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BRANDERMILLM A S T E R P L A NChesterfield County, VirginiaMarch 2009

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A C K N O W L E D G E M E N T S

all rights reserved. no part of this book including text, photographs, drawings or icons may be reproduced or transmitted in any form, by any means without the prior written consent of brandermill, or designforum. this document may be reproduced or transmitted in whole or in part for use in matters and projects directly related to applications to and review by brandermill.

The Brandermill Community Association Board of Directors

• Joel Bradner, President• Andrea Epps, 1st Vice President• Dick Guthrie, 2nd Vice President• Joyce Rowe, Treasurer• Jason Livingston• Robert O. Friedel• John A. McLenagan

The Brandermill Community Manager - Jane Pritz

The Brandermill Community Association Staff

Chesterfield County

East West Partners

and Hundreds of Brandermill Community Association Members

The Brandermill Master Plan Prepared By:

310 North Adams StreetRichmond, VA 23220804-340-2848www.designforuminc.com

The Brandermill Master Plan Prepared For:

THE BRANDERMILLCOMMUNITY ASSOCIATION

3001 East Boundary TerraceMidlothian, VA [email protected]

Approved by the Brandermill Community Association Board of Directors

President: Joel Bradner:

Date:

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BRANDERMILLM A S T E R P L A NC h e s t e r f i e l d C o u n t y , V i r g i n i a

P R E F A C E

In September, 2008, The Brandermill Community Association (BCA) took the first steps of a remarkable journey. With citizen, government, and key stakeholder support, the BCA released a ‘Request for Proposals’ for design firms to: 1) provide a clear, cohesive future vision for Brandermill; 2) enhance the quality of life and value of property for all Brandermill members; 3) involve the community in the vision of Brandermill’s future; 4) anticipate future facility needs; and 5) protect the integrity of the Swift Creek Reservoir as a source of drinking water.

Designforum, a Richmond based land planning and landscape architecture firm, was commissioned to prepare the Brandermill Master Plan. Brandermill is a community of approximately 3,700 residential properties, 140 commercial properties, 12,500 residents, and is located on 2,600 acres in Chesterfield County, Virginia. Named the ‘Best Planned Community in America’ in 1977, the updated master plan in this document redefines and transforms Brandermill. It results in a community that is more livable, vibrant and exciting for its current residents, while providing a competitive edge among new neighborhoods in Chesterfield County and the Richmond metropolitan area. Brandermill has the potential to once again become the community of choice not only in the Richmond region, but in America. The updated master plan sets the course to reach this goal. There is no reason to believe that Brandermill, once chosen as the “Best Planned Community in America” can’t be a nationally awarded community again. Brandermill is unique; the location is great, infrastructure is in place, and the environment is unparalleled. The lake is beautiful, the golf course enhances the quality of life for all residents even if they aren’t golfers, trails and greenways unite the neighborhoods, and residents have considerable interest in redefining the sense of place unique to Brandermill. With this master plan, the path to success is clear.

The master plan isn’t an end product; it is the beginning. It is a map that helps direct the citizens and leaders to achieve a vision both in the short and long term. Although not everyone will agree with each item in the master plan, virtually everyone has agreed that the process of creating the master plan has been a success. Truly, community involvement and participation was the largest contributing factor to the success of the plan. It will take an equal and even greater effort to implement and achieve the vision set forth in this document.

Cities and counties in Virginia are required to prepare a Comprehensive Plan every five years. Similar to the Brandermill Master Plan, a Comprehensive Plan is a land use document that provides the framework and policy direction for land use decisions. The plan may include: land use, transportation, housing, capital facilities, utilities, economic development, parks and recreation, and conservation. Comprehensive Plans identify where and how growth needs will be met and provide the basis for many of the policies, regulation, and budget decisions that cities and counties will make. The Brandermill Master Plan should also be updated periodically to accommodate the future needs of the community (see Chapter Seven: Policy and Implementation).

For the first time in Brandermill’s history, its citizens have given a clear and unified direction as to the future vision of the community. Implementation of this vision will not occur overnight, but with careful oversight and follow through, the plan of the people will surely become a reality in the future.

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PREFACE: 5

CHAPTER 1 - THE DESIGN PROCESS: 9

• Introduction 10 - Location 10 - Surrounding Community Development 12 - Scale Comparisons 13 - History 14• Methodology 20• ThePlace 22 - Current Land Use 22 - Current Building Use 23 - Study Tours 24• InterestGroups-StakeholderMeetings 26• TheCitizens 30 - Community Workshop Meeting #1 30 - Resident Surveys 32 - Compilation Maps 34• TheGovernment(BCAandChesterfieldCounty) 36 - Zoning 36 - BCA Covenants 37 - Strategic Plan (7/2/08) 38 - Brandermill 20/20 Plan 39• Values 40 - Methodology 40 - Community Values 41• TheVision 42 - Methodology 42 - Community Workshop Meeting #2 43 - Creating The Vision 47• TheMasterPlan 48 - Methodology 48 - Community Review 49

CHAPTER 2 - NATURAL RESOURCES: 51

• Introduction 53• ResourceProtectionAreas 54• Topography/Elevation 56• ImperviousCover 58• PerviousCover 59• SwiftCreekReservoir 60• StormWaterRunoffandWaterQuality 61• LowImpactDevelopment(LID) 62• ShorelineErosion 68• Wildlife 70• ScenicLandscapesandWoodlands 71• MiscellaneousGreenInitiatives 72

CHAPTER 3 - COMMUNITY FACILITIES: 77

• Introduction 79• ParksandRecreation 80 - Existing Parks and Recreation Matrix 80 - Existing Parks and Recreation Map 81 - Pool Facilities 82 - Community Parks 98 - Pocket Parks 128 - Proposed Pocket Parks 148 - Private Facilities 164 - BCA Marina 170• Civic 175 - Brandermill Community Association (BCA) Offices 176 - BCA Storage (Boat and Trailer Storage) 178 - Schools 180 - The Brandermill Church, Post Office, 182 Fire Stations, Cemeteries - County Pump Stations 184

T A B L E O F C O N T E N T S

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CHAPTER 4 - COMMERCIAL / ECONOMIC 187DEVELOPMENT: • Introduction 189• MarketSquare 190• BrandermillInn 196• GenitoCommercial 198• Waterford 199• BrandermillExecutiveCenterand 200 HarbourPointeShoppingCenter• HarbourPointeExecutiveCenter 201 • SundayParkCommercial 202• BrandermillWoods/TheHealthCareCenterat 204 BrandermillWoods

CHAPTER 5 - TRANSPORTATION: 207

• Introduction 209• Multi-UseTrailNetwork 210• Multi-ModalNetwork 219 - Traffic Studies 220 - Street Study 222 - Focus Areas 224• RegionalTransportationNetwork 242• Overview 244

CHAPTER 6 - COMMUNITY CHARACTER: 249

• Introduction 249• LandscapeCharacter 250• MaintenanceandAesthetics 253 - Covenant Enforcement Procedures 253 - BCA Properties 256• Signage 259• MarketingandBranding 261• DesignGuidelinesandArchitecturalReviewBoard(ARB) 262• BCACommunication 263• PropertyOwnerServices 264

CHAPTER 7 - POLICY and IMPLEMENTATION: 267

• MasterPlanImplementationProgram 268 - Master Plan Responsibilities 269 - Flowchart 271• CommitteeRecommendations 272 - Example Project Schedule and Checklist 272 - Example Action Plan 273 - Chapter 2 - Natural Resources 274 - Chapter 3 - Community Facilities 275 - Chapter 4 - Commercial / Economic Development 276 - Chapter 5 - Transportation 277 - Chapter 6 - Community Character 280• ExecutiveSummary-BoardofDirectors 286• FundingAlternatives 289

Conclusion: 291

• ConclusionSummary 293• HowWeGotHere 294• TheBrandermillMasterPlanReferenceMap 296

T A B L E O F C O N T E N T S

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T h e D e s i g n P r o c e s sChapter 1

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Contents

• Introduction 10 - Location 10 - Surrounding Community Development 12 - Scale Comparisons 13 - History 14• Methodology 20• ThePlace 22 - Current Land Use 22 - Current Building Use 23 - Study Tours 24• InterestGroups-StakeholderMeetings 26• TheCitizens 30 - Community Workshop Meeting #1 30 - Resident Surveys 32 - Compilation Maps 34• TheGovernment(BCAandChesterfieldCounty) 36 - Zoning 36 - BCA Covenants 37 - Strategic Plan (7/2/08) 38 - Brandermill 20/20 Plan 39• Values 40 - Methodology 40 - Community Values 41• TheVision 42 - Methodology 42 - Community Workshop Meeting #2 43 - Creating The Vision 47• TheMasterPlan 48 - Methodology 48 - Community Review 49

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INTRODUCTION: LOCATION

Brandermill

Location:

Brandermill is located in northwest Chesterfield County, Virginia approximately eighteen miles from downtown Richmond. Once an isolated suburb of Richmond, Brandermill is now central to the rampant residential and commercial development currently occurring in Chesterfield County.

Brandermill is situated between Hull Street Road (Route 360) and the Powhite Parkway along Old Hundred Road, very near Highway 288. It is bisected by Genito Road. Its location allows quick access to any location within the Richmond Metro area (approximately 20 minutes to I-95 and I-64 ). Brandermill is also only approximately 30 minutes from Richmond International Airport.

T H E D E S I G N P R O C E S S

*map from Google Maps

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INTRODUCTION: LOCATION

Woodlake

BCA MarinaBrandermill

Inn

Brandermill Church

The Boathouse

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WWW.DESIGNFORUMINC.COM

Harbour Pointe

Clover Hill High School

BrandermillCountry Club

Market Square

North BeachPool

County PumpStation

County PumpStation

Harbour PointeShopping Center

Commodore Pointe(The Landing)

BrandermillWoods

WatersidePark

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Sunday Park

Swift CreekElementary

Swift CreekMiddle School


*aerial image from Google Maps

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Brandermill

Hull

Stre

et

288

Midlothian Tpke.

Powhite Pkwy.

Charter colony1,800 Homes

Roseland5,140 Homes

1.5 Million Sq. Ft. Office / Retail

Rountrey774 Homes

Brandermill3,700

Woodlake2,736 Homes

Foxcreek488 Homes

Cosby Village775 Homes

Magnolia Green5,000 Homes

Harper’s Mill2,392 Homes

Collington959 Homes

INTRODUCTION: SURROUNDING COMMUNITY DEVELOPMENT

Surrounding Community Development:

For many reasons, Chesterfield County is a desirable place to live. It is currently the fastest growing county in the Richmond area, with growth expected to continue, exceeding all other jurisdictions. By 2020, the population of Chesterfield County is projected to grow by 53,000 people to well over 372,500.

As Brandermill evolves, it will be in direct competition with existing and proposed developments. Currently, there are over 15,000 proposed homes nearby in parcels that have recently been zoned for development, but not constructed. This is in addition to the existing developments such as Woodlake, Hampton Park, and Charter Colony. It is important to understand the demographics and growth projected for the area, as Brandermill will be in competition with these existing and new developments. How Brandermill competes with these developments will determine if its properties increase in value, or if Brandermill loses its unique market niche. As shown in the diagram below, while property values of Brandermill once exceeded the County average, they are currently losing ground.


proposed development surrounding Brandermill*aerial image from Google Maps

*diagram from The Chesterfield County Demographic and Economic Profile

*diagram from The 2008 Chesterfield County Indicators Report

*diagram from The Chesterfield County Demographic and Economic Profile

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INTRODUCTION: SCALE COMPARISONS

Brandermill

Ashland, VA

Sea Pines, SC

Brandermill

Brandermill

Reston, VA2nd District (Fan Area)

Richmond, VA

Scale Comparisons:

Brandermill has a population of approximately 12,500 and is located on 2,600 acres. Because of this, Brandermill should consider itself not simply as a community, but rather as a town. Its population is almost double that of Ashland, Virginia.

Located within the boundaries of Brandermill are schools, parks, a church, a post office, offices, the town hall (BCA offices), shopping opportunities, and numerous recreational facilities. Understanding similar sized communities or similarly designed communities (such as Sea Pines or Reston) aids in the design process and in understanding the strengths or deficiencies of the community.

Ashland, Virginia Brandermill = (+/-) 12,500 Residents: 2,600 acresAshland, VA = (+/-) 6,619 Residents: 4,608 acres

Sea Pines, South Carolina Brandermill = (+/-) 12,500 Residents: 2,600 acresSea Pines, SC = (+/-) 5,000 Residents: 5,000 acres

Brandermill

2nd District (Fan Area) - Richmond, VirginiaBrandermill = (+/-) 12,500 Residents: (2,600 acres)2nd District (Fan Area) - Richmond, VA = (+/-) 22,000 Residents: (2,400 acres)

Reston, Virginia Brandermill = (+/-) 12,500 Residents: 2,600 acresReston, VA = (+/-) 56,407 Residents: 7,300 acres


*aerial images from ESRI

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INTRODUCTION: HISTORY

History:

The goal for the Brandermill Group, which later became known as East West Partners, was to fill a unique niche in the housing market: a mixed use, master-planned community that would offer residents a resort-like atmosphere with world-class amenities, along with diversity in the style and price range of homes. Brandermill’s master plan successfully combined a mix of housing types and price points with schools, churches, regional shopping centers and small neighborhood hamlets, offices, and a wide array of recreational facilities on land and water.

Working in conjunction with the master plan, the developers wanted Brandermill to become an industry model for environmentally sensitive planned communities. This is evident today in the preservation of quality open space, parks, sensitively designed roads and home sites, and the healthy water quality of the Swift Creek Reservoir.

Even in the face of hard economic times, with the high mortgage rates and low consumer confidence of the early 1970s, Brandermill blossomed into an undisputed success. In 1977, Brandermill was named “The Best Planned Community in America” by the National Association of Homebuilders and Better Homes & Gardens magazine. As growth continued, the original values of the master plan were strengthened and reinforced. As shown in the chapters to follow, todays residents value the same design principles as those generations before.


Brandermill Master Plan: phase one marketing map Brandermill Master Plan with proposed Villages

original reports on the impact of Brandermill upon Chesterfield County and the quality of its citizens

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Brandermill Master Plan: Phase One

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original marketing brochure

History - Community Marketing:

The following brochures are some of the original marketing material that was used to sell the Brandermill lifestyle and community. The brochures included imagery of the resort quality lifestyle and the various Brandermill amenities that were, and continue to be, unique to the region.

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original marketing brochure

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original business/commercial marketing booklet

History - Commercial Marketing:

The following commercial marketing booklet was one of the original attempts by Brandermill to market itself as not only a place to live, but also a place to work and shop. The booklet information included: how Brandermill was designed with business in mind, how Brandermill has a built-in market for business and industry, and how Brandermill can accommodate businesses of every size. Also, through imagery and text the booklet highlighted that Brandermill was a mixed use community where you could walk to work on one of its many trails or where you could sit along the lake shore, have dinner, and watch the sunset after work.

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the first issue of The Village Mill: January 1975

History - The Village Mill:

The Village Mill is a monthly newsletter for the Brandermill community that has been in publication since 1975. The newsletter covers a variety of topics pertaining to the Brandermill community including, community announcements, BCA news, community news, schools, sports, and business news.

The Village Mill: June 1997 The Village Mill: March 2009

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T H E D E S I G N P R O C E S SMETHODOLOGY

Methodology:

Brandermill is a unique community. There is no other place like it, but Brandermill is comprised of more than the reservoir, Market Square, or Sunday park. Brandermill is: 1) the place (both built and natural), 2) the people who live there, 3) groups who have a special interest or unique perspective of Brandermill, and 4) the laws and regulations that govern the people and control the land.

An extensive study of ‘the place’ was conducted by car, by foot, by bike, by boat and even by golf cart. Numerous maps were produced and studied in addition to the original goals of the master plan. However, Brandermill is more than a lake, a forest of trees, a network of streets, or a collection of buildings, it is a community of diverse people. Through public workshops we were able to determine who lived in Brandermill and why they chose to live there. Stakeholder groups such as Hands Across the Lake, the Pool Committee and local real estate agents offered specific knowledge from a unique perspective. The laws that govern Brandermill range from the specific deed restrictions and covenants for each home to the federal laws that especially affect the environment.

The place, the stakeholders, the citizens, and the government all contribute to who Brandermill is as a community. These are the factors that make Brandermill different than Ashland, Sea Pines, Reston or even Woodlake. These are the factors that determine the values of the community. The people who choose to live in Brandermill do so for a reason and share a common bond; they have a different set of values than anyone else.

No one can determine the values of a community without first asking the people who live there. Therefore, the first of two public workshops held at The Brandermill Church involved table discussions about the strengths and weaknesses of Brandermill. The first public workshop was well attended with a broad spectrum of representation.

Once the values of the community were established, the vision followed. Another well attended public workshop was held that recapped the values set forth in the first public workshop. After which, table design sessions allowed the residents to create plans representative of the future vision of Brandermill.

In order to achieve a vision or goal, a plan must be developed, thus, the master plan document. To simplify matters, the master plan was divided into five main categories: natural resources, community facilities, commercial/economic development, transportation, and community character.

In order to achieve the vision(s) stated in the master plan, there must also be a strategy for putting the plan into action and the final section of this master plan (Chapter Seven: Policy and Implementation) paves the way to the realization of the plan.

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T H E D E S I G N P R O C E S SMETHODOLOGY

int

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The Community

Research/inventory the natural and built environment of Brandermill. Interview citizens/officials to establish identity of Brandermill.

BrandermillThe Place

(Built & Natural)

The Vision

Fundamental ideas that form core values of the community that were uniquely created by Brandermill

ValuesValuesCore values shared by Brandermill informed by the research, interviews, and community input. These have and will contribute to and enhance its identity.

VisionSpecific goals are established based on the values of Brandermill. These goals will help to achieve the desired identity of the community.

Master PlanThe master plan document is established to ensure that the values and vision of Brandermill are applied as improvements occur. The plan will operate on several levels to provide service to the community as a whole.

putting the plan to action

Implementation Strategy

TheCitizens

TheStakeholders

The Government(BCA & Chesterfield

The Master Plan

Natural Resources

CommunityFacilities

CommercialEconomic

DevelopmentTransportation Community

Character

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LAND USE

Green SpaceGolf CourseParks & RecreationBCA Pools

CivicCommercial / OfficeResidential


Harbour Pointe



Market Square

St. Ledger’sPool

Swift Creek Elementary School

North BeachPool


NuttreePark

County PumpStation

County PumpStation


BCA Offices

The Village atWaterford

Health Care Centerat Brandermill Woods

BrandermillWoods

WatersidePark

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4

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Sunday Park

Water TreatmentPlant

Heritage Farms

MidlothianTennisClub

BCA Marina

ColonyCrossing

BrandermillInn

Brandermill Church

The Boathouse

Powhite ParkwayOld Hundred Road

Old H

undred Road

Hull Street Road

Genito Road

Route 288

Brandermill

Parkway

Brandermill Parkway

Harbour Pointe Road

Millridge

Parkway

Woodlake

Millcrest

Base information obtained from Chesterfield County GIS, October 2008. Designforum assumes no responsibility for its accuracy.

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THE PLACE: CURRENT LAND USE

Current Land Use:

This map illustrates the current land use within Brandermill. The land use map helps highlight the variety of uses that exist in Brandermill.

The Place(Built & Natural)

TheCitizens


The Stakeholders

Brandermill

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T H E D E S I G N P R O C E S S THE PLACE: CURRENT BUILDING USE

BUILDING USE

Route 288

RecreationCivicCommercial / Office

ResidentialHigh Density Residential

Harbour Pointe



Market Square

St. Ledger’sPool

Swift Creek Elementary School

North BeachPool


NuttreePark

County PumpStation

County PumpStation



BCA Offices

The Village atWaterford

Health Care Centerat Brandermill Woods

BrandermillWoods

WatersidePark

Millcrest

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Sunday Park

Water TreatmentPlant

Woodlake

BCA MarinaBrandermill

Inn

Brandermill Church

The Boathouse

Powhite ParkwayOld Hundred Road

Old H

undred Road

Hull Street Road

Genito Road

Route 288

Brandermill

Parkway

Brandermill Parkway

Harbour Pointe Road

Millridge

Parkway

MidlothianTennisClub

Base information obtained from Chesterfield County GIS, October 2008. Designforum assumes no responsibility for its accuracy.

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Current Building Use:

This map illustrates the buildings within Brandermill and their uses. Also identified is the diversity of residential options in Brandermill; from single family residential to higher density residential comprised of town homes and condo units.

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T H E D E S I G N P R O C E S STHE PLACE: STUDY TOURS

Study Tours - Boat Tour:

Designforum joined the BCA staff and Captain Ron aboard the BranderBelle for a tour of the lake’s shoreline and waterfront areas. The team was able to observe Brandermill’s shoreline conditions, park areas, residential backyards, marina, the Brandermill Inn, Chesterfield County’s Dam Facility, and vehicular causeways, all from the water. Also explored were lake depths in different areas, courtesy of the boat’s depth finder and the knowledge of the captain.

Study Tours - By Foot:

From the beginning of the master plan process, designforum continuously explored Brandermill’s many parks, amenities, trails and neighborhoods by foot, making observations and taking photographs along the way.

tour along the Sunday Park shoreline

tour of trail in Sunday Park

tour of North Beach Pool

tour of trail along shoreline

tour of playground area in Sunday Park

boat tour

view of Sunday Park fishing pier from boat tourboat tour looking towards the reservoir shoreline

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T H E D E S I G N P R O C E S STHE PLACE: STUDY TOURS

Study Tours - Vehicle Tour:

A general tour of Brandermill was given to designforum staff by BCA staff and Board Members. Many trail accessible park areas were explored as well as the various neighborhoods, pool facilities and shopping centers throughout Brandermill.

Study Tours - Bike Tour:

All of Brandermill’s trails were explored by bike to better understand this great amenity. Connections, wayfinding, pedestrian crossings, and cart path conflicts were all observed and noted as part of this analysis.

Study Tours - Golf Cart:

The Brandermill Country Club and Midlothian Tennis Club were explored on a golf cart tour to understand their connections to the adjoining community.

vehicle tour of Harbour Pointe entry

bike tour near trail crossing at Genito Road and Brandermill Parkway

bike tour of trails bike tour near trail tunnel

golf cart tour

vehicle tour of neighborhood streets

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Stakeholder Meetings:

A stakeholder is typically defined as an individual or organization that will be affected by a project and therefore should be included in the design process. Prior to holding large community master plan design workshops to include residents, targeted stakeholder interviews were held. In this case, stakeholder interviews were conducted prior to community workshops in order to tap into the stakeholders’ institutional memory and gain valuable perspective into the history and current state of Brandermill. Individuals representing the organizations listed below were all interviewed and their thoughts on Brandermill’s strengths, weaknesses, opportunities, and threats were documented. These documents were then used to help guide and narrow the scope of discussion topics for the community workshops. The process gave the design team valuable insight into some of the complex relationships and collective history that is to be expected in a community of Brandermill’s size and age.

Stakeholder Meetings - Stakeholders:

Chesterfield County

Redevelopment Schools Utilities Public Safety Environmental Engineering Planning Economic Development

Business / Civic Interests The Brandermill Church The Boathouse Owner Market Square Owners Real Estate Agents East West Partners Brandermill Country Club Midlothian Tennis Club Brandermill Woods Surrounding Property Owners

Brandermill Community Association

Board Members Staff Past BCA Board Members Brandermill Young Families (*held after the public workshops)

Brandermill Committees

Pool Committee Shoreline/Environmental Committee Architectural Review Board Neighborhood Residents Council

Organizations

Hands Across the Lake Brandermill Swim Team Brandermill Boat Club/Marina Brandermill Sailing Club

T H E D E S I G N P R O C E S SINTEREST GROUPS - STAKEHOLDER MEETINGS

stakeholder meeting with Market Square owners

stakeholder meeting with Hands Across the Lakes


TheCitizens


Brandermill

stakeholder meeting with young families

The Stakeholders

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Stakeholder Meetings - Results - Strengths:

Helpful in keeping Brandermill an award winning community and a community of choice.

• Historically there have been a variety of housing options that continues to attract a range of home buyers of varied demographics.• Its location on the Swift Creek Reservoir and the variety of lake oriented amenities including a marina and sailing center.• The Brandermill Country Club Golf Course and the Midlothian Tennis Club. • Amenities such as swimming pools, trails, parks, and recreation areas.• There is very little crime in Brandermill. It has a Community Safety Task Force that is working to make the community safer and expand the Neighborhood Watch Program.• There is a real estate transfer tax in place on home sales that goes into a capital project fund for use by the BCA.• The location is convenient to Route 288, Hull Street Road (Route 360), and the Powhite Parkway and is central to Chesterfield County.• Local schools are highly ranked.• The trees, natural areas and wooded character of the community.

Stakeholder Meetings - Results - Weaknesses:

Harmful in maintaining Brandermill as an award winning community while making it a less than desirable place for residents and prospective residents.

• Teenager activities are lacking outside of the swimming pools. Non-pool activities such as volleyball are within the pool fences and are cut off when the pool season ends.• All of the pool facilities are dated and have specific problems that need attention. There are maintenance concerns and opportunities for improvements at all of the pool facilities.• Many of the playgrounds are old, poorly maintained and have liability concerns. They are not built to current accepted safety standards. Most of them are not handicap accessible.• Visibility is poor along the parkways and at many intersections. This creates an unsafe environment for drivers and pedestrians. Tree cover and lack of lighting create the most problems.• Pedestrian trail road crossings are unsafe. They are not marked or signed to adequately warn motorists. • Signage, lighting and landscaping at community entrances need improvement. There are inconsistencies with quality and quantity of landscaping and lighting fixtures.• Community maintenance is primarily reactionary instead of pro-active and doesn’t focus on improvements and new designs.• Covenant enforcement resources are lacking. Covenant enforcement is one of the number one concerns identified by residents but there is not enough staff to adequately handle the needs.• Public space design and improvements (BCA projects) are not reviewed by the ARB. The public realm has inconsistent materials and details and does not set the right example for homeowners.• Lack of community provided leaf pick-up and trash and recycling services. Leaf pick-up is a very big concern for residents because of the wooded nature of the community.• The Board doesn’t always follow Robert’s Rules of order in their meetings and is described as dysfunctional. The BCA and the Board aren’t proactive in their policies and decisions, don’t provide leadership and they lack a direction. The Board turnover creates short term ideas and no long term goals to work towards. • There is apathy among residents regarding volunteering. It is hard to find committee, ARB and Board members to serve.• Poor communication and interaction between the BCA, Board and commercial property owners. General perception is that commercial owners are not as interested in participating with neighborhood/community issues and don’t care about potential changes that will benefit residents. Commercial properties pay 11% of assessments and are subsidizing residential property owners because they don’t get any services from the BCA. • Usage of the lake and water activities is lower than its potential, there are not enough waterfront connections for the community resident who don’t live on the water.• Access and parking for the Brandermill Marina is dangerous and unattractive. • Brandermill doesn’t have a vibrant waterfront park for people to enjoy. Woodlake has Legacy Park and it is very popular.• The woods and trees of Brandermill have exceeded their usefulness and could stand to be thinned for aesthetics, safety and security. Overgrown trees create safety hazards for drivers and mold and mildew problems with homes. Entrances and divided medians are especially unsafe at night due to low visibility.• Parking at the Sunday Park, The Boathouse Restaurant, and The Brandermill Church area is lacking. There are sometimes conflicts when each facility has special events and on the weekends in the summer• Market Square’s appearance is dated and a renovation or total redevelopment is desirable. Market Square consists of multiple parcels and some undeveloped parcels that would need to be looked at together to coordinate redevelopment. Market Square does not have good visibility from surrounding roadways nor does it have good safe pedestrian connections to Brandermill.


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Stakeholder Meetings - Results - Opportunities:

Helpful in redefining Brandermill as an award winning community while expanding public perception.

• Provide more teenager activities are such as skate park, rock-climbing area, volleyball/other court games. Locate these in areas where they can be accessed year round.• Package golf, pools and tennis together to provide more options for families in Brandermill and increase memberships. • Consider universal pool membership. The consensus is that it is very important to new buyers and to the resale value of homes. If it creates an overuse situation then that can be dealt with, make sure that the BCA has accurate cost scenarios to anticipate changes that will be needed. Update pools to be more kid-oriented with modern features. Consider an adult only pool that could be more upscale.• Provide a community center and meeting facility. Consider locating the BCA office at this facility in the community to be more connected to the residents.• Continue to focus on amenities that appeal to young families: a community center, universal pool access, enhance trails to be safer and more visible, create trail connections into neighboring communities, provide a playground within reasonable walking distance to all homes, ensure cellular coverage, wi-fi, and a state-of-the art fitness center.• Market to young families by making sure they are connected into the lifestyle and that equal amenities are available to all neighborhoods regardless of their demographic.• Keep property values high by encouraging renovations of homes, upgrading public spaces, providing competitive services and amenities, and better maintaining homes.• Increase community safety by providing better lighting and trimming trees at vehicular and pedestrian intersections. Provide pedestrian crosswalks and signals at major intersections. Provide signage and markings at minor intersections. Consider tunnels or overpasses to Market Square and Brandermill Woods. Create a trail improvement plan that includes widening of trails, leveling of grades, and removal of trees for safety and accessibility.• Re-brand Brandermill. Hire a marketing/advertising firm to create campaign for Brandermill. Consider new logos and signage improvements. Make sure that all public spaces and amenities look great before showing them off with a marketing effort. Coordinate with realtors and cater information to their needs as well as those of Brandermill Woods, the Country Club and Tennis Center, and other commercial entities.• The BCA and Board needs to be pro-active in all things such as maintenance, the marketing of Brandermill, staffing, procedures, design of community spaces, following their own strategic plan. • Covenant enforcement needs more staff and should continue to streamline their procedures to quickly deal with violations. Ideas include forming neighborhood enforcement committees to patrol each neighborhood and find violations, focusing on poorly maintained neighborhoods versus well maintained ones unless there is a specific problem, looking at the rear of lots on the golf course for violations to improve look of golf course and improve the relationship with Country Club members.• The BCA and Board need to set their goals high for the quality of their public space. Using design professionals to design improvements for the public realm will ensure that is has the same level of quality and innovation as when it was originally designed by Sea Pines Company/East West Partner’s design team. Require all public space design and improvements (BCA projects) to be reviewed by the ARB. • Provide leaf pick-up and trash and recycling services. Explore costs of providers and shop around for best service and pricing for entire community. Provide Spring and Fall special pick-ups to encourage neighborhood workdays and home maintenance.• Brandermill’s original concept was innovative and environmentally responsible. The BCA and Board should continue to innovate and incorporate new “green” technology practices and methods, such as LID’s, into the community. BCA should set the example of environmental stewardship with their public projects and make sure the community standards allow homeowners to do this as well.• All Board members and committee members should go through training sessions provided by an outside consultant to learn about Robert’s Rules, legal issues, organizational structure, communication, and board processes to effectively operate together and provide effective leadership.• Create more waterfront connections and access to lake with bike trails, waterfront parks, and boating areas. Provide a true waterfront park and promenade where community activities can take place.• Further investigate relocation and expansion of the marina. Consider smaller marinas or a location at Sunday Park.• The BCA should consider making an offer on the Brandermill Inn site.• Brandermill needs a plan, schedule and process for reinforcement of the shoreline and control of erosion to include dredging in some areas. This should promote planting and landscaping as a solution versus the current over-use of rip rap.• Better enforce or modify regulations and procedures regarding boat maintenance at community facilities. Remove boats that have not been maintained after the owner fails to comply with warnings and charge fees to release impounded boats back to owners. Organize shoreline boat storage areas and create beaches with edging details that delineate areas for boats. Consolidate boat storage at The Landing to create space for additional amenities. • Thin out the trees. Create a long term tree maintenance and removal plan. Hire an arborist to help achieve the vision.• Work together to provide more parking in the Sunday Park/Boathouse area. Consider redesigning circulation to be two- way and find enough new spaces to accommodate current uses and a possible marina. Consider shuttle service for special events from Market Square or nearby school parking lots.• Invest in conceptual plans for Market Square redevelopment in conjunction with the Cheatham property and shop the plan to developers. Create a mixed-use village to serve as the Brandermill downtown similar to its original vision and move BCA offices to this area. Design as a gateway to Brandermill.• Create a Merchant’s Association that promotes interaction between Brandermill businesses and residents and creates job programs for Brandermill teens.


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Stakeholder Meetings - Results - Threats:

Harmful in maintaining Brandermill as an award winning community as competition gains in strengths and numbers.

• Having separate membership fees and requirements for tennis, swimming and golf doesn’t appeal to many families who expect packaged amenities like those found in comparable neighborhoods.• There is no real community center or meeting space for residents other than at the church or the retirement community.• Universal pool access is appealing to buyers and is generally the standard in newer neighborhoods. • More sophisticated residents and home buyers are drawn to the City or newer Roseland type developments and Brandermill is attracting second and third tier home buyers instead of first.• The school redistricting has created a dysfunctional feeder pattern between area communities and Brandermill schools are losing best teachers to newer county schools. • Property values won’t remain high without the renovations of homes, upgrading of public spaces, and maintenance of properties. Housing stock is dated and amenities are needed to sell the community.• The Brandermill Inn site is derelict and dangerous and is not a safe location for marina parking.• Brandermill is not marketed by the BCA. • There is some major erosion along the shoreline but the County is not responsible and looks to Brandermill to fix erosion problem areas. The BCA is currently seeking grant money and other ideas to help fund projects. There has to be a compromise between water quality, shoreline access and security. • Some neighborhood’s curb appeal is lacking and streetscapes appear very overgrown. Natural looking neighborhoods can be perceived by home buyers as rundown.


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The Stakeholders

community workshop meeting #1 - where attendees live in Brandermill

workshop meeting #1 analysis maps

workshop meeting #1 “where you live in Brandermill ” dot map


Community Workshop Meeting # 1:

The first community workshop was held on the evening of November 5, 2008 at the Brandermill Church. Over 130 Brandermill residents and business owners attended the workshop. Each attendee placed a marker on the community map to indicate where they lived or worked in Brandermill, from this, it was clear that the neighborhoods throughout Brandermill were well represented at the community workshop (see map below). Designforum began with a short presentation, then guided the participants through a series of group question and mapping activities. These exercises were intended to help Brandermill community members identify the character of their community and also to indirectly identify potential study areas for the next workshop. At the end of the workshop each group presented their ideas to the rest of the attendees and the residents filled out a master plan survey.

THE CITIZENS: COMMUNITY WORKSHOP MEETING # 1


TheCitizens

The Government(BCA & Chesterfield)

Brandermill

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T H E D E S I G N P R O C E S STHE CITIZENS: COMMUNITY WORKSHOP MEETING # 1

workshop meeting #1 small group discussion

workshop meeting #1 designforum presentation

workshop meeting #1 group map questions

Community Workshop Meeting # 1 - Results:

The following is a sampling of the questions and answers from the first community workshop. The answers listed below were the most popular and were consistently listed by each workshop group.

1) What is the character of Brandermill? - Safe - Family Oriented - Water Oriented - Diverse - Convenient Location - Serene - Natural - Aging - Dated - Resort-like - Private - Peaceful - Unfriendly - Stable

2) If you have an out of town visitor, and you want to show them Brandermill, what three places would you show them? - Sunday Park - The Reservoir - Trail System - The Pools - The Boathouse Restaurant 3) If you have an out of town visitor what three places in Brandermill would you avoid? - The Brandermill Inn - Market Square - The Pools - Hull Street Road (Route 360) - Particular Neighborhoods (Poorly Maintained)

4) What are the three best things about living or working in Brandermill? - The Reservoir - Naturel Setting - The Parks - Trail System - Location

5) If you had a magic wand and could change three things about Brandermill, what would they be? - Stricter Covenant Enforcement - Update Community Facilities (Pools) - Revitalize Market Square - Redevelop The Brandermill Inn Site - Community Leaf Pickup

6.) As a group, create a list of words that you would like to be able to use to describe Brandermill in the future. - Safe - Family Oriented - Award Winning - Beautiful - Environmentally Sound - Serene - Well Managed - Competitive - Desirable - Well Maintained - Financially Sound - Friendly - Attractive Homes - State-of-the-Art Amenities

workshop meeting #1 small group presentations

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T H E D E S I G N P R O C E S STHE CITIZENS: RESIDENT SURVEYS

sample of a survey that was mailed to all Brandermill residents

Resident Surveys:

Two resident surveys were part of the master plan process, a survey handed out at the end of the community workshop meeting number one and a survey that was mailed to all Brandermill residents. The overall community participation in the surveys was positive, with approximately 100 surveys completed at the community workshop and over 700 mail surveys completed. The surveys were reviewed and used to help pinpoint specific focus areas.

Resident Surveys - Results:

The following is a sampling of the survey questions and results from both surveys that show the most consistent and popular responses.

1) What factors influenced your decision to buy a home in Brandermill?

- The Reservoir, Pools, Price, Trails, Location, Natural Setting, Golf Course, Covenants

2) What factors listed in number one have gotten worse since you moved to Brandermill?

- Traffic, Erosion of the Reservoir Shoreline, Leaf Pickup, Community Leaders, Covenant enforcement.

3) What places in Brandermill do you visit the most?

- Post Office, Pools, Trails, Parks, The Boathouse Restaurant, Market Square

4) How could the facilities you listed in question three be improved.

- Revitalize Market Square (i.e. outdoor cafes, coffee shop), Upgrade Pools, Trails Improved (i.e. widen, graded), Universal Pool Access, Leaf Pickup, More Parking at Sunday Park, Maintenance/ Covenant Enforcement

5) Are there facilities or land uses that you would like to see at Brandermill that don’t exist now?

- Mixed Use at Market Square, Dog Park, 55 Plus Neighborhood, Fitness Center, Street Lights, Community Center, Indoor Pool, Playground in Every Neighborhood, Activities for Older Kids

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sample of a survey from the community workshop meeting number one

T H E D E S I G N P R O C E S STHE CITIZENS: RESIDENT SURVEYS

design team compiling information from workshop meeting number one and the resident surveys

Resident Surveys - Results:

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T H E D E S I G N P R O C E S STHE CITIZENS: COMPILATION MAPS

weaknesses map from community input

Compilation Maps - Weaknesses, Strengths, and Opportunities:

The following maps are a compilation of the comments received from the community workshop number one and the resident surveys. These compilation maps were used to help illustrate specific focus areas.

Weakness Map:

On this map, information from the community workshop and the resident surveys was compiled to highlight the locations of weakness within Brandermill. As can be seen many of the residents had similar opinions.

strengths map from community input

Strengths Map:

On this map, information from the community workshop and the resident surveys was compiled to highlight the locations of strengths within Brandermill. Many of the strengths pointed out are irreplaceable to Brandermill: the reservoir, the trails, and the golf course to name a few.

Weakness Map - Top Five Weaknesses as Identified by the Community:

1) The Current Condition of Market Square.

2) The Current Condition and Safety of the Brandermill Inn Site

3) The Current Condition of the Harbour Pointe Clubhouse and Pool

4) The Current Location of the BCA Offices

5) The Current Condition and Organization of Commodore Pointe

Strengths Map - Top Five Strengths as Identified by the Community:

1) The Reservoir

2) Trails

3) Sunday Park and The Boathouse Restaurant

4) The Schools

5) The Brandermill Country Club Golf Course

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T H E D E S I G N P R O C E S STHE CITIZENS: COMPILATION MAPS

opportunities map from community input overview map from community input

Opportunities Map:

On this map, information from the community workshop and the resident surveys was compiled to highlight the locations of opportunity within Brandermill. Residents identified areas they felt that had the opportunity to improve their community. As noted on the map, Brandermill has opportunities throughout for improvement, redevelopment, and reprogramming.

Overview Map:

In this map, information from the community workshop and the resident surveys (weaknesses, strengths, and opportunities) was compiled into a overview map. The overview map overlays the citizen input on one map. This provides a consensus for the foundation of the master plan.

Opportunities Map - Top Five Opportunities as Identified by the Community:

1) The Redevelopment of Market Square

2) Updates to All of Brandermill’s Pool and Park Facilities

3) The Introduction of Smaller Parks (Pocket Parks) Throughout Brandermill

4) The Redevelopment of The Brandermill Inn Site

5) The Addition of Trail Connections

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THE GOVERNMENT (BCA and CHESTERFIELD COUNTY): ZONING


Zoning:

In 1974 Brandermill’s zoning was approved by the Chesterfield County Board of Supervisors. The Brandermill of today is a direct result of the original vision, the zoning, and the slight modifications that have been made overtime.

Brandermill’s zoning was approved in 1974, but covers more than 30 years of changes. The zoning for the original 2,580 acres was changed from A-1 to Planned Development and while vastly more detailed than summarized below, highlights of the zoning that may affect the master plan include:

1) Village Center: The village center was zoned to be the focal point of community life. Retail uses such as grocery stores, restaurants, and speciality stores were listed , however, the ‘types’ of retail uses were deliberately omitted from the zoning case. This was done to allow for the usage of shops to evolve with demand as Brandermill grew and aged. Other uses allowed in the village center were churches, libraries, offices, recreation, police or fire stations, and residential uses. As stated in the zoning case, residential uses should not only be located nearby, but integrated into the center, as they are the necessary ingredient in making the center ‘come alive.’ It was also noted that offices and/or residences could be located over shops. Parking, especially for civic uses such as churches, could be shared.

2) Mid-rise buildings are allowed and cannot exceed eight to ten stories.

3) Employment Park (Waterford): Zoning for the employment park allowed a campus-type development with pedestrian/bicycle connectivity to the residential areas and the future village center, with providing convenient access to residents by means other than the automobile as the goal. This also allowed for office areas throughout Brandermill in addition to Employment Park.

4) Sunday Park/Sunday Park Commercial Area/Sailing Center: In addition to water related activities, the area was zoned for a sales/information center, general store, tavern shower/restroom buildings, a day care center, and a restaurant. As The Sailing Center/Sunday Park commercial area is more active, the remaining Sunday Park is passive with walking, fishing piers, rope swings, observation decks, and picnic areas.

5) A diverse range of housing is allowed at Brandermill that includes single family detached homes in a conventional lotting configuration, zero lot line and patio homes, single family attached homes (duplex and three to six attached units), town homes, villas / condominiums and apartments. The apartments and condominiums can be clustered or in units above the retail. A total of 6,451 units are allowed at Brandermill.

6) Offices and light industry are allowed provided they are configured in a campus type arrangement.

7) Open space comprised approximately 27% of the land and included roads / right-of-ways, parks and recreation, and the golf course.

8) Schools are permitted in Brandermill.


TheCitizens

The Government(BCA & Chesterfield)

The Stakeholders

Brandermill

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THE GOVERNMENT (BCA and CHESTERFIELD COUNTY): BCA COVENANTS


BCA Covenants:

Part 1) Covenants, Restrictions and Affirmative Obligations Applicable to All Properties:

• Building Placement to allow for maximum views, privacy and breeze • Prevent the development of any unclean, unkept and unsightly conditions

Part 2) Additional Restrictions to Implement Effective Environmental Controls:

• No trees removed that are 6” in diameter or more • Minimal grading • Prevent excessive run-off

Part 3) Additional Restrictions Affecting Open Space Areas

Part 4) Additional Restrictions Affecting Golf Fairway Properties

Part 5) Additional Restrictions Affecting all Waterfront Areas

Part 6) Single Family Covenants:

• Garden Home Covenants • Multi- Family Covenants • Design Standards

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THE GOVERNMENT (BCA and CHESTERFIELD COUNTY): STRATEGIC PLAN (7/2/08)


Strategic Plan (7/2/08):

The BCA recently formulated a community Vision Statement, Mission Statement, and Five-Year Strategic Plan for Brandermill. The Five-Year Strategic Plan consists of five main goals with multiple sub-goals and action items needed to accomplish them. The BCA has developed a scorecard to monitor their progress in relation to the Strategic Plan’s goal. This scorecard is published yearly for the community. Vision Statement: A community for people in different stages of life, offering a variety of homes and amenities in a beautiful, well-maintained natural setting characterized by pride of ownership and secure investment. Mission Statement:To protect the community’s natural resources, to enhance pride of ownership, to maximize the value of our amenities, and to maintain our leadership role in area development. Brandermill’s Goals from the Five-Year Strategic Plan: Goal 1: Enhance, revitalize, and maintain the appearance of Brandermill including residential, commercial, and BCA property.Goal 2: Increase BCA member involvement in the life of the community.Goal 3: Develop an internal and external communications and marketing program that conveys the value of living in Brandermill.Goal 4: Maintain, enhance, and increase the value of Brandermill’s amenities.Goal 5: Make Brandermill a safer and more secure place in which to live. Many of the recommendations found in the Brandermill Master Plan will duplicate sub-goals and action items that are found in the Strategic Plan. Prior to the formulation of the Master Plan, The Five-Year Strategic Plan served as the main planning document for Brandermill and therefore it is set up to cover all aspects of the community. To ensure that there is no confusion due to the inherent overlap of these two documents, designforum recommends that all Master Plan recommendations prioritized for implementation within five years by their respective committee, the MPOC, and the Board of Directors, be added as line items to the Five-Year Strategic Plan under the appropriate goal.

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THE GOVERNMENT (BCA and CHESTERFIELD COUNTY): BRANDERMILL 20 / 20 PLAN


Brandermill 20 / 20 Plan:

In 1997 the Brandermill Strategic Planning Committee met to formulate the Brandermill 20/20 strategic plan. The goal of the plan was to enhance Brandermill’s strengths and compensate for its weaknesses. Summarized below, the plan was broken down into eight subject matters:

1) Common Area Improvement Plan – Increasing the marketability of all homes in the community by improving the common areas:

• Repair / upgrade / expand bike system as per the 1996 Bike Plan • Repair areas with drainage problems • Landscape cul-de-sac islands • Landscape or improve appearance of parkway roadsides (slopes & more manicured look) • New commercial development should provide a wide landscape buffer • Improve entry landscaping focal points • Initiate a tree health identification program on common property

2) Enforcement of Covenants – enforcing the restrictions uniformly, firmly and promptly:

3) Recreation Amenities:

• Acquire the three Country Club pools • Once pools have been acquired, rehab them while adding playgrounds, a community center, and other ‘hard’ amenities • Once pools have been acquired and community waterfront is available, add docks, swim areas. and other water related activities • Build a community center for all age groups • Refurbish playgrounds and add additional playgrounds • Encourage Chesterfield County to invest in more school recreational facilities that can be shared with the community

4) Lake Preservation:

• Conservation of the lake as a drinking water source, recreational and view amenity, and a focal point

5) Market Square Retail:

• Using CC&R violations as a tool to get attention of property owners to approve the appearance of Market Square until the market forces are sufficient to bring about substantial improvements

6) Neighborhood Conservation:

• Improve covenant enforcement • Encourage private landowners to re-invest in their property

7) Security/Cleanliness:

• Improve the reality and perception of security and cleanliness in all public spaces

8) Marketing and Public Relations:

• Institute a pro-active marketing program to promote Brandermill’s strengths and desirability • Counter ‘bad press’ when necessary

10) Internal Communications:

11) Schools:

• Forge a strategic alliance with Brandermill area schools

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T H E D E S I G N P R O C E S SVALUES: METHODOLOGY

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TheCitizens

The Stakeholders


The Master Plan

Natural Resources

CommunityFacilities

CommercialEconomic


Character

Methodology - Values:

Core values shared by Brandermill informed by the research, interviews, and community input. These have and will contribute to and enhance its identity.



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VALUES: COMMUNITY VALUES


Community Values:

The place, the stakeholders, the citizens, and the government all contribute to the identity of Brandermill. These are the factors that set Brandermill apart and determine the values of the community. The people who choose to live in Brandermill do so for a reason and share a common bond. Core values shared by Brandermill informed by the research, interviews, and community input. These have and will contribute to and enhance its identity.

Brandermill’s Top Ten Community Values:

Lifestyle

1) Ensure that Brandermill continues to be a safe and secure place to live and work.

2) Encourage and enhance the family-oriented nature of Brandermill.

Community Facility

3) Keep Brandermill’s public and private places beautiful and resort-like.

4) Enhance Brandermill’s amenities to be state-of-the-art.

Natural Resources

5) Continue to promote and require environmental responsibility in Brandermill.

Marketability

6) Keep Brandermill competitive and desirable within the regional real estate market.

7) Build on Brandermill’s status as an award-winning community and seek new opportunities for recognition.

Community Character

8) Increase community spirit among the residents of Brandermill.

9) Work towards positive and productive communication between the residents, commercial owners, and the BCA.

10) Work towards a well-managed and financially sound BCA.

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TheCitizens

The Stakeholders


The Master Plan

Natural Resources

CommunityFacilities

CommercialEconomic


Character

T H E D E S I G N P R O C E S STHE VISION: METHODOLOGY

Methodology - The Vision:

Specific goals are established based on the values of Brandermill. These goals will help to achieve the desired identity of the community.



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THE VISION: COMMUNITY WORKSHOP MEETING #2


Community Workshop Meeting # 2:

From the information gathered at the first workshop, seven areas for further study were identified: connections, existing amenities and programs, new amenities and programs, the reservoir, The Boathouse Restaurant / The Brandermill Church / Sunday Park, commercial areas, and community spirit. These ideas were used to guide the exercises at the second workshop held on November 8, 2008 at The Brandermill Church.

The following are the seven community exercises (categories) that were discussed at the workshop number two and a sampling of specific ideas from each exercise.

Exercise # 1 - Connections:

* The following topics were given to each group as a means of initiating group discussion.- Trails- Pedestrian Road Crossings (Internal & External…Hull Street)- Trolley/Transit System - Wayfinding and Signage

Exercise # 1 - Connections - Results:

• Connect Harbour Pointe to Brandermill with trails• Connect Brandermill to Woodlake with trail over Genito causeway• Shuttle bus service for Brandermill residents • Pedestrian crossings and improvements at Genito/Old Hundred intersection• Regrade and widen trails• Provide more trail connections• Provide continuous waterfront trail• Make all trails and parks handicapped accessible • Wayfinding system for trails to include kiosks, maps, and trail markings• Pedestrian crosswalks (attractive materials) at all trail road crossings• Widen the bridge on the trail leading to the Millcrest neighborhood• Create a nature park with trails between Millcrest and Brandermill• Add trail lights at intersections of trails and roads• Create crossroads at trail intersections with seating and signage• Bollard lighting along trails (or at least main trail routes)• Provide incentives to owners to have hybrid/electric/smart cars• Traffic calming on Old Hundred• No thru traffic signage in Brandermill• Provide golf cart routes and parking and encourage use of them to residents• Emergency call boxes at parks and along trails• Clean up fallen trees and rubbish in areas visible from parkways and trails• Plant understory evergreens to hide backyards from parkways and trails

workshop meeting #2 group members drawing on map

workshop meeting #2 small group discussions

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T H E D E S I G N P R O C E S STHE VISION: COMMUNITY WORKSHOP MEETING #2

Exercise # 2 - Existing Amenities and Programs: * The following topics were given to each group as a means of initiating group discussion.- Pools- Golf Course and Tennis Club- Parkways and Entrances- Parks

Exercise # 2 - Existing Amenities and Programs - Results:

• Improve signage at all entrances – use more residential style material (not look like an office park) • Improve landscaping at all entrances and along parkways – natural native understory material, be consistent in all areas• Hire an arborist to create plan and schedule for management of trees and selective thinning in appropriate areas• Add evergreen understory screening plants along parkways to block views of backyards• Improve common area design and landscaping to be more stylish and artistic, consider environmental art pieces• Modernize all pool facilities, update buildings, replace decks, add splash decks, climbing walls, etc. give them the “wow” factor they used to have in order to stay competitive• Consider adult oriented pool and adding hot tubs• Consider heating and covering one pool in the winter• Add lighting at entrances and intersections• Create year-round and non-swimming activities at pools• BCA should partner with all facility owners, golf, tennis, pools, and Brandermill Woods to coordinate amenity packages and options for residents• Golf course should open clubhouse facilities for social use of residents • Golf course should consider reduced daily rates for Brandermill residents• Golf course should upgrade their restaurant and open to public to increase business• BCA should plan for eventual ownership of all amenities in Brandermill• Smoke free common areas• Upgrade all playgrounds to meet safety and accessibility standards• Add security cameras and lighting per recommendations of crime task force

Exercise # 3 - New Amenities and Programs:

* The following topics were given to each group as a means of initiating group discussion.- Teen-Oriented Activities- Playgrounds- Community Center/Fitness Center- Indoor Pool- Dog Park

Exercise # 3 - New Amenities and Programs - Results:

• Water features for kids – splash decks• Indoor heated pool – St.Ledger’s, North Beach, or w/Brandermill Woods• Community center – events pavilion – central to Brandermill or on the reservoir• Fitness center for all ages or BCA negotiate prices with local gyms versus building fitness cente• Teen center with electronic games – potentially at Market Square• Dog park – one large or several small with trail connections (register dogs with BCA)• Skate park, basketball courts, tennis courts• Community gardens• BCA surveys of desired additions• Organized activities for parents and teens• Court games – adult activities, mini-golf, horseshoes, bocce, chess/checkers, petanque• Fitness trail• Public art• Indoor playground for parents and tots• Joint venture with County or other groups to build new amenities• Pocket parks on cul-de-sacs• Mini marinas/waterfront parks• Trellis swings• Wi-Fi• Labyrinth for adult meditation• Expand Nuttree Park to add new amenities – nature trail• Playground in Harbour Pointe

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Exercise # 4 - The Reservoir:

* The following topics were given to each group as a means of initiating group discussion.- Marina- Shoreline Erosion- Boat Storage- Waterfront Parks and Amenities

Exercise # 4 - The Reservoir - Results:

• Better enforce boat maintenance and removal of derelict boats• Address lake shore erosion problems, work with County and other groups, hire a consultant to create management plan and strategies, use natural methods not rip rap• Create dredging plan and schedule with priorities to maintain depths where needed• More locked storage areas• More wet slips – expand marina • Create several mini-marina waterfront park facilities• Rules and standards for mooring• Docks for waterfront homes• More waterfront parks and amenities• More waterfront trails• More boat rental options – free for residents• Views to lake from parkways• Create special place at Genito causeway• Add gazebo at end of dock at Sailing Center• Control goose population and feeding areas

Exercise # 5 - The Boathouse Restaurant, The Brandermill Church, and Sunday Park:

* The following topics were given to each group as a means of initiating group discussion.- Parking- Circulation- Amenities

Exercise # 5 - The Boathouse Restaurant, The Brandermill Church, and Sunday Park - Results:

• Better rental rates at Sailing Center – BCA subsidize• Longer hours at Sailing Center and more classes at the Sailing Center• More parking for all users to share• Improve Boathouse and Church valet/shuttle parking for special events• Eliminate non-resident parking and use of Sunday Park, provide parking meters for those without stickers• More seating in Sunday Park to view lake – trellis swings• Change vehicular circulation to add parking along main drive• Court games in Sunday Park – bocce, big checkers/chess, shuffleboard, horseshoes, etc.• Geese control – enforce ban on feeding geese and ducks, education• No rip rap for shoreline erosion – use vegetation• Clean up shoreline boat beach area• Use LID’s to help stop erosion under Boathouse• Update playground equipment

workshop meeting #2 small group discussions

workshop meeting #2 group presentations

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Exercise # 6 - Commercial Areas:

* The following topics were given to each group as a means of initiating group discussion.MarketSquare:- Land Uses- Community center/Post Office- Pedestrian network/Connectivity- Entrance to/from Old Hundred Road- Connectivity to Cheatham PropertyBrandermillInn:- Potential Uses- Potential Developer- ConnectionsGenitoandOldHundredRoad:- Circulation- Beautification- Existing Uses- BCA Office Location

Exercise # 6 - Commercial Areas - Results:

• Traffic calming – Old Hundred Road is 35 mph – round-a-bouts and brick crosswalks• Brandermill Inn – mixed use, senior housing, or timeshare/Marriott – BCA offer use of amenities to entice developer• Keep post office in Market Square – expand hours and services• Police sub-station, BCA office, upscale grocery anchor, and farmer’s market in Market Square• Market Square = Brandermill Town Square with park, BCA office, post office, etc.• Change name of Market Square to Shops at Brandermill or Brandermill Market Square• Commercial areas need architectural theme that is consistent and strictly enforced• Rock climbing/Skate park facility in commercial area• Enhance cemetery at the intersection of Genito Road and Old Hundred Road• Amphitheater at Waterford• Shrink the Genito Road intersection and add landscape improvements

Exercise # 7 - Community Spirit:

* The following topics were given to each group as a means of initiating group discussion.- BCA Policies and Procedures- Pride in Community and Home Ownership- Marketing/Branding of Brandermill

Exercise # 7 - Community Spirit - Results:

• Define and promote an architectural style/character that is Brandermill• BCA to provide leaf pick-up in the fall • Clean and improve common areas• Publicize events better• Change the name of Clover Hill High School to Brandermill High Shcool• More timely communication between BCA and residents• Neighborhood meetings with the BCA• Organize commercial properties to offer incentives to Brandermill residents• Market Brandermill – but upgrade community first• BCA needs to facilitate efforts to improve community spirit (i.e. Brandermill T-shirts and bumper stickers)• New logo and slogan – consider sunset and sailboats• BCA needs to support and encourage residents efforts to improve their neighborhood common areas• Positive reinforcement for property improvements – before and after articles on web and in Village Mill• BCA should survey residents and commercial owners more often• Look at volunteer groups to help with covenant enforcement• BCA should hire more staff to do covenant enforcement• Consider tiered homeowner association membership options that include maintenance contracts and different amenity packages• Enforce dog leash rules and waste clean-up (add waste stations and a dog park)• Community Wi-Fi• Update/Redesign the website and create a Brandermill blog.• Have resident forum at the beginning of BCA meetings• BCA raffles and prizes – fishbowl drawings for reduced fees, boat rental coupons, etc.• Reinforce Brandermill’s identity as a “Green” community• Arts and crafts show/festival, block parties, community Christmas tree, summer programs for kids


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T H E D E S I G N P R O C E S STHE VISION: CREATING THE VISION

Creating The Vision:

The following are short summaries explaining the vision for Brandermill that was derived from the various methods of community input.

Natural Resources:

Upon entering the community the importance of the natural landscape within Brandermill is visually evident. From its inception, Brandermill’s design was focused on respecting the natural environment by preserving and protecting its tree cover and natural systems. Today, Brandermill is heavily wooded with a natural landscape that can be seen throughout its many parkways, common areas, and neighborhoods. Due to Brandermill’s location along the edge of the Swift Creek Reservoir, an important balance needs to be maintained between the residents living in Brandermill and the natural systems that exist throughout the community and extend beyond its boundaries.

Community Facilities:

Brandermill is home to a wide array of community facilities, from parks and recreation to civic facilities. One of the original design goals of the community was to offer “a resort-style atmosphere with world-class amenities.” This goal was accomplished and can be seen today throughout Brandermill’s community facilities: playgrounds, swim facilities, The Sailing Center, The Brandermill Country Club Golf Course, The Midlothian Tennis Club, and the civic facilities.

Commercial / Economic Development:

Similar to communities being planned today, Brandermill was designed to provide its residents with a distinct quality of life; allowing residents to live just a short walk or bike ride from places to shop, eat, and work. The goal was (and still is) to afford people with convenience within their daily activities, thus providing more time to spend with family members or enjoy the natural resources of the community. The notion is simple: balance a unique quality of life by providing the essentials of daily life in close proximity, while preserving the natural character of the place.

Transportation:

Community improvements are sure to inspire increased use at the amenities and facilities. With that comes a responsibility to improve the ways in which there facilities are accessed. The current transportation system of Brandermill relies on three modes: auto, bicycle, and foot. It comes as no surprise that the automobile is heavily relied upon and is the primary mode of transportation. As a proactive measure, this plan proposes to create more options and greater convenience for residents who seek alternatives to driving within the community.

Community Character:

Community Character touches on an array of intangible social and cultural issues by addressing landscape character, maintenance and aesthetics, signage, marketing and branding, the architectural review board and design guidelines, and the BCA’s communication and services. Brandermill’s unique structure and culture set it apart from other communities. From its woodland setting to the covenants that protect it, this one of a kind character is worth preserving. When the community fully understands the value of its assets, it must seek the policies that will improve and enhance them and make wise decisions.

Implementation Strategy:

The Master Plan provides a framework that preserves and enhances the best features of Brandermill, while recognizing opportunities for improvements that can be made immediately and those that should be planned for in the future. It is a working document created by the community of Brandermill through a highly interactive process. The process focused on building consensus around common objectives, developing strategic solutions, and identifying critical implementation tools. Through identifying the common values of and vision for the community, this master plan was created. The procedures outlined in the Master Plan Implementation Program will ensure that the master plan is implemented in a way holds true to the identified values and will realize the vision for Brandermill.

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The Community



(Built & Natural)

The Vision





TheCitizens

The Stakeholders


The Master Plan

Natural Resources

CommunityFacilities

CommercialEconomic


Character

T H E D E S I G N P R O C E S STHE MASTER PLAN: METHODOLOGY

Methodology - The Master Plan:

The master plan document is established to ensure that the values and vision of Brandermill are applied as improvements occur. The plan will operate on several levels to provide service to the community as a whole.



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THE MASTER PLAN: COMMUNITY REVIEW


Master Plan - Community Review:

After processing the extensive information received from the community through workshops, open houses, stakeholder interviews, surveys, comments, and e-mails, the design team worked to categorize and study the ideas and considerations of the citizens. Some ideas and sketches were unique and many were shared among citizens, but all were considered and incorporated into an organized package that established the working draft of the master plan. This provided the vision for design, feasibility, and further study of the community’s assets.

Once complete, the design team’s studies and analysis were compiled and organized into the draft master plan and presented to the Board of Directors and the community for review, comment, questions, and further input. In every step of the design process the community’s involvement and critique were very critical. In each major step of the process the community’s presence and active participation was requested, and their ideas were reinforced and incorporated into the master plan. For example, during the draft master plan presentation to the community one resident pointed out the seasonal sea gull population grew to an unmanageable number each winter. This simple suggestion made it possible for the design team to observe the nuisance and research solutions that were incorporated into the recommendations.

The following chapters represent the community’s values and vision for the future of Brandermill. Inclusive to this master plan is a complete Implementation Program to guide the BCA through the process of realizing the vision for Brandermill.

community draft master plan presentation #1

reviewing analysis maps at the community draft master plan presentation #1

community draft master plan presentation #2

reviewing sample draft master plan pages at the community draft master plan presentation #2

designforum working on master plan designforum working on master plan

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s brandermill · 288. it is bisected by genito road. its location allows quick access to any...

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