Hinesville, Georgia Quality Growth Resource Team report

Hinesville, Georgia

Quality Growth Resource Team Report

March 2001

Resource Team

John Cheek Jack Crowley Bruce Jennings Patty McIntosh Martha Reimann Bill Ross Douglas Scott Myles Smith Jerry Weitz Donna Young

Project Manager Sandy Springs Revitalization
Dean, School of Environmental Design University of Georgia
Principal Jennings & King Architects
Director of Coastal Programs Georgia Conservancy Coastal Office
Community Development Coordinator Georgia Department of Community Affairs
Principal Cooper Ross, sv
Nonprofit & Special Programs Coordinator Georgia Department of Community Affairs
Urban Affairs Advisor Georgia Power
Planning Consultant Jerry Weitz Consulting
Greenbelt Coordinator City of Knoxville

Georgia Department of Community Affairs

Jim Frederick Debbie Miness Annaka Woodruff Frank McIntosh Brenda Branch Adriane Wood Julie Brown

Director, Community Redevelopment Director, Planning Section Region 12 Regional Representative Region 12 Resource Coordinator Region 2 Regional Representative Region 6 Regional Representative Community Redevelopment Assistant

Introduction
The Hinesville Resource Team was brought together in December of 2000 through a collaboration between the City of Hinesville, the Georgia Department of Community Affairs and the Georgia Quality Growth Partnership, a statewide coalition of state agencies, universities, non-profits and business groups working to provide technical assistance on "smart growth" issues to Georgia communities. The multi-disciplinary team was made up of academics, professional design practitioners, planners and state agency staff chosen with Hinesville's particular concerns in mind. The team's mission was initially defined by the Hinesville Downtown Revitalization Committee, a group previously appointed by the Mayor to make recommendations regarding the downtown and its connections to Ft. Stewart. In addition, the team spent two days in discussions with groups and organizations identified by the city as having insights into local problems and opportunities.
The team visited Hinesville for a week, beginning with a kickoff reception on Monday night and ending with a final presentation to the public on Friday. In the interim, they conducted interviews, took photos, visited specific sites under consideration, reviewed local ordinances and developed schematic design solutions and sketches. The city charged the team not only with generating advice and ideas, but also with preparing an implementation strategy and making recommendations on how to fund major projects. This report contains those recommendations.
This report is organized into sections based on the major issues and opportunities identified by the team during their visit in Hinesville. These include: Economic Impact of Ft. Stewart; Labor Force and Employer Recruitment; Education; Arts and Culture; Downtown Revitalization; Memorial Drive/Liberty Center Axis; Housing; Greenways, Parks and Open Space; Gateways and Corridors; and Revitalizing Intown Neighborhoods.
The report concludes with an Implementation Schedule section that suggests a strategy for carrying out the recommendation from the previous sections.
The Resource Team would like to thank the Mayor, city staff and citizens of Hinesville for making us so welcome and allowing us to learn from studying your city. The ideas and solutions proposed here are only a beginning point -- a way to stimulate community interest in sustainable development, good urban design and community self-determination. The Resource Team wishes the City of Hinesville great success in achieving its goals.
Note: All drawings and maps in this report can be found in the appendix at larger scale.

This map was developed by the Hinesville Downtown Redevelopment Committee as background for the Resource Team.
Whatcowmem'vuenihty ecaomrmde...nts
Throughout this report are quotes in the margins. These come from interviews the Resource Team conducted with Hinesville residents.
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"Hinesville folks are very hospitable. You don't see the kind of segmentation that occurs in some military towns. Local governments communicate well with post planners."

Economic Impact of Ft. Stewart
The economic impact of Ft. Stewart on Liberty County and the entire Coastal Georgia region cannot be overstated. Ft. Stewart represents a 1.85 billion-dollar annual economic generator for the state, which should be supported and protected in every way possible. Hinesville's leadership has been encouraged to view downsizing of other military bases under the Base Realignment and Closure (BRAC) process, not as a threat, but as an opportunity for Ft. Stewart to assimilate personnel reassigned from closing bases. However, the factors considered by the military in making BRAC decisions are very much related to assuring quality of life for soldiers and their families. A competitive set of evaluation criteria are used to make military relocation decisions. These include:
Availability of family housing Adequacy of family housing Cost of family housing/utilities vs. the Military Basic
Allowance for Housing Access to health care specialists Employment opportunities for spouses Quality of primary & secondary schools Education opportunities for adults Off-base recreation Availability of commercial transportation Crime statistics Average commute distances for off-base personnel Access to a metro center Child care availability/cost Community demography as it relates to recruiting a civilian workforce Ability to support growth in the community if the installation
receives new missions or units
The recommendations throughout this report are consistent with and designed to improve Hinesville's ranking in these areas.
Several initiatives to improve coordination between Ft. Stewart and the City of Hinesville on joint economic development and transportation projects are listed below. Other recommendations related to Ft. Stewart can be found in the Housing and Memorial Drive/Liberty Center Axis sections.

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Recommendations
Establish a local joint military civilian civil service focus group to support the work of the Georgia Military Affairs Coordinating Committee (GMACC) and its local members by: Reviewing and commenting on GMACC's internal BRAC criteria; Grading of Ft. Stewart/Hunter under GMACC's internal BRAC criteria; Developing an action plan for correcting any deficiencies of Ft. Stewart/Hunter reflected by the grading; and Supporting FY2001 state budget request of GMACC and Governor Barnes.
Continue efforts of present local partnership on Wright Army Airfield with the following 2001 goals: Execution of Memorandum of Understanding, with appropriate publicity; Completion of Airport Layout Plan and related engineering and planning supported by $225k state funding from FY2000 and local match of $110k; Liquidation of existing Liberty County Airport facility; Obtaining FY2001 state funds to support construction per the Airport Layout Plan; Completion of definitive lease agreement(s) with Department of Defense; Completion of definitive plans/specifications letting of contract; and Ground breaking for airport improvements
Establish an approach to coordinate planning for the future between the military and civilian communities in such areas as transportation, drainage, etc.
Coordinate support for Bosnia/Kosovo deployments by both civilian and military through existing groups.
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"Our unemployment rate here is around 7%. More military spouses would be working if they had a transit system to get them to work."
"Moneyed folks own everything. We need help for ordinary folks to go into business."
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Labor Force and Employer Recruitment
The economic benefits of Ft. Stewart being acknowledged, Hinesville is much too reliant on the military as its only industry. Development Authority interviews indicated that existing industrial park space is limited. In addition to suitable locations, a well-trained labor force is also required to attract large employers. There is a perceived lack of employment opportunities in Hinesville, and there appears to be a relatively untapped labor force in the spouses of military personnel. Many of these individuals are well educated and have computer or other technical skills greater than those of native populations in surrounding counties. There is concern that employers would not locate in Hinesville based on a labor force of military spouses that may be transferred after two or three years.
For businesses and industries that must invest considerable time training their employees, this is considered to be a problem--the costs may be too high for a temporary labor solution. However, it may be possible for the city to recruit "back office" businesses, which need workers with basic computer skills, but have a very short industry-specific learning curve. The state offers Quick Start Programs that could be used to do rapid orientation for workers of major employers.
Among Hinesville assets, there are military retirees in the area that are welcome in the labor force -- in fact, their past training and discipline make them a highly desirable work force. These retirees also have many of the skills needed to operate small businesses. To the extent that the community can encourage entrepreneurial ventures by retired or retiring military personnel they will be enriching the local area's economy.
Recommendations
Analyze the types of enterprises that might fit effectively into the local economy. Recruit some corporate "back office" enterprises that have short up-front
learning curves suitable to military spouse workers. Investigate the Quick Start Programs offered by the Department of
Technical and Adult Education. Hold University of Georgia Small Business Development Center
sponsored entrepreneurial training sessions to encourage retiring military personnel to start their own businesses. Consider creating a buffered campus-like high-tech industrial or office park facility along the new bypass as an alternative to regular strip commercial.

Education
The real and perceived quality of Hinesville's educational system is related to many of the city's broader goals including attracting business and industry, intown revitalization, stimulating off-post housing and encouraging expansion of the base population. Some military families send their high school students to school in Richmond Hill, which is perceived as a better academic environment. The city and county recognize the need to counter this trend.
Although school policy is in the hands of the School Board and not the city government, focused discussions between the two groups might prove productive.
Recommendations
Hold a brainstorming session with the School Board to look for areas of mutual cooperation and support.
Make transportation from Ft. Stewart to the high school easier (See the Memorial Drive Trolley proposal).
Discuss the idea of a "magnet school" approach with the School Board to offer classes not available in other area schools.
Create community-focused extracurricular programs for students. Encourage Liberty Center to admit high school students in its gifted
programs. (Students with acceptable grades could receive dual high school/college credits by attending classes at Liberty Center during their senior year of high school.) Use the Georgia Department of Education's "School Report Card" to realistically evaluate the perception that Hinesville's schools are secondary to Richmond Hill's.
"Our schools provide a great sense of home and community but we need someone to tell our story to all the parents before they move to Richmond Hill."
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Arts and Culture
No community can make a positive impression on quality employers or attract residents with strong community values without supporting the arts and cultural activities. The city has expressed interest in expanding public/private support for the arts and creating local arts institutions, events and opportunities that will make Hinesville a richer, more exciting place to live.
Many military and longtime Hinesville residents have talents that could be put to use in community theater, orchestras, dance troupes, etc. Military spouses, teens and children might make good use of an arts center where they could learn to make pottery, paint pictures, or pursue photography. The creation of a community center facility for the arts is discussed in the Memorial Drive/Liberty Center Axis section of this report.
Recommendations
Create a city/county task force on the arts (composed of educators, local librarians, the city/county recreation department, historic preservation groups, Ft. Stewart representatives and other civic groups) to develop recommendations on facility needs, programming, local organizational structure and ongoing funding to support the arts.
Create a teen center where youth could gather after school, pursue interesting social and recreational activities in a safe, stimulating environment. The old Wal-Mart shopping center might be redeveloped with a bowling alley, skating rink, video game parlor or similar activities that appeal to teens.
"We've lost companies because of our image. CEO's wives just didn't want to live here."
A" ll of the amenities are at Ft. Stewart -- need something for our teenagers to do besides get in trouble."
"We have a lot of history here we are not capitalizing on; we could have more tourism."
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Downtown Revitalization
Downtown Hinesville is not living up to its full potential as an activity center and focal point for the community. Military personnel point out that even enlisted soldiers have traveled the world and would be likely to patronize a more pedestrian-oriented downtown with coffee houses, sidewalk cafes and other more urban-feeling amenities, especially if more entertainment and shopping opportunities exist. It is clear that for downtown to become a retail destination for Ft. Stewart and the rest of the community, a larger critical mass of shops and restaurants must be attracted.
However, attracting retailers would require presenting hard market data, since most retailers believe Hinesville is just too close to the Savannah market area to justify additional retail facilities. The comparatively low disposable incomes of residents in Hinesville may be limiting retailers from coming to town. Additionally, the uncertainty with regard to military deployments, which could substantially affect retail sales over an extended period of time, works against the capture of additional retail businesses and restaurants in Hinesville.
It is just as likely that people are going to Savannah to shop due to the lack of particular types of retail facilities in Hinesville. Some people have indicated there is a need for a shopping mall--this perception is due in part to the need for a larger variety retail facilities in the city. Adjacent communities west and southwest of Hinesville could contribute to the Hinesville market area potential. When this larger market area is considered, there should be sufficient population thresholds to support more diversified retail facilities and restaurants in Hinesville, preferably located in the downtown area. Interestingly, many of the existing downtown merchants are not local, but have moved businesses from Savannah. This also supports the contention that local businessmen are underestimating market potential for downtown Hinesville.
Other Observations: N Too many downtown buildings are unavailable for viable commercial uses.
N Building owners have remodeled and refaced building facades in historically inappropriate ways.
N Closing in of storefront windows is particularly unfriendly to shoppers.
N There are not enough large street trees downtown to provide shade and canopy.
N Downtown parking and traffic circulation could be improved.
N Court functions are running out of office space in the downtown area.
N The area behind the courthouse complex mixes vehicular and pedestrian uses ineffectively.

"Retailers have two good weekends a month, and two bad weekends a month."
"In the courthouse they're scrambling for room -- they're cramped, crowded and security is minimally adequate."

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Recommendations

"In the early 1980s, downtown was a real downtown. Most all the commercial was concentrated on Main Street, the Courthouse Square, and downtown MLK. The community could draw on this `small town' legacy. The older commercial area has real potential, lying as it does in the `arms' of the Ft. Stewart gateways."

Promote redevelopment of downtown Hinesville as an active hub of pedestrian activity with interesting shops, restaurants and entertainment options.
Improve entrances to downtown that increase its visibility and importance in the community. (See the Memorial Drive/Liberty Center Axis section.)
Establish a faade grant program, and use other financial incentives to encourage revitalization and reuse of previously owned downtown buildings. (For example, attract merchants who fear loss of business during deployments by renting city/county owned buildings with sliding-scale rents that would go down during deployments, thereby reducing costs during these down cycles.)
Utilize public/private partnerships for remodeling or replacing publicly owned buildings in order to increase availability of viable retail space downtown.
Commission a "niche market" study to identify the types of businesses that could succeed in the revitalized downtown buildings.
Enlist the local realtors in implementing a focused retail recruitment strategy.
Use development regulations and design guidelines to ensure that new downtown development is compatible with the existing historic architecture.
Complete a parking, circulation and streetscape master plan for downtown that continues brick sidewalks in the manner of the existing streetscape, restores diagonal parking and replaces small crepe myrtles with more substantial shade-producing street trees.
Create more off-street perimeter parking (heavily buffered and landscaped) and manage city/county employee parking more effectively to leave more spaces free for retail customers. (For example, the records storage parking lot could be assigned parking for merchants and county staff.)
Encourage the county to remove the gas annex building, plan for a new courthouse annex (built on the front of the existing parking lot so that it creates a terminus for Memorial Drive), and redesign the space gained as a pedestrian-oriented courthouse square and interior shopping block. (See illustration.)
Support the county in doing a space needs assessment for its courthouse and public offices. The city needs information about the county's future building needs in order to develop a viable plan for the courthouse area.

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Redesigning the area south of the courthouse would give citizens a central outdoor space for festivals and civic activities and encourage merchants to move into underutilized storefronts.
"Some of these folks have been around the world and are pretty sophisticated and would love a place to sit outside, have a nice meal, and sip a glass of wine."
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"Memorial Drive needs more majesty!"
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Memorial Drive/ Liberty Center Axis
The team agreed that the city should place a priority on redeveloping Memorial Drive as a vital, pedestrian friendly connector route between Ft. Stewart, Liberty Center and Downtown Hinesville. This corridor should include medium to high density housing (townhouses facing the street) mixed with neighborhood commercial uses. (See illustration.)
A key concept of the proposed redevelopment approach is to let the market generate the development activities. A combination of public investment in the corridor's future (Liberty Center, transit, landscaping) and the availability of low-cost housing financing should attract development in pace with market demand. When the value of existing (but marginal) commercial uses falls below the value of surrounding properties, redevelopment will occur as a natural and economically feasible recourse.
Recommendations
Make Memorial Drive the primary entryway into Downtown from Ft. Stewart, restoring an attractive, civilized entryway into Downtown.
Develop a public trolley or tram system that would run from the residential areas of Ft. Stewart through Liberty Center to Downtown.
Close Memorial Drive at Liberty Center and use a traffic circle (with monument) to define the base entry and route through traffic smoothly around the Liberty Center Learning Complex to General Stewart Way and General Screven Way.
Relocate the proposed Liberty Center buildings so that most sit on the Memorial Drive axis. Make the entire campus pedestrian-only (except for the tram, which would pass through along the Memorial Drive axis), and retain as much parklike open space as possible and providing plenty of perimeter parking.
Encourage a vital, mixed-use commercial "campus corner" area on Memorial Drive near the Liberty Center to provide student housing and activities to support the complex.
Convert the existing city library to a community arts center once the library is relocated to the Liberty Center. Use the center for art, drama, music classes and community events.
Promote a neighborhood commercial node around the community arts center, maintaining existing neighborhood commercial uses (such as the Zippy Mart and the dry cleaners), but also providing incentives for new businesses that support surrounding neighborhoods.
Encourage redevelopment of the remaining properties along Memorial Drive for mediumto-high density residential uses (consider using the Federal "Dollar Home" program to finance housing redevelopment projects. (See Appendix.)

Recommendations continued
Establish a uniform maximum setback along Memorial Drive that would bring buildings closer to the street. Require large windows and front porches on residences, courtyards and outdoor seating or other appropriate public spaces in front of commercial buildings to encourage pedestrian interaction. Require parking to be located at the rear or side of buildings.
Create a green, shady pedestrian-friendly streetscape along Memorial Drive by widening sidewalks, consolidating curb cuts and planting live oaks between existing palm trees (so that in a few years when the palms reach the end of their life cycle, a majestic, shady canopy will be well on its way to maturity).
Change local development regulations to support the Memorial Drive redevelopment concept (see Appendix for detailed zoning analysis and land use recommendations for the corridor).
Explore arrangements with Liberty Center to give public housing clients an opportunity for higher education. Since several current housing projects are located near Memorial Drive, the proposed tram system would improve access to these educational facilities.
Brief the senior command of Ft. Stewart/Hunter on the report and recommendations of this resource team.
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Recommendations continued
Continue present local group's activities involving Liberty Center with the following goals: A briefing of key state legislators on this project.
A coordinated effort of civilian groups (university system, local government, schools and GMACC) to develop state budgetary support for existing and future operations;
A coordinated effort of civilian groups to bring the project forward in the federal budget; and
Integration of this project into the City of Hinesville's redevelopment plans for Memorial Drive.
Establish a militaryciviliancivil service focus group to explore the feasibility of a joint federal, state and local library to be located in the area of Liberty Center, with building to be provided through state and local resources, and with land and operations to be provided by the military.

"We need gathering places. This is a community that talks!"

Property along Memorial Drive is underutilized.

Higher density housing is one key to creating

vitality around the Liberty Center campus and

more market base for downtown Hinesville. A

Community Arts Center at the site of the current

library would establish an anchor midway down

the corridor, serving both the high school and

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public housing clients.

Housing

Housing is critical to Hinesville's revitalization and economic development prospects. Local realtors identified several positive qualities that help them sell homes: Hinesville is quiet, laid back, and has a friendly atmosphere. The city is a great place to raise children. Another positive factor is that Hinesville does not exhibit the civilian/military friction that exists in most military towns--there is ongoing, collaborative dialogue between Ft. Stewart and city officials.

On the other hand, Hinesville is one of toughest markets on the Georgia coast. The housing market is dominated by the needs of military personnel and their families. There are 8,100 military personnel residing off post, with 80 percent of these living in the Hinesville area. The local single-family housing market is therefore distorted by the influence of military transitional use. The majority of service families may be choosing to live on-base due to limited transportation options, and to be close to schools, the PX and the commissary. In addition, many military personnel have night or irregular shifts. Amenities such as public transportation, 24-hour day care and afterschool activities for older children and teens are clearly needed to attract military families to invest in off-post housing.

Incomes of servicemen and their families are generally quite limited, reportedly less than $2,000 a month for the lower ranking (E-5 or less) personnel, plus a housing benefit. For personnel who choose to live off base (which significantly reduces the housing allowance they would receive for living on base) affordable housing would be in the price range of $300-$600 per month. Mobile homes rent for $350-$475, while rental houses rent from $650-$750 per month. For military personnel, purchase prices on homes are primarily limited to the $50,000-$80,000 range. Given these findings, new housing must be produced to serve this market of military personnel with limited incomes.
There are typically a number of repossessed VA-financed homes on the market at any given time. There seems to be agreement for short-term use of these units as rental housing for military personnel in order to avoid the negative impact of vacant homes on neighborhoods. However, in the long term it would be good to put these units back on the market to provide stable, long-term home ownership opportunities. The target market for these units could be retiring military and the local non-military population.
There is some indication of a preference in the local marketplace for "larger" (i.e., approximately 3/4-acre) lots for detached single-family homes. This preference could work against a small lot infill development strategy, unless new infill housing developments can be designed according to neotraditional design principles with amenities such as pocket parks and located close to the military post or other amenities such as a revitalized downtown area.

"We have 1,400-1,500 military families on the waiting list for on-post housing. If only some of them would move into our in-town neighborhoods and get more interested in the local community."
"V.A. loans are financed at 102% and seller pays closing costs. With every move, you lose."

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Recommendations
Create a Community Development Corporation, Urban Redevelopment Authority, or work within the framework of the Liberty County Development Authority (See Appendix) to coordinate housing development and redevelopment activities including: Owner rehab program, Homeowner education program, VA repossession project, Acquisition (condemnation?)/land banking of slum and blighted properties, Public sector components of creating Memorial Drive student and multifamily housing), and Provision of attractive off-post housing for Ft. Stewart.
Develop a coordinated strategy to meet short term and longer term Ft. Stewart housing needs, including potential use of VA foreclosures. Establish a joint military-civilian-civil service housing focus group with the following goals: Review and confirmation of Ft. Stewart's short term and longer term housing needs (January housing study), Review and confirmation of community's existing housing inventory available and appropriate to meet the Ft. Stewart need, and Ensure that the city's housing goals and those of Ft. Stewart are in alignment.
Preserve and encourage rehabilitation of older homes located in intown neighborhoods wherever possible.
Investigate creation of a National Register Historic District that includes intown residential areas. This would enable property owners to qualify for a 20% federal tax credit for rehabilitation of rental housing in these areas.
Expand the homeowner rehabilitation program that targets properties with greater than 50 percent physical depreciation. Local banks should be encouraged to contribute to a housing rehabilitation consortium that expands the program with a target of 20 units rehabilitated per year.
Examine and revise city/county development regulations to encourage new housing developments that follow "traditional neighborhood development" principles.
Plan and encourage development of new multifamily and student housing in the proposed Memorial Drive redevelopment corridor.
Identify vacant parcels, severely deteriorated buildings, tax delinquent properties, poorly maintained parcels owned by absentee landlords, poorly platted parcels, substandard mobile home parks, brownfield sites, unbuildable land that might be useful for recreation and other property that might be acquired or assembled as part of a redevelopment and/or land banking strategy.
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Recommendations continued
Actively "land bank" parcels containing structures that cannot practically be rehabilitated (e.g., 75 percent physical depreciation) for demolition and redevelopment. Tax delinquent properties should also be examined as a source of "land bank" redevelopment opportunities.
Do a windshield survey of existing violations of health and safety codes. Notify property owners of violations and step up code enforcement in a fair and consistent manner. Homes that are unlivable or health hazards should be vacated.
Examine strategies for providing public transportation and for supporting/expanding private day care options in intown areas.
Support the Housing Authority Board in programs aimed at dispersing public housing around the community.
Investigate using the Hope VI Program to upgrade public housing and relocate some of it to Memorial Drive. (See Appendix.)
"If you live in public housing, you have a two-mile walk to the grocery store."
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"People would love more trees in their neighborhoods and parks where their kids could play."
A" s a visitor, I can tell you this is not a very bike-accessible place. It's scary to ride here."
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Greenways, Parks and Open Space
Trees are one of Hinesville's greatest assets. Live oaks draped with Spanish moss are the one element most responsible for giving a sense of a "Southern coastal place." There is little evidence that new oaks are being planted and clear evidence that many are being lost to aging and urban development. While the city's commitment to tree planting with its new landscape ordinance is commendable, smaller short-lived ornamental trees are typically being used in new development projects. This will not produce the major and concerted effort required to begin the 80 to 100 year process of restoring native tree cover.
Hinesville residents complain of a lack of opportunities for passive outdoor recreation such as walking or biking. Interviews revealed that residents want more open green space that is not devoted to athletic activities. Trees and natural areas are a big part of the appeal of the Georgia coast, but new development in Hinesville threatens this important resource. The city is also hard to navigate for both pedestrians and bicyclists.
Hinesville falls far below national standards for the amount of green space available per person. The National Recreation and Parks Association recommends that 10.5 acres of passive green space per 1000 people be set aside. In planning for long range recreational needs Hinesville should not only catch up with this standard for existing residents, but also plan ten to twenty years into the future to meet the needs of a growing population.
Greenways are linear parks or corridors of protected open space. They typically follow natural features such as rivers, streams, or ridgelines, provide safe, efficient pedestrian linkages and at the same time give users an opportunity to enjoy the natural environment. Properly designed greenways can accommodate biking, skateboarding, walking and jogging. Greenways bring neighborhoods together and create a sense of community. These corridors also provide many benefits for wildlife.
There is plenty of opportunity to develop a greenway network in Hinesville. Most of the undeveloped property in Hinesville is located in wetland or tidal marsh areas, but there are also vacant lots and wide road rights-of-way that can be used for paths and trails. New road projects such as Frank Cochran Drive and the proposed bypass also offer the opportunity to incorporate trails and sidewalks. The beginning of a comprehensive greenway system for Hinesville and Liberty County is illustrated on the facing page.
It should be understood that not all greenway land need be bought outright by the city. Purchased or donated easements can be used to leave land in private ownership but allow trails to pass through. This can make a greenway system affordable. There are several viable funding sources for developing a greenway system including federal TEA funds and state funds available to Liberty County from the Governor's Greenspace program.

Recommendations
Perform an overall assessment of tree conditions and provide for appropriate horticultural maintenance of "heritage trees."
Develop a tree-planting master plan for the entire incorporated area to be used in coordinating street tree planting. It should be consulted in the course of road design and improvement.
Review existing development regulations to see how they could be amended to promote planting of long-lived native species.
Refine the proposed greenways system by identifying environmentally sensitive lands unsuitable for more intensive development, vacant parcels, and potential linkages between existing recreational facilities and other public destinations. Some opportunities include:
Ft. Stewart railroad rights-of-way, Frank Cochran, Memorial Drive (widen sidewalks as a part of the redevelopment scheme and make sure the proposed trolley has good pedestrian connections to neighborhoods at each stop), and
Linking Ft. Stewart to neighborhoods and services in a way that does not require driving.
Explore alternatives for funding greenspace acquisition and designate a city/county coordinator.
Encourage use of pocket parks, small squares and neighborhood-scale open spaces as the centerpieces of neighborhood infill projects. (One example might be a neotraditional redevelopment of the old middle school property near downtown, where the school building would be removed preserving the gymnasium as a fitness center and upscale townhouses could be built around the perimeter of the parcel with an interior "garden square.")
Create a regional park within Hinesville to serve as a passive recreation facility and hub of the greenway system. This park can also serve as an urban showpiece dignifying a major entry into the city and fostering a sense of place.
Educate the community on the tax and legal benefits of donating conservation easements for both public and private greenspace preservation. Identify regional land conservancies that could accept easement donations.

This map indicates some potential opportunities for linking public facilities and destinations with a bikeway/greenbelt system.

This sketch illustrates elements that might

be included in a regional passive park.

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Gateways and Corridors
Substantial amounts of unattractive strip development currently exist along all of Hinesville's major highway corridors. Hinesville's coastal landscapes and historic buildings are rapidly being replaced by generic strip sprawl. This domination of automobile culture is typical of new development in most Georgia communities, but some new techniques have been developed for improving on this modern form of blight.
Residents complain about rush hour traffic on Hwy 84 and on routes leading in and out of Ft. Stewart. Many of the city's primary arterial roads feature center turn medians, often called "suicide lanes," that lead to traffic accidents and congestion delays. As new roads and bypasses are planned, the city has the opportunity to learn from past mistakes. For example, where Frank Cochran Drive is planned to connect with Hwy 84 at the Wal-Mart intersection, the city has the opportunity to work with DOT to improve one of its major gateways by installing a landscaped median along the new road.
The trend toward suburbanization of retail uses is evident with the movement of Wal-Mart further out of town and the general lack of retail uses in the commercial core. This outward movement of retail uses is also precipitated by the construction of major road improvements. In general, far too much land along major roadways in Hinesville and the surrounding county is zoned to allow commercial development. Continued sprawl of office and commercial uses, if left unaddressed, will surely undercut the city's efforts to promote neighborhood and downtown revitalization.

Recommendations

"There's just no good way to come into this town without going through Ugly, Uglier, and Ugliest."
"Every street in Hinesville is a commercial street. It's hard to find the neighborhoods. They are getting squeezed out and trampled over by commercial development."
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Work with the county to reduce the amount of land currently zoned commercial along highway corridors.
Limit future commercial rezonings to a few major intersections along major roadways and new "bypasses."
Create development incentives to encourage new retail infill in existing strip centers. Where space allows, infill shops should be adjacent to the road creating shopping "squares" around internal parking lots. Older commercial buildings in these squares can then be updated with new architectural elements, awnings and signs. (See photographs.)
Landscape roadside rights-of-way with trees to soften the harsh appearance of strip development. Where the right-of-way is not wide enough for streetscape improvements, seek easement donations from property owners (in exchange for free landscape improvements).
Develop a phased program for converting "suicide lanes" into landscaped medians with periodic left turn lanes. (Although it would seem that removing the center turn lane would reduce traffic capacity, landscaped center medians handle just as much traffic, as long as they incorporate extra turn lanes at important intersections).

Recommendations continued
Give high priority to protecting residential neighborhoods along major roadways with landscaping and center medians: 1) wherever major roads pass through residential neighborhoods and 2) wherever the remaining tree canopy has not been destroyed.
Consolidate curb cuts and align them with left turn lanes where possible. Minimize permitting of new curb cuts, provide incentives for closing existing cuts and require internal linkage of parking lots.
Improve street lighting. Replace sodium vapor lights with more attractive streetlamp lighting where possible.
Require sidewalks. These should be at least 6 feet wide and no less than 6 feet from the curb with street trees planted between the curb and sidewalk.
Refine current sign regulations by reducing the number, height and size of on-premise signs and allowing only one freestanding multi-tenant sign per strip center. Require coordinating graphics and color schemes, limit off-premise signs (billboards), require existing billboards to be amortized over a reasonable period of time and establish strong controls on temporary signs.
Establish maximum building setback requirements (e.g., 80 feet) to pull buildings closer to the street.

This drawing of the intersection of General Screven Way and Highway 84 shows how center medians could be used to enhance Hinesville's attractiveness. The yellow building footprints indicate new infill commercial drawn closer to the street to minimize the visual impact of parking lots.

Examples of corridor landscaping from other communities.
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Recommendations continued
Replace minimum parking requirements with maximums. (Under current regulations most developments result in far too much asphalt.) Restrict parking to the sides and rear of commercial buildings.
Prohibit deceleration lanes. They make it more difficult to do streetscape improvements as described above.
Institute design standards requiring big box retail stores to break up their blank facades with windows and architectural accents.
Design new bypasses as limited access or "parkways" to further avoid commercialization. These roadways should have very few curb cuts, substantial tree buffering, and limited signs and billboards.
Work with the Georgia Department of Transportation (DOT) to develop an attractive design plan for Frank Cochran Drive into Ft. Stewart. In order to minimize commercial sprawl along this entryway, the four-lane might be constructed as a divided highway with a median, and all the widening could be located to the east in the vacant frontage lots that might otherwise develop commercially.
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Revitalizing Intown Neighborhoods
The city has a limited number of older intown neighborhoods. These are located quite close to Ft. Stewart and could provide attractive, affordable homes for both military personnel and longtime Hinesville residents. These neighborhoods feature many of the positive aspects of the new neotraditional neighborhoods that are becoming popular around the country. They have magnificent trees, nice sidewalks and street dimensions and setbacks that encourage neighborly interactions. By making a public (and publicized) commitment to supporting and revitalizing these intown neighborhoods, the city can expand the customer base for downtown merchants and increase the tax base.
There are a significant number of underutilized buildings scattered around intown areas of Hinesville. The state, city, county, school board and hospital authority own a number of these buildings not being used to their full potential considering the infrastructure serving them. Careful choices for reusing vacant and underutilized facilities can support the revitalization of the intown area. Specific observations on intown areas that need special attention are included in the Appendix.
Recommendations
Survey intown areas to identify vacant lots, structures that need to be demolished, and those which can be rehabilitated.
Develop "small area plans" to guide redevelopment of intown areas. These should outline demolition of badly deteriorated units, replatting proposals, zoning changes and other public investments that are required to revitalize intown neighborhoods.
Examine and revise city land use regulations to support and protect intown neighborhoods. Offer rehabilitation incentives or seek private development partners to rehabilitate some
existing historic housing units. This would demonstrate to the rest of the development community the commercial viability of intown neighborhoods. Take decisive action against intown landlords in violation of existing building codes. Develop architectural design guidelines for infill housing in historic neighborhoods. Ensure that intown road design supports neighborhood character. Tree buffers, medians and other traffic calming measures should be applied on sections of arterial roads passing through residential zones. Offer incentives to encourage appropriate infill development in intown neighborhoods. Consolidate public uses on a smaller number of properties to free buildings and properties for private redevelopment while, at the same time, reducing local government overhead. Where intown properties are publicly owned, the city or county may use land cost write-downs, low-cost long-term leases or other public/private partnership approaches to encourage redevelopment of these properties.

Example of inappropriate infill development in Hinesville.
This publication addresses architectural styles and planning for revitalized existing neighborhoods. While focusing on South Florida, the ideas and building plans are easily transferable to Hinesville.
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The following table lists major underutilized intown properties and suggests some possible adaptive reuses.

Examples of adaptive reuse from other communities.
"I'm a builder. My wife keeps wanting me to build her a new old house. I can imagine that something innovative could be done in these older neighborhoods. Upscale townhouses might appeal to some folks. I'd consider it."
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Property or Facility
Library

Owned by
County

Old Hospital

Hospital Authority

Old Wal-Mart
Hinesville Middle School (Alternative School) including Bradwell Gym
Manna House Building

Private Liberty County Board of Education
County

Lot behind gas station

Private

Dept. of Labor Building

County

Vacant lot adjacent to Dept. of Labor Building
Parcel on corner of Main St. and Memorial Dr.
Old Post Office

City Private County

Historic Jail Voter Registration Building

City County

Old State Patrol Headquarters Gas Building Annex Buildings along Court Street

County County Private

Baptist Church Parking Lot

Baptist Church

Possible Alternative Uses
Community arts center, day care facility or swap for other Memorial Drive property closer to Liberty Center or Downtown Private high-tech medical offices, Dept. of Family and Children Services lease Teen activity center Neotraditional townhouse community with upscale amenities; After-school learning center Provide incentives to rehab and attract retail uses City should "land bank" for E. Court St. future parking Provide incentives to rehab and use adjacent vacant lot and attract retail (outdoor dining opportunity) Screened public parking or commercial business Possible parking or pocket park
Keep as record retention center but convert parking lot to county employee parking DCA Regional Office Provide incentives to rehab and attract retail Welcome Center Remove as part of downtown master plan Replace with viable two story commercial buildings (except for filling station) Possible land swap or partnership with the city

Hinesville Action Agenda

This section identifies the most immediate tasks required to implement recommendations in the previous sections. The Action Agenda is intended to help the city accomplish very ambitious goals for improving the community. It puts specific tasks into a logical order and appropriate time frame based on: 1) timing of related activities being carried out by Ft. Stewart and Liberty Center planners; 2) other preexisting community initiatives; 3) the city's priorities and;
4) the potential availability of funding and technical assistance.
The city and county may wish to amend some of these tasks into the short-term work program of their comprehensive plans, since doing so may provide support for related grant applications. A chart in the Appendix contains specific details on possible funding sources to implement these initiatives. The city is encouraged to contact Resource Team participants for follow up assistance and information.
Implementation Schedule

Action Item

Responsible Party

Funding Sources Key Deadlines

Other Suggestions

Phase 1 Work with DOT on design of Frank Cochran Drive
Establish civilian/military housing task force Continue Wright Army Airfield Initiative Conduct Senior Command Briefing on Memorial Drive/Liberty Center project Conduct Market Niche Study for Downtown Establish Library Committee
Complete Courthouse Space Study
chart continued on next page

City manager
City/Military Existing Partnership City/ DCA/ UGA representative City, Consultant MACC/City/Liberty Center planners County/consultant

N/A

Determine when

Conceptual ideas

DOT's construction

should be negotiated

drawings are due to

before the construction

be developed

drawing phase

N/A

N/A

N/A

February 2000

Downtown Revolving Loan Fund, LDF grant
N/A

Before Downtown Master Plan

General revenue funds

Before Downtown Master Plan

County needs to provide to city as input for Downtown Master Plan

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Action Item
Phase 1 Establish Arts Committee

Responsible Party
City/county/non-profits/ churches/school board reps.

Determine and set up management structure for VA Repo/Neighborhood Revitalization Projects
Discuss educational opportunities with school board
Continue siting of regional park

City/county City/county City/county

Secure funding for Trolley Demonstration Project
Downtown/ Memorial Drive Master Plan

City/Ft. Stewart City

Survey/map dilapidated

City

housing citywide

Notify property owners of code

City

violations and upcoming

rehabilitation programs

Begin seeking "brick and mortar"

City

dollars for Memorial Drive/Liberty

Center implementation

Complete schematic design for Greenway/Pocket Parks

City/County Recreation Committee

Review and begin revising development

City/county

regulations (corridors/infill/revitalization goals)

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Funding Sources Key Deadlines

Other Suggestions

N/A

To be determined based on organizational strategy chosen

LDF deadlines are April 1 and Oct. 1

N/A

This group should also participate in planning new Community Arts Center
LDF grants have paid for other Urban Redevelopment Plans

N/A To be determined

Explore feasibility of sites currently under consideration

1.Dollar Homes Program 2. CHDO grant for housing predevelopment planning program

CHDO grant deadline is June, 29 2001

City general fund

Up to $200,000 available from Dollar Homes. Long lead time.
Suggest using GIS

N/A

Public relations campaign

may be needed

Downtown Revolving Loan Fund/TEA 21/SPLOST/ Other "smart growth" foundation grants
LDF, Governor's Greenspace Funding
Foundation grants/ LDF

May need design consultant May need consultant

chart continued on next page

Action Item

Responsible Party

Funding Sources Key Deadlines

Phase 2

Work closely with DOT on bypass design

City/county

N/A

Initiate VA repo and public housing initiatives

Various DCA/HUD programs

Begin implementing Downtown/

City

Memorial Drive Master Plan

Downtown Revolving Loan Fund, Low Income Housing Tax Credit Program, HOME program, SPLOST, Dollar Home Program Income

Integrate Trolley System planning with Ft. Stewart/Liberty Center construction

City/military

N/A

Establish a Faade Grant Program

City

and Adopt Design Guidelines for

Downtown/ Memorial Drive

Local Funds

Seek funding for corridor median

City

improvements and greenway system

TEA 21, DNR grants, Governor's Greenspace funds

Seek funding for Community Arts Center

City

National Endowment for the Arts, State programs

Implement intown housing rehabilitation programs

City/Housing Authority/ Housing CDBG, DCA affordable

umbrella organization chosen

housing projects

Begin land banking lots with deteriorated housing

City

SPLOST, DCA Housing programs

Rezone/replat intown neighborhoods as necessary

City

To be determined

Acquire land for regional park

City

To be determined

Sell some public housing units to previous tenants

Housing Authority

DCA housing programs/ Federal Hope VI

Work with private investors on high-tech City/county/

"campus-like" projects along bypass

Development Authority

DCA's EIP grant

chart continued on next page

Other Suggestions
May need project management staff or consultant May need consultant Downtown Design Guidelines available from UGA School of Environmental Design
Outside consultant may be required
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Action Item
Phase 3 Put employee parking management system in place downtown
Begin work on Community Arts Center

Responsible Party
City/downtown merchants City

Begin Streetscape Improvements on Memorial Drive
Partner on demonstration project in an intown neighborhood
Construct pocket parks in intown neighborhoods
Continue implementing greenway system
Start regional park improvements

City City City City/County City

Funding Sources Key Deadlines
Chamber/general revenues
School Board/ Private Foundation grants/ CDBG TEA 21, SPLOST
Public Private/ Partnership
To be determined
Governor's Greenspace Funds/ recreation impact fees To be determined

Other Suggestions
CDBG funding eligibility depends on building design
City may contribute public works or land buy-down

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Appendix
A) Land Use in the Memorial Drive Redevelopment Corridor
The Memorial Drive corridor is proposed for redevelopment, primarily for multiplefamily residential development along with certain neighborhood commercial uses. Land along the redevelopment corridor is currently zoned C-2, General Commercial. The existing C-2 zoning does not permit residential use, and it generally is not conducive to the redevelopment scheme.
The Resource Team considered but rejected the idea of applying the current zoning code's Downtown Development (DD) zoning district to the redevelopment corridor. The city's Office Commercial (OC) district was also reviewed for compatibility but also was considered not entirely appropriate. A proposed zoning scheme needs to be prepared to support the redevelopment concept. Permitted uses should be predominantly multifamily residential, except for existing commercial lots and proposed neighborhood commercial areas. The front setback needs to be shallow--0 to 10 feet, which will require a revision to the general setback for arterials and collectors of 35 feet as currently established by Section 618, "Uniform Setback Requirement."
Existing Land Use Patterns The Memorial Drive corridor extends from the Ft. Stewart entrance easterly to the city's traditional downtown and seat of government on Main Street. The majority of the properties fronting on Memorial along the corridor are in retail commercial and service commercial uses. The commercial uses range from community-serving establishments (such as automobile repair, taxi dispatching, automobile parts, office supplies, tailoring and alterations, and pawnshops) to neighborhood-serving uses such as dry cleaners, convenience marts, fast food restaurants and pizza delivery.
Some of the commercial buildings are relatively new and are in good structural condition; examples include Wedgey's restaurant, Domino's Pizza, the NAPA auto parts store and the dry cleaners at Welborn Street. Other commercial uses occupy older buildings that exhibit varying levels of structural deterioration and obsolescence. Given attractive market conditions, many of the commercial uses are excellent candidates for redevelopment.
The second but certainly less dominant use fronting along the corridor is public/semi-public. At the northwestern end of the corridor, Memorial Drive passes through vacant, wooded land inside the Ft. Stewart Reservation as it approaches the Post. At the southeastern end of the corridor are several public/semi-public uses, including the recently renovated county's Records Retention Center and the United Methodist Church, with Veterans Park at the corner on Main Street across from the Courthouse Annex. Midway along the corridor is a modern library between Gause and Welborn Streets.

Few residential uses front directly on Memorial Drive, although several major developments and a major mobile home park have primary access from Memorial. Residential uses fronting on Memorial include two deteriorated, vacant residences just west of the United Methodist Church, and a small (eight-unit) mobile home park across from the library. At the northwestern end of the corridor, Magnolia Plantation apartments access Memorial Drive on the north side across from Beverly Street, while the Beverly Street townhouses and Stewart Pines condominiums access Memorial on the south via Beverly Street. A major mobile home park accesses Memorial across from Griffin Street, and extends to the Magnolia Plantation development behind the commercial properties that front along the corridor.
Current Zoning Patterns The majority of the corridor is zoned C-2, General Commercial. Magnolia Plantation, the Beverly Street townhouses and Stewart Pines condominiums are zoned R-TH for multifamily use. Additional multifamily zoned areas flank the corridor, including RA-1 south of the corridor, extending from Stewart Pines to the public housing development on Gause Street, and RA-1 north of the corridor between Rebecca Street and Strickland Road (on either side of West Washington Street).
Farther to the north and south of the corridor are single-family neighborhoods zoned primarily R-4, with scattered properties zoned RA-1 and DD on a case-by-case basis.
At the southeastern end of the corridor, properties at Memorial and Main, and extending south down Main and east along M.L. King Jr. Drive, are zoned C-1, Central Business District.
The entire corridor is located within the DD Downtown Development Overlay Zoning District. The opportunities for transitional and mixed-use development in the district are authorized through application on a case-by-case basis.
Potential Land Use The Potential Land Use map (following page) illustrates a future land use pattern for the corridor. Economically viable residential uses are expected to remain, including the new Magnolia Plantation, Beverly Street townhouses and Stewart Pines, as well as the mobile home park east of Magnolia Plantation. Three commercial uses appear economically viable but are also well-located for potential redevelopment for multifamily housing in conjunction with neighboring properties -- the Domino's Pizza establishment, the old supermarket just east of Domino's, and the small commercial center immediately west of the county's Records Retention Center. These three properties are shown as commercial uses on the Potential Land Use map, but may redevelop if economically justified.
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Proposed land uses along Memorial Drive corridor.
B) Analysis of Local Housing Market
Single Family Housing Additional demand for new single family housing is projected to be soft. Demand for non-military-generated single family housing appears to be flat or nonexistent. Realtors estimate that there are currently 700 vacant houses in Liberty County. A new housing study commissioned by Ft. Stewart to be published in January 2001 should shed more light on market opportunities.
Repossession of Homes Purchased with Veterans Administration Loans Because military personnel can easily buy homes using VA loans, and get better living quarters for the same monthly payment as if they rented, many military families are buying homes and then defaulting on VA loans when they are transferred. The large number of VA repossessed single family homes regularly on the market at any given time (currently 130 in the city) not only creates an appearance problem in many Hinesville neighborhoods, but also depresses the entire local market for single family houses. Nearly 90% of all mortgages written in the city are VA financed, leading to the possibility that more and more housing units in Hinesville will be repossessed. Due to the general oversupply of housing and the ready availability of many VA repo units, homeowners typically realize no appreciation in property values over time.
Off-Post Housing According to military personnel, one reason that servicemen choose to live on the military post is that only about 85 percent of off-post housing cost is covered by the Army housing allowance, as opposed to 100%, including utilities if they live on base. However, it appears that the military is considering changing this policy to neutralize this economic disincentive to off-post housing in the future. There are 1400-1500 military families on the waiting list for housing on the post,
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suggesting the need for additional housing on the installation itself. The current situation, which encourages military families to choose on-post housing, runs counter to one of the city's goals of providing infill housing near the post as a way of revitalizing Hinesville's intown neighborhoods.
Low Housing Costs Realtors believe the local housing prices are approximately 20 percent lower than in comparable areas. This may be seen as an asset if marketed as part of an overall housing strategy.
Manufactured Housing While there are several older mobile home parks in Hinesville, the city and county passed ordinances in the 1990s that require quality development amenities for new parks. These ordinances raise the cost of manufactured housing communities and thus, unlike in other coastal areas, affordable stick built housing competes well in Hinesville/Liberty County with newer manufactured homes.
Townhouses and Duplexes Local homebuilders expressed some interest in building more upscale duplexes and townhouses in the intown areas. However, they also recognized the market for such homes was largely untested. Realtors believed that lower end ($60,000$80,000 range) townhouses would be accepted in the marketplace if they were located within or close to downtown and within convenient walking distance to the post. Intown neighborhoods with great streets and large trees would be prime for neotraditional communities if the problem of surrounding deteriorated units could be solved.
Larger Homes There appears to be some demand for four-bedroom homes, according to the military personnel we interviewed. In spite of moderate incomes, many military families have two or more children.
Historic Houses In our interviews, realtors were asked what features should intown and rehabilitated houses have to make them more attractive. Better storage facilities and more square footage were suggested. Remodeling some older homes to give them three bedrooms and two baths with around 2,000 square feet of space might be feasible.
Apartments The team received some conflicting information about the market for apartments. According to military personnel, there is a need for additional apartments. To the contrary, the banking and development industry representatives felt that the rental apartment market had now caught up with current needs. All agree that rental housing vacancy rates vary noticeably during deployments. Clearly, building speculative apartments is a somewhat risky prospect. This would make any incentives local governments or bankers could provide to reduce financial exposure effective tools in directing apartment development into planned revitalization areas. Also, apartments near Liberty Center would serve students even during deployment times and thus be less likely to suffer from severe fluctuations in vacancy rates.

C) Alternatives for Organizing Housing Initiatives
During its brief visit, the Resource Team did not reach a conclusion as to the organization that should take charge of housing redevelopment efforts; however, it is clear that some coordinating entity will be required. If outside funding is required to implement an ambitious redevelopment effort, this coordinating entity may need to be legally able to administer grants, borrow money, and acquire, own, rent and sell property.
There are several options. The following chart shows some of the strengths and weaknesses of each. Since many components of the housing revitalization effort will require cooperation with the county, it may be important to include county representation in any of these options.

Type of Entity
Urban Redevelopment Authority (see Urban Redevelopment Act)
Public Housing Authority
Community Development Corporation-Community Housing Development Organization (CHDO)
Existing Development Authority

Powers and Responsibilities
Overseeing an officially adopted Urban Redevelopment Plan to improve blighted or underutilized property.
Providing public housing to low income citizens.
Act as developer, owner, and coordinator of housing and commercial real estate projects.
Defined by current charter.

Strengths
The URA can be easily appointed/ dismissed by the City Council. Bylaws could be written as needed. Could be chosen to include appropriate mix of skills. City staff could administer day-today activities. Broad range of legal and financial powers.
Extensive experience with rehab of older buildings, costing projects and property maintenance.
An independent entity that is eligible for various grants and financial resources that can develop and own real estate. Developer's fee is reinvested into future community development activities.
Already in place.

Weaknesses
Would not officially be a joint city/county entity, though county representatives could be appointed. Would create an additional development entity.
Redevelopment goals/activities are broader than their current mission.
Need to create new organization and support staff and overhead.
Would require additional staff.

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D) Observations on Intown Neighborhoods
The following paragraphs focus on housing and land use conditions that need attention in specific intown areas of Hinesville.
Entryway to the City Hall Area East M. L. King, Jr. Drive at Hwy. 84 is faced on each side by unsightly structures that present a poor appearance for this entrance to the City Hall area.
Azalea Street The north side of Azalea Street has predominantly nice homes on adequate lots. The south side of this street is faced with a sidewalk and curb. Unfortunately, this side of the street has perhaps the poorest housing conditions and poorest residential environment in Hinesville. Beyond the sidewalk, the south side of the street is a mess of poor platting, with long skinny lots that have been built on with poorly constructed residential uses scattered about on the deep lots without access to a right-of-way.
West Court Street, West M. L. King Jr. Drive, and Bagley Avenue, From Memorial Drive to General Screven Way Situated between the courthouse and the high school, this predominantly residential area has a number of problems, but would be appropriate to save and enhance as a shaded, intown neighborhood. However, the zoning pattern indicates the city is unsure of its ultimate objective for this area. A parcel of about five commercial uses has been developed along a residential street, and the Downtown District zoning category allows owners to change from residential uses, apparently as a matter of right. Single-family uses are mixed with multifamily, and mobile homes are mixed in as well.

From Bradwell Street to North Main Street, Between General Stewart Way and East Washington Street This area is predominantly an older, but viable, residential area with amenities including trees and urban services. Most of the homes here are somewhat small but in reasonably good repair. Some, however, are deteriorated and one or two might be considered dilapidated. In recent years, multifamily uses have been allowed in scattered lots here, and a few mobile homes also intrude. A number of lots have been allowed to change to nonresidential uses, again through the city's Downtown District zoning category.
From North Main Street to Gause Street, Between Memorial Drive and General Stewart Way This area is characterized by mostly poorly built homes and mobile homes, some on badly platted lots, intermixed with satisfactory single-family homes and lowdensity multifamily public housing. The basic framework is in place for a good residential area to be preserved, but care must be taken with rezoning and building permits to keep the area from further deterioration.
Multifamily Area at Rolland Street and Griffin Street The city has accomplished significant improvements in this area including repaving streets and installing curb and gutter, water and sewer lines, and storm drainage. Sixteen new apartments have been built recently, and 24 more are proposed. CDBG funds have been used to rehabilitate a number of units. However, several absentee owners have rejected the rehabilitation funds, causing several lots to appear significantly deteriorated.

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E) Possible Funding Sources

Program Title
Capital Outlay for Public School Facilities Construction
Community Development Block Grant Program -- Regular Round
Downtown Development Revolving Loan Fund (DD RLF)
chart continued on next page

Program Description
Eligible Activities: Grants for new construction, renovation, and modifications of public school facilities. Total Funding: Determined annually by the Georgia General Assembly. Maximum per Project: Determined by project application. Match Requirements: 10% - 25% local matching funds required.
Eligible Activities: Grants for housing improvement projects, public facilities such as water and sewer lines, buildings such as local health centers or headstart centers, and economic development projects. Total Funding: Approximately $43 million per year. Maximum per Project: Single-Activity: $500,000; Multi-Activity: $800,000 Match Requirements: Grants up to $300,000, or grants for single activity
housing projects - no matching funds required.
Grants of $300,000 to $500,000 5% local matching funds required.
Grants of more than $500,000 10% local matching funds required.
Eligible Activities: Loans to non-entitlement cities and counties for small and middle-size communities in implementing quality downtown development projects. Total Funding: Approximately $2.3 million per year. Maximum per Project: $200,000 Match Requirements: N/A Other: Interest Rate: below-market rates, depending on project requirement Repayment Period: up to 20 years, depending on the assets financed and project requirements. Security: usually project collateral and backing by the applicant.

Administering Agency/Contact
Georgia Department of Education Facilities Services Unit 1670 Twin Towers, East Atlanta, Georgia 30334
William Jerry Rochelle, Ph.D. (404) 656-2454
Georgia Department of Community Affairs 60 Executive Park South, NE Atlanta, Georgia 30329
Susan McGee (404) 679-3176 smcgee@dca.state.ga.us
Georgia Department of Community Affairs 60 Executive Park South, NE Atlanta, Georgia 30329
Steed Robinson (404) 679-1585 srobinso@dca.state.ga.us
Russell Morrison (404) 679-4825 rmorriso@dca.state.ga.us

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Program Title
Employment Incentive Program

Program Description

Administering Agency/Contact

Eligible Activities: Grants for local projects intended to facilitate and enhance job creation and/or retention, principally for persons of low and moderate income. Total Funding: Approximately $5 million per year. Maximum per Project: $500,000 Match Requirements: Dollar for dollar private leverage minimum.

Georgia Department of Community Affairs 60 Executive Park South, NE Atlanta, Georgia 30329
Andy Yarn (404) 679-1589 ayarn@dca.state.ga.us
Mitch Griggs (404) 679-0593 mgriggs@dca.state.ga.us

Georgia Commission for National and Community Service/Americorps State

Eligible Activities: Grants to meet community service needs which match national need areas as determined annually by the Corporation for National Service. Total Funding: Approximately $4.4 million per year. Maximum per Project: Varies dependent on need. Match Requirements: 15% local matching funds required.

Georgia Commission for National and Community Service 60 Executive Park South, NE Atlanta, Georgia 30329
James P. Marshall, Jr. (404) 327-6844 jmarshal@dca.state.ga.us

Georgia Community Housing Development Organization (CHDO) Housing Program

Eligible Activities: Loans for predevelopment activities (CHDO Predevelopment Loan Program), acquisition, new construction, and rehabilitation of rental housing developments for multi-family, special needs, and elderly tenants of 20 or more units that are targeted to low-income households. Total Funding: Approximately $4.7 million per year. Maximum per Project: $2,800,000 Match Requirements: N/A

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Georgia Department of Community Affairs 60 Executive Park South, NE Atlanta, Georgia 30329 Doug Scott (404) 327-6881 douscott@dca.state.ga.us
chart continued on next page

Program Title

Program Description

Georgia Heritage Grants

Eligible Activities: Grants to assist eligible applicants with the rehabilitation of Georgia Register-listed historic properties and related activities Total Funding: $307,000 for FY2001, $250,000 for Development Projects, $50,000 for Predevelopment Projects. Maximum per Project: $40,000 for Development Projects, $20,000 for Predevelopment Projects Match Requirements: 40% local matching funds required.

Grassroots Arts Program

Eligible Activities: Grants to arts organizations and other groups to support Grassroots arts activities that broaden and deepen public participation in the arts. Total Funding: N/A Maximum per Project: $2,000 Match Requirements: N/A

Home Buyer Program

Eligible Activities: Loans at fixed, below market interest rates to qualified low to moderate-income home buyers. Total Funding: Approximately $120 million per year. Maximum per Project: Individual maximum loan amounts vary by type of unit (new or existing), location, and type of loan (FHA, VA, RECD, or Conventional). Match Requirements: N/A

Land and Water Conservation Fund (LWCF)

Eligible Activities: Grants for acquisition of real property and development of facilities for generalpurpose outdoor recreation. Total Funding: Dependent upon annual congressional appropriations. Maximum per Project: $35,000. Match Requirements: 50% local matching funds required.

Administering Agency/Contact
Georgia Department of Natural Resources Historic Preservation Division 156 Trinity Avenue, SW Suite 101 Atlanta, Georgia 30303
Cherie Blizzard (404) 651-5181
Georgia Council for the Arts 260 14th Street, NW Suite 401 Atlanta, Georgia 30318 (404) 685-2787
Georgia Department of Community Affairs 60 Executive Park South, NE Atlanta, Georgia 30329
Carmen Chubb (404) 679-4846 cchubb@dca.state.ga.us
Georgia Department of Natural Resources Parks, Recreation and Historic Sites Division Grants Administration and Planning 205 Butler Street, SE Suite 1352 Atlanta, Georgia 30303
Antoinette Norfleet (404) 656-3830

chart continued on next page 33

Program Title
Local Development Fund

Program Description
Eligible Activities: Grants to fund community improvement activities of local governments in Georgia Total Funding: Approximately $650,000 per year. Maximum per Project: $10,000 for single community. projects; $20,000 for multi-community projects. Match Requirements: Dollar for dollar local matching funds required.

Administering Agency/Contact
Georgia Department of Community Affairs 60 Executive Park South, NE Atlanta, Georgia 30329
Rhonda Gilbert (404) 679-1744 rgilbert@dca.state.ga.us

Low Income Housing Tax Credit Program

Eligible Activities: Provides a federal income tax credit to building owners for the acquisition, construction or rehabilitation of low income rental housing affordable to low and moderate income families. Total Funding: Approximately $9.5 million per year. Maximum per Project: 30% of the present value for developments involving acquisition; 70% of the present value for developments involving new construction or rehabilitation. Match Requirements: N/A

OneGeorgia Equity Fund Program

Eligible Activities: Grants and loans to finance activities that will assist in preparation for economic development. Eligible projects include traditional economic development projects such as water and sewer projects, road, rail and airport improvements and industrial parks as well as workforce development projects, technology development or tourism development proposals, just to name a few. Special consideration is given to projects of regional significance. Total Funding: Approximately $10 million per year. Maximum per Project: $500,000 Match Requirements: N/A Other: Application deadlines are: January 16, 2001/Awarded March 30 May 15, 2001/Awarded July 31 September 14, 2001/Awarded November 30

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Georgia Department of Community Affairs 60 Executive Park South, NE Atlanta, Georgia 30329 Nathan Mize (404) 679-0616 nmize@dca.state.ga.us
OneGeorgia Authority 1202-B Hillcrest Parkway Dublin, Georgia 31021 Laura Meadows (478) 274-7734 lmeadows@georgia.org
chart continued on next page

Program Title
OneGeorgia Edge Fund Program
Organizational Grants
OwnHOME Program
Public Library Capital Outlay Grant Program chart continued on next page

Program Description
Eligible Activities: Provides financial assistance to eligible applicants that are being considered as a relocation or expansion site and are competing with another state for location of a project. Eligible uses of EDGE funds are the development of public infrastructure, land acquisition and site development. Total Funding: Approximately $10 million per year. Maximum per Project: N/A Match Requirements: N/A Other: EDGE applications are currently being accepted and will continue to be accepted on an ongoing basis.
Eligible Activities: Grants designed to provide support to arts organizations and other groups administering arts projects. Total Funding: N/A Maximum per Project: $5,000 Match Requirements: 25% local matching funds required.
Eligible Activities: Loans for first-time home buyers with a deferred payment to cover most of the down payment, closing costs and prepaid expenses associated with their home purchase. Total Funding: Approximately $3 million per year. Maximum per Project: $5,000 Match Requirements: 1.5% personal matching funds required.
Eligible Activities: Grant program providing financial and consultant assistance for the construction of public library facilities. Total Funding: Dependent upon annual appropriation. Maximum per Project: $2,000,000 Match Requirements: 10 15% local matching funds required.

Administering Agency/Contact
OneGeorgia Authority 1202-B Hillcrest Parkway Dublin, Georgia 31021 Laura Meadows (478) 274-7734 lmeadows@georgia.org
Georgia Council for the Arts 260 14th Street, NW Suite 401 Atlanta, Georgia 30318 (404) 685-2787
Georgia Department of Community Affairs 60 Executive Park South, NE Atlanta, Georgia 30329 Carmen Chubb (404) 679-4846 cchubb@dca.state.ga.us
Georgia Department of Education Office of Public Library Services 1800 Century Place, NE Suite 150 Atlanta, Georgia 30345 Thomas A. Ploeg (404) 982-3560
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Program Title
Recreation Assistance Fund (RAF) Recreational Trails Program (RTP) Regional Assistance Program (RAP)
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Program Description

Administering Agency/Contact

Eligible Activities: Grants for the purchase of real property, facility development or rehabilitation of existing facilities to increase the local supply of public recreation lands and/or facilities. Total Funding: Approximately $1 million per year. Maximum per Project: $12,500 Match Requirements: N/A

Georgia Department of Natural Resources Parks, Recreation and Historic Sites Division Grants Administration and Planning 205 Butler Street, SE Suite 1352 Atlanta, Georgia 30334
Antoinette Norfleet (404) 656-3830

Eligible Activities: Grants for acquisition and/or development (80% federal / 20% local) of motorized and non-motorized recreational trails including new trail construction, maintenance/rehabilitation of existing trails, trail-side and trail-head facilities. Total Funding: Approximately $1.2 million per year. Maximum per Project: $100,000 Match Requirements: 20% local matching funds required.

Georgia Department of Natural Resources Parks, Recreation and Historic Sites Division Grants Administration and Planning 205 Butler Street Suite 1352 Atlanta, Georgia 30334
Antoinette Norfleet (404) 656-3830

Eligible Activities: Grants for Regional Economic Development
Total Funding: $1,128,125 per year.
Maximum per Project: $500,000
Match Requirements: Applicants for facilities and construction grants in local
governments within Tier 1 counties or in joint development authorities including a Tier 1 county are not required to match the requested grant amount. Applicants for facilities and construction grants in local governments within Tier 2 counties or in joint development authorities including a Tier 2 county must match at least one-half (50%) of the requested grant amount. Applicants for facilities and construction grants in local governments within Tier 3 counties or in joint development authorities including a Tier 3 county must match an equal or greater amount of the requested grant amount. Applicants for grants for multi-county activities that do not involve construction must match at least one half (50%) of the requested grant amount.

Georgia Department of Community Affairs 60 Executive Park South, NE Atlanta, Georgia 30329
Mitch Griggs (404) 679-0593 mgriggs@dca.state.ga.us

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Program Title
Transportation Enhancement Program

Program Description
Eligible Activities: Federal grants for twelve categories of transportation enhancement activities. Total Funding: Approximately $23 million per year. Maximum per Project: $1,000,000 Match Requirements: 20% local matching funds required.

Type II Eisenhower Professional Development Program Competitive Grants

Eligible Activities: Grants for demonstration and exemplary projects for improving instruction in mathematics and science. Total Funding: Approximately $12,130,000 per year. Maximum per Project: Determined by project application. Match Requirements: 33% local matching funds required.

Urban and Community Forestry Assistance Program

Eligible Activities: Grants designed to encourage citizen involvement in creating and supporting longterm and sustained urban and community forestry programs throughout the state. Total Funding: Determined annually by the US Forest Service. Maximum per Project: Determined by project application. Match Requirements: 50% local matching funds required.

Administering Agency/Contact
Georgia Department of Transportation Planning Division No. 2 Capitol Square Atlanta, Georgia 30334
Marta Rosen (404) 657-5226
Georgia Department of Education Division of School Support 1852 Twin Towers East Atlanta, Georgia 30334
Brendon Long (404) 657-8300
Georgia Forestry Commission Urban and Community Forestry Assistance Program 5645 Riggins Mill Road Dry Branch, Georgia 31020
Susan Reisch (912) 751-3521

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HOPE VI This program is an excellent source of funds for the redevelopment of Memorial Drive as a mixed-use corridor.
HOPE VI is a HUD (U.S. Housing and Urban Development) initiative designed to eliminate dilapidated and substandard public housing. HUD accepts applications only from Public Housing Authorities, who receive applications each fiscal year. Since 1993, HUD has awarded over $500 million to communities to improve the quality of life for low-income residents.
The HOPE VI program has five key objectives: 1) Changing the physical shape of public housing by demolishing severely
distressed projects -- high-rises and barracks-style apartments - and replacing them with garden-style apartments or townhouses that become part of their surrounding communities.
2) Reducing concentrations of poverty by encouraging a greater income mix among public housing residents and by encouraging working families to move into public housing and into new market-rate housing being built as part of the neighborhoods where public housing is located.
3) Establishing support services -- such as education and training programs, child care services, transportation services and counseling -- to help public housing residents get and keep jobs.
4) Establishing and enforcing high standards of personal and community responsibility by barring drug dealers and other criminals from moving into public housing and evicting those already there, under President Clinton's One Strike and You're Out policy and through other anti-crime programs as well.
5) Forging broad-based partnerships to involve public housing residents, state and local government officials, the private sector, non-profit groups and the community at large in planning and implementing the new communities.
HUD awarded the City of Savannah PHA a $16 million grant in August 2000, which the PHA will use to develop 111 public housing rental units, 24 market rate units, 108 affordable rental units, and 30 affordable offsite units. Officials from Savannah would most likely be available for "brain-picking" sessions should Hinesville be interested in pursuing the HOPE VI grant.

HUD Dollar Homes Program HUD launched its new "Dollar Homes" initiative to sell local governments thousands of HUD-owned homes for $1 each to create housing for families in need and to revitalize neighborhoods.
Under the policy, single-family homes that are acquired in foreclosure actions by the Federal Housing Administration (which is part of HUD) will be eligible for sale to local governments around the nation for $1 each when the homes have been listed for sale for at least six months and remain unsold. Over 1,000 homes will initially be eligible for sale to local governments under the initiative, with additional homes available for sale each week.
HUD Secretary Andrew Cuomo and Congressman John Kasich of Ohio announced the new HUD Dollar Home initiative on March 1, which officially begins May 1, 2000. The Dollar Homes policy will build better futures for hundreds of communities and thousands of families across our nation," Secretary Cuomo said at the announcement. "It will help reverse decades of decline in our cities by revitalizing neighborhoods, attracting new residents, and promoting home ownership."
The program allows local governments to purchase the homes and rent them as low-moderate income units, or sell the units and reinvest the proceeds into community development initiatives. As of December 12, 2000, the City of Hinesville has access to five houses under this program. The terms of the HUD program require a dollar purchase price plus closing costs (paid by the city). The home prices ranged in value from $35,000 to $80,000. If the city chose to sell the units, even well below market rate, it would recognize a net gain of around $200,000 which could be used specifically for community development.
DCA's Own Home program may be available to provide down payment assistance to qualified buyers. Although these are homes that have been on the market for more than six months, selling them below market rate, with down payment assistance, would help move the units quickly.
Low Income Housing Tax Credit Program The total estimated amount of federal credit available for 2001 is approximately $9.5 million, 10% of which is a federally mandated set-aside for nonprofit-sponsored applications. Qualified nonprofit organizations must materially participate in the project. 30% of the available credits will be set-aside for applications proposing affordable housing developments in rural counties. A state tax credit is matched dollar for dollar.

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HOME Loans HUD allocates HOME funds to states annually, using a formula that takes into consideration the existence of substandard housing conditions and poverty levels within each state. Approximately $15 million is available. This program is designed to provide below market, favorable term financing for affordable rental housing. In Georgia, this program is intended to serve those individuals who have incomes ranging from 30% to 60% of area median incomes. Fifteen percent of the State's allocation will be set aside for projects owned by non-profits that have be prequalified by DCA as CHDO's. CHDO Predevelopment Loan Program The purpose of this program is to assist qualified nonprofit organizations in the preparation of complete and comprehensive development financing applications in order to maximize the use of CHDO set-aside funds under the HOME program. Funding is available to non-profits which have been qualified by DCA as having met the HUD requirements for designation as CHDO, and which plan to become the owners of newly constructed or rehabilitated rental housing for occupancy by low and moderate income residents. Eligible funding activities are the financing for the predevelopment costs associated with a CHDO Loan Program-eligible project, incurred up to the closing of the CHDO Loan Program funding. Those costs include a market study, title search, environmental review and architectural plans.
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