Future Development Program part II: Villa Rica, Georgia, July, 1966

Villa Rica
FUTURE DEVELOPMENT PROGRAM
Part II

THE LIBRARIES

The University of Georgi a

GEORGIA

DEPARTMENT OFINDUSTRY AND TRADE

H. Nutter

Executive Director

A ssistant Executive Director
* * * * * * * .* * * * * * * * * ** * * * * * * * * * * * * * * * * * * * *

PLANNING DIVISION

V. R. Stuebing

Director

. John P. Kidd

Ass istant Director

John R. Joyner

Chief of State Planning Section

Arthur W. Edwards

Chief of Appalachian Planning Unit

D. John Beck

Chief of Outdoor Recreation Planning Unit

Stanley S. Kidwell
**********~

Chief of Regional Planning Section
*** ******** *** * ** ** ***** **
LOCAL PLANNING SECTION

Glenn C. Woodard

Chief, State Planner V

James A.Liesendahl
* Dennis E. Daniels ** George B . Pilkington

Deputy Chief, State Planner IV State Planner III State Planner III

Robert F. Savadge

State Planner III

Joel N. Segal
* Richard Easler
David Farr

State Planner III
State Planner II
n State planner

A. Taylor Frankel

State Planner IT

Frank J. Gerred

State Planner II

Dennis Lehmann

State Planner II

Phillip E. Ogle
* Bryant Tudor

State Planner II State Planner II

James G. Vacalis

State Planner II

William C. Bellinger

State Planner I

* Persons working on this project ** Persons primarily responsible for this report

FUTURE DEVELOPMENT PROGRAM: PART II
VILLA RICA, GEORGIA JULY, 1966
PREPARED UNDER CONTRACT BY THE PLANNING DIVISION OF THE GEORGIA DEPARTMENT OF INDUSTRY AND TRADE FOR THE VILLA RICA PLANNING COMMISSION.
THE PREPARATION OF THIS DOCUMENT WAS FINANCIALLY AIDED THROUGH A FEDERAL GRANT FROM THE URBAN RENEWAL ADMINISTRATION OF THE DEPAR TMENT OF HOUSING AND URBAN DEVELOPMENT UNDER THE URBAN PLANNING ASSISTANCE PROGRAM AUTHORIZED BY SECTION 701 OF THE HOUSING ACT OF 1954, AS AMENDED.
GEORGIA DEPARTMENT OF INDUSTRY AND TRADE 100 STATE CAPITOL ATLANTA, GEORGIA

VILLA RICA, GEORGIA Guy H. Davis, Mayor Harold D. Williams, City Clerk Horace O. Luther, City Engineer
CITY COUNCIL Lewis Harrison J. W. Mathews
Ray Mathews Boyd Perry Harold Smith
PLANNING COMMISSION William L. Berry, Chairman Harold D. Williams, Secretary
Charles Cole Max Ellis
James Vaughn

PREFACE

The growth of a conununity is the result of m.any decisions, both

public and private, m.ade over a long period of tim.e. To insure that

these decisions are oriented toward a com.m.on goal of producing an

efficient and attractive com.m.unity, it is necessary to establish guide-

lines through a com.prehens ive planning program.. The recorn.rn.enda-

tions of this report will provide these developm.ent guidelines:

This report contains the following contract item.s:

a. Com.m.unity Facilities Plan;

b.

Public Im.provem.ents Program.; and

c.

Continuing Planning Program..

i

Chapter I

T ABLE OF CONTENTS
COMMUNITY FACILITIES PLAN Public Utilities Water Distribution System Electrical Power Distribution System Natural Gas Distr ibution System Sanitary Sewage Disposal System General Recommendations Public Works Streets Storm Drainage Sanitation Cemeteries Public Safety Police Protection Fire Protection Civil Defense Cultural Facilities and Services Educational Facilities Library Recreation Medical Facilities and Services Hospital Health Clinic Municipal Property and Equipment Municipal Buildings City Maintenance Yard Public Equipment

Page 1 2 2 7 8
11 15 15 15
19 21 22 22 23
24 25
26
27 28
29
31 31 32 32 32 33 34

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Chapter II

TABLE OF CONTENTS (Continued)
Regional Airport Future Community Facilities Tables for Chapter I PUBLIC IMPROVEMENTS PROGRAM Annual Fis cal Trends
Revenues Operating Expenditures Capital Expenditures Comments on Fiscal Trends Projected Revenues and Operating Expenditures Revenues Operating Expenditures Fiscal Sources Available for Public Improvements Surplus Fund General Obligation Bonds Revenue Anticipation Bonds Grants Special Funds Special Assessment Combination Program Planning Elements Public Improvements Program Annual and Six- Year Capital Budget Financing Implementation Table s for Chapter II
iii

Page 34 36
39
45 47 47 48 49 49
51 53 53
54 55 55 56 58 59 60 60 60 60 60 61 62 63

Chapter III

TABLE OF CONTENTS (Continued)
CONTINUING PLANNING PROGRAM Planning Materials Now Available Base Map Neighborhood Analyses Existing Land Use Survey and Analysis Future Land Use Plan Major Thoroughfare Plan COInmunity Facilitie s Plan Public Improvements Program Recommended Zoning Ordinance and Zoning Districts Map Recommended Subdivision Regulations Central Busines s District Study Plan Implementation Future Planning Program Comprehensive Fiscal Study Municipal Organization Study Codes Study Public Housing Feasibility Study Citizens Advisory Committee Chamber of Commerce Community Appearance Study Coordination of Future Planning Program

Page 71 71 71 72 72 73 73 73 73
74 74 74 75 75 76 76 77 77 78 78 78 79

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Plate ONE TWO THREE FOUR FIVE
SIX SEVEN EIGHT

LIST OF PLATES AND TABLES
Existing Community Facilities Existing Water System Gas System Sanitary Sewage Disposal System Recommended Thoroughfare Improvement
Priorities Community Facilities Plan Actual and Projected Operating Fiscal Trends General Obligation Bond Limit

Page 3 4 9
13
17 37 52 57

Table I II
III IV V VI VII

Water Distribution System

40

Recommended Thoroughfare Improvement

Projects by Priority

41

Character istics of Schools in Villa Rica

43

Net Revenues and Distur sements, 1956 -1965

65

Projected Operating Budget, 1966-1971

66

Recommended Public Improvements

67

Public Improvements Program

69

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CHAPTER I COMMUNITY FACILITIES PLAN

The purpose of a community facilities plan is to evaluate the

present public facilities and services and make recom.m.endations to

provide a level and variety of services that will accomodate the existing

needs and anticipated future demands. The adequacy of community

facilities often determines the growth potential of a city. Adequate

community facilities may act as an incentive for further economic

development or lack of them can retard such development. For example,

the availability and adequacy of water and sewerage service, fire and

police protection, schools and recreation areas can mean the difference

between stagnation or industrial and economic growth.

This report is an inventory and evaluation of the existing public

facilities and services available in the Villa Rica Planning A rea, and

recommends ways to correct any deficiency. The recommendations

contained in this report are closely related to requirements and needs

set forth in the Neighborhood Analyses and the Future Development

Program: Part I.

The services which are available in Villa Rica and its environs

are either municipally owned, such as the water system; county owned,

such as the schools, or privately-owned, such as the electrical distri-

bution system. For purposes of this report the following general

categories are used:

a.

Public Utilities;

b. Public Works;

c. Public Safety;

d. Cultural Facilities and Services;

e. Medical Facilities and Services;

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f. Municipal Property and Equipment; and g. Regional Airport. These categories should not be cons idered as strict separations as there is an intermix of purposes, such as the water distribution system which is used for local consumption and fire protection. Plate One, "Existing Community Facilities", shows the distribution of existing community facilities in Villa Rica.
Public Utilities Public utilities in Villa Rica consist of the water, electrical power, and natural gas distribution systems and the sanitary sewage disposal system. These services are considered basic by today s urban dweller. The adequacy of the utility systems is the concern of the local administration, because their adequacy, whether publicly or privately owned, will directly influence other muni'cipal services. Utilities are revenue producing items, whether as user- charges or franchise taxes; therefore, the wider the coverage, the greater the revenue.
Water Distribution System The water system needed for today s urban life must supply potable
water in sufficient quantity to meet the demands of domestic, commercial, and industrial consumption as well as fire protection. An analysis of Villa Rica's water system was made to determine its adequacy to meet these demands. A detailed discussion of fire protection will be deferred until later in this chapter.
Potable water is available to the res idents of Villa Rica and some areas adjacent to the city limts through the city owned and operated water system. Plate Two, "Existing Water Systemll , shows that adequate
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existing community facilities

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14 SEWAGE TREATMENT PLANTS

WATER WORKS 15 RESERVOIR 16 STORAGE TANKS
17 TREATMENT PLANT
SEMI-PUBLIC
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THE PREPARATION OF THIS DOCUMENT WAS FINANCIALLY AIDED THROUGH A f'EDERAL lIRANT FROM THE URBAN RENEWAL ADMINISTRATION OF THE HOf'SING AND HOME FINANCE ASENCY UNDER THE URBAN PLANNING ASSISTANCE PROeRAM AUTHO"IZED BY SECTION 701 Of'THE HOUSING ACT Of' 195", AS AMENDED.
THiS MAP WAS PREPARED FO~ GENERAL PLANNING ACTIVITIES ONLY AND SHOULD NOT BE USED FOR ENGINEERING AND TAiliNG PURPOSES,
PLATE ONE

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TJC ",(PAlliATION 0' TH" DOCUMENT 'w ... , FINAHCIAU.Y AIDIO THll:OU8H ... FEllEIIIAL I""'NT FIIDM nil!: UIt .... N Itlfll .... L AOMINISTIIIATIOH OF TH[ HOUSING AND HOME
nUNC[ A8NCT UHDIII THE UIII ....". PLANNING "'S'ISTANCE
""0.11I ..... AUTHOItIUO BY neTIO" 701 OF THI! HOUSINg ACT OF 'ts4,A' ....I[NOlO,

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WAS '"E"""lO FOil GUIHI ... L PLANNING

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PL",re TWO

Planning Division

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water is distributed to 80 percent of the developed area in the city, while 90 percent of the developed land within the city and some areas beyond the city limits are served by the municipal distribution sys tern. The characteristics of the water distribution system are summarized in Table 1.
There are 33.7 miles of water pipes in the distribution system, but 13.7 miles of pipe are less than six-inches in diameter which is considered too small for adequate service. All areas outside the city limits and some areas in Villa Rica are in this "underserviced" category. The areas of high population density within the city limits, where small diameter lines exist, have been reinforced by six-inch or larger diameter pipe; thus, the effective length of the water distribution system is reduced to 27.2 miles.
The average water consumption rate for Villa Rica is 400, 000 gallons per day. Based on this consumption rate, there is sufficient water to supply its water customer s for one and a half to two days from its storage facilities in case of an emergency. The storage facilities are located in the south and southwest sections of the city and at the treatment plant.
The present treatment plant is located at the end of Wilson Street outside the city limits. This plant is capable of filtering and chlorinating at a rate of 360 gallons per minute, or approximately 30 percent more than the average water demand. During the peak demand season, the plant must operate at maximum capacity to supply enough water to meet the demand.
To meet the increasing water demand of Villa Rica, the city has employed a consulting engineer l to make a study of the existing system
1 J. R. Wauford and Company of Nashville, Tennessee,
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and to make recommendations to meet the future water demand. The recommend atL. Ons 2 made were to construct:
a. a new 1, 000, 000 gallon per day treatment plant on the Little Tallapoosa River below Dam No. 29;
b. two transmission lines, one immediately and a second in the future, from the treatment plant into the city; and
c. new six- inch services with fire hydrants in two areas, one of which is presently in place.
No further comment will be made concerning the engineering report; except that the future eight- inch transmission line is to be tied into a six- inch existing line, unless some means is provided to divert some of the water, a pressure failure in the six- inch line will result.
Recommendations To meet the present and future needs of Villa Rical s water dis-
tribution system, and in addition to the improvements now being constructed, the following recommendations should be implemented:
1. Replace all existing small diameter lines with pipes of s ix- inches or more in diameter including fire hydrants and valves; these improvements will cost approximately $46, 000.
2. Erect a 200, 000 gallon surface reservoir in the northern portion of the city, preferably at the proposed end of the future eight- inch transmission line. This facility will guarantee sufficient water for the existing industries and the proposed industrial expansion in this area and will also relieve the need for a special facility to reduce water pressure; the cost would be approximately $20, 000.
2Wauford, J. R. and Company. Engineering Report: Water Works and Sewerage Works, Villa Rica, Georgia. The Company: Nashville, June 20,1964, Exhibit No. 5.
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3. All lines of six- inch or larger diaITleter which "dead-end"

on a run of 600 feet or ITlore should be "looped" into other lines of s iITlilar diaITleter and add all required fire hydrants

and valves, approxiITlate cost of this iITlproveITlent will be

$10,000.

4. Develop a policy of extending water lines into areas where

developITlent is to be encouraged.

5.

Require all future subdivisions, which are planned to use

city water, to be served by distribution lines of sufficient

diaITleter to insure fire protection as well as sufficient water

for dOITlestic consuITlption.

6.

Require all residences within the city liITlits to "tap-on" the

ITlunicipal distribution systeITl.

Electrical Power Distribution SysteITl Electrical power distribution is the only utility in Villa Rica which
is not owned by the city; it is operated under a franchise agreement by the Georgia Power COITlpany or the Douglas County Electrical MeITlbership Corporation, in Carroll or Douglas County respectively. The franchise periods are liITlited by the City Charter to no ITlore than 20 years. Outs ide the city liITlits, electrical power can be purchased froITl either the Carroll County Electrical MeITlbership Corporation or the Douglas County Electrical MeITlbership Corporation.
The individual power supplier will extend their systeITl as necessary to ITleet the consuITlption deITlands of the custOITlers. There is sufficient electrical power available to the Villa Rica area to ITleet future needs.
RecoITlITlendation. It is recoITlITlended that the city coordinate with the three local electrical power distributors in the developITlent of a utility extension policy and in the developITlent of a code and ordinance enforceITlent prograITl.

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Natural Gas DistJ~ibution System Natural gas is supplied to the Villa Rica area through the muni-
cipally-owned and operated distribution system which has a total of
26. a miles of gas lines, See Plate Three, HGas Systemll Outside the
city limits gas is available to the same areas which are served by the water system, plus the community of Sand Hill.
The city purchases gas from Southern Natural Gas Company under a "maximum delivery obligationi' contract; in other words, Southern Natural Gas Company is obligated to supply Villa Rica up to 1,675, 000 cubic feet daily. However, Villa Rica may use more than this amount unless an emergency develops, at which time the city would be notified not to exceed its daily allotment because of the increased demand throughout the system. During December of 1962, this allotment was exceeded; but the city was able to get the additional gas required.
Other Fuels Available. LP gas, fuel oil, and coal are available to per sons who are not served by the natural gas system. Liquid petroleum (LP) gas can be purchased from several distributors in the Villa Rica area. Fuel oil can be purchased from bulk stations in Bremen, Carrollton, and Douglasville. Coal may be purchased from the Villa Rica Feed Company.
Recommendations. To insure that sufficient gas will be available for future growth, both residential and industrial, the following recommendations should be implemented:
1. Extend six-inch or larger diameter high pressure pipe to the area in the vicinity of Sugar Hill and Rockmart Roads and designated in the "Future Land Use Plan" and" Zoning Ordinance" as industrial; the approximate cost is $5,500.
-8-

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THI I"REMRATION 0' THIS DOCUII!NT WAS fiNANCIAllY AID~D 'tMItOUIH A ~DERAL I""NT '111011 ntE UIilIAN RElfEWAl ADIII'nSTRATION OF THE HOUIINI AND HOME I'JNAIiICE AIENCY UIiIDER THE UfIIlAIiI PlANliIlNI ASSISTANC! fOIIOl",,1I AIITNOltlZED IY SECTION 101 0 .. TNf NOUSINI ACT 0' I.... AS A.EIiIDED.
THIS IIAP WAS PltE..... REO 'OR I~NERAL PLANNINI ACTIVITIES ONLY AND 'HOUlO NOT .~ UlEO 'OR ~N'llfIlnRINI ANO TAXINI PUR,OIU.
PlATE THRE!
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2. Extend three- inch or larger diameter high pres sure pipe to the industrial area east of Anderson Road and north of Old Atlanta Highway, this will cost approximately $2, 500.
3. Negotiate with the Southern Natural Gas Company to increase Villa Rica's gas allotment to accommodate future growth.

Sanitarx Sewage: Disposal System

A sanitary sewerage system is an essential facility of a community.

The system will prevent the following conditions from occurring or

continuing:

a. contamination of the water supply;

b. use of land impaired by septic tank malfunction; and

c.

recurring maintenance of septic tanks.

Villa Rica's existing sewerage system was constructed to follow

the natural drainage patterns. Consequently, the city has what amounts

to two separate collection systems, each having its own treatment

facility as is shown on Plate Four, "Sanitary Sewage Disposal System".

The se systems contain 14.4 miles of eight- inch diameter sewer lines

with manholes spaced at adequate distances for cleaning and maintenance.

This sytem was designed and built to serve the water customers, but

the expansion of this system did not keep pace with the expansion of the

water system as it now serves only 64 percent of the water customers

inside the city limits. 3 Thus, there remains many residences and

businesses which rely on septic tanks, cess pools, and outdoor privies,

each a potential source of ground water pollution.

The original system was built in the 1930' s and is not adequate

to handle even the present demand. The collection system while in

generally satisfactory condition is subject to infiltration during wet

seasons and sewage seepage during dry weather. The two treatment

3Ibid., Se etion IV

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plants contain outdated equipment and both have been rendered ineffective by overloading and lack of maintenance. Each of these deficiencies are polluting the Little Tallapoosa River, Sweetwater Creek, and the ground water in the Villa Rica area.
4 The City of Villa Rica has negotiated with the consulting engineer to study the existing situation, make recommendations to correct this situation,and design recommended facilities concurrently with the expansion of the water distribution system. Discussion of the conclusions and recommendations of the engineer will not be made in this report as this information is available in the engineer's reports. Recommendations. The following recommendations are made to improve the service of the sanitary sewage disposal system: 1. Develop a policy for the extension of the collection system
into areas where development is to be encouraged. 2. Require all water customers to "tap- on" to this system as
it is made available to them. 3. Require all industrial establishments to pre- treat their
effluent such that when it enters the municipal system it will not overload nor be harmful to this system. 4. Require all future subdivisions to provide collection systems before "tying- in" to the municipal system. 5. Negotiate with a sanitary engineer to study and make recommendations for the correction of the infiltration problem. 6. Establish a policy of periodic and continuing maintenance and inspection of this system.
4 See footnote 1.
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villa rica, georgia .///

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THE ~EI"AIIATION 0' TH" DOCUMENT WAS FINANCIAllY

101010 THftOUIH A 'I:DI:IIAl IIIANT '1I0M THE UIIIAN

IIIENEWAL ADMINISTIIIATION 0' THE HOUSINI AND HOME

"NANCE AIENCY UNDUI THE 1,111I,,,11I I"LAIIININI ASSISTANCE

'"4, PftOlJtAIII AUTHOIllIZED IY SECTIOIII TIJT 0' THI!' HOUSIHI

ACT 01"

AS AMEIIIOED.

THIS MAl" WAS PIlE"AIlED 'Oll .IN[IlAl PLANNING ACnY'TIU ONLY AND SHOULD NOT I[ USED 1'011I [NIINEEIIINI AND TAlllNI "UIIII"OSES.
PLATE FOUR

Planning Division

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General Recommendations Since the existing water and gas lines cross the proposed location
of Interstate Highway 20, it will be necessary to relocate and protect these utility lines. It is recommended that the utility officials confer with the State Highway Department to determine the final design location and profile of this interstate highway and determine to what extent changes to these systems which are necessary. During relocation of these utilities, it is also recommended that the gas line be enlarged to accommodate the future demands of Villa Rica. The cost of changes to these systems will be paid by the interstate construction funds, prorated on the bas is of the existing lines; the cost of additional construction to increase system capacity will be borne solely by the city. 5 These improvements will cost approximately $10, 000.
Public Works The public works of a community is another phase of today s "city" services. In Villa Rica the services which fall in this category are streets, storm drainage, sanitation, and care of the cemeteries.
Streets Streets are anessential facility Ln all communities and therefore
play an important role in the growth and development of a city. An adequate and well mainta.ined street system is necessary to serve the population and to attract new residents and commercial or industrial establishments. New streets, when properly laid out, can be used to instigate new development in vacant areas throughout the community. Therefore, Villa Rica should undertake a program of new street construction and establish a street maintenance program to insure the maximum life for its streets.
5Source: Bureau of Public Roads -15-

Plate Five, "Recorrunended Thoroughfare Improvements", is based on the "Major Thoroughfare Plan" and presents the recorrunended priority of improvements. Table II gives approximate costs of new streets recommended in the "Major Thoroughfare Plan" as well as costs for improvements concerning local streets. Where new construction or improvements coincide with a state highway, consultation and coordination with the State Highway Department is recorrunended.
The most progressive program of street construction and improvement is valueless, unless the community has a program of continuing street maintenance. Unfortunately, Villa Rica does not have such a program. This is evidenced by the deteriorated condition of the pavement of many of the local streets in the city and the "grown-up" shoulders; this is not true on the Villa Rica streets which are also state highways as the State Highway Department is responsible for maintenance along these streets.
To aid communities throughout Georgia, the General Assembly has authorized state grants for cities to help defray the costs of street improvements. Villa Rica's share of this grant will be approximately $14,240 per year, one-half more than they received last year. These funds will be helpful in undertaking the city's street construction and improvement program.
Recommendations. To improve Villa Rica's system, the following recommendations should be implemented:
1. Implement the improvements recommended in the "Major Thoroughfare Plan" in the priorities recommended, the appr,oximate cost of these improvements is $2, 173,300.
2. Establish a program of street improvements to: a. pave all of the streets, the approximate cost is $300,000;
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recommended thoroughfare improve
villa rica, georgi

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_ . - APPARENT LOT LINES

- - - .......cIPAl BOUNDARY COUNTY BOUNDARY

THOROUGHFARES

"~ PRIMARY THOROUGHFARES

SECONDARY THOROUGHFARES ~ GRADE SEPARATION

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TOP PRIORITY

PRIORITY NUMBER

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~TE FIVE

Planning Division

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b. construct sidewalks along all primary and secondary thoroughfares at an approximate cost of $159, 000; and
c. construct curbs and gutters along all streets, this will cost approximately $149, 000.
3. This improvement program should be scheduled over a period of several years so there is not a disproportionately high capital improvements cost in anyone year. It is also recommended that the streets to be improved be those in which all immediately needed underground facilities have been placed.
4. Establish a policy of street maintenance such that deficiencies can be corrected before they become major problems; the cost of this program will be included in the annual operating costs of the Public Works Department.
5. Purchase a rubber- tired tractor with a multi- purpose frontend attachment; the approximate cost of this piece of equipment is $32,000. Because of its mobility, this piece of equipment can be used to work at several locations during a day.
Storm Drainage A well-maintained storm drainage system is essential in every
community to prevent property damage due to intermittent flooding and public health hazards, such as mosquito infestation. The topography of Villa Rica has assured good natural drainage in the past, but the increasing urbanization of this area is making dependence on nature for all storm drainage a poor alternative.
The present storm drainage system of Villa Rica is a combination of open ditches and culverts and one 30- inch storm sewer in the CBD
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which empties into a creek on the west side of the CBD. The open ditches are not maintained properly as seen from the underbrush which has grown-up in them and the erosion which has occurred on the sides of the se ditche s.
The streets also serve a secondary storm drainage function but they should not be considered an alternative to a storm drainage system.
Recommendations. The City of Villa Rica should implement the following recommendations to improve their storm drainage system:
1. Construct an underground storm drainage system, this improvement will cost approximately $1, 250, 000. The construction of this system should be coordinated with the street improvement program becaus e of the interrelation of the streets and storm drainage.
2. Establish a program of continuing storm drainage maintenance, the cost of this program will be a part of the annual operation of the Public Works Department. The maintenance program should also be coordinated with the street maintenance program.
3. The city should also coordinate with the State Highway Department on new highway construction projects to insure that the storm drainage facilities built_ have sufficient capacity to serve as an integral part of the city's storm drainage system. However, this dual use of drainage facilities is not recommended for facilities built as a part of the proposed interstate highway.
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Sanitation

In Villa Rica, refuse (garbage) is collected weekly in residential

areas and daily from. com.m.ercial and industrial establishm.ents. Trash

pick-up is scheduled on a weekly basis throughout the city.

After collection, the refuse and trash are carried to an open dum.p,

located within the city lim.its on Anderson Street; here, the com.bustible

m.aterial is burned and the residue is covered. There is very little

control of dum.p operations, in that the trucks discharge their collection

at the dum.p in no set pattern, private citizens m.ay use the dum.p without

any supervision, scavangers can pick over the refuse before it is buried,

and burial only occurs periodically when the city hires a bulldozer to

work the dum.p. The dum.p also serves as a breeding place for rats and

other verm.in.

There are three persons assigned to each of the two press-trucks

used for refuse and trash collection.

Recom.m.endations. The following recom.m.endations are m.ade to

im.prove the sanitation service of Villa Rica:

1. Locate a new site for refuse and trash disposal area which

is isolated from. re sidential areas and large enough to con-

duct a sanitary land-fill operation; the city should consult

with the environm.ental health officers for criteria of a good

sanitary land-fill site. Such a site could be purchased for

approxim.ately $3, 000 or leased for $100 per year.

2.

Purchase tread guards for the m.ulti- purpose tractor,

recom.m.ended under llStreets fl , which will protect the rubber

tires during its use on the land-fill site; the approxim.ate

cost of these guards is $1, 000.

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3. When the land-fill operation is begun, the old dump should be closed by poisoning, covering, and compacting all remaining refuse, and leaving the site vacant for five years. The cost of closing the old dump will be approximately $1,000.
4. Purchase a large press-truck, "mother unit", and four collection trains to replace the present trucks when they are scheduled for replacement, this will cost approximately $22,000.
Cemeteries Villa Rica is presently responsible for the general maintenance
cost of two cemeteries, Hillcrest and New Hope. The city appropriates money each year to the Garden Club, which is responsible for Hillcrest Cemetery, and to New Hope Church, which is responsible for its cemetery. Each or ganization hire s its own maintenance crew and collects further support and finances from various individuals. The city also supplies additional maintenance that may be required for proper up-keep.
Recommendations. It is recommended that the following be implemented to insure an equal level of care at the two municipal cemeter ies.
1. The city should undertake the maintenance of these two cemeteries, as a part of the public works program.
2. A new cemetery site should be found outside the city limits such as a site overlooking the Little Tallapoosa River.
Public Safety The need for a dependable public safety program is an essential element of a community. The cost of providing such services is large
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but will be more than compensated for by the saving of lives in an emergency. Adequate public safety facilities will also aid in attracting new res idents as well as lowering various insurance rates.

Police Protection

Villa Rica's police force consists of five full- time uniformed

policemen. Watches overlap resulting in at least two policemen on duty

at critical times throughout a 24 hour period. Two radio-equipped cars

are used for patrol duty. The newest car, a 1966 Chevrolet, is traded

every four months; the other car, a 1965 Ford, is traded after one

year! s use, at a cost of approximately $1,600 plus trade- in.

The city's police are on the same radio frequency as most police

and sheriff! s departments throughout the immediate multi- county area,

and under present arrangements with the City Clerk's Office and Fire

Department there is a person monitoring this radio 24 hours a day.

Additional law enforcement personnel can be supplied by the State

Highway Patrol which has a troop headquarters in Villa Rica and the

Carroll County Sheriff located in Carrollton. In emergencies, the

Villa Rica Civil Defense Squad is available for assistance.

The jail is located in the basement of the City Hall. It contains

three single cells and one double cell for males and one cell for detention

of females. Since there is no turnkey on duty, the prisoners tend to

get rowdy at times because of the lack of supervision.

Recommendations. The recommendations to improve police

protection for Villa Rica are:

1.

The expansion of the police force should be made as the

population increases, such that there is a minimum ratio

of 1. 5 policemen per 1, 000 population. 6

6 Suggested standard of the International Association of Chiefs of Police. -23-

2. A new prisoner detention facility should be built at an approximate cost of $10,000, i.t should be located away from heavily populated areas. When the new facility is built turnkey personnel should be employed for prisoner supervision.
3. The prisoners should be used to work on municipal projects.
Fire Protection A fully manned and properly trained fire department, adequate
equipment, a dependable fire alarm system, and an adequate water system with fire hydrants for fire protection are all necessary features for adequate fire protection. A deficiency in any of these es sential elements may result in possible property loss from fire. Fortunately, Villa Rica meets the minimum requirements for fire protection and in most phases the coverage is adequate.
The fire department has three full-time and 19 volunteer firemen who have had some instruction in the late st methods of fire fighting and prevention. Presently there are two fully equipped pumpers available for emergencies, though one is older than the maximum 20-year recommended service life of a first-line fire truck. The fire alarm is on top of the City Hall and is controlled from the Police Office where there is always someone on duty. The water system has 108 fire hydrants which insures that 85 percent of the developed area of Villa Rica has adequate fire protection and at least minimum fire protection is available to 95 percent of the area, see Plate Two.
Recently, the city installed a full time fire call service to meet recommendations of the Georgia Inspection and Rating Bureau. The installation should raise the city's fire insurance rate classification from class 8 to class 7, thus lowering fire insurance rates by about
1 percent.
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The Fire Station is located behind the City Hall. It is a two- bay facility which can be closed for all weather protection of the fire trucks. The station has two rooms at the rear which can be used as quarters for the firemen or meeting rooms; the civil defense equipment is also housed in the Fire Station.
Recommendations. Recommendations to improve Villa Rica's fire protection are:
1. Establish a training program to insure that all firemen receive instruction on the latest methods of fire fighting, fire investigation, and fire prevention (training can be obtained through the Georgia Fire Institute and its Area Coordinators) .
2. Adopt a standard fire code and begin a program of annual fire prevention inspections.
3. Install additional fire hydrants to insure that all developed areas will have adequate fire protection; installation of hydrants should be accomplished in conjunction with the improvements of the water system.
4. Purchase a new 750 gallon pumper with a 500 gallon booster tank, and place the older pumper on reserve status; this new truck will cost approximately $15, 000.
5. All improvements in fire protection should be coordinated with the Southeastern Underwriters Association in Atlanta as they are the agency which determines the fire insurance ratings.
Civil Defense Each community needs a rescue unit to give aid and conduct rescue
operations in emergencies. Villa Rica's Civil Defense Unit has been
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established to participate in such activities. This unit is an integral part of the Carroll County Civil Defense System.
At present, Villa Rica's unit has 25 volunteer members which is one man under the minimum standard recommended by the Office of Civil Defense, but for Villa Rica these personnel are adequate to carry out any local rescue mission. They are also available to assist the police and fire department when needed. The present equipment available to the local unit consists of a 3/4 ton light rescue truck which is fully equipped and a 1/4 ton utility truck, both of which have four-wheel drive, an ambulance, two boats with outboard motors, a portable power generator, and other items of equipment necessary to conduct rescue operations.
Recommendations. It is recommended that this unit be supplemented by:
1. The ambulance should be stationed at the Villa Rica Hospital for emergency use also providing "on-the-job" training for the driver.
2. The use of the tractor, recommended under "Streets!', for rescue missions as the need arises; this will eliminate the need for purchasing a separate piece of equipment for the civil defense unit.
Cultural Facilitie s and Services Cultural services include educational, recreational, and library facilities. These facilities play an important role in serving local residents and ~ttracting new residents. The adequacy, availability, and attractiveness of such facilities are on the checklists of many industrial location surveyors and are essential for attracting new industries.
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Educational Facilities

Educational facilities in a community must be adequate if new

residents or businesses are to be attracted. There are three schools

in the Villa Rica area: Glanton-Hindsman Elementary School located on

Sunset Drive, Villa Rica Elementary School located on Maple Street,

and Villa Rica High School located on Rocky Branch Road at the city

limits.

The schools are operated by the Carroll County Board of Education

and are supported by a county school tax. Although not controlled by

the city, the schools represent one of the most important community

services in Villa Rica. Presently all schools are accredited by the

Geor gia Accrediting Commis sion, and the high school is also accredited

by the Southern Association of Colleges and Schools.

Each of the three schools is under the recommended maximum of

student-teacher ratio of 30 to 1 in grades 1-7 and 25 to 1 in grades

8-12. At pres ent all schools have at least the recommended number of

classrooms, but there is little room for expansion.

Each of these schools was built during the period of 1951 through

1960. The non- das sroom facilities available at each school are:

a. Glanton-Hindsman Elementary School - a cafetorium;

b.

Villa Rica Elementary School - a cafeteria, an auditorium,

a gymnasium, and football field; and

c. Villa Rica High School - a cafetorium, a gymnatorium, and

a football field.

Additional characteristics of these schools are summarized in Table III.

Recommendation. The educational facilities in the Villa Rica

area should be expanded due to the increasing population and the

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ever- increasing importance being placed on continuing education, by coordinating with the Carroll County Board of Education to determine the location of new areas required for expansion, such that the area will be reserved for schools under existing planning regulatory measures.
Library Every community needs a library to serve all age groups. A well-
stocked library affords opportunities for interested citizens to gain knowledge of and keep abreast of our modern and changing society, but a well- stocked library does not necessarily mean a large or expensive one. If books are selected with care, based on the age and interests of expected readers, a fine small library can be created which is superior to a larger but more haphazard collection.
There are no library facilities available to all age groups in Villa Rica; though, there are collections available to the school students. Thus, the Villa Rica citizens must travel to the Douglas County Library at Douglasville or to the West Georgia Regional Library at Carrollton for library services.
Recommendations. The City of Villa Rica should establish a local library; the following suggestions are given to aid in the implementation of this recommendation:
1. The library should be located in the CBD area, such as in the vacant building next to C&S Cleaners, here it would be available to greatest number of Villa Rica citizens. The initial expense in establishing a library would be approximately $2,000.
2. The expense of building a collection, which would meet the needs of the people would be approximately $1, 500 for the first year and $500 each succeeding year.
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3. The Villa Rica Library operation should be coordinated with the West Georgia Regional Library in Carrollton and the Douglas County Library in Douglasville to establish a common card catalog such that a larger selection of books would be made available to the library users in these cities.
Recreation As leisure time increases, recreation and its available facilities
will continue to grow in importance. The urban dweller, the industrialist, and the commercial investor will look for locations offering adequate recreation facil ities. Villa Rica is fortunate in having a recreation program, but improvements are necessary.
The city presently maintains and operates a recreation center located off of Leslie Drive. The center contains a community house for indoor athletic events, meetings, and social functions; a swimming pool; and lighted tennis courts. The city also maintains a softball field in the northern portion of the city off of Rockmart Road.
Villa Rica has a summer recreation program with a paid director and an assistant director. The city-owned swimming pool and tennis courts are partially supported by admission charges at the pool. Deficits in operational expenses are made up by the city.
There are two other recreational areas within the Villa Rica area, the Flying S Ranch, a privately-owned facility, and the American Legion
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Lake, a semi-public facility. The Flying S Ranch which is located on Stockmar Road, northeast of the city limits, has a grass landing strip and a lake offering a varied recreational program which includes flying and fishing. The American Legion Lake, located about four miles north of the city off of Georgia Highway 101, offers swimming, boating, fishing, and picnicing.
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The proposed Dog River Dam and Reservoir will be located approximately one and one -half miles southeast of the city limits. 7 This project, which will be done as a part of the Southeastern River Basin Development Program, is being developed for fish and wild life preservation and water pollution abatement. This project should be completed in the early 1970' s.
Recommendations. To upgrade the community's recreation facilities, the following recommendations should be implemented:
1. Improve the city recreation center by: a. painting and otherwise improving the appearance of the building; b. purchasing additional playground and park equipment for the center; c. expanding the site; and d. providing for a continuing maintenance program. the approximate cost of these improvements is $2,000.
2. Expand the northside ball park and provide lighting, these improvements will cost approximately $1,500.
3. Establish a central park in the vicinity of Anderson Road and Darden Street, to purchase this land and equip the park will cost approximately $3,000.
4. Establish an area park by clearing the underbrush surrounding the reservoir and placing picnic tables and family shelters throughout the area, thiS! will cost approximately $1,000.
7 See Future Development Program: Part I, p.2.
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Medical Facilities and Services Adequate medical facilities are an essential element for community growth, and Villa Rica is fortunate to have both a local hospital and county health clinic. Neither of these facilities areunder direct control of the city; though the city is liable for any bond default by the Villa Rica Hospital Authority, a possibility which is not likely.
Hospital Villa Rica's "local" hospital serves people from the eight-county
area8 as well as those in Villa Rica. During the past year, for example, 60 percent of the patients did not live in Villa Rica. 9 In order to meet the demand for medical services the hospital is building a new wing which will increase the facilities to a total of 55 beds and eight bassinets. The hospital also has surgical and radiological facilities available.
The medical staff of the hospital consists of the five doctor s in Villa Rica; this gives Villa Rica one doctor for every 7,300 patients which far exceeds the American Medical Association's recommended standard of one doctor for every 1, 000 patients. In addition to the doctors, the hospital is staffed by seven full-time and one half-time registered nurses, six licensed practical nur ses, four nurse s aide s, and several laboratory and x-ray technicians.
Recommendation. The city should assist the hospital in its expansion programs and in attracting new medical personnel to the Villa Rica area.
8 See Analysis of Existing Conditions, p. 21. 9 Source: Hospital Administrator.
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Health Clinic The Carroll County Health Department furnishes Villa Rica with
a Public Health Nurse one-half day a week. She brings her own equipment and medicine for the treatment of patients. This clinic is presently being held in a building adjacent to the fire station.
Other services which are available to Villa Rica from the Carroll County Health Department include: maternal and child health service, communicable disease services, school and adult hygiene; immunization clinics; laboratory services; public health education; and sanitation inspection.
Recommendations. In order to improve the services presently available through the health clinic, the following recommendations should be implemented:
1. New quarters for the health clinic should be acquired, these quarters should be close to or within the Villa Rica Hospital. Such a move will make doctors immediately available for referral in serious cases and would also insure that the health clinic would be held in more hygienic surroundings.
2. The city should apply for an increase in this public health service.
Munic ipal Property and Equipment The appearance, adequacy, and maintenance of a city's public property and equipment indicate the ability and desire of a city to meet the service needs of the dtizens. Poorly maintained, out- dated, or substandard facilities cannot adequately meet the demands of a community.
Municipal Buildings The two major municipal buildings are the City Hall and the Fire
Station, both of which are in the CBD north of the railroad tracks. The
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City Hall houses the clerk's office, the city engineer's office, the police department, the civil defense office, the gas superintendent's office, and the city jail; in addition, there is a kitchen and a large meeting room. The Fire Station is also a multi- purpose building as it houses the two fire trucks, the civil defense vehicles, the city maintenance garage, and the basement serves as indoor storage for several city departments. Both buildings are structurally sound and are presently adequate; but because of their many uses they would become crowded as the municipal services are expanded.
Recommendations. The following recommendations are made: 1. A s previously recommended moving the jail out of the
City Hall will relieve the potential crowded situation, the rearrangement of the basement will cost approximately $3,000. 2. A new munic ipal building should be built in the expanded CBD area as the CBD area is revitalized, this building cost will be about $75,000.
City Maintenance Yard Villa Rica is fortunate to have a city maintenance yard. The yard
is presently located adjacent to the fire station. The city is, therefore, able to store its supplies and utility and public works equipment at a central location. Twenty-four hundred square feet of enclosed storage is available under the fire station. However, the buildings surrounding the maintenance yard are not compatible wi th it.
Recommendations. The service provided by the maintenance yard can be increased and made more efficient by:
1. Purchasing the rest of the block for expansion of the mainten-
ance yard, this will cost approximately $ 7,000.
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2. Fencing the perimeter of the maintenance yard and provide green screens along property lines which face residences, this will cost approximately $1,500.
3. Constructing additional storage facilities in the yard to relieve the competition for the 2400 square feet of storage area under the Fire Station, these structures will cost approximately $1, 000.
Public Equipment Major equipment for Villa Rica, excluding emergency and other
previously mentioned equipment, consists of a trencher, six dump trucks, four pick- up trucks, two 1. 5 ton flat bed trucks, and two industrial tractors, one with a front-loader bucket and the other with a back-hoe and an air compressor.
Recommendations. The city's inventory of public equipment should be "up- dated" by the following:
1. Replac ing the 1954 pick- up truck which is in poor condition at an approximate cost of $1, 500.
2. Making an inventory of city equipment, tools, parts and supplies. A checklist should then be maintained for equipment out on a job and for parts used. In this way, replacement can be made before a serious need arises.
Regional Airport An adequate local airport will increase a community's chances of obtaining industry and increasing growth. Therefore, Villa Rica should increase its attempts to establish a Federal Aviation Agency approved airport near the city.
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Today's "air-minded" industries look for areas which offer "fly-in" locations. The requirements for this type of location are an airport, a railroad, and a major highway in close proximity to each other. At present, Villa Rica has an available railroad as well as a major highway. The highway factor will also be improved when the interstate highway is completed.
The present airport, the Flying S Ranch, serves all the private plane s registered in both Villa Rica (12) and Douglasville (6). While this airport is adequate for the local aircraft, it is not adequate for the higher performance aircraft used by many industries. Because of its orientation, this airport cannot be enlarged to meet the standards of the Federal Aviation Agency.
Villa Rica and Douglas County have contracted for an engineering appraisal of available sites which would benefit both the city and the county and would meet the FAA standards. The site selected is about one-half mile northeast of the Villa Rica city limits in Douglas County.IO
An airport located here would have the follow ing advantages: 1. It would be an asset to both Villa Rica and North Douglas
County for industrial development. 2. There are utilities available to serve both the airport and
the development the airport will attract. 3. It could serve as a regional airport, within the Metropolitan
Atlanta Region, for general aviation aircraft. 4. This site will allow for: future expansion from the presently
planned 3000' runway to a 5000' runway; expansion of service facilitie s; and instrumentation of the airport.
10 See Future Development Plan: Part I, p. 1.
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5. This airport could also be used as an area center for air evacuation in cases of emergency as it will be within two miles of the Villa Rica Hospital which serves the surrounding area.
Recommendations. The Villa Rica-Douglas County Airport Location Committee should continue in its efforts to establish a FAA approved airport in the Villa Rica area. The cost of this airport will be paid for by joint contributions from the Federal Government, the State of Georgia, Douglas County, and the City of Villa Rica. The city's share would be approximately $30,000.
Future Community Facilities Plate Six presents the location of future community facilities, both proposed and existing. Location of these facilities conforms with the tlFuture Development Plan'; Plate Seven of the Future Development Plan: Part 1.
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COMMUNITY FACILITIES
vPilLlaANrica, georgia

Legend

t++++- RAILROAD

==::~ RAILROAD R/W STREET RlW ..-.", WATER BODIES

- - - APPARENT LOT LINES

- - - MUNICIPAL BOUNDARY

_ _ _ COUNTY BOUNDARY



PUBLIC FACILITIES
I AIIPClRT 2 CEMETARES 3 QTy HAUl POLICE STATKW, AND JAL 4 FIlE STATION, avlL DEFENSE, AND
EQUIPMENT AND STORAGE 'IMD 5 ELEMENTARY SCHDDL 6 GAS SYSTEM REGULATOR STATION 7 HIGH SCHOOL B H _ PATROL STATION 9 IlDSPITAL
ID LIMARY II POST OFFICE ENYROIlENTIAL HEAL7H FACILITIES 12 REFIISE DISPOSAL AREA 13 SEWERAGE SYSTEM PUMPING 14 SEWAGE TREATMENT PLANTS WATER 1IDR1C8 15 RESERVOIR 16 .TER STDRABE TANKS 17 TREATMENT TANKS RECREATIONAL AREAS IB BALL PARK 19 COIlllUNITY CENTER
_ S 20 FOOTBALL STADIUM
21
SEMI-PUBLIC FACILITIES
22 CEMETARES 23 CHURCHES 24 ELECTRIC POWER SUBSTATION 28 FRATERNAL LODGE 26 TELEPHONE EXCHANGES

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PlATE SIX

Planning Division

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TABLES FOR CHAPTER I
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TABLE I WATER DISTRIBUTION SYSTEM

Source of Raw Water Type of Treatment Plant Capacity Storage Capacity
Attive Storage Clearwell Storage Type of system
Pipe Sizes

Surface - Burnt Mill Creek Reservoir Filtration and Chlorination 518,600 gallons per day 745, 000 gallons 600,000 gallons (3 surface reservoirs) 145,000 gallons (3 clearwells) Pumped to active storage facilities
and gravi ty-flow distribution 2", 6", and 8" diameters

Source: Villa Rica City Engineer, Villa Rica Water System, J. R. Wauford Company Engineering Report, and Georgia Department of Public Health.

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Pnority 1
2 3

Project 1. Ga. H'wy 61
(relocated)
2. Sunset Drive (relocated)
3. Edge Road extension
4. Punkin Road

TABLE II

RECOMMENDED THOROUGHFARE IMPROVEMENT PROJECTS BY PRIORITY VILLA RICA, GEORGIA

Location

Recommended Improvements

Approx. Length

From south city limits to north city limits

Purchase 200 foot right-of-way and construct phase I (see priority 5)

21,200'

From south city limits to U. S. H'wy 78

Constr u ct four -lane road

From Spring Street west to Ga. H'wy 61 (relocated)

Purchase 100 foot right-of-way and pave 44' roadway

4,400'

From Daniels Street we st to Ga. H'wy 61

Purchase 100 foot right-of-way and pave 441 roadway

4,800'

From south city limits to Ga. H'wy 61 (relocated)

Purchase 100 foot right-of-way

14,400'

From south city limits to 1-20 interchange

Pave 44' roadway

2,600'

From interchange to U. S. H'wy 78

Four lane

1, 100'

From U. S. H'wy 78 to Ga. H'wy 61 (relocated)

Pave 44' roadway

9,800 1

1. U. S. H'wy 78 2. Ga. H'wy 101

From Ander son Road to east city limits
From Rockmart Road to Bankhead Highway

3. Sweetwater Stree From Sweetwater Street to

extensions

Ga. H'wy 101 and from

Sweetwater Street to Sunset

Drive

4. Sunset Dr ive extension

From Sweetwater Street extension to Spring Street

Purchase additional 70' of right-of-way Purchase 100' right-of-way and pave 44' roadway, construct grade cros sing under Southern R. R. Purchase 100' right-of-way and pave 44' roadway
Pave 44' roadway

5,600 1 4,000' 5,200'
2,400 1

1. North Avenue extension

From Bankhead H'wy to Montgomery Street
From Bankhead H'wy to Old Ga. H'wy 61

Purchase 100' right-of-way Pave 44' roadway

400' 5,600'

Approx. Cost $43,800
Cost paid by Federal and State Governments
$136,500 $149,000
$14,900 $78,000 Cost paid by Federal and State Governments $294,000
$4, 100 $109, 200
$168,000
$72,000
$1,000 $168,000

Priority 3 4

ProJe ct 2. Old Ga. H'wy 61
3. Sugar Hill Drive extension
Daniel Street extension

Anderson Road

5

extension

Ga. H'wy 61

(relocated)

TABLE II (Cont'd)

Location
From Willis Drive to Ga. H'wy 61 (relocated)
From Willis Drive to we st city limits

RecoITunended Improvements Pave 44' roadway
Purchase 100 1 right-of-way and pave 44' roadway

From Sunset Drive to Wilson Street
From Sweetwater Street to south ci t y limit s

Purchase lOa' right-of-way Pave 44' roadway

From Montgomery Road to U. S. H'wy 78 (relocated)
From U. S. H'wy 78 to Old Ga. H'wy 61

Purchase 100' right- of-way and pave 44' roadway
Complete construction of paving to desired eros s- section (see Plate Five, Future Development Program: Part I) and construct grade separation at railroad

Approx. Length 7,600'
4,400'

Approx. Cost $228,000
$136,500

1,600' 8,200'

$2,000 $246,000

200' 200'

$500 $392,000

TABLE III CHARACTERISTICS OF SCHOOLS IN VILLA RICA

Characteristic Grades Number of Teachers Number of Clas srooms Average Daily Attendance (64-65)
1 Classrooms Earned Excess Classrooms Site Size
I
,tj:N:.. SIte Slze R equ.lre d 2
I

Glanton-Hindsman Elementary_ School
1-7 12 12
342 12
a
10Ac. 9Ac.

Villa Rica Elementary School
1-7 25 25
692 23 2
13Ac. 12Ac.

Villa Rica High School
8-12 22 24
499 20 4
17Ac. 15Ac.

1 Geor gia Department of Education standard of 30 pupils, ADA, per classroom in grade s 1- 7 and 25 pupils, ADA, per classroom in grades 8-12.
2 Georgia Department of Education standard of five acres plus one acre per 100 students, ADA, for elementary schools and ten acres plus one acre per 100 students, ADA, for high schools.

CHAPTER II PUBLIC IMPROVEMENTS PROGRAM
Succes sful implementation of a city's comprehensive planning program depends on a reasonably definite assigned order of project priorities and a realistic appraisal of the finaildal capability of the community. Both of these considerations must be included in a sound public improvements program.
Almost every municipality finds it necessary to expend funds each year for basic physical improvements. Public improvements also called capital improvements, are physical items such as water and sewer facilities, public areas, and public buildings. However, the local definition of a capital improvement item depends upon the size of a community. For example, in Villa Rica a police car would be considered a capital improvement, while in alar ger city it would not. As a city develops, it must not only renew and replace existing structures and equipment as they become worn or obsolete, but must also add new facilities and increase services if it is to keep pace with increased demands due to new growth.
The general purpose of the public improvements program is to achieve the objectives of the community facilities plan. Therefore, the capital improvements se ctor of municipal fis cal policy will be emphasized in this chapter.
Since both operating and capital costs are presently met on a dayto-day "pay-as-you-go" basis, too little consideration is given to longrange obje ctives. There should be an improved fiscal policy established by Villa Rica in order to assure future financial well-being of the entire community. Adoption of operating and capital budgets would do much to improve municipal financial techniques.
-45-

Establishm.ent of a feasible capital im.provem.ents policy will:

a. assure both public officials and private citizens that future

com.m.unity im.provem.ents will be based on dem.onstrated

needs, and that the com.m.unity s ability to support such

projects have been considered;

b. protect the com.m.unity from. any special interest group

which m.ight attem.pt to force a pet project on the city at the

expense of m.ore essential im.provem.ents;

c. provide a m.eans for anticipating and scheduling m.ajor ex-

penditures so that the city can m.aintain a sound financial

standing and a balanced program. of bonded indebtedness;

d. provide a :means whereby the tim.ing of public im.provements

makes the best and most economical use of available personnel

and equipment;

e. make possible a more stable level of annual expenditures

for public i:mprovements;

f.

provide a co:mprehensive listing of all major improvement

projects which may be used when determining priorities;

and

g. provide an impetus which will assist in the implementation

of the citys comprehensive planning program.

This study is an initial effort to recommend needed public improve-

ments within the fiscal capability of Villa Rica; and is meant to be only

a general guide, subject to changing conditions and needs. It can be

used to aid accountants and public officials in the establishment of a

capital budgeting program..

This chapter is presented in four parts:

a. annual fiscal trends;

-46-

b. projected revenues and operating expenditures; c. fiscal sources available for public im.provem.ents; and d. program. elem.ents.

Annual Fiscal Trends The annual audits 11 of Villa Rica's General Fund, Water and Sewer Departm.ent, and Gas Departm.ent were used to establish the trends of revenues and disbursem.ents. Table IV is a sum.m.ary of the annual audits for the la-year study period, 1956-1965.

Revenues

Villa Rica's revenues have been irregularly rising throughout the

study period, fluctuating between a decrease of 14.7 percent and an

increase of 23.9 percent: The average annual increase in revenues of

14. 7 exceeds the national average increase of approxim.ately 13.6 12
percent.

In 1965, the total revenues am.ounted to $420, 180 which was

approxim.ately two and one-half tim.es the total revenues of 1956,

$181, 158. During the sam.e period, the per capita revenues approxi-

m.ately doubled, increas ing from. $61. 14 in 1956 to $115. 85 in 1965.

The following percentage distribution of the 1956 and 1965 total

revenues show that the utilities are the m.ost im.portant revenue producers

in Villa Rica. In using this

com.par ison, the reader should

understand that the percentage declines do not necessarily indicate a

decrease in the m.onies produced by a source, but rather the addition

11Audits were prepared by W. W. Stribling and Com.pany, Certified Public Accounts.
l2Com.pendium. of City Governm.ent Finances, 1955-1964

-47-

of new revenue producing items, such as the sanitary fees and state-

aid to municipalities.

1956

1965

Ad Valorem Taxes

14. 1

9. 9

Other Taxes and Tax Penalties

0.2

0.2

Business Licenses and Franchise Taxes

4.0

3. 5

Fines and Forfeitures

6.2

6.7

Sanitary Fees

3.9

Utilities

67.7

61.2

Special Finances

6.8

13.7

Other

1.0

0.9

Ad Valorem Taxes. The current rate of property taxation in Villa Rica is 15 mils or $1. 50 per $100 of property assessment. This tax rate is the average rate for Georgia cities having a population between three and four thousand.

Operating Expenditures Villa Rica's operating expenditures, like the revenues, have been
irregularly increasing during the 1956- 1965 study period, fluctuating between a decrease of 20. 1 percent and an increase of 29.7 percent. The average annual increase of Villa Rica l s operating expenditures has been 11. 0 percent which is below the national average increase in operating expenditures of 13.5 percent. 13
The total operating expenditures in 1965, $369,822, is a little more than double those for 1956, $176,440. The per capita operating expenditures, almost doubled during this period, increasing from $59. 55 in 1956 to$101.96 in 1965.

l3Ibid .

-48-

The following percentage distributions of the 1956 and 1965 oper-

ating expenditures indicate that utility departITlents are the largest

contributors to Villa Rica's operating expenditures.

1956

1965

General GovernITlent

5.7

5.8

Police and Fire DepartITlent

8.4

10.3

Street DepartITlent

7.4

5. 7

Sanitary DepartITlent

3.2

6.3

Gas DepartITlent

35.8

31. 0

Water and Sewer DepartITlent

12.3

10.4

Special PaYITlents

5.2

8.6

Bond PayITlents

22.0

21. 9

Capital Expenditures The capital expenditures increased very irregularly throughout
the 1956 to 1965 study period, ranging froITl a low of $6, 240 in 1959 to a high of $ 54, 043 in 1965. Throughout this period, the ratio of capital expenditures to operating expenditures was below the national average. 14

COITlITlents on Fiscal Trends The COITlITlents on Villa Rica l s annual fiscal trends concern two
aspects of these trends; first, the fiscal status and second, the fiscal policy.
Fiscal Status. The answers to the questions, "How ITluch ITloney does Villa Rica have on hand? 11 and Ills the city showing a trend of profit or loss?", indicate that Villa Rica is sound financially.
There was, at the end of 1965, $96,678 cash-on-hand in several bank accounts, but only $2,137 was surplus in the General Fund Account.

14Ibid .

-49-

This does not mean that if additional money was needed in an emergency, such as the 1962 gas system explosion, it would not be immediately available from the designated accounts. There is an additional $822 general surplus in the Gas and Water and Sewer Departments.
Throughout the entire 10- year study period, the city showed a profit. Although the operating expenditures did not exceed the revenues over this period, the audits did indicate a deficient during four of the ten years. The deficit was caused by capital expenditures and not by inefficient city government operations.
There is a large amount of bonded indebtedness outstanding, but the retirement of this debt does not place any financial stress upon the fiscal capacity of Villa Rica. The outstanding general obligation bonds are within the legal bond debt limit established by the State Constitution. The revenue anticipation bonds for the utility systems do not carry an excessive interest rate which indicates that the Villa Rica utilities are a sound investment.
Fiscal Policy. The fiscal policy of Villa Rica has improved throughout the 1956-1965 study period and current changes indicate that the fiscal policy will be strengthened in the future. Some of the changes noted are:
a. an extra fee charged for utility service outside the city limits; b. the combination of the General Fund, Gas Department, and
Water and Sewer Department audits into one book; c. the adoption of the county-wide property assessment; and d. the adoption of a fiscal year which does not coincide with the
calendar year. The present policy of including capital expenditures as a part of the operating expenditures should not be continued since annual deficits 15

l5See "Fiscal Status ll

-50-

re sult which indicate inefficient city fiscal administration. This does not present a true picture of Villa Rica's operations; and it might cause the city to lose a prospective industry, due to fear of inefficient city administration.
Each of the annual audits should state a financial status of all funds and independent agencies, such as the Park Fund and the Hospital Authority, which are guaranteed by the city.
The two utility funds should be made responsible to the general fund since they are established as municipal utilities and not as separate corporate bodies, such as the Housing Authority. Since there is a need for separate accountability because of revenue anticipation bonding, this accountability need not be more than a single revenue or disbursement entry. This would also eliminate the need for these departments to carry surplus accounts over the normal operating expense s, bond sinking funds, and designated renewal and extension funds.
Projected Revenue s and Operating Expenditure s Based upon the trends established by the lO-year fiscal study period, projections were made for the next five and one-half years, 1966-1971; these projections are summarized in Table V. These projections were made by trends of per capita revenues and operating expenditures, individual audit items, and relating them to the proj ected yearly popu1atlon.1. 6 I n t h e proj.ec.tions a 11 speC.la1 revenues, suc h as short-term loans, special payments, and short term repayments and interest, were omitted because no meaningful trend could be established.
16 Except, proje ctions by J. R. Wauford and Company were used for the Water and Sewer Division of the Utilities Board and a librarian was added to the Department of Civil Affairs.
-51-

Plate Seven is a graphic presentation of the actual and projected operating fiscal trends for the period 1955-1985.

1.2
1.1
1.0
.9

.8
'"0:: .7
c(
..J ..J 0 0 II. .6 0
'z"
~ ..J .5 ..J :2
.4
.3
.2
1
0 55

ACTUAL AND PROJECTED OPERATING FISCAL TRENDS

Actuaf Proj8cted
It)
'~"
""
,.""
" ," " ," " " ," " " " " " " "
",
,.---------'"
----"," - - Revenues --_. Disburaments Note: Special Flnoncn and Special. Payment not project.dj except where known luch a. State Grant. to Munlclpalltle.

60

65

70

75

80

85

years PLAn SEVEN

-52-

Revenues The increased revenues in the future will be primarily reflected
in ad valorem taxes and utilities; though revenues from all sources will increase. The ad valorem taxes will increase because of the courtordered 40 percent of fair market value property assessment in 1967; this adjustment in as sessments will increase property values by approximately two- thirds. To insure that the tax revenue would not jump inordinately high, the tax revenue shown on Table V is only two-thirds of the potential tax revenue (the 15 mil tax rate was reduced to 10 mils).
The increase in utility revenues will result from the presently programmed improvements in the water and sewer systems which will result in more customers. The improvements in these systems will also increase property values which will add to the potential ad valorem tax revenue s .
Ope rating Expenditure s Consideration of the effects which capital outlays will have on
operating expenditures is an important part of the total capital improvements program. Thus, certain capital expenditures create a need for increased operating expenditures. For instance, an increased street improvement program entails additional costs for new construction, major maintenance, and depreciation of equipment; but periodic maintenance on streets and equipment should continue to be charged to annual operating expenses. This rule can be applied to nearly all municipal property or goods which are to be used over an extended period of time. The following list shows typical increases in operating costs for existing and proposed community services in Villa Rica.
-53-

1. Utilities: labor, ITlaintenance, and equipITlent cost (paid out

of revenues).

2. Street IITlproveITlents: labor, ITlaintenance, and equipITlent

costs (partially paid out of state grants).

3. StorITl Drainage SysteITl: iITlproveITlents, labor, ITlaintenance,

and equipITlent costs.

4. Sanitation: labor, ITlaintenance and equipITlent costs.

5.

Public Safety: salaries, training, equipITlent, and ITlain-

tenance costs.

6. Social Facilities (Cultural and Medical): salaries, labor,

and ITlaintenance costs.

NorITlal increases in annual operating costs should not deter the

successful iITlpleITlentation of a cOITlITlunity facilities prograITl. A wide

latitude of service levels are available to the city for ITlaintaining an

expanded cOITlITlunity facilities prograITl. Naturally, the choice of a

particular level of service for each facility will deterITline its costs.

Higher levels of service, or establishITlent of new cOITlITlunity facilities,

can be paid out of expected additional ITlunicipal incoITle sources previously

ITlentioned.

Fiscal Sources Available for Public IITlproveITlents A ITlajor consideration in the developITlent of a capital iITlproveITlents prograITl is the as ses SITlent and evaluation of existing and potential fiscal resources. Although anticipated revenues are expected to be sufficient to support a prograITl of capital expenditures, the high costs of ITlajor capital iITlproveITlents often require special ITleans of financing. The following are available sources of financing capital iITlproveITlents:

-54-

a. Surplus Funds;

b. General Obligation Bonds;

c. Revenue Anticipation Bonds (Revenue Certificates);

d. Grants (from public or private funds);

e. Special Funds;

f.

Special Assessments; and

g. Combination (two or more of the above).

In the course of providing needed public improvements, most

cities acquire a certain amount of bonded or other indebtednes s.

Surplus Funds A t present there are only $2, 959 which can be cons idered surplus
funds by strict interpretation. Under the present policy of maintaining surplus funds, these funds should not be considered available for capital improvements, but held in reserve for emergency expenditures.

General Obligation Bonds General obligation bonds carry a pledge of the city's full faith and
credit to repay. They can be considered as liens against the tax digest of the property in the city. The Georgia Constitution sets certain limitations on general obligation bonded indebtedness. These are:
a. the total amount of indebtedness incurred cannot exceed seven percent (7%) of the city's assessed property valuation;
b. a referendum is required in any bond issue which exceeds one-half of one percent (I /2%) of the city's as sessed valuation and must be pas sed by a majority of the qualified voters of the city; and
c. the entire amount plus interest must be repaid within thirty (30) years of debt incurrment.

-55-

General obligation bonds are useful for financing basic and necessary facilities which do not produce revenue, such as public buildings, parks, and fire trucks. The bonds may also be used to finance revenue producing facilities when there are adequate non- revenue producing facilities.
Based on Villa Rica's 1966 projected assessed property valuation of $1,793,614, a debt capacity of $125, 553 would be permitted. The city's outstanding general obligation debt is $66,000; therefore, the net bonding capacity is reduced to $59,553.
Plate Eight shows the trend in both legal general obligation debt limit and the outstanding general obligation debt. Unless the tax rate is maintained at its present level caution should be exercised in assuming the maximum legal general obligation debt after the 1967 property valuation adjustment.
General obligation bonds and revenue antic ipation bonds, to be discussed next, can be sold either as "callable" or "non- callable" bonds. The "callable" bond demands a higher interest rate than the "non- callable" bond because of the uncertain length of the investors period of return. The "non- callable" bond cannot be paid off until its maturity date even though the city has the ability to pay it off prior to that time; this rule may be varied by agreement between the city and the bond holder.
Revenue Anticipation Bonds Revenue anticipation bonds, sometimes called revenue bonds or
revenue certificates, are used to finance revenue producing facilities such as utility systems; and are retired by using only revenues obtained from these facilities because they are not backed by the full faith and credit of the city. Revenue bondholders have a first lien on the system which is financed by the bonds, and in case of default the bondholders can take over the system.
-56-

350

300

250

(J)
0::
-.J 200
-.J
0
0

I.L 0

(J)

0z
<t

150

(J)

::>

0

J:

~

100

GENERAL OBLIGATION BOND LIMIT

( 7 % of Property Assessment>
~~

~~

~~

Actual

Antici ated

~~ ~~

~~

~~

~~

,~

10
(0
(1)

, ~~ ~~

I

I

I

.I

I

I

I

I

I

Notes:

,I
I

1965- Changed from local property assessment to county- wi de

property assessment.

1967 - Reevaluation to 40% of fair marKet value.

50

o
1955

1960

1965

1970

1975

YEARS

1980

1985

PLATE EIGHT

Revenue anticipation bonds, like general obligation bond s, are re stricted by the Geor gia Constitution.' Although there is no monetary limit on the capacity of indebtednes s that can be incurred, the laws of Georgia require:
a. no tax money be used to pay any part of the debt; and b. a referendum be held on bond issues for electric and gas
systems, and that a majority of the qualified voters approve such an issue. Revenue anticipation bonds are generally used for constructing or modifying a revenue-producing system. Before such a bond issue is sold, a detailed engineering study should be prepared determining the cost of right-of-way acquisition, construction, and annual operating and maintenance costs; developing a reasonable schedule of service charges; showing anticipated customer use and return which can be expected; and establishing a schedule for retiring the bonds.
Grants One source of revenue which is going to have an increasing im-
pact is the state grant to municipalitie s for street and associated improvements. The grant for the end of the state I s fis cal year (FY) 1965 to Villa Rica was $9, 400 and the Georgia Municipal Association estimates the following grants will be available; $14,240 at the end of FY 1966 and for each year thereafter until the next decennial census is published, unless the present allocation is increased by the General Assembly. The only restriction on this grant is that it must be spent to improve streets.
Other grants are available on a matching fund basis, such as those from the Federal Government. For instance, the Department
-58-

of Health, Education, and Welfare will match local funds on a 30-70 basis to pay for sanitary sewage systems, this means the Federal Government will supply $3 for every $7 that Villa Rica puts up for a sewage system. Because each project may be matched differently and certain items excluded, it is necessary that each project be considered differently. For a listing of the various federal- aid programs available, the city should obtain a copy of A Federal- aids Manual for Municipalities from the Georgia Power Company or through the Georgia Municipal Association.
Some grants may be in work accomplished rather than funds, such as the county public works department cleaning drainage ditches and repairing drainage structures. Grants are always helpful in lowering the amount of municipal funds that must be expended and are generally available for most municipal purposes.
Special Funds Special funds are generally set up prior to the actual need for
funds on a facility and will continue until the facility has been paid off. Here a certain amount of the municipal funds are "programmed" for a future fac ility and put into a separate account until the facility is built or purchased. After the desired improve.ment has been paid for, the money remaining in this special account should be transferred to the general fund.
Sinking Funds are generally set up to retire bonded indebtedness. These are controlled by the Georgia Constitution in that they are over and above the normal bond payment, and are established to insure the repayment of the outstanding bonded indebtedness.
-59-

Special Assessment Another source of supporting public improvements is through the
use of special assessments. These assessments are levied on the property owners directly receiving benefits from improvements, such as new sewer or water lines.
A principal disadvantage of using special assessments is that they are generally lu.m.p sum payments and may put a financial burden on the property owner.
Combination Caution should be exercised in using a combination of fiscal
sources such that one type will void another; here, the greatest danger would be using tax funds in supporting a system on which revenue anticipation bonds have been issued.
Program Planning Elements Identification of projects and re.commended priorities as derived from needs noted in the "Community Facilities Plan" are included in the financial planning elements listed below:
Public Improvements Program The reco.m.mended public improvements for Villa Rica are shown
on Table VI by project number, recommended action, approximate cost, method of implemention and method of financ ing. This program is a complete list of specific recommended community projects, both revenue producing and non- revenue producing facilities. A suggested public improvements program is shown on Table VII.
Annual and Six- Year Capital Budget The expenditures required to implement the capital improvements
should be programmed into a s ix- year capital budget, which includes
-60-

the current year. This budget is an itelllized cost estilllate of capital illlprovelllent projects, the current year 1s total cost of capital illlprovelllents should be adopted as part of Villa Rica I s Annual Budget but shown as an itelll separate frolll the annual operating expenditures.
At the end of each year, new projects should be considered for the addition of a new sixth-year to the capital budget. The purpose of a six-year capital budget is not to divide future tillle into six-year intervals, but to enable capital budgeting to "overlap" or shift ahead as the years pass. This shifting technique insures adequate consideration of future projects through the process of periodic revision and avoids the possibility that the capital illlprovelllents progralll and the capital budget will becollle inflexible.
Financing Due to the substantial total interest cost of long- terlll lllunicipal
bonds, financing of the cOll1ll1unity facilities elelllents in the public illlprovelllents progralll should be accolllplished on a "pay- asyou- go" basis whenever possible; here, expenditures lllUSt be planned and special funds provided ahead to pay for the facility so that annual deficits will not be incurred. Of course, any inordinate reduction of anticipated revenues, elllergencyexpenditures, or top priority street illlprovelllents will necessitate either curtaillllent of projects or developlllent of alternate sources of finance, such as a general obligation bond issue.
Special financing techniques in the forlll of lease- purchase agreelllents could be used to "stretch'! lllunicipal finances to achieve a lllaxilllUlll of buying power without loading project costs too heavily in any one year. Special funds should be established as needed to reserve llloney to acquire and/or illlprove facilities.
-61-

Implementat ion Acquistion of public areas should be started as soon as the
community facilities and public improvements sectors of the comprehensive plan are officially approved. Long- standing deficiencies in community facilities have previously been noted. Hes itation in implementing approved recommendations will only compoilnd an existing poor situation.
Implementation of the program can be further assured by continuing to up- date recommended projects as community objectives change or evolve. This critical function will best be accomplished by the planning commission and the city officials of Villa Rica through a review of changing needs when drafting the annual capital budget.
-62-

TABLES FOR CHAPTER II
-63-

TABLE IV
NET REVENUES AND DISBURSEMENTS (Thousands of Dollars) VILLA RICA, GEORGIA

REVENUES

Ad Valorem Taxes

Other Taxes and Tax Penalties

Busine s s Licenses and Franchise

Taxes

Fine s and Forfeiture s Sanitary Fees 1

Utilities

Gas Water

and

Sewer 2

Spe cia1 Finance s 3

Other4

TOTAL

EXPENDITURES 5
General Government Police and Fire Department Street Department Sanitary Department Gas Department Water and Sewer Department Special Payments 6 Bond Payments

TOTAL

OPERATING BALANCE

CAPITAL EXPENDITURES ANNUAL BALANCE 7

1956

1957

1958

1959

25.5 0.3
7.3 11. 3
0.0
90. 1 32.6 12.3
1.8
181. 2

27.1
O. 1
8. 7 16. 1
0.0
98.0 43.6 17. 1
4.6
215.3

27.2 0.2
13.4 15.4
1.7
115.5 47.4 15.0 7.6
243.4

28. 1 0.3
14.6 23. 7
9.9
123.6 47.1 7.5 4.5
259.3

10.0 14.9 13. 1
5.7 63.2 21. 7
9. 1 38.8
176.5
4.7
7.9
(3. 2)

9.9 15.4 11. 0
8.0 69.5 22.8 12.4 52.4
201. 4
13.9
7.4
6.5

10.4 19.0 11. 6
8.2 76.5 23.1 12.5 52.4
213.7
29.7
14.4
15.3

12.2 20.8 13. 1
8.7 90. 1 24.0 23.4 52.3
244.6
14.7
6.2
8.5

1 For garbage collection. 2 Sanitary Sewage Fee, approximately 1/6 of total. 3 Short Term Loans, Special Fund Returns, etc. 4 Public Housing Rent in-lieu-of Taxes, Sale of Equipment, etc. 5 Includes Civil Defense, Cemetery Care, Recreation Center, and Health Center. 6 Short Term Loan Payments, Emergency Disbursements, Special Funds, etc. 7 ( ) _ Deficit

1960
26.5
O. 3
13.8 24.8 10.0
145.9 52.2 0.0 5. 1
278.6
14. 7 23.4 13.8
8.5 99.4 24. 5
7.5 52.2 244.0 34.6 21. 5 13. 1

1961
28. 7 0.0
14.5 30. 1
9.8
148.6 51. 7 7.2 4.2
294.8
14.8 25.9 13.6 10.6 105.6 23.7 29.5 52.3 276.0 18.8
9.2 9.6

1962

1963

1964

32.6 0.2
15.2 24.1 10.5
155.5 55.9 66.6 4.7
365.3

31. 0
O. 7
13.7 24. 1 10.5
165.0 60.8 0.8 5. 1
311. 7

33. 7 0.3
14.9 30.7 10.9
172.3 71. 6 47.4 4.2
386.0

12.4 23.9 15.0
9.7 112.6
33.5 97.0 54.0
358.1
7.2
23.5
(16.3)

23.2 24.5 25. 7 10.2 110.7 32.6
2.6 53.8
283.3
28.4
29.5
(1. 1)

17.2 34.7 24.7 13.0 116.6 36.9
2.4 54.6
300.1
85.9
43.7
42.2

1965
41. 7 0.8
14.6 28.3 16. 3
169.5 87.8 57.4 3.8
420.2
21. 6 38.2 23.3 21. 2 114.6 38.3 31. 6 81. 0 369.8 50.4 54.0 (3. 6)

TABLE V
PROJECTED OPERATING BUDGET (Thousands of Dollars) VILLA RICA, GEORGIA

REVENUES

Ad Valorem Taxes 1

Other Taxes and Tax Penalties

Business Licenses and Franchise Taxes

Fine s and Forfeitures

Sanitary Fees

Utilities

Gas 2

Water

2

Sanitary Sewae Fee

Special Finances

Other

TOTAL
DISBURSEMENTS4

General Government Department of Public

Safety~

Department of Public W.ork~

Department of ~ivil Affairs

Utilitie s Board

Gas Division Water and S~wer

2
Division

Bond Payments

TOTAL

OPERATING BALANCE

196p
46.3 0.4
15. 1 28.2 15. 1
173.7 104. 0
5.2 14.2
4.7 406.9
14.5 40.2 41. 7
5.0
121.9 36.0 81. 5
340.8 66.1

1967
53.8 0.4
15.4 29.0 16.2
179.5 106.5
5.2 14.2
4.7 424.9
15.4 41. 4 44.4
6.8
126.0 36.0 80.2
350.2 74.7

1968
55.9 0.5
15.6 28.8 17.3
185.6 109.0 43.8
14.2 4.8
475.5
16.3 42.1 46.7
7. 1
129.3 45.0
113.9 400.4
75.1

1969
56.8 0.5
15.7 29.7 18.4
191. 2 111.5
43.8 14.2
4.8 486.6
17.6 43.4 49.9
7.4
131.9 46.0 113.4 409.6 77.0

1970

1971

58.3 0.5
16. 1 30.8 19.5
196.4 114.0 43.8
14.2 4. 7
498.3

59.5 0.6
16.5 31. 1 21. 0
203.7 116. 5
43.8 14.2
4.9
511. 8

17. 1 44.8 51. 0
7.6
135.6 47.0 116.9
420.0
78.3

17.9 46. 1 52.2
8. 1
140.2 48.0 116.2
428.7
83. 1

1 Tax as sessment increased 67% to correct to 40% asses sment and decreased from 15 to 10 mils in 1967.

2 Based on projections by J. R. Wauford Company.

3 State Grant to Municipalities; other special revenues not projected.

4 No special payments projected.

5 Police, Fire, and Civil Defense.

6

.

Streets, Sanitary, and Cemetery.

7 Recreation, Health Center, Library, and Education.

8 New department established in 1966 by City.

9 Based on outstanding bonds listed in 1965 Audit and W. R. Wauford and Company projections.

Project N urnb er
1 2 3 4 5 6
7 8
9 10 11 12 13 14 15
16

TABLE VI
RECOMMENDED PUBLIC IMPROVEMENTS VILLA RICA, GEORGIA

R ecommend e d A ctolon Reinforce underserved areas with at least 6-inch water lines plus hydrants
Construct new surface water storage facility
Loop all 600-foot or longer 6-inch or better water lines
Extend gas lines into the industrial areas
Increase utility capacity acros s the 1- 20 rightof-way
Implement the recommendations in the "Major Thoroughfare Plan"

Method of lmI p etmeO nta lon Construction contract
Land pur cha se and construction contract Construction Contract
Constr uction Contract Construction Contract
Construction Contract

Approximate Cost
$46,000
$20,000
$10,000
$8,000 $10,000
$2,173,300

Establish a program of street improvements
Acquire a rubber -tired tractor with a multipurpose front- end attachment Establish an underground storm drainage system Establish a sanitary land-fill operation Acquire tread guards for the rubber-tired tractor (see item 8) Close present dump Acquire a large press-truck and four collection trains Replace police cars Build a new prisoner detention facility

Construction Contract

$608,000

Purchase

$32,000

Construction Contract Purchase new site Purchase

$1,250,000 $3,000 $1,000

Close the existing dump Purchase

$1,000 $22,000

Purchase Construction Contract

$3,000/yr $10,000

Replace fire truck

Purchase

$15,000

Recommended Method 0 f FOlnanclng
Federal Grant and Revenue Bonds

Federal Grant and Revenue Bonds

Revenue Bonds

Revenue Bonds Revenue Bonds

State Grant, Surplus Fund, General Obligation Bonds, Special Assessment
State Grant, Surplus Fund, Special Assessment
Surplus Fund

Surplus Fund, Special Assessment Surplus Fund, Special Assessment Surplus Fund

Surplus Fund Surplus Fund

Surplus Fund

~

Surplus Fund, General Obligation Bonds

Surplus Fund

Project N umb er
17
18 19
20
21 22 23
24
25 26

R ecommend e d A c tlon Establish a city library
Improve the City Recreation Center Expand Northside Ball Park and provide lighting Establish a central park
Establish a picnic area at the re servoir Renovate the existing City Hall Build a new city hall Improve the city maintenance yard
Replace old pick-up truck Provide city's share for the Villa Rica-Douglas County Airport

TABLE VI (Cont'd) Method of
I m p .1e m e n t a t l o n Lease and Purchase
Purchase and maintenance Purchase and construction contract Purchase and construction contract Purchase Construction Contract Construction Contract Purchase and Construction Contract Purchase Allocate money

Approximate Cost
$3,500 plus $500/yr
$2,000 $1,500
$3,000
$1,000 $3,000 $75,000 $9,500
$1,500 $30,000

Recommended Method 0 f Flnanclng
Surplus Funds

Surplus Fund, Admission Charges Surplus Fund

Federal Grant, Surplus Fund

Federal Grant, Surplu s Fund

,

Surplus Fund

General Obliga~ion Bonds

Surplus Fund

Surplus Fund Surplus Fund

P rOJect Regional Airport Ga. H1wy 61 (relocated) Sunset Drive (relocated) Punkin Road Police Cars Edge Road (extension) Gas Line Extension Water Storage Facility Rubber-tired Tractor Sanitary Land-fill Operations Street Improvements (including storm drains) Water Line Improvements Press-Truck and Trains City Library City Mainte nance Yard Pick-up Truck City Recreation Center Northside Ball Park Central Park Re servoir Picnic Area New Prisoner Detention Facility City Hall Renovation Utility Improvements Across 1-20 Right-of-Way

TABLE VII
PUBLIC IMPROVEMENTS PROGRAM VILLA RICA, GEORGIA

Project N urnb er
26 6 6 6
14 6 4 2
8 & 11 10 & 12
7 &9 1
13 17 24 25 18 19 20 21 15 22
5

1966
$15,000 1
$4,000 1
$10,000 $1,500 1 2 $1,600

19 67 $15,000

19 68 $18,000 2

2 $3,200
1 $10,000
$2,500 2
$20,000 $33,0002
2 $4,000 $15,000 $6,000
$3,5002

$3,200 2
$5,500
$15,000 $10,000
2 $22,000
2 $500
2 $5,000

1 Purchase option on right-of-way 2 Year of Purchase

19 6 9
$23,000
$3, 200 2
$25, 000 $10,000
$500 $4, 500 $1,500 2 $2,000 $1,5002
2 $3,000 $1,000 $10,000 2 $3,000

1970

1971

$100,000 2
$3,2002 $114,000

$26, 500
2 $3,200 $25,000

$25,000 $10,000
$500

$25,000 $10,000
$500

$10,000

CHAPTER III CONTINUING PLANNING PROGRAM A planning program is most effective when it is carried out as a permanent and continuing function of local government. Sporadic attempts only lead to confusion and ales sening of the total effect. Previous reports and chapters of this report on the planning program for the City of Villa Rica dealt with basic elements of a comprehensive plan for development. This chapter briefly outlines the accomplishments to date and describes other elements of comprehensive planning that should be undertaken in the future. Emphasis is also placed on the various methods of implementing and continuing the planning program. Comprehensive Planning does not end with the preparation of reports and the adoption of regulatory measure s. The plan must be administered, implemented, and periodically revised and updated.
Planning Materials Now Available Villa Rica has now completed the first step in developing a comprehensive planning program. The studies completed for this project contain basic information on the city and will form the background for any future planning. The studies included intheplanningproject are described below. Base Map The purpose of this map is to provide an over -all view of the physical layout of the planning area, based on field-checked maps, plats, aerial photographs, and similar sources. The map shows existing
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streets, roads, highways, and railroads as well as apparent property lines, corporate limit lines, water courses, and impoundments.
This map was prepared for general planning purposes only, and should not be used for engineering or tax purposes.
Neighborhood Analyses This study first delineates res idential neighborhood boundaries
within the planning area. An evaluation of the physical condition of the res idential structures, as well as other significant features of each neighborhood, was made in order to determine the specific location, nature, extent, and intensity of the blighting influences in the neighborhood. This study further determines the extent of blight throughout the various neighborhoods, identifies those factors responsible for its spread, and makes recorrunendations for its elimination. Specific recommendations extend to code enforcement, conservation, reconditioning, clearance, and provision for public facilities and services.
Existing Land Use Survey and Analysis A n inventory of existing land uses was compiled through field
surveys, aerial photographs, and the study of public records and other sources of information. This information, recorded on a base map, includes undeveloped areas, public uses areas, and an indication of the primary use of all property within the planning area, specifically public, residential, commercial, industrial, and other purposes. A written analysis of the data defines local patterns and trends in the utilization and development of land. Specific land use problems in the locality, such as mixed land uses, scattered development, and adverse topography were also discussed.
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Future Land Use Plan This plan provides a guide for a logical and des irable pattern of
land use in the planning area. Factors considered were existing and potential land uses, developm.ent problem.s, transportation facilities, public needs, and econom.ic activity. The proposed pattern of land use including areas for public, residential, com.m.ercial, industrial, or other purposes was presented on a base m.ap of the planning area.
Major Thoroughfare Plan The m.ajor thoroughfare plan provides a logical guide for the
location and future developm.ent of streets and highways in the planning area. Factors considered were existing and potential land uses, developm.ent problem.s, traffic flow and circulation, public areas, econom.ic activity, and population distribution. The plan differentiates between existing and proposed thoroughfares and depicts and identifies m.ajor roads, secondary roads, and significant m.inor roads.
Com.m.unity Facilities Plan This plan provides a guide for the location and future develop-
m.ent of com.m.unity facilities such as public buildings, parks, and playgrounds in the planning area. Factors cons idered include existing and potential land use patterns and trends, developm.ent problem.s, and population com.position and distribution. The presentation further describes existing facilities and their adequacy in fulfilling the public need, as well as those public facilities proposed to m.eet future needs.
Public Im.provements Program. The purpose of this program. is to provide local governing author-
ities with a priority list for recom.m.ended m.ajor public im.provem.ents, such as parks, playgrounds, and other public facilities. Recom.m.endations
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are also made with regard to order or priority and approximate costs. The analysis also relates the need for public improvements to the ability of the local government to pay for these improvements.
Recommended Zoning Ordinance and Zoning Districts Map The zoning ordinance is a regulatory measure designed to protect
the general welfare of those in the planning area. This protection is exerted through the control of such matters as the location and height of buildings, and the size s of yards, courts, and other open spaces. Also regulated are the density and distribution of the population and the use of buildings, structures, and land. To promote desirable living conditions and to sustain the stability of the neighborhoods, these regulations were made in accordance with a comprehensive plan which considered the particular character' of each district.
Recommended Subdivision Regulations The purpose of subdivision regulations is to provide uniform
standards which will coordinate the development of new areas with the comprehensive plan for the planning area. The recommended regulations provide for the integration of subdivision streets with existing or planned streets; re gulate the size of blocks and lots; and provide for the reservation of land for future public services and facilities. These regulations further describe how streets should be graded, surfaced, and improved and also require the installation of water and sewer lines, septic tanks, and other utility mains, piping, and conne ctions in new developments.
Central Business District Study The central business district study defines and assesses the functions
of the central busine s s distr ict (CBD) and makes recommendations for
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its future development. Among other things, the study discusses the delineation of the physical areas, traffic cir culation, on- street and offstreet parking facilities, land uses, vacant land and buildings, over-all appearance, and the extent of blight. Information was obtained by review of published statistics, by interview with merchants, and by field survey.
Plan Implementation After thoroughly reviewing the recommendations made in the basic studies which preceded this chapter, the Planning Commis sion should decide which recommendations should be carried out and then submit their decisions to the City Council for action. When the City Council has decided upon specific goals for the community, the Planning Commission should then recommend a step-by-step method for carrying out those programs approved by the City Council. The Planning Commission should also consider designating someone to be responsible for directing the day-to-day work program necessary for the continuance of a planning program. A city official such as the Building Inspe ctor, the City Clerk, Secretary of the Planning Commission, or another resident of the city who is both capable and interested in the future progress of the city may be assigned this responsible position.
Future Planning Program Studies carried out under this project by the Planning Division of the Georgia Department of Industry and Trade have outlined Villa Rica's basic needs. These studies have also indicated the need for future studies. The studies that are being recommended for the future planning program should be administered by the Villa Rica Planning Commis sion with the as sistance of the Chattahoochee -Flint Area Planning and Development Commission.
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Comprehensive Fiscal Study This study should be undertaken immediately, because of the current
fiscal trends and because the speed at which the development program can be implemented will depend on the results of this study. A comprehensive fiscal study will determine what deficiencies are present in the current fiscal policy and recommend ways to correct them. The recommendations of this study will:
a. point out sources of new or increased revenues; and b. establish guidelines for budgeting, both operating and capital. Before undertaking this study, the Villa Rica Planning Commission should contact the Georgia Municipal Association (Fulton Federal Building, Atlanta, telephone number 688-0472) for assistance in selecting a consultant to do this study. The GMA also has several publications which would be helpful in setting up budgets prior to the completion of this study. The recommendations of the Budget Study and the Revenue Sources Study, done by Georgia Tech City Planning Students and the comments on present fiscal policy made in the l'public Improvements Program", should be considered by the agency preparing the II Fiscal Study".
Municipal Organization Study This study will evaluate the present administrative and operating
departments of Villa Rica and make recommendations to insure that each department of the city government is operating most efficiently and in the best interest of the citizens of Villa Rica.
The recom.rnendations of the Administrative Study, done by a Georgia Tech City Plannin.g Student, should be considered by the agency preparing the "Municipal Organization Study'!
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This study should be undertaken concurrently with the Fiscal Study recommended above since the recommendations of each study should parallel those of the other.
Codes Study The Planning Commission with the help of the Chattahoochee-Flint
Area Planning and Development Commission should study various types of codes and recommend to the City Council for adoption those most applicable to Villa Rical ssituation.
The basic codes which are required for compliance with the "Workable Program" are a building code, a housing code, a plumbing code, and an electrical code. Other codes which should be adopted are a fire code and a gas code.
Official adoption of these codes is useless unless there is a method for enforcing them. This is one of the responsibilities of a Building Inspector; thus it is recommended that the city hire a Building Inspector. The person selected for this office should have an understanding of the content of all codes and ordinances which pertain to his office and be able to judicially enforce them.
Public Housing Feasibility Study A relatively large number of Villa Rica1s citizens are living in
housing that is either deteriorating or dilapidated. Since a number of these persons obviously cannot finance major rehabilitation of their existing homes or provide new housing themselves, consideration should be given for establishing additional public housing. A study to determine the feasibility of the community undertaking a program for more public housing is necessary. Should the study conclude that additional public housing is needed, it should provide recommendations to the city as to the number of units which could feasibly be built.
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Under the public housing program, the Federal Government provides loans or loan guarantees for the financing of public housing projects, and may make an annual contribution to enable rents to be set within the reach of low- income families and the aged.
Citizens Advisory Com.m.ittee The primary reason for having a Citizens Advisory Com.m.ittee
is that it is one of the requirements of the "Workable Program", which in turn is a requisite of the Department of Housing and Urban Development before Federal funds for public housing or urban renewal can be received. To be most effective in giving voice to the citizens when such projects are proposed or explaining the Cityl s policies to the citizens affected, this committee must be a cross- section of all of Villa Rica ls citizens.
Chamber of Com.m.erce An organization is needed to 11 selll! Villa Rica residentially,
recreationally, and historically as well as industrially to the rest of the state and the nation. To meet these objectives, a Chamber of Com.m.erce should be established. The present Industrial Development Com.m.ission would be best suited to form the nucleus of the Chamber of Com.m.erce.
The primary source of support for the Chamber should be from the subscribing members since it will be only a quasi-offi~ial organization. Thus to be successful, the Chamber of Com.m.erce must have the complete support of all the business and professional persons in Villa Rica.
Com.m.unity Appearance Study Although there are several attractive areas in the city, there are
also those areas which are unsightly because of neglect and disregard.
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A program to correct these deficiencies would achieve a great deal in terms of improved community appearance. Therefore, the Planning Commission should prepare a plan to improve the community s appearance through a comprehensive and coordinated program. Such a study would include both an analysis of existing conditions and recommendations for improving various deteriorating neighborhoods.
Some of the things which can be included in a community appearance program are:
1. The planting of trees and shrubs along city streets. 2. A campaign to improve the appearance of the central
business district by renewing storefronts, planting shrubs, and such. 3. Proper maintenance of buildings, yards, parks, and streets owned by the city, county, and state governments. 4. A campaign to encourage private homeowners to improve the condition and appearance of their own houses and yards. Local civic organizations should cooperate with the Planning Commission in planning and executing the program. Such a program serves two purpose s: it provides dramatic visual results of the effectiveness of city-wide coordination and planning, and it can stimulate civic pride within the city.
Coordination of the Future Planning Program The Villa Rica Planning Commission should continually coordinate its activities with those of the Chattahoochee-Flint Area Planning and Development Cornm.ission whose address is P. O. Box 1369, LaGrange, Georgia. The assistance of the Commission's staff in both the preparation and implementation of studies recommended for the future planning
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program will be extremely valuable. In addition, this Commission can provide other technical planning assistance and also help Villa Rica obtain the state and federal funds necessary for implementing various aspects of the planning program.
Perhaps the surest guarantee of the continuation of planning is an informed public. When local residents are made aware of their community's problems, they will be more likely to support planning in general and the planning program's objectives in particular. Knowledge of the purposes of newly-adopted ordinances and their actual provisions will reduce the number of cases of non- compliance, thus making the task of enforcement much simpler. If the public has knowledge of the plan and an understanding of the reasoning behind its proposals, added support for the continuation of planning may be gained.
The Planning Commission should also conduct informal and formal hearings for the public from time to time as a means of providing citizens with up-to-date information. The utilization of advisory committees is also a fruitful method of educating and involving the public. For instance, a committee that studies the problems of the city's water supply will not only learn about that particular problem, but will also become more familiar with the over- all plan as well. Such participation generates support from the committee and those it can influence. Other committees should be set up to look into other community problems and needed facilities such as sewerage, libraries, and medical service.
The use of local radio, newspapers, and other media of mass cO.mmuriicafion should be encouraged to publicize planning programs and stimulate public interest. Civic and service clubs should be involved and their cooperation actively solicited. Copies of completed planning
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documents should be deposited in local libraries. If the planning program for Villa Rica is to be effective, it is essential that the general public, as well as local and county governmental officials, have an understanding of planning principles and be continually informed of developments associated with planning in their community.
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