also
high volume consumers of electricity, which could be provided by
the Town’s local utility.
Enterprise Zone
The Town of Richlands cooperates with Tazewell County on the
Tazewell County Enterprise Zone which includes a subarea in the
Town as shown on the following page. In addition to state incentives,
Richlands provides to qualifying business in the Enterprise Zone:

A declining Rehabilitated Real Estate Tax Exemption
Incentive for qualifying improvements of 80%, 60%, and
40% over three years.

29
Richlands
Comprehensive Plan 2016
30


A Building Permit and Development Fee Refund Incentive.


A declining Lodging Tax Refund Incentive of 80%, 60%, and


40% over three years.

A declining Meals Tax Refund Incentive of 80%, 60%, and

40% over three years.

A declining Business License Fee Abatement of 80%, 60%,

and 40% over three years.
These Enterprise Zone Incentives are new in 2016 and it is hoped
that they will help incentivize new business and industry start-ups
in the Town.  There is a small trend developing where businesses in
more distressed areas of Southwest Virginia are looking to be in a
larger, more dynamic markets such as the Town of Abingdon and
Richlands.  It is hope that these Incentives will also help pull some
of those relocating businesses to the Town.
Appalachian One-Stop Center
Richlands is home to Southwest Virginia’s first American Job Center
also known as One-Stop Centers, housed in the Richlands Business
Incubator facility.  Established under the Workforce Investment Act
and reauthorized under the Workforce Innovation and Oppor-
tunities Act of 2014, the One-Stop Center streamlines job search
and job training efforts by offering referrals, career counseling, job
listings, and other employment-related services under one roof.
Summary
Though it still plays a central part in the local economy, the Natural
Resources & Mining sector is declining in the region.  Town
employment is also declining, impacted by the loss of these mining
jobs and the loss of Retail Trade jobs that have moved to the U.S.
Route 19 Corridor.  Currently the Health Care & Social Assistance
subsector, and more specifically, Clinch Valley Health, is the largest
private employer in the Town.  The Manufacturing and Information
sectors may offer the strongest opportunities for growth in
Richlands due to the presence of assets needed by these industries.
Figure 20:  Richlands Subarea -Tazewell County Enterprise Zone
Key Takeaway
Despite the decline of the coal mining industry and loss of retail jobs,
the Town boasts infrastructure assets that could support
Manufacturing, information and data driven industries.  Though too
new to tell, it is very likely that the recently adopted Enterprise Zone
Incentives will pay significant dividends in the future if the Town is
able to support business start-ups and attract businesses to relocate
within the Town.
Source: Tazewell County Office of Economic Development
Richlands


A Building Permit and Development Fee Refund Incentive.


A declining Lodging Tax Refund Incentive of 80%, 60%, and
40% over three years.


A declining Meals Tax Refund Incentive of 80%, 60%, and
40% over three years.


A declining Business License Fee Abatement of 80%, 60%,
and 40% over three years.


These Enterprise Zone Incentives are new in 2016 and it is hoped
that they will help incentivize new business and industry start-ups
in the Town. There is a small trend developing where businesses in
more distressed areas of Southwest Virginia are looking to be in a
larger, more dynamic markets such as the Town of Abingdon and
Richlands. It is hope that these Incentives will also help pull some
of those relocating businesses to the Town.
Appalachian One-Stop Center
Richlands is home to Southwest
also known as One-Stop Centers, housed in the Richlands Business
Incubator facility. Established under the Workforce Investment Act
and reauthorized under the Workforce Innovation and Oppor-
tunities Act of 2014, the One-Stop Center streamlines job search
and job training efforts by offering referrals, career counseling, job
listings, and other employment-related services under one roof.
ia’s first American Job Center
Summary
Though it still plays a central part in the local economy, the Natural
Resources & Mining sector is declining in the region. Town
employment is also declining, impacted by the loss of these mining
jobs and the loss of Retail Trade jobs that have moved to the U.S.
Comprehensive Plan 2016
Route 19 Corridor. Currently the Health Care & Social Assistance
subsector, and more specifically, Clinch Valley Health, is the largest
private employer in the Town. The Manufacturing and Information
sectors may offer the strongest opportunities for growth in
Richlands due to the presence of assets needed by these industries.
Figure 20: Richlands Subarea -Tazewell County Enterprise Zone
‘Source: Tazewell County Office of Economic Development
Key Takeaway
Despite the decline of the coal mining industry and loss of retail jobs,
the Town boasts infrastructure assets that could support
Manufacturing, information and data driven industries. Though too
new to tell, itis very likely that the recently adopted Enterprise Zone
Incentives will pay significant dividends in the future if the Town is
able to support business start-ups and attract businesses to relocate
within the Town.
30
Richlands
Comprehensive Plan 2016
31
2.7 COMMUNITY SERVICES, FACILITIES & UTILITIES
2.7.1 Recreation & Tourism
The Town currently has two primary recreation facilities and a
pedestrian and bike trail.  A voluntary nine-member Recreation
Commission is established to “provide, conduct, and supervise” the
Town’s recreation facilities and activities.  The Department of Parks
and Recreation is tasked with daily operations for its two park
facilities and recreational trail.  The department focuses primarily
on providing opportunities for leisure activities for town residents.
The staff includes two full-time employees: the Executive Director
and a supervisor. Part-time employees include a facility
maintenance worker, life guards during the summer months, and
others that work year-round to provide additional services such as
coaching for local youth sports teams.
The expenses for the Department in FY 2015 was just under
$300,000.  The Department is partially self-funded in that it collects
approximately $35,000 to $50,000 annually from fees and services.
The Richlands Recreation Park provides a gym, weight room, two
community rooms as well as an outdoor pool, three tennis courts, a
soccer field and a baseball/softball field.  This facility, built in 1976
is currently in the midst of an extensive renovation.  Phases 1 and 2
are completed and included the renovation/replacement of the
entire roof, gym floor and partitions, bleachers, and scoreboards
and upgrading of the electrical system.  Phases 3 and 4 are
scheduled to begin in FY17 and include the expansion of the weight
room as well as the renovation of the restrooms.
The Williams Park Complex is located on Farmer Street, on the
southern side of the Clinch River, opposite of downtown.  The
complex provides four baseball/softball fields, two basketball
courts, a picnic pavilion and playground.  Funds for acquisition and
development of the park came from the Town and County, local
donations, and the Federal Land and Water Conservation Fund.
The park is located in the 100-year floodplain and connects to the
Clinch River Pedestrian Walkway and Bike Trail.  The trail currently
extends approximately 1,500 feet from the Williams Park Complex
and follows the Clinch River downstream and westward but ends
before reaching the Front Street Bridge.  The trail was funded in part
by a Transportation Enhancement Grant of the Virginia Department
of Transportation in 2000.
An extension of the Clinch River Pedestrian Walkway and Bike Trail
has been proposed that would extend the existing trail along the
river for approximately 2 additional miles until it reached the
swinging bridge located near the intersection of Page Street and
Matney Lane.  A site analysis and proposed route was completed in
the fall of 2013 with assistance from the Community Design
Assistance Center of Virginia Tech.  In addition to identifying a
course, the analysis also includes recommended locations for future
public access, parks and open space along the river.
It should be noted that the users of the Town’s recreation facilities
include Tazewell County residents and residents of other nearby
towns.  Town staff estimate that the ratio of in-town versus out-of-
town users to be 30% in-town and 70% out-of-town.
Richlands
Comprehensive Plan 2016
2.7 COMMUNITY SERVICES, FACILITIES & UTILITIES
2.7.1 Recreation & Tourism
The Town currently has two primary recreation facilities and a
pedestrian and bike trail. A voluntary nine-member Recreation
Commission is established to “provide, conduct, and supervise” the
Town’s recreation facilities and activities. The Department of Parks
and Recreation is tasked with daily operations for its two park
facilities and recreational trail.
The department focuses primarily
on providing opportunities for leisure activities for town residents
The staff includes two full-time employees: the Executive Director
and a supervisor. Part-time employees include a facility
maintenance worker, life guards during the summer months, and
others that work year-round to provide additional services such as
coaching for local youth sports teams.
The expenses for the Department in FY 2015 was just under
$300,000. The Department is partially self-funded in that it collects
approximately $35,000 to $50,000 annually from fees and services.
The Richlands Recreation Park provides a gym, weight room, two
community rooms as well as an outdoor pool, three tennis courts, a
soccer field and a baseball/softball field. This facility, built in 1976
is currently in the midst of an extensive renovation. Phases 1 and 2
are completed and included the renovation/replacement of the
entire roof, gym floor and partitions, bleachers, and scoreboards
and upgrading of the electrical system. Phases 3 and 4 are
scheduled to begin in FY17 and include the expansion of the weight
room as well as the renovation of the restrooms.
The Williams Park Complex is located on Farmer Street, on the
southern side of the Clinch River, opposite of downtown. The
complex provides four baseball/softball fields, two basketball
courts, a picnic pavilion and playground. Funds for acquisition and
development of the park came from the Town and County, local
donations, and the Federal Land and Water Conservation Fund.
The park is located in the 100-year floodplain and connects to the
Clinch River Pedestrian Walkway and Bike Trail. The trail currently
extends approximately 1,500 feet from the Williams Park Complex
and follows the Clinch River downstream and westward but ends
before reaching the Front Street Bridge. The trail was funded in part
by a Transportation Enhancement Grant of the Virginia Department
of Transportation in 2000.
‘An extension of the Clinch River Pedestrian Walkway and Bike Trail
has been proposed that would extend the existing trail along the
river for approximately 2 additional miles until it reached the
swinging bridge located near the intersection of Page Street and
Matney Lane. A site analysis and proposed route was completed in
the fall of 2013 with assistance from the Community Design
Assistance Center of Virginia Tech. In addition to identifying a
course, the analysis also includes recommended locations for future
public access, parks and open space along the river.
It should be noted that the users of the Town’s recreation facilities
include Tazewell County residents and residents of other nearby
towns. Town staff estimate that the ratio of in-town versus out-of-
town users to be 30% in-town and 70% out-of-town.
31
Richlands
Comprehensive Plan 2016
32
Summary
All of the Town’s existing and proposed recreational opportunities
are located along or within walking distance to the Clinch River.  As
such, the river plays an important role in the quality of life of local
residents and serves as a great local asset to attract others to the
Town.  Expanded access to the river also provides a high value use
for land located within the 100-year floodplain that should and
would not be developed otherwise.
Key Takeaway
By seeking to complete its portions of the Clinch River Pedestrian
Walkway and Bike Trail and supporting the Clinch River Valley
Initiative the Town is able to serve residents and visitors by
providing recreational opportunities, making the Town a more
attractive location for business and residents looking to relocate,
and improving the environmental quality of the Clinch River.
Additionally, the Town is the hub of much of the region’s
recreational events.  This is a real plus for the Town in that it draws
people in, but it does come at some expense.
2.7.2 Public Safety
Police
The Police Department serves the entire Town and occasionally
responds to requests for assistance from neighboring departments
through a mutual aid agreement.  Average emergency response
time for 2015 was three (3) to four (4) minutes and, as such, no need
for a substation has been identified.  The Department has seventeen
(17) sworn officers and currently has twenty-one (21) vehicles in its
inventory that range in age from one (1) to eleven (11) years.  The
radio consoles and radio paging systems at the Police
Communications Center are severely outdated.  The cost for police
protection in FY 2016 was $1.82 million.
Fire and Rescue
The Fire and Rescue Department serves all areas within the Town
limits and the Western and Northwestern Districts of Tazewell
County. Made up of thirty-eight (38) full and part-time staff, the
Department has nine (9) fire trucks and other fire equipment, five
(5) ambulances, and two (2) SUV’s for the Fire and EMS Chiefs.  The
strength of the staff and training, the newness of the equipment,
response times, distances traveled to a fire, and water availability
and pressure have helped the Town achieve an ISO Rating of 6, thus
helping keep insurance rates down for the community.
In 2015 (calendar year) the Department responded to 307 fire calls
and 2,486 call for emergency medical services (EMS) at a cost of just
Engine 504 in Front of Town Hall
Source: Richlands Fire & Rescue
Richlands
Summary
Al of the Town’s existing and proposed recreational opportunities
are located along or within walking distance to the Clinch River. As
such, the river plays an important role in the quality of life of local
residents and serves as a great local asset to attract others to the
Town. Expanded access to the river also provides a high value use
for land located within the 100-year floodplain that should and
‘would not be developed otherwise.
Key Takeaway
By seeking to complete its portions of the Clinch River Pedestrian
Walkway and Bike Trail and supporting the Clinch River Valley
Initiative the Town is able to serve residents and visitors by
providing recreational opportunities, making the Town a more
attractive location for business and residents looking to relocate,
and improving the environmental quality of the Clinch River.
Additionally, the Town is the hub of much of the region’s
recreational events. This is a real plus for the Town in that it draws
people in, but it does come at some expense.
2.7.2 Public Safety
Police
The Police Department serves the entire Town and occasionally
responds to requests for assistance from neighboring departments
through a mutual aid agreement. Average emergency response
time for 2015 was three (3) to four (4) minutes and, as such, noneed
for a substation has been identified. The Department has seventeen
(17) sworn officers and currently has twenty-one (21) vehicles in its
inventory that range in age from one (1) to eleven (11) years. The
radio consoles and radio paging systems at the Police
Comprehensive Plan 2016
Communications Center are severely outdated. The cost for police
protection in FY 2016 was $1.82 million.
Fire and Rescue
The Fire and Rescue Department serves all areas within the Town
limits and the Western and Northwestern Districts of Tazewell
Engine 504 in Front of Town Hall
Source: Richlands Fire & Rescue
County. Made up of thirty-eight (38) full and part-time staff, the
Department has nine (9) fire trucks and other fire equipment, five
(5) ambulances, and two (2) SUV’s for the Fire and EMS Chiefs. The
strength of the staff and training, the newness of the equipment,
response times, distances traveled to a fire, and water availability
and pressure have helped the Town achieve an ISO Rating of 6, thus
helping keep insurance rates down for the community.
In 2015 (calendar year) the Department responded to 307 fire calls
and 2,486 call for emergency medical services (EMS) at a cost of just,
32
Richlands
Comprehensive Plan 2016
33
over $770,000 (fiscal year).  As with the other Town services, 70% of
the fire and EMS calls are to areas outside of the Town of Richlands
in an average year.  Tazewell County contributes $60,000 annually
to the Town for fire protection services and $10,500 for EMS
services.
The Fire and Rescue Department also maintains a 1,730 square foot
Burn Building for the purpose of training more than 300 firefighters
from the Town of Richlands and surrounding communities.
The Fire and Rescue Department has successfully maintained an ISO
Public Protection Classification rating of 6 in recent years which
helps keep hazard insurance rates low for its residents and
businesses.
2.7.3 Public Works
Streets & Roads
The Streets and Roads Department is in charge of maintaining,
rehabilitating, and plowing the Town’s roadways and maintenance
and repair of storm sewers, drains, culverts and street
markings/signs in Richlands.  Generally speaking, maintenance
equipment, roads, and sidewalks are not in optimal condition.  The
department is in possession of snow removal equipment that is
fairly worn out, and some of the Town’s sidewalks and curbs could
greatly benefit from refurbishment. The Streets and Roads Depart-
ment operates with a staff of twelve (12) and expended just under
$920,000 in FY 2015 supported by approximately $900,000 annually
in Urban Maintenance Program funds from the Virginia Department
of Transportation.
Sanitation
The Town’s Sanitation Department is responsible for collecting and
disposing of residential garbage, household trash and bulk items.  It
operates with a staff of six (6) and four (4) refuse trucks.  The cost
for sanitation services in FY 2015 was just under $400,000 with just
over $407,000 collected in fees.
2.7.4  Water/Wastewater Utilities
Water
The Town owns and operates the Richlands Regional Water
Treatment Facility, a 2.5 million gallons per day (MGD) facility that
utilizes conventional methods to treat and deliver potable water to
the Town’s distribution system.  Partnering with the Town of Cedar
Bluff and the Tazewell County Public Service Authority, the facility
was constructed in 1994 and currently furnishes water to the Town
Richlands Fire & Rescue Department Burn Building
Source: Richlands Fire & Rescue
Richlands
Comprehensive Plan 2016
over $770,000 (fiscal year). As with the other Town services, 70% of
the fire and EMS calls are to areas outside of the Town of Richlands
in an average year. Tazewell County contributes $60,000 annually
to the Town for fire protection services and $10,500 for EMS
services.
The Fire and Rescue Department also maintains a 1,730 square foot
Burn Building for the purpose of training more than 300 firefighters
from the Town of Richlands and surrounding communities.
oe
Richlands Fire & Rescue Department Burn Building
‘Source: Richlands Fire & Rescue
The Fire and Rescue Department has successfully maintained an ISO
Public Protection Classification rating of 6 in recent years which
helps keep hazard insurance rates low for its residents and
businesses.
2.7.3. Public Works
Streets & Roads
The Streets and Roads Department is in charge of maintaining,
rehabilitating, and plowing the Town’s roadways and maintenance
and repair of storm sewers, drains, culverts and street
markings/signs in Richlands. Generally speaking, maintenance
equipment, roads, and sidewalks are not in optimal condition. The
department is in possession of snow removal equipment that is
fairly worn out, and some of the Town’s sidewalks and curbs could
greatly benefit from refurbishment. The Streets and Roads Depart-
ment operates with a staff of twelve (12) and expended just under
$920,000 in FY 2015 supported by approximately $900,000 annually
in Urban Maintenance Program funds from the Virginia Department
of Transportation.
Sanitation
The Town’s Sanitation Department is responsible for collecting and
disposing of residential garbage, household trash and bulk items. It
operates with a staff of six (6) and four (4) refuse trucks. The cost
for sanitation services in FY 2015 was just under $400,000 with just
over $407,000 collected in fees.
2.7.4 Water/Wastewater Utilities
Water
The Town owns and operates the Richlands Regional Water
Treatment Facility, a 2.5 million gallons per day (MGD) facility that
utilizes conventional methods to treat and deliver potable water to
the Town’s distribution system. Partnering with the Town of Cedar
Bluff and the Tazewell County Public Service Authority, the facility
was constructed in 1994 and currently furnishes water to the Town
33
Richlands
Comprehensive Plan 2016
34
of Cedar Bluff, the communities of Raven and Doran and other rural
areas in the Northwestern district of Tazewell County through a
contract with the Tazewell County Public Service Authority (PSA)
and portions of Russell and Buchannan Counties as a wholesale
supplier of treated water. The water treatment plant is currently
operating at about 48% capacity and serves 2,465 in-town and 77
out-of-town customers.  The plant also provides water treatment
services to approximately 10,000 customers outside of the Town
through the agreements with the Tazewell County PSA and
neighboring counties.
Water distribution is accomplished through the use of booster
pumping stations and storage tanks located throughout the service
area.  Water reliability is sustained through interties with other
adjacent water producers.
Wastewater
Richlands owns and operates the Richlands Regional Wastewater
Treatment Facility, a 4.0 million gallons per day (MGD) facility.  The
plant, located at 425 Plant Road, treats wastewater received from
both the Town and the Tazewell County Public Service Authority’s
sewage collection system.  Partnering with the Town of Cedar Bluff
and the Tazewell County PSA, the facility was constructed in 1990
and currently serves the Town of Cedar Bluff and the communities
of Raven, Doran and Banes Bottom. Treated wastewater is
discharged into the Clinch River while sludge is disposed of
naturally.  The wastewater treatment plant is at approximately 30%
capacity and serves 2,403 in-town and 60 out-of-town customers.
Almost all potential users in the town with access to a nearby sewer
line are connected to the system with the exception of a small
number of households on West Fork Road.  The plant also provides
wastewater treatment services to approximately 10,000 customers
outside of the Town through agreement with the Tazewell County
PSA.
In FY 2015 Richlands’ operating revenue from water and sewer
utilities was $2.3 million and expenses were $2.4 million.  The water
and wastewater utilities and line maintenance staff number fifteen
(15) employees.
2.7.5  Electric Utility
The Town owns and operates its own user-supported electric utility
that provides service to most residents and businesses within the
town.  It purchases energy wholesale from American Municipal
Power and is able to provide electrical service at very competitive
rates.  Approximately 2,500 electric customers are served by the
Town.  Operating revenue for FY 2015 operating revenue matched
expenses at just over $6 million. Additionally, 500 electric customers
are served by AEP (Appalachian Power), mainly in the areas
incorporated into the Town in the 2005 Boundary Adjustment.
The Town’s power supply portfolio consists of owned asset capacity,
contracted assets, block purchases, and market purchases. The
Town owns capacity in the following generation facilities:  1) 2.588
kilowatts (kWs) in the Prairie State Energy Campus, a two unit, 1,600
megawatt (MW) mine mouth coal fired plan located in Southern
Illinois with a 30-year coal reserve on site; 2) 2,208 kWs in the
Freemont Energy Center, a 675 MW natural gas combined cycle unit
in Ohio; 3) 1,499 kWs in the Smithland, Cannelton & Willow Island
complex, a 208 MW run-of-the-river hydroelectric plant in West
Virginia; and 4) “behind the meter” generation through a 1.2 MW
generator.
Richlands
of Cedar Bluff, the communities of Raven and Doran and other rural
areas in the Northwestern district of Tazewell County through a
contract with the Tazewell County Public Service Authority (PSA)
and portions of Russell and Buchanan Counties as a wholesale
supplier of treated water. The water treatment plant is currently
operating at about 48% capacity and serves 2,465 in-town and 77
out-of-town customers. The plant also provides water treatment
services to approximately 10,000 customers outside of the Town
through the agreements with the Tazewell County PSA and
neighboring counties.
Water distribution is accomplished through the use of booster
pumping stations and storage tanks located throughout the service
area, Water reliability is sustained through interties with other
adjacent water producers.
Wastewater
Richlands owns and operates the Richlands Regional Wastewater
Treatment Facility, a 4.0 million gallons per day (MGD) facility. The
plant, located at 425 Plant Road, treats wastewater received from
both the Town and the Tazewell County Public Service Authority’s
sewage collection system. Partnering with the Town of Cedar Bluff
and the Tazewell County PSA, the facility was constructed in 1990
and currently serves the Town of Cedar Bluff and the communities
of Raven, Doran and Banes Bottom. Treated wastewater is
discharged into the Clinch River while sludge is disposed of
naturally. The wastewater treatment plant is at approximately 30%
capacity and serves 2,403 in-town and 60 out-of-town customers
Almost all potential users in the town with access to a nearby sewer
line are connected to the system with the exception of a small
number of households on West Fork Road. The plant also provides
Comprehensive Plan 2016
wastewater treatment services to approximately 10,000 customers
outside of the Town through agreement with the Tazewell County
PSA,
In FY 2015 Richlands’ operating revenue from water and sewer
utilities was $2.3 million and expenses were $2.4 million. The water
and wastewater utilities and line maintenance staff number fifteen
(15) employees.
2.7.5 Electric Utility
The Town owns and operates its own user-supported electric utility
that provides service to most residents and businesses within the
town. It purchases energy wholesale from American Municipal
Power and is able to provide electrical service at very competitive
rates. Approximately 2,500 electric customers are served by the
Town. Operating revenue for FY 2015 operating revenue matched
expenses at just over $6 million. Additionally, 500 electric customers
are served by AEP (Appalachian Power), mainly in the areas
incorporated into the Town in the 2005 Boundary Adjustment.
The Town’s power supply portfolio consists of owned asset capacity,
contracted assets, block purchases, and market purchases. The
Town owns capacity in the following generation facilities: 1) 2.588
kilowatts (kWs) in the Prairie State Energy Campus, a two unit, 1,600
megawatt (MW) mine mouth coal fired plan located in Southern
Illinois with a 30-year coal reserve on site; 2) 2,208 kWs in the
Freemont Energy Center, a 675 MW natural gas combined cycle unit
in Ohio; 3) 1,499 kWs in the Smithland, Cannelton & Willow Island
complex, a 208 MW run-of-the-river hydroelectric plant in West
Virginia; and 4) “behind the meter” generation through a 1.2 MW
generator.
34
Richlands
Comprehensive Plan 2016
35
The Town has contracted assets with the Southeastern Power
Administration of the U.S. Department of Energy for hydroelectric
units in Virginia owned and controlled by the Army Corps of
Engineers. These units provide 500 kWs of the Town’s needed
capacity.
The remaining kWs needed by the Town for its customers are
provided through block purchases (contractual obligations with
utilities and energy brokers of financial institutions) and market
purchases.
The Town of Richlands is committed to seeking, evaluating, and
pursuing power supply opportunities in order to maintain service
reliability at cost competitive rates.
2.7.6 Gas Utility
Appalachian Natural Gas Distribution Company, a private utility,
currently provides natural gas to the Clinch Valley Medical Center
and the Lake Park community immediately behind it.  Within (one)
1 mile of the Town of Richlands is an open-access, high capacity
Transco pipeline which could supply the Town with an unlimited
supply of natural gas produced from coal bed methane. The Town
and Appalachian Natural Gas continue exploration of a partnership
to develop a town-wide natural gas distribution system.
Summary
Public water, wastewater and electrical utilities are provided
throughout the large majority of the Town.  Water and wastewater
are treated at plants that are operating at less than half of their
capacity. The Police and Fire and Rescue Departments do an
admirable job keeping Richlands citizens and citizens of surrounding
communities safe given limited resources. The Town’s public utili-
ties and services, including those provide by the Parks and
Recreation Department, get mostly high marks from its citizens per
the community survey and public input session.
Key Takeaway
The Town has the necessary infrastructure and utility capacity in
place to support efforts at bringing in much needed additional
employers.  This infrastructure and capacity can also handle
additional businesses and households, both within the Town if
internal growth was to occur and outside the Town if a future
boundary adjustment was to occur.  As with any utility that has
additional unused capacity, additional users would go far to help
cover the costs of providing the utility in real time and over time as
operational costs and the cost of ongoing capital improvements to
the system climb.
Richlands
Comprehensive Plan 2016
The Town has contracted assets with the Southeastern Power
Administration of the U.S. Department of Energy for hydroelectric
Units in Virginia owned and controlled by the Army Corps of
Engineers. These units provide 500 kWs of the Town’s needed
capacity.
The remaining kWs needed by the Town for its customers are
provided through block purchases (contractual obligations with
utilities and energy brokers of financial institutions) and market
purchases.
The Town of Richlands is committed to seeking, evaluating, and
pursuing power supply opportunities in order to maintain service
reliability at cost competitive rates.
2.7.6 Gas Utility
Appalachian Natural Gas Distribution Company, a private utility,
currently provides natural gas to the Clinch Valley Medical Center
and the Lake Park community immediately behind it. Within (one)
1 mile of the Town of Richlands is an open-access, high capacity
Transco pipeline which could supply the Town with an unlimited
supply of natural gas produced from coal bed methane. The Town
and Appalachian Natural Gas continue exploration of a partnership
to develop a town-wide natural gas distribution system
‘summary
Public water, wastewater and electrical utilities are provided
throughout the large majority of the Town. Water and wastewater
are treated at plants that are operating at less than half of their
capacity. The Police and Fire and Rescue Departments do an
admirable job keeping Richlands citizens and citizens of surrounding
communities safe given limited resources. The Town’s public utili-
ties and services, including those provide by the Parks and
Recreation Department, get mostly high marks from its citizens per
the community survey and public input session.
Key Takeaway
The Town has the necessary infrastructure and utility capacity in
place to support efforts at bringing in much needed additional
employers. This infrastructure and capacity can also handle
additional businesses and households, both within the Town if
internal growth was to occur and outside the Town if a future
boundary adjustment was to occur. As with any utility that has
additional unused capacity, additional users would go far to help
cover the costs of providing the utility in real time and over time as
operational costs and the cost of ongoing capital improvements to
the system climb.
35
Richlands
Comprehensive Plan 2016
36
2.8 TRANSPORTATION
2.8.1 Roadway Functional Classifications
The Town’s road network includes routes classified by VDOT as
principal or minor arterials and major or minor collectors.  These
classifications denote the kind of function each roadway serves.
Arterials are intended to emphasize mobility, the efficiency by
which traffic can move. Collectors are intended to emphasize
access, connecting different uses along the route.  Each functional
classification exists on a scale between providing efficient mobility
and access via points of entry and exit. The VDOT Functional
Classifications are represented graphically in Figure 21 to the right
and on a VDOT Functional Classifications Map that follows page 38.
U.S. Route 460 Bypass and Business are the primary arteries in
Richlands.  460 is part of the Heartland Corridor, a designated
Corridor of Statewide Significance.  A major function of the corridor
is to transport freight from the coalfields to Hampton Roads.  In
addition to moving freight towards the east coast, Route 460 also
connects the coalfields to markets in the Midwest.  The segment of
Route 460 parallel to the railroad and adjacent to the Clinch Valley
Medical Center is typically the most congested stretch of road in the
area.  Mobility along Route 460 is a high priority and as such, access
points are tightly managed, especially along this segment.
2.8.2 Roadway Traffic Volumes
Traffic volume data from 2014 shows the Town’s busiest roadways.
The Route 460 Bypass carries the largest loads, particularly at the
eastern and western Town boundaries.  A reduction in total traffic
volume on the Route 460 Bypass between the intersection with Front
Street and the exit onto Railroad Street demonstrates that these two
Figure 21: VDOT Functional Classifications in Richlands
points are the most frequently used entrance and exit in and out of
downtown.  Route 460 Business where 2nd Street merges with Front
Street is the busiest non-Bypass segment.  There are several access
points along this segment including fast food and convenience uses
that create a tension between road mobility and access. To
accommodate the high traffic volumes and increase accessibility,
this segment has been identified for road widening and two-way left
turn lanes. (An Average Annual Daily Traffic Map follows page 38.)
Principal
Arterial
• Route 460 - Governor George C Perry Highway
Minor
Arterial
• Business 460 - Front Street and Second Street
• Route 67, (South of Rt. 460) - Railroad Street
• Route 67 - Raven Road
Major
Collector
• Route 67, (North of Rt. 460) - Railroad Street
• Route 609 - Kent Ridge Road and Veteran Drive
Minor
Collector
• Norfolk Street
• Edgewater Drive
H
igh
er M
o
b
ility
H
igh
er A
ccess
Richlands
2.8 TRANSPORTATION
2.8.1 Roadway Functional Classifications
The Town’s road network includes routes classified by VDOT as
principal or minor arterials and major or minor collectors. These
classifications denote the kind of function each roadway serves.
Arterials are intended to emphasize mobility, the efficiency by
which traffic can move. Collectors are intended to emphasize
access, connecting different uses along the route. Each functional
classification exists on a scale between providing efficient mobility
and access via points of entry and exit. The VDOT Functional
Classifications are represented graphically in Figure 21 to the right
and on a VDOT Functional Classifications Map that follows page 38.
U.S. Route 460 Bypass and Business are the primary arteries in
Richlands. 460 is part of the Heartland Corridor, a designated
Corridor of Statewide Significance. A major function of the corridor
is to transport freight from the coalfields to Hampton Roads. In
addition to moving freight towards the east coast, Route 460 also
connects the coalfields to markets in the Midwest. The segment of
Route 460 parallel to the railroad and adjacent to the Clinch Valley
Medical Center is typically the most congested stretch of road in the
area. Mobility along Route 460 is a high priority and as such, access
points are tightly managed, especially along this segment.
2.8.2 Roadway Traffic Volumes
Traffic volume data from 2014 shows the Town’s busiest roadways.
The Route 460 Bypass carries the largest loads, particularly at the
eastern and western Town boundaries. A reduction in total traffic
volume on the Route 460 Bypass between the intersection with Front
Street and the exit onto Railroad Street demonstrates that these two
Comprehensive Plan 2016
Figure 21: VDOT Functional Classifications in Richlands

Route 460 - Governor George C Perry Highway
Principal
Arterial


Business 460 - Front Street and Second Street
‘+ Route 67, (South of Rt. 460) - Railroad Street

Minor |. Route 67 - Rav
inet, | + Route 67- Raven Road

Route 67, (North of Rt. 460) - Railroad Street
Major | * Route 609 - Kent Ridge Road and Veteran Drive
Collector

IH
3004 19

Norfolk Street
Minor | * Edgewater Drive
Collector

points are the most frequently used entrance and exit in and out of
downtown. Route 460 Business where 2" Street merges with Front
Street is the busiest non-Bypass segment. There are several access
points along this segment including fast food and convenience uses
that create a tension between road mobility and access. To
accommodate the high traffic volumes and increase accessibility,
this segment has been identified for road widening and two-way left
turn lanes, (An Average Annual Daily Traffic Map follows page 38.)
36
Richlands
Comprehensive Plan 2016
37
2.8.3 Alternative Transportation Options
In addition to local and regional roads, Richlands’ transportation
network includes railroads for freight and a local bus system
operated by Four County Transit.  Sidewalks are available in most
commercial areas of town, in a few of the older residential
neighborhoods and along some major roads.  The town has no
designated bike lanes and, perhaps due to topography, biking is not
a widely used means of transportation.
Figure 22:  Means of Transportation to Work 2009-2013
Estimate
Margin
of Error
Workers 16 years and over 2,044 +/-192
Car, truck, or van 94% +/-4.4
 Drove alone 87% +/-5.1 

 Carpooled 7% +/-3.4 

      In 2-person carpool 5% +/-3.1 

      In 3-person carpool 2% +/-1.2 

      In 4-or-more person carpool 0% +/-1.7 

 Workers per car, truck, or van 104% +/-0.02 

Public transportation (excluding taxicab) 0% +/-1.7
Walked 2% +/-1.6
Bicycle 0% +/-1.7
Taxicab, motorcycle, or other means 1% +/-0.8
Worked at home 3% +/-3.5
Source: U.S. Census, American Community Survey 2009-2013 Estimates
As noted in Figure 22, private vehicles are the most common means
of transportation to work.  The sample size of the U.S. Census
Bureau’s American Community Survey means that the margin of
error is especially large for the underutilized means of
transportation.  Despite the lack of precision, the findings
demonstrate that there are currently very few workers in Richlands
that are using modes of transportation other than personal
automobile when commuting to work.
Walking and Biking
The commercial district and neighborhoods surrounding Richlands
Town Hall as well as the entire lengths of 2nd Street and Front Street
are well lined with sidewalks.  Front Street from downtown to the
school complex provides a key connection along a heavily trafficked
road.  In other areas sidewalks are less available. The Alternate
Transportation Options map that follows page 38 identifies key
sidewalk extensions needed along busy roads that could serve to
connect residential
areas with jobs and
retail and service
centers.
There are currently
no bike lanes in
Richlands.  Per the
data to the left, bike
ridership is very low
in Richlands.  If bike
usage increases,
especially on busy
roads with narrow or
A Bike Sharrow
Source: Flickr.com, Michael Andersen
Richlands
Comprehensive Plan 2016
2.8.3 Alternative Transportation Options
In addition to local and regional roads, Richlands’ transportation
network includes railroads for freight and a local bus system
operated by Four County Transit. Sidewalks are available in most
commercial areas of town, in a few of the older residential
neighborhoods and along some major roads. The town has no
designated bike lanes and, perhaps due to topography, biking is not
a widely used means of transportation.
Figure 22: Means of Transportation to Work 2009-2013
Margin
Estimate of Error
Workers 16 years and over 2088 +/-192
Car, truck, or van 94% 4
Drove alone 8% +/5a
Carpooled 7% 4/34
In 2-person carpool 5% 4/34
In 3-person carpool 2% 4/42
In 4-or-more person carpool om a7
Workers per car, truck, or van 108% —_+/-0.02
Public transportation (excluding taxicab) om sear
Walked 2% 4/46
Bicycle o% afar
Taxicab, motorcycle or other means 1% 4/08
Worked at home ae as
Source: U.S. Census, American Community Survey 2009-2013 Estimates
As noted in Figure 22, private vehicles are the most common means
of transportation to work. The sample size of the U.S. Census
Bureau’s American Community Survey means that the margin of
error is especially large for the underutilized means of
transportation. Despite the lack of precision, the findings
demonstrate that there are currently very few workers in Richlands
that are using modes of transportation other than personal
automobile when commuting to work.
Walking and Biking
The commercial di
rict and neighborhoods surrounding Richlands
Town Hall as well as the entire lengths of 2” Street and Front Street
are well lined with sidewalks. Front Street from downtown to the
school complex provides a key connection along a heavily trafficked
road. In other areas sidewalks are less available. The Alternate
Transportation Options map that follows page 38 identifies key
sidewalk extensions needed along busy roads that could serve to.
connect residential
areas with jobs and
retail and service
centers.
There are currently
no bil lanes in
Richlands. Per the
data to the left, bike
ridership is very low
in Richlands. If bike
usage _increases,
especially on busy
roads with narrow or
ABike Sharrow
‘Source: Flickr.com, Michael Andersen
37
Richlands
Comprehensive Plan 2016
38
no shoulders, bike “sharrows” can be installed to signal to drivers
that they must be alert and share the road with bicyclists.
Public Transit
The bus service provided by Four County Transit is deviated fixed
route service throughout the Town and connecting to the region.
The Town contributes $7,200 annually to Four County Transit in
support of its citizens’ usage of the system. The Alternative
Transportation Options Map shows the current fixed routes within
the Town and a route that connects Richlands residents to retail
destinations in Claypool Hill and Pounding Mill.
Figure 23:  Total Bus Trips per Year
Fiscal Year
Richlands
Route
Pounding Mill
Connector
2010-2011 15,008 *4,141
2011-2012 15,672 7,635
2012-2013 14,949 8,532
2013-2014 16,294 9,750
2014-2015 11,935 10,648
Source: Four County Transit   * Route began in November 2010
As demonstrated in Figure 23, ridership levels for the Richlands
Route have remained relatively constant until FY 2014-2015 when
total number of trips on the Richlands Route fell by 27%.  Part of this
reduction may be due to the fact that some bus stops along the
Richlands Route were moved to the Pounding Mill Connector in that
year.  Even accounting for this change, total ridership between the
two routes dropped in FY 2014-2015. Ridership levels for the
Pounding Mill Connector have risen steadily since service began in



Rail
Many of Norfolk Southern’s freight rail lines which run through
Virginia’s coalfields converge in Richlands and connect to wider
markets on the east coast and Midwest.  In 2010, Norfolk Southern
completed improvements that increased freight capacity on the
Heartland Corridor, which runs from the Port of Virginia in Hampton
Roads to markets in the Midwest.  The corridor’s mainline does not
pass through the Town, but it is easily accessible from Norfolk
Southern’s network of rail lines that do enter the Town.  Amtrak’s
passenger rail corridors in Virginia do not provide access to
Richlands.
Summary
Richlands’ transportation network is very robust, but does not
adequately promote and support walking and bicycling as
alternative means of transportation.  However, constructing and
maintaining additional pedestrian and bicycling infrastructure
would be challenging given the ongoing expense of maintaining the
road network that is already in place.  Road maintenance costs will
be significant in future years and the support and regular and special
funding provided by the Virginia Transportation Department is
crucial to the future success of Richlands.
Key Takeaway
Richlands needs to continue working with its local, regional, and
state partners, both public and private, to ensure that resources are
made available to keep the Town well-connected to national and
international markets via a modern transportation network.
Richlands
no shoulders, bike “sharrows” can be installed to signal to drivers
that they must be alert and share the road with bicyclists.
Public Transit
The bus service provided by Four County Transit is deviated fixed
route service throughout the Town and connecting to the region.
The Town contributes $7,200 annually to Four County Transit in
support of its citizens’ usage of the system. The Alternative
Transportation Options Map shows the current fixed routes within
the Town and a route that connects Richlands residents to retail
destinations in Claypool Hill and Pounding Mil.
Figure 23: Total Bus Trips per Year
Richlands Pounding Mill
cal Year Route Connector
2010-2011, 415,008 sai
2011-2012 15,672 7835
2012-2013, 14,949 8532
2013-2018 16,294 9,750
20142015, 11,935 10,648
‘Source: Four County Transit. * Route began in November 2010
‘As demonstrated in Figure 23, ridership levels for the Richlands
Route have remained relatively constant until FY 2014-2015 when
total number of trips on the Richlands Route fell by 27%. Part of this
reduction may be due to the fact that some bus stops along the
Richlands Route were moved to the Pounding Mill Connector in that
year. Even accounting for this change, total ridership between the
two routes dropped in FY 2014-2015. Ridership levels for the
Comprehensive Plan 2016
Pounding Mill Connector have risen steadily since service began in
2010.
Rail
Many of Norfolk Southern’s freight rail lines which run through
Virginia’s coalfields converge in Richlands and connect to wider
markets on the east coast and Midwest. In 2010, Norfolk Southern
completed improvements that increased freight capacity on the
Heartland Corridor, which runs from the Port of Virginia in Hampton
Roads to markets in the Midwest. The corridor’s mainline does not
pass through the Town, but it is easily accessible from Norfolk
Southern’s network of rail lines that do enter the Town. Amtrak’s
passenger rail corridors in Virginia do not provide access to
Richlands.
Summary
Richlands’ transportation network is very robust, but does not
adequately promote and support walking and bicycling as
alternative means of transportation. However, constructing and
maintaining additional pedestrian and bicycling infrastructure
would be challenging given the ongoing expense of maintaining the
road network that is already in place. Road maintenance costs will
be significant in future years and the support and regular and special
funding provided by the Virginia Transportation Department is
crucial to the future success of Richlands.
Key Takeaway
Richlands needs to continue working with its local, regional, and
state partners, both public and private, to ensure that resources are
made available to keep the Town well-connected to national and
international markets via a modern transportation network.
38
VDOT FUNCTIONAL CLASSIFICATIONS.
COMPREHENSIVE PLAN STUDY
‘own oF RIcHLANDS, ViRINIA f
sens rocnown catarcanons
a cmerrencrnamnense
eo tenon
GOP ascconsey
AVERAGE ANNUAL DAILY TRAFFIC
‘COMPREHENSIVE PLAN STUDY
cee ame
ALTERNATIVE TRANSPORTATION obi 4
COMPREHENSIVE PLAN STUDY t
‘OF RICHLANDS, VIRGINIA f \ Xi
9 ar sie
FICHLANDS 79 POUNDING LL
“Teanrt ROUTE NET
Richlands
Comprehensive Plan 2016
39
3 THE PLAN
3.1 VISION
One of the most compelling themes to emerge from this
Comprehensive Planning process is that even with its challenges,
the Town of Richlands is better poised than many towns in
Southwest Virginia to take advantage of the shifts in the regional
economy.  It sits at a hub for both the regional highway and rail
transportation networks.  It is home to a large regional hospital.  It
is a more developed locality with levels of public services often
reserved for much larger communities.  It is located well to take
advantage of the growth in natural gas exploration and extraction.
From this opportunity emerges a vision statement:
Building on our rich history, ideal location, & “can do”
attitude, Richlands will strive to be a premier
community in Southwest Virginia.
This vision statement serves as a challenge to the Town of Richlands
and as a reminder that it has what it takes to grow and advance in
the future.  It is an aspirational statement, intentionally short on
details.  The details come in the remainder of the Plan component
that follows.
3.2 PLAN STRUCTURE
Beyond the vision, the Plan component of a Comprehensive Plan
can take on many forms and formats including a vision statement; a
list of goals, objectives, and strategies; a list of policy initiatives;
illustrative plans and conceptual drawings of particular public
improvements or areas targeted for transformation; and/or a list of
capital improvements needed to move the locality forward.  At a
minimum and as required by the Code of Virginia, it must include a
generalized land use plan that encourages an orderly, harmonious
arrangement of land that will meet the present and future needs of
the locality.  This is typically done through a Future Land Use Map
that represents the vision the locality has for the development
and/or redevelopment of the land within its boundaries.
Additionally, in Virginia, a Comprehensive Plan must contain a
transportation plan that lines up with regional and statewide road
planning efforts and funding priorities as promulgated by the
Virginia Department of Transportation.
The remainder of the Plan has been structured with a combination
of forms/formats.  Sub-sections 3.2, 3.3, and 3.4 that follow are set
up as goals, objectives, and strategies that line out broad directions
and specific strategies that need to be undertaken to move the
Town of Richlands forward in the areas of land use and
development, housing and neighborhoods, and economic
development.  For the most part, the strategies outlined in these
sub-sections are not very capital intensive or depend on the infusion
of outside capital via grants available through the Commonwealth
of Virginia.  They are also strategies that take a number of years to
fully implement or are implemented in distinct stages.  Sub-
section 3.2 also contains the Future Land Use Map as referenced
above.
Sub-section 3.5 addresses the capital needs related to community
services, facilities, and utilities and is set up as a longer-term Capital
Richlands
Comprehensive Plan 2016
3 THE PLAN
3.1 VISION
One of the most compelling themes to emerge from this
Comprehensive Planning process is that even with its challenges,
the Town of Richlands is better poised than many towns in
Southwest Virginia to take advantage of the shifts in the regional
economy. It sits at a hub for both the regional highway and rail
transportation networks. It is home to a large regional hospital. It
is a more developed locality with levels of public services often
reserved for much larger communities. It is located well to take
advantage of the growth in natural gas exploration and extraction,
From this opportunity emerges a vision statement:
Building on our rich history, ideal location, & “can do”
attitude, Richlands will strive to be a premier
community in Southwest Virginia.
This vision statement serves as a challenge to the Town of Richlands
and as a reminder that it has what it takes to grow and advance in
the future. It is an aspirational statement, intentionally short on
details. The details come in the remainder of the Plan component
that follows.
3.2 PLAN STRUCTURE
Beyond the vision, the Plan component of a Comprehensive Plan
can take on many forms and formats including a vision statement; a
list of goals, objectives, and strategies; a list of policy initiatives;
illustrative plans and conceptual drawings of particular public
improvements or areas targeted for transformation; and/or a list of
capital improvements needed to move the locality forward. At a
minimum and as required by the Code of Virginia, it must include a
generalized land use plan that encourages an orderly, harmonious
arrangement of land that will meet the present and future needs of
the locality. This is typically done through a Future Land Use Map
that represents the vision the locality has for the development
and/or redevelopment of the land within its boundaries.
Additionally, in Virginia, a Comprehensive Plan must contain a
transportation plan that lines up with regional and statewide road
planning efforts and funding priorities as promulgated by the
Virginia Department of Transportation.
The remainder of the Plan has been structured with a combination
of forms/formats. Sub-sections 3.2, 3.3, and 3.4 that follow are set
up as goals, objectives, and strategies that line out broad directions
and specific strategies that need to be undertaken to move the
Town of Richlands forward in the areas of land use and
development, housing and neighborhoods, and economic
development. For the most part, the strategies outlined in these
sub-sections are not very capital intensive or depend on the infusion
of outside capital via grants available through the Commonwealth
of Virginia. They are also strategies that take a number of years to
fully implement or are implemented in distinct stages. Sub-
section 3.2 also contains the Future Land Use Map as referenced
above,
Sub-section 3.5 addresses the capital needs related to community
services, facilities, and utilities and is set up as a longer-term Capital
39
Richlands
Comprehensive Plan 2016
40
Improvement Plan (CIP) that provides guidance to the annual CIP
planning process in future years.  It also sets forth goals, objectives,
and strategies to increase the sustainability and resiliency of the
Town in light of the challenging financial atmosphere Richlands finds
itself in these days.
Sub-section 3.6 outlines the transportation projects previously
identified by the Town and regional leaders as priorities and
provides additional information about a shift in funding priorities for
the Virginia Department of Transportation.  Because this shift is still
a work in progress, this Comprehensive Plan can highlight its
potential impact, but can not fully line up project needs and funding
opportunities at this time.  Therefore, this sub-section also includes
a set of goals, objectives, and strategies aimed at developing more
concrete transportation plans in the near future.
Richlands
Improvement Plan (CIP) that provides guidance to the annual CIP
planning process in future years. It also sets forth goals, objectives,
and strategies to increase the sustainability and resiliency of the
Town in light of the challenging financial atmosphere Richlands finds
itself in these days.
Sub-section 3.6 outlines the transportation projects previously
identified by the Town and regional leaders as priorities and
provides additional information about a shift in funding priorities for
the Virginia Department of Transportation. Because this shiftis still
a work in progress, this Comprehensive Plan can highlight its
potential impact, but can not fully line up project needs and funding
opportunities at this time. Therefore, this sub-section also includes
a set of goals, objectives, and strategies aimed at developing more
concrete transportation plans in the near future,
Comprehensive Plan 2016
40
Richlands
Comprehensive Plan 2016
41
3.3 LAND USE & DEVELOPMENT
As a community located in an economically challenged region of
Virginia, Richlands has to walk a fine line of having land use and
development guidelines and regulations that are both specific
enough to guide development and flexible enough to not scare
away new development.  In Southwest Virginia competition is keen
for the limited amount of growth that comes to the region in any
given year.  When it becomes too burdensome to undertake a
project in one locality, a developer can move just down the road to
where the development atmosphere is friendlier, either in a nearby
town or in an unincorporated portion of Tazewell County or some
other nearby county.
The following goal, objectives, and strategies do more closely
regulate the development environment in Richlands.  At the same
time, they also include provisions that if implemented would
incentivize development and redevelopment in Richlands.  An
example of an incentive is the Real Estate Property Tax Partial
Exemption for improvements to older structures.  Even delineating
more clearly the zoning districts and uses is in itself an incentive to
build a new house or develop a new business where you know there
will not be incompatible uses or ongoing nuisances in close
proximity to each other.
Goal: To spur the development of vacant land and the
redevelopment of underutilized parcels and dilapidated structures
by implementing forward-looking land use and development
policies, ordinances, and strategies.
Objective: An increase in the amount of vacant land and
existing retail, commercial, and industrial buildings being
actively marketed.
Objective: A decrease in the number of underutilized parcels
and dilapidated structures.
Objective: An increase in the annual number of issued Building
Permits as a measure of development/redevelopment activity.
Objective: An expansion of the Town’s boundary as warranted
by a continued shift of development to nearby unincorporated
Tazewell County lands and concurrent loss of business and
industry in the Town of Richlands.
Strategy #1: Utilize the Future Land Use Map included in
this Comprehensive Plan as a platform for making
additional future land use designations in order to improve
the Town’s existing land use patterns and to encourage and
accommodate new development.
Strategy #2: Update and upgrade the Town Zoning
Ordinance and Zoning Map to provide stronger guidance to
the proper development of land and structures including
the elimination of split zoning and the creation of new
zoning categories/districts such as Mixed Use.
Strategy #3:  Additionally update and upgrade the Town
Zoning Ordinance to allow for targeted economic
development and redevelopment projects to be sited via
one or more new “floating” zones similar to the typical
Planned Unit Development floating zone utilized by many
communities today.  Such floating zones might be of three
Richlands
Comprehensive Plan 2016
3.3 LAND Use & DEVELOPMENT
‘As a community located in an economically challenged region of
Virginia, Richlands has to walk a fine line of having land use and
development guidelines and regulations that are both specific
enough to guide development and flexible enough to not scare
away new development. In Southwest Virginia competition is keen
for the limited amount of growth that comes to the region in any
given year. When it becomes too burdensome to undertake a
project in one locality, a developer can move just down the road to
where the development atmosphere is friendlier, either in a nearby
town or in an unincorporated portion of Tazewell County or some
other nearby county.
The following goal, objectives, and strategies do more closely
regulate the development environment in Richlands. At the same
, they also include provisions that if implemented would
incentivize development and redevelopment in Richlands. An
example of an incentive is the Real Estate Property Tax Partial
Exemption for improvements to older structures. Even delineating
more clearly the zoning districts and uses is in itself an incentive to
build a new house or develop a new business where you know there
will not be incompatible uses or ongoing nuisances in close
proximity to each other.
Goal: To spur the development of vacant land and the
redevelopment of underutilized parcels and dilapidated structures
by implementing forward-looking land use and development
policies, ordinances, and strategies.
Objective: An increase in the amount of vacant land and
existing retail, commercial, and industrial buildings being
actively marketed.
Objective: A decrease in the number of underutilized parcels
and dilapidated structures.
Objective: An increase in the annual number of issued Building
Permits as a measure of development/redevelopment activity.
Objective: An expansion of the Town’s boundary as warranted
by a continued shift of development to nearby unincorporated
Tazewell County lands and concurrent loss of business and
industry in the Town of Richlands.
Strategy #1: Utilize the Future Land Use Map included in
this Comprehensive Plan as a platform for making
additional future land use designations in order to improve
the Town’s existing land use patterns and to encourage and
accommodate new development.
Strategy #2: Update and upgrade the Town Zoning
Ordinance and Zoning Map to provide stronger guidance to
the proper development of land and structures including
the elimination of split zoning and the creation of new
zoning categories/districts such as Mixed Use.
Strategy #3: Additionally update and upgrade the Town
Zoning Ordinance to allow for targeted economic
development and redevelopment projects to be sited via
fone or more new “floating” zones similar to the typical
Planned Unit Development floating zone utilized by many
communities today. Such floating zones might be of three
a1
Richlands
Comprehensive Plan 2016
42
types:  Economic Development, Mixed Use, and Mixed
Residential.
Strategy #4: Adopt and implement a Real Estate Property
Tax Partial Exemption Ordinance for improvements to older
structures [100% exemption of increase in assessment or
50% of actual cost of improvements phased out over a
period of up to 15 years (as allowed under the Code of
Virginia, § 58.1-3220)].
Strategy #5: Adopt and implement a Land Use Assessment
Ordinance to allow for reduced property assessments for
land in agricultural, horticultural, forestal, or open-space
use (as allowed under the Code of Virginia, § 58.1-3230ff).
Strategy #6:  Undertake a boundary adjustment study to
determine the feasibility and efficacy of pursuing a future
boundary adjustment with Tazewell County.
Because of the amount of land constrained by environmental
factors (floodplain and steep slopes) [see Environmental Constraints
map], the Future Land Use Map that follows this page does contain
future land use designations indicating the extent to which currently
vacant parcels can be developed.  Those designations include:
 Constrained – parcels where approximately 75% or more of
the land is in the floodplain or contains steep slopes.
 Mixed Constrained/Developable – parcels where approx-
imately 25% to 75% of the land is in the floodplain or
contains steep slopes.
 Developable – parcels where approximately 25% or less of
the land is in the floodplain or contains steep slopes.
An additional factor in determining the uses outlined above was the
isolation of certain parcels due to their distance from a public road
or their location behind an already developed parcel.
The Future Land Use map that follows this page is hereby
established as the Land Use Plan for the Town of Richlands.  It may
be amended from time to time through action of the Town of
Richlands Planning Commission and subsequently approved by
Town Council or by alterations made under a future comprehensive
plan for the Town of Richlands.
Richlands
types: Economic Development, Mixed Use, and Mixed
Residential.
Strategy #4: Adopt and implement a Real Estate Property
Tax Partial Exemption Ordinance for improvements to older
structures [100% exemption of increase in assessment or
50% of actual cost of improvements phased out over a
period of up to 15 years (as allowed under the Code of
Virginia, § 58.1-3220)].
Strategy #5: Adopt and implement a Land Use Assessment
Ordinance to allow for reduced property assessments for
land in agricultural, horticultural, forestal, or open-space
use (as allowed under the Code of Virginia, § 58.1-3230f).
Strategy #6: Undertake a boundary adjustment study to
determine the feasibility and efficacy of pursuing a future
boundary adjustment with Tazewell County.
Because of the amount of land constrained by environmental
factors (floodplain and steep slopes) [see Environmental Constraints
map], the Future Land Use Map that follows this page does contain
future land use designations indicating the extent to which currently
vacant parcels can be developed. Those designations include:

Constrained — parcels where approximately 75% or more of
the land is in the floodplain or contains steep slopes.

‘* Mixed Constrained/Developable — parcels where approx-
imately 25% to 75% of the land is in the floodplain or
contains steep slopes.
Comprehensive Plan 2016
‘* Developable ~ parcels where approximately 25% or less of
the land is in the floodplain or contains steep slopes.
‘An additional factor in determining the uses outlined above was the
isolation of certain parcels due to their distance from a pul
or their location behind an already developed parcel.
road
The Future Land Use map that follows this page is hereby
established as the Land Use Plan for the Town of Richlands. It may
be amended from time to time through action of the Town of
Richlands Planning Commission and subsequently approved by
Town Council or by alterations made under a future comprehensive
plan for the Town of Richlands.
42
FUTURE LAND USE
Richlands
Comprehensive Plan 2016
43
3.4 HOUSING & NEIGHBORHOODS
Even though Richlands’ population is projected to stay relatively flat
in future years, new and rehabilitated housing will still be needed as
the housing stock continues to age.  Additionally, additional housing
types achieved through new construction will be needed to
maintain a healthy mix of ages within the Town limits, particularly
for young families and the elderly.  The following goal, objectives,
and strategies are established to address these issues and to
hopefully position the Town for growth in the future as the local
economy continues to adjust to the decline in coal mining in the
region.
Goal: To provide a strong mix of housing options by promoting the
rehabilitation of existing housing and the development of new
housing for persons of varying income levels, household size, and
stages of life.
Objective: A decrease in the number of households living in
substandard housing in the Town of Richlands.
Objective: An increase in the annual number of major housing
rehabilitations and additions in the Town of Richlands.
Objective: An increase in the annual number of new housing
starts in the Town of Richlands.
Objective: The development of additional housing types in the
Town of Richlands including townhomes, upscale apartments,
senior apartments, well-built affordable housing units, and new
or rehabbed small units for millennials.
Strategy #1: Secure a Planning Grant from the Virginia
Department of Housing and Community Development
(VDHCD) to conduct a town-wide Housing Needs
Assessment that prioritizes neighborhoods for housing
rehabilitation and identifies new housing development
opportunities.
Strategy #2: Secure a second Planning Grant from VDHCD
to plan, apply for, and if awarded implementation funding,
undertake a specific Community Development Block Grant
(CDBG)-funded housing rehabilitation project in a targeted
neighborhood of high need.
Strategy #3:  Work with a recognized and capable non-
profit community development corporation to determine
the opportunities for the development of additional low-
and moderate-income housing communities with the
assistance of various grants such as the Virginia Housing
Trust Fund and various incentives such as the Low-Income
Housing Tax Credit program.
Strategy #4: Secure grant funding from the Virginia
Housing Development Authority a Mixed Use-Mixed Income
(MUMI) Planning Grant to study the feasibility of adaptively
reusing one or more downtown structures as a mixed use
(residential rental/retail) facility.
Strategy #5: In cooperation with local realtors, develop
and maintain a section of the Town of Richland’s website as
a means of promoting “housing opportunities available in
Richlands” that promotes housing ready for occupancy,
“fixer-uppers,” and land available for residential
Richlands
Comprehensive Plan 2016
3.4 HOUSING & NEIGHBORHOODS
Even though Richlands’ population is projected to stay relatively flat
in future years, new and rehabilitated housing will still be needed as
the housing stock continues to age. Additionally, additional housing
types achieved through new construction will be needed to
maintain a healthy mix of ages within the Town limits, particularly
for young families and the elderly. The following goal, objectives,
and strategies are established to address these issues and to
hopefully position the Town for growth in the future as the local
economy co!
region.
lues to adjust to the decline in coal mining in the
Goal: To provide a strong mix of housing options by promoting the
rehabilitation of existing housing and the development of new
housing for persons of varying income levels, household size, and
stages of life.
Objective: A decrease in the number of households living in
substandard housing in the Town of Richlands.
Objective: An increase in the annual number of major housing
rehabilitations and additions in the Town of Richlands.
Objective: An increase in the annual number of new housing
starts in the Town of Richlands.
Objective: The development of additional housing types in the
‘Town of Richlands including townhomes, upscale apartments,
senior apartments, well-built affordable housing units, and new
or rehabbed small units for millennials.
Strategy #1: Secure a Planning Grant from the Virginia
Department of Housing and Community Development
(VDHCD) to conduct a town-wide Housing Needs
Assessment that prioritizes neighborhoods for housing
rehabilitation and identifies new housing development
opportunities.
Strategy #2: Secure a second Planning Grant from VDHCD
to plan, apply for, and if awarded implementation funding,
undertake a specific Community Development Block Grant
(CDBG)-funded housing rehabilitation project in a targeted
neighborhood of high need.
Strategy #3: Work with a recognized and capable non-
profit community development corporation to determine
the opportunities for the development of additional low-
and moderate-income housing communities with the
assistance of various grants such as the Virginia Housing
Trust Fund and various incentives such as the Low-Income
Housing Tax Credit program.
Strategy #4: Secure grant funding from the Virginia
Housing Development Authority a Mixed Use-Mixed Income
(MUMI) Planning Grant to study the feasibility of adaptively
reusing one or more downtown structures as a mixed use
(residential rental/retail) facility.
Strategy #5: In cooperation with local realtors, develop
and maintain a section of the Town of Richland’s website as
a means of promoting “housing opportunities available in
Richlands” that promotes housing ready for occupancy,
“fixer-uppers,” and land available for residential
43
Richlands
Comprehensive Plan 2016
44
development.  This strategy should have multiple target
markets including young families and persons who grew up
in Southwest Virginia that are seeking to return to the area
in their retirement years.
Richlands
Comprehensive Plan 2016
development. This strategy should have multiple target
markets including young families and persons who grew up
in Southwest Virginia that are seeking to return to the area
in their retirement years.
44
Richlands
Comprehensive Plan 2016
45
3.5 ECONOMIC DEVELOPMENT
In our modern world, local economies are more connected to and
impacted by regional, state, national, and international economies
than ever before.  Because of this, local economic development
efforts can never be undertaken in isolation.  Securing resources,
both private and public, and expertise from outside of the
immediate community is key to building a strong local economy.
This is even more true as localities seek to land larger companies
and develop basic industries that bring new wealth into the
community.
At the same time, there has been a burst of entrepreneurial
development in America in recent years, particularly among
younger people.  Much of this new entrepreneurial development
has occurred in the larger cities which serve as magnets, pulling Gen
Xers and Millenials away from rural and small town communities.
Countering this trend through supporting entrepreneurial
development in non-urban settings is a very challenging, but
essential part of developing the local economy.  Such support also
provides the benefit of helping keep at least some of the younger
residents of the community at home instead of watching them all
migrate to the big cities.
The following goal, objectives, and strategies keep these two trends
in mind.
Goal: To expand economic opportunities for the citizens of
Richlands by encouraging and supporting the development of new
retail, commercial, office, tourism, and industrial enterprises within
the Town of Richlands and on its doorstep through regional
economic development partnerships.
Objective: An increase in employment and a commensurate
decrease in unemployment and underemployment within the
Town of Richlands.
Objective: A pattern of growth in median household income in
the Town of Richlands in excess of the rate of inflation.
Strategy #1:  Secure a Planning Grant from VDHCD to plan,
apply for, and if awarded implementation funding,
undertake a specific Community Development Block Grant
(CDBG)-funded downtown revitalization project for the
section of Downtown Richlands west of the Clinch River
along 2nd Street and Front Street.
Strategy #2:  Continue to develop natural gas as a town-
wide utility and explore at the appropriate stage of
development the efficacy and feasibility of a stronger Town
role in expanding the delivery of natural gas to residential,
retail, office, commercial, and industrial users.
Strategy #3: In cooperation with the Tazewell County
Office of Economic Development and the Virginia Economic
Development Partnership, actively promote the Town of
Richland’s Enterprise Zone and other key economic
development opportunities to regional, statewide, and
national markets.
Strategy #4:  In cooperation with the Tazewell County
Tourism Department and Clinch River Valley Initiative,
actively promote the historic and cultural assets in
Downtown Richlands including the Coal Miner’s Memorial,
Richlands
Comprehensive Plan 2016
3.5 ECONOMIC DEVELOPMENT
In our modern world, local economies are more connected to and
impacted by regional, state, national, and international economies
than ever before. Because of this, local economic development
efforts can never be undertaken in isolation. Securing resources,
both private and public, and expertise from outside of the
immediate community is key to building a strong local economy.
This is even more true as localities seek to land larger companies
and develop basic industries that bring new wealth into the
community.
‘At the same time, there has been a burst of entrepreneurial
development in America in recent years, particularly among
younger people. Much of this new entrepreneurial development
has occurred in the larger cities which serve as magnets, pulling Gen
Xers and Millenials away from rural and small town communities.
Countering this trend through supporting entrepreneurial
development in non-urban settings is a very challenging, but
essential part of developing the local economy. Such support also
provides the benefit of helping keep at least some of the younger
residents of the community at home instead of watching them all
migrate to the big cities.
The following goal, objectives, and strategies keep these two trends
in mind.
Goal: To expand economic opportunities for the citizens of
Richlands by encouraging and supporting the development of new
retail, commercial, office, tourism, and industrial enterprises withit
the Town of Richlands and on its doorstep through regional
economic development partnerships.
Objective: An increase in employment and a commensurate
decrease in unemployment and underemployment within the
Town of Richlands.
Objective: A pattern of growth in median household income in
the Town of Richlands in excess of the rate of inflation.
Strategy #1: Secure a Planning Grant from VDHCD to plan,
apply for, and if awarded implementation funding,
undertake a specific Community Development Block Grant
(CDBG)-funded downtown revitalization project for the
section of Downtown Richlands west of the Clinch River
along 2” Street and Front Street.
Strategy #2: Continue to develop natural gas as a town-
wide utility and explore at the appropriate stage of
development the efficacy and feasibility of a stronger Town
role in expanding the delivery of natural gas to residential,
retail, office, commercial, and industrial users.
Strategy #3: In cooperation with the Tazewell County
Office of Economic Development and the Virginia Economic
Development Partnership, actively promote the Town of
Richland’s Enterprise Zone and other key economic
development opportunities to regional, statewide, and
national markets,
Strategy #4: In cooperation with the Tazewell County
Tourism Department and Clinch River Valley Initiative,
actively promote the historic and cultural assets in
Downtown Richlands including the Coal Miner’s Memorial,
45
Richlands
Comprehensive Plan 2016
46
Section House, Clinch River access, downtown businesses
and architecture, and the downtown murals.
Strategy #5: In cooperation with the Small Business
Development Center at Southwest Virginia Community
College, the Tazewell County Economic Development
Department, and the Appalachian One Stop Workforce
Center create an Entrepreneur “Boot Camp” and pursue all
funding opportunities of support for the program and its
graduates such as the Virginia Department of Housing and
Economic Development’s “Building Entrepreneurial
Economies” grant funding.
Strategy #6: In cooperation with the Richlands Area
Chamber of Commerce, host a twice yearly forum of
realtors, developers, and business leaders within the Town
of Richlands to keep them abreast of developments within
the Town, solicit their input, and gain their commitment as
promoters of the Town of Richlands.
Strategy #7: Develop and maintain a section of the Town
of Richland’s website as a means of promoting “economic
opportunities available in Richlands.”
Strategy #8: Maintain an awareness of the state resources
available for economic development and where
opportunity arises, vigorously pursue all state funding
available for economic development projects.
Strategy #9: Prioritize the participation of key Town staff
and elected officials in regional and statewide economic
development forums, training events, and promotional
events.
Richlands
Section House, Clinch River access, downtown businesses
and architecture, and the downtown murals.
Strategy #5: In cooperation with the Small Business
Development Center at Southwest Virginia Community
College, the Tazewell County Economic Development
Department, and the Appalachian One Stop Workforce
Center create an Entrepreneur “Boot Camp” and pursue all
funding opportunities of support for the program and its
graduates such as the Virginia Department of Housing and
Economic Development’s “Building Entrepreneurial
Economies” grant funding.
Strategy #6: In cooperation the Richlands Area
Chamber of Commerce, host a twice yearly forum of
realtors, developers, and business leaders within the Town
of Richlands to keep them abreast of developments within
the Town, solicit their input, and gain their commitment as
promoters of the Town of Richlands.
Strategy #7: Develop and maintain a section of the Town
of Richland’s website as a means of promoting “economic
opportunities available in Richlands.”
Strategy #8: Maintain an awareness of the state resources
available for economic development and where
opportunity arises, vigorously pursue all state funding
available for economic development projects.
Strategy #9: Prioritize the participation of key Town staff
and elected officials in regional and statewide economic
Comprehensive Plan 2016
development forums, training events, and promotional
events.
46
Richlands
Comprehensive Plan 2016
47
3.6 COMMUNITY SERVICES, FACILITIES & UTILITIES
The following information is set up as a longer-term Capital
Improvement Plan (CIP) that provides guidance to the annual CIP
planning process in future years.  The costs cited represent the best
estimate of the various department heads for the Town of
Richlands.
3.6.1 Public Safety
Police
The Police Department is funded mainly through the General Fund,
but also receives categorical aid/grants from the Commonwealth of
Virginia and to a lesser degree, fines and asset forfeitures.  The
Department identified two primary capital needs: upgraded
technology and replacement of its vehicle fleet.  Costs for these
investments have been programmed through 2021.
Figure 24-a:  Police Projected Capital Costs
2017 2018 2019 2020 2021 Total
$64,000  $178,500  $190,500  $128,000  $138,000 $699,000
Fire and Rescue
The Fire and Rescue Department is funded through the General
Fund and categorical aid/grants from the Commonwealth of
Virginia, but also receives funding from Rescue Squad fees of
$550,000 to $600,000 annually.  Upcoming capital expenses include
a new Fire/EMS building estimated at $4.2 million.  Additionally, the
Department has identified the need for a new ladder truck.  The cost
of a new truck is estimated at $1.2 million, but it can also be
purchased used for $300,000.
Figure 24-b:  Fire Projected Capital Costs
2017 2018 2019 2020 2021
$0  $650,000 $1,550,000 $30,000 $0
2022 Total
$4,265,000  $6,465,000
Capital needs for the Rescue Squad are related to expanding
capacity.  The need for two new trucks and new staff hires have also
been identified.
Figure 24-c:  Rescue Projected Capital Costs
2017 2018 2019 2020 2021 Total
$171,840 $22,000 $13,000 $160,000 $25,000 $391,840
3.6.2 Water/Wastewater Utilities
Water Treatment
The Richlands Regional Water Treatment Facility is in good
condition and operates under capacity.  Nevertheless, regularly
scheduled maintenance and improvements needed to keep up with
current standards are having a growing impact on the Water Utility
budget.  Repair/painting costs for the Airport tank that is a part of
the water treatment plant are estimated at $250,000.
Richlands
Comprehensive Plan 2016
3.6 COMMUNITY SERVICES, FACILITIES & UTILITIES
The following information is set up as a longer-term Capital
Improvement Plan (CIP) that provides guidance to the annual CIP
planning process in future years. The costs cited represent the best
estimate of the various department heads for the Town of
Richlands.
3.6.1 Public Safety
Police
The Police Department is funded mainly through the General Fund,
but also receives categorical aid/grants from the Commonwealth of
Virginia and to a lesser degree, fines and asset forfeitures. The
Department identified two primary capital needs: upgraded
technology and replacement of its vehicle fleet. Costs for these
investments have been programmed through 2021.
Figure 24-a: Police Projected Capital Costs
2017 2018 2019 2020 2021 Total
$64,000 | $178,500 | $190,500 | $128,000 | $138,000 | $699,000
Fire and Rescue
The Fire and Rescue Department is funded through the General
Fund and categorical aid/grants from the Commonwealth of
Virginia, but also receives funding from Rescue Squad fees of
$550,000 to $600,000 annually. Upcoming capital expenses include
a new Fire/EMS building estimated at $4.2 million. Additionally, the
Department has identified the need for a new ladder truck. The cost
of a new truck is estimated at $1.2 million, but it can also be
purchased used for $300,000.
Figure 24-b: Fire Projected Capital Costs
2017 2018 2019_| 2020 2021
$650,000 | $1,550,000 | $30,000
2022 Total
$4,265,000 | $6,465,000
Capital needs for the Rescue Squad are related to expanding
capacity. The need for two new trucks and new staff hires have also
been identified.
Figure 24-c: Rescue Projected Capital Costs
2017 2018 2019 2020 2021 Total
$171,840 | $22,000 | $13,000 | $160,000 | $25,000 _| $391,840
3.6.2 Water/Wastewater Utilities
Water Treatment
The Richlands Regional Water Treatment Facility is in good
condition and operates under capacity. Nevertheless, regularly
scheduled maintenance and improvements needed to keep up with
current standards are having a growing impact on the Water Utility
budget. Repair/painting costs for the Airport tank that is a part of,
the water treatment plant are estimated at $250,000.
47
Richlands
Comprehensive Plan 2016
48
Figure 24-d:  Water Treatment Projected Capital Costs
2017 2018 2019 2020 2021 Total
$334,750 $37,000 $25,000 $0 $0 $371,750
Wastewater Treatment
Projected capital costs are identified through 2019 and are primarily
focused on the maintenance of the existing system.  The largest
upcoming capital needs are a dump truck for bio-solids ($85,000)
and an upgrade for the plant’s ultra-violet (UV) disinfection system
($250,000).
Figure 24-e:  Wastewater Treatment Projected Capital Costs
2017 2018 2019 2020 2021 Total
$167,650 $435,000 $5,000 $30,000 $0 $637,750
Water/Wastewater Lines
Included in the projected capital costs below is a sewer line
extension along West Fork Road, a water line extension to the Hill
Creek area, and a water line extension on Sagewood Drive off of
Route 629 (Daw Road).  These extensions are programmed to be
accomplished through 2022.  The largest expense, however, is line
replacement and enlargement on Clinch and Patterson Streets
($100,000).  Further extension of water and sewer lines within Town
boundaries is limited because of topographical constraints.
Repair costs for the Farmer tank are estimated at $150,000.  A long-
term solution needs to be identified for the School tank.  The tank
will need to be repaired or, if replaced, the Downtown tank could
be moved and consolidated with a new School tank.
Figure 24-f:  Water/Wastewater Line Projected Capital Costs
2017 2018 2019 2020 2021 Total
$230,800   $65,000   $70,000    $100,000  $40,000  $505,800
3.6.3 Streets and Roads
The largest capital expense on an ongoing basis for the Streets and
Road Department is repaving of existing roads.  Additional capital
expenses include equipment purchases, such as a new street
sweeper scheduled for FY2019 at $75,000 and other facilities, such
as a new salt building scheduled for $250,000 in FY2019.
Figure 24-g:  Streets Projected Capital Costs
2017 2018 2019 2020 2021 Total
$540,000  $40,000  $755,000 $27,500 $80,000 $1,442,500
3.6.4 Sanitation
The largest capital expense for the Sanitation Department is the
replacement of garbage trucks and other equipment.  A grapple
truck is scheduled for FY2019 at $125,000 and a new garbage truck
is scheduled for FY2020 for $150,000.
Figure 24-h:  Sanitation Projected Capital Costs
2017 2018 2019 2020 2021 Total
$0 $0  $125,000 $150,000 $0 $275,000
Richlands
Figure 24-d: Water Treatment Projected Capital Costs
Comprehensive Plan 2016
Figure 24-f: Water/Wastewater Line Projected Capital Costs
2017 2018 2019 2020 2021 Total 2017 2018 2019 2020 2021 Total
$334,750 | $37,000 | $25,000 $0 so_| $371,750 $230,800 | $65,000 | $70,000 | $100,000 | $40,000 _| $505,800
Wastewater Treatment
Projected capital costs are identified through 2019 and are primarily
focused on the maintenance of the existing system. The largest
upcoming capital needs are a dump truck for bio-solids ($85,000)
and an upgrade for the plant’s ultra-violet (UV) disinfection system
($250,000).
Figure 24-e: Wastewater Treatment Projected Capital Costs
2017 | 2018 2019 2020 2021 | Total
$167,650 | $435,000 | $5,000 | $30,000 $0_| $637,750
Water/Wastewater Lines
Included in the projected capital costs below is a sewer line
extension along West Fork Road, a water line extension to the Hill
Creek area, and a water line extension on Sagewood Drive off of
Route 629 (Daw Road). These extensions are programmed to be
accomplished through 2022. The largest expense, however, is line
replacement and enlargement on Clinch and Patterson Streets
($100,000). Further extension of water and sewer lines within Town
boundaries
limited because of topographical constraints.
Repair costs for the Farmer tank are estimated at $150,000. Along-
term solution needs to be identified for the School tank. The tank
will need to be repaired or, if replaced, the Downtown tank could
3.6.3 Streets and Roads
The largest capital expense on an ongoing basis for the Streets and
Road Department is repaving of existing roads. Additional capital
expenses include equipment purchases, such as a new street
sweeper scheduled for FY2019 at $75,000 and other facilities, such
as a new salt building scheduled for $250,000 in FY2019.
Figure 24-g: Streets Projected Capital Costs
2017 2018 2019 __2020__2021 Total
$540,000 | $40,000 _| $755,000 | $27,500 | $80,000 | $1,442,500
3.6.4 Sanitation
The largest capital expense for the Sanitation Department is the
replacement of garbage trucks and other equipment. A grapple
truck is scheduled for FY2019 at $125,000 and a new garbage truck
is scheduled for FY2020 for $150,000.
Figure 24-h: Sanitation Projected Capital Costs
2017 2018 2019 2020 2021 Total
so $0 | $125,000 | $150,000 0 | $275,000
48
Richlands
Comprehensive Plan 2016
49
3.6.5 Electric Utility
The cost of smaller capital improvements to the Electric Utility can
be funded with minimal adjustments to the electric utility fees
charged to the customers of the system.  Larger and unanticipated
capital costs that may be encountered in the future would likely
require much larger adjustments in these fees.  If the Electric Utility
were able to expand to take in those AEP customers that remain
within the Town’s boundary from the previous boundary
adjustment or through a new boundary adjustment, these costs
could be spread out over a larger customer base.  However, AEP
assets or any other electric company assets would have to be
acquired at significant cost.  This would be a difficult and expensive
proposition and not necessarily included as part of any negotiated
boundary adjustment since the assets are privately held.
Figure 24-i:  Electrical Utility Projected Capital Costs.
2017 2018 2019 2020 2021 Total
$45,750 $106,000  $0 $0 $0 $151,750
The total of all the capital expenses outlined above and on the
previous two pages is $10.3 million over the next five (5) to six (6)
years, or approximately $1.75 to $2.1 million per year.  While not
large by some standards, this amount can represent a challenge for
a smaller community like the Town of Richlands.  Additionally,
having sufficient capital funds on hand is very important in that
more and more of the funding agencies require matching funds to
access their grant funds
The Town handles many of its capital expenses on a “pay as you go”
basis through its Capital Improvement Plan, but an expense such as
a new Fire/EMS Building requires taking on new debt.  Every year,
the budgeting processes for the General Fund, Utilities, and Capital
Improvement Budgets are quite challenging.  Town leadership
anticipates that budgeting will be an ongoing challenge, short of
having a large amount of new residential, commercial, or industrial
growth come to the Town.
The following goal, objectives, and strategies are offered as a means
of putting the Town of Richlands on better footing to handle the
current and future capital needs and expenditures, as well as
smooth out any ups and downs in General Fund revenue and
expenses that might be encountered.
Goal: To raise and set aside the operational and capital resources
needed to undergird the growth and development of the Town of
Richlands as a premier Southwest Virginia Community.
Objective: An improvement in the sustainability and resilience
of the Town of Richlands to weather the continuing shift in the
Southwest Virginia regional economy, any future regional and
economic downturns, man-made and natural disasters, and
other unanticipated events.
Objective: A better and smoother transition to any increases
in taxes and/or fees that might become necessary to continue
functioning as a well-tuned local government.
Strategy #1:  Regularly develop a more robust Capital
Improvement Plan that anticipates annual and five-year
capital needs and expenditures and outlines sources of
Richlands
Comprehensive Plan 2016
3.6.5 Electric Utility
The cost of smaller capital improvements to the Electric Utility can
be funded with minimal adjustments to the electric utility fees
charged to the customers of the system. Larger and unanticipated
capital costs that may be encountered in the future would
require much larger adjustments in these fees. If the Electric U
were able to expand to take in those AEP customers that remain
within the Town’s boundary from the previous boundary
adjustment or through a new boundary adjustment, these costs
could be spread out over a larger customer base. However, AEP
assets or any other electric company assets would have to be
acquired at significant cost. This would be a difficult and expensive
proposition and not necessarily included as part of any negotiated
boundary adjustment since the assets are privately held.
Figure 24-i: Electrical Utility Projected Capital Costs.
2017 2018 2019 2020 2021 Total
$45,750 _| $106,000 $0 $0 so | $151,750
The total of all the capital expenses outlined above and on the
previous two pages is $10.3 million over the next five (5) to six (6)
years, or approximately $1.75 to $2.1 million per year. While not
large by some standards, this amount can represent a challenge for
a smaller community like the Town of Richlands. Additionally,
having sufficient capital funds on hand is very important in that
more and more of the funding agencies require matching funds to
access their grant funds
The Town handles many of its capital expenses on a “pay as you go”
basis through its Capital Improvement Plan, but an expense such as
a new Fire/EMS Building requires taking on new debt. Every year,
the budgeting processes for the General Fund, Utilities, and Capital
Improvement Budgets are quite challenging. Town leadership
anticipates that budgeting will be an ongoing challenge, short of
having a large amount of new residential, commercial, or industrial
growth come to the Town.
The following goal, objectives, and strategies are offered as a means
of putting the Town of Richlands on better footing to handle the
current and future capital needs and expenditures, as well as
smooth out any ups and downs in General Fund revenue and
expenses that might be encountered.
Goal: To raise and set aside the operational and capital resources
needed to undergird the growth and development of the Town of
Richlands as a premier Southwest Virginia Community.
Objective: An improvement in the sustainability and resilience
of the Town of Richlands to weather the continuing shift in the
Southwest Virginia regional economy, any future regional and
economic downturns, man-made and natural disasters, and
other unanticipated events.
Objecti
in taxes and/or fees that might become necessary to continue
functioning as a well-tuned local government.
A better and smoother transition to any increases
Strategy #1: Regularly develop a more robust Capital
Improvement Plan that anticipates annual and five-year
capital needs and expenditures and outlines sources of
49
Richlands
Comprehensive Plan 2016
50
funding for each expenditure (General Funds, any
applicable state and federal grants, partnering entities,
private donations, etc.).
Strategy #2:  Determine on a five-year basis an annual
General Fund allocation to be set aside to fund the Capital
Improvement Plan and adjust revenues and/or other
expenditures to provide the funding needed.
Strategy #3:   Create a “rainy day” General Fund reserve and
a “rainy day” Capital Improvement reserve to be funded at
percentages of the annual General Fund Budget and Capital
Improvement Budget set by the Town Council and fund
them from any revenue over expenses on an annual basis
until the percentages are met.
Strategy #4:  Undertake a boundary adjustment study to
determine the feasibility and efficacy of pursuing a future
boundary adjustment with Tazewell County.  (Repeated
from page 41.)
Richlands
funding for each expenditure (General Funds, any
applicable state and federal grants, partnering entities,
private donations, etc.),
Strategy #2: Determine on a five-year basis an annual
General Fund allocation to be set aside to fund the Capital
Improvement Plan and adjust revenues and/or other
expenditures to provide the funding needed.
Strategy #3: Create a “rainy day” General Fund reserve and
a “rainy day” Capital Improvement reserve to be funded at
percentages of the annual General Fund Budget and Capital
Improvement Budget set by the Town Council and fund
them from any revenue over expenses on an annual basis
until the percentages are met.
Strategy #4: Undertake a boundary adjustment study to
determine the feasibility and efficacy of pursuing a future
boundary adjustment with Tazewell County. (Repeated
from page 41.)
Comprehensive Plan 2016
50
Richlands
Comprehensive Plan 2016
51
3.7 TRANSPORTATION
Transportation planning for Richlands is chiefly influenced by
statewide and regional planning efforts.  The Virginia Department
of Transportation (VDOT) VTrans 2035 Surface Transportation Plan
was the statewide plan that guided the most recent regional
transportation planning effort of the Cumberland Plateau Planning
District Commission (PDC) in partnership with its allied local
governments.  The projects identified in this plan were determined
by locally identified needs and are not necessarily constrained by
cost limits.  Seventeen road projects in Richlands were identified for
implementation over a 25-year planning horizon, divided into short-
term, mid-term, and long-term timeframes.
The replacement of the US 460 Business/Front Street bridge over
the Clinch River was the highest priority short-term road
improvement project and work has been completed.  Short term
goals also include increased road signage for secondary roads that
intersect with Front Street and Second Street and the widening of
Front Street/Business Route 460 to three lanes between the
convergence of Second Street and Front Street and the western
Clinch River Bridge.  Over the mid-term, the condition of Town
bridges has been identified as a high priority.  Two bridges that cross
the Clinch River, as well as the Veterans Drive overpass have all been
recognized as in need of repair.  Long-term improvements include
improvements to the railroad grade at the crossings that connect
Clinch Street to US 460, expanding the width of Big Creek Road to
modern standards, and extending Veterans Drive beyond the
intersection with Second Street to connect to US 460 Bypass.
The full list of desired improvements put forward in this Regional
Plan is shown in Figure 25 below and on the next page and are
shown on the Transportation Improvement Plans map that follows
page 51.
Figure 25:  Richlands Priority Road Projects in Current Regional Plan
Location Timeframe Description
1 US 460 (Richlands Bypass)/US
460 Bus. (Front St.)
Short Improve US 460 Bus. approach to the
intersection as part of bridge replacement at
west end Clinch River.  (COMPLETED)
2 US 460 Bus. (Front St.)/Bridge
over west end Clinch River
Short Replace bridge and reconstruct nearby
approaches.  (COMPLETED)
3 460 Bus. (front St.)/Scott St. Short Add street name signs onto mast arms.
4 Second St./Scott St. Short Add street name signs onto mast arms.
5 Second St./Suffolk Ave. Short Add street name signs, “No U-turn” signs for
westbound approach, and speed limit sign
west of intersection.
6 Second St./Railroad Ave. Short Add street name signs and “No U-turn” signs
for westbound approach.
7 US 460 Bus. (Front St.)/Railroad
Ave.
Short Add street name signs and speed limit sign just
west of intersection.
8 US 460 Bus. (front St.)/Allegheny
St.
Short Add street name signs to mast arms.
9 US 460 Bus. (front St.)/Floyd St. Short Add street name signs to mast arms.
10 Second St./Rockbridge Ave. Short Add street name signs to mast arms.
11 US 460 Bus. (front St.) from
bridge over west end Clinch
River to Second St.
Short Widen roadway to three-lane urban standards
to provide two-way left turn lanes.
(COMPLETED)
Richlands
Comprehensive Plan 2016
3.7 TRANSPORTATION
Transportation planning for Richlands is chiefly influenced by
statewide and regional planning efforts. The Virginia Department
of Transportation (VDOT) VTrans 2035 Surface Transportation Plan
was the statewide plan that guided the most recent regional
transportation planning effort of the Cumberland Plateau Planning
District Commission (PDC) in partnership with its allied local
governments. The projects identified in this plan were determined
by locally identified needs and are not necessarily constrained by
cost limits. Seventeen road projects in Richlands were identified for
implementation over a 25-year planning horizon, divided into short-
term, mid-term, and long-term timeframes.
The replacement of the US 460 Business/Front Street bridge over
the Clinch River was the highest priority short-term road
improvement project and work has been completed. Short term
goals also include increased road signage for secondary roads that
intersect with Front Street and Second Street and the widening of
Front Street/Business Route 460 to three lanes between the
convergence of Second Street and Front Street and the western
Clinch River Bridge. Over the mid-term, the condition of Town
bridges has been identified as a high priority. Two bridges that cross
the Clinch River, as well as the Veterans Drive overpass have all been
recognized as in need of repair. Long-term improvements include
improvements to the railroad grade at the crossings that connect
Clinch Street to US 460, expanding the width of Big Creek Road to
modern standards, and extending Veterans Drive beyond the
intersection with Second Street to connect to US 460 Bypass.
The full list of desired improvements put forward in this Regional
Plan is shown in Figure 25 below and on the next page and are
shown on the Transportation Improvement Plans map that follows
page 51.
Figure 25: Richlands Priority Road Projects in Current Regional Plan
Toeation Timeframe Description
10
n
US 460 (Richlands Bypassy/US short
460 Bus, (Front St.)
Tmprove US 460 Bus. approach to the
Intersection as part of bridge replacement at
west end Clinch River. (COMPLETED)
US 460 Bus, (Front St/Bridge short
over west end clinch River
Replace bridge and reconstruct
approaches, (COMPLETED)
nearby
{460 Bus. (front St)/Scott st. Short [Add street name signs onto mast rm
Second St./Scott St Short [Add street name signs onto mast arms.
‘Second St,/Suffolk Ave. ‘Short [Add street name signs, "No U-turn” signs for
westbound approach, and speed limit sign
west of intersection,
Second St/Rallroad Ave. Short ‘Add street name signs and “No U-turn” signs
for westbound approach
US 460 us. (Front St)/Raiload short ‘Add street name signs and speed limit sign just
ave. west of intersection
US 460 Bus. front St./Allegheny Short
st
[Add street name signs to mast arms.
US 460 Bus. (front St/Floyd St. Short [Add street name signs to mast arms.
Second St /Rockbridge Ave, Short |Add street name signs to mast arms.
US 460 Bus. (front St) from short
bridge over west end Clinch
River to Second St.
‘Widen roadway to three-lane urban standards
to provide two-way left tur lanes.
(compLereD)
51
Richlands
Comprehensive Plan 2016
52
12 US 460 Bus. (Front St.)/Bridge
over east end Clinch River
Mid Upgrade bridge.
13 US 460 Bus. (Second St.)/Bridge
over east end Clinch River
Mid Upgrade bridge.
14 VA 609 (Veterans Dr.) at Bridge
w. of Incubator
Mid Upgrade bridge.
15 Clinch St./railroad crossing (near
Altizer)
Long Lower railroad to eliminate humped crossing.
16 Clinch St./railroad crossing (near
Lake Park Dr.)
Long Lower railroad to eliminate humped crossing.
17 VA 67 (Big Creek Rd.) from
Kentucky Ave. to 0.62 Mi. SW of
NCL
Long Reconstruct to two-lane urban standards.
18 VA 67 (Big Creek Rd.) from 0.31
Mi. SW of NCL to NCL
Long Reconstruct to two-lane urban standards.
19 Veterans Dr. Ext. from Second
St./Veterans Dr. intersection to
US 460 Bypass
Long Extend Veterans Dr. from Second St. to US 460
Bypass and construct to two-lane urban
standards, including new bridge over Clinch
River.
Richland’s transportation projects currently scheduled in the Six
Year Improvement Plan that was approved under the VTrans 2035
planning process are listed in the next column.  Project 1A on this
list is also shown on the Transportation Improvement Plans map
that follows this page.
Figure 26:  Richlands Road Projects in Previous SYIP through 2022
Description

(values in $ thousands)
Estimate Previous FY17 FY18-22 Balance
1A Bridge Replacement - Front
Street (Bus. 460) over Big
Town Hill Creek
$3,770   $2,095   $-   $1,675   $-
2A Railroad Section Foreman’s
House Restoration
$532   $604   $-   $-   $(71)
3A Pavement overlay and
maintenance
$700   $700   $-   $-   $-
Richlands
4
16
v
US 460 Bus. (Front StV/aridge Mid Upgrade bridge.
‘over east end Clinch River
US 460 Bus, (Second St)/Bridge Mid Uperade bridge.
‘ver east end Clinch River
VA 608 (Veterans Dr.) at Bridge Mid Upgrade bridge.
of incubator
Clinch St railroad crossing (near Long: Lower railroad to eliminate humped crossing
altize)
Cline St /rairoad crossing (near Long, Lower railroad to eliminate humped crossing
Lake Park Dr)
VA 67 (Big Creek Rd) from Long. Reconstruct to twovlane urban standards.
Kentucky Ave, t0 0.62 Mi. SW of
New
VA 67 (Big Creek Rd) from 0.31 Long, Reconstruct to two-lane urban standards.
(Mi, SW of NCL to NCL
Veterans Dr. Ext. from Second Long. Extend Veterans Dr. from Second St. to US 460
St,Neterans Dr. intersection to
Us 460 Bypass
Bypass and construct to two-lane urban
standards, inuding new bridge over Clinch
River.
Richland’s transportation projects currently scheduled in the Six
Year Improvement Plan that was approved under the VTrans 2035,
planning process are listed in the next column. Project 1 on this
list is also shown on the Transportation Improvement Plans map
that follows this page.
Comprehensive Plan 2016
Figure 26: Richlands Road Projects in Previous SYIP through 2022
Description
{values in $ thousands)
Estimate
Previous FYI7 FYI6-22 Balance
2A
‘Bridge Replacement - Front
Street (Bus. 460) over Big
Town Hill Creek
Railroad Section Foreman’s
House Restoration
Pavement
maintenance
overlay and
3770
$532
$700
32085
aes =
$604 s. sy)
$700 SS cS
52
TRANSPORTATION IMPROVEMENT PLANS
COMPREHENSIVE PLAN STUDY
Richlands
Comprehensive Plan 2016
53
VDOT’s new VTrans 2040 Vision has been put forward that identifies
statewide visions and funding priorities that will help direct future
regional planning efforts.  A more detailed transportation plan, the
VTrans 2040 Multimodal Transportation Plan will replace the
existing 2035 plan in 2016.  In the future, improvements identified
in each regional plan will be prioritized for funding based on their
connection to these specific funding priorities.  The Six Year
Improvement Plan (SYIP) has long been used as a means of listing
the transportation improvements that have been selected by VDOT
and scheduled for implementation over six years.
Under VTrans 2040, moving a project from the planning stage to
being programmed and funded under the SYIP will be on
competitive basis according to these new priorities:
A. Economic Competitiveness and Prosperity: invest in a
transportation system that supports a robust, diverse, and
competitive economy.
B. Accessible and Connected Places: increase the oppor-
tunities for people and businesses to efficiently access jobs,
services, activity centers, and distribution hubs.
C. Safety for All Users: provide a safe transportation system
for passengers and goods on all travel modes.
D. Proactive System Management: maintain the transport-
ation system in good condition and leverage technology to
optimize existing and new infrastructure.
E. Healthy and Sustainable Communities: support a variety of
community types promoting local economies and healthy
multi‐modal lifestyles that minimize vehicle travel, while
preserving agricultural, natural, historic and cultural
resources.
Additionally, the VTrans 2040 Multimodal Transportation Plan
serves to delineate how funding decisions will be made in the
future, particularly as related to the funding that are available
according to the terms of House Bill 2 (HB2) approved in 2014, now
called SMART SCALE.  This competitive process has already begun
with round one funding being awarded in 2016 and added to the Six
Year Improvement Plan.  Though a match is not required for SMART
SCALE funding, in the first round, 321 applications were submitted
requesting $6.95 billion in funding with $7.93 billion in other funds
also included for the projects.
Future applications will be due in the fall of each year for funds to
be awarded the following year through inclusion in the Six Year
Improvement Plan as either a VDOT High Priority Project (category
1 and #2 below) or through the Construction District Grant
Program (all categories below).  SMART SCALE funded projects fall
into four (4) categories:

Corridor of Statewide Significance – key multimodal travel

corridors that move people and goods within and through
Virginia, serving primarily long-distance/interregional
travel.

Regional Networks – multimodal networks that facilitate

intraregional travel within highly urbanized areas.

Urban Development Areas (UDA) – areas where juris-

dictions intend to concentrate future population growth
and development consistent with the UDA definition in the
Code of Virginia.
Richlands
Comprehensive Plan 2016
VDOT’s new VTrans 2040 Vision has been put forward that identifies
statewide visions and funding priorities that will help direct future
regional planning efforts. A more detailed transportation plan, the
VTrans 2040 Multimodal Transportation Plan will replace the
existing 2035 plan in 2016. In the future, improvements identified
in each regional plan will be prioritized for funding based on their
connection to these specific funding priorities. The Six Year
Improvement Plan (SYIP) has long been used as a means of listing
the transportation improvements that have been selected by VDOT
and scheduled for implementation over six years.
Under VTrans 2040, moving a project from the planning stage to
being programmed and funded under the SYIP will be on
competitive basis according to these new priorities:
‘A. Economic Competitiveness and Prosperity: invest in a
transportation system that supports a robust, diverse, and
competitive economy.
B. Accessible and Connected Places: increase the oppor-
tunities for people and businesses to efficiently access jobs,
services, activity centers, and distribution hubs.
C. Safety for All Users: provide a safe transportation system
for passengers and goods on all travel modes.
D. Proactive System Management: maintain the transport-
ation system in good condition and leverage technology to
optimize existing and new infrastructure.
E. Healthy and Sustainable Communities: support a variety of
community types promoting local economies and healthy
multi-modal lifestyles that minimize vehicle travel, while
preserving agricultural, natural, historic and cultural
resources.
Additionally, the VTrans 2040 Multimodal Transporta
serves to delineate how funding decisions will be made in the
future, particularly as related to the funding that are available
according to the terms of House Bill 2 (HB2) approved in 2014, now
called SMART SCALE. This competitive process has already begun
with round one funding being awarded in 2016 and added to the Six
Year Improvement Plan. Though a match is not required for SMART
SCALE funding, in the first round, 321 applications were submitted
requesting $6.95 billion in funding with $7.93 billion in other funds
also included for the projects.
n Plan
Future applications will be due in the fall of each year for funds to
be awarded the following year through inclusion in the Six Year
Improvement Plan as either a VDOT High Priority Project (category
1 and #2 below) or through the Construction District Grant
Program (all categories below). SMART SCALE funded projects fall
into four (4) categories:


Corridor of Statewide Significance ~ key multimodal travel
corridors that move people and goods within and through
Virginia, serving primarily long-distance/interregional
travel


Regional Networks - multimodal networks that facilitate
intraregional travel within highly urbanized areas.


Urban Development Areas (UDA) - areas where juris-
dictions intend to concentrate future population growth
and development consistent with the UDA definition in the
Code of Virginia


53
Richlands
Comprehensive Plan 2016
54

Transportation Safety Needs – statewide safety needs

identified in VTrans2040.
SMART SCALE funded projects are scored and awarded funds based
on their impact on the following evaluation criteria/measures:


Safety


Congestion Mitigation


Accessibility


Environmental Quality


Economic Development


Land Use Coordination for Areas Over 200,000 in Population


Though SMART SCALE applications are scored objectively on the
criteria listed above, the criteria are weighted based on the location
of the project.  In Southside and Southwest Virginia, the weighting
factor is skewed toward projects that generate economic
development.
It is very important to note that U.S. 460 is a Corridor of Statewide
Significance. Such Corridors include parallel roads and other
adjoining transportation facilities such as airports and ports.  Being
on the U.S. 460 Corridor is a very big plus for the Town of Richlands.
Beyond projects funded through the Six Year Improvement Plan and
the SMART SCALE funding process, the Town of Richlands will
continue to receive an annual allocation of Urban Maintenance
Program funds.  The Town will also be able to apply for Revenue
Sharing funds, but these funds must be matched dollar for dollar.
Of particular concern to the Town of Richlands is the number of
bridges in the Town and the need for significant maintenance and
upgrades that they require.  Given this looming need, Town and
Tazewell County staff and elected leaders and representatives from
the Cumberland Plateau Planning District Commission will need to
make a strong case for local improvements using the funding
priorities identified in VTRANS 2040 and by the SMART SCALE
funding process.
The following goal, objectives, and strategies are intended to help
the Town of Richlands take the lead in meeting its transportation
needs for the future:
Goal: To improve the quality, viability, connectivity, and safety of
the existing transportation network in the Town of Richlands
including improvements that promote a “multi-modal lifestyle” and
expand the economic opportunities and prosperity of the
community and its citizens.
Objective: A reframing of all existing and future transportation
improvements per the priorities established by the VTrans 2040
Multimodal Transportation Plan.
Objective: A repositioning of the Town of Richlands as a key
part of the U.S. Route 460 Corridor of Statewide Significance as
delineated in the VTrans 2040 Multimodal Transportation Plan
and the funding protocols and scoring criteria for SMART SCALE
funding as established by VDOT in order to secure needed
resources.
Richlands

Transportation Safety Needs — statewide safety needs
identified in VTrans2040.

SMART SCALE funded projects are scored and awarded funds based
on their impact on the following evaluation criteria/measures:

Safety
Congestion Mitigation

Accessibility
2
3

Environmental Quality
Economic Development
6

Land Use Coordination for Areas Over 200,000 in Population
Though SMART SCALE applications are scored objectively on the
criteria listed above, the criteria are weighted based on the location
of the project. In Southside and Southwest Virginia, the weighting
factor is skewed toward projects that generate economic
development.
It is very important to note that U.S. 460 is a Corridor of Statewide
Significance. Such Corridors include parallel roads and other
adjoining transportation facilities such as airports and ports. Being
on the U.S. 460 Corridor is a very big plus for the Town of Richlands,
Beyond projects funded through the Six Year Improvement Plan and
the SMART SCALE funding process, the Town of Richlands will
continue to receive an annual allocation of Urban Maintenance
Program funds. The Town will also be able to apply for Revenue
Sharing funds, but these funds must be matched dollar for dollar.
Comprehensive Plan 2016
Of particular concern to the Town of Richlands is the number of
bridges in the Town and the need for significant maintenance and
upgrades that they require. Given this looming need, Town and
Tazewell County staff and elected leaders and representatives from
the Cumberland Plateau Planning Di Comi ion will need to
make a strong case for local improvements using the funding
priorities identified in VTRANS 2040 and by the SMART SCALE
funding process.
The following goal, objectives, and strategies are intended to help
the Town of Richlands take the lead in meeting its transportation
needs for the future:
Goal: To improve the quality, viability, connectivity, and safety of
the existing transportation network in the Town of Richlands
including improvements that promote a “multi-modal lifestyle” and
expand the economic opportunities and prosperity of the
community and its citizens.
Objective: A reframing of all existing and future transportation
improvements per the priorities established by the VTrans 2040
Multimodal Transportation Plan.
Objective: A repositioning of the Town of Richlands as a key
part of the U.S. Route 460 Corridor of Statewide Significance as
delineated in the VTrans 2040 Multimodal Transportation Plan
and the funding protocols and scoring criteria for SMART SCALE
funding as established by VDOT in order to secure needed
resources.
54
Richlands
Comprehensive Plan 2016
55
Strategy #1:  In cooperation with the Cumberland Plateau
Planning District Commission (PDC), Tazewell County, and
the VDOT Bristol District Office, update the Town of
Richlands portion of the PDC’s Regional Long Range
Transportation Improvement Plan.
Strategy #2:  On annual basis and in consultation with the
VDOT Bristol District Office, seek to submit a SMART SCALE
funding application for new, expanded, and significantly
improved roadways and other components of the
transportation network as a part of a Corridor of Statewide
Significance with a goal of improving the economic
competitiveness and prosperity of the Town and region or
to alleviate unsafe conditions.
Richlands
Comprehensive Plan 2016
Strategy #1: In cooperation with the Cumberland Plateau
Planning District Commission (PDC), Tazewell County, and
the VDOT Bristol District Office, update the Town of
Richlands portion of the PDC’s Regional Long Range
Transportation Improvement Plan.
Strategy #2: On annual basis and in consultation with the
VDOT Bristol District Office, seek to submit a SMART SCALE
funding application for new, expanded, and significantly
improved roadways and other components of the
transportation network as a part of a Corridor of Statewide
Significance with a goal of improving the economic
competitiveness and prosperity of the Town and region or
to alleviate unsafe conditions.
Richlands
Comprehensive Plan 2016
56
[This page is intentionally left blank.]
Richlands
Comprehensive Plan 2016
[This page is intentionally left blank.]
56
Richlands
Comprehensive Plan 2016
57
4 IMPLEMENTATION
The success of a Comprehensive Plan depends on a scheduled
implementation of the Plan’s goals, objective, and strategies that is
monitored and adjusted as needed over the life of the Plan. The
following Implementation Schedule outlines out how the “on the
ground” work of this Comprehensive Plan is to unfold. It serves the
purpose of pacing the work in order that planning proceeds
expenditures to make sure funds are secured and expended in a
timely and prudent manner.
This Implementation Schedule also lines out the less capital
intensive actions that reflect changes in focus or priorities, in the
budgeting process, and in how the Town publicizes development
opportunities within the Town. While not capital intensive, these
actions could be just as impactful.  It is hoped that these actions
become imbedded in the DNA of the Town of Richlands and are
repeated on a regular basis as long as they prove useful to the
Town’s growth and development.
Richlands
Comprehensive Plan 2016
4 IMPLEMENTATION
The success of a Comprehensive Plan depends on a scheduled
implementation of the Plan’s goals, objective, and strategies that is
monitored and adjusted as needed over the of the Plan. The
following Implementation Schedule outlines out how the “on the
ground” work of this Comprehensive Plan is to unfold. It serves the
Purpose of pacing the work in order that planning proceeds
expenditures to make sure funds are secured and expended in a
timely and prudent manner.
This Implementation Schedule also lines out the less capital
intensive actions that reflect changes in focus or priorities, in the
budgeting process, and in how the Town publicizes development
opportunities within the Town. While not capital intensive, these
actions could be just as impactful. It is hoped that these actions
become imbedded in the DNA of the Town of Richlands and are
repeated on a regular basis as long as they prove useful to the
Town’s growth and development.
s7
Richlands
Comprehensive Plan 2016
58
[This page is left intentionally blank.]
Richlands
Comprehensive Plan 2016
[This page is left intentionally blank.)
58
Richlands
Comprehensive Plan 2016
Implementation Schedule
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Year 8
Year 9
Year 1
0
Land Use & Development
Strategy #1:  Utilize Future Land Use Map as a platform for future land use decisions.          
Strategy #2:  Update and upgrade the Town Zoning Ordinance and Map.  
Strategy #3:  Develop new “floating zone” zoning categories for inclusion in the Zoning Ordinance.  
Strategy #4:  Adopt and implement a Real Estate Property Tax Partial Exemption Ordinance.  
Strategy #5:  Adopt and implement a Land Use Assessment Ordinance.  
Strategy #6:  Undertake a boundary adjustment study to determine the feasibility and efficacy of a future adjustment. 
Housing & Neighborhoods
Strategy #1:  Conduct a town-wide housing study utilizing a Planning Grant from VDHCD. 
Strategy #2:  Plan for, submit an application, and implement a CDBG-funded neighborhood housing rehab project.   
Strategy #3:  Work with a non-profit community development corporation to develop new low- to moderate-income housing.    
Strategy #4:  Secure VHDA Mixed Use-Mixed Income (MUMI) Planning Grant for downtown adaptive reuse. 
Strategy #5:  Develop and maintain a “housing opportunities available in Richlands” section of the Town’s website.          
Economic Development
Strategy #1:  Plan for, submit an application, and implement a CDBG-funded downtown revitalization project west of the Clinch River.   
Strategy #2:  Continue to develop natural gas as a town-wide utility and at the right stage take a stronger role in developing the asset.          
Strategy #3:  In cooperation with Tazewell County and VEDP, promote the Town of Richland’s Enterprise Zone.          
Strategy #4:  In cooperation with Tazewell County and the CRVI, promote Downtown Richland’s historic and cultural assets.          
Strategy #5:  In cooperation with the SBDC of SVCC, Tazewell County, and the Workforce Center, develop an Entrepreneur “Boot Camp.”    
Strategy #6:  In cooperation with the Chamber of Commerce, host a twice yearly forum on development opportunities in Richlands.          
Strategy #7:  Develop and maintain an “economic development opportunities available in Richlands” section of the Town’s website.          
Strategy #8:  Maintain an awareness of and vigorously pursue all state funding available for economic development.          
Strategy #9:  Regularly participate in economic development forums, training events, and promotional events.          
Community Services, Facilities & Utilities
Strategy #1:  Regularly develop a more robust 5-Year Capital Improvement Plan.          
Strategy #2:  Determine on a 5-year basis an annual General Fund allocation to fund the Capital Improvement Plan.          
Strategy #3:  Create “rainy day” General Fund and Capital Improvement reserves to be funded at percentages set by Council.          
Strategy #4:  Undertake a boundary adjustment study to determine the feasibility and efficacy of a future adjustment. 
Transportation
Strategy #1:  In cooperation with local/regional partners, update the Town’s portion of the Regional Transportation Improvement Plan.  
Strategy #2: On annual basis, seek to submit a SMART SCALE application for funding to improve and expand the transportation network.         
59
Richlands
Comprehensive Plan 2016
Implementation Schedule SEES ESSEESS
Suateg Utz Futire Land Use Map a plato for future land ue decsons. vivieivielelviviele
Straten #2: Update and upgrade the Town Zoning Ordinance and Map. vie
Seatey #3: Develop new “otng one zoning ctor for incsion nthe Zoning Ordnance vie
Strategy: Adopt and implementa fel Esa Property Tat arial Exemption Ordnance viv
Sursteg/#5: Adopt and implement Land Us Assessment Ordnance, viv
Suatey #5. Undertake» boundary adjustment study to determin the eat and eficacy ofa ture ade “
Strategy: Conduct a townie housing study lang Planing Grant rom VOHED z
Straten #2: Plan for, submit an appicaton, and implementa CDBG funded neighborhood housing rehab project viele
Strategy #3: Werk witha non-profit communty development earporation o develop new lw-to maderatencome housing. vivle[<
Straten #: Secure VHDA Mined Use Mined Income (MUM Paning Gran fr downtown adoptive ese z
urate 85: Develop and maintain “housing opportrites viable n Richlands” section ofthe Town’s website PaParArarararararars
Strategy #1: Plan for, submit an application, and implement a CDBG funded downtown revitalization project west ofthe Glinch ive.
Strategy 2: Continue to develop natural gas a 2 town-wde utility and atthe right stage take a stronger role in developing the asset
Strategy #3: In cooperation with Tazewell County and VEOP, promote the Town of Richlands Enterprise Zone.
Strategy #4: In cooperation with Tazewell County and the CRM, promote Downtown Richlands historic ad cuturl assets
Srateny 85: In cooperation with the SBDC of SUCC, Tazewell County, and the Workfore Center, develop an Entrepreneur “Boot Camp.
Strategy 6: In cooperation with the Chamber of Commerce, host twice yearly forum on development opportunites in Richlands,
Strategy #7: Develop and maintain a
Strategy #8: Maintain an awareness of and vigorously pursue all tate funding avalablefor economic development.
<
<
<
<
s
<
<
<
<
<
‘economic development opportunities available in Richlands" section ofthe Town’s website
Porerererererere
PoreceCerecererars
SSS
Perererererererans
fererene
ss
ererens
pererere
Porerers
erates
events, 204 pro
Strategy #1: Regularly develop a more robust 5Year Capital Improvement Plan
Strategy 2: Determine on a 5-year bass an annual General Fund allocation to fund the Capital improvement Pan
Strategy #3: Create “rainy day” General Fund and Capital Improvement reserves tobe funded at percentages set by Counc
carers
.
5
.
S
.
<
<
tegy Hd: Undertake 2 boundary adjustment study to determine the feaibiltyand efficacy of 2 future adjustment.
Transportation
Strategy #1: In cooperation with local/regional partners, update the Town’s portion of the Regional Transportation Improvement Plan. | ¥ | ¥
Strategy #2: On annual basis, seek to submit a SMART SCALE application for funding to improve and expand the transportation network viviviviviviviviy
59