County Administrator
Government/Citizen Resources
Index

Special recognition is given to the individuals cited below who contributed to the development and revision of this Strategic Plan:

Introduction

Process Overview

As part of the Strategic Plan of 1999, two philosophical documents were adopted – a Vision Statement and a Statement of Basic Values and Principles to Guide Future Decisions. These are found on pages 2 and 3 of this document.

When the citizens committee reconvened in February 2000, they divided into working subcommittees so that each would take one aspect of the core Strategic Plan and incorporate specific objectives. These aspects of the plan are listed below:

• Effective Government
• Economic Development
        Tourism
• Public Safety
        Fire & Rescue
        Law Enforcement
        Animal Control
• Public Works
• Recreation
• Growth and Land Use

Other aspects of the plan were referred to the respective public entities for review and revision. Their plans are included in an addendum to this document and are listed below:

• Education
• Library System
• Social Services
• Fire and Rescue Volunteers

A collaborative approach was employed throughout the strategic planning process, combining the vision of the Board of Supervisors and input from many leaders of business, government, and the community at large. The results of this process, presented in this document, provide an overall direction for Caroline County to venture through the early years of this millennium.

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In the future, Caroline County will continue to be an attractive place to live where its citizens strive to maintain and improve the highest quality of life possible.

• The County will have a strong and diversified economic base that brings prosperity to all residents.
• The County will maintain a balance between the preservation of its traditional rural environment and an expanded economic base with industrial, commercial, and retail centers for its residents.
• The County will have a strong educational system with continued support for traditional academic programs, but with an increased emphasis on school-to-work, alternative education, and workforce training programs. Lifelong learning, continuing education, and workforce retraining will be very important features of the Caroline County education system.
• The County will provide other necessary services, such as public safety, solid waste collection and disposal, and health and welfare services.
• The County will continue to provide other services such as public utilities, recreation, library, and leisure services as long as the public desires them and they are affordable.

While performing its functions and providing quality services, the County government will be known for the efficient and cost effective manner in which it operates, the openness and accessibility of all government offices, and the responsible and equitable manner in which decisions are made.

In developing its Strategic Plan, members of the Board of Supervisors have identified some of the basic values and principles that will be used to guide future decisions. These values and principles are fundamentals to the beliefs and experiences of the residents of Caroline County. These core values are listed below:

• Maintain a commitment to a high quality of life for County residents by working to preserve the rural character of the County.
• Maintain a commitment to quality education with a strong emphasis on technology. This will involve providing support for: programs that will develop and maintain a quality work with the capacity to learn; support lifelong learning efforts that will keep the workforce well trained; and programs that utilize the community college as an integral part of the education system.
• Maintain a commitment to the concepts of quality growth and growth that the County can reasonably accommodate, using infrastructure decisions to guide such development.
• Develop adequate infrastructure – especially water and sewer – where industrial and commercial development requires such facilities. Primary emphasis will be placed on providing water and sewer to designated growth areas.
• Maintain a commitment to improve the economic base of the County. Pursue strategies that will help achieve the goal to diversify the economic base as well as to expand the existing industrial/retail/service commercial bases of the County.
• Maintain a commitment to developing an effective transportation system with I-95, US Routes 1, 17, and 301, and State Routes, 207, 2, and 30 forming the major transportation corridors in the County.
• Maintain a commitment to meet the public safety needs of the residents of the County. Support and encourage the work of volunteers and their participation in cooperative efforts where appropriate to meet these needs.
• Maintain a commitment to providing useful information to all residents so that they are well informed and can participate effectively in County decisions to achieve County County government will work with all County residents to ensure that their needs are served, either through public programs, private initiatives, or partnership arrangements between the public and private sectors.
• County government will focus on quality and long-term impact in making decisions, rather than short-term gain or benefit. Decisions will be made that are consistent with the County’s Strategic Plan.

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The plan is divided into six sections. Within each section there are recommended objectives and action items to support the fulfillment of each objective. The objectives are not necessarily listed in order of priority or completion date. The intent is to identify areas for improvement and provide methods of implementation.

The six sections of the Strategic Plan are found as follows:

Effective Government Pages 5 - 9
Economic Development Pages 10 - 20
Public Safety Pages 21 - 28
Public Works Pages 29 - 31
Recreation Pages 32 - 36
Growth and Land Use Pages 37 - 44

Each section of this plan is presented as follows:

1. Guidelines as adopted in the Strategic Plan, 1999
2. Recommendations as presented for the Strategic Plan, 2001

The plans of the four public entities included in the Addendum are found on the following pages:

Education Pages A1 – A19
Library System Pages B1 – B7
Social Services Pages C1 – C8
Fire and Rescue Volunteers Pages D1 – D10

Strategic Plan, 1999 – Effective Government

The Caroline County government will continue to operate in an open, responsible, accessible, efficient, cost effective and equitable manner, with on-going improvement in operations, procedures, organization, functions and programs to better serve the needs and interests of its residents.

1. The County will strengthen the “customer service focus” of its government.
2. The County will involve residents in all the decision-making processes of County government.
3. The County will provide information and education programs for residents about government services, operations and functions.
4. The County will utilize a strategic planning process that allows it to prioritize its needs for the future and coordinate all planning efforts.
5. The County will provide and maintain the facilities necessary for delivering County programs and services in a safe, efficient and customer friendly manner.
6. The Board of Supervisors and administrative team will work to ensure that the County’s financial resources are managed in a responsible manner.
7. The County will maintain and develop policies and procedures to ensure that the government organization operates in a responsive, efficient, effective and equitable manner.

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Strategic Plan, 2001 – Effective Government

The Subcommittee for Effective Government arrived at its recommendations following a review of data presented to them and interaction with the public as to how government could be improved. The detailed focus was on suggesting ways Caroline County’s government can greater meet the needs of its citizens. The following suggestions are in no order of priority:

A. The government of Caroline County will strive to serve its citizens in a greater capacity through increased use of technology:

• Give all employees training and accessibility to e-mail and the Internet.
• Install voice mail as part of the County’s telephone system.
• Develop a system where citizens can purchase vehicle license stickers and/or make application for licenses, pay fees, etc. through the Internet.
• Maintain a citizens’ database that can easily be accessed by both the Commissioner of the Revenue and the Treasurer so the citizen does not have to make separate visits.
• Create a County services directory to be included on the website that would also include major publications such as the Comprehensive Plan, Strategic Plan and annual Budget.
• Encourage suggestions from the public on improvement of services by utilizing the Internet and e-mail and establish a plan for document imaging.
• Establish a telephone number for citizens to call (recorded message) to find out current information about County government.

B. The government of Caroline County will develop stronger ties with citizens by establishing outreach programs:

• Seek greater input from civic organizations, churches, property owners’ associations, etc. on all matters of County government.
• Develop a speakers’ bureau that includes government officials and key County personnel.
• Place suggestion boxes at libraries, businesses and other strategic locations where the public can easily provide input or make suggestions.
• Ask the Board of Supervisors to expand their neighborhood meetings from five to six times per year.
• Develop a system where public services are offered at “satellite” locations, such as payment of fees, purchase of stickers, etc.
• Move forward with development of a public transportation plan to give citizens better access to government offices, which would include transportation provided by Caroline County.
• Routinely conduct surveys through the County newspaper asking citizens their opinions on all aspects of County government.
• Encourage County government to partner with the School Board to encourage more learning programs about local government for grades K-12 that would include more field trips.
• Hold at least six seminars per year on timely topics pertaining to local government and aimed at increasing public knowledge.
• Encourage Board of Supervisors to hold public information meetings in their respective districts to discuss concerns with citizens.
• Encourage Board of Supervisors and County staff to have a greater presence at public events.
• Encourage citizen boards and commissions to periodically have their meetings in different neighborhoods and districts.
• Encourage more neighborhood organizations to develop programs such as “Adopt A Highway” to directly assist with County needs.
• Develop a Community Needs Assessment to identify what activities are not being held that would interest citizens.
• Annual voter registration drives should be conducted to encourage citizen participation in the electoral process.
• Encourage more citizens to serve on Boards and Commissions.
• Improve signs directing citizens to various County departments and facilities.

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C. The government of Caroline will strengthen its internal operations and as a result better serve its citizens:

• Make all forms, invoices, stationary, business cards, etc. easily readable and explainable to citizens.
• Increase employee training for handling of customer complaints and general telephone etiquette.
• Maintain a program of continuing education for all employees, which in part is geared toward “customer service.”
• Publish more “how to” brochures and maps to assist citizens.
• Encourage employees to return messages the same day as receiving a call or entertaining a visitor.
• Develop hiring practices for filling positions with qualified personnel which have at least a high school diploma/GED and some background in technology.
• Increase retention rates of employees, which leads to greater efficiency.
• Encourage mandatory employment terms and contracts to ensure that the County’s investments in an employee are returned.
• Maintain adequate staffing levels for all departments and cross-train employees.
• Encourage incentive programs for employees who make suggestions that improve efficiency.
• Strengthen system of performance evaluation and implement system of peer review. Continue to keep in compliance with the Americans with Disabilities Act.
• Provide adequate parking for all citizens, particularly those with disabilities.
• Implement customer-rating system after they visit a County office or utilize a County service.
• Consolidate administrative offices whenever possible to give citizens a better opportunity to be served in one place.
• Encourage County staff to serve citizens by appointment after regular hours and on Saturdays.
• Move Animal Control function under supervision of Sheriff’s Office.

D. The government of Caroline County will emphasize to its employees the importance of professional development in order to better serve its citizens:

• Promote team building among County employees through workshops and seminars.
• Implement equitable policies that are fair for all citizens in all districts.
• Maintain good communication between Board of Supervisors and County staff to insure citizens are getting the same information from each.
• Be aware of the competitive nature involved with hiring of personnel and recruitment of businesses and seek to involve those who will promote the proper quality of life for Caroline County.
• Employees need to recognize chain of command and follow it.
• Employees need to observe loyalty to the government of Caroline County.
• Constantly upgrade services to meet the growing needs of citizens.
• Utilize media to make citizens more aware of County hiring procedures and job opportunities
• Promote safety, risk management and wellness programs to enhance employees’ general well-being.
• Avoid arbitrary decision-making outside of strategic and comprehensive plans.
• Avoid increasing of staff without budgeted resources, public input and education.

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E. The government of Caroline County will implement practices and policies that lead to a more cost effective use of taxpayer resources:

• Promote better record keeping and system of filing.
• Streamline all services in order not to duplicate efforts by departments.
• Promote sharing of resources among departments and agencies.
• Encourage partnerships with County and Town governments.
• Bring end of the year expenditures below estimates in General Fund.
• Accomplish annual goals established by Board of Supervisors at 95 percentile.
• Promote use of flex time and four-day work weeks when feasible.
• Tighten internal controls and develop system of checks and balances in handling of money.
• Develop financial policies for short and long term operations.
• Review contracts on an annual basis and bid new ones when necessary.
• Establish clear purchasing procedures with local preference given whenever legally possible.
• Analyze use of part-time versus full-time employees.
• Encourage privatization when feasible and cost-effective. Consolidate maintenance contracts for equipment and technology, etc.
• Maintain clear policies on maintenance of vehicles and equipment.
• Consolidate and reorganize departments when appropriate to maximize efficiency.
• Manage long-term debt and maintain adequate fund balance.

F. The government of Caroline County should implement new programs to better serve the citizens:

• Expand opportunities for Senior Citizens including establishing a central location in Bowling Green and maintaining satellite facilities throughout the other districts in the County.
• Allow citizens opportunities to pay taxes and fees through Visa and MasterCard.
• Implement a Citizens Police Academy to provide input into law enforcement issues.
• Establish a Junior Police Academy during the summer to teach youth the importance of law enforcement.
• Work with public and private sectors to improve the availability and affordability of day care.
• Implement policies to encourage local purchasing from Caroline vendors.
• Implement policy to encourage local hiring of Caroline residents.
• Expand government access television on cable channels.
• Promote more job fairs by County employers to hire Caroline residents.
• Expand use of libraries with emphasis on providing greater technology opportunities and accessibility to cable television.
• Conduct annual seminars for contractors and realtors in anticipation of housing growth in the County.
• Expand partnership with AP Hill to better utilize military resources.
• Expand involvement in regional programs.
• Establish and maintain specific maintenance policies for vehicles.

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Strategic Plan, 1999 – Economic Development

Caroline County will maintain, expand and diversify its economic base by working with existing industries, attracting new industries, promoting tourism, and improving its commercial and retail base in order to provide a wider range of employment, income and services for County residents.

• The County will develop and maintain a comprehensive Economic Development program to guide future decisions and help set priorities.
• The County will maintain policies and programs designed to retain and expand existing industries.
• The County will maintain an active marketing and recruitment program.
• The County will have adequate sites for industrial and commercial uses as part of its economic development effort and recognizes that some public investment will be required to make these sites suitable for development.
• The County will support programs that encourage the development of entrepreneurial and microbusiness enterprises.
• The County will participate in regional intergovernmental initiatives or organizations that will further the County’s goals of expanding and diversifying the economic base.
• The County may enter into public/private partnerships to promote Economic Development when appropriate.
• The County will coordinate with the school system and area businesses to ensure that adequate training programs and a skilled labor force exists to accommodate the needs of employers.

Strategic Plan, 2001 – Economic Development

The Subcommittee first analyzed the strengths and weaknesses of the County as it participates in the competitive economic development arena.

Strengths

• Federal HUB (Historically Underutilized Business) Zone status
• Fort AP Hill
• Location (I-95/U.S. Route 301)
• Transportation (Easy access to air, rail, ports, Amtrak)
• Favorable Business Climate that includes support of Board of Supervisors; comprehensive land use plans in place; minimal union activity since Virginia is a Right-to-Work State
• Low taxes
• Low land prices
• Quality of life
• Recreation opportunities
• Higher education opportunities such as Germanna Community College; J. Sargeant Reynolds Community College; and several four-year institutions less than one hour away
• County rich in history and tradition

Weaknesses

• Need better inventory of quality sites and buildings that are “ready to go” with “curb appeal”
• Limited access to support services such as maintenance and repair facilities
• Limited access to health care facilities
• Labor concerns including availability and skill level
• Image and perception. The County has an image of being located too far away from the Richmond/Fredericksburg markets and is not a viable place to do business because of its rural character. It is also perceived by some as being “anti-business” because of certain regulations and ordinances
• Training programs are limited for both employees and employers. Programs offered in bigger markets are hard to access for most employee groups
• Limited choices of professional services
• Limited availability of amenities such as restaurants, retail stores, convenience stores, etc.
• Overall school system because of low SOL scores, low teacher retention and lack of vocational focus
• Few choices of housing, especially rental units and moderately-priced homes Limited availability of obtaining capital for financing alternatives, low interest loans and financing for business start-ups
• Low ISO (Insurance Services Office) fire rating
• Imbalance between nurturing existing businesses and recruitment of new businesses

Using the analysis on the previous page, as well as responses to individual questions and issues, the subcommittee arrived at its recommendations. The following suggestions are numbered consecutively but are in no order of priority:

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A. How can Caroline County enhance its marketing and recruitment program?

The County is currently involved in a number of marketing and recruitment programs:

• Participation in Fredericksburg Regional Alliance
• Involvement in Virginia Economic Development Partnership which keeps inventory of available sites and buildings

• Advertising activities:

a) magazines;
b) trade shows;
c) call trips;
d) web site;
e) newspapers;
f) County entrance signs;
g) brochure development

• County business visitation programs
• Business Appreciation Dinner involving Industrial Development Authority (IDA)
• Community Forum coordination
• Quarterly meetings with major employers
• Advertising for employers

The committee recommends the following actions:

• Expand current activities.
• Develop a CD-ROM and VHS presentation.
• Develop a computer generated presentation program.
• Implement an “image campaign” utilizing billboards.
• Develop a more comprehensive inventory of sites/buildings.
• Promote greater utilization of the Chamber of Commerce and Business Roundtable.
• Raise the County’s awareness with the media by generating
  
  a) economic development newsletter;
  b) quarterly luncheons with the media;
  c) press releases;
  d) radio programs.

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B. What percent of economic development spending should be on

(a) business development;
b) real estate development; and
c) marketing?

A total of 1.5 percent of the General Fund should be earmarked for economic development activity. In FY 2002, that would amount to approximately $240,000.

a) 25 percent for Business Development: Promotion of existing industries, small business development and entrepreneurial ventures/support
b) 35 percent for Real Estate Development: Preparing sites, implementation of infrastructure, attracting developers, and partnerships with private property owners
c) 40 percent for Marketing: Preparation and distribution of marketing materials, advertising, image building, attending trade shows, call trips, etc, participation in Fredericksburg Regional Alliance and Virginia Economic Development Partnership and web site enhancement

C. What policies and programs should be designed to retain and expand existing Industries?

• Establish call teams comprised of members of IDA (Industrial Development Authority) and Chamber.
• Ensure a quick response to industry concerns by staff.
• Establish more recognition programs for businesses, keying on small businesses.
• Create a greater awareness of new business openings.
• Expedite permitting and licensing requirements.
• Help businesses understand salary and benefits program for employee needs in the community.
• Establish a Workforce Development Team and Improvement Plan.
• Expand the Existing Business Assistance Program.

D. Identify and prioritize the businesses and industries that would best enhance the future quality of life for Caroline County:

• Affordable day care to include adult day care facilities.
• Expanded medical facility.
• Greater retail opportunities such as Wal Mart, K-Mart, specialty shops and another grocery store in Bowling Green.
• Greater restaurant opportunities such as fine dining, Cracker Barrel, Mexican, etc.
• Greater recreation opportunities such as mini-golf course, driving range, ferry boat operation and movie theatre.
• Increased professional services.
• Recruit outlet shops with easy access off I-95 and Route 301.
• Fitness Center to promote overall health of the community.
• Pubs.

E. Identify and prioritize the industrial and commercial sites best suited for future development:

Carmel Church:
a) County optioned property which fronts Route 207;
b) Carmel Church Business Centre;
c) Hampton Oaks.

Ladysmith:
a) Industrial Park (Ladysmith Village);
b) Rilee Property off I-95 and Green Road;
c) Remaining property next to Virginia Bazaar;
d) Pickett property;
e) Johnson Coleman property;
f) Alvin Brown property across from Virginia Bazaar;
g) VSE Building.

Carmel Church:
a) Stuart Martin;
b) RF&P site;
c) Roy Childrey site behind Speedco;
d) Flippo property beside Hampton Oaks.

Port Royal:
a) Haymount.

Bowling Green:
a) north and south by-pass properties.

Spratt Property behind Wastewater Treatment Plant.

Milford:
a) Reynolds property
b) Gray property;
c) Keller Ladder Building.

Thornburg site.

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F. Identify the public funding sources needed to develop each industrial and commercial site:

• General Fund.
• Increased enterprise fund operations.
• Increased grant opportunities: a) Infrastructure grants through DHCD; b) EDA;
• Regional site development through DHCD; d) Governor’s Opportunity Fund.
• General Assembly appropriations.
• Joint Public/Private Partnerships.

G. What incentive programs could be implemented and/or expanded to make economic development more attractive to developers?

• Reduced land prices based on company investment and jobs.
• Extension of utility lines.
• Waiving of utility availability fees.
• Site preparation.
• Funding for road access.
• Establishment of Enterprise Zone.
• Restructuring of property taxes.
• Labor recruitment assistance.
• Advertising and marketing.
• Customized training programs.

H. What programs can be implemented to encourage the development of entrepreneurial and microbusiness enterprises?

• Develop a Resource Database:

a) identify types of existing businesses;
b) available sites and buildings;
c) tax information and demographics;
d) define zoning and permit process.

• Improve awareness of Small Business Development Center.
• Develop incentive package for small businesses:

a) Reduction in utility connection/extension fees;
b) Training programs;
c) Advertising package.

• Attract developers who build multi-tenant facilities in targeted areas.
• Recruit businesses underserved in Caroline County.
• Participate in the creation of Small Business Loan Fund.
• Increase promotion of Historically Underutilized Business (HUB) Zone status.

I. How can Caroline County expand its participation and draw greater benefits from regional planning organizations?

• Current participation exists with the Rappahannock Area Development Commission; Fredericksburg Regional Alliance; and Fredericksburg Regional Council.
• Increase financial commitment to regional organizations.
• Host more regional meetings.
• Have greater involvement in economic development activities from private and public sectors.
• Improve perception by regional officials with more aggressive image-building campaign.

J. What public/private partnerships could Caroline County explore to enhance its economic development initiative?

• Attract developers who build single or multi-use facilities for commercial and industrial users.
• Obtain option agreements with private property owners.
• Target property owners within Primary Growth areas for joint development opportunities such as:
  

  a) Site appearance and preparation;
  b) Marketing;
  c) Utility improvements;
  d) Zoning;
  e) Changes in Comprehensive Plan and other ordinances;
  f) Transportation access;
  g) Education campaign through improved dialogue.

• Support Community Loan Pool through lending institutions.
• Encourage creation of more Community Development/Investment organizations.

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K. How can Caroline County improve its workforce development partnership with the school system and area businesses?

Current programs include:

a) Vocational-Technical Advisory Council;
b) Career fairs;
c) Roundtable discussions;
d) Surveys for needs assessment;
e) Shadowing and mentor programs;
f) Tech-Prep programs with higher education institutions;
g) Dual enrollment programs;
h) Teacher in the Workplace program;
i) COE programs in the high school.

Improve upon current programs.

• Encourage private investment into school curriculum.
• Promote corporate internships.
• Expand apprenticeship programs.
• Inform school system of labor market.
• Provide private instruction in school system.
• Establish link with education coordinator for Technical and Career programs.
• Encourage local course offerings by higher education institutions.
• Encourage local adult training programs utilizing school facilities.
• Encourage student visitation of private businesses in early grades.

L. What expanded roles should local business organizations have in the promotion of economic development?

Current business organizations involved with economic development include:

a) Chamber of Commerce;
b) Industrial Development Authority;
c) Rotary Club;
d) Business Roundtable.

• Encourage peers to join organizations with the idea of there being strength in numbers.
• Provide more educational programs and forums.
• Be ambassadors for the County.
• Participate in existing industry program through business/industry visitations.
• Provide lobbying support/efforts on state and national issues.
• Build consensus for public policy.
• Expand involvement of organizations.
• Participate in marketing activities of the County.

M. How can Caroline County match job creation with access for local citizens?

• Increase awareness of and access to the Virginia Employment Commission’s job database.
• Encourage more district meetings by service agencies.
• Provide public transportation and encourage car-pooling.
• Encourage employers to participate in Welfare to Work programs.
• Encourage the development of affordable day care.
• Coordinate and participate in community career fairs.
• Create a “Jobs Hot Line.”
• Encourage the creation of a central job counseling office.
• Utilize free media and cable access for job postings.
• Include all job listings throughout Caroline County on County’s website.
• Promote opportunities for telecommuting and high technology positions.

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The County’s former Tourism Advisory Committee made recommendations to the Citizen’s Planning Committee and they are incorporated into this section of the Strategic Plan, along with recommendations from County staff.

A. What are the strengths and weaknesses of Caroline County as it pertains to attracting tourists?

Strengths

a. Rural beauty and open land
b. Historic architecture
c. Rivers
d. Lack of congestion
e. Lack of urban sprawl
f. Well-cared for homes
g. Roadside stands
h. Small amount of billboards and signs
i. Country stores
j. Well-maintained businesses
k. Roads
l. Small amount of litter
m. Easily marked signs
n. Well-managed convenience sites
o. Improved public facilities
p. Availability of 24-hour businesses

Weaknesses

a. Junk cars
b. Junk yards
c. Abandoned properties
d. Road kill
e. Unsightly timber tracks
f. Speed traps
g. Commercial clutter
h. Unoccupied commercial space
i. Perpetual yard sales
j. Signage on buildings
k. Unsightly flea markets
l. Lack of informational signs
m. Marginal Welcome Signs
n. More organized landscaping
o. Evidence of poverty
p. Limited services
q. Lack of prepared tourist sites
r. Traffic in Carmel Church
s. Lack of roadside parks and rest areas
t. Lack of visibility on I-95
u. Lack of motels on Route 301
v. Lack of lighting in County
w. No public restrooms

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B. How can Caroline County best promote its heritage to its citizens and visitors?

1. Course offering as part of high school or middle school curriculum.
2. Living history programs.
3. Tours.
4. Regular history piece in Caroline Progress.
5. Training for personnel of businesses that are linked to tourism.
6. Acquisition of sites through public/private partnerships.
7. Establish non-profit foundation for acquisition of sites and fund-raising.
8. Increase amount of printed publications and website exposure.
9. Produce a video on tourism.
10. Have greater utilization of Boy Scout and Girl Scout groups.
11. Have greater utilization of Civic Organizations.
12. Have greater utilization of Economic Development Display.
13. Strengthen partnership with AP Hill.
14. Have target marketing at motels.
15. Produce Caroline County prints and postcards.
16. Make and sell quilts.
17. Provide historic markers at strategic locations.
18. Develop historic map of Caroline.
19. Utilize public access channel.
20. Establish AM Radio Station for Tourism.
21. Increase Special Events.
22. Have greater utilization of Potomac Gateway.
23. Have greater utilization of Virginia Welcome Center.
24. Develop and utilize Caroline Visitor’s centers.

C. List in priority order the restoration projects that would enhance Tourism.

1. Bowling Green Law Offices/Visitor’s Center
2. Port Royal Doctor’s Site
3. Port Royal Masonic Lodge
4. Railroad Depot in Guinea
5. Central Point School

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D. List other restoration projects which will be considered when prioritized list is completed.

1. Loving House
2. Peyton House
3. Cemeteries
4. Hennigan’s Redoubt on Route 1
5. Port Royal Tavern
6. Garrett Farm
7. Bowling Green Town Hall
8. County Courthouse
9. Old Jail
10. Colonial buildings in Port Royal
11. Needwood Tavern
12. Hubbard’s Tavern
13. Byrd’s Store
14. Dawn School
15. Blatt’s Store in Milford
16. Milford Bank
17. Borky Building
18. Churches

E. What can Caroline County do to improve its highway and street signs to assist tourists when visiting the County?

1. Increase identification signs.
2. Beautify areas around Welcome signs.
3. Develop guidebook for roads and signs.
4. Establish lighted areas throughout the County.
5. Be consistent with way signs are printed.
6. Encourage VDOT officials to place exit signs into Bowling Green.
7. Increase number of Distance signs.
8. Place theme on tourist signs.
9. Have Self-guided tour signs.
10. Repaint water towers.
11. Paint murals at strategic locations.

F. Where can marketing materials be more greatly distributed until the three Visitor’s Centers are constructed?

1. All motels and lodges
2. Virginia Bazaar
3. Travel centers
4. Potomac Gateway Visitor’s Center
5. Public libraries
6. Government centers
7. Dahlgren & AP Hill
8. Airports
9. Regional Visitor’s Centers
10. Post offices
11. Website
12. Highly visited businesses
13. Pursue auxiliary site

G. What are some businesses currently not in Caroline that if located would enhance tourism?

1. Factory outlets
2. More antique shops
3. More arts and crafts shops
4. Photo supplies and equipment
5. Camping supplies and equipment
6. Specialty clothing
7. Fashion shops
8. Souvenir shops

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H. What is the prioritized list of activities to be undertaken to enhance Tourism?

1. Restoration of Historic Places
2. Tours/Promotional
3. Develop Racially Diverse Tourism Infrastructure
4. Create Visitor’s Centers
5. Festivals/Special Events
6. Educational Awareness through Schools

I. Prioritize the areas that Caroline County hopes to attract its tourists.

1. Port Royal
2. Bowling Green
3. Central Point
4. Carmel Church
5. Meadow Farms
6. Golf Courses
7. Rivers

J. What percentage of the annual budget should be placed on Advertising and Marketing? Infrastructure? Community Projects?

1. Advertising and Marketing - 25%
2. Infrastructure – 30%
3. Community Projects - 45%

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PUBLIC SAFETY

Strategic Plan, 1999 – Public Safety

Caroline County will provide public safety programs, which ensure that all residents receive adequate levels of public safety services, including law enforcement, jail facilities, judicial services, fire protection and emergency medical services.

1. The County recognizes that volunteers will continue to provide the bulk of fire and rescue services for the foreseeable future and will continue to support the volunteer system within its available resources.
2. The County accepts the responsibility to help furnish needed capital equipment for fire and rescue and to contribute toward the cost of meeting the operational expenses of the individual fire departments and rescue squads. The County and its public safety agencies and organizations will work together to develop a priority list of essential capital needs and to clearly define the operational expenditures for which County funds will be contributed.
3. The County will support efforts to continuously improve police protection and law enforcement services for all residents.
4. The County will continue to cooperate with regional and state agencies to provide secure, safe and appropriate housing for juvenile and adult offenders requiring incarceration and to maintain an effective and just judicial system.
5. The County will maintain an effective working relationship with the Court system to promote the safety, health and well-being of all County residents.

Strategic Plan, 2001 – Public Safety

The Subcommittee reviewing Public Safety divided their recommendations into three components – Fire and Rescue, Law Enforcement, and Animal Control.

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A. What internal organization issues should be considered?

• Combine the 911 dispatching units into a single Joint 911 Center.
• Establish an Automated External Defibrillator (AED) Program with the Sheriff’s Office.
  

B. What facilities should be expanded or constructed that would enhance the daily operations of the Department?

Until recently, the Fire and Rescue office and Emergency Operations Center (EOC) have been located in the basement below the old jail. Effective January 1, 2001, the Fire and Rescue administration moved to the renovated Community Services Center, which will also serve as the new EOC and training center. Also housed in the basement of the jail is the Enhanced 911 Communications Center.

There are also six fire stations and three rescue stations located throughout the County staffed primarily by volunteers.

Develop a training facility that would emphasize training for burning of a building, rappel tower, etc.

Locate a station in the western end of the County. This station will be equipped with an aerial truck, fire engine and rescue unit.

Improve the County’s radio system for greater access by the Department of Fire and Rescue, Sheriff’s Office, and Public Works.

Construct a fire station at Haymount after the project is underway.

Develop a CAD system that would improve record management and reduce dispatcher errors.

Construct a new Public Safety Building.

Establish a Volunteer Station Improvement Program

a. Encourage volunteers to upgrade stations.
b. Increase wiring capabilities for future technology use.
c. Expand hardware and software programs.
d. Develop workout areas.
e. Equip with new emergency power generators.
f. Expand parking areas.
g. Expand kitchen facilities.
h. Expand bunk and shower facilities for males and females.

Develop a mechanic shop exclusively for emergency vehicles.

Construct, buy or lease a storage building for Fire and Rescue equipment.

C. What new programs should be developed to improve daily relations with citizens and business owners?

Currently, programs being offered by Fire and Rescue include:

a. Camp Safety.
b. First Aid/CPR courses.
c. Community Emergency Response Team (CERT) Training.
d. Regional School – Specialty program.
e. EMT program at Caroline High School.
f. EMT II and Directed Study program at Caroline High School.
g. Home inspections.

Expand first aid & CPR programs to all groups.

Have an Automated External Defibrillator (AED) Program in Recreation Center and gated communities.

Expand public information and recruiting program.

Develop a web page for Fire and Rescue.

Develop a Fall Prevention Program for the elderly.

Expand pre-plan program to identify hazards.

Establish a Juvenile Fire Prevention Program.

Establish a Babysitter Education Program with emphasis on injury prevention and first aid.

Develop a Fire Safety House.

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D. What new programs should be developed to improve the internal operations of the Department?

• Conduct Team Building exercises for the entire staff.

• Develop Recruitment and Retention program for Field Personnel:

a. Increase media advertising

b. Increase e-mail correspondence

c. Expand educational stipends to include part-time personnel

d. Attend more regional meetings

E. What funding sources should be tapped to complement funding from the General Fund? Currently, funding is obtained from:

a. General Fund.
b. Grants.
c. Donations from Private Sector.

• Seek federal funds.
• Explore more private foundations.
• Seek grants offered by insurance companies.

F. List in priority order equipment that would enhance the daily operations.

• Computer Aided Dispatch (CAD) System.
• EMS/FIRENET Satellite System.
• Server to link Volunteer units with Staff.
• Computer and software for Fire & Rescue Administration and for student remediation.
• Mockup of sprinkler and standpipe systems for Training Center.
• PIN based reporting systems.
• Mobile date terminals for vehicles.

G. What efforts can be made to strengthen the retention and recruitment activities of the Volunteer units?

See Addendum D
Caroline County Department of Fire and Rescue Volunteers – System Approach Vision, Mission, Values, Goals, and Objectives

Recommendations are from Caroline County Emergency Units Organization (CCEUO) and serve as a planning document for the Volunteer units.

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A. What internal organization issues should be considered?

• Seek approval by the Board of Supervisors to construct a new building that would house all components of Public Safety and Dispatching units.
• Keep Sheriff’s Office close to courthouse.
• Find additional parking spaces for deputies and visitors.
• Address accessibility for physically challenged citizens who visit Sheriff’s Office.
• Employ a full-time receptionist to streamline responsibilities for other clerical personnel.

B. What facilities should be expanded or constructed that would enhance the daily operations of the Sheriff’s Office?

• Construction of new office building near courthouse.
• Establishment of additional substations throughout the County, with first priority being western end.

C. What new programs should be developed to improve daily relations with citizens and business owners?

Currently, there are several programs that are in operation. They include:

Dare Program;
Neighborhood Watch;
School Resource Officer in High School and Middle School;
Auxiliary Deputy Sheriff Program;
Community Policing Programs;
Special Gun Safety Programs;
Victim/Witness Program;
Special requests from churches and civic organizations;
and Selective Enforcement Program.

• Increase training for deputies in crime prevention.
• Hire Crime Prevention Officer.
• Increase printed materials including regular articles in County newspaper and Caroline Progress.
• Increase public information on Cable Access Channel.
• Hire an additional investigator.
• Expand participation in events such as National Night Out and Halloween.
• Re-define mission of Auxiliary Deputy Sheriff Program with increased emphasis on protecting the elderly.
• Update Fleet Maintenance Program to be used during proposals for annual budget.
• Move Animal Control Division under the supervision of the Sheriff’s Office.

D. What new programs should be developed to improve internal operations of the Sheriff’s Department?

• Seek approval by Board of Supervisors establishing LEOS Retirement Program.
• Increase training for deputies with emphasis on specialty training and college courses.
• Expand pool of applicants for deputies by developing closer relations with high school students; utilizing the County’s website; utilizing County newspaper; and increasing memberships in civic organizations.
• Have more officers participate in AP Hill Fitness Center.
• Participate to greater extent in all employee recognition programs.
• Develop employee contract which establishes minimum service requirements.

E. What new funding sources should be tapped to complement funding from the General Fund and Compensation Board?

• Highway Safety Mini-Grants through State of Virginia. 24.
• Federal COPS Grant.
• Federal Personnel Grants.
• Federal Bullet Proof Vest Program.
• Private donations for DARE Program and Community Policing.

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F. List in priority order equipment that would enhance the daily operations.

• Replacement of vehicles to concur with Replacement Cycle.
• Upgrade of radio systems, both mobile and base.
• Upgrade of Office Telephone System.
• Upgrade of Office computers.
• Additional equipment for Investigative Division.
• Upgrade fax machine.
• Purchase Laptop computers for patrol vehicles.
• Purchase microfilm machine.

G. What efforts can be made to strengthen the retention and recruitment activities of the volunteer unit?

• Increase number of auxiliary deputies to six.
• Share personnel with other security forces.
• Target retired military personnel.

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A. What internal organization issues should be considered?

• Reorganization of the Department, which would include:

Staffing to allow the chief officer to function more as a manager; larger facility; and increased equipment.

• Analysis of the future of the department and where it should report.
• Evaluation of job descriptions.
• Provide additional training for part-time staff on customer service.

B. What facilities should be expanded or constructed that would enhance the daily operations of the department?

• Cremation room.
• Storage.
• ncrease in cat room area.
• Room for exotic pets.
• Additional dog runs.
• Puppy room.
• Additional office space.
• Satellite facility.

C. What new programs should be developed to improve daily relations and services to citizens?

• Disaster response program.
• Public education/awareness program for school age students.
• Strengthen ties with volunteers of Humane Society.
• Virginia tag checking program.
• Expand rabies clinic.
• Extend shelter hours.
• Increase adoption visibility on website and in County newspaper.

D. What new programs should be developed to improve the internal operations of the Department?

• More training for staff in: customer service, law enforcement, euthanasia, and shelter maintenance.

E. What new funding sources should be tapped to complement funding from the General Fund?

• Pursue more grant funds from public sources.
• Pursue more grant funds from corporate sources.
• Adjust fee schedules on regular basis.

F. List in priority order equipment that would enhance the daily operations of the department.

• Data processing equipment.
• Power washers.
• More traps and cages.

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Strategic Plan, 1999 –

Public Works Caroline County will have an evolving Public Works program responsible for maintaining the County’s water supply and delivery systems, wastewater treatment systems, solid waste collection and disposal facilities and capital projects.

Water & Sewer Issues

• The County is committed to providing water and sewer services through public or private initiative in the most efficient and cost-effective manner possible.
• The County will develop and maintain a water and sewer plan that complements the County land use and development plans.
• The County will actively pursue a variety of strategies to ensure that adequate water and sewer services are available to all residents as needed and as are affordable.
• Through the development review process, the County will ensure that development within the Primary Growth areas complies with County utility plans.
• The County will establish and maintain policies and construction standards for water and sewer systems, both public and private.

Solid Waste Issues

• The County will continue to pursue affordable strategies to reduce the waste stream.
• The County will maintain an effective network for solid waste collection.
• The County will maintain a landfill closure fund to distribute the obligated costs over a period of years.
• The County will regularly evaluate its options related to solid waste collection and disposal to ensure that the most effective and efficient policies guide each program.
• The County will develop a plan to provide for an equitable cost distribution between industrial, commercial and residential solid waste collection and disposal.

Strategic Plan, 2001 –

Public Works Review and recommendations related to Public Works issues are found in three areas: water and sewer, solid waste, and departmental.

Water & Sewer Issues

A. What is the County’s Water and Sewer Plan for the next 10-20 years?

• Amend 1994 Water Resources Plan.
• Create Sewer Master Plan.
• Conduct an annual review to determine rates needed for operation that would include creation of Debt Service Reserve Fund and Infrastructure Fund.
• Adjust rates on a regular schedule in order for the systems to become self- sufficient by 2010.
• Merge Sanitary Districts with County Utilities:

a. By 2010, Milford & County Utilities;
b. By 2010, Dawn & County Utilities;
c. By 2020, Haymount & County Utilities.

• Amend policies and standards every five years.

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Solid Waste Issues

A . What programs can be implemented to reduce the waste stream?

• Implement Voluntary Recycling Program.

B. What future system will be maintained for future solid waste collection and maintaining of convenience sites?

• Complete short-term closure of Landfill by October, 2001.
• Complete long-term closure of Landfill by 2031.
• Continue to monitor Gas Control at Landfill for full term of closure.
• Review contract for hauling and disposal within five years.
• Review waste stream annually for volume and category of waste.
• Consider new uses for closed Landfill.
• Construct new Port Royal convenience site.

C. What new fee structure might be considered to support solid waste collection and maintaining of convenience sites?

• Analyze future sites in growth areas.
• Conduct feasibility study for imposing fee for solid waste collection.
• Analyze possibility of providing door-to-door collection.

Department Issues

A. What programs and/or facilities should be expanded or constructed that would enhance the daily operations of the Department?

• Computer networking between Public Works Administration, solid waste facilities, wastewater treatment facility and maintenance facility.
• Improved two-way radio communication to increase coverage and reduce traffic.
• Billing computer.
• GIS System.
• High density filing system.
• Additional grass cutting equipment.
• Aerator.
• Storage for bulk supplies purchasing.
• Shop work area.
• Snow removal equipment.
• Maintenance facility/office/employee area.
• Gravel arm roll off truck.
• Additional roll off truck.
• Transfer station.
• Recycling separation facility.
• Space for employees and addition of water treatment unit at Wastewater Treatment Plant.
• Storage area for parts, materials and equipment.
• Sewer cleaning equipment.
• Compaction equipment.
• Air compressors.
• Portable generators.
• Small backhoe excavator.

B. What new programs should be developed to improve daily relations with citizens?

• Expand Recycling Program.
• Implement Customer Service Program.
• Develop and implement Beautification Program with emphasis on entry points into the County.

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Strategic Plan, 1999 – Quality of Life

Caroline County will support and provide programs and activities that help to maintain and improve the quality of life for all of its residents.

• 1. The County government, its residents, and the greater community, will work together to continue to develop and maintain a broad based recreation program to serve multiple constituencies, such as adults, youth and senior residents.

• 2. The County government will work with other public sector agencies, the private sector and volunteer community organizations to assure that essential human services programs and other basic services that promote the health and well-being of the County residents are provided in an efficient manner without duplication.

• 3. The County government will maintain policies and programs and will work with appropriate public agencies and the private sector to improve the quality, quantity and affordability of housing in the County.

• 4. Caroline County will provide a library system that serves as a multi-media learning center providing a wide range of information in printed and non-printed formats.

• 5. Caroline County will support a variety of youth services programs designed to focus on youth education and recreational programming.

• 6. Cultural and performing arts, developed and supported by the private sector and community organizations and volunteers, will be supported by County government to the extent possible.

• 7. County government policies and programs will be developed and implemented with due diligence to protect and maintain the environmental quality of the County.

In the 1999 Strategic Plan, objectives were listed which related to varied issues concerning “quality of life”. The 2001 Strategic Plan has focused on recreation for its objectives and action items. Objectives for other issues listed in the 1999 Plan, such as Social Services and the Library, are included as a separate part of the 2001 Plan, and can be found in the Addendum. Strategic Plan, 2001 – Recreation

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A. What new or expanded facilities would improve the quality of life for Caroline County residents?

Caroline County currently owns 22 acres of developed property, and 20 more acres of undeveloped property for recreation use and the Recreational Park along Devils Three Jump Road. The County currently owns:

• Picnic Shelter;
• basketball facility;
• lighted baseball field;
• softball field;
• multi-purpose field;
• four tennis courts;
• walking trail;
• playground equipment;
• concession stand;
• and train caboose

that is used as a maintenance office. The County also owns the renovated Community Services Center, which has a gymnasium and offices for the Recreation staff. The County also has lease agreements to use several facilities,

• including AP Hill,
• Camp Easter Seal,
• the Caroline County School Board,
• the Dawn Progressive Association
• and the Town of Bowling Green.

The County also utilizes facilities owned by

• various churches,
• volunteer fire departments and emergency rescue units,
• Dawn Progressive Association,
• Caroline County School Board
• and KOA of Bowling Green.

These facilities are utilized without cost to the County.

New facilities needed in Caroline County in order of recommended priority are:

• Swimming Pool.
• Fitness Center.
• Arcade/Game Room.
• Senior Citizens facility in Bowling Green.
• Daycare Center.
• Lighted tennis courts at Recreational Park and at the mini-parks.
• Roller and ice skate parks.
• Hiking trail and bicycle trail.
• Mini-Amusement Park with mini-golf course.
• Outside green space for residents to spend their lunch hours, picnic, etc.
• Movie theatre.
• Bowling alley.
• More campgrounds.
• Develop Riverboat cruise from Port Royal.

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Expanded facilities needed in Caroline County as recommended in priority are:

• 15. Lights at high school baseball stadium.
• 16. Completion of mini-park system.
• 17. Fitness trail in Port Royal.
• 18. Youth football fields for Bowling Green and Ladysmith.
• 19. Sand volleyball court.
• 20. AC unit in Community Services gymnasium.

B. What new or expanded programs would improve the quality of life for Caroline County residents?

Caroline County offers numerous programs through its Recreation Department: They include:

• basketball (ages 5 and up);
• football (ages 8-13);
• adult volleyball;
• soccer (ages 5-18);
• tennis (ages 5-adult);
• tap/ballet (ages 3-12);
• arts and crafts;
• karate (ages 5 – adult);
• hunter safety (ages 10-adult);
• cheerleading (ages 7-11);
• track (ages 9-14);
• summer playground (ages 5-12);
• senior citizen programs;
• self-defense classes for women;
• aerobics;
• gymnastics (ages 5-11);
• theatre;
• special events;
• bike safety;
• sports camps;
• adult flat football;
• swimming lessons;
• toddler class;
• open gym basketball;
• running club;
• walking club;
• line dancing;
• archery;
• floral class;
• spring break camp;
• softball;
• and t-ball.

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New programs needed in Caroline County in order of recommended priority are:

• Health and Wellness.
• Special Olympics.
• Music.
• Drama.
• Paintball.
• Skateboarding.
• Boxing.
• Travel and Outdoor Living.
• Field Hockey.
• Wrestling.

Expanded facilities needed in Caroline County in order of recommended priority are:

• Aerobics.
• Seminars.
• Arts and Crafts.
• Increase Special Events.
• Summer Camp.
• Senior Citizens Programs.

C. Prioritize a list of equipment needed to enhance future programming:

• Adjustable basketball brackets for goals in all gymnasiums.
• Portable announcement signs.
• Playground equipment for mini-parks.
• Indoor and outdoor volleyball sets.
• Bleachers for soccer fields.
• Bleachers and team benches for football field.
• Bleachers for baseball/softball field.
• Bicycle racks.
• Indoor scoreboard at Ladysmith Elementary School gymnasium.
• Wall protection mats.
• Larger shelter with more tables and concession stand grills.
• Grills for all shelters at parks.
• Weight lifting equipment.
• Scoreboard for football and baseball stadium.
• Goal posts for football field.
• Karate equipment.
• Gymnastics equipment.
• Game room equipment.
• Equipment for skateboard park.
• Goals for roller hockey.
• Baseball field backstop.
• Canoes and safety vests for river recreation.
• Archery equipment.
• Equipment for paintball.

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D. What internal department issues need to be considered?

• Computers for additional staff.
• Improved telephone system.
• Hotline for program announcements, cancellations, etc.
• More portable radios.
• Policy on financial management.
• Portable advertising signs.
• Upgrade office furniture, safe, filing equipment.
• Improved internal mail system.
• Outside drop box.
• Establish more satellite locations.
• Partnership with Fire & Rescue to use signs.
• Strengthen relationship with other organizations such as Little League, Boy and Girl scouts, etc.
• Emphasize camps, clinics and seminars involving prominent figures.
• Join National Recreation and Park Society.

E. How can volunteers and volunteer organizations provide greater support for the recreation program?

Volunteers are used by the Recreation staff to assist in a number of ways, including:

• coaching;
• team parents;
• fund raising;
• transportation;
• recruiting participants in programs;
• and assisting at special events.

Volunteers are recruited in several ways, including:

• asking the parents of participants;
• eliminating the program if nobody volunteers;
• advertising in program booklet; calling the office; referrals from outside agencies; and request for school age kids.

Volunteers could be utilized in a greater way in the future by:

• Helping in the office.
• Running concession stands.
• Running activities.
• Landscaping.
• Helping to advertise programs.
• Handle registration within their communities

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Recommendations to increase recruitment of volunteers include:

• Appear before civic organizations and get them involved.
• Identify groups that perform community service hours.
• Develop incentive program for volunteers.
• Develop more private partnerships.
• Encourage County employees to volunteer.
• Partner with Fire and Rescue units.
• Create a theme for volunteers.
• Encourage participation by church organizations.
• Sponsor volunteer banquet/cookout.
• Increase number of public service announcements.

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Strategic Plan, 1999 – Growth and Land

Use Caroline County policies and programs will provide for a variety of land uses that are consistent with the long-term development goals of the County.

• The County will maintain a current Comprehensive Plan and Land Use Map to guide future development. Both documents will be reviewed and revised at least every five years.
• The County will maintain policies that help to promote and encourage land uses that preserve and protect the quality of the environment.
• The County will utilize Land Use regulations to protect current uses and promote responsible future development.
• The County will promote and encourage the development of an effective and efficient transportation system throughout the County.
• The County will continue to enhance and refine its ordinances relating to land development regulations to ensure that an adequate quantity, quality and variety of housing opportunities are available for its residents.
• The County will designate growth areas throughout the County and use these areas as an important mechanism to ensure quality and affordable growth.
• 7. The County will ensure that adequate land is set aside for septic fields and sewer treatment to ensure that water quality is maintained and that wastewater drainfields are adequate where public sewer is not available.
• The County will support regional, state, federal, local and private efforts to improve transportation infrastructure that serves the County, including the highway corridors that pass through the County or adjacent to it, the railroads that traverse the County and the airports and ports that serve the County.
• Complete a fiscal impact analysis of development scenarios for the next ten years to estimate fiscal impacts to the County to accommodate a manageable rate of population and economic growth without excessive impacts on residents and businesses.
• Establish effective and efficient public facilities and service delivery systems to serve the existing and anticipated needs of future development.
• Develop a Master Community Facilities Plan to assess the County’s current and future public service needs and provide a plan for addressing the needs in an efficient and cost effective manner.
• In conjunction with the Virginia Department of Transportation, identify, design, and implement projects that prevent or relieve congestion in developed areas. Strategic Plan, 1999 – Growth and Land Use
• Plan and coordinate land use development and transportation improvements at the local level and with other jurisdictions at the regional level.
• Encourage development patterns that promote and encourage alternative modes of transportation, hereby reducing pollution, traffic congestion, and energy consumption.
• Establish a coordinated and effective economic development strategy that focuses on the recruitment of new businesses as well as the retention and expansion of existing businesses.
• Improve planning information resources by completing, performing and maintaining surveys of existing resources, land uses, and facilities.

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Strategic Plan, 2001 – Growth and Land Use

A. What policies should be written or revised that will help to promote and encourage land uses that preserve and protect the quality of the environment?

• Establish an environmental chapter within the County Unified Development Ordinance.

a) Combine Virginia Erosion and Sediment Control Regulations, Chesapeake Bay Overlay District Requirements, and adopt Virginia Stormwater Management Regulations. - This will place all requirements under one umbrella which addresses water quality combined with stormwater requirements.

• Establish a Wetlands Board to oversee and evaluate any and all wetland disturbance requiring permits.

a) Corp of Engineers has reduced amount of wetland disturbance that requires individual permitting. - This reduction in acreage will require extensive mitigation projects throughout the nation. Highly developed regions are looking for rural areas to be used as mitigation sites and banks due to land values. Our County has high water tables which allows wetlands to be easily established. In the past two years, three wetland mitigation projects have been constructed in the county due to development projects that have impacted jurisdictional wetlands outside of our boundaries. Wetlands, established and potential, should be considered as a resource of future demand instead of a hindrance to development. Establishing a wetland board will ensure that the county’s interests will be well served and evaluate potential impacts. Any wetland impacts that take place in our boundaries should be mitigated in our boundaries.

• Administer and enforce all state mandated environmental regulations contained in ordinances and the Code of Caroline County.

• Adopt a schedule of civil penalties for all state mandated environmental programs. This will deter local developers from taking advantage of the enforcement leniency expected in a rural jurisdiction as well as ensure that large scale developers do not take advantage of the administrative notification processes.

• Develop river access points throughout the County which are currently being used for recreational purposes.

a) Rappahannock River

• Identify and develop a launch site for powerboat access to the main channel. Currently no public facility in Caroline County is designed for channel access.

b) North Anna River

• Currently two (2) river access points commonly used for river access. One in Caroline County (Route 601) and one in Hanover County on Route 1.

• Develop access point on Route 601 which protects river from sedimentation that presently occurs. Establish adequate parking for vehicles and boat launch that is not hazardous.

• Partnership with Hanover County for development of Route 1 access point.

c) Mattaponi River

• Identify and develop launch sites.

d) Take advantage of potential grants for this type of development.

• PDR’s (Purchase of Development Rights)

a) Will assure that enough land can be cultivated to support future populations. Preserves rural character in, at least, some parts of the County.

• Establish surface water withdrawal rights with applicable agencies to supplement municipal groundwater withdrawal.

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B. What Land-Use regulations should be written or revised that will protect current uses and promote responsible future development?

• Revise and consolidate all Land Use regulations (subdivision, zoning, erosion and sediment control) into a single Land Use document for ease of reference by all involved in the development process.

a) Utilize development/performance standards to promote/encourage quality development.

b) Encourage “cluster” development alternatives in lieu of conventional development patterns, to preserve scenic, historic and environmentally sensitive lands, as well as to discourage sprawl.

c) Promote the purchase of development rights or transfer of development rights, to preserve and protect prime agricultural lands and the rural character of the County.

C. How can the County promote and encourage the development of an effective and efficient transportation system?

• Develop and implement a multi-modal transportation plan (pedestrian, bicycle, transit, high-speed rail) for the County.
• Discourage development outside of the growth areas that will lead to unnecessary and unplanned road improvements.
• Encourage development that reduces vehicular usage and/or promote alternative modes of transportation.
• Develop public/private partnerships to provide needed transportation improvements.

D. What ordinances need to be written or revised related to land development regulations that will ensure that an adequate, quality and variety of housing opportunities are available to County residents?

• County will investigate affordable housing opportunities for existing County residents.

• Revised and consolidate all land use regulations (subdivision, zoning, erosion and sediment control) with a single land use document for ease of reference by all involved in the development process. In developing the unified ordinance, the following should be included:

a) Utilize development/performance standards to promote/encourage quality development for all types/styles of residential development.

b) Encourage “cluster” development alternatives in lieu of conventional development patterns to reduce infrastructure costs for development thereby reducing housing costs.

c) Encourage developments with a mixture of housing types/styles to create a sense of community within developments.

• Identify and establish affordable housing programs that seek to improve housing opportunities for County residents.

a) Consider the creation of a County Housing Commission to identify and coordinate housing needs and opportunities as well as to provide a better caliper of housing for residents.

b) Partner with Habitat for Humanity and other community based organizations to provide owner occupied housing opportunities.

E. How can the County ensure that adequate land is set aside for septic fields and sewer treatment so the water quality is maintained?

• Partner with the Virginia Department of Health (BDH) Environmental Office to integrate goals and objectives of both entities. The focus should be on:

a) Identification of soil types favorable for rural development with respect to water tables and quality of sewage effluents.
b) Explore design standards that promote drainfield longevity.
c) Compare patterns of requests for service.
d) Identify ways to make the permitting process more user friendly.
e) Share land development processes to better understand each agency.
f) Discuss situations involving both agencies.

• Consider pretreatment requirements for all sewage flows for all commercial and industrial uses and any residential use with flows in excess of 750 gallons. Consider requiring water mounding and nitrate loading studies for all commercial and industrial uses and any residential use with flows in excess of 750 gallons, and residential subdivisions with lot sizes less than two (2) acres on well and septic.

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F. How can the County support local, regional, state and federal efforts to improve the transportation infrastructure?

• Development of countywide and sub-area transportation plans that are based on land uses and development projections and incorporate the following:

a) Identifies the future transportation improvements required to implement the land use plan, including design standards, right-of-way widths and construction costs.
b) Identifies and plans for attractive transportation modes, such as pedestrian/bicycle facilities, public transit, commuter rail, etc.
c) Programs improvements to the transportation system, and the cost of improvements at the time of construction.
d) Identifies a cost share methodology to determine the local, state, regional and federal costs of such improvements and funding sources, including cash proffers.

• Strive for full membership to participate in the Fredericksburg Area Metropolitan Planning Organization and other transportation organizations.
• Promote land use planning efforts that reduce vehicular trip generation and control access to the existing road network.
• Require traffic impact studies in support of “A” above and encourage developer to pay for their proportionate share of transportation improvements.

G. What is the time frame for conducting a fiscal impact analysis of development scenarios to estimate fiscal impacts regarding rate of population growth?

• Eighteen (18) to twenty-four (24) months

Year 1 - Collect data including 2000 Census data to analyze historical trends. - Evaluate/purchase (or develop) fiscal impact models for data analysis. - Identify perimeters to be evaluated. - Obtain approval of methodology from Board of Supervisors.
Year 2 - Modeling future development scenarios - Acceptance by Board of Supervisors

H. What is the time frame for addressing a Master Community Facilities Plan and what should it entail?

A Master Community Facilities Plan should be performed in conjunction with the fiscal impact analysis. This can be accomplished within the next 2 and 3 years.

I. Are there any issues outside of the County's five-year road plan that should be targeted for road improvements by VDOT?

• Urban, Primary & Interstate

a) Design and reconstruct the I-95/Route 207 interchange to its ultimate design.
b) Analyze the I-95/Route 639 interchange to determine feasibility of design/reconstruction of the interchange at its present location, or relocation of the interchange.
c) Reconstruct Route 17 to provide a four lane divided highway from Route 1 to the Essex County line to facilitate tourism travel between I-95 and the Northern Neck/Middle Peninsula portion of the Commonwealth.
d) Design and secure right-of-way for future interchanges with I-95 at Route 632 and Route 601.

• Secondary Road Improvements

a) Reconstruct Route 601 (Penola Road) to improve intra-county access. Funds for preliminary engineering (only) are designated in FY 2006/2007. Current estimate for reconstruction is $9.0 million.
b) Reconstruct Route 639 from just west of Route 1 (Jefferson Davis Highway) to the I-95 Interchange to a 4 lane divided road.

c) Reconstruct Route 639 (Ladysmith Road) from the I-95 interchange to Route 207 (Rogers Clark Boulevard).
d) Identify capacity improvements to secondary roads within the growth area that will improve traffic flow and increase capacity to accommodate anticipated growth.
e) Identify the future need for the grade separation of railroad crossings on Route 601 (Penola Road), Route 605 (Paige Road), Route 606 (Stonewall Jackson Road) and possibly other secondary road crossings and secure funding as the need arises.

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J. Develop planning information resources by completing, performing and maintaining surveys of existing resources, land uses and facilities.

• Develop and maintain an integrated Geographic Information System/Permitting System that incorporates all land use information together in one system.

a) Have aerial photography completed every 4 – 5 years to monitor changes in land use.
b) Complete the Historic Resources Survey outside of the Primary Growth Area. Update the Historic Resources Survey previously performed in the Primary Growth Area.

A. What internal organization issues should be considered?

• Establish a regularly scheduled department staff meeting and require all employees to attend.
• Cross training of staff.

B. What new programs should be developed to improve daily relations with citizens?

• Prepare additional educational bulletins/pamphlets targeted at citizens and the development community.
• Public development meetings.
• Developer/real estate/engineer banquet and awards show.
• Establish a building/development committee to foster communication between builders and the County.
• Establish evening hours 1 – 2 times per month.

C. What new programs should be developed to improve internal operations of the Department?

• Establish regular times (scheduled) for subordinate and supervisors consultation.
• “Stripes Off” meeting with all departmental staff to brainstorm and get suppressed information/conflicts in open.

D. List priority equipment that would enhance the daily operations.

• Create extensive departmental library of textbooks, codes, regulations, journals, etc. consisting of all topics handled within the department.
• Computer and related equipment to build upon our current mapping/GIS capabilities.
• Document imagining system for archival/data storage.

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