Loading...
HomeMy WebLinkAbout1/20/2026 - Work Session1 Vinton Town Council Work Session Council Chambers 311 South Pollard Street Tuesday, January 20, 2026 AGENDA Consideration of: A. 4:00 p.m. - ROLL CALL AND ESTABLISHMENT OF A QUORUM AND CITIZEN GUIDELINES B. WORK SESSION – STRATEGIC PLAN 1. Pre-Retreat Analysis 2. Retreat Summary 3. Vision & Mission 4. Key Projects & Principles 5. Strategic Actions C. DISCUSSION/COMMENTS C. ADJOURNMENT NOTICE OF INTENT TO COMPLY WITH THE AMERICANS WITH DISABILITIES ACT. Reasonable efforts will be made to provide assistance or special arrangements to qualified individuals with disabilities in order to participate in or attend Town Council meetings. Please call (540) 983 -0607 at least 48 hours prior to the meeting date so that proper arrangements may be made. Bradley E. Grose, Mayor Laurie J. Mullins, Vice Mayor Keith N. Liles, Council Member Sabrina M. McCarty, Council Member Michael W. Stovall, Council Member Vinton Municipal Building 311 South Pollard Street Vinton, VA 24179 (540) 983-0607 VINTON TOWN COUNCIL WORK SESSION January 20, 2026 Draft Strategic Plan Town Council Meeting 4:00 –5:30 PM January 20, 2026 AGENDA 1.Pre-Retreat Analysis 2.Retreat Summary 3.Vision & Mission 4.Key Projects & Principles 5.Strategic Actions Strategic Plan Overview •Intent •Align near-term decisions and operations with the long-term vision and goals of the Comprehensive Plan. •Process •Data analysis –Comprehensive Plan needs assessment, Town financials and operations assessment, and Council and staff input. •Retreat –Refinement of initial priorities into more discrete actions. •Summarize –Draft Strategic Plan WHERE DOES EVERYTHING FIT? PRE-RETREAT ANALYSIS Pre-Retreat Analysis Pre-Retreat Analysis Comprehensive Plan goals with unanimous support as high priorities: 1.Encourage redevelopment or repurposing of aging and outdated buildings to new housing, especially underutilized buildings near downtown. 2.Encourage transformation of aging strip development along major corridors to a more vibrant mix of uses, including housing. 3.Provide smooth and efficient circulation for all roadway users. 4.Make desired development and redevelopment easier by aligning zoning ordinances with Town goals. 5.Provide accessible and exceptional local government services to people looking to do business in Vinton. 6.Maintain infrastructure in a state of good repair. RETREAT SUMMARY Priorities 1 - Update the zoning code 2 - Adopt financial incentives for housing 3 - Purchase properties for economic development goals 3 - Funding to improve aging housing stock 3 - Connect downtown and River Park with slow street Discussion Summary •All the items are high priority, but maybe not near term. •Want to build on what we are already doing, not stop anything. •Council is receptive to additional priorities that come from staff. •Housing and redevelopment generating low yields; incentives are important now. •Don’t want to ignore the need to improve Washington Ave. •Want to expand street improvements beyond downtown. •Prioritize staff retention (e.g. salaries, compensation). •Enhance public communications, especially social media. •Need regular communication and coordination with downtown businesses. VISION & MISSION Overview Vinton’s vision statement expresses where the Town’s wants to be in 25 years, while the mission summarizes the principles of how the Town will get there. Proposed Vision Statement Vinton embraces the future. In 2050 the Town retains its safe and welcoming small-town character, has well maintained public infrastructure, provides more housing opportunities, and delivers exceptional civic services for all. The Town’s historic downtown will be a local and regional destination, walkable from surrounding neighborhoods with authentic gathering spaces, vibrant events, and a flourishing business community. Bullet Version The Town of Vinton’s Vision for 2050 is to have: 1.An inviting, authentic small town with a thriving downtown 2.A safe community in which to live, work, and visit 3.An adaptable, responsive, and responsible government 4.Reliable public infrastructure & civic services 5.Dynamic, vibrant, and business-friendly local economy 6.Safe street and trail connections for all 7.Housing for all phases of life 8.Enjoyable and family-first community events 9.Thriving parks, public facilities, and spaces to gather 10.A regionally connected community Proposed Mission Statement The Town of Vinton will work to achieve our Vision by: •Maintaining the highest standards for livability, services, and infrastructure. •Building a solid financial future by proactively pursuing high quality economic development. •Providing transparent, efficient, and responsible governance. •Communicating clearly, honestly, and frequently with our citizens. •Protecting our unique character and values. Plan Structure KEY PROJECTS OUR CATALYST PROJECTS FOR THE NEXT 5 YEARS Build Walkable Connections in and to Downtown Updating & Modernize the Town Zoning Ordinance Invest in Quality Housing for All Phases of Life Strategically Promote Economic Development Invest in Critical Public Infrastructure Key Projects KEY PRINCIPLES Key Principles Bolster popular Town events Support our high-quality staff Build trust and community Improve communication with our citizens Build revenue through proactive economic development Promote stable, safe and connected neighborhoods STRATEGIC ACTIONS Update and Modernize the Town’s Zoning Ordinance 1.Align the zoning code and map with the Comprehensive Plan’s goals and policies. 2.Modernize the zoning code to support more housing options, especially downtown. 3.Modernize the zoning code’s design and development standards. Invest in Quality Housing for All Phases of Life 1.Study and consider new incentives for housing development. 2.Increase height and density standards for new housing in the downtown and mixed-use areas. 3.Pursue grants for repairs and accessibility improvements to aging housing. 4.Consider financial options, such as tax abatement or a revolving loan fund, to support private improvements to aging housing. 5.Partner with regional housing organizations to bring their services to Vinton. Strategically Promote Economic Development 1.Seek opportunities to purchase key properties in Vinton to support economic development, community enhancement, and infrastructure goals. 2.Market opportunities for investment and development within Vinton. 3.Create an economic development strategic plan. Invest in Critical Public Infrastructure 1.Maintain street pavement data and investment in the paving program so that all streets are in a state of good repair. 2.Upgrade water supply to the eastern part of Vinton to support future development. 3.Develop a comprehensive stormwater system dataset and stormwater master plan. 4.Dedicate a new funding source towards stormwater infrastructure replacements and upgrades. Build Walkable Connections In and To Downtown 1.Develop a walkability action plan for downtown and implement improvements. 2.Divert commuter cut through traffic from Lee Avenue through signage and design. 3.Prioritize sidewalk gaps and dedicate funding to sidewalk construction. 4.Advance Glade Creek Greenway Phase 3 to construction ready. DISCUSSION/NEXT STEPS VINTON TOWN COUNCIL WORK SESSION January 20, 2026 TOWN OF VINTON STRATEGIC PLAN 2026 - 2030 DRAFT 1 BACKGROUND 2 Vinton is a welcoming community of about 8,000 people, nestled in the heart of the Roanoke Valley between Southwest Virginia’s largest city – Roanoke – and one of its greatest outdoor attractions and second largest lake – Smith Mountain Lake. Town residents’ easy access to jobs, entertainment, and nature have made it a cherished hometown for generations. Vinton’s 2050 Comprehensive Plan, adopted on July 15, 2025, is about building on the Town’s many strengths and addressing its needs to ensure a high quality of life for generations to come. The Comprehensive Plan lays out a vision for the future, goals, and specific actions across a range of topics deemed important to community members and Town leaders. The purpose of this Strategic Plan is to align near-term decisions and operations with the long-term vision and goals of the Comprehensive Plan. 1 BACKGROUND 3 2 INTRODUCTION TO THE PLAN 44 RELATIONSHIP TO THE COMPREHENSIVE PLAN The Town began the process to update its Strategic Plan in the fall of 2025, shortly after the Town Council’s adoption of the new Comprehensive Plan. The timing is important because of the significant role the Strategic Plan plays in relating the Comprehensive Plan to the Town’s annual capital program and work program. The Strategic Plan takes the many possible actions within the Comprehensive Plan and provides direction for the next five years. The graphic to the left shows how the Comprehensive Plan, Strategic Plan, Capital Improvement Program, and other ongoing projects and programs are related. PRE-RETREAT ANALYSIS The Town Council develops and implements the Strategic Plan with support from the Town staff. The Council provided input to the drafting of this strategic plan through a Town Council retreat at Carvins Cove on November 5, 2025. In advance of the retreat, members of the Town Council completed a survey to provide input on which goals and actions from the recently adopted Comprehensive Plan should be prioritized over the next five years. The Comprehensive Plan includes a set of 10 vision principles (left), which are the foundation of the Comprehensive Plan . Of these, the Town Council indicated that being adaptable, providing exceptional Town services and infrastructure, and providing more housing for all phases of life are the most urgent for the next five years. 2 INTRODUCTION TO THE PLAN 5 RETREAT SUMMARY The Town Council, through a series of facilitated discussions and activities during the retreat, provided guidance on what they want to accomplish during the next five years. The top priorities, which are described in this Plan as “key projects,” include: 1. Update and modernize the Town’s zoning ordinance. 2. Invest in quality housing for all phases of life. 3. Strategically promote economic development. 4. Invest in critical public infrastructure. 5. Build walkable connections to and in downtown. Town Council members also commented on their desire to continue to build on what the Town is already doing well and emphasized their receptiveness to additional ideas from staff beyond the five key projects. Additionally, in regard to Town operations, the Town Council would like to emphasize staff retention, better communication with the public, and communication and coordination with downtown businesses. STRATEGIC PLAN STRUCTURE The following sections present the elements of the Strategic Plan, which include a vision statement, mission statement, key projects, key principles, and strategic actions. The graphic below shows how these elements fit together to help the Town achieve its goals for the future. VISION MISSION KEY PROJECTS KEY PRINCIPLES STRATEGIC ACTIONS FOR EACH PROJECT WHERE WE WILL GO: HOW WE WILL DO IT: The Comprehensive Plan also includes dozens of goals. The Town Council in the pre-retreat survey indicated the following goals had unanimous support as high priorities over the next five years: • Encourage redevelopment or repurposing of aging and outdated buildings to new housing, especially underutilized buildings near downtown. • Encourage transformation of aging strip development along major corridors to a more vibrant mix of uses, including housing. • Provide smooth and efficient circulation for all roadway users. • Make desired development and redevelopment easier by aligning zoning ordinances with Town goals. • Provide accessible and exceptional local government services to people looking to do business in Vinton. • Maintain infrastructure in a state of good repair. The pre-retreat activities also included data collection and analysis on Town operations, finances, and major projects over the last five-year period. The Town has accomplished many items from the 2020 to 2025 Strategic Plan including the Glade Creek Greenway extension, Walnut Avenue improvements, Woodland streambank restoration, Billy Byrd and Roland E. Cook school conversions to housing, transfer of the utility system to the Western Virginia Water Authority, the 2050 Comprehensive Plan, and numerous grant awards. 6 3 VISION & MISSION 77 Vinton’s vision statement expresses where the Town wants to be in 25 years, while the mission summarizes the principles of how the Town will get there. 3 VISION & MISSION MISSION The Town of Vinton will work to achieve our Vision by: • Maintaining the highest standards for livability, services, and infrastructure. • Building a solid financial future by proactively pursuing high quality economic development. • Providing transparent, efficient, and responsible governance. • Communicating clearly, honestly, and frequently with our citizens. • Protecting our unique character and values. 8 VISION Vinton embraces the future. In 2050 the Town retains its safe and welcoming small-town character, has well maintained public infrastructure, provides more housing opportunities, and delivers exceptional civic services for all. The Town’s historic downtown will be a local and regional destination, walkable from surrounding neighborhoods with authentic gathering spaces, vibrant events, and a flourishing business community. 4 KEY PROJECTS 99 INTRODUCTION TO THE KEY PROJECTS The five big projects are the near-term focus for the Town as it works to implement the 2050 Comprehensive Plan. These projects are considered “key” because they help the Town make considerable progress towards its long-term vision and goals. The key projects are supported by several discrete actions for achieving them, which are outlined in the “Strategic Actions” section of this Plan. The five key projects relate directly to the priorities articulated by the Town Council through the Comprehensive Plan and the Town Council retreat. The intent is to make progress on all five projects over the next five years. However, it does not preclude the Town advancing other projects from the Comprehensive Plan based on unforeseen opportunities that may arise over the next five years, such as a grant opportunity. 4 KEY PROJECTS Build Walkable Connections in and to Downtown Updating & Modernize the Town Zoning Ordinance Invest in Quality Housing for All Phases of Life Strategically Promote Economic Development Invest in Critical Public Infrastructure OUR CATALYST PROJECTS FOR THE NEXT 5 YEARS Input from the Town Council on priorities for the Strategic Plan. 10 5 KEY PRINCIPLES 1111 INTRODUCTION TO THE KEY PRINCIPLES In addition to key projects the Strategic Plan lays out a set of six key principles for how the Town will achieve its mission over the next five years. The principles are focused on how the Town will work to achieve its long-term vision and goals, rather than specific projects and actions. The principles support good operational practices, emphasize better communication with the public, and call for increasing revenue to support implementation of the Town’s high priority projects. 5 KEY PRINCIPLES Bolster popular Town events Build revenue through proactive economic development Promote stable, safe and connected neighborhoods Improve communication with our citizens Build trust and community Support our high-quality staff 12 6 STRATEGIC ACTIONS 1313 UPDATE AND MODERNIZE THE TOWN’S ZONING ORDINANCE 1. Align the zoning code and map with the Comprehensive Plan’s goals and policies. 2. Modernize the zoning code to support more housing options, especially downtown. 3. Modernize the zoning code’s design and development standards. INVEST IN QUALITY HOUSING FOR ALL PHASES OF LIFE 1. Study and consider new incentives for housing development. 2. Increase height and density for new housing in the downtown and mixed-use areas. 3. Pursue grants for repairs and accessibility improvements to aging housing. 4. Consider financial options, such as tax abatement or a revolving loan fund, to support improvements to aging housing. 5. Partner with regional housing organizations to bring their services to Vinton. STRATEGICALLY PROMOTE ECONOMIC DEVELOPMENT 1. Seek opportunities to purchase real estate in Vinton to support economic development, community design, and infrastructure goals. 2. Market opportunities for investment and development within Vinton. 3. Create an economic development strategic plan. INVEST IN CRITICAL PUBLIC INFRASTRUCTURE 1. Maintain street pavement data and investment in the paving program so that all streets are in a state of good repair. 2. Upgrade water supply to the eastern part of Vinton to support future development. 3. Develop a comprehensive stormwater system dataset and stormwater master plan. 4. Dedicate new funding sources towards stormwater infrastructure replacements and upgrades. BUILD WALKABLE CONNECTIONS IN AND TO DOWNTOWN 1. Develop a walkability action plan for downtown and implement improvements. 2. Divert cut thru traffic from Lee Avenue through signage and design. 3. Prioritize sidewalk gaps and dedicate funding to sidewalk construction. 4. Advance Glade Creek Greenway Phase 3 to construction ready. 6 STRATEGIC ACTIONS INTRODUCTION TO STRATEGIC ACTIONS The Town’s plan is to implement each of the “key projects” through a series of more specific action steps. Each key project is supported by between three and five actions, which vary in detail and complexity. Some are straightforward while others are likely to require additional work planning by staff. The strategic actions are presented below. 14