EXECUTIVE SUMMARY Sense of Place
Overview In June of 2003, Mayor Bob Poydasheff appointed the Columbus South Revitalization Task Force to conduct a community participative project which involved nearly 500 citizens. Assisted by the University of Georgia’s Carl Vinson Institute of Government the Task Force participated in two retreats, conducted a town hall meeting and led ten Issues Work Groups. During this four month long process strategies were developed, recommendations made and an implementation plan began to emerge. As a result of the final retreat, the Columbus South Revitalization Task Force focused strategies and recommendations on six main themes, which are listed here and expanded upon below: Sense of Place; Enhancing the Home Place; Restoring the Community’s Center; Columbus South: A Destination; Connectivity; and Creating a Learning Environment.Within each theme strategies focused on specific actions that will assist in moving the theme forward. Also, there are additional strategies listed in the appendices under each Issue Work Groups’ final report.
tives for ownership and develop mixed housing neighborhoods. Mixed housing will give long-time residents a choice to stay in the neighborhood when their housing needs change. Restoring good structurally sound housing will increase the pride and stewardship of the community as well as opportunities for housing options for residents.
Creating a Sense of Place helps people identify with a neighborhood, section of town, city, region and most importantly with each other. A stronger sense of place can lead to more sensitive stewardship of one’s community. Communities that maintain and enhance a sense of place offer better quality of life for residents and visitors. Strategies and recommendations in this theme seek to develop relationships through citizen involvement. Through organized neighborhood improvement groups, implementing citizen involvement activities, and holding a multi-cultural festival all foster pride for the area and connect each other. Government also needs to play a part in connecting to the people they serve. Additional strategies include speeding up the code enforcement process and patrol officers getting to know the citizens that they serve and protect.
Restoring the Community’s Center is also intertwined in creating a Sense of Place.The core hub of Columbus South is the Baker area which includes the Old Baker High School, Baker Village and the governmental and community services area (middle school, etc.). As suggested in the recommendations section, starting with the community’s hubs is an excellent method to focus development and retrofitting the Baker area would be an excellent place to start.
Enhancing the Home Place
Columbus South: A Destination
Enhancing the Home Place is intertwined with creating a Sense of Place. In this theme housing is the focus. Whether its rental rehabilitation, assisting with single-family owner rehabilitation or developing upscale housing the focus is to restore homes, provide access and incen-
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Restoring the Community’s Center
One of the by-products or main initiatives of creating a Sense of Place is providing environments where residents and non-residents can connect with what is unique or special about the area. Places and spaces that entice people to mingle, mill around – a destination! Columbus South has
EXECUTIVE SUMMARY many present and potential areas or resources (natural and developed) that can be packaged into a Tourist destination. Strategies in this section will help to promote and encourage tourism with an effort to establish new businesses around the tourism industry.
Connectivity Managing the roadways and adjoining land can enhance the Sense of Place and community. Driving through Columbus South is part of a visitor’s first impression of the area and the quality of life of its residents. Streetscapes, gateways, signage, and sidewalks matter to residents and especially to visitors. Well designed road features, distinctive informational signs, attractive bridges, and outdoor light standards can transform streets. Attention should also be given to sidewalks and bikeways, which help enhance the street and create flow patterns and points of interest. It is also important to connect residents and visitors to services and recreational facilities by the use of green corridors and trails.
Creating a Learning Environment An educated workforce, literacy, quality schools, and a community involved in the educational well being of its children are founda-
tional to creating a Sense of Place, economic development, housing patterns, etc. Keeping experienced and deep-rooted teachers in the local schools can provide connectivity to the parents and the community with faster mobilization when problems or opportunities quickly arise. Along with increased parental involvement, experienced teachers familiar with history at a particular school also provide consistency when implementing long-term educational initiatives critical to a child’s educational success.
Implementation The key to implementing the Task Force’s strategies and recommendations is the development of a 501(c)3 and the hiring of a full-time professional. While the 501(c)3 would be the vehicle to solicit financial and human resources necessary for implementation, the professional’s role would be two fold: assisting in the generation of the resources necessary for implementation and coordinating the efforts of the human and financial capital toward implementation. Ultimately the professional will drive the work of a newly created Executive Committee and the Steering Committee towards implementation and would be accountable for the overall welfare of the organization and its efforts.
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Word of Thanks In closing, many people need to be thanked who were courageous enough to begin the long-term process of creating the Sense of Place in Columbus South. They are: Mayor Bob Poydasheff and his administration for the leadership and vision to begin this endeavor; City Council members who participated and supported the Task Force; Carmen Cavezza and his professional staff for the long hours and expertise which made this effort a success; Karl Douglass who provided the daily leadership and coordination of the overall process; the Revitalization Task Force who’s inventiveness, boldness, and teamwork, created and drove the Issue Work Group process and final report; and most importantly the creative and tireless citizens of Columbus South. Together they set the Task Force’s agenda at the town meeting and developed the strategies and recommendations that provided the path and direction for revitalization efforts of Columbus South for many years to come.
2 EXECUTIVE SUMMARY 7 OVERVIEW 9 IMPLEMENTATION & ACCOUNTABILITY 11 LIST OF 27 STRATEGIES 12 SENSE OF PLACE 16 SENSE OF PLACE RECOMMENDATIONS 18 ENHANCE THE HOME PLACE
CONTENTS
22 RESTORE THE COMMUNITY CENTER CENTER 26 RESTORE THE COMMUNITY CENTER RECOMMENDATIONS
32 COLUMBUS SOUTH A DESTINATION 38 COLUMBUS SOUTH A DESTINATION RECOMMENDATIONS 40 CONNECTIVITY 44 CONNECTIVITY RECOMMENDATIONS 54 CREATING A LEARNING ENVIRONMENT 58 CREATING A LEARNING ENVIRONMENT RECOMMENDATIONS 60 APPENDICES
101 CREDITS
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COLUMBUS SOUTH
R E V I TA L I Z AT I O N P R O C E S S R E P O R T OVERVIEW
One of the cornerstones of Mayor Bob Poydasheff's administration is to lead an effort to enhance and revitalize an area of the City of Columbus bounded by Fort Benning to the south, Interstate 185 to the east, the Chattahoochee River to the west, and just below historic downtown on the north . This area was named by the mayor, and has become known throughout the community as "Columbus South." In June 2003, Mayor Poydasheff in keeping with his campaign promise, appointed the Columbus South Revitalization Task Force, a community participative project. Mayor Poydasheff contracted with the Community and Regional Development Division of the Carl Vinson Institute of Government (CVIOG)at the University of Georgia to create a process that would accommodate the full range of interest and expertise of the citizens of Columbus South concerned about the growth, development, and revitalization of their community. The process resulted in the production of strategies and a plan of imple-
mentation which will foster change and benefit Columbus South and the entire city. Nearly 500 citizens (the Columbus South Revitalization Team) participated in the ninemonth project. Ten Issue Work Groups, each consisting of Task Force members and interested citizens, were created to focus on ten prominent issues.The issues were initially defined in a Town Hall meeting in which 250 area citizens shared their opinions about Columbus South. The Issue Work Groups were: • Creating Wealth • Crime Prevention • Transportation • Education • Housing • Image • Recreation • Tourism • Community Pride & Promotion • Workforce Development CVIOG provided the team with multidisciplinary specialists in city planning, transportation, real
estate development, economic development, urban design, historic preservation, architecture, resource conservation, and housing. Students from the University of Georgia's College of Environment and Design researched the project area, met with Task Force members, and developed renderings depicting adaptive reuse possibilities of public and private places. Over the next four months the team toured the project area, visited area buildings, spoke with local officials, reviewed local ordinances, conducted field surveys, prepared schematic design solutions, and formulated policy recommendations.The Issue Work Group Sessions culminated with a review of the team's recommendations to the local officials, the community, and each other on Tuesday, February 24th.The team's recommendations were then passed to the Task Force for the final Issue Retreat, March 24th & 25th, 2004, for formatting into this final report.
We at the CVIOG would like to thank the elected and appointed officials of the Columbus Consolidated Government and the many citizens participating in the project for making us feel so much a part of the community during the nine months we spent working in Columbus South. The ideas and solutions proposed are only a beginning, intended to stimulate interest in enhancing Columbus South and enrich the quality of life for its residents and its employers and visitors. Special recognition for leadership and guidance of the effort goes to Task Force Chair Karl Douglass, project coordinator Steve Dempsey, and his project assistant Danny Bivins; as well as to Pratt Cassity and Eleonora Machado who compiled the student renderings into a final report.
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implementation and accountability
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Implementation and Accountability Through its public participation process and grass roots approach to developing a vision and setting strategies, the Columbus South Revitalization Task Force has laid the foundation for successful long-term revitalization of the area.Work of the task force must now live beyond the paper and ink used to record the critical thinking and recommendations of this group. An accountability and implementation structure beyond the identified strategy champions must be developed for the Task Force’s vision and recommendations to become reality. Develop an Executive Committee The Executive Committee should be composed of 5 people representing the varied interests of the area. These individuals should be able to tap into individuals and organizations with financial resources and the human capital necessary for implementation. While an important role of the Executive Committee would be to open doors and make connections, initially they would establish a 501(c)3 non-profit and hire a paid professional administrator to make the recommendations a reality. During the first six months of implementation, the Executive Committee should meet monthly to build the momentum necessary (i.e., open doors, make contacts, move people towards resources, public promotion, etc.) for the new organization. After the initial six months, the Executive Committee should meet quarterly to conduct a formal meeting with the professional and Steering Committee (strategy champions). Steering Committee The Steering Committee would become the formal structure responsible for making the recommendations a reality. Strategy champions identified for each area would make up the Steering Committee. Since this group will be the backbone of the revitalization effort, they must be involved in the communication and operation of the 501(c)3 non-profit.The Steering Committee (strategy champions) are already at work implementing the recommendations.These volunteers are in the neighborhood, getting people involved, establishing neighbor groups, scheduling reading groups, and focusing on their pieces of the puzzle. Establish a Columbus South 501(c)3 Establishing a non-profit organization arms the revitalization effort with a tool for accepting resources and funding while providing donors with an incentive for giving. Articles of incorporation and by-laws will need to be developed. Hire a Professional Administrator A professional administrator should be hired to drive the work product and assist the strategy champions in completing projects.The ability to be responsive, establish connections, and make things happen quickly is vital to the initiative’s success, and a dedicated professional working 24/7 can only enhanced a positive outcome and bring the recommendations to fruition. This person needs to be committed to the area and driven to make it succeed. She/he must be a coalition builder, doer, but most importantly a finisher. Resources The Executive Committee, in coordination with the City of Columbus should solicit private financial support from one or more organizations an “angel” to underwrite the new organization for a finite period of time (recommend three years).This would assist the organization to do two things. First, there would be enough funding to hire a professional and give she/he the necessary resources to get the initiative moving toward implementation. Second, successful implementation will support the 501(c)3’s fund raising and grant writing efforts in the future. Final Report | Page 9
27 STRATEGIES 12 SENSE OF PLACE (7 Strategies) 18 ENHANCE THE HOME PLACE (3 Strategies) 22 RESTORE THE COMMUNITY CENTER CENTER (3 Strategies) 32 COLUMBUS SOUTH A DESTINATION (6 Strategies) 40 CONNECTIVITY (3 Strategies) 44 CREATING A LEARNING ENVIRONMENT (5 Strategies)
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LIST OF 27 STRATEGIES At the March Retreat,Task Force Members reviewed all of the recommendations of the Issue Work Groups and worked to combine recommendations into 27 major strategies. Below are the 27 strategies. SENSE OF PLACE 1 • Form the Implementation and Accountability Group 2 • Organize Neighborhood Improvement Groups 3 • Citizen Involvement Activities 4 • Code Enforcement - “Speed Up the Process” 5 • Hold a Festival 6 • Implement the Neighborhood Improvement Program 7 • Patrol Officers will Dedicate Time in Their Work Schedule to Meet the People ENHANCE THE HOME PLACE 8 • Develop a Rental Rehab Program for Multi-family 9 • Develop and Fund a Single Family Owner Rehab Program 10 • Identify Land for Development of Upscale Housing
This document represents a vision for revitalization; a vision for Columbus South; a vision of change
RESTORE THE COMMUNITY CENTER 11 • Redevelop or Revitalize Old Baker High School 12 • Develop Baker Community Learning Center 13 • Redevelop Baker Village Area COLUMBUS SOUTH A DESTINATION 14 • Establish Visitor's Center in Columbus South Task Force Participants at the 1st Retreat 15 • Integrate Columbus South into Columbus’ Tourism Package 16 • Improve the Economic Base: Columbus South is the Destination 17 • Create a Promotional Campaign 18 • Develop New Business Ventures Around the Tourism Industry 19 • Improve Directional Signage for Key Locations in Columbus South CONNECTIVITY 20 • Build Sidewalks from All Neighborhood Schools and Public Facilities to Neighborhoods 21 • Improve Streetscapes 22 • Create Connectivity to Existing Recreation in Columbus South Through Green Corridors and Trailways CREATING A LEARNING ENVIRONMENT 23 • Increase Parental Involvement in Schools 24 • Priority Must be Given to Build New Schools Rather than Renovate Older Buildings 25 • Create an Online Newsletter 26 • Implement a City-Wide Literacy Program for Children 0 - 5 27 • Offer Local Financial Incentives to Bring and to Keep Experienced Teachers in Columbus South
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2 s7e n Ss 28 Te RoASTRATEGIES f T pE lGa Ic E e S FORM AN IMPLEMENTATION & ACCOUNTABILITY GROUP
ORGANIZE NEIGHBORHOOD IMPROVEMENT GROUPS
An Implementation and Accountability Team will be formed to help move the strategies forward and see them through to completion.
The city of Columbus has ordinances in place that were designed to keep Columbus safe, clean, and beautiful. Obviously, the system is much more efficient when violations are reported. For the system to work within the confines of the law it takes time.To assist the city with its efforts the Task Force would like to see the development of neighborhood groups that would set standards, report violations, and motivate residents to keep their homes attractive. The Task Force believes a proactive Columbus South Concerned Citizens Group will be the most effective way to deal with code violations.
Each strategy will have a Champion assigned to move the work forward. The Champion will develop his/her team to get the strategy completed. The Accountability Team will be a resource to open doors, make necessary contacts, move people towards resources, provide help when a strategy gets bogged down, and track the progress of the work. Champion: • Karl Douglass • Executive Committee (Mayor's Office)
Champion: • Richard Bishop - 706-225-3944 rbishop@columbusga.org
Meets: The meeting times have not yet been decided.The group could meet monthly or quarterly. Role: • Tracking/PR • Nashville Tracking Community • Assessment/Benchmark • Fund Raising - Locate Reserves • Group tells the story (Speakers) Time Frame: • Now-Ongoing
First Steps to Move Strategy Forward: 1. Need to create a Columbus South Code Enforcement Committee. 2.The Committee needs to help code enforcement as well as recruit citizens to be a part of a large Columbus South Revitalization effort. 3. Education on codes, enforcement, incentives to make Columbus South more attractive.
1
Time Frame: • Now-Ongoing
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2
sense
of
Implement The Neighborhood Improvement Program In Columbus CITIZEN INVOLVEMENT South Neighborhoods ACTIVITIES: NEIGHBORHOOD
WATCH, NEIGHBORHOOD
First steps to move strategy forward: AGAINST DRUGS 1. Identify neighborhoods utilizing historic boundaries as well as census tract lines Champion: • KCB resident interest in participation in 2. Identify • Columbusbuy-in PolicetoDepartment NIP-resident program • A Block Captain • Crime Prevention Unit 3. Prioritize needs • CHI • Richard Bishop - 706-225-3944 Who/Champion: rbishop@columbusga.org • KCB • J.D. HawkPolice - 706-653-3123 • Columbus Department JDHawk@columbusga.org • A Block Captain • Crime Prevention Unit First Steps to Move Strategy Forward: • CHI 1.IdentifyBishop neighborhoods utilizing historic • Richard - 706-225-3944 boundaries as well as census tract lines rbishop@columbusga.org • J.D. Hawk - 706-653-3123 2. Identify resident interest in participation JDHawk@columbusga.org in NIP-resident buy-in to program How to Move Forward: 3.Prioritize needs meeting •Organize community •Develop neighborhood groups How to Move Forward: •Organize community meetings Partners: •Develop groups City Chief ofneighborhood Police
place
Hold Festival Currently,SPEED a festival celebrating UP THE Columbus CODE South and the people that make up this truly unique ENFORCEMENT PROCESS community is in the planning stages for this summer, 2004. The Task Force would like to see code enforcement sped up. First steps to move strategy forward 1.Setup planning committee Champion: 2.Involve local media in planning the event. • Citizens 3.Publish flier for widespread distribution • City Who/Champion: How to Move Forward: • Juanilda Diolosa • City Enforcement • Tony Adams - 706-653-4505 • Council tadams@columbusga.org Partners: How to Move Forward: • City Staff • Commission of Task Force Members to • Elected Officials Develop a Plan • Citizens • Non-Profit (Housing Organization) Partners: • Lonnie Jackson •South Columbus Concerned Citizens Group •Chamber of Commerce Resources: •Oxbow Meadows Learning Center • CDBG/General Fund • Inspectors (Additional) Resources: •$$(?) Time Frame: • Ongoing Time Frame: • Target low hanging fruit…SUCCESS •ch Year
4
Sheriff Partners: Churches • City Chief of Police • Sheriff Resources: • Churches Time Frame: Ongoing Time Frame: • Now-Ongoing
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Porches Act as Community Places.
sense
of
HOLD A FESTIVAL Currently, a festival celebrating Columbus South and the people that make up this truly unique community is in the planning stages for this summer, 2004. Champion: • Juanilda Diolosa • Tony Adams - 706-653-4505 tadams@columbusga.org First Steps to Move Strategy Forward: 1. Setup planning committee 2. Involve local media in planning the event.
place IMPLEMENT THE NEIGHBORHOOD IMPROVEMENT PROGRAM IN COLUMBUS SOUTH
Champion: • KCB • Columbus Police Department • A Block Captain • Crime Prevention Unit • CHI • Richard Bishop - 706-225-3944 rbishop@columbusga.org • J.D. Hawk - 706-653-3123 JDHawk@columbusga.org First Steps to Move Strategy Forward: 1. Identify neighborhoods utilizing historic boundaries as well as census tract lines.
3. Publish flier for widespread distribution How to Move Forward: • Commission of Task Force Members to Develop a Plan
2. Identify resident interest in participation in NIP.
Partners: • Columbus South Concerned Citizens • Chamber of Commerce • Oxbow Meadows Learning Center
3. Prioritize needs. How to Move Forward: • Organize community meeting • Develop neighborhood groups
Resources: • $$(?)
Partners: • City Chief of Police • Sheriff • Churches
Time Frame: • Summer 2004 and ongoing
Time Frame: • Ongoing
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6
sense
Implement The Neighborhood Improvement Program In Columbus South Neighborhoods PATROL OFFICERS WILL
of
DEDICATE TIME IN THEIR
First stepsSCHEDULE to move strategy WORK TO forward: MEET 1. Identify neighborhoods utilizing historic THE PEOPLE. boundaries as well as census tract lines The Task Force determined thatin the police will in 2. Identify resident interest participation have a higher success rate if there are more NIP-resident buy-in to program open channels of communication between citizens and police officers. Studies show that peo3. Prioritize needs ple are more likely to report crimes, as well as feel safer, when there is an established relationWho/Champion: ship with police personnel. Therefore, the police • KCB department to Department create a program that • Columbusneeds Police promotes building of relationships within • A Blockthe Captain the Columbus South community. For example, • Crime Prevention Unit having officers get out of their cars and meet • CHI new residents or business owners everyday. • Richard Bishop - 706-225-3944
place
Hold Festival Currently, a festival celebrating Columbus South Partners: and the people that make up this truly unique •community Mayor is in the planning stages for this sum•mer, Chief of Policy 2004. • Sheriff First steps to move strategy forward Resources: 1.Setup planning committee •2.Involve Manpower local media in planning the event. •3.Publish City Council flier for widespread distribution • Increase $$ for full program Who/Champion: Time Frame: • Juanilda Diolosa •• Tony BeginAdams now on- 706-653-4505 small or limited scale •tadams@columbusga.org Expand How to Move Forward: • Commission of Task Force Members to Develop a Plan
rbishop@columbusga.org Champion: • J.D. Hawk - 706-653-3123 •JDHawk@columbusga.org Mayor • Chief of Police • Sheriff to Move Forward: How ••Organize City Council community meeting • J. D. Hawk - 706-653-3123 •Develop neighborhood groups • JDHawk@columbusga.org
Partners: •South Columbus Concerned Citizens Group •Chamber of Commerce •Oxbow Meadows Learning Center
Partners: First Stepsofto Move Strategy Forward: City Chief Police 1.Sheriff Police Department personnel strength must be increased Churches
Time Frame: •ch Year
Resources: •$$(?)
2.The community must help with the Resources: recruiting of new police officers Time Frame: Ongoing 3. Increase officers' pay and restore retirement benefits How to Move Forward: • Develop program for tracking each new person a police officer meets each day. • Set policy to encourage such activities.
Liberty Theater hosted both Retreats
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sense of place recommendations
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A PROPOSAL TO THE MAYOR AND COUNCIL OF THE COLUMBUS CONSOLIDATED GOVERNMENT
engaging youth in the future of columbus south by
C a r l V i n s o n I n s t i t u t e o f G ov e r n m e n t During the last year, government officials, private sector leaders, civic activists, and the general public have engaged in the Mayor's South Columbus Revitalization Task Force to address ways to enhance community economic development and quality of life issues south of Macon Road to Ft. Benning. It is a project which now has become referred to as the Columbus South Revitalization Task Force project. The process has involved over 400 individuals, many residents and/or business owners in the project area. People from all walks of life beyond the "usual suspects" have participated in the project. Skepticism that this was just going to be another "blue ribbon" committee effort that felt good but nothing happened, has turned into enthusiasm for the inclusiveness process that is leading to implementable strategies that will begin the revitalization of the area. As is the case in nearly any effort of its kind, planning for the future often does not include those who will be impacted by those efforts...the youth. Community leaders are guilty of planning and proposing for the future of their town without the potential future leaders. As the Columbus South Revitalization Task Force moves forward into the implementation stage, serious consideration should be given to the engagement of the youth of the area to be involved in laying out its future. One of the areas that the Task Force has discussed has been
engaging youth and preventing crime. Discussions have taken place to study "weed and seed" programs throughout the county in order to potentially create a Baker Village youth leadership initiative. The public support for and the participation in the Columbus South Revitalization project has created enough synergy to go beyond such a single focused initiative. We have been very impressed by the administrators and leadership of the Baker and Eddy Middle schools and Muscogee County Board of Education as well as the leadership of the boys and girls clubs etc. These individuals represent positive role models for the youth of the Columbus South area. An advisory panel of educators and youth club administrators should be appointed/nominated to work with the mayor's office and accountability committee to schedule the process, identify youth participants, and to see if participation could be built into academic rewards. Participants would be selected from the middle and high schools in Columbus South. The following outline represents a tentative schedule of events: 1. CVIOG meets with the mayor's office officials, middle and high school principals, boys and girls club officials, as well as other appropriate entities to discuss the concept of a Columbus South Engaged Youth Future Community Leadership Program.
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2. The purpose of the program would be to introduce youth in Columbus South to the findings of the Columbus South Revitalization Task Force and the desire of the adults in Columbus to revitalize and cause their community to prosper, be safe, and share in the vibrant quality of life found in the northside and mid-town areas of Columbus. The program would be geared to have youth devise implementation strategies, ideas, and perhaps programs for youth to participate in the revitalization effort. 3. In addition to devising a "youth perspective" to ensuring revitalization of Columbus South, a day-long meeting facilitated by CVIOG would engage the youth in their perspective of their Columbus South Community and what is important to them, their concerns, how their concerns differ from the adults in the community and, where there is common ground. 4. Conduct a series of 3-5 sessions for the youth that would include presentations by city officials on how local government works, presentations by community leaders on the importance of civic involvement, and how youth leadership can engage in the future development and prosperity of Columbus. 5. Implementation Strategies daylong retreat would be facilitated by CVIOG to complete process
enhancing the home place
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28 STRATEGIES 2 7 S T R A enhancing the T h oEmGe IpE l aS ce DEVELOP A RENTAL REHABILITATION PROGRAM FOR MULTI-FAMILY
DEVELOP AND FUND A SINGLE FAMILY OWNER REHABILITATION PROGRAM
Champion: • Williams - Housing Authority • Gross - City • Williams - CHI • Columbus Housing
The Task Force believes that property owners would better maintain their properties, if they had the finances to do so.Therefore, the Rehabilitation Program would help those in need and prevent decrease blight.
First Steps to Move Strategy Forward: 1. Determine extent of need
Champion: • Williams - Housing Authority • Gross - City • Williams - CHI • Columbus Housing • Frank - CHDO • Columbus Housing Development Organization
2. Develop program requirement and details 3. Secure additional funding Resources: • HOME Rental Housing Loan Program http://www.dca.state.ga.us/housing/rentalfin.htm
Loans for constructing financing and/or permanent financing for the costs of constructing or rehabilitating rental housing as defined in the State of Georgia's 1999 Qualified Allocation Plan. Rental dwelling units financed through the program must be affordable by low-to-moderate-income households as defined in the State of Georgia's 1999 Qualified Allocation Plan, the OAHD Application Manual, and the HOME Investment Partnerships Program Final Rule (24 CFR Part 92). Time Frame: • Ongoing
8
First Steps to Move Strategy Forward: 1. Determine extent of need 2. Develop program requirement and details 3. Secure additional funding How to Move Forward: • Create the goal of 16 per year Partners: • Len Williams - Housing Authority • Kathy Williams - Columbus • Housing Initiative • Gross - City of Columbus Reinvestment • Banks
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enhancing the home place Implement The Neighborhood Improvement Program In Columbus Resources: South • HomeNeighborhoods • CDBG First steps to move • HOME CHDO Loanstrategy Program forward: 1. Identify neighborhoods utilizing historic boundaries asResources: well as census tract lines Additional www.dca.state.ga.us/housing/nonprofit.html 2. Identify resident interest in participation in Loans for construction financing and/or NIP-resident buy-in to program permanent financing for the costs of constructing or rehabilitating rental housing as 3. Prioritize needs defined in the State of Georgia's 1999 Qualified Allocation Plan. Rental dwelling Who/Champion: units finance through the program must be • KCB affordable by low-to-moderate-income • Columbusas Police Department households defined in the State of • A Block 1999 Captain Georgia's Qualified Allocation Plan, • Crime Prevention Unitmanual, and the the OAHD Application • CHI investment Partner-ships Program HOME • Richard - 706-225-3944 Final Rule Bishop (24 CFR Part 92). rbishop@columbusga.org •• J.D. Hawk - 706-653-3123 HOME CHDO Predevelopment Loan JDHawk@columbusga.org Program www.dca.state.ga.us/housing/chdopre.html Forward: How to Loans forMove the predevelopment costs associ•Organize meeting ated with acommunity CHDO Program-eligible proj•Develop neighborhood groups ect, incurred up to the closing of the CHDO Program loan (construction and Partners: debt financing), as listed in the permanent City Chief Police Sources andofUses Form (CHDO-025) in Sheriff the Application.These costs include, but are Churches not limited to, market study and title search costs which are incurred before applying Resources: for CHDO Program funds, and environmental review and appraisal costs which Time Frame: are incurred afterOngoing being approved for CHDO Program Funds. Time Frame: • Ongoing
IDENTIFY LAND FOR DEVELOPMENT OF UPSCALE HOUSING The development pattern is such that Columbus South has previously been developed commercially and residentially. Therefore, parts of Columbus South would need to be redeveloped in order for upscale housing to be built. The Task Force would like to stress the importance of site selection and the need for the development to be just one part of a master plan. Champion: • Community Reinvestment - City • Lynette Gross • Cathy Williams - 706-324-4663 cwilliams@columbushousinginitiative.org First Steps to Move Strategy Forward: 1. Inventory vacant property 2. Determine highest and best use of property 3. Develop plan to locate best area How to Move Forward: • Survey - Identify Property Partners: • Board of Realtors Time Frame: • Ongoing
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project area
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restore the community center
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27 STRATEGIES
restore the community center REDEVELOP OR REVITALIZE OLD BAKER HIGH SCHOOL Old Baker High School acts as the historical, geographical, and symbolic center for Columbus South. By being the "center" and resting on a primary corner of Victory Drive the redevelopment or the rehabilitation of the Old Baker High School is an extremely high priority. The redevelopment or the rehabilitation would prove to all of Columbus that Columbus South is a place for progress. The Task Force collectively believes that this must happen and happen soon! Champion: • Newt Gingrich • Muscogee County School District • Columbus Housing Authority
Additional Resources: • Community Development Block Grant Program - Regular Round http://www.dca.state.ga.us/grants/grantprogram.html
Grants for housing improvement projects, public facilities such as water and sewer lines, buildings such as local health centers or headstart centers, and economic development projects. • Georgia Heritage Grants http://www.dnr.state.ga.us/dnr/histpres/
Grants to assist eligible applicants with the rehabilitation of Georgia Register-listed historic properties and related activities. Time Frame: • 2005-2007
How to Move Forward: • Develop a Redevelopment Plan
11
Partners: • City • School Board • Community Groups • Private Developers • Financial Institutions • Foundations Resources: • Grants • City Funds • Private Funds • School Board Funds • $10.2 million available in SPLOST II Uncommitted
Rendering of a Rehabilitated Baker High School Final Report | Page 23
restore the community center Implement The Neighborhood Improvement Program In Columbus DEVELOP BAKER South Neighborhoods COMMUNITY LEARNING
CENTER
First steps to move strategy forward: 1. Identify neighborhoods utilizing historic There is an overall consensus that the Baker boundaries as well as census tract lines Village area needs a Community Learning Center. The Old Baker High School or the Old 2. Identify resident interest in participation in Baker High School site is one distinct possibility. NIP-resident buy-in to program The Task Force feels strongly that the rehabilitation or redevelopment of the Old Baker site 3. Prioritize needs would act as a symbol of positive change in Columbus South. Therefore, the Task Force recWho/Champion: ommends working with the Muscogee County • KCB School District in order to secure the site for • Columbus Police Department redevelopment. • A Block Captain • Crime Prevention Unit Champion: • CHI • Develop a community-wide steering • Richard Bishop - 706-225-3944 committee with a hired coordinator. rbishop@columbusga.org • Must have a champion!! Dr. Alice Pate • J.D. Hawk - 706-653-3123 CSU •Miles Caggins - 706-649-0935 JDHawk@columbusga.org How to Move Forward: How to Move Forward: Have the Implementation and •Organize community meeting Accountability Team create a Community •Develop neighborhood groups Learning Center Development Committee. Possible members could come from the Partners: Issue Work Group #4, Yearn to Learn. (See City Chief of Police appendices for member list) Also, Len Sheriff Williams needs to be involved with the Churches redevelopment of the Old Baker High School site because the new use for the Resources: site will impact the redevelopment of Baker Village. Time Frame: Ongoing
Hold Festival Currently, a festival celebrating Columbus South Resources: and the Tax people thatformake up this truly unique • Local Funds example, SPLOST community is in the planning stages for this sum• HUD Funding mer, 2004.(Local, state and federal) • Grants • Community Fundraiser to get capital First steps to move strategy forward started 1.Setup planning committee 2.Involve local media in planning the event. Additional Resources 3.Publish flier for widespreadBlock distribution • Community Development Grant Program - Regular Round Who/Champion: http://www.dca.state.ga.us/grants/grantprogram.html • Juanilda Grants forDiolosa housing improvement projects, • Tony facilities Adams -such 706-653-4505 public as water and sewer tadams@columbusga.org lines, buildings such as local health centers or headstart centers, and economic develMove Forward: How toprojects. opment • Commission of Task Force Members to Develop Plan • Georgiaa Heritage Grants http://www.dnr.state.ga.us/dnr/histpres/
Partners: Grants to assist eligible applicants with the •South Columbus Concerned Citizens Group rehabilitation of Georgia Register-listed his•Chamber of Commerce toric properties and related activities. •Oxbow Meadows Learning Center Time Frame: Resources: • Next Five (5) Years •$$(?) Time Frame: •ch Year
Partners: • All social organizations • Businesses • Government and local agencies • Churches
12 Final Report | Page 24
restore the community center REDEVELOP BAKER VILLAGE AREA Baker Village is approximately the geographical center of Columbus South. By being in the center and surrounded by three major thoroughfares the redevelopment of Baker Village is both symbolic as well as necessary for economic development on a greater scale in Columbus South. Baker Village originally was built to house military personnel. Currently Baker Village has become a mixture of Section 8 and Public housing. The Task Force feels strongly that Baker Village needs to be redeveloped, not rehabilitated, in order for Columbus South to become a viable community
Resources: • Housing Authority Local Funds • HOPE VI grant or its replacement program • Bond funds with 4% low income housing tax credits • Capital fund advance using HACG capital funds • Affordable Housing Program funds from FHLB • Financing leveraged from Section 8 ProjectBased units • Other capital, including first mortgage debt Time Frame: • 2006-2010
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Champion: • Housing Authority Len Williams 706-571-2800 lwilliams@columbushousing.org First Steps to Move Strategy Forward: 1.Complete preliminary plan and market study 2.Select application development consultant 3.Develop and submit Hope VI application How to Move Forward: • Establish a Master Plan for Redevelopment Partners: • City of Columbus • Private Developer(s) • Foundations • Financial Institutions • HUD
Rendering of a Redeveloped Baker Village
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restore the community center recommendations
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NEIGHBORHOOD CENTER Policy Statement: The redesign for Baker Village aims to develop the area as a neighborhood center. With maturity, Baker Village would provide easy access to retail and commercial opportunities, recreation and would include a mix of housing types.
CHURCHES
SCHOOLS LUMMUS COTTON BAKER HIGH SCHOOL
PARK SPACE EXISTING RESIDENTIAL PROPOSED RESIDENTIAL NEIGHBORHOOD
RETAIL
WEEKLY RETAIL BI-WEEKLY
SEASONAL RETAIL
INDUSTRIAL PROPOSED STREETS PROPOSED TROLLEY LINE
PROPOSED GREENWAY
NEIGHBORHOOD CENTERS
THE SOLUTIONS ILLUSTRATED SHOW THAT: 1. Benning Drive serves as the main commercial and retail area. Benning Drive would be lined with mixed-use buildings that support a variety of functions. The buildings should reflect a clear and consistent design palette. The buildings will front a sidewalk that is lined with street trees to encourage pedestrian activity. The buildings will form a street front that begins to create an identity for the neighborhood. Parking will be allowed on the street, but the main parking areas will be behind the buildings. 2. Substandard housing has been replaced with a variety of housing types that support and encourage mixed income levels. Multi-family housing, single-family attached and single-family detached housing are all part of the solution. 3. Baker High School would be an excellent choice for a community and cultural learning center with special Final Report | Page 28
interest classes as well as "life skills" classes. The auditorium could house a Community Theater, while the gym could be used for recreational leagues. It could also house community services where people could pay utility bills or renew driver's licenses. A police sub-station would create a police presence, if necessary. 4.Easy access to various types of recreation is an important element. No resident in this solution is more than a fiveminute walk away from recreational opportunities. To the west of Benning Drive is Baker Village Park, which has been redesigned to offer different options to address community needs. 5.Baker village is also bisected by two greenways: Bull creek Greenway and Fort Benning Greenway. These provide pedestrian and bicycle access to other parts of the community, including The Chattahoochee Riverwalk.
Baker Village - Redesigned Final Report | Page 29
NEIGHBORHOOD CENTER
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EXISTING
PROPOSED DESIGN Final Report | Page 31
columbus south a destination
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28 STRATEGIES 2 7 S T R A T E G I E S c oel u m b u s s o u t h a d e s t i n a t i o c o n o m i c d eve l o p m e n t n Implement The The Neighborhood Neighborhood Implement Improvement Program In Columbus Columbus Improvement Program In South Neighborhoods South Neighborhoods
First steps steps to to move move strategy strategy forward: forward: First 1. Identify neighborhoods utilizing historic 1. Identify neighborhoods utilizing historic boundaries as well well as asVISITOR'S census tract tract lines lines ESTABLISH boundaries as census
INTEGRATE COLUMBUS SOUTH INTO COLUMBUS TOURISM PACKAGE
CENTER
2. Identify Identify resident resident interest interest in in participation participation in in 2. NIP-resident buy-in buy-in to to program program NIP-resident
Develop a Visitor’s 3. Prioritize Prioritize needsCenter in Columbus 3. needs South through the Chamber and Visitors Who/Champion: Bureau Presence. Who/Champion:
KCB •• KCB Columbus Police Police Department Department Champion: •• Columbus • A Block Captain • CVB • A Block Captain Crime Prevention Unit • Peter Bowden - 706-322-1613 •• Crime Prevention Unit • CHI pbowden@columbusga.org • CHI Richard Bishop Bishop -- 706-225-3944 706-225-3944 •• Richard rbishop@columbusga.org First Steps to Move Strategy Forward: rbishop@columbusga.org • J.D. Hawkwith 706-653-3123 1.Brainstorm Chamber and Visitors • J.D. Hawk -- 706-653-3123 JDHawk@columbusga.org Bureau officials JDHawk@columbusga.org to Move Forward: How 2.See funding opportunities for hiring a fullto Move Forward: How •Organize community meeting time promotercommunity meeting •Organize •Develop neighborhood groups groups •Develop neighborhood How to Move Forward: Partners: • Meet with key players (e.g., Ed Wilson) Partners: City Chief of Police PoliceInfantry Museum and • Place near National City Chief of Sheriff have parade from the area (Victory Drive) Sheriff Churches down to Riverwalk. Churches Resources: Partners: Resources: • Chamber of Commerce Time Frame: Frame: Ongoing • Concerned Citizens Time Ongoing • CC&VB • City Time Frame: • Next three months
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The Task Force concluded that tourism is the ideal industry for Columbus South.Within Columbus South there are many tourist related activities such as sports and recreation facilities, a Civil War Museum, Oxbow Meadows, a golf course, a river walk, Fort Benning, and the future National Infantry Museum. However, Columbus South is missing a method of capturing tourist dollars. A full service hotel would help attract and keep tourists in Columbus South. Moreover, a hotel would provide many jobs as well as numerous opportunities for the local economy. Champion: • CC&VB • Peter Bowden - 706-322-1613 pbowden@columbusga.org How to Move Forward: • Assemble local real estate entrepreneurs to drive effort. • Focus on Columbus South as an integral part of the Columbus Tourism Package. Resources: • Focused effort Time Frame: • Now
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columbus south a destination IMPROVE THE ECONOMIC BASE: COLUMBUS SOUTH IS THE DESTINATION The Task Force concluded the need for a professional marketing group to develop a master marketing plan for Columbus South. Champion: • Chambers of Commerce • Columbus Waterworks • National Infantry Museum • Oxbow Meadows • CSU First Steps to Move Strategy Forward: 1.Select a person or establish a committee to see project through. Ideally this would be a joint effort through the Chamber and the Mayor's office. 2.Identify funding source to hire marketing firm. 3.Have the Mayor's office (Ed Wilson) contact advertising firms for pro-bono work as well.
• • • •
Oxbow Meadows IT&T Fort Benning Ben Williams, etc.al (National Infantry
Museum)
Resources: • Banks • SBA - Small business loans • Enterprise Zone Changes • CSU Marketing Classes • Oxbow Meadows • Fort Benning • National Infantry Museum Time Frame: Phase I (1-5 Years) • Hire a marketing firm. • Build the Infantry Museum. • Create a Columbus South Businesses Network. • Develop a long range marketing and development plan. Phase II (5+ Years) • Implement a long-range marketing and development plan.
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How to Move Forward: • Tax Incentive Programs (TIF) • Support development of Infantry Museum and Oxbow Center. Partners: • Chamber of Commerce • Development Authority • Banks • City • CC&VB • South Columbus Concerned • State Legislative Delegation
Rendering of a New Mixed Use Development
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columbus south a destination Implement The Neighborhood Improvement In Columbus CREATE Program PROMOTIONAL SouthCAMPAIGN: NeighborhoodsCHANGE
NEGATIVE PERCEPTION OF
First steps to move strategy forward: COLUMBUS SOUTH 1. Identify neighborhoods utilizing historic boundaries as well censuscitizens tract lines During the Town Hall as meeting, raised the issue of a negative stereotype being cast on 2. IdentifySouth. resident in participation Columbus Theinterest Task Force discovered in NIP-resident buy-in to program that there is a belief throughout Columbus that Columbus South is not a safe place to live, 3. Prioritize work, and play.needs However, through the Columbus South Revitalization Process, the Task Who/Champion: Force determined that Columbus South is just • KCB as safe as or even safer than any place in • Columbus PolicetheDepartment Columbus. Actually, highest crime rates are • A Block Captain in the north section of town, near the hospital. • Crime Prevention Unit Columbus South had the second lowest crime • CHI rate (see appendix). Here is a case of percep• Richard Bishop -from 706-225-3944 tion being different reality.Therefore, the rbishop@columbusga.org Task Force recommends an effort to change • J.D. Hawk - 706-653-3123 Columbus South's negative image to a positive JDHawk@columbusga.org one through a promotional campaign. How to Move Forward: Champion: •Organize community meeting • CC&VB/Paid PR Professional •Develop neighborhood groups Communicate the Facts - Low Crime Rates • Use TV, radio, newspapers Partners: • Publish City Chiefthe of crime Police analysis report • Host a realtors educational seminar/lunch Sheriff • Chamber of Commerce Churches • Columbus Convention and Visitors Bureau • Citizens Groups Resources: • City Government • Rename VictoryOngoing Drive (Columbus South Time Frame: Parkway) First Steps to Move Strategy Forward: 1.Need to establish a Champion (Owen Ditchfield). 2.Agree on a name (Columbus South or South Columbus). Also, decide if Victory Dr. should be renamed.
3.Create a logo and a positive tag line for the new Columbus South. 4.Distribute public service announcements. 5.Submit letters/editorials to newspaper. 6.Seek funding for ad agency and production services. 7.Seek advertising agency that provide probono services. Partners: •Partners in Education •See Other Leadership - Columbus Police Rides •Ledger •Columbus Times •TV/Radio •National Infantry Museum Time Frame: • Over the next Two (2) years
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Steve Dempsey Leading the Columbus South Revitalization Process
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columbus south a destination DEVELOP NEW BUSINESS VENTURES AROUND SPORTS, ENTERTAINMENT, AND THE TOURISM INDUSTRY As mentioned before, the Task Force believes that Columbus South would economically prosper by developing an industry based on tourism. Columbus South has many facilities in place and the National Infantry Museum is estimated to bring thousands of tourists each year. Champion: • Sports Council • Park and Recreation Department • CC&VB
DIRECTIONAL SIGNAGE FOR KEY LOCATIONS IN COLUMBUS SOUTH In order for Columbus South's resources to be fully utilized, a system of directional signage must be installed. Champion: • City/State DOT • Engineering Department • Sam Wellborn First steps to move strategy forward: 1.Survey area and make a list of key locations that need directional signage.
How to Move Forward: • Identify Funding and Incentive Sources Available Partners: • Same as champions
Examples: Fort Benning from State Line and JR Allen and Victory Drive and Veteran's Parkway, Oxbow Meadows, Golf Course, National Infantry Museum, and Southern Rivers Birding Trail
2.Fund the design and creation of signs 3.Install signage
Resources: • One Georgia Authority One Georgia Equity Fund Program www.dca.state.ga.us/onegeorgia/funds.html Grants and loans to finance activities that will assist in preparation for economic development. Eligible projects include traditional economic development projects such as water and sewer projects, road, rail, and airport improvements and industrial parks as well as workforce development projects, technology development or tourism development proposals, just to name a few.
How to Move Forward: • City: Develop Plan • State: Approve
Time Frame: • Now
Time Frame: • Ongoing
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Partners: • City/Georgia DOT •CC&VB•BID (Business Improvement District) • Uptown Columbus Resources: • City • DOT • Midtown Project • DNR - Southern Rivers Birding Trail
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Economic Opportunity Final Report | Page 37
columbus south a destination recommendations
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columbus south a destination
Opportunities and Constraints: Keeping the good things just as they are
Victory Drive is a corridor that carries a large volume of traffic through Columbus. It is a good thing to have many people moving about the area, but not so good to simply have them use Victory Drive as an expressway. The six lanes of traffic dramatically sever one portion of the community from the other. The appearance of the roadway is one that resembles an interstate, this one without the cloverleaf and exit ramp.
VICTORY DRIVE Constraints:
•Wide road severs community. •Road conducive to short lived bigbox development designed for automobile traffic. •Road unfriendly to pedestrians and bicyclists. •Existence of pedestrian bridges show what is most important cars. •Road necessitates every business to build and maintain a parking lot. •Signage along road developed for cars traveling at high speeds.
Opportunities: •Road wide enough to redevelop into a boulevard with four center lanes for movement through the area and a tree-lined median on either side and two localized lanes that provide access to businesses and have on-street parking. •Road carries many non-residents that could help support local businesses. •Road can become a centralized activity zone to begin to tie the community back together.
BAKER VILLAGE Constraints: •Public housing exhibits outdated and unsuccessful residential design philosophy.
•Arial photographs show that area has much less tree canopy than Columbus' other residential areas. •Residents tend to care less about property owned and managed by others. •Income status of residents produces ongoing dependence on public assistance.
Opportunities: •Great commonality found among residents. •Single landowner simplifies decision-making process. •Close proximity to Baker Middle School. •Trees can be added easily and affordably as an initial project to show the city's good faith effort to improve the area.
BAKER MIDDLE SCHOOL Constraints: •School district owns the building and may have different priorities than the city. •Physical condition may limit rehabilitation potential. •Size of building may prove difficult in reuse options. •Emotional attachment to the school may cause conflict regarding future use. •Separated from part of community by Victory Drive.
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Opportunities: •Provides much needed space for multiple community needs: Medical clinic, dental clinic, evening classes for GED exam, financial clinic, community theatre, recreation department, dance classes, music classes, career skills classes, police, literacy program, child care, art classes, legal clinic, etc. •Central location can easily serve as a place that brings people together. •Sentimental attachment to the building can create broad community support.
BULL CREEK GREENWAY Constraints: •Ecological health of the stream must be good. •Development near creek can contribute to damage to the stream's ecology. •Safety, physical and psychological, is an issue.
Opportunities: •A new vibrant greenway would connect community. •Pedestrian and bicycle friendly alternatives will create a healthier neighborhood through exercise, fresh air and recreation. •This greenway would easily connect into the citywide greenway network.
connectivity
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2c7o nS n28 T eR cASTRATEGIES tT iEvGi It Ey S
Implement The Neighborhood Champion: Improvement •City/State DOT Program In Columbus South Neighborhoods •Engineering Department •Sam Wellborn First steps to move strategy forward: 1. Identify neighborhoods utilizing historic BUILD SIDEWALKS FROM boundaries as well as census tract lines
ALL NEIGHBORHOOD SCHOOLS AND inPUBLIC 2. Identify resident interest participation in FACILITIES TOtoAND THROUGH NIP-resident buy-in program ADJACENT NEIGHBORHOODS. 3. Prioritize needs
Columbus South has a need to form a network Who/Champion: for alternative transportation. Sidewalks are nec• KCB essary for all ages andDepartment all people. Moreover, the • Columbus Police absence of sidewalks presents a public safety • A Block Captain hazard. • Crime Prevention Unit • CHI Champion: •• Richard Bishop - 706-225-3944 City rbishop@columbusga.org • Task Force •• J.D. Hawk - 706-653-3123 Citizens JDHawk@columbusga.org • Richard Bishop - 706-225-3944 rbishop@columbusga.org How to Move Forward: •Organize First Stepscommunity to Move meeting Strategy Forward: •Develop neighborhood groups 1.Work with Dot to design the sidewalk part of transportation projects Partners: City Chief Police 2.Work withof City to include sidewalks in Sheriff planning Churches 3.Add an ordinance that requires a sidewalk Resources: and street trees be added whenever a certain amount of redevelopment or revitalization takes place to a property. Time Frame: Ongoing How to Move Forward: • CDBG/Paving Fund Partners: • City Time Frame: • Ongoing
Hold Festival Currently, a festival celebrating Columbus South and the people that make up this truly unique community is in the planning stages for this summer, 2004.
IMPROVE STREETSCAPES
First steps to move strategy forward 1.Setup planning committee The Task Force determined that the appear2.Involve local media in planning the event. ances of Columbus South could be greatly 3.Publish flier for widespread distribution improved by implementing a streetscape program.The program could be designed in a step Who/Champion: by step process that would take effect over • Juanilda Diolosa time. For example, the first step could be as • Tony Adams - 706-653-4505 simple as making sure that businesses do not tadams@columbusga.org place objects on sidewalks or rights of way. Also, vegetative screening could be employed to How to Move Forward: hide unsightly industry. Moreover, ordinances • Commission of Task Force Members to that enforce the removal of junk cars, abanDevelop a Plan doned furniture, and unkempt vegetation should be enforced. The second step would be the Partners: development of a master plan for Columbus •South Columbus Concerned Citizens Group South.The third step would occur when the •Chamber of Commerce redevelopment of property took place in •Oxbow Meadows Learning Center Columbus South. Resources: Champion: •$$(?) Richard Bishop - 706-225-3944 rbishop@columbusga.org Time Frame: •ch Year First Steps to Move Strategy Forward: 1.Identify arterials 2.Develop comprehensive plan 3.Create priority list for gateway, trees, and general landscapes in target area. 4. Need letter of request to Keep Columbus Beautiful Gateway Committee
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5. Need letter of request to Scott Jones, City Arborist to include efforts in Columbus South in '05 tree planting schedule for trees along roadways
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c o n n e c t i v i t y Examples of Areas that Need Improvements: • MLK at Spider Web • Benning Road • Victory Drive • Lumpkin Road • Cusseta Road • Cusseta Road • Interchange at I-185 • Medians •Roadside trees Time Frame: • Ongoing
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A Rendering Depicting a New Streetscape for Victory Dr.
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c o n n e c t i v i t y Implement The Neighborhood CREATE CONNECTIVITY TO Improvement Program In Columbus South Neighborhoods EXISTING RECREATION IN
COLUMBUS SOUTH
First steps to move strategy forward: THROUGH GREEN 1. Identify neighborhoods utilizing historic CORRIDORS AND TRAILWAYS boundaries as well as census tract lines Often one hears the complaint that "kids 2. Identify resident in participation don't ride their bikes interest or play outside like kids in NIP-resident buy-in to program did when I was growing up" However, people rarely stop and ask themselves why. One rea3. Prioritize son is the factneeds that there are more cars on the roads then ever before. Another reason is that Who/Champion: less open space exists where natural play can • KCB take place because it has been developed. • Columbus Department Therefore, thePolice Task Force strongly encouraged • A creation Block Captain the of a network of green corridors • Crime Prevention for Columbus South. Unit • CHI Green corridors or trails would act as a cata• Richard Bishop - 706-225-3944 lyst to unify Columbus South, by enabling one rbishop@columbusga.org to travel all over Columbus South safely and • J.D. Hawk - 706-653-3123 never use a busy road. A system could be creJDHawk@columbusga.org ated that would connect each school and recreational park by a trail.This could be How to Move Forward: achieved by converting the right away along •Organize community meeting creeks and streams as well as the abandoned •Develop neighborhood groups railroad corridor into greenways.
Hold Festival Resources: Currently, a festival celebrating Columbus South •Private Sector Funding •DOT Funding and the people that make up this truly unique •City Funding community is in•SPLOST the planning stages for this summer, 2004. Additional Resources •First TEA-21 steps to move strategy forward http://www.fhwa.dot.gov/tea21/Transportation 1.Setup planning committee •2.Involve Enhancement Program local media in planning the event. http://www.dot.state.ga.us/dot/plan3.Publish flier for widespread distribution prog/planning/projects/te/index.shtml
• Rails-to-Trails Conservancy Who/Champion: http://www.railtrails.org/ • Juanilda Diolosa • Land and Water Conservation Fund • Tony Adams - 706-653-4505 (LWCF) tadams@columbusga.org http://www.nps.gov/lwcf/contact_list.html • Grants for acquisition of real property and How to Move Forward: development of facilities for general pur • Commission of Task Force Members to pose outdoor recreation. Develop a Plan • Recreational Trails Program (RTP) http://www.serve.com/bike/georgia/trails Partners: • Grants for acquisition and/or development •South Columbus Concerned Citizens Group (80% Federal / 20% local) of motorized •Chamber of Commerce and non-motorized recreational trails •Oxbow Meadows Learning Center including new trail construction, mainte nance/rehabilitation of existing trails, trailResources: side and trail-head facilities •$$(?) Time TimeFrame: Frame: ••ch 5 to 10 years Year
Champion: Partners: • Lead: Private Sector (Gateways) City Chief of Police • City Sheriff • Citizens Churches • Streetscapes/Greenway • Lead: Develop Recreation Center Resources: • Richard Bishop - 706-225-3944 rbishop@columbusga.org Time Frame: Ongoing
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How to Move Forward: • Inventory • Prioritize Partners • KCB •Private Partners •DOT •City • Trees Columbus •Columbus Council of Garden Clubs
A Rendering Depicting a Greenway Through Columbus South
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connectivity recommendations
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CONNECTIVITY greenways
GREENWAYS Greenways and parks alone cannot resolve the challenges that face Columbus South. However, in the pursuit of a more vibrant community, they have a proven record of being an important component of community rebirth and identity.
COMMUNITY ASSETS Columbus South has many assets. Large parks such as Benning Park and Rigdon Park provide active recreation.The swimming pool at Rigdon Park is an amenity that children dream of. The Riverwalk provides access to downtown, the Oxbow Meadows Environmental Center, and Fort Benning. School playgrounds and
fields are where neighborhood children play after hours and in the summers. Unfortunately, major roads such as Victory Drive, South Lumpkin Road and Cusseta Road divide the community into isolated pockets. It is difficult to make use of the resources located in all areas of South Columbus without a car and prior knowledge of park locations. A network of greenways and parks can help solve the problem.
UNTAPPED RESOURCES A series of natural green spaces that can serve as the backbone for a vibrant greenway network already exists in Columbus South. Green space along Bull Creek, Weracoba Creek, and an abandoned railroad
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line south of Baker High School connect the neighborhoods. A complete greenway network can be established with relative ease with the addition of connections through school grounds and bicycle/pedestrian lanes on calm neighborhood streets. Children and adults would have the opportunity to travel throughout their community on bicycle or foot without having to compete with the six to eight lanes of traffic on Victory Drive.
ADDRESSING CRITICISM Critics of a greenway network may suggest that the creeks are overgrown, littered with trash, possibly polluted and have no value to the community. It is true
CONNECTIVITY greenways
Weracoba Creek
then these areas are negative features that need to be improved in order to make Columbus South a more desirable place. Critics may also suggest that no one will use a greenway in Columbus South because it would not be safe.The greenway provide new opportunities for police officers to patrol on bicycles, become more visible in the community as part of an effort to make all of
Columbus South safe. Some may suggest that the Riverwalk provides plenty of opportunities for people to ride bicycles and walk, and that more greenways would be a waste of money. The Riverwalk does provide great opportunities, but community resources are only community resources if people can get to them. The Riverwalk skirts Columbus South and a greenway network is needed in order make this valuable resource more accessible.The addition of a greenway network would not only provide added
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recreational benefits, but can provide economic and social benefits as well.
ADDITIONAL BENEFITS Aside from providing recreational benefits and connecting a fragmented community a greenway network provides many benefits. First, the development of a greenway sends a signal to community members and businesses that city leaders are serious about investing in the future of Columbus South.
CONNECTIVITY greenways
Existing: at railway
Additionally, studies have shown that property values increase when located near a park or greenway. Other studies have shown that patients in hospital rooms with a view of green spaces heal more quickly than patients without these views. These studies indicate that green spaces help people live more healthy lives. In contrast to the many treeless public housing communities the greenway can be a place that helps Columbus South become a healthier place to live. Studies have also shown that greener areas with high canopy trees and low underbrush have lower crime rates. Improving green spaces along creeks and through schools can be the beginnings of a community wide effort to make Columbus South more attractive and safe.
CONCLUSIONS The development of a greenway network should be a part of the revitalization plan for Columbus South.The benefits are numerous and many of them are immediate.With its abundance of strategically located green spaces South Columbus has opportunities that would make other communities envious.
Proposed Greenway: at railway Final Report | Page 48
CONNECTIVITY streetscapes
Corridor Analysis This conceptual master plan illustrates the potential for integration of Columbus South into the city, while inviting economic influx and social interaction in the community through a system of activity nodes organized around a central core. Columbus South is a society of sub-cultures. Each sub-culture needs a center for its public life and opportunities to connect with other sub-cultures.
Activity nodes
Central Core
Centers of high-density local commercial, retail, and service development located around a central plaza for maximum social interaction and pedestrian traffic (orange).
Proposed as a reuse of Baker High School as a local community center and citywide sports complex as a venue to conduct athletic leagues, events, camps and recreation.
Centers of parks and recreation intended to buffer community centers and serve as areas of light pedestrian traffic (green).
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CONNECTIVITY streetscapes
Policy Statement: Victory Drive was once the main route from Fort Benning and other points south of Columbus to and through downtown. Regional traffic fed a healthy economic base of retail, restaurants, and industry. For several years, however, especially since the development of Interstate 185 bypassing the area, the street has seen a decline in fortunes and its poor image has helped to stifle investment in the area. The wide street was built for speed and for a high volume of traffic. Its present design no longer serves either traffic needs or the needs of the residents. In fact, it serves more as a barrier to local neighborhood residents than as an amenity. This solution shows three different possibilities for the redesign of Victory Drive and shows a typical section of the street rather than its entire length.
The following suggestions hold true for all solutions: 1:Travel lanes should be reduced to two in either direction, possibly with slightly narrower lanes than at present, with a possible additional, slow speed lane for the most local traffic. 2: Expansion of tree cover to provide shade, a sense of permanence, and traffic slowing. 3: Any new buildings along the street should be placed closer to the street's right-ofway, with parking on the sides or backs of
the buildings. This will lend a more urban feel to the street and be more inviting for pedestrians than it is at present. 4: Design guidelines and a regulatory overlay district should discourage large freestanding signs in favor of smaller signs placed either closer to the ground or on the building the sign indicates. These can be made to remain legible to passing vehicles while lending the street to a more sophisticated image.
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Streetcars: It may seem excessively ambitious at this point, but a streetcar or trolley system might work very well along the center of Victory Drive. Several medium-sized cities, such as Kenosha,WI and Lowell, MA, have successfully built systems in recent years. A streetcar or vintage trolley line could provide needed transportation for residents, establish a permanent transit link between downtown and Fort Benning for local citizens and visitors, and enliven the image of the corridor. Such systems often aid in economic development of the neighborhoods through which they pass.
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CONNECTIVITY streetscapes
Maximum trees Large street trees have many benefits: they give shade, providing a more pleasant environment for pedestrians, help to reduce the "heat island effect" of urban pavement and buildings, and give an image of permanence and stability to an area. The tree trunks along the road also give a vertical element to drivers' vision, causing the drivers to slow down. The crape myrtles presently along the street do provide some of these benefits, but will always be too small to provide a significant amount of shade. The plan above illustrates the possibilities for maximum tree cover along Victory Drive. Final Report | Page 52
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creating a learning environment
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28 STRATEGIES 2 7 S T R A EGIES creating a learningT environment INCREASE PARENTAL INVOLVEMENT IN SCHOOLS: STRENGTHEN PARENT COORDINATOR AS PARENT ADVOCATE
PRIORITY MUST BE GIVEN TO BUILD NEW SCHOOLS RATHER THAN RENOVATE OLDER BUILDINGS IN SOUTH COLUMBUS.
The need to increase students' success rate was a major issue for the Task Force.The Task Force determined that there is a correlation between parental support and involvement and student success.
Columbus South's citizens believe that the north end receives better treatment with the creation of new schools. So, the Task Force recommends building new schools in Columbus South instead of just renovating them. Perception can be reality.
Champion: • Need people • School Board • PTA • Partners in Education • Miles Caggins - 706-649-0935
Champion: • Citizens • School Board
How to Move Forward • Develop a committee within school board to address parental involvement issue • Provide training and ongoing support • Use best practice models that exist with programs that are working Partners: • PTA • Partners in Education
How to Move Forward: • Change heart of SB or change SB Partners: • Business Community • Citizens Resources: • $$ from Property Tax and SPLOST Time Frame: • Now
Resources: • Training Resources of Muscogee County School District Time Frame: • Now
23 Final Report | Page 55
24
creating a learning environment Implement The Neighborhood CREATE AN ONLINE Improvement Program In Columbus South Neighborhoods TO HELP NEWSLETTER
COMMUNICATE WITH
First steps toPARENTS move strategy forward: 1. Identify neighborhoods utilizing historic boundaries as well as census tract lines There is a consensus belief that only negative school related incidents or sporting events are 2. Identify resident interest in participation in featured in the media. Therefore, parents and NIP-resident buy-in to program Columbus citizens are unaware of the feelgood stories that do take place in the school 3. Prioritize needs system. The newsletter would provide the medium to promote the positives. Who/Champion: • KCB Champion: • Columbus Police Department • PTA • A Block Captain • Create an advisory council made of • Crime Prevention Unit parent coordinator and parents • CHI • Miles Caggins - 706-649-0935 • Richard Bishop - 706-225-3944 rbishop@columbusga.org How to Move Forward: • J.D. Hawk - 706-653-3123 ·•Increase capacity of Parent Coordinators JDHawk@columbusga.org •Find alternative methods of getting parents to come to schools How to Move Forward: •Find a school system that has a good •Organize community meeting newsletter and model it. •Develop neighborhood groups Partners: Partners: • Community agencies who deal with youth City Chief of Police (i.e. Boys and Girls Clubs, Girls Inc., etc.) Sheriff • PIE - Partners in Education Churches • Oxbow Power Team Resources: Resources: • Neighborhood group helps push these Time Frame: Ongoing issues • Community agencies Time Frame: • 6 month
25
Hold Festival INSTITUTE A CITY-WIDE Currently, a festival celebrating Columbus South andLITERACY the people thatPROGRAM make up this truly unique FOR communityCHILDREN is in the planning0 stages for this sum-5 mer, 2004. Use hospitals, clinics, doctors' offices; books for strategy forward First steps to move babies; the Literacy Alliance; library services; edu1.Setup planning committee cators and churches; daycare centers; public 2.InvolveIdentify local media in seniors, planningcivic thegroups, event. housing. readers: 3.Publish flier for widespread distribution churches, Parks and Recreation Dept., city corporations, small businesses, Fort Benning. Who/Champion: • Juanilda Diolosa The Task Force believes a Columbus wide •Literacy Tony Adams Program- 706-653-4505 must be created. Recent studtadams@columbusga.org ies link literacy to early exposure to books. PreK programs are not enough for a child who tobe Move Forward: How to needs exposed to literacy from the ages • Commission Task Force Members to of zero to three.ofUsually, the higher a commuDevelop a Plan nity's literacy rate, the lower the community's crime rate. For instance, the state of Indiana Partners:the number of beds that will be determines •South in Columbus Citizensrates. Group needed its jails byConcerned third grade literacy •Chamber of Commerce Education decreases crime. •Oxbow Meadows Learning Center Champion: Resources: • Mayor/Council Members •$$(?) • IWG Chair and Members (Caggins, Gilyard, Hawk) Time Frame: •ch Year First steps to move strategy forward: 1.Develop reading programs for children 0 -5 2.Involve parents 3.Involvement and completion of reading program should be mandatory to receive public assistance. 4.Involvement and completion of reading program should be mandatory for admission to kindergarten.
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creating a learning environment How to Move Forward: • Proclamation: Reduce rescue reading from 5000 to 1000 in five years. Columbus pauses on Tu/Th 10 to 11 am to read to children ages 0 - 5 Partners: • Columbus Literacy Alliance • Chattahoochee Valley Library System • Head Start • Superintendent of Education • Commission Reading Program • OXBOW Learning Center • Tavish/Columbus Foundation • MEDIA • Medical Center • Churches Resources: • $30K for monthly books for ZIP 31903 for 5 years • All adults • Federal and state grants • Volunteers Time Frame: • 2004-2009
LOCAL FINANCIAL INCENTIVES OFFERED TO RECRUIT AND KEEP EXPERIENCED TEACHERS IN COLUMBUS SOUTH During the Town Hall meeting the belief that experienced teachers were leaving Columbus South was brought up. In order to solve this problem the Task Force has recommended the creation of a financial aid package to lure and retain the best and most experienced teachers. Champion: • School Board • Miles Caggins - 706-649-0935 How to Move Forward: • Meeting with School Board • What type of incentives?
26
Resources: • Can be done without new $$ • It takes bold leadership Time Frame: • 2004
A Picture of Baker Middle School that is located in Columbus South.
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27
creating a learning environment
recommendations
Final Report | Page 58
THE MAYOR’S
literacy program 1. Mayor's Literacy Program a. City Proclamation - whereas… i. Volumes of research show that illiteracy robs communities of their wealth and overwhelms educational, social, emotional, medical, economic, and economic development 'rescue' funded programs. ii. Georgia allocated $536,624,825 for literacy related remedial programs and $66,740,638 for alternative discipline programs in the K-12 2004 budget, including $9,508,000 for both programs in the Muscogee County School District which added another $4,000,000. iii. Muscogee County had 19,320 at risk youth in 2002. Of that number, 8549 days in detention were served. iv. 3829 Muscogee County youth between ages 10 and 19 years were arrested for various crimes in 2003. v. Pupils in the School District suffered 18,940 in and out of school suspensions, and 746 dropped out in 2003. vi.The majority of at risk children enter school with a 500 word vocabulary contrasted to others that enter with more than a 3000 word vocabulary. vii. More than eight of 10 children with severe word reading problems at the end of 1st grade perform below the average at the beginning of 3rd grade. Eighty-eight percent of children who were deficient in word recognition skills in 1st grade were poor readers in 4th grade. Seventyfour percent of children who were poor readers in 3rd grade remain poor readers in 9th grade. A person who is not at least a modestly skilled 3rd grade reader is unlikely to graduate from high school.
viii. From birth until about 5 years old a child undergoes tremendous growth and change. If this period of life includes support for growth in cognition, language, motor skills, adaptive skills and social-emotional functioning, the child is more likely to succeed in school and later contribute to society. Literacy is the key. Therefore,…. Columbus hereby declares a County literacy movement for adults to pause and read to children 0 - 5 years of age with a parent present on Tuesday and Thursday of each week from 10 to 11 AM for a period of five years; and to take each child three or four years old to a library once each month.
2.Task Force Implementation Plan - Literacy a. Lead Organizations: The Columbus Literacy Alliance, including the Director of the Chattahoochee Valley Library System, Director of the Head Start Program, Superintendent of Education, Director of the Combined Communities Reading Program and other literacy programs in the Tri Communities. Some duties of the Alliance includes: i. Develop an age appropriate list of books to be read. ii.Provide information about where the books may be obtained. iii. Develop and implement a system to record the hours that books were read to each child. iv. Library Director issues a library card to each newborn child and to others under five years old. v. Maintain a list of readers.
Final Report | Page 59
vi. Provide information of the Literacy Program to media for Public Service Announcements. vii. Seek and pursue grant opportunities of Federal and State programs, corporations, and philanthropic donations. viii. Maintain a list of reading places and telephone numbers. ix. Receive and disburse non institutional, i.e., MCSD, Head Start and etc dollars to support the program. b. Places to read to children: In Recreational Super Centers, waiting rooms of medical facilities and clinics, offices, community centers of housing areas, fellowship areas of religious buildings, libraries, and in automobiles. c. Readers: All adults are encouraged to read, including seniors of assisted living homes, retirees, first responders, military personnel, medical and dental service providers, utility personnel, corporate employees and teens.
3.Task Force Implementation Plan - Mentoring to Reduce Pupil Misconduct a. Lead Organizations: Boys and Girls Club, Inc, Girls Club Inc,Youth Advisory Council,The Family Center, Teenage Parenting Center, MCSD school counselors, Night School and Academic Success Program Principals, and the Chief of Police. Duties include: i. Seeking and maintaining a list of mentors for youth.
ii. Implement a Peer Challenge Program to reduce misconduct in schools.
61 THE PROCESS
APPENDICES
64 TIMELINE 65 TOWN HALL MEETING SUMMARY 70 CRIME STATISTICS 72 PARTICIPANTS 75 ISSUE WORK GROUP STRATEGIES
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THE PROCESS INTRODUCTION Columbus South faces a future that presents significant challenges but which also provides opportunities for positive growth and enhancement of the community. Columbus South has recognized the need to confront the challenges and the opportunities of the future by undertaking a community action and investment process to assure quality growth for their community. The end product of the community action and investment process will be a document which contains the essential actions that need to be taken by the community to realize quality growth and the future desired by the community. The process is based upon principles, which maximize group participation in a creative problem solving process. It is also structured to solicit and use the full range of interest and expertise of the citizens of Columbus South concerned about the growth and development of their community. The process is designed to produce strategies and a plan of implementation, which fosters change that results in genuine benefits for the people. The strategies will be ones that can be embraced by the community and its people and can serve as the basis for coordinating state, regional, and local activities and investments toward the improvement of the immediate and long-term future of Columbus South. The process employed is designed to make maximum use of participants' time by employing well designed, intensive day-long or retreat sessions. DESIGN ELEMENTS The design for Columbus South Revitalization Task Force (SCRTF) is based on a three-part model. The first part is Information Collection that will gather the information essential to understanding the complexity of issues affecting growth and development within the consolidated government. Once the information is collected it will be provided in the form of a briefing book for use throughout the process. This briefing book will serve as the starting point for work with a SCRTF. The SCRTF will be composed of a broad representation of the consolidated government's citizens. The second part is a process designed to develop the Community Action and Investment Process. The SCRTF will create the vision and address the critical elements necessary to enhance growth and development in the consolidated government. The third part will involve the SCRTF finalizing a Community Action and Investment Strategy to assist the consolidated government with quality growth and development. CVIOG will also offer the SCRTF direction as to the next steps in getting the plan adopted and implemented as well as a six-month follow-up meeting with the SCRTF. INFORMATION COLLECTION - PART 1 Assess and Organize the Best Thinking on the Consolidated Government's Situation CVIOG will perform desk research to prepare a briefing book that includes planning data, population, economic development information, natural and historic resources, community facilities, relevant information on the menu of tools, legislation, and standards. Develop Columbus South Revitalization Task Force (SCRTF) (Approximately 50 people) A SCRTF will be formed to conduct the community-based participative planning process. The SCRTF will develop the consolidated government's vision, issues, strategies, and implementation plan. The members of the SCRTF will ultimately be the champions for community change. Additionally, a Steering Committee of approximately 20 people will meet on a more frequent basis to discuss logistics and resources needed to keep the work of the SCRTF moving forward. Along with the development of the SCRTF, a Staff Resource Team (SRT) will be selected to serve as exofficio members of the SCRTF. The SRT will be made up of professionals from the local government, which will provide the necessary expertise and resources when requested. Members of the SRT will be required to participate in all meetings of the SCRTF. Appendix:The Process - Columbus South Final Report | Page 61
THE PROCESS CONDUCT ORIENTATION MEETING (2 - 3 HOURS) The Orientation Meeting is an opportunity for the Columbus Consolidated Government to recognize members of the SCRTF publicly and give credibility to the tremendous task at hand. The Columbus Consolidated Government should conduct this meeting with ceremony, charging the group, and recognizing the sacrifice and service the SCRTF is about to give to the community. Other tasks that should be accomplished include introductions and getting to know each other; explanation of the process and work flow; dissemination of a briefing book including a brief data review; collect information about design guidelines; and scheduling interviews. UNDERSTAND AND CONFIRM KEY ISSUES (1 HOUR INTERVIEW) CVIOG will interview all members of the SCRTF, which will help develop a picture of the issues that need discussion and action during the process. TOWN HALL PLANNING MEETING (2 HOURS) The SCRTF should hold a meeting to design a process for conducting a Town Meeting, discussing initial list of potential issues to be examined, and suggest any additional information that is needed for the process. CONDUCT TOWN MEETING (3 HOURS) The SCRTF will hold one Town Meeting with the citizens of Columbus South to announce the Process and Work Flow, and collect information about the issues that should be tackled by this process. All SCRTF members will participate in the Town Meeting as listeners. The information collected will be used to help refine the Issue Work Group parameters. After the meeting SCRTF members will be asked to meet briefly to discuss the outcomes and learning's. DESIGN RECOMMENDATIONS Faculty and students at the University of Georgia working within the parameters set by the SCRTF and with the information generated during the Information Collection - Part 1, will develop design recommendations. Design recommendations may look at several development related issues such streetscapes, design standards, hub development, surface streets, etc. The design recommendations outcomes will rely on the information collected during Part 1. DEVELOP COMMUNITY ACTION AND INVESTMENT PROCESS - PART 2 PRE-RETREAT PLANNING SESSION (2 HOURS) Shortly after the Town Meeting, the SCRTF should conduct a retreat to develop and define the Issue Work Groups. This meeting is to plan logistics and examine initial issues for discussion at the retreat. ISSUE DEVELOPMENT RETREAT (2 DAYS) Shortly after the Pre-Retreat Planning Session, the SCRTF should conduct a retreat to develop an initial vision, identify where the Columbus South is currently, and define issues (or barriers) that need to be grappled with before Columbus South can realize its vision. One result from this work will be the development of the Issue Work Group (IWG) process. An unspecified number of IWGs will be created to assist the SCRTF in its deliberations. Based upon the issue identification adopted by the SCRTF and information generated from the Town Meeting, IWGs will be created to study and develop strategies and initiatives regarding each substantive issue area. The IWGs will be comprised of members of the SCRTF and other individuals invited to serve. Additional members will be individuals with an expertise and/or a particular interest in the issue. The membership of these IWGs will be designed to broaden representation and policy perspectives. The IWGs will be charged with the task of considering what initiatives could be taken to resolve problems or to make the most of opportunities confronting Columbus South relative to the issue area they are considering. Members of the SCRTF will Chair the IWGs. Appendix:The Process - Columbus South Final Report | Page 62
THE PROCESS ISSUE WORK GROUP PREPARATION (2-3 HOURS) SCRTF members will be coached on methods of facilitating their Issue Work Group. Also, SCRTF members will be walked through a process and outline for the next phase of the work including a guide with cueing questions that outlines what needs to be accomplished after each meeting. ISSUE WORK GROUP PROCESS (4 MONTHS) The IWGs, working within parameters set by the SCRTF, perform data gathering, identify alternative strategies, evaluate alternative strategies, and submit a final report with the group's recommendations. IWGs will consist of approximately 15-20 people. Roughly three to four SCRTF members will serve on each IWG. The IWG Chair will be a member of the SCRTF and will be responsible for keeping the group on task. The remainder of the IWG will be made up of invited members of the public and elected officials who are interested and willing to serve. The IWG Process should take approximately four months to complete. Each IWG will be asked to meet eight times (twice per month for four months) to complete its work. IWGs will meet in a central location on the same evening for approximately three hours. During the three-hour meeting all groups will take a break together and mingle in a central location with refreshments. The break will be an opportunity to share progress between IWGs. Since momentum and continuity are essential to the process, IWGs may need to consider conducting one or two additional meetings to complete its work. The first IWG meeting will be a plenary session to explain the process and each IWG's charge.The last (eighth) IWG meeting will be devoted to a plenary session during which time each IWG will present its recommendations to the entire group. IWGs will also generate a report that will be submitted to the SCRTF. The SCRTF will meet throughout this phase of the process to tract the IWGs' progress. The IWGs will provide periodic reports to the SCRTF and the Press. FINALIZE COMMUNITY ACTION AND INVESTMENT STRATEGY - PART 3 STRATEGY AND PRIORITIZATION RETREAT PLANNING MEETING (2 - 3 HOURS) The SCRTF should conduct a retreat to prioritize recommendations and monitoring implementation. This meeting is to plan logistics and examine initial issues for discussion at the retreat. STRATEGY AND PRIORITIZATION RETREAT (2 - 3 DAYS) The SCRTF will conduct a final retreat to review the recommendations, integrate the reports, develop strategies, prioritize initiatives, and outline a procedure for monitoring implementation of the final recommendations. The retreat should be at a location removed from the normal day-to-day activities of the committee. CONVENE SCRTF FOR FINAL MEETING (2 - 3 HOURS) The SCRTF will be convened for a final time for CVIOG's presentation of the "Columbus South Revitalization and Community Investment Strategy." Results of the Design Charrette will also be discussed. At this meeting, CVIOG will give the SCRTF direction on how to proceed with community education, plan adoption, and implementation. SIX-MONTH FOLLOW-UP CVIOG will be available to conduct a follow-up meeting that will assist the SCRTF with monitoring the implementation plan.
Appendix:The Process - Columbus South Final Report | Page 63
THE TIMELINE 06-26-03
Orientation Meeting
07-21-03 07-2103
Task Force Interviews Task Force Interviews
08-26-03
Town Hall Meeting
09-18-03 09-19-03
1st Retreat 1st Retreat
10-28-03 11-11-03 11-25-03 12-09-03 01-13-04 01-27-04 02-10-04 02-24-04
Issue Work Issue Work Issue Work Issue Work Issue Work Issue Work Issue Work Issue Work
03-25-04 03-26-04
Final Retreat Final Retreat
Group Orientation Groups Groups Groups Groups Groups Groups Group Presentations
Appendix:Timeline - Columbus South Final Report | Page 64
THE TOWN HALL MEETING EXECUTIVE SUMMARY Baker Middle School August 26, 2003 Introduction On Tuesday, August 26, 2003 Mayor Bob Poydasheff invited the citizens of Columbus to participate in The South Columbus Revitalization Process' Town Hall Meeting. The Town Hall Meeting was facilitated by Steve Dempsey and the University of Georgia's Carl Vinson Institute of Government. Over 200 people from the Columbus community participated in the Town Hall Meeting. Process After the welcome, introductions, history of the Task Force, and opening comments by Task Force Chair Karl Douglas and Mayor Bob Poydasheff, the interactive session of the program began. The ground rules were established (Douglas stated "everything was inbounds") and the description of the process was explained. Participants seated at rectangular tables (approximately 10 per table) were asked six questions: • What is working well in South Columbus, things you are proud of? • What is not working well in South Columbus, things that need to be improved? • What are the things that need to change in order to see improvement? • If we (i.e., you, community, city, state, federal government, etc.) could only do one thing, what would it be? • What advice do you have for the Task Force as it moves forward? • What are you personally willing to do to help move South Columbus forward? Each table was staffed by a Task Force Member, directed by Steve Dempsey, who guided discussion, assisted with summary comments, and entered summary comments into a wireless network for public review. Participants were asked to work independently and write down personal comments for each question. Next, each participant shared their personal handwritten comments with the other group members. After participants shared his or her comments, the facilitator assisted the group in summarizing the discussion and entered summarized comments into the wireless network to be shared with the rest of the audience in the plenary session. The plenary session involved the lead facilitator, Steve Dempsey, reviewing the summary comments that were captured by the wireless network and project on a public screen for all participants and sponsors to review. At this time Steve Dempsey, Jim Youngquist, and Danny Bivins were equipped with microphones and circulated throughout the room to engage participants in conversation. Questions were asked of participants to gain a better understanding of the rationale behind the projected comments. This provided an opportunity for everyone involved to react to themes and trends interwoven in the comments and discussions. Before closing the Session, participants' handwritten comments to the last two questions along with all written comments were collected to be transcribed, analyzed, and included in the final report. In closing, Steve Dempsey and Karl Douglas thanked the participants for their feedback and candor. Karl Douglas stated that he expects the Town Hall Meeting to result in the introduction of ideas for the Task Force to further develop.
Appendix:The town Hall Meeting Executive Summary - Columbus South Final Report | Page 65
THE TOWN MEETING EXECUTIVE SUMMARY Session Summaries The Executive Summary focuses primarily on group statements and summary comments that were captured at each table by facilitators and then projected to the public screen. Comments entered into the wireless network may be reviewed in their entirety in the Town Hall Meeting Notes. The handwritten comments have been transcribed, analyzed and included in the Town Hall Meeting Notes.
Citizen Responses What is working well in South Columbus, things you are proud of? Boys and Girls Organizations The Boys Club, the Girls Club, and Girls Inc. provide the community with a constructive environment for its youth. These organizations provide after school and summer programs. Police Department and Fire Department The Police and Fire Rescue are committed and dependable. The Police department is visible throughout South Columbus. Moreover, the new location Police Precinct has further improved their accessibility. Both the Police Department and Fire Rescue have a fast response time. Recreational Activities South Columbus has many recreational opportunities. Rigdon Park has been greatly improved, especially the pool, which provides a safe atmosphere for the entire family. Shirley Winston Park, the River Walk, the Sports Complex, the Golf Course, and Oxbow Meadows are all facilities that benefit the surrounding communities and are a draw for the area. Specifically, Oxbow Meadows Center offers public programs, festivals, hands on learning and outreach to community schools. City Services South Columbus has good city services, such as garbage pickup and lawn pickup. Library The local library is an asset to the community. The Library is centrally located and offers an educational environment for all ages. Education The building of two new schools and the additional renovations emphasizes the importance of education. The public schools have good teachers. Fort Benning The Fort acts as an economic and physical anchor for South Columbus and could have an even larger economic impact on the surrounding area. What is not working well in South Columbus, things that need to be improved? Housing Stock In South Columbus there is a large amount of substandard housing. The main factors that result in substandard housing are abandoned buildings, absentee/slum lords, and unkept housing. The majority of these homes are public housing, multi-family apartments, rental homes, and mobile-home parks. Youth Activities South Columbus needs more affordable after school activities and programs for its youth. Moreover, South Columbus does not have private recreational or entertainment opportunities such as bowling, movie theaters, and roller skating. Therefore, children tend to loiter on the streets in an unsupervised manner. The redirection of youth from off the streets into supervised activities is a desired goal. Appendix:The town Hall Meeting Executive Summary - Columbus South Final Report | Page 66
THE TOWN MEETING EXECUTIVE SUMMARY Streetscape Improvements • The rail road tracks need to be utilized, improved, or covered up. Moreover the train in the middle of Buena Vista Road. is a problem. • South Columbus needs more sidewalks and connectivity that does not endanger its youth. A master plan that focuses on connecting non-automotive methods of transportation should be implemented. • City right-of-ways need to be better maintained. For example, the trees and plants need pruning. • More street lights would help make the area safe. • Poor drainage exists and needs to be addressed. Safety South Columbus needs more police to stop the open sale of drugs and prostitution. Moreover, there is a belief that the strip clubs continue to foster drug sales and prostitution. Jobs South Columbus has many vacant or abandoned areas that could be used for new businesses and to create new jobs. South Columbus needs more jobs in the area. Restaurants and Shopping There is a prevailing sentiment that there is no fine dining in South Columbus. Many residents believe that South Columbus deserves chain restaurants and a mall with major retailers. What are the things that need to change in order to see improvement? Housing Stock The City needs to hold people accountable for the condition of their properties. The city should require owners of vacant buildings to maintain the property and levy fines when they don't. More vigilance is needed on the city's part to cite and fine owners of substandard housing.The housing authority as well as private companies need to do background checks before allowing people to move into rental property. The city needs to pass an ordinance that would make mobile homes illegal. Also, an honest effort to remove all abandoned cars would help. Youth Attract businesses that cater to youth such as movie theaters and bowling. Make parents responsible for people under the age of 18. Promote "village ownership" of children. Remove teens from loitering on public property. Increase the number of truancy officers. Help meet the rising costs associated with organized after school activities. Create corporate partners with non-profits and city services that help children in order to help absorb the costs, for example, libraries, parks, boys and girls clubs. Streetscape The city needs to invest in South Columbus infrastructure. The roads need to be repaved.The sidewalks need to be extended.The drainage system needs improvement.The waste water treatment plant is offensive smelling. Safety More Police should be hired in order to deal with the crime. Ticket the women of leisure as well as the "pimps". Clean up the motels along Victory Drive. Moreover, arrest the drug dealers and gang members.
Appendix:The town Hall Meeting Executive Summary - Columbus South Final Report | Page 67
THE TOWN MEETING EXECUTIVE SUMMARY Perception The city needs to create a large Public Relations campaign to promote South Columbus. The local news and newspapers need to start reporting on the positive assets that South Columbus offers. For example, feel good stories would help influence the general population in Columbus. Moreover, this Public Relations campaign must actively target the real estate community. The realtors need to start listing and showing property in South Columbus. Jobs and Industry The City Government and Chamber of Commerce have to do whatever it takes to attract more jobs for the area. If we (i.e., you community, city, state, federal government, etc.) could only do one thing, what would it be? Perception The negative perception of South Columbus must change. South Columbus must be promoted with a positive image. This will benefit the whole city and create pride within South Columbus. Youth The children are the most precious resource and need the most help. Children need more after school options that are affordable. Matching corporate sponsors with child activities could be a quick victory. Also, they need to be better prepared for life. For example, schools should be designed that teach particular job skills that make them desirable to prospective employers. Parents of students should be held responsible for their child's absenteeism at school and their behavior in general. Police South Columbus needs more Police on the streets, making the area safer and to restore the sense of a safe and healthy community. Redevelop South Columbus The substandard housing and abandoned buildings in South Columbus must be dealt with. The City Government should pass city ordinances and enforce the ordinances to achieve this goal. Also, a nonprofit entity or private business like "Uptown Columbus" should be established to help redevelop South Columbus. If Old Baker High School was quickly and successfully redeveloped, it could send a positive message to all of Columbus. What advice do you have for the Task Force as it moves forward? Thank the Task Force There is an overwhelming consensus of gratitude for the Task Force. The citizens of South Columbus believe that a positive change will derive from the South Columbus Revitalization Process. Citizen Involvement The citizens of South Columbus would like to be involved in the process. This is an opportunity for activism within the South Columbus area.The Town Hall forum worked great and created the feeling of being apart of the process. The more meetings the greater chance of support from the South Columbus Community. Create a Plan of Action There have been many broken promises involving South Columbus' future.Too much talk and not enough work.The Task force should proceed like South Columbus is their neighborhood. This time a concrete plan must be created, supported, and most importantly implemented.
Appendix:The town Hall Meeting Executive Summary - Columbus South Final Report | Page 68
THE TOWN MEETING EXECUTIVE SUMMARY Clean Up South Columbus The Task force should proceed like South Columbus is their neighborhood. Get rid of all substandard housing. Make an action plan for the housing authority properties. Remove the abandoned cars. Get the drug dealers, "pimps", and prostitutes off the streets. Stop youth from roaming at night. Help make South Columbus healthy. What are you personally willing to do to help move South Columbus forward? Volunteer with the Children There is an overwhelming majority that would like to get involved with children at any level. Join a Clean Up South Columbus Group The citizens of South Columbus would support neighborhood cleanup organizations. Participate in Neighborhood Watch Program The citizens of South Columbus understand the importance of establishing neighborhood watch programs, as well as supporting the local law enforcement. Attend More Meetings The importance of attending more meetings to charge and motivate the people of South Columbus, as well as get the word out, is a centralized theme.
Appendix:The town Hall Meeting Executive Summary - Columbus South Final Report | Page 69
CRIME STATISTICS YEARLY CRIME ANALYSIS REPORT JANUARY - DECEMBER 2002 Part One Crimes by Beat Beat Homicide 1 3 2 3 3 0 4 0 5 1 6 1 7 2 8 4 9 1 10 0 11 0 12 1 13 1 14 1 15 0 16 0 17 2 18 0 19 0 20 0 21 0 22 1 23 1 24 0 25 2 26 0 Total 24
Rape 1 1 0 1 1 1 1 2 2 1 2 1 0 2 0 0 0 2 1 0 1 0 0 0 2 1 23
Robbery 28 16 16 11 9 17 7 27 15 9 13 21 5 12 7 12 16 16 27 20 36 8 5 7 17 0 377
Aggravated Assault 24 14 18 17 10 16 21 58 7 12 30 17 10 19 5 11 14 8 27 18 27 13 12 5 19 1 433
Burglary 59 80 49 87 77 27 69 122 91 34 72 100 96 145 69 49 106 50 83 72 109 71 55 50 95 23 1940
Larceny 302 231 244 196 167 172 248 484 406 222 303 328 270 347 314 230 412 316 315 243 1217 322 457 241 469 136 8592
80 75 58 91 73
83 114 81 78 77
352 343 482 360 403
1140 1532 1562 1516 2842
Automobile Theft 38 30 30 30 28 21 35 89 36 22 44 54 46 49 32 31 52 18 40 30 86 47 29 22 76 8 Total 1023 12412
PART ONE CRIMES, 2002 Sect. 1 Sect. 2 Sect. 3 Sect. 4 Sect. 5
7 8 3 2 4
4 7 5 3 4
Section 1: Section 2: Section 3: Section 4: Section 5: Columbus
Beats 1, 2, 3, 4, 5 Beats 6, 7, 8, 9, 10 Beats 17, 18, 19, 20, 21, 22 Beats 11, 12, 13, 14, 15, 16 Beats 23, 24, 25, 26 (North Precinct) South includes section 1 and part of beat 7 & 8
Appendix: Crime Statistics - Columbus South Final Report | Page 70
156 203 225 171 268
Total 1822 2282 2416 2221 3671
CRIME STATISTICS YEARLY CRIME ANALYSIS REPORT JANUARY - SEPTEMBER 2003 Part One Crimes by Beat Beat Homicide Rape Robbery Aggravated Assault 1 1 4 19 40 2 0 0 12 16 3 1 2 14 34 4 0 0 6 22 5 0 1 6 13 6 0 1 15 11 7 1 0 16 22 8 5 3 32 58 9 1 1 15 13 10 0 0 12 18 11 1 2 11 8 12 0 0 18 25 13 0 0 12 14 14 2 0 16 18 15 1 0 8 10 16 2 0 2 4 17 1 0 19 12 18 1 0 7 1 19 2 1 13 24 20 0 0 15 24 21 2 1 14 14 22 0 0 9 13 23 0 0 4 3 24 0 0 5 11 25 2 1 15 6 26 0 1 2 1 Total 23 18 317 435 PART ONE CRIMES THRU SEPTEMBER, 2003 Sect. 1 Sect. 2 Sect. 3 Sect. 4 Sect. 5 Section Section Section Section
2 7 3 5 2 1: 2: 3: 4:
Beats Beats Beats Beats
6 5 2 1 3
45 79 52 37 38
109 110 63 54 36
Burglary 104 89 66 95 61 38 103 203 128 53 81 132 61 83 72 47 88 36 104 87 58 53 28 39 80 11 2000
Larceny 358 251 238 229 164 297 246 437 389 361 389 424 282 365 320 262 309 313 325 257 947 323 332 247 581 124 8770
353 426 370 302 229
872 1153 1293 1031 1831
Automobile Theft 42 43 34 45 27 41 42 59 43 41 69 56 58 56 37 30 32 30 40 31 81 43 32 33 63 9 Total 1117 12680
1, 2, 3, 4, 5 6, 7, 8, 9, 10 17, 18, 19, 20, 21, 22 11, 12, 13, 14, 15, 16
Appendix: Crime Statistics - Columbus South Final Report | Page 71
162 190 221 138 216
TOTAL 1549 1970 2004 1568 2355
PARTICIPANTS Task Force Roster 75 PARTICIPANTS Rev. James Allen J.D. Hawk Bennie Newroth Anthony Wayne Alfred J. Hayes, Jr. Rev. Allen Page Dan Beam Skip Henderson Virginia Peebles Richard Bishop Isaiah Hugh Dr.Willie Perry Jimmy Blanton Julius Hunter Mayor Bob Poydasheff Peter Bowden Dorothy Hyatt Evelyn Pugh Ronzell Buckner Bob Hydrick Reginald Pugh Myles B. Caggins Jr Jimmy Jakes Rev. Joseph Roberson James Cantrell Gary Johnson Eddie Roberts Larry Cardin Bob Jones Olivia Rutledge Carman Cavezza Toni M. Jones Kike Seda Cyndy Cerbin Barbara Kennon Nathan Suber Dr, Becky Champion Tommy King Robert Taylor Lisa Collins Diane Koart
Jennifer Thanasiu Ron Collins Sarah Lang Teresa Pike Tomlinson Ray Crowley Alicia Laramy John Turner Mike Dickson Edgar Lester Cathy Vaughn Owen Ditchfield Ella Lewis James Walker Karl Douglas Herman Lewis Will White Ed Dubose Dom Manio Len Williams Frank Etheridge Todd Mason Ed Wilson Mike Gaymon Turner McCray Jim Wink Elaine Gillespie Steve Melton Mimi Woodson Bob Gilson Dan Menefee Pastor Larry Gilyard Edward Moore Becca Hardin Claudya Muller
Town Hall Participants 150 participants Anderson, Jeffrey Andruss, Cindy Armstrong, Marie Armstrong, M. A. Arnold, Rachel Barrett,Travis
Beyer, Linda Blanchard,Yvonne Blancho, Bertha Bodie, Bettie Boone, Ketha Boone, Letha Boyd, Fannie Brennen, Ruth Brooks, Emily Brown, Sheila Brown, D. Brown, George Butts, Clara Cantrell, James N. Caquis, Myles Cerbin, Cyndy Chevalier, Sophie Chriss, Art Christian, Junie Cogar, Ann Coker, Helga Coker, Kathleen Collins, Ron Connor, Dorothy Courtney, Rebecca Craft, Charlie Crawford, Eleanor Cunningham, Addie Dale, Charlene Dawson, Patrice Demming, Rosetta Ditelfield, Mabel Dixon, Bertha Dixon, Henry Dixon, Don Dugger, Johm Duncan, Mary Dunn, Mozelle Dunn, Al Early, Isabell Ellis, R. Ellison, John Engeldinger, Isabel Engeldinger, Ralph
Appendix: Participants - Columbus South Final Report | Page 72
PARTICIPANTS Epps,Veronica Epps, Ronald Farrell, Steve Fauch, Andy Fauch, Emily Fields, Beatrice Fields, Herbert Fitch, Betty Fitzpatrick, Bill Foro, Elsbeth Gertzgerdes, Charlene Gray, Maggie Guilbeaut, Jeanne Hampton, George Hanson, Mel Haywood, Cecil Haywood, Bessie Heard, Linda Hill, Mary Holdbrooks, Nancy Hud, Dr. J. A. Hudson, Al Hunt, Louise Jackson, Anthony Jackson, Katrina Jackson, Delores Jefferson, C. Jenkins, Nadine Jordan, Mary Jordan, Cynthia Kearse, Beldye King, Hirman Koart, Diane Krajnik, Frank Lampley, J. Langley, Bill Lewis, Sr., Herman London, Orenza Loving, Robert MacLachlan, Kitty Madison, Bill Mann, Jean McCrary, Raphaella McGhee, Leonard Meadows, Eric Menefee, Erin Menefee, Dan Miller, Melba Milton, Lou Mobley, Frank
Moore, E. Morrets, Adriana Munford-Jefferson, M. Murrell, Cynthia Nielson, Peggy O'Malley, Maria Patrick, Era M. Peebles,Virginia Pfeiffer, A. Powell, Amanda Preer, Frances Ramey, Janice Rhodes, Jim Richardson, Bob Richardson, Anna Roaden, Dennis Sanders,Virginia Sans, Chester Seldon, Pamela Sewell,Yolanda Sherrill, Faye Simmons, Estelle Sipe, Gay Smith, Reverend Dee Smith, Gloria Spencer,Thelma Stanford, R. Sturman, Shirlanne Swenson, Steve Tarver, Ollie Tarver,Thelma Thanasiv, Jennifer Thomas, Ada Timothy, Margaret Timothy,Willie Walker, James Walton, Joseph Walton, Bill Walton, Ernestine Warren, Louise Warren, John Washington, Joyce Whiting, Jill Wiedenhoeft, Robert Wiedenhoeft, Jane Williams, Susie Williams,Wilbert Winh, Jim Wright, Mattie Wyatt, Alfonzo
Issue Work Groups 175 PARTICIPANTS Issue Work Group 1 Richard Bishop Ronzelle Buckner Chair Dr. Jim Cross Mike Gaymon Sarah Lang Co-Chair Herman Lewis Isabel Engeldinger Ralph Engeldinger Herbert Fields Robb Foster Gary Johnson Lynn Joiner P.D. Lal Sarah Lang Herman Lewis, Jr. Eddie Lindsey, III Cynthia D. Murrell Maria O'Malley Sheila Pryor Richard Margaret Timothy Greg Vernon Paul Voorhees Dale Williams Wanna Wright Jewel C. Love Tony Frazier Jenny Jones Fred J. Berry J. Nathaniel Sanderson Alfred Parham Cynthia Allen Solomon Denard Issue Work Group 2 Dan Beam Co- Chair: Myles Caggins Larry Gilyard, Sr. Chair: J. D. Hawk Julius Hunter Robert Taylor Freddie Blackmon Eleanor Crawford Mabel Ditchfield Isabel Engeldinger Ralph Engeldinger
Appendix: Participants - Columbus South Final Report | Page 73
PARTICIPANTS Beatrice Fields Herbert Fields Vernon J. Harris Lynn Joiner Cynthia D. Murrell Estelle Simmons Steve Swensen Margaret Timothy Freddie Turner PaulVoorhees Wanna Wright Charles Shafer Ruth Colson Ann Cogar Carol Thomas Wallace Colson
Emily Faulk Mary Sue Polleys Fife Whiteside Karon K Greyer Catherine Lynum Evelyn Burts Vanessa Biggers Harriet Steed Leona Owens
Issue Work Group 3 Becky Champion Elaine Gillispie Victor Jackson Donna Newman Co Chair:Teresa Tomlinson John Turner Clarence Young Franklin Douglass Toni Jones Frances B. Preer Katheryn Fouche Tom Queen Issue Work Group 4 Diane Koart Co-Chair Bernie Newroth Todd Mason Joseph Roberson, Chair Ray Crowley Thomas King Michael A. Armstrong, Sr. Alice Pate Felicia Johnson Dorinda Gray Sheila Delk Sharon Marshall Gordon Marshall Rev. Denise Walton Ada Thomas Edgar Lester, Jr. Pamela Seldon Andrew Faulk Isabell Earl
Issue Work Group 5 James E. Allen Isaiah Hugley Bill Madison Allen Page, III Virginia Peebles Evelyn Pugh Co-Chairperson: Cathy Vaughn Chairperson: Len Williams Alfred West Bob Stanford Rebecca Wiggins Debra Banks JB Banks Anette Walker Alonzo Rivers Wokie Massaquoi-Wicks Rhonda Walters Issue Work Group 6 Jimmy Blanton, Co-Chair Edward DuBose Bob Hydrick Edward Moore Mimi Woodson, Chair Eleanor Crawford Davis Gates Jean Liparoto Phillip Liparoto Willie L. Perry, Jr. George Stanton Gloria Weston-Smart Jean Liparoto Linda Ruiz Ellison John Francine Foster Eva Smith Kerry Green Bob Kidd Virginia Dickerson
Issue Work Group 7 Dorothy Hyatt Jennifer Thanasiu Deborah Colon Charlene Doleman Dennis Roaden Darita Bynam Brian Fitzpatrick Jim Wink Gena Taylor Claudya Mulls Tony Adams Issue Work Group 8 Cyndy Cerbin Reggie Pugh Owen Ditchfield Burnie Quick Rick Riera Addie H. Cunningham Mark Dickson Issue Work Group 9 Jim Cantrell Alicia Laramie Colin Martin, Chair Dan Menefee, Co-Chair Ed Wilson Roger Johnson Peter Bowden Bob Brady Pat Frey Issue Work Group 11 Juanilda Diolosa Joe Garcia Dom Manio Stevon L. Muhammad Arvind Patel Jose Ricci Mattie K.Wright Jimmie Gordon Marcela Odom Diana Robles
Appendix: Participants - Columbus South Final Report | Page 74
ISSUE WORK STRATEGIES Issue Work Group #1 Economic Power (Show me the Money, Creating Wealth, Earn it and $pend it Here) Two-Minute-Drill To return the area to a desirable community for business, homeowners, and other positive economic generators. State of Problem Once upon a time Victory Drive and South Columbus was a thriving community. • Then; Ft. Benning removed military personnel from Baker Village, which started a decline in the community. • Then; I-185 was constructed, which impacted in a negative way traffic flow for Ft. Benning, Ft. Benning Drive, Victory Drive, South Lumpkin, Cusseta and North Lumpkin Roads. • Then; Businesses started relocating to other areas. • Then; Buildings were left vacant. • Then; Crime rate started to increase, strip clubs, prostitution. • Then;The Housing Authority took ownership of Baker Village resulting in a change in demographics/socio-economic makeup. • Then;The long term residents and businesses left the area. • Then;The areas become a community in transition from a desirable to a less desirable community. Vision Statement "To return Columbus South to a desirable community for business, homeowners and other positive economic generators." Objective 1 Improve economic base: new/expanded business, retail, restaurants. Take advantage of tourism (or increase tourism) Strategy 1 Hire professional marketing firm to develop marketing plan. First 3 Steps to Move Strategy Forward 1. Identify Funding source to hire marketing firm 2. 3. Lead:Task Force comprised of City, Chamber, Cols State (Linda Hadley), Cols Tech, 3 people from this group. Costs/Resources: $50,000/$75,000 Completion: Mid year 2004
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ISSUE WORK STRATEGIES - GROUP #1 Objective 2 Develop new business ventures around sports, entertainment and tourism industry. Strategy 1 Identify funding and incentives sources available. First 3 Steps to Move Strategy Forward 1. Public, private, venture capitalist and financial institutions. 2. 3. Lead: Task Force comprised of City, Chamber, Cols State (Linda Hadley), Cols Tech, 3 people from this group. Cost/Resources a. Public - Local, State and Federal grant b. Private/venture (low income tax credits) c. Other incentives - Enterprise Zone, permits fees, expedite plans Completion
5 year plan (ongoing for 5 years)
Objective 3 Support and funding for existing businesses Strategy 1 Develop Resource Center/Incubator First 4 Steps to Move Strategy Forward 1. Identify location 2. Build/Staff 3. Training staff 4. Use internet resources - no brick & mortar) Lead Opportunity 2000, CSU, Columbus Tech Cost/Resources Develop Business Plan to determine costs. Completion Phase I: 1 year
Summary:What do we want!
• Grow existing businesses • What types of new business? (convention hotel, upscale restaurants, sports-related businesses) • Resources to grow business • Retail (small to large), plaza shopping • Large industry • Mentoring to young adults (shadowing) • Educate Community on supporting business in Columbus, South
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ISSUE WORK STRATEGIES - GROUP #2 Issue Work Group #2 Take a Bite out of Crime (Clean up Your Act - Ounce of Prevention) Two-Minute-Drill This group's focus will be on reducing the perception and incidents of crime in South Columbus. Statement of Problem In Columbus South drug use became more prevalent. An improved transportation network enabled people to more easily move to other areas and commute into Columbus South. Also job opportunities became readily available in other areas. Therefore, the family unit and neighborhoods became weaker. Resulting in school drop out and misconduct increasing. As well as a crisis in adult and juvenile crime. Objective 1 Change negative perception of Columbus South. Strategy 1 Communicate the facts-low crime rates. • Media - TV, Radio, Newspapers • Publish the Crime Analysis Report • Chamber of Commerce • Columbus Convention and Visitors Bureau • Citizens Groups • City Government • Rename Victory Drive (Columbus South Parkway) First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: Completion: Season_______/Year____ Objective 2 Improve Neighborhood Police Relations Strategy 1 • Patrol officers will dedicate time in their work schedule to meet the people. • Officers will get out of their cars and meet new and old residents or business owners. • A citizen that has met an officer and knows his name is more likely to report incidents to that officer. • Presently officers time is extremely busy. Appendix: Issue Work Strategies - Columbus South Final Report | Page 77
ISSUE WORK STRATEGIES - GROUP #2 First 3 Steps to Move Strategy Forward 1. Police department personnel strength must be increased. 2. The community must help with the recruiting of new police officers. 3. Increase officers' pay and restore retirement benefits. Lead: Cost/Resources: needed Completion: Season_______/Year______ Objective 3 Bring Back Neighborhood Identity. Strategy 1 Active Community/Citizen Groups designed to prevent crime. • Neighborhood Watch Programs • Crime Prevention Programs • Crime Stoppers • Columbus Against Drugs Groups • Home Owners Associations • Concerned Citizens Groups First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion: Season_______/Year______ Strategy 2 Code Enforcement (Speed Up The Process) First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion: Season_______/Year______
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ISSUE WORK STRATEGIES - GROUP #2 Objective 4 Stop The Cycle- Children Going From School To Prison In Muscogee County Strategy 1 Involvement of educators, court system & public agencies First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion: Season_______/Year______ Strategy 2 Corrective remedies for problem children First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion: Season_______/Year______ Strategy 3 Required program involvement by parents or guardians First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion: Season_______/Year______ Strategy 4 Institute A City Wide Literacy Program Children Age 0-5 • We must use: • Hospitals, Clinics, Doctors Offices • Books for Babies • The Literacy Alliance • Our Library Services Appendix: Issue Work Strategies - Columbus South Final Report | Page 79
ISSUE WORK STRATEGIES - GROUP #2 • • • •
Our Educators & Churches Daycare Centers Public Housing Identify Readers: Seniors, Civic Groups, Churches, Parks & Recreation Dept. & city corporations, small businesses, Fort Benning
First 4 Steps to Move Strategy Forward 1.We must develop reading programs for children 0-5. 2. Parents must be involved! 3. Involvement and completion of reading program should be mandatory to receive public assistance. 4. Involvement and completion of reading program should be mandatory for admission to kindergarten. Lead: Cost/Resources: needed Completion: Season_______/Year______
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ISSUE WORK STRATEGIES - GROUP #3 Issue Work Group #3 Making Inroads (Getting There - Paving the Future) Two-Minute-Drill Multiple transportation options (land and water) to promote enhanced quality of life and help define this area as a unique place. Statement of Problem 路Columbus South transportation network was not developed to encourage pedestrian traffic. As a result currently children can not walk safely to school; traffic corridors are ugly; the only way to get to Columbus South is by car; traffic is encouraged to drive through or around this area, instead of encouraging traffic to make this a destination; trains inhibit travel and flow of traffic; shoppers have to drive from shop to shop, instead of parking in one place and visiting several retail outlets; the traffic plan does not consider the different needs of residents, retail and industry to co-exist in harmony Objective 1 Transportation improvement: improve flow, slow down traffic, improve streetscape Strategy 1 Alternate methods of transportation should be considered when new development or redevelopment occurs. First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion:
Season_______/Year______
Objective 2 Trolleys with Bike & Pedestrian Path Strategy 1 First 3 Steps to Move Strategy Forward 1. First Stage - Trolley Line w/Pedestrian Path along Benning Road from Main Entrance of Ft. Benning to Cusseta Rd. (Along Abandoned RR Line) 2. Second Stage - Trolley Line w/ Pedestrian Path along Victory Dr. starting at I-185 and running to Uptown; with Transfer Station at intersection with the First Stage Trolley Line 3.Third Stage - into Ft. Benning - Front Gate to Commissary Appendix: Issue Work Strategies - Columbus South Final Report | Page 81
ISSUE WORK STRATEGIES - GROUP #3 Lead: City Cost/Resources: Phase I- The City is already in negotiations with Ft. Benning to obtain the abandoned Railroad Right-of-Way Approximately $300,000 is available in '99 SPLOST Funds All Phases-Need letter of request to MPO, Ricky Jones, City of Columbus for inclusion in TIP process. Study Dollars could be available for '05 Completion
Season_______/Year______
Objective 3 Sidewalks from all neighborhood schools and public facilities to and through adjacent neighborhoods Strategy 1 First 3 Steps to Move Strategy Forward 1.Must correct safety problem of young people being in the street and impeding vehicular traffic before and after school and sporting events 2. Prevents public safety hazard 3. Identify school priority list through lottery or need based system 4. DOT will design the sidewalks as part of transportation projects Lead: City Cost/Resources: City to request $100,000(1 mile) - '05 budget and subsequent years · To be included with any proposed roadway projects · Some funds available now for portions of Columbus South located within the Enterprise Zone Completion: Ongoing Objective 4 Directional signage for key locations in Columbus South. Strategy 1 Locate areas and places that need directional signage. For example: ·Fort Benning from State Line and J.R. Allen and Victory Drive and Veteran's Parkway ·Oxbow Meadows ·Golf Course ·Infantry Museum ·Southern Rivers Birding Trail First 3 Steps to Move Strategy Forward 1. Survey area and make list of key locations Appendix: Issue Work Strategies - Columbus South Final Report | Page 82
ISSUE WORK STRATEGIES - GROUP #3 2. Fund the design and creation of signs 3. Install signage Lead: Cost/Resources: ·Send letter of request to DOT for additional signage-identify landmarks for inclusion ·Send letter of request to City Engineer for additional signage-identify landmarks for inclusion ·Funds should be available in operations budgets Completion:
Season_______/Year______
Objective 5 Handicap Accessibility Strategy 1 1. Must have accessibility to street crossings including pedestrian light buttons across Victory Drive, ramps to sidewalks, medians in middle of roads for safe harbor in crossing Strategy 2 Reassess pedestrian overpasses for need and feasibility given school closings, lack of handicap accessibility (South Lumpkin Rd. overpass), and the fact that overpasses are not used. Change signals to allow for safe pedestrian passage and allow traffic light system to skip pedestrian phase if it is not activated by a pedestrian. First 3 Steps to Move Strategy Forward 1.To be included in all sidewalk and street improvement projects 2. 3. Lead: City Cost/Resources: City will request additional funds in - '05 budget and subsequent years · To be included with any sidewalk projects Completion:
Season_______/Year______
Objective 6 River Taxi Strategy 1 ·Will have to be a private initiative ·There may be other opportunities for alternative methods of transportation, to include rental, along river and Riverwalk (bikes, canoes, rafts, etc.)
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ISSUE WORK STRATEGIES - GROUP #3 First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Private Industry Cost/Resources: needed Completion:
Season_______/Year______
Objective 7 Gateways - Trees - General Landscapes Strategy 1 Create Priority List. For Example: • MLK at spider web • Benning Road • Victory Drive • Lumpkin Road • Cusseta Road • Interchange at I-185 • Medians • Roadside Trees First 4 Steps to Move Strategy Forward 1. Need letter of request to Keep Columbus Beautiful Gateway Committee 2. Need letter of request to Scott Jones, City Arborist to include in 05 Tree Planting schedule for trees along roadways 3. Need letter of request to Trees Columbus 4. Need letter of request to City/Richard Bishop for consideration by the City as part of planning/zoning process Strategy 2 Consider Architectural Standards for buildings and streetscapes (coordinate with land use and zoning committee) First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Private Industry Cost/Resources: needed Completion: Season_______/Year______
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ISSUE WORK STRATEGIES - GROUP #4 Issue Work Group #4 Yearn to Learn (Learn & Earn - Knowledge is Power - Cooperate and Graduate) Two-Minute-Drill This issue work group will focus on encouraging new learning facilities and fostering greater parental and community involvement. Also, sensitizing and fostering new paradigms of respect and cooperation between the school board, administrators, teachers, parents and students. Statement of Problem Something began to change after Ft. Benning lost a division following the Vietnam War. There were less military in the community and there was a progression of white flight from the community and African American residents moved into the area. Due to various factors, achievement in the schools declined. Today, the majority of the schools are over 50 years old and in decline physically, academically, and lacking in community and parental support. Objective 1 Increase Parental Involvement Strategy 1 Every school must have a functioning PTA within 90 days Strategy 2 Create an Online Newsletter to help communicate with parents Strategy 3 Strengthen Parent Coordinator as parent advocate Strategy 4 Provide a Social worker for each school to address social and community issues Strategy 5 The Principal sets the vision Strategy 6 Each school complete a community needs assessment. First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion: Season_______/Year______
Appendix: Issue Work Strategies - Columbus South Final Report | Page 85
ISSUE WORK STRATEGIES - GROUP #4 Objective 2 Motivate Students Strategy 1 Youth Advisory Council must reflect student body Strategy 2 Strengthen Student involvement in decision making process Strategy 3 Increase community involvement to let students know we have an interest in their success Strategy 4 Expand "Student Choice" Strategy 5 Deemphasize high stakes testing First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion: Season_______/Year______ Objective 3 Improve Communication Strategy 1 The MCSB must issue a community newsletter Strategy 2 Principals trained in Public Relations Strategy 3 Principals must submit stories of success monthly to local newspapers Strategy 4 Regular quarterly public forums of MCSB First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion: Season_______/Year______
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ISSUE WORK STRATEGIES - GROUP #4 Objective 4 Address Issues of Equity Strategy 1 An open investigation of issues of financial equity concerning building maintenance costs, books and supplies and construction Strategy 2 Local financial incentives offered to bring to and keep experienced teachers in South Columbus Strategy 3 Priority must be given to build new schools rather than renovate older buildings in South Columbus First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion: Season_______/Year______ Objective 5 Develop Baker Community Learning Center Strategy 1 Revitalize Old Baker as a Community Learning Center Strategy 2 Offer classes for Parents and Community/After school programs for children Strategy 3 Centralize intellectual and economic resources in one location Strategy 4 Invite the Community to create a center to address their needs First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion: Season_______/Year______
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ISSUE WORK STRATEGIES - GROUP #5 Issue Work Group #5 Home Sweet Home (The Future looks Bright - On the Move - Home Sweet Home - Great Place to Live) Two-Minute-Drill The mission of the housing workgroup will be to increase homeownership opportunities in the South Columbus area. We will also review the existing homes in the community for effective rehabilitation programs, review inventory of the housing stock, and investigate improvement programs for multifamily property development. Additionally, cooperative efforts will be undertaken with city government to review and improve housing codes within the South Columbus community. We will also review the redevelopment of the Baker Village area as a major initiative in the general community. Partnerships will be forged with lending institutions and board of realtors to leverage skills toward a successful transition. Statement of Problem Today however, infrastructure is not the driving force for new home development, rather the strength and quality of schools serve as a significant key indicator of choice for new home buyers. Other factors have contributed to the demise of homeownership in the South Columbus area and downturn of new home construction. • • • • •
Interstate 185 was built, opening up roadways to suburbs Columbus Square Mall was built which drew persons from downtown area Desire for larger lots by residents Better schools were built north of South Columbus 1st Cavalry division left Fort Benning drawing a large population from the Columbus area, specifically South Columbus
Mission Statement The mission of the housing work group is to identify methods to increase homeownership opportunities and improve conditions of existing owned and rental housing units. Objective 1 Enforce housing and environmental codes through systematic inspections of Columbus South neighborhoods Strategy 1 Inspections and Code Enforcement First 3 Steps to Move Strategy Forward 1. Canvas areas to access need 2. Determine (staffing and funding for same) Resources and make necessary changes to put that in place (hire and train) Explore utilizing sub-contractors for some of this work 3. Initialize inspection process
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ISSUE WORK STRATEGIES - GROUP #5 Lead: City (inspections and Code Dept) Cost/Resources: Not possible to determine-Unknown at this time Completion: Season_______/Year______ Strategy 2 Environmental and special enforcement First 3 Steps to Move Strategy Forward 1. Canvas areas to access need 2. Determine (staffing and funding for same) Resources and make necessary changes to put that in place (hire and train) Explore utilizing sub-contractors for some of this work 3. Initialize inspection process Lead: City (inspections and Code Dept) Cost/Resources: Not possible to determine-Unknown at this time Completion: Unknown at this time Objective 2 Improve community involvement Strategy 1 Implement the Neighborhood Improvement Program in Columbus South neighborhoods First 3 Steps to Move Strategy Forward 1. Identify neighborhoods utilizing historic boundaries as well as census tract lines 2. Identify resident interest in participating in NIP-resident bay-in to program 3. Prioritize needs Lead: City Cost/Resources: Existing, politically backed program continuation Completion: Season_____/Year_____ Strategy 2 Citizen Involvement Activities (Neighborhood Watch, Neighborhood Against Drugs) First 3 Steps to Move Strategy Forward 1. 2. Covered in Law Enforcement Sub-group 3. Lead: Cost/Resources: needed Completion: Season_______/Year______
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ISSUE WORK STRATEGIES - GROUP #5 Objective 3 Promote additional community development activities Strategy 1 Identify Land for Development of Upscale Housing First 3 Steps to Move Strategy Forward 1. Inventory vacant property 2. Determine highest and best use of property 3. Develop plan to locate best area Lead: Cost/Resources: needed Completion: Season_______/Year______ Strategy 2 Develop Infill Programs for Vacant and Abandoned Properties First 3 Steps to Move Strategy Forward 1. Inventory Vacant Property 2.Determine highest and best use of property 3. Develop plan for appropriate infill and demolition as needed Lead: Non-profits and developers with city support Cost/Resources: private and non-profits Completion: Season____/Year 2007_ Strategy 3 Redevelop Baker Village Area First 3 Steps to Move Strategy Forward 1. Complete preliminary plan and market analysis 2. Select application development consultant 3. Develop and submit hope VI application Lead: Housing Authority Cost/Resources: $ 60 million (Range from $30-$60 mill Completion: Season_____/Year_2010__ Strategy 4 Develop a Rental Rehab Program for Multi-family First 3 Steps to Move Strategy Forward 1. Determine extent and size of need 2. Develop program requirement and details 3. Secure additional funding Appendix: Issue Work Strategies - Columbus South Final Report | Page 90
ISSUE WORK STRATEGIES - GROUP #5 Lead: City Cost/Resources: $30,000 unit? Unknown for sure Completion: unknown Objective 4 Increase the Homeownership Rate Strategy 1 Work with Realtors to Change Perception of Real Estate in Columbus South First 3 Steps to Move Strategy Forward 1. Establish work group to determine obstacles 2. Develop and implement plan 3. Plan will drive work group activities Lead: Chamber of Commerce Cost/Resources: Time and participation Completion: 2006 Strategy 2 Encourage New Single Family Home Construction First 3 Steps to Move Strategy Forward 1. Establish work group to determine obstacles 2. Develop plan including possible incentives 3. Implement plan Lead: Home Builders Assoc Cost/Resources: Private Funding ($120,000/unit) Completion: 2006 Strategy 3 Retain and Attract Middle income Homeowners First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion: Season_______/Year______
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ISSUE WORK STRATEGIES - GROUP #5 Strategy 4 Develop and Fund a Single Family Owner Rehab Program First 3 Steps to Move Strategy Forward 1. Determine extent of need 2. Develop program and details 3. Secure additional funding Lead: City Cost/Resources: $30,000 per Unit Completion: Season_______/Year______ Strategy 5 Provide Homeownership Opportunities for Public Safety Officers and Educators First 3 Steps to Move Strategy Forward 1. Determine Need 2. Develop program guidelines and incentives 3. Implement program Lead: Collaborative between city and non-profits Cost/Resources: Completion: Season____/Year 2007_
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ISSUE WORK STRATEGIES - GROUP #7 Issue Group # 7 Come Outside and Play (Come Play with Me - Rolling on the River) Two-Minute-Drill The focus of this work group will be to provide quality recreational opportunities to all youth and families in South Columbus. • Identify what recreation is available • Public Education on what is available • Remove barriers and promote accessibility to recreation Statement of Problem After the Vietnam War, military families left the area, which created a large number of rental properties and fewer family owned homes. Some South neighborhoods fell into decay. The drive-in and bowling alley closed and the Traffic Circle as well as other shopping went out of business. Objective 1 To enhance existing and forthcoming recreational opportunities in Columbus South by removing barriers to access Strategy 1 Create connectivity to existing recreation in South Columbus through green corridors and trailways. Green Corridors Highlights • Promotes Weracoba and Bull Creek areas • Use of abandoned Railroad lines • Highlights area attractions such as Oxbow Meadows, the Riverwalk, the White Water Project, the Infantry Museum Benefits of Green Corridors • Making communities better places to live by preserving and creating open spaces • Encouraging physical fitness and healthy lifestyles • Creating new opportunities for outdoor recreation and non-motorized transportation • Strengthening local economies • increase in property values by 9-10% • Protecting the Environment • preserves local trees • protects the river • Preserving culturally and historically valuable areas in Columbus South • Creates a unified One Columbus by connecting North Columbus and Columbus South First 3 Steps to Move Strategy Forward 1. 2. 3. Appendix: Issue Work Strategies - Columbus South Final Report | Page 93
ISSUE WORK STRATEGIES - GROUP #8 Lead: Columbus Consolidated Government • Secondary: Keep Columbus Beautiful, Oxbow Meadows,Trees Columbus, Fort Benning, Girl and Boy Scouts, Adopt-a-Mile Program, Other Community Organizations Cost/Resources: Cost: 5 to 8 Million - approximately 3 miles of trails • Potential Funding Sources: City's Plans for the Abandoned Railroad,TEA 21 Grants, Rails to Trails Program,Wellness Grants Completion Date: Spring 2010 Issue Work Group #8 Come See for Yourself (United We Stand - Come Look at us Now) Two-Minute-Drill Using the slogan, "Come look at us now!" this issue work group will promote South Columbus as a great place to live, work play, and shop. This will be done by: • Enlisting media support to educate the community at large on positive developments in South Columbus. • Networking with existing neighborhood, church, school, business, realtor and military groups, encouraging them to pursue activities that will promote a positive image of South Columbus. • Creating a PSA to be aired by local media. Developing a video showing the good things happening in South Columbus. • Organizing trolley tours of South Columbus. Statement of Problem Things began to change in Columbus South when the 1st Air Cavalry Division deployed to Vietnam, leaving many unoccupied residential properties as the families of deployed soldiers went home. Also, the opening the Lindsay Creek Bypass gave employees of Fort Benning a way move to new and larger residential developments with reasonable travel time to work. Consequently new retail followed the population shift. Empty houses in South Columbus became rentals going to anyone willing to occupy them. As new commercial continued to move further north, businesses in the south struggled to survive. Further, city services declined and South Columbus began getting a reputation as an underserved, crime ridden area. With opportunist businessmen taking advantage of the military population to offer less-thandesirable forms of entertainment, the negative image of a military gate strip increased. Objective 1 Introduce results of Task Force to Public Strategy 1 • Hold a festival • Associate festival with Task Force
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ISSUE WORK STRATEGIES - GROUP #8 First 3 Steps to Move Strategy Forward 1. Set up planning committee 2. Involve local media in event planning 3. Publish flyer with results for widespread distribution Lead: Cost/Resources: needed Completion: Season_______/Year______ Objective 2 Create Public Service Campaign Strategies A. Create promotional image B. Distribute public service announcements C. Submit letters/editorials to newspaper First 3 Steps to Move Strategy Forward 1. Agree on name 2. Create logo/tag line 3. Seek funding for ad agency and production services Lead: Cost/Resources: needed Completion: Season_______/Year______ Objective 3 Enlist media support Strategies A. Get buy-in from management B. Stay visible First 4 Steps to Move Strategy Forward 1. Meet with general managers 2. Request PSA assistance 3. Request event coverage 4. Submit "good news" story ideas Lead: Cost/Resources: needed Completion: Season_______/Year______
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ISSUE WORK STRATEGIES - GROUP #8 Objective 4 Enlist realtor support Strategies A. Educate realtors about good reasons to live in South B. Bring bad practices to light First 3 Steps to Move Strategy Forward 1. Provide realtors with fact sheets a. crime stats b. demographic info c. cost comparisons 2. Invite realtor participation in community 3. Lead: Cost/Resources: needed Completion: Season_______/Year______ Objective 5 Work with businesses Strategies A. Encourage new businesses to start up in South Columbus B. Encourage existing businesses to stay in South Columbus First 3 Steps to Move Strategy Forward 1. Provide fact sheets a. crime stats b. demographic info c. neighboring successes 2. Encourage community participation 3. Offer avenues for self promotion Lead: Cost/Resources: needed Completion: Season_______/Year______ Objective 6 Establish visitors center Strategies A. Get Chamber and Visitors Bureau presence in South Columbus B. Find full-time promoter to ensure ongoing effort Appendices - Columbus South Final Report | Page 96
ISSUE WORK STRATEGIES - GROUP #8 First 3 Steps to Move Strategy Forward 1. Brainstorm with Chamber and Visitors Bureau officials 2. Seek funding opportunities for hiring a full-time promoter 3. Lead: Cost/Resources: needed Completion: Season_______/Year______
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ISSUE WORK STRATEGIES - GROUP #9 Issue Work Group #9 Tourism (Set Sail - Meet me at the River - Where History Meets Fun) Two-Minute-Drill To bring increased economic development and benefit to South Columbus by integrating it as one of the key destinations into the city's area-wide tourism attraction package. Statement of Problem There was a time when South Columbus was a forgotten, neglected community mainly populated by people connected with the military - making it very transient and in which people did not develop a strong sense of place. Many factors, including lack of pride and ownership, contributed to the subsequent decay, lack of economic growth, and problems with crime and the appearance of "less blessed" enterprises. The area became perceived as an undesirable place higher crime, lower educational levels, insufficient economic development to support businesses, etc. The poor image manifested into a defeatist attitude, a self-fulfilling prophecy. Focus: To bring increased economic development and benefit to South Columbus by integrating it as one of the key destinations into the city's area-wide tourism attraction package. Objective 1 Integrate Columbus South into Columbus tourism package Strategy 1 • Hotel is needed in area near NIM, Oxbow Meadows, P-Marina. • Full Service Hotel preferable but upscale midrange would be acceptable 300 rooms target. Strategy 2 A trolley, water taxi or other people mover connecting South Commons, Naval Museum and the target area and uptown Entertainment District to create Tourism Package.
First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion: 3 Years.
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ISSUE WORK STRATEGIES - GROUP #11 Issue Work Group # 11 Learn & Earn ( School's In - Help Wanted) Two-Minute-Drill The main purpose of this group is to establish a system/institution that teaches the necessary job skills to and provides training for people who live in South Columbus. Original Material Used to Develop Issue Work Group • What skills do we need from our labor force? • Technical training for South Columbus, i.e. satellite campus. Start or expand vocational training • Business Mentoring programs: possibly incubator program? People don't know about chamber one-stop program - is it being effectively marketed in SC? Do they need more funding? Is there a high turnover rate of businesses in the area? - due to lack of experience. • Skill level of residents of South Columbus: type of training programs, accessibility, affordability • What additional healthcare services are needed to decrease the health disparities in the area (diabetes, teen pregnancy, hypertension)? Objective 1 Recommend training programs to enhance job seekers opportunity to successfully find jobs. Strategies • Establish Technical Training Program for Columbus South • Volunteers/or paid staff to assist job seekers • Coordinate efforts between organizations that offer career development programs. • Develop Career Guide similar to Goodwill Industries. First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion: Season_______/Year______ Objective 2 Supplement additional healthcare providers to enhance the health in Columbus South. Strategies • Evaluate the present medical facilities serving Columbus South. • Promote public concern for better health in the area. • Encourage citizens of Columbus South to practice preventive medical care. • Set up active family medical support teams. • Build a state of the art Healthcare Clinic large enough to accommodate the under served population. • Encourage private companies to invest on this venture. Appendix: Issue Work Strategies - Columbus South Final Report | Page 99
ISSUE WORK STRATEGIES - GROUP #11 First 3 Steps to Move Strategy Forward 1. 2. 3. Lead: Cost/Resources: needed Completion: Season_______/Year______
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Columbus-Muscogee Consolidated Government: Bob Poydasheff Carmen Cavezza Ed Wilson Liz Turner Karl Douglass Baker Middle School UGA - Carl Vinson Institute of Government Community and Regional Development Division Steve Dempsey Brenda Hayes Paul Hardy Jim Youngquist Gail Cowie Dennis Epps Danny Bivins George Dick Courtney Tobin Jan Coyne Scarlett Smith Tyson Young Pam Ward UGA - College of Environment and Design (CED) Summer Studio Professor: Brian Lahaie Summer Studio Students: James Pankonin Austin Phillips Jonathan Stickler Will Hart Ian Scott David Simpson UGA - Center for Community Design and Preservation Pratt Cassity Eleonora Machado
If you need an electronic version of this report, please call 706.583.0856 - CVIOG - Community & Regional Development Division at UGA.
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