Quality Growth Resource Team report, White County, Georgia : June 10-13, 2004

Quality Growth Resource Team Report
White County, Georgia
June 10 13, 2004

How to Use This Report This report has been formatted for use as a workbook by your community to assist with implementing quality growth projects. Use the icon key below to find specific information as described:
ICON KEY
` Funding Sources
( Technical Assistance & Training
@ Toolkit i Other Resources
& Workbook
Community Resource Team visits and final presentation reports are coordinated and produced by the Georgia Department of Community Affairs. The electronic version of this publication (PDF) may be found online at: www.dca.state.ga.us/publications/whitecounty.html
CDs are available upon request. Contact: Julie Brown jbrown@dca.state.ga.us phone: 404.679.0614

Table of Contents
Introduction .........................................................................................1
What is Quality Growth?................................................ 1 Quality Community Objectives........................................ 1 Does Quality Growth Matter?.......................................... 3 What is a Quality Growth Resource Team Visit? ................... 5 Why Have a Quality Growth Resource Team Visit?................ 5 What Resources are Available to Implement Quality Growth Resource Team Recommendations? .............................................................................. 6 Meet the Quality Growth Resource Team ........................... 8 Georgia Quality Growth Partnership ................................. 9
Recommendations..................................................................................... 11
Overall Development Concept ...................................... 11 Effective Development Process..................................... 14 Sense of Place.......................................................... 20 Environmental Protection & Open Space ......................... 27 Appropriate Economic Development............................... 30 Walkability .............................................................. 37 Compact Development ............................................... 40 Housing Choices ....................................................... 44 Transportation Alternatives ......................................... 48
Illustrations ........................................................................................... 51 Appendix ........................................................................................... 80
Ecological Threats..................................................... 81

WHITE COUNTY

WHITE COUNTY

Chapter
1

Introduction
What is Quality Growth?
Quality growth, in many ways, means returning to the way we used to build our communities and neighborhoods: places where people could walk to school or the corner drugstore, pursue recreational activities at a nearby park, or just sit on the front porch and get to know their neighbors. The following principles, adopted by DCA, embody the ideals that quality growth practices are intended to promote.
i Quality Community Objectives REGIONAL IDENTITY Regions should promote and preserve an "identity," defined in terms of traditional regional architecture, common economic linkages that bind the region together, or other shared characteristics. GROWTH PREPAREDNESS Each community should identify and put in place the prerequisites for the type of growth it seeks to achieve. These might include housing and infrastructure (roads, water, sewer and telecommunications) to support new growth, appropriate training of the workforce, ordinances to direct growth as desired, or leadership capable of responding to growth opportunities.

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APPROPRIATE BUSINESSES The businesses and industries encouraged to develop or expand in a community should be suitable for the community in terms of job skills required, linkages to other economic activities in the region, impact on the resources of the area, and future prospects for expansion and creation of higher-skill job opportunities. EDUCATIONAL OPPORTUNITIES Educational and training opportunities should be readily available in each community to permit community residents to improve their job skills, adapt to technological advances, or to pursue entrepreneurial ambitions. EMPLOYMENT OPTIONS A range of job types should be provided in each community to meet the diverse needs of the local workforce. HERITAGE PRESERVATION The traditional character of the community should be maintained through preserving and revitalizing historic areas of the community, encouraging new development that is compatible with the traditional features of the community, and protecting other scenic or natural features that are important to defining the community's character. OPEN SPACE PRESERVATION New development should be designed to minimize the amount of land consumed, and open space should be set aside from development for use as public parks or as greenbelts/wildlife corridors. ENVIRONMENTAL PROTECTION Environmentally sensitive areas should be protected from negative impacts of development, particularly when they are important for maintaining traditional character or quality of life of the community or region. Whenever possible, the natural terrain, drainage, and vegetation of an area should be preserved. REGIONAL COOPERATION Regional cooperation should be encouraged in setting priorities, identifying shared needs, and finding collaborative solutions, particularly where it is critical to success of a venture, such as protection of shared natural resources. TRANSPORTATION ALTERNATIVES Alternatives to transportation by automobile, including mass transit, bicycle routes, and pedestrian facilities, should be made available in each community. Greater use of alternate transportation should be encouraged. SHARED SOLUTIONS Regional solutions to needs shared by more than one local jurisdiction are preferable to separate local approaches, particularly where this will result in greater efficiency and less cost to the taxpayer.
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HOUSING OPPORTUNITIES Quality housing and a range of housing size, cost, and density should be provided in each community, to make it possible for all who work in the community to also live in the community. TRADITIONAL NEIGHBORHOODS Traditional neighborhood development patterns should be encouraged, including use of more human scale development, mixing of uses within easy walking distance of one another, and facilitating pedestrian activity. INFILL DEVELOPMENT Communities should maximize the use of existing infrastructure and minimize the conversion of undeveloped land at the urban periphery by encouraging development or redevelopment of sites closer to the downtown or traditional urban core of the community. SENSE OF PLACE Traditional downtown areas should be maintained as the focal point of the community or, for newer areas where this is not possible, the development of activity centers that serve as community focal points should be encouraged. These community focal points should be attractive, mixed-use, pedestrian-friendly places where people choose to gather for shopping, dining, socializing, and entertainment.
Does Quality Growth Matter?
Quality growth can yield a number of benefits for your community:
Residents will enjoy an improved quality of life, more affordable housing, cleaner water and air, more
walkable neighborhoods, and reduced commuting times.
Developers will experience reduced infrastructure and land costs and more predictability in the development
approval process.
Your local government will benefit from reduced service delivery costs, increased tax revenues, and enhanced
economic development potential.
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COST SAVINGS Studies show that sprawling development costs government in terms of provision of public services like water and sewer, emergency services and transportation. Research by the Real Estate Research Corp. shows that compact growth can be as much as 70 percent cheaper for governments than in areas with more dispersed growth patterns. Comparing the costs for governments in 10 counties, the University of Kentucky found that police, fire, and school services cost less in those counties where growth was concentrated and highest in those with scattered growth. In South Carolina, a study concluded that planned development could save 12 percent in infrastructure costs that would be spent providing the same infrastructure under sprawling growth projections. The development community saves costs as well through reduced per-unit costs for power and telephone lines, small streets, and more efficient service delivery.
PROTECTING THE ENVIRONMENT Implementing quality growth principles like compact development, greenspace protection, better street connectivity, and greater opportunities for using alternative transportation lead to less urban runoff into streams to pollute our waters and less traffic exhaust to pollute our air. A 2000 study by the Natural Resources Defense Council (NRDC) and the Environmental Protection Agency (EPA) of three California neighborhoods suggested that the environmental benefits of quality growth are real and can be measured. A more recent study by NRDC and EPA in Nashville corroborates this study and further suggests that the combination of better transportation accessibility and a modest increase in land-use density can produce measurable benefits even in automobile-oriented suburban communities. These studies are the first to evaluate actual neighborhoods rather than conceptual models. In the Nashville study, a more densely populated neighborhood closer to downtown Nashville out performed a suburban, lower density neighborhood in terms of land consumption, water consumption, air pollutant emissions, greenhouse gas emissions, and stormwater runoff.
ECONOMIC DEVELOPMENT The quality of life offered by quality growth development is important to residents, and contributes to economic development. Corporations are more mobile than ever, and quality of life is a big location factor for business. A case in point is Hewlett Packard's decision not to construct a second office tower in the Atlanta region becaus e of its traffic congestion and air quality. Research also shows that perceived decline in quality of life leads to lower retention of skilled workers. Recent surveys in Austin, Texas show that the more educated residents are, the more likely they are to perceive decline, and skilled residents who do perceive decline are more likely to leave the area.
PUBLIC HEALTH BENEFITS Quality growth is an emerging issue in the public health field where significant research is starting to focus on the relationship between sprawl and obesity related diseases like diabetes and heart problems. Such research is underway now at the Centers for Disease Control and at Boston University's School of Public Health and is expected to demonstrate that better development patterns improve health on community residents. Active Living by Design, a joint program of the University of North Carolina at Chapel Hill and the Robert Wood Johnson Foundation is devoted to issues of public health and the built environment, financing both research on the issue, and actual projects testing the impact of community design that fosters daily activity.
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What is a Quality Growth Resource Team Visit?
The Quality Growth Resource Team for White County was brought together in June through a collaboration with White County, the Georgia Department of Community Affairs (DCA) and the Georgia Quality Growth Partnership (GQGP), a state-wide coalition of government agencies, universities, non-profits and business groups working to provide technical assistance on "smart growth" issues to Georgia communities. The resource team focused their study on the entire area of White County, and its municipalities. The multidisciplinary team was made up of specialists in city planning, real estate development, urban design, historic preservation, architecture, resource conservation, and housing. Team members were chosen with the area's particular concerns in mind, which were initially defined in a meeting with the local officials held weeks in advance of the actual team visit. The team spent approximately a week in the project area. The visit began with a facilitated meeting involving a broad cross section of community representatives, designed to give the team members a deeper understanding of development issues and needs of the project area. During the week the team toured the project area by bus, visited area buildings, spoke with local officials, reviewed local ordinances, conducted field surveys, prepared schematic design solutions, and formulated policy recommendations. The visit culminated with a review of the team's recommendations to the local officials on Thursday, June 10th. The team's recommendations were then passed to DCA staff for formatting into this final report. The team would like to thank White County staff, elected officials and citizens for making us feel so welcome in the area. The ideas and solutions proposed here are only a beginning intended to stimulate interest in redeveloping White County so that residents may enjoy living in a vibrant and beautiful area.
Why Have a Quality Growth Resource Team Visit?
A Quality Growth Resource Team visit is an important first step toward achieving more desirable development patterns in your community. If your community is experiencing symptoms of unplanned development, a Quality Growth Resource Team can help determine why, and what factors are under your control to change. Planning commissions, other local officials, community leaders, citizens, civic organizations, and the media can use the results of this report to guide planning and decision-making that will promote more quality growth in the community.
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What Resources are Available to Implement Quality Growth Resource Team Recommendations?
`Quality Growth Funding Sources A variety of funding sources are available to assist with the implementation of quality growth best practices on the Georgia Quality Growth Partnership (GQGP) website. The link below will take you directly to the GQGP website Financial Sources Directory. Funding Sources for Quality Growth
(Quality Growth Technical Assistance & Training Opportunities A variety of resources are available to assist with the implementation of quality growth best practices on the Georgia Quality Growth Partnership (GQGP) website. The links below will take you directly to the GQGP website Technical Assistance Directory and Training Opportunities page. Technical Assistance Directory Training Opportunities
@ Quality Growth Toolkit The Quality Growth Toolkit provides advice to local governments on tools that may be used to put quality growth principles into practice at the local level. The link below will take you directly to the Georgia Quality Growth Partnership (GQGP) website Toolkit page. Toolkit of Best Practices
.
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i Other Resources
Georgia's Urban Redevelopment Law Georgia's Housing Source
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Meet the Quality Growth Resource Team

Leigh Askew Georgia Department of Community Affairs

David Gjertson W.K. Dickson Group

Mary Jo Bragan US Environmental Protection Agency

Darren Harper The Brunswick Company

Julie Brown Georgia Department of Community Affairs

Cynthia Harrison Georgia Department of Community Affairs

Jessica Buesching Georgia Department of Community Affairs

Renetta Hobson Georgia Department of Community Affairs

Joel Cordle Georgia Department of Community Affairs Jan Coyne The University of Georgia

Frank Jenkins Jenkins & Olsen, P.C. Nancy Johnston Georgia Department of Community Affairs

Steve Dempsey The University of Georgia Cynthia Easley Georgia Department of Community Affairs Kate Edwards Georgia Department of Community Affairs Carmine Fischetti Georgia Department of Community Affairs Karen Fite Georgia Institute of Technology

Ikroop Kaur Georgia Department of Community Affairs Kent Kirbow Georgia Department of Community Affairs Jonathan Lewis Jordan Jones & Goulding, Inc. Tyler Newman Home Builders Association of Georgia Kathy Papa Georgia Department of Community Affairs

8

Dee Dee Quinnelly Georgia Department of Community Affairs Martha Reimann Georgia Department of Community Affairs David Ronningen Northwest Georgia Administrative Services Chad Rupert The University of Georgia William P. (Bill) Russell The University of Georgia Mary Kay Santore US Environmental Protection Agency Bettie Sleath Home Builders Association of Georgia Jerry Weitz Jerry Weitz & Associates, Inc. Gary White Georgia Forestry Commission Adriane Wood Georgia Department of Community Affairs Annaka Woodruff Georgia Department of Community Affairs

WHITE COUNTY
Georgia Quality Growth Partnership
The Georgia Quality Growth Partnership (GQGP) is a collaboration among diverse public and private organizations formed out of the desire to coordinate their efforts at promoting "quality growth" approaches throughout the State of Georgia. The primary purpose of the GQGP is to facilitate local government implementation of quality growth approaches by: 1. Disseminating objective information on the various approaches. 2. Developing tools for implementing these approaches. 3. Sharing of best practices learned from other places, times, and cultures. 4. Promoting acceptance of quality growth by the general public and community leaders.
Founded in March 2000, the GQGP has grown to more than forty organizations, each contributing time, in kind services, or financial resources to fostering Partnership efforts.
GUIDING PRINCIPLES The GQGP members believe that fostering livable communities requires innovative solutions that:
1. Ensure equitable access for all citizens to a range of options for education, transportation, housing, employment, human services, culture, and recreation.
2. Create opportunities for citizens to learn more about community planning and actively encourage their involvement in public decision-making.
3. Respect and protect our natural resources wildlife, land, water, air and trees. 4. Shape appealing physical environments that enhance walkability and positive social interaction. 5. Recognize that community decisions have an impact on neighboring jurisdictions and, therefore, must be made from a
responsible regional and statewide perspective. 6. Incorporate practices learned from our local experience as well as from other communities and cultures. 7. Preserve and enhance our cultural and historic places for future generations. 8. Provide for the efficient and economical use of public infrastructure. 9. Employ the principles of sustainability and balance to ensure the economic viability of all communities and to enhance the
state's economic competitiveness.
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WHITE COUNTY

Chapter
2

Recommendations

i Overall Development Concept The Resource Team identified seven separate development character areas within the county and recommends unique development strategies for each of these areas. The focus areas are described below and mapped in Illustration 1:

Character Area CONSERVATION AREAS
AGRICULTURAL AREAS RURAL RESIDENTIAL AREAS
SUBURBAN AREAS

Sub-Area PROTECTED TO BE PROTECTED
VILLAGE HAMLET RESIDENTIAL PLANNED COMMUNITY

Description Permanently protected open space/parks. Additional lands that require protection through land acquisition or regulation. Areas of farming that should be protected from other forms of development Low density exurban/rural development with no planned public water or sewer. Where conservation subdivisions will be strongly preferred to traditional large lot sprawl. Areas where medium density residential development should occur, served with public water and sanitary sewer and allowing "age in place" accessory apartments for elderly independent living clustered around small walkable neighborhood commercial nodes. Large planned residential communities following traditional neighborhood development principles.

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TOWN CENTERS CORRIDORS

MIXED-USE ACTIVITY CENTERS CORRIDOR SCENIC
CORRIDOR TOURIST/RESORT COMMERCIAL CORRIDOR -- BYPASS

LIGHT INDUSTRIAL AREAS

CORRIDOR EXISTING COMMERCIAL STRIP

Example is Robertstown; small-scale retail uses, restaurants, and dense neighborhoods. Designated or proposed scenic roads that provide for an interesting drive for visitors linked with a coordinated wayfinding signage and gateway landscaping. Developed or developing areas devoted to serving lodging, recreational, and shopping needs. Can be mixed use. Specific land use strategies recommended to concentrate development in "nodes." A designated corridor that requires reservation of land for major highway improvement; specific land use strategies recommended to concentrate development in "nodes." Access management strategies needed to protect highway capacity. Corridors developed as commercial strips; remediation needed to correct for functional and aesthetic problems; mixed use recommended. Areas set aside or developed for light industry or other employment concentrations.

The Resource Team recommends that new residential and commercial development in the county be concentrated in and around the Mixed-Use Activity Centers (which include well-designed new town centers at major highway intersections). New industries or other major employers should be directed to the existing abandoned industrial site in the county. The Town Centers should be linked by attractive highways (perhaps protected as Scenic Byways) and a countywide network of greenspace and trails, available to pedestrians, bicyclists, and equestrians for both tourism and recreation purposes. Outside the Town Centers, every effort should be made to encourage and maintain the existing rural and scenic character of the County. This does not mean that no development would occur outside the Town Centers, but any new development should be designed to blend with the rural landscape that makes White County a desirable place to live and a unique tourist destination.

Recommended specific development strategies for each character area are summarized in the following table:

Character Area CONSERVATION AREAS
AGRICULTURAL AREAS

Development Strategy Maintain rural character by not allowing any new development. Widen roadways in these areas only when absolutely necessary and carefully design the roadway alterations to minimize visual impact. Promote these areas as passiveuse tourism and recreation destinations. Maintain scenic rural character by strictly limiting new development and protecting farmland and open space. These areas can be protected by maintaining large lot sizes (at least 10 acres) and promoting use of conservation easements by land owners. Residential subdivisions should be severely limited, but if minor exceptions are made,

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RURAL RESIDENTIAL AREAS SUBURBAN AREAS TOWN CENTERS
CORRIDORS LIGHT INDUSTRIAL AREAS

they should be required to follow conservation subdivision design requirements. Any new development should be required to use compatible architecture styles that maintain the regional rural character, and should not include "franchise' or "corporate' architecture. Widen roadways only when absolutely necessary and carefully design the roadway alterations to minimize visual impact. Promote these areas as passive-use tourism and recreation destinations. Maintain rural atmosphere while accommodating new residential development as "conservation subdivisions" that incorporate significant amounts of open space. Encourage compatible architecture styles that maintain the regional rural character, and do not include "franchise" or "corporate" architecture. Promote moderate density, traditional neighborhood development (TND) style residential subdivisions. Each new development should be a master-planned community with mixed-uses, blending residential development with schools, parks, recreation, retail businesses and services, linked in a compact pattern that encourages walking and minimizes the need for auto trips within the subdivision. Encourage compatible architecture styles that maintain the regional character, and do not include "franchise" or "corporate" architecture. Each Town Center should include relatively high-density mix of retail, office, services, and employment to serve a local market area. Tourist facilities (hotels, visitor centers, etc.) s hould be concentrated in the Town Centers. Residential Development should be targeted to a broad range of income levels, including multi-family town homes, apartments and condominiums. Design for each Town Center should be very pedestrian-oriented, with strong walkable connections between different uses. Road edges should be clearly defined by locating buildings at roadside with parking in the rear. Include direct connections to the proposed countywide greenspace and trail network. Concentrate development in nodes. Maintain a natural vegetation buffer (at least 50 feet in width) along major corridors. All new development should be setback behind this buffer, with access roads, shared driveways or interparcel road connections providing alternate access to these developments and reducing curb cuts and traffic on the main highways. Ban all new billboards to protect scenic quality. Direct new industries or other major employers to any existing abandoned large sites, keeping properties from becoming unattractive, blighted, and vacant (which can cause health/ safety problems) or to well planned new sites in nodes along highway corridors or as near as possible to town centers.

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&Effective Development Process

Recommendation

Why Necessary

Status

The Quality Growth Resource Team

recommends that the County and

1

Cities focus on updating their comprehensive plans and

development regulations to ensure

that White County is fostering smart

growth and not encouraging sprawl.

White County has initiated a Quality Growth Advisory Council to ensure that the Comprehensive Plan and development regulations are consistent. Adoption of the Quality Growth Resource Team recommendations as a foundation to the updates is recommended.

Corridor map for bypass. White

The concept behind the corridor map is to give

County and Cleveland should prepare the local governments a tool to withhold

and adopt a corridor map with

development approval if a property owner

accompanying regulations that

wants to subdivide or build in the right-of-way.

2 protect the right-of-way of the bypass That provision should be incorporated into the

until acquired by the state. This can county's rewrite of the subdivision regulations.

be done by adopting the state model Since a small part of the bypass right-of-way is

"corridor map" regulation as part of within the city limits, the City of Cleveland

the city and county subdivision and should also adopt the corridor map concept.

land development regulations.

Land use concept for bypass corridor. A The bypass will result in important changes to

land use concept needs to be prepared the character of this part of the county, and

3

for properties within and near the bypass corridor and adopted as part of

the City of Cleveland. The county's comprehensive plan does not anticipate the

both the Cleveland and White County likely land use change that will result after

comprehensive plans. Community

construction by 2010. Whether the corridor

involvement is needed to get public

should commercialize or not is an important

Responsible Party

Notes

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Recommendation
input to the land use concept. The preliminary land use concept for the corridor needs to consider land use compatibility, housing objectives, economic development policies, and natural constraints.

Why Necessary
issue that should receive the collective agreement of both Cleveland and White County, since both have land use jurisdiction over properties within and near the bypass corridor.

# See Illustration 2

Establish criteria for when abandonment of public roads is acceptable. 4

Two public roads have been abandoned by the White County Board of Commissioners Blue Creek Road and Hardaman Road. These roads run through currently undeveloped areas, but have reportedly been abandoned per the request of property owners or developers. However, both of these roads provided some important opportunities for alternative accesses around Cleveland and Helen, respectively. In these two instances, abandonment may have foreclosed opportunities in the future for new roads. The county will need to expand the public road system as additional development occurs.

Substandard subdivision access.

Improvements cannot be made to substandard

Where substandard roads exist within roads unless sufficient right-of-way exists.

residential subdivisions, require the 5 dedication of additional right-of-way

(e.g., 25-30 feet from centerline of

the road) on a lot-by-lot basis, as

building permits are issued.

Inventory substandard roads. The

One has to know the magnitude of the problem

county needs to prepare an inventory and the locations of such substandard roads

6 of roads that present public safety issues such as inadequate fire truck

before solutions can be implemented.

and emergency medical service

vehicles.

Status

Responsible Party

Notes

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WHITE COUNTY

Recommendation

Why Necessary

Status

Improve substandard subdivision roads.

1. Establish special assessment

districts that require lot

owners to contribute toward

road improvements that bring

substandard roads up to

minimal county road

7

standards.

2. Improve substandard subdivision roads. Provide a county public road improvement program that provides funds to match homeowner association and private lot owner funds for improving existing substandard roads.

1. Funding is limited, and lot owners are the primary beneficiaries of the improvements; therefore, there should be a mechanism for all owners who would benefit from the improvement of the substandard road to help pay their share of the improvements.
2. County participation in the funding of road improvements can help entice property owners and homeowners associations to pursue road improvements.

Prevent further subdivision of land with access to substandard roads 8 through amendments to subdivision regulations.

There are compelling public interests associated with preventing further development that causes peril to persons and property due to an inability to serve development with fire protection and emergency medical services.

Establish "clear zone" requirements Dwellings built in forested areas are more for dwellings built in forested areas susceptible to destruction from forest fires. to prevent the loss of property from wildfires. Such requirements must be 9 compatible with hillside development objectives which strive to limit clearing of mountain and hillside lots to what is absolutely necessary. Use available technical assistance documents from the Georgia Forestry

Responsible Party

Notes

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WHITE COUNTY

Recommendation
See Appendix: Firewise Program
Materials

Why Necessary

Status

Responsible Party

Establish education programs and instructional guidelines for homeowners who build in forested areas. Use available technical 10 assistance documents from the Georgia Forestry Commission
See Appendix: Firewise Program
Materials Expand the county's subdivision regulations to regulate land 11 developments that do not require subdivision approval. Consult Department of Community Affairs' Model Code Prepare and adopt revised construction specifications for 12 subdivision and land development improvements.

Additional actions are needed, beyond those activities proposed to be regulated, to demonstrate to homeowners how they can protect their dwellings from forest fires.
In addition to zoning and subdivision regulations, White County needs better standards regulating development. These regulations are needed to address development that is exempt from the subdivision code and which does not require a zoning change. The land development regulations need to be supplemented with standard engineering drawings that illustrate acceptable improvements, such as street cross-sections, water supply, drainage culverts, etc.

Adopt mou ntain protection and

Community concern has increased about

hillside development regulations. The development practices on hillsides which

13

Dept. of Community Affairs' Model Code provides a template.

detract from the aesthetic character of the county. Community support is increasing

dramatically for regulations. The county must

act soon or risk further environmental and

aesthetic degradation.

14 Protect forested ridges overlooking Development of the forested ridgelines Helen from insensitive development. overlooking Helen will have a major aesthetic

Notes

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WHITE COUNTY

Recommendation

Why Necessary

At the time of the resource team visit, there was one ridgeline site that has been graded, leaving noticeable gap in the tree line. More of this type of development is probable, as the tourism economy of Helen continues to grow and property values continue to rise. The Department of Community Affairs' Model Code provides a template.

impact on the rest of the city if developed in an inappropriate manner. Inappropriate development practices can threaten the character and economy of the city. One possible solution is to establish hillside and ridgeline development regulations that will prevent mass grading and deforestation. White County is preparing hillside development regulations, and the City of Helen should consider adopting similar standards.

Status

A countywide zoning resolution or ordinance needs to be prepared and adopted. The Future Land Use Plan serves as a guide for the zoning map. 15

The revised comprehensive plan should be followed immediately by preparation and adoption of a zoning ordinance that implements the future land use element and the recommendations of the Resource Team. Abutting counties (Habersham, Hall, and Lumpkin) have zoning and White County will increasingly receive undesirable spi llover growth unless proper land use regulations are adopted and enforced.

Incorporate various "stand-alone"

Adopting the regulations as one "unified" code

ordinances into a unified

helps developers receive all regulations at one

development code including zoning, time. It also ensures that the various parts of

subdivision regulations, hillside

the ordinance or code are consistent with one

16 development, and others. Additional another.

regulations such as screening of

storage and junk yards may be

adopted as part of a unified code or

as separate ordinances.

Revisit and revise community

17

(countywide) health regulations to place greater restrictions on septic

tank placement in floodplains.

Septic tank effluent can contaminate surface and ground waters.

Responsible Party

Notes

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WHITE COUNTY

Recommendation

Why Necessary

Status

Improve communication with all stakeholders to improve the public participation process. The resource 18 team recommends making available meeting notices, agendas, etc., via the county web site or other options in addition to traditional means.

To create an atmosphere of openness, trust and fairness for all parties involved. To ensure that the public and affected parties have the opportunity to speak to county proposals. To quell rumors and misinformation.

Provide incentives to the

The building community will be more receptive

development community to

to incorporating smart growth concepts and

19 incorporate smart growth concepts in building in specific corridors in White County if

their projects or to direct growth to incentives are offered as well as regulations.

specific corridors.

Make development decisions that encourage quality growth predictable, fair, and cost-effective. 20

This principle can be implemented by adopting a comprehensive plan that has stakeholder "buy-in"; making zoning and development regulations easy to read and simple to use; uniform and consistent enforcement of building codes and ordinances; and streamlining development process when possible.

Increase cooperation and build trust between the city and county 21 governments.

For the continued growth and prosperity of Cleveland, Helen, and White County, it is imperative that the city and county governments continue to work at finding ways to increase cooperation and build trust and communication with each other.

Intergovernmental coordination The Extension of water and sewer lines has a result

White County Water and Sewer

of stimulating growth and development.

Authority should coordinate service 22 extensions in a manner consistent

Extension into areas that are not projected in the future land use plan can undermine the

with the county's future land use

integrity of the plan.

plan. Cooperative Agreement is

required .

Responsible Party

Notes

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WHITE COUNTY
&Sense of Place

Recommendation

Why Necessary

Need to create a vision for the county The county is known as the "Gateway to the

that builds upon the culture, heritage Mountains" and should build upon that unique

and mountain beauty of the area.

position within the state. People are attracted

23

to White County for the culture, art, heritage and the beauty of the area. These assets

# See Illustration 6

should be protected and promoted as a way to create a strong sense of place and strengthen

the local economy.

Develop a strong sense of character in Distinct character areas create a strong sense

various parts of the county that

of place and keep White County unique.

support the heritage and culture.

24 Several areas lend themselves to a

distinct character (i.e. agriculture

areas, Cleveland, Helen, Sautee-

Nacoochee, scenic viewsheds).

Capitalize upon the central location of Important because Cleveland is the county

Cleveland and make it the hub of the seat and is served by existing infrastructure.

county. Create a strong sense of place The majority of roads lead into and out of the

through downtown redevelopment and city, making it a natural resource center and 25 attractive building design within the transportation hub. The surrounding area also

city and surrounding residential and contains three of the county's schools. Locals

commercial areas.

and tourists shape their opinion of the county

# See Illustrations 7 - 14

based on their experiences in Cleveland.

Status

Responsible Party

Notes

20

WHITE COUNTY

Recommendation

Why Necessary

Build upon Helen's character and

26

revitalize declining areas. Create more opportunities for residential

development.

Helen's unique character is a tourist draw for the county. It should be preserved and enhanced to promote economic development.

Build upon the Sautee-Nacoochee

The Sautee-Nacoochee area is also a draw for

27

character and heritage of the area. Look for other opportunities to reflect

tourism. It should be preserved and enhanced to promote economic development.

the character throughout the county.

Look for other opportunities for

character throughout the county by

28

creating attractive, unique buildings. Keep design consistent throughout a

character area and ensure it supports

the county's heritage.

Builds upon the sense of community by visually connecting the county. Makes the county inviting and keeps money in the local economy through local purchases and tourists.

Create a strong sense of place around the local schools in the county. Promote mixed-use village style development with more compact 29 residential and light commercial development. Promote multi-age housing opportunities for families, young adults and senior citizens.
# See Illustrations 15 - 19
Create local parks and recreational facilities within the school villages. Also provide spaces that allow for 30 community gatherings such as amphitheaters.
# See Illustrations 15 - 19

Reduces scattered, sprawling development throughout county. Creates walkability, reduces traffic, provides recreational opportunities and reduces costs of infrastructure. Enhances the quality of life and builds strong communities. Multi age neighborhoods allow the young generation to stay in White County and lets longtime residents age in place. The county needs to provide recreational and gathering opportunities that strengthen the community and enhance quality of life.

Status

Responsible Party

Notes

21

WHITE COUNTY

Recommendation

Why Necessary

Use creative signs and public art to

Gateways are useful in establishing where

create gateways into various character character areas begin and end and help orient

31 areas and towns in the county

people as they travel around the county.

(Cleveland, Sautee-Nacoochee, Helen, They let people know that White County has a

and other character areas).

strong sense of place.

Create a gateway into Cleveland where the by-pass will intersect 129 32 on the North and South ends.
# See Illustrations 20 and 21

Helps establish Cleveland as the center of the county. Is a welcoming sign for visitors and encourages them to stop and enjoy the area rather than blow through on their way to somewhere else.

Support and enhance existing heritage This county has a rich heritage that needs to

prog rams in county--- White Co.

be actively protected. An organization can

Historical Society and Sautee-

provide the impetus for protection programs

33

Nacoochee Community Association OR jointly form separate organization that

and adoption of countywide preservation ordinance and form basis for Certified Local

focuses on historic, architectural and Government program.

archaeological resources throughout

county.

Historic Preservation Commission should spearhead completion of update to the 1976 historic resources 34 survey. Commission should begin designating local historic districts to encourage protection of the resources.

Many more resources have become eligible since original survey. Need to have a list of resources for protection and promotion.

Adopt countywide preservation 35 ordinance, and appoint historic
preservation commission (HPC).

Vehicle to protect heritage of the County and provide for incentives for rehabilitation of structures.

County government needs to continue Property and sales tax revenue increases will

its support of Cleveland's downtown result from downtown property improvements.

36

improvements leading to their application for Better Hometown

Improvements will support downtown merchants as retail moves to edges, and help

program, and actively support the

make Cleveland a destination. This will also

Cleveland BHT when designated.

help to preserve character of downtown and

Status

Responsible Party

Notes

22

WHITE COUNTY

Recommendation

Why Necessary

# See Illustrations 7 - 14

promote appropriate infill development.

Identify historic barns throughout the County has a wealth of historic barns of all

37

county and develop a program for education and protection centered on

sizes and types, which are important to its agricultural developmental history.

barns lead by HPC.

38

Develop driving tour of historic barns lead by HPC.

Tour of barns will be tourist draw due to uniqueness, thus a revenue producer.

County has many eligible properties

39

that should be nominated to the National Register of Historic Places,

lead by HPC.

National recognition of history of county and protection of resources.

Look for ways to connect scenic byway Valleys are the image the county needs and

40

loop and Sautee-Nacoochee Historic Districts (walkable and driveable).

wants to project: mountain scenery, traditional architecture, crafts, vistas, and

local culture.

Review Sautee-Nacoochee Historic

This will help protect and promote sensitive

41

District for possible expansion to include portions of GA 17, 255 and 75-

areas around the Sautee-Nacoochee Historic District.

HPC.

Institute education program for 42 owners of historic properties on tax
incentives for rehabilitation.

Encourages personal protection of resources in addition to public programs for protection.

Identify public scenic views and provide protected areas for viewers. 43 Publicize.
See Appendix : Viewshed
Protection

This will provide vehicle to draw attention to scenic beauty of county and need to protect it. Scenic beauty is large part of why people come here, to visit or stay.

Develop a local heritage education

44

program, in cooperation with the White Co. Historical Society and the

Sautee-Nacoochee Community

Helps to encourage awareness and appreciation for local history and culture. Helps encourage protection of the local history and culture.

Status

Responsible Party

Notes

23

WHITE COUNTY

Recommendation

Why Necessary

Association.

Cooperate with Sautee-Nacoochee Community Association, White Co. Historical Society, Georgia Council for 45 the Arts, and Georgia Humanities Council to spearhead a local arts/cultural assessment of White County.

Helps identify local, traditional arts and crafts practitioners and programming in the county. Identifies opportunities for future tourism, education, and economic development.

Develop an overall guide to local

Enhances the local communities' ability to

46 history, traditional crafts, culture, and market local art, history, and culture to

arts.

tourist.

Develop appropriate signage programs Interprets historic resources and culture to 47 to designate local historic resources in residents and visitors.
the county.

Continue to install Georgia Historical Interprets historic resources and culture to

Markers at significant historic sites in residents and visitors.

48

the county. Provide available space next to marker so that visitors and

residents can pull off of road and read

the marker.

Introduce seating, planters, ground treatments and appropriate trash receptacles in front of the shops 49 located on Cleveland's Historic Courthouse Square.
# See Illustration 14

To encourage and accommodate pedestrian traffic and shoppers in the Town Center.

Encourage placement of more

traditional merchandising in store

50

fronts on Cleveland's Courthouse Square.

Space may be utilized to market a variety of traditional retailing items.

# See Illustration 14

Status

Responsible Party

Notes

24

WHITE COUNTY

Recommendation

Why Necessary

Incorporate uniform awnings and consistent signage in front of shops 51 located on the Courthouse Square.
# See Illustrations 11, 12 and 14
Incorporate curbing and extend 52 walkways approximately 2 feet out.

Will achieve consistency in faade design and reinforce traditional appearance of storefronts on the City of Cleveland's Historic Courthouse Square. To increase pedestrian safety and accessibility, while creating a buffer between parking spaces and pedestrian walkways on Cleveland's Historic Courthouse Square.

Identify and protect scenic vistas and viewsheds. 53
See Appendix : Viewshed
Protection

Protection of view sheds and scenic vistas offer the following benefits: higher property values, increased tourism revenue, preservation of unique charm, enhanced civic pride, and attraction of positive growth.

Conduct a visual assessment and

54

create an inventory of the scenic areas to protect, or set aside from

development.

An inventory is necessary to identify and prioritize areas to be protected or set aside from development.

Encourage residential developments that reflect the rural and historic 55 character of the county, as recommended commercial developments in rural areas do.

Consistent development throughout the county or a unique area helps to promote a strong sense of community and sense of place.

Establish or work with local land trusts Maintain rural character while directing new

to recruit conservation easements

development to appropriate areas.

56

from landowners of properties identified for protection, such as

scenic areas, farmland, and properties

along streams.

Develop communication tower 57 ordinance.

To maintain integrity of scenic view sheds along ridge tops. Ordinance specifies heights, design, quantity (i.e., encourages co-location) and location of towers.

Status

Responsible Party

Notes

25

WHITE COUNTY

Recommendation

Why Necessary

Provide nighttime activities in

Encourages people to spend time and money

58 Cleveland such as nice restaurants and in Cleveland.

community theater.

Show case local artists and the

Promotes the local artistic heritage and

counties artistic heritage through

enhances a community's visual appeal.

59 permanent, public art. Can be placed

in appropriate places throughout the

county.

Designate the following routes as "Scenic Heritage Corridors" SR 254, 60 SR 284, SR 75, SR 384, SR 9
# See Illustrations 22 - 24

Protection of view sheds and scenic vistas offer the following benefits: higher property values, increased tourism revenue, preservation of unique charm, enhanced civic pride, and attraction of positive growth.

Status

Responsible Party

Notes

26

WHITE COUNTY
&Environmental Protection & Open Space

Recommendation

Why Necessary

Create and adopt a Tree Protection Plan.
See Appendix: Tree Protection
61 Plan

To protect one of the natural resources that draws visitors to the area; to insure that development does not strip the mountains of trees; to ensure that the multiple environmental benefits that trees provide, from erosion reduction to wildlife habitat, remain. Promote "building with trees" methods that use and protect existing native trees found on building sites.

Work in conjunction with the White County Health Department to adopt and implement a Septic Education 62 Program.
See Appendix: Septic Education
Program

To reduce the vulnerability of water supplies from potential pollution from leaking septic systems; to ensure that systems are installed and maintained in the proper manner; to protect the health and welfare of residents.

Work in conjunction with the Georgia As growth continues, the likelihood for greater

Forestry Commission to implement

losses of property from seasonal wildfires

the "Firewise" Program.

increases. Insuring that residents are educated

63 See Appendix: Firewise Program
Materials

and prepared is an important part of reducing property loss in the event of a fire. Promote idea of "defensible spaces" that do not have to

be void of vegetation.

Status

Responsible Party

Notes

27

WHITE COUNTY

Recommendation

Why Necessary

Adopt and implement a "Farmland Protection Plan" using tools already 64 available.

In order to preserve the agricultural heritage of White County, providing landowners with a means to benefit financially without selling parcels for development allows the rural setting of the county to be protected.

Adopt and implement design guidelines for steep slope development.
65 # See Illustration 25
Adopt "Part V" Criteria. 66

To protect the mountain setting, to reduce the impact of development on the landscape and to ensure that homes are constructed in a manner that does not compromise the views afforded to others in the area. Strong design guidelines will also minimize the impact of erosion and decrease the risk from wildland fire. White County is one of the few areas in the state where all of the criteria are applicable. Strong protections for these resources are needed to protect water quality and ensure that the resources that attract people to this area are available for future generations to enjoy.

Produce and distribute detailed maps Providing a collection of trail maps that

of area trails for hiking and biking.

describe the hiking conditions, length,

difficulty, etc. of local trails to local residents

67

and visitors alike will provide the county with

# See Illustration 26

an opportunity to increase the outdoor adventure industry. Partner with state and

federal agencies to utilize available resources.

Provide for at least one full time Erosion and Sedimentation (E&S) 68 inspector.

With increased development, it will be necessary for an inspector hired in a full time capacity to ens ure that builders are in compliance with E & S laws to protect the streams, rivers, and other waterways from increased pollution from sediment overloading.

Status

Responsible Party

Notes

28

WHITE COUNTY

Recommendation

Why Necessary

Ensure that public access to the river Public access to the river, a public res ource, is

is available.

necessary so that all who wish to may launch a

69

canoe, fish, or simply enjoy the rejuvenating

effects of the waterway, not just the few who

own the land adjacent to the river.

Look for opportunities to provide for tree buffers along public roadways. 70

Providing tree buffers not only "softens" the view of highly developed areas, but also allows for numerous environmental benefits including reduced erosion, cooling, visual stimulation, and cleansing of water runoff.

Status

Responsible Party

In order to encourage preservation of greenspace in residential

To assist in preserving the rural character of the area while addressing housing needs.

developments, allow for higher

71 density and cluster housing using

innovative concepts like conservation

subdivisions.

# See Illustrations 3 - 5

Notes

29

WHITE COUNTY
&Appropriate Economic Development See Appendix: Community Economic Development Readiness Assessment

Recommendation

Why Necessary

Continue the Chamber's efforts of entrepreneurial support such as training 72 programs, loan packages, management and technical assistance.

With limited infrastructure in the County to support industrial prospects, entrepreneurs will become the economic backbone of the community.

Status

Responsible Party

Identify potential new entrepreneurial

industries based on the needs of local

73

industry and industry in surrounding counties, for example, pallet

manufacturers, welders, milling,

subcontractors, and others.

Conduct an entrepreneurial assessment utilizing the GA Department of Economic Development. 74

With its limited industrial mix, the County should expand its economic base to include additional entrepreneurs. Entrepreneurs typically have a stronger commitment to the community. Many local entrepreneurs are hidden within the business community and are not receiving appropriate and available support resources. This is especially important since the County business license requirements began in January 2004.

Notes

30

WHITE COUNTY

Recommendation

Why Necessary

Status

Engage local residents, existing and new, With limited infrastructure to

who have strong technical and

support existing industries, there is

professional backgrounds in:

a greater need to evaluate the

potential to build high-tech business

Assessing current communication

75

capabilities

opportunities that the County has expressed an interest in developing. Without a substantial increase in



Effective capacity building: wideband, high-speed, fiber optics

this capacity, the goal will be difficult to achieve.

Networking to build synergy among individuals with unique skill sets

Consider identifying a vacant building for an incubator. 76

Provides a place for entrepreneurs to create an environment for their business to mature and grow. This facility will allow sharing of resources such as copiers, telecommunication equipment, administrative support, etc.

Place greater emphasis on understanding and addressing the needs of existing 77 industry. Current unmet needs include international trade support and technological improvements.

Since 1990, five of seven major manufacturing industries have closed. Expansion opportunities with existing industries will typically create more jobs than new prospects.

Establish a Workforce Development Committee under the direction of the Chamber. This committee should: 78 Identify the workforce needs of
existing industries (tourism/hospitality, manufacturing, construction, etc.)

The White County Board of Education has had great success with graduation rates, SAT scores, and optional programs for their students; however, the County doesn't proactively retain these students in the county by providing opportunities for utilization of their skills.

Responsible Party

Notes

31

WHITE COUNTY

Recommendation

Why Necessary

Work with North GA Tech and other educational partners to provide the appropriate training
Establish a recruitment program of North GA Tech graduates

Likewise, local industries need to have confidence that their workforce is not only available but can confidently perform those job skills.

Increase the capacity of water and sewage During peak season, the County is at

treatment plants.

capacity for its water and sewer,

79

limiting future development in

commercial and/or industrial

sectors.

Identify where the County wants

Location decisions of smaller

commercial, industrial, and activity nodes business entities are driven by

(near schools). Install necessary trunk

market and where resources are

lines within these locations. 80
# See Illustration 1

immediately available. With no land use regulations and infrastructure, there is no incentive

for potential companies to locate in

the industrial park and/or other

preferred locations.

Utilize available federal and state funding These are opportunities that the

resources to assist in water and sewer

County has not traditionally used.

81 needs. For example, GEFA and

Appalachian Regional Commission (ARC)

programs, etc.

Status

Responsible Party

The White County Chamber of Commerce should assume a leadership role in evaluating the need for a marketing 82 program targeting the Agribusiness attractions in the region. This effort should focus on the Hardman Farms project.

Agribusiness will diversify the tourism offerings in the county and attract a new market. A regional approach will keep tourists in the area for a longer period.

Notes

32

WHITE COUNTY

Recommendation

Why Necessary

Consider additional funding for economic The County needs to invest in its

development under the direction of the future economic development. The

Chamber of Commerce. These efforts

County has not effectively

should focus on a comprehensive

marketed itself to statewide

83

approach to economic development including the current activities with

partners and has not established effective partners within the region

tourism and entrepreneurs, while adding for purposes of promoting their

emphasis on existing industry and

county for tourism and/or business

developing partners that will promote the development.

County's interests.

Conduct a "leakage study" to identify

The county and cities can prevent

types of businesses and services that are the flow of dollars (expenditures for

currently underprovided in White County, goods and services) outside the

84 which could be provided in Cleveland.

county by identifying average

expenditure thresholds and noting

the types of goods and services that

are purchased outside the county.

Conduct a market survey on the demand for niche' stores, durable goods, full service restaurants and specialized 85 services in Cleveland. The survey should include existing shopping patterns and perceived barriers within the consumer base.

Cleveland is not consumerconvenient. Identifying existing shopping patterns and perceived barriers would clarify which areas need to be addressed in order for Cleveland to become a shopping destination.

Determine the best retail mix for the existing buildings and properties contiguous to Cleveland's historic square. 86

This is important for retention and recruitment. Cleveland has no discernable plan for making retail items available to consumers. This makes it difficult to determine what retail exists downtown and whether Cleveland can offer more to consumers than where they are shopping now, and just as conveniently.

Status

Responsible Party

Notes

33

WHITE COUNTY

Recommendation

Why Necessary

Organize the property owners and businesses into an association to address the future of retail in Cleveland. 87
Review existing or have new faade recommendations completed. 88
Form an angel network or a network of local investors to joint venture on properties to offer turnkey operations. 89

Property owners can offer inducements such as leasehold improvements, reduced rent and or utilities for a period of time. Property owners will be an essential element in recruiting and retaining businesses for future growth. This is an expansion of the primary function of Cleveland Better Hometown, Inc. The existing facades in Cleveland add to the confusion of retail offerings. The facades of each building should be appropriate in design and in accord with the adjacent buildings to create a visual, marketable image for Cleveland. This does not mean a theme. It means designs that are appropriate for the original design of Cleveland when it was founded. Cleveland wants a "nice, sit down" restaurant, yet the city has continuously rejected the sale or offering of alcohol in Cleveland. Chain or franchise restaurants are not an option in a "dry" environment. The investment required for an entrepreneur to risk such a venture without offering alcohol has been demonstrated by repeated failures in the industry. To offset that risk, local investors buy and equip a restaurant and hire a chef to run it,

Status

Responsible Party

Notes

34

WHITE COUNTY

Recommendation

Why Necessary

making a buy out available in the future.

Coordinate and facilitate a low interes t, The redevelopment and

fixed asset loan program among all

construction required to alter the

existing banks to be administered by them facades moves beyond the financial 90 collectively or individually. This does not capabilities of most faade grant

mean a loan pool of donated funds.

offerings. Additionally, these funds

could be used to leverage existing

state loan programs.

Consider a faade easement/maintenance Correcting the facades on the

program to create a marketable image for majority of the existing buildings to

Cleveland.

present a historic marketable image

would be a considerable investment

for property owners. Ownership of

91

the facades by the city or the

Downtown Development Authority

would allow for prison labor to

complete the work and for

materials to be purchased at a

discount.

Allow for tables and chairs to be placed on Adds an entertaining element to

the sidewalks for restaurants that choose downtown shopping and enhances

to do so.

the overall experience for the

92

shopper. Additional costs for trash removal could be covered in part by

fees charged to the restaurant or

creating a business improvement

district(BID).

Expand wastewater treatment capacity. 93

In order to reduce the dependence on septic systems and to increase opportunities for economic growth, increased treatment capacity is necessary.

Status

Responsible Party

Notes

35

WHITE COUNTY
Recommendation Consider activating a Downtown Development Authority (DDA) for Cleveland. 94

Why Necessary Could be a conduit for state funding, revenue bonds, implementing the faade easement program, building acquisition, renting or selling. Ownership of a building by the DDA provides relief from ad valorem taxes for a period of time. The city could be a conduit for the DCA/DDRLF or the White County Development Authority could be the conduit for the DDRLF and the Georgia Cities Foundation within a city with the city's permission.

Status

Responsible Party

Notes

36

WHITE COUNTY
&Walkability

Recommendation

Why Necessary

Status

Responsi ble Party

As part of the comprehensive planning process, Prioritizing these improvement needs

95

inventory neighborhoods and commercial areas should be the basis for public

that are dangerous or uncomfortable for

investment in pedestrian amenities. A

pedestrians.

systematic plan can also help support

grant applications for sidewalks, etc.

Change from "minimum required parking" to Most older zoning and subdivision

96 "maximum allowed" parking on all new

ordinances mandate an oversupply of

commercial development to get new buildings parking and create seas of asphalt

closer together.

that are unfriendly to pedestrians.

97

Investigate local funding possibilities as well as federal grants for retrofitting sidewalks in

priority areas.

Implement (countywide) parking lot

Cities and county should work

landscaping requirements that include marking together to create a level playing

98 or separating pedestrian circulation paths on field on landscape ordinances so the

lots holding more than 50 cars.

cost of developing parking will not affect location decision making.

Seek funding to provide shade trees and

benches along existing pedestrian traffic areas The more pleasant the walk, the more

99 and encourage private businesses to add

people will use the route.

outdoor seating and landscaping.

Notes

37

WHITE COUNTY

Recommendation
# See Illustration 14

Why Necessary

Status

Responsi ble Party

100

Require new subdivisions to have sidewalks or walking trails on at least one side of each

collector or arterial street.

This is particularly important for safety reasons on steep curving mountain terrain.

101

As part of future recreation planning, link destinations including parks, civic buildings and shopping areas and major employers with off road bike trails.

Properly planned trail systems can go beyond recreation to provide linkages to bike routes.

102 Allow neighborhood commercial development This encourages people to get out and

in new subdivisions.

walk and reduces car traffic.

103

Resolve the dangerous pedestrian situation in downtown Cleveland by implementing a streetscape plan similar to the one illustrated in this report.

# See Illustration 7

Cleveland is a dangerous and disconcerting place for visitors due to current parking layout. This will hold back tourism and downtown retail development until resolved.

104

Encourage more full time residents to locate in Helen and take advantage of river front views by sensitively developing upscale loft-type housing along the river corridor.

Full time residents provide a needed market for businesses during the offseason. Creating upscale two and three story lofts (while respecting buffers and incorporating pedestrian amenities and fitness trails along the river) would not only increase walkability and compact development but also broaden housing choices in the city.

Notes

38

WHITE COUNTY

105

Recommendation Improve pedestrian facilities in the southern "gateway" area of Helen.

Why Necessary Near the Ramada, pedestrian facilities are discontinuous and should be improved to the standards of downtown Helen.

Status

Responsi ble Party

Notes

106

Create a pedestrian amenity plan to capitalize on the river as a quality of life amenity for new residents. Add bike and walking trails to link new infill.
# See Illustrations 27 and 28

39

WHITE COUNTY
&Compact Development

Recommendation

Why Necessary

Create mixed-use villages with attractive clustered family housing (including multi-family housing), recreational areas and light retail 107 (grocery stores, drug stores) around the elementary, middle and high schools. Create development that fits in with a mountain heritage.
# See Illustrations 15 - 19

This creates a strong sense of place by developing communities focused around a central point-of-service (i.e. schools). Reduces scattered, sprawling development throughout county. The mix of housing will allow people of all ages to live in these communities. Creates walkability, reduces traffic, provides recreational opportunities, and reduces costs of infrastructure.

Promote the development of village Promotes a strong sense of community by

crossroads along 384 where it

limiting strip development that looks like any

108

intersects with 254, 115, and 255. Development should be unique and

other place in the state. Reflects the heritage and sense of place that attract

reflect rural and mountain character. people to White County. Enhances tourism

# See Illustration 18

industry.

Concentrate commercial/retail

development along the major roads

leading into and out of Cleveland

109

(129 and 115) and in downtown Cleveland.

# See Illustration 29

Creates a sense of order in the county. Prevents scattered development that increases traffic, infrastructure costs and environmental damage. Allows people to easily access resources and encourages them to spend money within the county. Attractive design encourages people to stop while on their way to another location.

Status

Responsible Party

Notes

40

WHITE COUNTY

Recommendation

Why Necessary

Develop architectural guidelines for development along the 129 and 115 commercial/retail corridors. Buildings should be consistent with the look of developments in revitalized downtown Cleveland and the rest of the county.
110 # See Illustrations 6, 9 14 and 23

Attractive development helps to promote a strong sense of community and sense of place. Will encourage people traveling through the county to stop and shop in the Cleveland area and boost the local economy. Development that reflects the local heritage and sense of place encourages visitors to return to the county and spend money. Also provides opportunities for local residents to shop in the county. Can help to limit big box retail or encourage attractive big box design. Keeps White County from looking like every other place in the state. Attractive, unique building design at the intersections of the new by-pass and 129 (both North and South) will encourage residents and locals to come into downtown Cleveland and check out the local downtown. Keeps them from blowing through town on their way out of the county.

Promote more compact, clustered

Important because Cleveland is the county

commercial, light industrial and

seat and is served by existing infrastructure.

residential development within and The majority of roads in Cleveland lead into

around Cleveland. Development can and out of county making it a natural

111

become less compact as it moves farther away from the Cleveland area

resource center and transportation hub. The surrounding area also contains three of the

and the suburban ring

county's schools. More compact

development around resources reduces

traffic and demand for infrastructure in other

areas of the county.

Encourage light industrial, light commercial (keep bigger stores on the 129 and 115 corridors) and 112 residential development along the Cleveland by-pass. Protect the view by requiring a tree buffer between the road and new development. Development should be controlled

Keeps development from sprawling throughout the county. Also capitalizes on the traffic using the roadway. Limits traffic in other places throughout the county. Limit the types of development to lighter commercial so by-pass does not become overly congested. Higher intensity commercial should be kept along 129 and

Status

Responsible Party

Notes

41

WHITE COUNTY

Recommendation

Why Necessary

through access management.

115. The tree buffer protects the beauty of the county and reduces visual clutter, driver stress and traffic accidents.

Encourage developers of Chimney Lake and Laceola to provide mixed 113 use communities.

These are large scale, planned communities that provide a ripe opportunity for mixed-use neighborhoods. Light commercial services within the community help create a sense of place and provide convenience to the residents.

Look for opportunities to create

These developments protect the rural

neighborhoods in the rural areas

character and the environment by reducing

114

through the development of cluster conservation subdivisions or similar

scattered development, which protects mountains, watershed, river corridors, etc.

types of development, not large lot More compact development also allows for

subdivisions (one acre lots or larger). more efficient delivery of infrastructure.

Status

Responsible Party

Consider putting a density bonus in 115 PUD ordinances in return for
incorporating New Urbanist elements in and around the town centers.

Adopt county impact fees and

Make sure the cost of developing large lots in

lowering fees in areas that already

Greenfield areas is not less than the cost of

116 have adequate infrastructure and are infilling in or near cities.

programmed for higher density, while

keeping fees relatively high in

proposed conservation areas.

Recognize quality compact development with publicity, 117 recognition and awards.

Praising good development can expand the market for innovative developments and encourage developers to try something even better next time.

Notes

42

WHITE COUNTY

Recommendation

Why Necessary

As part of the comprehensive planning process, identify any impediments to compact growth in 118 existing ordinances and educate the public and development community on density issues (e.g., fiscal/tax benefits of density, how density can be attractive if well-designed, etc.).

Public needs to understand the tax implications of sprawl and see examples of well designed cluster homes and neotraditional neighborhoods.

Cities should consider becoming

Development opportunity areas such as

119

active partners in assembling parcels for infill development.

brownfields, greyfields and other underutilized parcels could be politically

acceptable areas for experimenting with

attractive medi um density housing.

Status

Responsible Party

Notes

43

WHITE COUNTY
&Housing Choices

Recommendation

Why Necessary

Status

Responsible Party

Create Housing Action Team

Members should include at a minimum:

Citizens Local government officials



120





Local housing officials Public Housing Authorities Real Estate Professionals Builder/Developers

Financial institutions Businesses, industry, Chamber of
Commerce

Community service providers Neighboring college or university

Conduct a Housing Inventory of all housing in County. The RDC should be able to assist with this survey. There are available funding sources to the RDC to assist communities 121 in these activities.

Address current housing issues and plan for future housing needs
Educate the community and local Housing industry about available housing programs for first time buyers and lower income home owners.
Develop an Action Plan How are you going to achieve your goals Partners Policies Programs Funding
The 2000 Census identified Housing by age and condition in the following categories. Age of housing stock (Census) Lacking complete plumbing and kitchen
facilities Other data housing inventory
What is not identified is the overall condition of the properties, i.e., which ones have structural problems, deteriorated roof, and other rehabilitation needs. This study would identify the structures and the specific needs of each. This would allow

Notes

44

WHITE COUNTY
Recommendation

Why Necessary the communities to apply for necessary funding to assist in rehabilitating these structures.

Status

Responsible Party

Notes

Establish more "aging in place" housing. The county's population is on average older

than the state's. Stakeholders expressed

122

the need for more such housing. There didn't appear to be sufficient units

appropriate for the aged near daily retail

services.

Seek funding to expand infrastructure in and around Cleveland.

Some areas within the city limits are not served with sewerage. The development of vacant lots would allow housing construction near the incorporated areas and at least delay intrusion into the rural area.

CDBG Housing Uses

Infrastructure to develop housing

123

Housing Rehabilitation

Reconstruction

Acquisition

Relocation

Down Payment Assistance

Neighborhood Revitalization -combination of housing and public facility improvements

Implement "home ownership" programs In Cleveland, the percentage of total units

124 for Cleveland and White County.

designated "rental" appears high. The

percentage has risen over 20 points between

45

WHITE COUNTY

Recommendation

Why Necessary 1980 and 2000.

Status

Responsible Party

Encourage the development of more affordable rental units or starter homes and educate potential home buyers.

Comments from stakeholders indicated that young married couples have difficulty in finding affordable housing.

125

Develop potential buyers through:

Homebuyer education classes

Credit counseling

Mortgage program education

Identify and target assistance to rural

The Kinseytown and Bean Creek

neighborhoods that contain substandard unincorporated areas are two examples

126 housing conditions.

where community development activities are needed (e.g., community development

block grant funding for various

improvements).

Permit and encourage development of senior-friendly communities. 127

The zoning ordinance should provide for senior communities that provide a range of life-cycle housing and health care services. The county should also promote senior living as an economic development strategy.

Ensure a wide range of housing opportunities is available through the countywide zoning ordinance. 128

White County currently lacks any significant rental opportunities other than manufactured homes. This includes the housing stock in Cleveland and Helen. Some provision must be made in the city and county zoning ordinances for multi-family development.

Identify opportunities and other options 129 for housing around the Helen area.

Many of the area's workers commute long distances to Helen. Providing a range of housing choices gives workers the opportunity to locate near their workplace.

Notes

46

WHITE COUNTY
Recommendation

Why Necessary People living near where they work spend money in the county.

Status

Responsible Party

Notes

Seek funding from Community HOME Investment Program (CHIP). Housing Rehabilitation 130 New Construction Reconstruction Down Payment Assistance Typically these are city/county-wide programs.

Aging housing stock should not be allowed to deteriorate further. DCA and USDA/Rural Development have programs to assist with rehabilitation of owner occupied properties.

47

WHITE COUNTY
& Transportation Alternatives

Recommendation
Ensure that county road expenditures are targeted to areas where 131 development is desired. These should correspond to designated "activity center" and other desired growth areas. Pursue GADOT's modified roundabout alternative for Cleveland Square.
132 # See Illustration 7

Why Necessary

Status

Responsible Party

There are numerous private dirt roads in areas where development is not desired. These areas should not be eligible for county road funding.

Notes

The current intersection of 129 and 115 is confusing and unattractive. A roundabout presents an opportunity to create a defined center of town while improving traffic flow.

GADOT has studied the issue.

White County should develop an ordinance defining access points and desired land uses along the Cleveland 133 bypass.
# See Illustration 2

Without this ordinance, the Bypass may spur undesired strip commercial development with many driveways/access points. In turn, this type of development may undermine efforts to revitalize downtown Cleveland. An access management plan will help to ensure that capacity is maintained.

This should be developed in conjunction with GADOT.

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Recommendation

Why Necessary

Status

Responsible Party

Work with GADOT to landscape and 134 buffer the bypass with native species.
# See Illustration 21

This provides environmental as well as visual benefits.

135

Identify appropriate truck routes and Truck traffic through the city of Cleveland and create signage to direct truck traffic off on roadways presents potential safety issues.

of certain streets.

Create a bike network on lesser traveled roadways that links 136 destinations together.

There are several roadways that are identified as bike routes with "Share the Road" signs, but they appear to be isolated examples. A comprehensive evaluation of routes and destinations should be completed to build a more complete bike network.

Once bike network is created, develop Supports eco-tourism and provides residents a thematic "bike the sites" map that with bike routes. 137 identifies historic sites, restaurants, parks, and other features.
# See Illustration 26

Create buffers along State Highway 384 As travelers head north from

to ensure that natural setting is

Atlanta/Gainesville, many are avoiding

138 protected.

Cleveland by using 384. The corridor is currently lightly residential and wooded and as

development pressures mount, a wooded buffer

will help maintain the character.

Classify all major transportation

Corridors are a major defining feature in White

corridors in the county as "existing

County and development along them should be

Scenic Byways" (Alt 75 and 348),

appropriate to their context. This is important

139 "Heritage Corridors" (areas that should for traffic flow, land use, and community

be preserved and have context

appearance and vitality.

sensitive development, e.g. 17, N255,

254, 284, and 384), and "Revitalization

Corridor s (areas that have commercial

Notes

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WHITE COUNTY

Recommendation
strip development and should be targeted for better designed mixed use opportunities, e.g. S129, E115).
# See Illustration 22

Why Necessary

Status

Responsible Party

Access management concept for

Unless specific access management approaches

bypass. In conjunction with the

are instituted along the bypass by the local

corridor land use concept, the

government, new development will seek and

Resource Team has prepared an access obtain curb cuts onto the new bypass road. As

management concept and recommends more and more access points are added, the

140

its adoption by White County and the City of Cleveland. One alternative to

capacity of the new bypass becomes reduced. The function of the bypass is primarily to carry

the eventual erosion of through-traffic through-traffic, not to provide access to

carrying capacity of the new road is to individual properties. The community must

adopt a "frontage road" or other

protect the public investment in the new

alternative access proposals such as

roadway by regulating new curb cuts and

inter-parcel driveway access points.

driveway access points.

Manage peak seasonal traffic

A railroad ran from Cleveland to Robertstown

congestion between Cleveland and

to carry logs from timbering operations in the

Helen. Study the feasibility of creating National Forest. The county plan at one time

141 a tourist train or shuttle system for

considered recreating the train as a tourist

tourists who are visiting Helen but not draw such as the Smoky Mountain RR in NC.

staying overnight.

Alternatively, a regular shuttle could reduce

peak traffic congestion.

Assuming Cleveland's traffic congestion Future growth of retail in Cleveland is

142

is relieved by the planned bypass, the existing confusing traffic circle should

adversely affected by the existing confusing traffic circle.

be addressed along with the bypass.

Encourage inter -parcel access and

Where feasible, commercial and institutional

143

shared driveways to minimize curb cuts facilities should share parking lots and

and improve traffic flow.

driveways to improve traffic flow and minimize

impervious surface coverage.

Notes

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Illustrations

Chapter
3

1 - Overall Development Concept
51

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2 - Cleveland Bypass Access Management and Future Land Use Concept
52

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3 - Current Conditions
53

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4 - Future Conditions without Controls
54

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5 - Future Conditions with Controls
55

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Sense of Place Build upon Heritage and Mountain Beauty Gateway to the Mountains

Unique Towns

Breathtaking Mountain Views

Farms and Agriculture

Historic Places

Artists and Craftsmen

6 - Sense of Place

Recreational Activities

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7 - Downtown Cleveland Square Redesign
57

WHITE COUNTY
8 - Downtown Cleveland Square Redesign
58

WHITE COUNTY
9 - Downtown Cleveland Square Redesign
59

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10 - Downtown Cleveland Square Redesign
60

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Before
After
11 Downtown Cleveland faade Improvements
61

WHITE COUNTY
Before
After
12 Downtown Cleveland Faade Improvements
62

WHITE COUNTY
Before
After
13 Downtown Cleveland Lower Level Retail with Parking Deck
63

WHITE COUNTY
Before
After
14 Downtown Cleveland Store Front Improvements
64

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15 - Village Concept
65

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16 Pedestrian Circulation
66

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17 - Village Green
67

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18 Pedestrian Tunnel
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19 - Village Amphitheater
69

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Before
After
20 Cleveland Gateway Signage
70

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Before
After
21 Cleveland Gateway Tree Buffer
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22 - Corridor Development Concept
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Commercial Development Along Scenic/Heritage Corridors

Country Store

23 - Sense of Place
73

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Before

24 Scenic Heritage Corridor
74

After

WHITE COUNTY
25 Steep Slope Diagram
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26 - Area Trail Map Concept
76

WHITE COUNTY
27 - Riverfront with buffer protections
77

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28 - Riverfront Trail Concept
78

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29 - Commercial Corridor Development Concept
79

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Appendix
iHousing Choices

Create a Housing Action Team Citizens Local government officials Local housing officials Financial institutions Businesses, industry, Chamber of Commerce Community service providers Neighboring college or university
Identify Barriers to Affordable Housing Success Development Costs water, sewer, other infrastructure Land cost and availability Restrictive Policies lot size, minimum sq. footage, multifamily restrictions,
other
Create Community Asset Maps for Housing Make a survey of every asset in your community that could make your housing
effort a success

Define Goals and Set Priorities
Develop an Action Plan
How are you going to achieve your goals? Partners Policies Programs Funding
Identify Potential Resources CDBG & CHIP Tax Credits and HOME programs FHLB Local Government Foundations Housing Authority Private Sector

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Chapter
4

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i Ecological Threats
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i Sense of Place Character Areas
Proposed Scenic Heritage Corridors These roadways travel through the landscape and make White County memorable. To the south, Route 254, 284, and old 75 travel through agricultural pasture lands. Along 254, the county's cultural and artistic heritage is on display with pottery and other local art outposts located here. Highway 384 Duncan Bridge Road travels northwest through the county crossing other state roads in a rural setting. Marketed as a "shortcut" to Helen. This roadways character needs protection by creating a wooded buffer and by developing rural retail villages at the crossroads of 254, 115, and 255. These village crossroads areas are intended to provide neighborhood retail is a manner consistent with rural and mountain character. Highway 75 traveling north from Cleveland provides residents and tourists with stunning views of wooded hills and mountains in the distance. As this is a major commercial corridor in Helen and near the Cleveland city limits, the stretch from Hulsey Road through Nacoochee Village should be maintained as a scenic corridor. The Sautee-Nacoochee historic area follows along Highways 17 and 255. This scenic area is home to historic barns and agricultural valleys with gorgeous views of the surrounding mountains. The corner of 17 and 255 embodies the concept of the village crossroads. Highway 356 travels northeast of Helen through deep woods and mountain lakes. This scenic area is home to resorts and serves as a gateway to Unicoi State Park. In the western portion of the county as North 129 travels out of Cleveland, past the High School and Middle School. The area is bordered by the Chattahoochee National Forest and should maintain its mountain character.
Proposed Retail/Commercial Corridors Highway 129 heading North into Cleveland and Highway 115 headed into Cleveland from the East have been identified as revitalization corridors where a denser mix of commercial, employment and some residential should be relocated. Develop architectural guidelines for development along the 129 and 115 commercial/retail corridors. Buildings should be consistent with the look of developments in revitalized downtown Cleveland and the rest of the county. Creates a sense of order in the county. Prevents scattered development that increases traffic, infrastructure costs and environmental damage. Allows people to easily access resources and encourages them to spend money within the county. Attractive design encourages people to stop while on their way to another location. Protected Forest and Mountain Corridors North 75 out of Helen and Tray Mountain Road are classic mountain roads that bring travelers into the mountain regions of the county.
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Town Centers These are the existing incorporated towns of Cleveland and Helen and the unincorporated area of Robertstown Development should be encouraged to locate in these areas where infrastructure is already present. This development should enhance the livability, character, and walkability of these areas. New development should provide a variety of hosing choices, appropriate neighborhood retail, and an opportunity to walk to destinations. School-Centered Villages These areas are proposed around the four schools in White County. Clustered, compact residential areas and new recreational opportunities (such as parks, amphitheaters, and tennis courts) should be located here with appropriate neighborhood retail. This will assist the county with the goal of creating community centered schools and will center development in infrastructure-rich areas of the county. It is intended that these developments will contain a variety of housing types that support all ages. Bypass Corridor Georgia DOT has proposed a bypass along the western edge of Cleveland connecting North 75 and South 129. Development along this corridor should be controlled through access management. Continue to encourage light industrial development near existing NOK facility and other similar facilities. Bring more moderate density residential and commercial areas along controlled exits. Clustered, Moderate Density Subdivision Promote more compact, clustered commercial, very light industrial and residential development within and around Cleveland. Development can become less compact the further it moves away from the Cleveland area and the suburban ring. This area includes 3 of the county's 4 schools and the proposed bypass area. The area also includes the node of Old 75 and N129 which could also be developed as a development node. Village Cross Roads Promote the development of village crossroads along 384 where it intersects with 254, 115, and 255. Other crossroads areas should be identified by the county. Development should be very unique and reflect rural and mountain character. This helps to promote a strong sense of community by limiting trashy, strip development that looks like any other place in the state. Reflects the heritage and sense of place that attract people to White County. Enhances tourism industry. The shops at the intersection of 17 and 255 in Sautee exemplify this concept. Light Industrial Areas Light industrial development should continue to be located along the southern portion of 129N and along Hulsey Road where the existing manufacturing is located. These areas will be in proximity to planned moderate density residential developments. Agricultural Areas In the southern portion of the county and along Route 255, pasture and agricultural lands add to the unique scenic character. These areas should be preserved as they contribute to the county's unique sense of place. Mountain/Conservation Areas Throughout the county there are woodlands and mountainous areas that should be protected from future development. These areas truly define the county's natural character and are a huge draw for tourists and residents alike.
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i Viewshed Protection
Identify and Protect Scenic Vistas and Viewsheds Americans are blessed with an abundance of natural beauty and distinctive communities. While scenery is important to the overall quality of our communities, scenic vistas and viewsheds are often destroyed during rapid change, especially in natural or open space settings. Identification and protection of these assets is an important component of smart growth and scenic stewardship. Scenic areas endow communities with substantial benefits, such as higher property values and increased tourism revenue. Protecting scenic vistas and viewsheds from the effects of haphazard development allows a community to preserve its unique charm, build civic pride, and attract positive growth to the area. Strategies For Protecting Scenic Vistas and Viewsheds The following strategies can help your community anticipate development, and ensure the protection and management of your scenic vistas and viewsheds. Community Education Conducting a visual assessment is one of the best ways to begin to identify what is at risk in your community, so you can protect it from loss, and better manage growth. Encourage private citizens, school groups, local leaders, and business owners to participate in a visual assessment to identify the community's assets and liabilities. This will provide the basis for identifying and discussing the future of your most treasured visual assets. Following the visual assessment, use the information you have gathered to develop activities such as community walks, photographic exhibitions, or slide presentations to inform citizens of the importance of scenic vistas and viewsheds to your community's quality of life, and to encourage voluntary protection of scenic areas. Incentives Incentives can provide significant motivation for preserving scenic vistas and viewsheds. Grants to community groups to conduct education programs for local landowners on the benefits of viewshed protection or to establish a local land trust, can help preserve scenic quality. Other strategies include providing tax breaks for property owners who donate land or easements, and establishing an awards program to honor successful scenic conservation efforts. Land or Easement Purchase Although purchasing parcels of land or easements is among the most expensive options, outright purchase is sometimes the only way to permanently protect scenic vistas and viewsheds from development. One method of accomplishing this is to establish a land trust. Land trusts are private organizations at the local, state, or regional level that hold land and partial interests in land for the benefit of the public. Some land trusts use "revolving" funds to purchase threatened land and then resell it at cost to buyers who agree t o specific land use restrictions. Land trusts also use their resources to educate property owners on the benefits of voluntary land or easement donations. Transfer of Development Rights Transfer of Development Rights (TDR) is an alt ernative strategy to purchasing land for local governments. TDRs preserve scenic areas by transferring, or "sending," development rights from sensitive lands to "receiving" areas marked for growth. Most TDR programs offer incent ives such as increased density, faster permit processing, less stringent design review, or tax breaks to encourage developers and landowners to take advantage of the program. Monterey County, CA and Burlington County, NJ are just two of the more than 50 areas nationwide that have successfully used TDR programs to protect their unique character from the development pressure of nearby cities. Regulatory Measures
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Establish design guidelines and design review that limit the impact of development on scenic vistas and viewsheds. Clear design guidelines and design review gives communities a chance to decide how development will affect their neighborhoods and countryside. Responsible control of elements such as height, bulk, design, materials, color, landscaping, and siting helps a project blend with its surroundings. Implement zoning and land use ordinances for view protection. Zoning laws that limit the height of buildings based on their proximity to a designated viewshed are an effective way of preserving scenic vistas. Other types of legislative protection include overlay zoning and the creation of view corridors. Overlay zoning places additional restrictions on zoned areas and is often used to control density, grading, ridge line development, and vegetation. View corridors are planned openings in the built environment that allow views of scenic vistas and viewsheds. Pass legislation to establish a greenbelt. Greenbelts are open tracts of land that create a scenic buffer between developed areas and the surrounding countryside. Most greenbelt ordinances allow only agricultural activities on designated lands, eliminating land speculation and development pressure. Enact strict billboard controls. Billboards, also known as off-premise signs, block out scenic beauty and blight the countryside. Banning billboards ensures that the unique beauty of scenic vistas and viewsheds remains unmarred by intrusive and unnecessary signs.
85

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i Community Economic Development Readiness Assessment Report is separate.
i Firewise Program Materials Report is separate.
i Septic Education Program Report is separate.
i Tree Protection Plan Report is separate.
86

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87

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Georgia Department of Community Affairs 60 Executive Park South, NE Atlanta, GA 30329-2231 404-679-4840 800-359-4663 www.dca.state.ga.us
88

White County Economic Development Readiness Assessment
Community Economic Development Readiness Assessment Summary of Recommendations
June 28, 2004
For
Department of Community Affairs (DCA) Quality Growth White County Economic Development (Chamber)
Prepared by:
Karen Fite
On June 7-10, Karen Fite of Georgia Tech Economic Development Institute conducted a community economic development readiness assessment interview with Judy Walker, Executive Director, White County Chamber of Commerce/Development Authority, and John Jordan, Economic Development Volunteer. Additionally, team members Nancy Johnson, DCA, and Cynthia Easley, DCA, reviewed the Comprehensive Plan, toured the industrial and commercial areas of the county and reviewed the economic indicators. These efforts were in conjunction with the Department of Community Affairs Quality Growth Initiative. The assessment instrument contained three sections as follows:
General Community Information Infrastructure Economic Development Processes
Attached is a completed assessment form containing answers that you provided to the Georgia Tech. Based on these answers, the team has identified a set of key action items that White County should consider over the next year. There are other recommendations and comments under the section entitled Summary and Comments by Section that follows the Recommended Key Action Items section.

Prepared by: Georgia Tech Economic Development Institute
www.edi.gatech.edu

June 28, 2004

White County Economic Development Readiness Assessment

Page 2 of 8

Recommended Key Action Items 1. White County Chamber of Commerce should continue its efforts entrepreneurial support such as training programs, loan packages, management and technical assistance. It is often difficult for small business owners to take time away from their business to enhance their skills. This chamber has done an excellent job in bringing training and assistance resources to the community. They have effectively utilized the resources of North Georgia College and the University of Georgia Small Business Development Center.

2. In order to grow the local industrial base, the Chamber should identify new entrepreneurial industries based on the needs of local industry and those in surrounding counties for example, pallet manufacturers, welders, milling, subcontractors, and others. Due to the county's limited industrial mix and limited infrastructure, the industrial base can be expanded by recruiting and/or developing support industries for the region.
. 3. To further enhance the community support of entrepreneurs, the county should engage the Georgia Department of Economic Development (formerly GDITT) in conducting an entrepreneurial assessment. Many of the local entrepreneurs are hidden within the business community and not receiving appropriate and available support resources. This situation is especially true in White County since the business license requirements began in January, 2004. A major result of this assessment can be a support network of local small businesses to assist other small businesses.

4. The County should consider identifying a vacant building for an incubator. Providing a sense of place for entrepreneurs to create an environment for their business to mature and grow may be appropriate. This facility will allow sharing of resources such as copiers, telecommunication equipment, administrative support, etc. This recommendation should be considered only after a complete feasibility study has been completed.

5. .White County needs to place greater emphasis on understanding and addressing the needs of existing industry. Current unmet needs include international trade support and

Prepared by: Georgia Tech Economic Development Institute
www.edi.gatech.edu

June 28, 2003

White County Economic Development Readiness Assessment

Page 3 of 8

technological improvements. Since 1990, five of seven major manufacturing industries have closed. Expansion opportunities with existing industries will typically create more jobs than new prospects. Additionally, with the limited infrastructure in the county, attracting a new major industrial employer may prove to be difficult.

6. White County should establish a Workforce Development Committee under the direction of the chamber. This committee should: Identify the workforce needs of existing industries (tourism, hospitality, manufacturing, construction, agriculture, etc.) Work with North Georgia Technical College and other educational partners to provide appropriate training. Establish a recruitment program of North Georgia Tech graduates. The White County Board of Education as had great success with graduation rates, SAT scores and optional programs for their students. However, the county doesn't proactively retain these students. Likewise, local industries need to have confidence that their workforce is not only available but can confidently perform the needed job skills.

7. The County needs to increase the capacity of the water and sewer treatment plants. During the peak season (tourism), the county is at capacity for its water and sewer. Future development in commercial and/or industrial sectors is already limited.

8. White County should identify where it wants commercial, industrial and activity nodes (near schools). Install necessary trunk lines along those locations. Location decisions of smaller business entities are driven by market and immediately available resources.

9. The county should utilize available federal and state funding resources to assist in water and sewer needs. For example, GEFA and Appalachian Regional Commission (ARC) Programs. These are opportunities for funding that the county has not traditionally used.

10. The County should consider additional funding for economic development under the direction of the White County Chamber of Commerce. These efforts should focus on a comprehensive approach to economic development including the current activities with

Prepared by: Georgia Tech Economic Development Institute
www.edi.gatech.edu

June 28, 2003

White County Economic Development Readiness Assessment

Page 4 of 8

tourism and entrepreneurs, while adding emphasis on existing industry and developing partners that will promote the county's interest. The county needs to invest in its future economic development. The county has not effectively marketed itself to state-wide partners and has not established effective partners within the region for purposes of promoting their county for tourism and/or business development.

Conclusion This readiness assessment is a snapshot of a community's current state of preparedness for economic development and is not meant to take the place of a strategic assessment and longterm plan.
Our findings indicate that, overall, White County can advance in its economic development. The county has a strong tourism base and the beginnings of entrepreneurial business climate.
Our recommendations are offered as immediate and beginning action steps your organization can take to further enhance your community's readiness for economic development. More guidance may be available based on the answers you provided. Georgia Tech can provide assistance to White County on completing some of the key action items. We can also assist by making referrals to other state resources and/or supplying a list of consultants as appropriate. If you would like additional information, please contact Karen Fite at Georgia Tech's Regional Office in Athens (706-542-8901 or Karen.fite@edi.gatech.edu).

Prepared by: Georgia Tech Economic Development Institute
www.edi.gatech.edu

June 28, 2003

White County Economic Development Readiness Assessment Summary & Comments by Section

Page 5 of 8

The Basics
The White County Chamber Executive Director is fairly new in the economic development field (about two years). She has participated in local and regional leadership and development programs (White County Leadership and Georgia Academy) and is a member of state organizations: GEDA and GACCE. Attending the Basic Economic Development Course at Georgia Tech would provide a broad perspective for her leadership.
The White County Chamber's Website is well developed and easy to navigate. The Chamber's mission statement is prominently presented. Business goals were going to be addressed at an upcoming strategic planning meeting.
The Chamber has a good relationship with the County, the cities and the CVB. The county is a fiscally conservative entity, which is perceived as a strength.

General Community Information
Most of the community population and business information in this section was readily available, indicating that the Chamber of Commerce is diligent about gathering the information and ensuring its availability to the community and prospects.
White County's population had increased by 53.% from 13,006 in 1990 to 19,994 in 2000 which is higher than the region and state increases of 49.5% and 26.4%, respectively.
White County per capita income was $22,598 in 1999 which is comparable to the region per capita income but less than the state average.
The percent of people below poverty level declined from 12.5% in 1990 to 10.5% in 2000. The state average poverty rate is 13.0%. During this same time period, the number of persons living below the poverty rate rose by almost 500 from 1575 to 2042 persons. The decrease in percentage is likely from the influx of new residents who are not below the poverty level.

Prepared by: Georgia Tech Economic Development Institute
www.edi.gatech.edu

June 28, 2003

White County Economic Development Readiness Assessment

Page 6 of 8

A large number of residents (47.7%) travel outside of the county to their place of work; this is slightly higher than the state average of 45.5%. The average travel time for all working residents is 29.6 minutes.
In White County, 79.2% of residents own their own home which is comparable to the region and is higher than the state average of 67.5%.
White County unemployment rate has traditionally been lower than the state and region averages.
The developer did not know the number of net new businesses or jobs created in recent years. This information is a key factor to understanding the community growth trends. The new county business license process will aid in obtaining this information.
Manufacturing (24.1%), Retail Trade (15.9%), and Services (17.6%) comprise the major employment sectors. Government (5.6%) and Educational Services (8.4%) are the next highest employment sectors. The Manufacturing sector is on a decline and the numbers above does not reflect recent changes.
There were two new entrepreneurial manufacturers identified that started operations within the last three years: Salsa Foods and A Touch of Country Magic. Three manufacturers have closed operations or downsized in the last three years: Mt Vernon Mills (Closed), NOK (downsized-productivity improvements) and House of Tyrol (Closed). No new businesses have relocated or expanded in White County in the last three years. No existing businesses have expanded their operations in the last three years.

Measuring Infrastructure Physical Infrastructure
White County is located within 25 miles to the Gainesville Metropolitan Statistical Areas (MSA). This location allows the county to take advantage of the employment, educational and medical resources within the area. The county should continue to monitor development trends within the region and explore opportunities to grow, recruit, and support industries that are potential suppliers or customers of the region.
Further, White County is over 30 miles to the nearest interstate exchange: I-85 & 985. Additionally, the county has no four lane highways, airport, active rail service or trucking
terminal. The county is limited in transportation infrastructure as a means to attract industry.

Prepared by: Georgia Tech Economic Development Institute
www.edi.gatech.edu

June 28, 2003

White County Economic Development Readiness Assessment

Page 7 of 8

The county's utilities, specifically water and wastewater, are at capacity during the peak of the tourism season and would probably have difficulty in handling one new large user. The county has reserved sewer capacity for industrial and commercial usage on Hwy 129 South.
White County recently sold its industrial park to a local businessman. They had not had success in marketing the property.
The downtown vacancy in the City of Cleveland was listed as 0%-10% and 10% - 25% for the City of Helen. Efforts can be made to maintain a vibrant downtown area so that complacency does not occur. A viable downtown area complements the other economic development efforts in the community. Separate recommendations are included in the DCA Quality Growth report which addresses downtown retail, parking, re-development issues.

Human Resources Infrastructure The community has great access to post secondary educational opportunities with the
Truett-McConnell located in the community, Piedmont College & North Georgia Technical College within 20 miles and Gainesville College within 30 miles. With recent building campaigns for the County, it is reported to have an ability to accommodate a reasonable growth in students without resulting in overcrowding. The White County School system has very positive measurements of their success. The student/teacher ratio is at the regional and state levels. There are significantly more teachers with Master degrees (or higher) than the state or regional data indicates. The students' SAT scores are higher than the regional average and at the state level. Plus, more than average students from White County go on the either Technical Schools or Colleges. In the general populations, White county has more adults as high school graduates but less with bachelors degrees or higher than the rest of the state. White County does have a high home ownership rate but the percentage of mobile homes in the area is higher than the rest of the state.

Prepared by: Georgia Tech Economic Development Institute
www.edi.gatech.edu

June 28, 2003

White County Economic Development Readiness Assessment

Page 8 of 8

Local Government/Public Policy Infrastructure White County has a comprehensive land use plan which will be revised later this year.
The county has recently enacted both a mobile home ordinance and building codes. Enforcement of the ordinances may have been inconsistent. The County has an active website that is easy to navigate. It appears that they are working to add new components such as calendars and meeting minutes. The community has active downtown business districts. Both Helen and Cleveland have reasonable occupancy rates.

Measuring Economic Development Processes The economic development functions within the county are handled through joint role of the Executive Director of the Chamber who also works with the Development Authority. White County does utilized volunteers the board members of the Development Authority who attend the appropriate Board training. Volunteers are also used on committees including: Tourism, Economic Development, Entrepreneurship, Marketing and others. Most of the basic information about the community was tracked, collected and maintained. Strategies for routine updates of the information should be coordinated within the community as the changes occur. The Chamber web site is an ideal way to communicate the county's assets. The website is easy to navigate and covers a broad array of information. Links to community/city sites would is beneficial to all; one example that White County chamber has is the link to the Telegraph for meeting minutes. The Development Authority does not have a written economic development plan for the community. Measurements against the plan may be improved. The Chamber has submitted a plan to the county and cities for enhancing Economic Development Planning within the region. The counties and cities would provide additional funding to assist volunteers in networking and promoting White County. Economic development is an ongoing process of learning and evolving so developing an active proactive program is advisable.

Prepared by: Georgia Tech Economic Development Institute
www.edi.gatech.edu

June 28, 2003

Community Economic Development Readiness Assessment (CEDRA)

Contact Name: Judy Walker

John Jordan (Volunteer, ED Chair 706-348-7244)

Organization: White County Chamber of Commerce

Telephone: 706-865-5356

Email: judy@whitecountychamber.org

Web Site: www.whitecountychamber.org

County: White

State Development Region: 2

State Tourism Region:

PART ONE BASICS
1.1 Please indicate which of the following best applies to your position: Full-time staff
1.2 How many years have you been involved in economic development? 2 Years 1.3 Do you have your professional economic development certification (e.g., CEcD or EDFP)?
No 1.4 Have you attended the Basic Economic Development Course?
No 1.5 Have you attended the Georgia Academy for Economic Development?
Yes 1.6 Have you attended any state or local leadership programs?
Yes If yes, which ones? White County Leadership

1.7 How do you spend your time?
25 % Business retention and expansion 15 % Entrepreneur development 5 % Prospect recruitment and marketing 25 % Tourism development 30 % Other: Membership; Admin; programs; etc.

Copyright: 2004 Georgia Institute of Technology (Version 05-24-04)

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Community Economic Development Readiness Assessment (CEDRA)
1.8 Are you a member of the Georgia Economic Developers Association (GEDA)?
Yes
If applicable, are you a member of the Georgia Association of Chamber of Commerce Executives (GACCE)?
Yes
1.9 What is your organization's mission? The White County Chamber of Commerce will enhance the quality, growth and success of Our community while maintaining a commitment to the environment and concern for future generations.
1.10 What are your organization's economic development objectives for the next year?
Increase number of new businesses by _____ % over next year Increase number of entrepreneurial start-ups by _____ % over next year Increase number of manufacturers by _____ % over next year Increase number of new jobs by _____ % over next year Increase number of visitors / tourists by _____ % over next year Or: Don't have these. Will be meeting tomorrow on a board retreat to develop next year's
program. Have hired a facilitator to guide the process

1.11 What is your organization's greatest achievement in the past THREE years?
Efficient Operations Fiscally responsible; Good Board participation Business Friendly
Reputation in Community Good support for citizens; Good relationship with 3 governments; working with Helen CVB Involvement of Agriculture: Agribusiness focus

1.12 Who are the THREE most influential people in your community, and are they engaged in your economic development activities?

Name or Position Dennis Bergen John Eberley

Engaged in economic development? Yes Yes

Copyright: 2004 Georgia Institute of Technology (Version 05-24-04)

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Community Economic Development Readiness Assessment (CEDRA)
1.13 What are your community's THREE greatest strengths for economic development? Quality of Life: Live, Work & Play; Unicoi; Federal Properties Land Prices are reasonably affordable Proximity in NE Georgia: to TN, NC, ATL Fiscally conservative Government
1.14 What are your community's THREE greatest weaknesses for economic development? Water/Sewer Traffic Congestion in Cleveland (Square & Hwy 129 S); Helen during season Labor Force: Number and education
1.15 Describe the THREE most serious economic development problems faced by your community.
History of communications in White County Up and Down

Copyright: 2004 Georgia Institute of Technology (Version 05-24-04)

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Community Economic Development Readiness Assessment (CEDRA)

PART TWO GENERAL COMMUNITY INFORMATION

2.1 Do you track any of the following information on your community?

Population Population by race Population by age Population by gender Net migration rate Per capita income Poverty rate Commuting patterns Homeownership rate

Do you track? Yes Yes Yes Yes No Yes Yes No No

If yes, indicate source: Census; UGA; DCA

2.2 For each of the following attributes about your community, please indicate whether it is above, at, or below the average for the region and state.

Population growth Per capita income Poverty rate Note: Below is good

Region

State

Above At Below Above At Below Don't know

















2.3 Do you track any of the following information about your community's economic base?

Employment Employment by industry sector Unemployment rate Labor force participation rate Average weekly wage Number of new businesses Number of home-based businesses Number of new jobs created

Do you track? Yes Yes Yes No No No No No

If yes, indicate source:

2.4 For each of the following attributes about your community, please indicate whether it is above, at, or below the average for the region and state.

Unemployment rate Average weekly wage Number of new jobs created

Region

State

Above At Below Above At Below Don't know

x

x

x

X

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Community Economic Development Readiness Assessment (CEDRA)

2.5 Please list and describe your community's largest employers.

Employer Name

Year

Jobs Product or Service

Growing, Declining, OR Stable?

Started by Local Entrepreneur?

White Co BOE

463 Education



Freudenberg NOK

400 OilSealValveSteam



Truett McConnell

136 Education



Mt Vernon Mills*

100 Textiles



Ingles

100 Grocery



No Ga Hardware

86 Hardware

2.6 Please list and describe any local manufacturing entrepreneurs that have started in the

past THREE years.

Employer Name
Salsa Foods
A Touch of Country magic

Year Jobs Product or Service 2000 5 Salsa 1998? 58 Cinnamon Brooms

Growing, Declining, OR Stable?
Growing
Growing

2.7 Please list and describe any new businesses that have relocated or expanded to your community (from outside the community) in the past THREE years.

Employer Name NONE

Year Jobs Product or Service

Growing, Declining, OR Stable?

2.8 Please list and describe any existing businesses that have expanded within your community in the past THREE years.

Employer Name NONE

Year Jobs Product or Service

Growing, Declining, OR Stable?

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Community Economic Development Readiness Assessment (CEDRA)

2.9 Please list and describe any existing businesses that closed or downsized within your community in the past THREE years.

Employer Name Mt Vernon Mills NOK House of Tyrol

Year Affected Jobs 2004 Will close in 2001 2003 50-100

Product or Service Six weeks Productivity increase Mail Order Distribution

2.10 Are any of your local industries exporting their products outside the United States? Yes No Don't know If yes, please provide examples: NOK, Mt Vernon Mills, Plastic Works; White County Molding; Babyland

2.11 What tourism destinations are in your community?

Helen BabyLand General Unicoi Anna Ruby Falls

Appalachian Trail National Forest Smithgall Woods

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Community Economic Development Readiness Assessment (CEDRA)

PART THREE MEASURING INFRASTRUCTURE Physical Infrastructure

3.1 How many miles is your community from a:

Metropolitan statistical area (MSA) Interstate highway interchange Navigable river Deepwater port Airport with scheduled commercial service

Miles Name 25 Gainesville 30 985 in GNS 350 Savannah 350 Savannah 80 Athens 80 Greenville

3.2 Which of the following transportation services are available in your community?

Don't Know


Local airport Active rail service Local trucking terminal Locally operated public transportation (e.g., bus) Intercity bus or passenger rail service

No

Don't know


If your community has a local airport:

Do you have a fixed base operator? How long is your longest runway?

Yes No Don't know ______________ feet

3.3 Which of the following telecommunications services are available in your community?

Local internet dial-up access Dedicated long distance services (e.g., T-1/DS-1, T-3/DS-3) at rates similar to major metropolitan areas Broadband communications services (e.g., cable modem, fixed wireless, DSL) Local telecommunications services from more than one provider Digital wireless telephone service

Yes


No

Don't know

3.4 Please provide the following information about your community's water and wastewater services.

Excess water capacity Excess wastewater capacity

No If yes, how much? Abundant in off-season

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Community Economic Development Readiness Assessment (CEDRA)

3.5 Has your community had any water or wastewater restrictions during the past THREE years?

Yes
3.6 How much of your industrial and commercial areas are served by public water and sewer systems?
All Most Sewer capacity has been reserved; City wouldn't pay for it; Private owner of Park
will Some None Don't know

3.7 Please indicate any problems or concerns with your wastewater system. (Skip if wastewater service is not available.)

Capacity; Location; Availability

Hwy 129

South- Commercial North of Helen: NONE;

Nacochee _ NONE

3.8 Is your community in a non-attainment area? No Don't know

If yes, what is your community doing to address non-attainment issues?

3.9 Please provide the following information about your community's electricity and gas services.

Natural gas available? Electricity available?

Yes

No

If yes, who provides it?



AmeriGas & 6 others



Ga Power, Habersham

EMC

3.10 Does your community have a county landfill?

No Closed Landfill

If yes, what is the expected life of the landfill? ______________

3.11 Please indicate which of the following types of business parks are in your community?

Heavy Industrial
Light Industrial Mixed Use Research and Development
Small Business

Technology
Other: ____________________
None Don't know

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Community Economic Development Readiness Assessment (CEDRA)

3.12 Please check any of the following services offered in each park.

Park 1: Telfair-Hulsey

Park 2: Whitehall

Park 3:

Roads Rail
Water
Sewer Natural Gas
Electricity High-capacity telecom
service
Speculative or available
building FOR RENT Other: Now Privately
owned_

Roads Rail Water Sewer Natural Gas
Electricity High-capacity telecom
service Speculative or available
building Other: ________________

Roads Rail Water Sewer Natural Gas Electricity High-capacity telecom
service Speculative or available
building Other: ________________

3.13 What percentage of each park is built-out / occupied?

Park 1: Telfair-Hulsey

Park 2: Whitehall

Park 3:

0-10% 10-25% 25-50% More than 50%

0-10% 10-25% 25-50% More than 50%

0-10% 10-25% 25-50% More than 50%

3.14 What percentage of your community's downtown business district is vacant?

0-10%, Cleveland 10-25% Helen 25-50% More than 50% Don't know

Over the past THREE years, what has been the prevailing trend in vacancy?

Growing more vacant Becoming less vacant
Staying pretty much the same

3.15 Does your community house any of the following developments that serve the region?
Military base State or federal correctional facility Major tourism destination Regional industrial park Other: Hardman Farms: 2006-2008; Home with Museum; Working Farm; State owned;
Interactive Educational component; At Sautee across from Indian Mounds

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Community Economic Development Readiness Assessment (CEDRA)

Human Resource Infrastructure

3.16 How far is the nearest four-year college or university from your community's town or city center?

O-10 miles 10-20 miles 20-30 miles More than 30 miles

Name(s): Truett-McConnell transtioning to 4-yr; Music program is now
North Georgia College (Dahlonaga) 20 miles
Piedmont College (Demorest) 20 miles

3.17 How far is the nearest community college, technical college, or other two-year postsecondary educational institution from your community's town or city center?
O-10 miles 10-20 miles 20-30 miles More than 30 miles

Name(s): North Georgia Tech Clarkesville 20 miles
Gainesville College Gainesville 30 miles
UGA 80 miles

3.18 Can the public school system absorb 10 percent more students without overcrowding classrooms or needing new buildings?
Yes No Don't know

3.19 For each of the following measures for the public school system, please indicate whether it is above, at, or below the average for the region and state.

Region

State

Above At Below Above At Below Don't know

Student-teacher ratio

X

X

% Teachers w/ master's

X

X

degrees

High school dropout rate

X

X

Average SAT score

X

X

% High school graduates

X

going on to vocational or

technical training

% High school graduates

X

going on to two-year or

four-year college

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Community Economic Development Readiness Assessment (CEDRA)

3.20 Which of the following programs are available in your community's public school system?
Advanced placement program Apprenticeship program Arts program Business partners program NO Computer science program Entrepreneurship program NO Internship program Joint high school / vocational technical school program Leadership program With the Chamber Local scholarship program Magnet school / specialty program Mentoring program with local businesses Music program Other: ________________________________ Don't know

3.21 How do you rate the availability of quality early childhood programs in your community?

Licensed day care programs Licensed after school programs Licensed family day care programs Pre-K programs

Poor

Adequate

Excellent


Don't know


3.22 Is an adult literacy program available in your community?

Don't know

3.23 For each of the following measures for your community, please indicate whether it is above, at, or below the average for the region and state.

Region

State

Above At Below Above At Below Don't know

Adults with bachelors

X

X

degrees or higher

Adults with high school

X

x

degrees

Crime rate

X

X

Food stamp participation

X

X

rate

Homeownership rate

X

Infant mortality rate

X

Juvenile arrest rate

X

Physicians per 1,000

X

X

population

Teenage pregnancy rate

X

X

Voter participation rate

X

X

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Community Economic Development Readiness Assessment (CEDRA)
3.24 Does your community have a locally operated hospital or medical center? No Don't know If yes, what specialty services are available to the community?

3.25 What percentage of your community's housing is comprised of mobile homes?
0-10% 10-25% 25-50% More than 50% Don't know
3.26 Does your community have a community center or other facility for public gathering?
No Use Business facilities
If yes, what services does this center offer?
Events, services, or activities for children and young adults Events, services, or activities for retirees and senior citizens Recreational activities Arts and cultural activities Meeting place for business and government organizations Other: ________________________________ Don't know
Local Government / Public Policy Infrastructure
3.27 When was your community's comprehensive plan last updated?
This year Last year 2 to 5 years ago More than 5 years ago; Due 10/04; Committee has been established Don't know
Does your community have a formal process for monitoring how closely actual development follows the comprehensive plan?
No
Did your organization participate in the effort to develop the plan?
Yes
Is your organization responsible for implementing any of the comprehensive plan?
No

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Community Economic Development Readiness Assessment (CEDRA)

3.28 What type of land use regulations are employed by your community?
County zoning City zoning Land use codes Building codes Covenants Mobile home ordinance Other: ________________________________ Don't know

If your community employs any of the above, how well does your community enforce land use regulations (e.g., building inspector)?
Very Well Well Neither Well Nor Poor Poor Very Poor

3.29 Does your local government have a solid waste management plan?

Yes

If yes, please provide year of most recent revision Don't know

3.30 Which of the following government services are available on-line? Note to Self: Check

Contact information List of services Bill payment Minutes of meetings Tax records or plats Certificates Licenses Permits Community calendar Other:

Yes No Don't know X X
X X X X X X X

3.31 Do you consider your county to be a business-friendly community?

Yes Especially chamber and newer ; Old Group: controlling

3.32

Is your local government considered a "qualified local government" by the State of Georgia? Yes

If yes, has your government ever lost or been at risk for losing this status?

Don't know

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Community Economic Development Readiness Assessment (CEDRA)
Why?

3.33 Has your local government actively participated in any of the following regional activities? Merged or consolidated provision of services between two or more jurisdictions Regional Advisory Council Regional Development Center meetings Georgia Academy for Economic Development Regional land use planning Joint development authority or enterprise Other: ________________________________ Don't know
3.34 Does your community have a downtown development authority?
Yes Not an active group ..... Truett McConnell
3.35 Has your local government been selected to a city recognition or downtown redevelopment program?
No
If yes, please provide the most recent year of selection: ______________
3.36 Does your community have a county-wide recycling program?
Yes With Drop off locations
3.37 Does your community have designated brownfield sites?
No
If yes, is there a formal program being implemented to redevelop or remediate brownfield areas? Yes No Don't know
3.38 What is the bond rating of the largest city or county government in your community?
_Note: County has little to no debt
3.39 Has a local bond referendum been passed by voters during the last THREE years? No Don't know
If yes, please describe: ________________________________
Has a local bond referendum been defeated by voters during the last THREE years? No Don't know
If yes, please describe: ________________________________

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Community Economic Development Readiness Assessment (CEDRA)
3.40 How does your community's property tax millage rate compare to communities in your region?
Higher Same Lower Don't know
Has your community raised its millage rate in the last THREE years?
No For BOE
Has your community lowered its millage rate in the last THREE years?
No
3.41 Please indicate the following for your tax digest during the past THREE years.
Check on this
Growing above the rate of population change Growing below the rate of population change Declining Don't know
3.42 Please describe any grants to support economic development received by your community during the last THREE years.

Agency (Source) None that they know of

Amount ($) Economic Development Use

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Community Economic Development Readiness Assessment (CEDRA)

PART FOUR MEASURING ECONOMIC DEVELOPMENT PROCESSES

Organizational Processes

4.1 Which of the following is the lead organization for economic development in your community?

Development authority Chamber of commerce Works with DA and will supervise activities of White County Office
of ED; see report City or county government office Other: ________________________________ No lead organization Don't know

If development authority, please indicate the following: Check on this

Constitutional Statutory

If chamber of commerce, please indicate the following:

501(c)3 501(c)6

4.2 Please indicate which of the following economic development activities are within the responsibility of your organization.

Assisting entrepreneurs and small businesses Developing a tourism base Fostering international trade Recruiting new industries Supporting the needs of existing business and industry Other: ________________________________

Which of the following work areas are reflected in your program of work?

Business retention and expansion Commercial or industrial property
development Communications / media relations Downtown development Entrepreneur development Funding International trade

Local public policy Marketing and recruitment Professional development Technology Tourism development Workforce development
Other: ____________________

4.3 For any of the activities listed in Question 4.2 that are not within the responsibility of your organization, please indicate the lead organization responsible for that activity.

Commercial/Industrial Development Private Developers Downtown Development works with them

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Community Economic Development Readiness Assessment (CEDRA)

4.4 Please indicate the economic development budget for the community for the past THREE years.

Year Total Budget ($)

Professional Development Budget ($)

2004 $226,000

What percentage of the economic development budget comes from the following sources?

Local taxpayers Business community State agencies Federal agencies Other: _Hotel/Motel Tax
Membership Does your community have a hotel / lodging tax?
No Don't know

_______ % 40% _______ % _______ % 35 % 25%

If yes, what percentage of the revenue is allocated for tourism promotion and development?

0-10% 10-25% 25-50% More than 50% Don't know
4.5 How many full-time equivalent paid staff work on economic development?

3 Fulltime

How many of these have a professional economic development certification (e.g., CEcD, EDFP)?

_NONE__

4.6 Have members of your board of directors attended any of the following?

Georgia Academy for Economic Development Development authority board training State or local leadership programs Sales training Other: ________________________________
4.7 How many graduates does your community have from the Georgia Academy of Economic Development?

__Four_

4.8 How many graduates does your community have from a state leadership program?

_Not Sure: Two??? Chris and Dennis__

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Community Economic Development Readiness Assessment (CEDRA)

4.9 Does your community administer a local leadership program?

Yes

If yes, how many graduates? Five years: 70 +/-

4.10 Does your organization utilize volunteers?

Yes

If yes, please describe the training for the volunteers.
Depends on level of volunteer participation
Volunteers go through a formal training program Volunteers attend professional association meetings Volunteers are informally trained Volunteers receive no training Don't know

4.11

Please rate the effectiveness of the working relationship between your economic development organization and the following entities. Please use a scale of one to five, where one means "not at all effective" and five means "very effective."

Adjacent counties and cities Board of education (superintendent) Citizens Entrepreneurs and small business Existing business and industry Four-year college or university Georgia Department of Community Affairs Georgia Department of Industry, Trade, and Tourism Georgia Department of Labor Legislators Local banks Local city / county government Local civic groups Local media Local tourism-related businesses (hotels, restaurants, parks, etc.) Other local economic development organizations in your community Regional Advisory Council Regional Development Center Social services organizations Technical college / community college Utility company Other:

1 2 3 4 5 X X X X X X X X X X X X X X X X X X X X X

4.12 Does any of your community's economic development activities show seasonal or cyclical variations?

Yes

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Community Economic Development Readiness Assessment (CEDRA)
If yes, please explain. Helen Tourism

Informational and Planning Systems

4.13 Does your organization collect basic information about any of the following?

Area sites and buildings Business assistance resources Business taxes and regulations Commercial and industrial properties Demographic information Education information Entrepreneurs Existing business and industry Health care information International trade (export) opportunities Major employers Tourism destinations Workforce availability and compensation Other: ________________________________

How often does your organization update the information you collect?

Area sites and buildings Business assistance resources Business taxes and regulations Commercial and industrial properties Demographic information Education information Entrepreneurs Existing business and industry Health care information International trade (export) opportunities Major employers Tourism destinations Workforce availability and compensation Other:

Monthly Quarterly

Annually

As Needed


How is the information presented?

Custom report PowerPoint CD-ROM Video Web site Other

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Community Economic Development Readiness Assessment (CEDRA)

4.14 Does your organization maintain an economic development Web site?

Yes

If yes:

How often is the Web site updated? As needed

Which of the following services are offered through the Web site?

Annual report Calendar of economic development events Comprehensive plan Contact information Economic development strategic plan Information for prospects Information for tourists / visitors Information for entrepreneurs Information for existing business and industry Link to public and private organizations in the community Links to relevant organizations outside the community Media releases Member-only section Online assistance services (including online forums or bulletin boards) Organization mission and goals statements Newsletter As link to the Telegraph Public polls Research reports Updates on services or activities (e.g., program of work areas) Other: ________________________________

4.15 Does your office use any of the following technologies?

Database system (e.g., Access) Digital assistant (e.g., Palm Pilot) Digital phone / cell phone Use Personal one for business GIS Intranet PC or laptop Presentation software (e.g., PowerPoint) Remote access to electronic communications services (email, calendar) Spreadsheet / budgeting software (e.g., Excel) Subscriber list serv services Web-based research service (e.g., Lexis/Nexis)

Yes No Don't know X
X X
X X X X X
X X X

4.16 Do you or your staff routinely use computers more than four years old?

Yes

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Community Economic Development Readiness Assessment (CEDRA)

4.17 Which of the following sources does your organization use to develop strategies and services?

State, regional, or national professional economic development association meetings Regular meeting with state economic development professionals Economic development trade journals and publications General business trade journals and publications Comprehensive plan Suggestions from community leaders Suggestions from community citizens Other: ________________________________

4.18 How often do you meet with statewide economic developers?

Monthly Quarterly Annually As Needed Never

When was the last time a statewide economic developer brought a prospect to your community?

Within one month Two to four months Within the last year More than one year ago Other: ________________________________ Don't know

4.19 Does your community have a written economic development strategic plan?

No

Is your plan based on any of the following?

Community vision and goals Competitive assessment including a comparative analysis between community and similar
communities Demographic and socioeconomic analysis Economic development feasibility assessments SWOT analysis Market analysis Other: ________________________________ Don't know

Which of the following sources were used to gather input for your plan?

Citizen review committee or panel Comprehensive plan Publicizing of findings along the
way through local media Suggestions from community
leaders

Suggestions from community citizens
Surveys, interviews or focus groups Town halls or public forum
meetings Other: ________________________ Don't know

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Community Economic Development Readiness Assessment (CEDRA)

Does your community have a formal process for monitoring progress and tracking results?

No

Which of the following components does your strategic plan include?

Business retention and expansion plan
Commercial and industrial property development plan
Community marketing plan Entrepreneur and small business
development plan Environmental plan Funding / resource capacity plan

Growth management plan Incentives plan Marketing plan Prospect recruitment plan Infrastructure development plan Technology utilization plan Tourism development plan Workforce development plan Other: ________________________

4.20 Does your organization have a computer-based system for tracking results against economic development objectives?

No

If yes, what measurements are included in your system?

Does the system track lead generation?

Advertising Cold calls Web site Consultants Statewide economic developers Trade shows and marketing trips Other economic development groups

Prospect


Existing
Business


Entrepreneur


Tourist and
Visitor


Does the system track any of the following activities?

Information packages mailed Presentations delivered Trade shows or marketing trips Type of entrepreneurial assistance provided Type of existing business and industry support provided

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Community Economic Development Readiness Assessment (CEDRA)

Does the system track follow-up information?

Reasons entrepreneurs chose the community Reasons existing businesses and industries expand Reasons existing businesses and industries move, close, or downsize Reasons prospects do not locate Reasons prospects locate Reasons tourists / visitors chose the community

4.21 How often does your organization communicate progress and results with your community's leadership?

Monthly Quarterly Annually

As Needed Never

How often does your organization communicate progress and results with your community's citizenry?

Monthly Quarterly Annually

As Needed Never

4.23 How do you measure satisfaction with the service you give?

We do not monitor satisfaction We keep track of customer comments informally We conduct formal surveys of customers We hire an outside firm to conduct surveys and audits We have a system that collects ongoing customer comments and complaints at a central
location

4.24 When was the last time your organization conducted a formal survey?

Within the past 12 months Within the last three years Never

What was the subject of the survey?

Customer satisfaction Entrepreneur and small business
needs Existing business retention and
expansion needs

Planning Technology needs Tourism Other: ________________________

4.25 Does your organization measure the effectiveness of economic development incentives granted to business?

No

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Community Economic Development Readiness Assessment (CEDRA)
How does your organization measure the effectiveness of incentives?
Count the number of new / expanding companies and jobs Employ a fiscal impact modeling tool to determine the break-even point in advance of
offering the incentives Formally survey businesses to determine whether they created the jobs and/or made the
capital investments they promised Get an informal feel Include a "clawback" provision Other: ________________________________
Services
4.26 Does your organization host any of the following?
Business networking event (e.g., Business After Hours) Developer's Day Eggs & Issues event Existing business and industry recognition event Monthly Business Highlight; Annual award Major tourism event (e.g., festival, fair) that draws significant attendance from outside
community Technology fair Other: ________________________________
4.27 Which of the following activities does your organization employ to recruit economic development prospects?
Advertising in targeted trade publications Cold calls Coordination of local sales team Developer's Day Listing of properties on community Web sites Listing of properties with statewide economic development agencies Trade shows and marketing trips Visitation to statewide developers in Atlanta periodically Other: ________________________________
4.28 Which of the following services for tourists / visitors are available in your community?
Highway signage Newcomer information packet Public tours In Helen Literature for self-guided tours Welcome center Other: ________________________________

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4.29 Which of the following existing business and industry support services are available in your community?
Assistance to bring new product to market (i.e., commercialization) Assistance with adopting energy management practices Assistance with adopting lean manufacturing practices Assistance with adopting quality management practices Assistance with contracting with federal agencies Assistance with identifying export potential and identifying markets outside the United
States for products Assistance with meeting workforce needs Assistance with utilizing information technologies Other: ________________________________
4.30 Which of the following entrepreneurial development services are available in your community?
Business development incubator Local courses and workshops on entrepreneurship Local facilitator / one point source of information Local loan programs for entrepreneurs Management and technical assistance Outreach services Revolving loan programs Appalachian E... Small Business Administration or other guaranteed loans Local Banks Other: ________________________________

Formatted: Bullets and Numbering

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