Jekyll Island Authority: Master Plan by Jekyll Island

JEKYLL MASTER PLAN 2014

ISLAND

JEKYLL MASTER PLAN 2014

ISLAND CREDITS:

Jekyll Island Authority:

A. Richard Royal, Chairman, Camilla, Georgia Robert “Bob” W. Krueger, Vice Chairman, Hawkinsville, Georgia Michael D. Hodges, Secretary, St. Simons Island, Georgia Joy Burch-Meeks, Screven, Georgia Stephen “Steve” B. Croy, Richmond Hill, Georgia Homer “Buddy” DeLoach, Hinesville, Georgia Laura Lanier, Statesboro Georgia Sybil D. Lynn, Jesup, Georgia Mark Williams, Ex Officio, Georgia Department of Natural Resources, Atlanta, Georgia C. Jones Hooks, Executive Director

Jekyll Island Legislative Oversight Committee:

Senator Ross Tolleson, Chairman, Perry, Georgia Representative Jay Roberts, Vice Chairman, Ocilla, Georgia Representative Alex Atwood, Brunswick, Georgia Representative Jon Burns, Newington, Georgia Senator Frank Ginn, Danielsville, Georgia Senator William Ligon, Brunswick, Georgia

Master Planning Team Jekyll Island Authority:

John Hunter, Project Manager and Director of Historic Resources Ben Carswell, Director of Conservation Cliff Gawron, Director of Landscape Eric Garvey, Chief Communications Officer Chris O’Donnell, Legal Associate

University of Georgia:

Carl Vinson Institute of Government

Langford D. Holbrook, PI and Project Manager Daniel H. Bivins Jan Coyne Leigh Askew Elkins Brian Chernoff, Graduate Assistant

J.W. Fanning Institute for Leadership Development

Emily Boness Maritza Soto Keen Raye Rawls Janet Rechtman Joy Wilkins (now with the Small Business Development Center)

Center for Community Design & Preservation at the College of Environment and Design Eleonora Machado, Graphic Design

MASTER PLAN VISION

INTRODUCTION

WHY THE MASTER PLAN WAS UPDATED HOW THE PLAN WAS DEVELOPED

HISTORY OF JEKYLL ISLAND

HISTORY OF CONSERVATION AND DEVELOPMENT ON JEKYLL ISLAND

TABLE OF CONTENTS

VISION STATEMENT GUIDING PRINCIPLES

TRENDS, ACCOMPLISHMENTS, ISSUES AND ACTIONS ECONOMIC SUSTAINABILITY Trends Accomplishments Issues Actions

HISTORIC AND CULTURAL RESOURCES Trends Accomplishments Issues Actions

NATURAL RESOURCES Trends Accomplishments Issues Actions

TRANSPORTATION, INFRASTRUCTURE AND MUNICIPAL SERVICES Trends Issues Accomplishments Actions

RECREATION Trends Accomplishments Issues Actions

FIVE YEAR SHORT TERM WORK PROGRAM

JEKYLL ISLAND is a unique, state-owned barrier island that balances conserving and preserving natural, historic, and cultural resources with providing accessible, affordable recreation, vacation, and education opportunities for the people of Georgia and beyond.

Through progressive leadership and excellent customer service, JEKYLL ISLAND will be recognized as a sustainable conservation community that is the choice destination among all who experience the Islandâ&#x20AC;&#x2122;s unique environment, services, and amenities.

JEKYLL

MASTER PLAN VISION

ISLAND

K Y

A S T

0 1

VISION

STATEMENT

GUIDING

PRINCIPLES THE JEKYLL ISLAND AUTHORITY WILL PROVIDE SOUND STEWARDSHIP TO: • Remain economically sustainable; • Ensure Jekyll Island remains available for all Georgians; • Be family focused with programs and opportunities for all ages; • Maintain accessibility through a range of recreation, vacation, and education opportunities at varying price points; • Conserve, maintain, manage, and restore natural resources and species diversity; • Preserve historic and cultural resources; • Provide educational information and programs about the natural, historic, and cultural resources of the Island; and • Provide active and passive outdoor, natural resource based, recreation opportunities.

P A G

K Y

A S T

0 1

JEKYLL INTRODUCTION

ISLAND P A G

JEKYLL INTRODUCTION

ISLAND WHY THE MASTER PLAN WAS UPDATED The Jekyll Island Master Plan is a critical tool for managing the balance of limited commercial and residential development, the conservation of the Island’s pristine and delicate ecosystem, and preservation of the Island’s natural and cultural resources. While a new Master Plan was not mandated or required, in 2010 the Jekyll Island Authority began the process of updating the existing Master Plan by issuing a Request for Information.

WHY

UPDATE?

A primary goal of the Master Plan update is to determine the developed and undeveloped areas of Jekyll Island. This plan update achieves that goal by basing land use classifications on national standards while making clear the maximum extent of developable land on the Island.

THE MASTER PLAN UPDATE WILL ALSO GUIDE FUTURE DECISION-MAKING BY THE JEKYLL ISLAND AUTHORITY. THE PRIMARY TASKS THE PLAN ACCOMPLISHED ARE: • Outlined a vision for Jekyll’s future. • Updated the mapping for the developed and undeveloped portions of the island based on current best practices and relevant technology and data sources. • Reviewed current best practices related to land use classification and updated Jekyll’s land use classification system accordingly. • Developed a detail specific, five-year, short-term implementation program. • Included the public and Jekyll Island stakeholders in the process for planning for Jekyll’s future.

K Y

A S T

0 1

HOW THE PLAN WAS DEVELOPED

In 2010, the Jekyll Island Authority began discussions to update the Island’s Master Plan by issuing a Request for Information (RFI). The objective of the request was to initiate a widely inclusive review of Jekyll Island’s Master Plan that directs long range conservation and preservation, assures optimum operation of public amenities, maintenance and capital investment in infrastructure, economic development and redevelopment, leasing strategies, and creation of nature based and eco-tourism opportunities. The information and comments submitted covered many topics including redevelopment opportunities, affordability, access, developed and undeveloped ratio, and others. Many of the comments focused on public involvement in the master planning process. There were many suggestions about the full spectrum of citizens as well as specialist and non-professional groups being involved in the actual planning work. In response to this desire for a planning process that engaged stakeholders in developing the Master Plan, the Jekyll Island Authority developed a participant-driven process in partnership with faculty at the Carl Vinson Institute of Government at the University of Georgia. The current Jekyll Master Plan update was developed through a collaborative decision-making process with three distinct elements: Topical Stakeholder Task Forces; 65/35 Task Force; and Public and Stakeholder Engagement. While the work gathered through this process was key to drafting the plan, the groups identified were advisory groups only, charged with making their best recommendations to the Jekyll Island Authority for consideration and final decisions.

TASK FORCES TOPICAL STAKEHOLDER Interested people applied to serve on specific task forces that would identify and prioritize key issues, explore possible solutions, and outline potential implementation strategies. These task forces met four times over the spring and summer of 2012. Their work informed the issues, priorities, and implementation strategies included in the final plan. These task forces included: • Economic Sustainability; • Historic and Cultural Resources; • Natural Resources; • Transportation, Infrastructure, and Municipal Services; and • Recreation.

65/35 State law requires that no more than 35% of the land on Jekyll Island above water at Mean High Tide (MHT) be developed, with the other 65% remaining undeveloped. A diverse task force selected by the Jekyll Island Authority reviewed current available data sources and best land use practices to make recommendations on: • The most accurate, currently available data to map Mean High Tide and determine the percent developed and undeveloped; and • An updated current land use classification system based on accepted national best practices while allowing for the uniqueness of Jekyll Island. This involved recommending criteria for determining what is developed and what is undeveloped and then allocating all the land above water at mean high tide accordingly.

PUBLIC AND STAKEHOLDER ENGAGEMENT A broad engagement process was undertaken during the Master Planning process that included interviews and focus groups with key stakeholders and groups. There was a simple web based survey and the Golden Isles CVB also provided access to the tourism survey they conducted for all of Brunswick and Glynn County, including Jekyll Island. There were also public input opportunities on the draft plan prior to finalizing and adoption by the Jekyll Island Authority.

P A G

JEKYLL ISLAND MASTER PLANNING SUMMER STUDIO See full size boards under appendix H

JEKYLL ISLAND MASTER PLANNING SUMMER STUDIO A Carl Vinson Institute of Government and College of Environment + Design Collaborative The Jekyll Island Authority contracted with the Institute of Government to develop the Jekyll Island Master Plan. Jekyll is a state owned island and state law requires the Authority to develop a master plan for the island. The last plan was completed in 1996 with an update in 2007. The master plan provides a 30,000 foot view of the vision for the island and how the vision will be implemented. It focuses on issues such as environmental, outdoor recreation, economic sustainability, infrastructure and services, land use and development, and historic and cultural resources. The master plan will guide the Authorityâ&#x20AC;&#x2122;s decision making through the 20 year planning window. As part of the master planning process, the Institute of Government partnered with the College of Environment and Design to create a multidisciplinary summer studio class to develop site-specific plans and design solutions.

INSTRUCTORS

Carl Vinson Institute of Government: Danny Bivins and Langford Holbrook College of Environment and Design: Brian LaHaie

STUDENTS 1. Joe Barge, BLA 2. Philip Berry, MEPD, graduate assistant 3. Mario Camardella, MLA 4. Brian Chernoff, MEPD, graduate assistant 5. Summer Constantino, MEPD 6. Art Depatie, BLA 7. Sara Farr, MEPD 8. Hunter Garrison, MEPD

9. Spenser Gruenenfelder, BLA 10. Jonathan Hopkins, BLA 11. Kyley Jones, BLA 12. Steve Mann, BLA 13. Jay Scott Pippin, MEPD 14. Stephanie Rattanong, BLA 15. John Reichert, MLA 16. Joe Werner, BLA

Four specific sites were addressed: the Coastal Old Road Bed, the Jekyll Island Amphitheater, the Chichota Cottage Ruins, and the Golf Course Pond. Site Icons designed by John Reichert

K Y

A S T

0 1

Jekyll Island Master Planning Studio

Jekyll Island Master Planning Studio |

| OLD ROAD

GOLF COURSE POND

Revitalization:

David H. King Jr. works with Pulitzer (a Jekyll Island Club member) on the raising of the Statue of Liberty.

as it is today

1889

CHICHOTA COTTAGE

ENTRANCE TO

David H. King Jr. is elected for membership to club.

1892

David H. King Jr. the island.

Clubhouse construction is completed

The cottage constructed in Italian Renaissance style, likely designed by Clarence Sumner Luce

1898

Built with same materials as homes in the north, these materials were not compatible with the island environment The Goulds were protective of their children and probably installed the pool railings Gould complex was the most elaborate of any private property on the island

•

Construction

King and son, Van, get the cottage ready for sale. The asking price is $35,000 for furnished cottage and all three lots.

as it is today

CHICHOTA POOL

THE

Inspired by the Hotel Renaissance in New York designed by Clarence Sumner Luce

The cottage is severely damaged by hurricane, minimum repairs were made.

Jekyll Island is hit directly by a hurricane, causing damage to most of the structures on the island

later California privet is ordered).

The cottage is landscaped with palms, a fruit orchard, and

Club’s apartment building named “Sans Souci” opens for the season

CHICHOTA COTTAGE JEKYLL ISLAND & CLUB

David H. King Jr.’s wife, Mary, dies suddenly. King begins to spend more time on Jekyll Island.

The only privately owned swimming pool in the cottage in Georgia

The only one story house built during the club era

•

1900

Porous and VersatileTurf

Protected Stage Exposed Stage

Viewing Platforms Linked by Trail System

Improved Accessibility and Ambiance

Proposed Enhancement

Impervious and Unaccommodating Seating

Limited Pond Access

Existing Condition

Ca p italiz in g o n Je kyll’s As s e ts

JEKYLL •ISLAND•AMPHITHEAT E R

Amphitheater Location on Jekyll Island

Existing Condition • 2012

Amphitheater as Built • 1973

Amphitheater Site

Mission Statement

Help Jekyll Island’s amphitheater to best serve its users by • designing a multi-functional site • providing a comfortable and aesthetically pleasing space • creating a safe environment • promoting ecological and economic sustainability • • preserving its sense of place

Edwin Gould Jr. is elected to club membership.

PROPOSED CONCEPT

across United States

President of AT&T participates in opening

Gould family requests that their tennis courts are closed, the family has not been back since 1917.

The amphitheater is nestled in the interior of Jekyll Island adjacent to a six acre freshwater pond. The Jekyll Island Golf Course is situated directly across the pond. Despite this proximity, the amphitheater maintains a secluded feel and is somewhat concealed by the thick maritime forests of live oak and slash pine which surround it. The pond is home to an amazing variety of birds including stork, heron, anhinga, and osprey and has become a favorite spot for birdwatchers.

Site Context

summer months on an infrequent basis. The amphitheater closed in 2003 due to budget constraints and under-utilization. Disuse and coastal weather have since taken their toll on the amphitheater.

The Jekyll Island Amphitheater was constructed in 1973 and primarily served the community as a theatrical venue hosting clients like Peach State Summer Theater, Valdosta State University, and the Jekyll Island Musical Theater Festival.

Historic Context

P A G

Developed

Maritime

Upland Flatwoods

Slash Pine-Longleaf Pine

Golf Course

Incorporate Existing Assets Create trail system to increase the functionality, appeal, and use of site.

Create a water feature in the historic pool to recall its original use and attract visitors

•

Birding/Viewing Entertianment/Education Interpretive Trail/Recreation

Eco-revelatory

Multiple Use One limitation of the previous amphitheater incarnation was its

Ecological Stewardship For paved areas use pervious paving to minimize impact and create ecorevelatory learning opportunities for the public.

design and incorporating the pond into the program, the site has a resiliency buoyed by its multi-functionality.

THE

Chichota cottage is demolished.

Jekyll Island Historic District

as they could be

The Jekyll Island Club is officially dissolved in late January.

Demolition Ruins Korean War: 1950 - 1953

Edwin Gould Sr. passes away.

as it could be

LIGHTING PLAN

WWII: 1939 - 1945 GA Gov. Thompson purchases Jekyll through condemnation proceedings for $675,000. It is designated a state park.

Interpretive Trails The pond is an under-utilized asset of the site. Formalizing the de facto birding location is a priority that is accomplished by constructing several birding platforms on the pond. Linking these platforms to the amphitheater via an interpretive nature and recreation trail is a logical step.

Formalize De Facto Birding Site Construct birding platforms to provide opportunities and amenities for birders and trail users.

Design Concepts

convergence of two of Jekyll’s dominant maritime forest types: slash pine/longleaf uplands and live oak hammocks.

Vegetative Communities

Hammock

Live Oak

Maritime

Contours The site has very low relief typical of a barrier island and is perched only a few feet above sea level. Grading is kept to a minimum by utilizing existing grades and following natural contours.

Incorporate modern technology, such as QR codes and smart phones, with traditional interpretation methods such as signage to engage a variety of visitors

•

Ruins

Entrance

Tram Stop

Tram Route

Car Route

Legend

Gould’s younger son, Frank Miller, builds his own home on the island: Villa Marianna.

Use landscaping to enhance the site and create garden rooms for everyday use as well as special events

Gould gives $1,000 towards the construction of a new golf course.

Interpret the site by outlining the footprint of the ruins using modern materials •

Proposed Design Elements for the Site: •

Jekyll Island Master Planning Studio |

existing seating.

season and soldiers from the 104th Infantry Division began guarding the coast of GA.

This was the Jekyll

Site Concepts

Provide Stage Cover Stage sail protects equipment and performers and ensures that minor weather will not disrupt scheduled events.

Pervious Paving In order to accommodate visitors while still maintaining a priority for environmental stewardship , walkways, access roads and parking incorporate pervious paving methods.

Viewsheds The amphitheater currently has no view of the pond due to dense forest cover, but prescribed selective logging will open up vignettes onto the pond. Additional viewpoints exist from the platforms and at certain points along the trail.

Increase Comfort Turf seating allows precipitation

his son’s death, his wife never comes back.

Edwin Gould returns

Half the members left between 1929 and 1931

Great Depression: 1929 - early 1940s GA State Legislature passes a resolution to correct the spelling mistake from “Jekyl” to “Jekyll”in legal and state documents

while hunting at Latham Hammock.

Edwin Gould Jr. dies accidently from a

Including planting plan and site furnishings

| CHICOTA RUINS

property and brings his own plane down

Gould offers the Aero Club of America a

WWI: 1914 - 1918

Gould begins expanding his estate, buying more lots and constructing a wharf and recreation center.

Club members incorporate the Latham Hammock Club, a hunting ground across the water from Jekyll

season on Jekyll, the cottage is officially named “Chichota” in honor of a Creek Indian Chief.

Auto Red Bugs are introduced

Gould buys the cottage and begins an extensive remodel. His wife, Sally, shops for antique furnishings.

Annex with eight more apartments is opened

Edwin Gould, second son of Jay Gould, is elected for membership to the Jekyll Island Club.

as it could be

CHICHOTA POOL

THE

as it could be

SAFETY RAILING

THE

Phase 1: Safety and Existing Site Issues Addressed Phase 2: Installation of Pool and Hardscape Materials Phase 3: Installation of Plant Materials and Furnishings

1899

Jekyll Island Master Planning Studio

Club constitution is adopted, officers and executive committee named

HISTORICAL TIMELINE

1886

EXISTING CONDITIONS

1897

History and Interpretation:

1895

•

1899

Interpret the history of the site through a variety of mediums such as signs and QR codes in order to appeal to all visitors and help their understanding of its history as well as the site’s role in Jekyll’s overall history.

1898

•

1901

Create an attractive and useful site for visitors so that the ruins will become an important element of the Jekyll Island Historic District experience.

1888

1901

THE

1910s

the home.

1886

1902

Education: Educate visitors about the history of the site through the creation of garden

1897

1917

as it is today

1913

location and transform the pool into a water feature that can be utilized by visitors and that will no longer pose a safety hazard, while still allowing easy access to the site.

1898

1914

LION STATUE

1914

1921

of Chichota Cottage:

1929

Historic District

1915

1920

THE

1928

as it is was

1942

1928

LION STATUE

1947

Safety and Accessibility:

1929 - 1931

1933

Team Project Goals:

1948

1941

OUTDOOR ROOMS

Wood Stork Rookery

0 25 50

Stage

Res

Control Booth

troo

AMPHITHEATER

Summer 2012

Amphitheater

Elevation

feet

100

Pervious paved walkways for improved access with solar powered lighting

for Turf Irrigation

Green Roofs on Outbuildings

Vignettes

Pervious Paved Parking

Green Roofs

Birding Platforms

Turf-tiered Multi-functional Amphitheater

Interpretive/Recreational Trail

After a $20 million restoration, the club house is reopened as the Jekyll Island Club Hotel.

Trail

Dressing

Storage

Covered Stage

Storage

Platform

Room

Sara Farr, MEPD Summer Constantino, MEPD

Jonas Hopkins, BLA Joseph Werner, BLA

Preservation

Group of UGA students design a preservation and restoration plan for the Chichota Ruins.

These codes could be placed throughout the historic district and even elsewhere on Jekyll Island.

These QR codes could be used to direct visitors to a web site that would create a more interactive experience while visiting the Chichota Ruins.

Signage with QR Codes:

Vietnam War: 1955 - 1975 The 240-acre Jekyll Island club district is designated as a National Historic Landmark.

Plan Views

1978

THE

1985

2012

as it could be

room

BACK PATIO AREA

Rest

CHICHOTA RUINS

SUMMER STUDIO PROJECTS

See full size boards under appendix H

JEKYLL TASK FORCES

ISLAND 65-35 Task Force

Beth Blalock, Georgia Conservancy Karl Burgess, Georgia Department of Natural Resources, Coastal Resources Division Ben Carswell, Jekyll Island Authority David Egan, Initiative to Protect Jekyll Island Cliff Gawron, Jekyll Island Authority Keren Giovengo, University of Georgia, Marine Extension Service Arne Glaeser, City of Brunswick, Georgia John Hunter, Jekyll Island Authority Fred Marland, Retired, Georgia Department of Natural Resources, Coastal Resources Division

Topical Task Forces Economic Sustainability • John Donohue • David Egan, PhD • Jennette Gayer • David Kyler • Bert O. Richmand • Ben Jones • Craig W. Johnson

Natural Resources • Jill Andrews • Betty Brown • James B. Ferrari • Keren Giovengo • James R. Holland • Dr. Steven Y. Newell • Dr. Brandon L. Noel • Al Tate • Susan Shipman

Historic and Cultural Resources • Greg Lowery • Nita H. Malbasa • Diane J. Shearer • Norman A. Haft • Sherri Jones • Kevin Runner J

K Y

• Blue Hunt • Lance McClain • Franklin G. Mirasola • William R. Pippine • Steve Willis • Peter J. Leininger • Jason D. Smith Recreation • Brenda Constan • Babs, McDonald, PhD • Scott McQuade • Dorset Hurley • Scott Ryfun

Transportation, Infrastructure, and Municipal Services • Aaron Carone • Mindy Egan S

A S T

0 1

MASTER PLANNING

JEKYLL ISLAND AUTHORITY BOARD

STRUCTURE

MANAGEMENT TEAM

PUBLIC INPUT

STEERING COMMITTEE

LAND USE

65/35 TASK FORCE

TRANSPORTATION & INFRASTRUCTURE

HISTORIC & CULTURAL RESOURCES

ENVIRONMENTAL PLANNING

SUSTAINABILITY (ECONOMIC & CAPACITY)

RECREATIONAL PLANNING

FOUNDATIONAL ASSUMPTIONS

Master Plan Steering Committee Kimberly Andrews, JIA Beth Blalock, Georgia Conservancy Jim Broadwell, JIA Aaron Carone, Transportation, Infrastructure and Municipal Services Task Force Ben Carswell, JIA David Egan, Initiative to Protect Jekyll Island Eric Garvey, JIA Cliff Gawron, JIA Norman Haft, Historic and Cultural Resources Task Force C. Jones Hooks, JIA John Hunter, JIA Scott McQuade, Recreation Task Force Terry Norton, JIA Susan Shipman, Natural Resources Task Force

P A G

JEKYLL HISTORY OF

ISLAND

The first occupants of Jekyll Island were probably small groups of Native American hunter-gatherers, some time around 2,500 B.C.

Jekyll was named in honor of Sir Joseph Jekyll, a supporter of Oglethorpe’s efforts to establish the colony of Georgia. By 1737, Horton had established residency on Jekyll and began raising cattle. At his death in 1748, Horton had established a house, which is one of the oldest remaining structures in Georgia. Between Horton’s death and 1791, Jekyll had a number of owners including Raymond Demere, Clement Martin, and Richard Leake.

First Occupants

These groups appear to have been composed of small family units that probably settled on Jekyll on a seasonal basis. These groups produced fiber-tempered pottery vessels and lived on the abundant natural resources of the area. By 1540 CE the Georgia coast had become populated by the Guale Indians, extending from St. Catherine’s Island south to Jekyll Island.

1737... 1791

JEKYLL HISTORY OF

ISLAND The first European occupation of Jekyll Island may have taken place during the late 16th century.

16th Century

1733, Oglethorpe

In 1733, James Oglethorpe established the English colony of Georgia on Yamacraw Bluff, or present day Savannah. The colony began to grow quickly, and an immediate conflict developed with the Spanish colony of Florida to the south. Feeling that the propriety and well-being of his colonists was being threatened, Oglethorpe began recruiting men from England to serve as soldiers in Georgia’s defense. William Horton was one of the men Oglethorpe quickly dispatched to St. Simons Island to construct the town and defenses at Frederica. Horton was eventually granted 500 acres of land by Trustees of the colony, and in April of 1735, he set out from Frederica to the neighboring island of Jekyll to stake his claim.

During that period, a chain of Spanish Missions was established along the Georgia coast. The Spanish name for Jekyll was Isle de Ballenas, Island of Whales, due to the abundance of Right Whales off the island in the Greys Reef area. While there is no evidence of the establishment of a mission on Jekyll Island, there is strong archival evidence that the Spanish at least explored and had contact with natives on Jekyll during this period.

K Y

A S T

0 1

1858...

1791... 1800

Chistopheâ&#x20AC;&#x2122;s grandsons, John Couper and Henry duBignon were embroiled in the arrival of the Wanderer in November 1858. Charles Lamar of Savannah owned the Wanderer. It arrived on Jekyll Island with a cargo of approximately 400 illegally imported slaves from West Africa. The United States had banned the importation of slaves beginning in 1808, and both John Couper and Henry were indicted for their participation in the illegal importation of enslaved Africans by a Grand Jury in Savannah. However, they were found not guilty of the charges. The Wanderer was the last documented ship to bring slaves to the United States.

In 1791, Jekyll was purchased by four French landowners and by 1800, was completely owned by Christophe Poulain duBignon. Agriculture was the primary activity on the island and cotton the primary crop. As principle owners of Jekyll Island for almost 100 years, the DuBignon Family had an impact on Jekyll Island that lasts to this day as the early developers of the Jekyll Island Club.

Confederate troops constructed batteries on the Island during the Civil War but were unable to hold the position and moved to Savannah to aid in its protection. Union troops came onto Jekyll in March of 1862, and they dismantled most of the fortifications. Troops noted that the Horton house was an old ruin, formerly the family mansion of the Dubignons the owners of the Island.

1862...

P A G

Jekyll Island Club

November 1910

Senator Nelson Aldrich, Assistant Secretary of the Treasury AP Andrews, and representatives of the elite US banking establishment met secretly on Jekyll Island and created what would become the Federal Reserve System.

John Eugene duBignon, and his brother-in-law Newton Finney acquired all of Jekyll in 1886 with the idea of forming a hunting club for wealthy northerners. Finney was able to find fifty-three interested individuals that included Henry Hyde, Marshall Field, John Pierpont Morgan, Joseph Pulitzer, and William K. Vanderbilt. With financial preparations completed, Finney signed paperwork with John Eugene DuBignon on February 17, 1886, selling Jekyll Island to the Jekyll Island Club for $125,000. Ground was broken on the clubhouse building in August of 1886, and it officially opened its doors with the arrival of the executive committee in January of 1888. The Jekyll Island Club flourished for nearly 50 years, but the 1930s spelled the decline of the Club, as tastes began to change, and the Great Depression began to change many peoples’ priorities. World War II was the final blow to the Jekyll Island Club. The club opened as usual for the 1942 season. However by the beginning of March, it was announced there would be an early close to the season due to the club’s financial situation and strain the war had on the labor situation. The 1942 season would turn out to be the final season for the Jekyll Island Club.

1863...1884

January 25, 1915

While recuperating from a leg injury, AT&T President Theodore Vail participated in the first transcontinental telephone call: a four-way call that connected Jekyll, Washington, DC, New York, and San Francisco.

E K Y

There was hope to reopen the Jekyll Island Club after the war, but in 1946, the 1950... state of Georgia entered the picture. State Revenue Commissioner, M E Thompson, led a commissioned study that determined the State wanted to purchase one of the coastal islands and open it to the public as a state park. Jekyll was selected as the best opportunity, but the remaining Jekyll Island Club members refused to sell. On October 7, 1947, the State of Georgia purchased the Island through a condemnation order for $675,000. Since 1950, Jekyll has operated under the Jekyll Island Authority ( JIA).

In 1863, Henry divided the property of Jekyll Island among four of his children with the share belonging to Charles being purchased by a nephew, John Eugene in 1879. It was in 1884 that John Eugene built a new home to replace the former “manor house” with a small farmhouse about 3 miles south of the original homestead. This was the beginning of the Jekyll Island Club.

A S T

The Jekyll Island Authority was charged with creating recreational amenities and resort infrastructure to transform the Island into a year round destination, while at the same time stewarding its natural and historic resources. Since then, the JIA has been the custodian of this unique state park, providing visitors with an experience like no other, and working to ensure that that same experience is available for generations to come. E

0 1

1985

Early 2010s

1985 - Faced with a large Historic District comprised of 33 buildings, the Jekyll Island Authority was concerned with maintenance and preservation of the site for future generations. A unique lease was brokered with Leon Weiner & Associates of Delaware to invest more than $20 million into the vacant Jekyll Island Club clubhouse for use as a modern hotel. This investment spurred focus upon the entire Landmark District and serves as a national model for preservation of historic sites throughout the country.

1971... 1978

1971, the Jekyll Island Club Historic District and the Horton House were listed on the National Register of Historic Places. And in 1978, the Jekyll Island Club was elevated to National Landmark status. 65/35 law was instituted.

65/35 law was instituted...

1955

The Negro Beach House, a pavilion that included dressing rooms, a concession stand, and a covered picnic area, was opened on the south end of Jekyll and was one of the few places in the South where African-Americans could spend their leisure time near the beach. The 4-H Center currently occupies the site and remaining buildings.

Early 2010s - The process of revitalization began in 2004, and to date has resulted in the construction of the first new hotel since 1974, the construction of a new $30 million convention center, the establishment of Great Dunes Park, and the planned redevelopment of multiple hotels and a new retail village area.

1990s - saw the beginning of a focus on redevelopment that would have a more significant impact in the 2010s. Two hotels were extensively rehabilitated and made ready for the turn of the century, the convention center was extensively remodeled, and work continued on the preservation of the Landmark District. The most significant construction project was the replacement of the Jekyll Creek drawbridge, completed in 1954, with a fixed span bridge that could accommodate travel on the inter-coastal waterway. 1995 saw the introduction of legislation that mandated the completion of a new island master plan in 1996.

1964

Federal judge ordered the Island amenities operated by the Jekyll Island Authority desegregated.

1990

P A G

JEKYLL CONSERVATION &

ISLAND DEVELOPMENT

JEKYLL CONSERVATION &

ISLAND DEVELOPMENT

HISTORY OF CONSERVATION AND DEVELOPMENT ON JEKYLL ISLAND The first Master Plan commissioned by the JIA used this restriction as a guide. Completed by Robert & Company in 1951, this plan set the path for the creation of infrastructure on Jekyll including roads and commercial and residential development.

With its purchase by the State of Georgia in 1947, Jekyll Island began an important part of its history. In transitioning from private to public ownership, the Island was opened to new audiences, new uses, and the development of facilities that were not contemplated during the period of the Jekyll Island Club.

In 1952, the Legislature amended the JIA enabling legislation in regards to the percentage of land that could be developed. Section 10 was amended to read:

In 1950, the Legislature created the Jekyll Island Authority (JIA) to manage the development and stewardship of the Island. In the original enabling legislation, the JIA was to limit development of the island. Section 10 included the following:

“The Authority is empowered to survey, subdivide, improve, and lease as subdivided and improved not more than one-half of the highland portion of Jekyll Island, the leased property described aforesaid.”

“The Authority is empowered to survey, subdivide, improve and lease as subdivided and improved not more than one-third of the highland portion of Jekyll Island, the leased property described aforesaid.”

K Y

After concern about continued development of the island in the early 1970s, the Legislature amended Section 10 again in 1971. After this amendment, development of Jekyll Island was limited to 35%, closer to the original limitation. Section 10 then read:

A S T

0 1

1947: THE STATE OF GEORGIA

PURCHASED JEKYLL ISLAND

1950: THE JEKYLL ISLAND AUTHORITY

BENCHMARKS

(JIA) WAS CREATED.

1951:

THE FIRST MASTER PLAN WAS COMPLETED BY ROBERT & CO.

1971:

THE DEVELOPMENT OF JEKYLL ISLAND WAS LIMITED TO 35%.

1996: THE DEVELOPMENT RATIO WAS ADDRESSED AGAIN. 2007: THE LEGISLATION WAS AGAIN AMENDED TO RESTRICT

THE TYPE OF DEVELOPMENT TO CURRENT USAGE ON THE SOUTHERN PORTION OF THE ISLAND.

“The Authority is empowered to survey, subdivide, improve and lease or sell to the extent and in the manner herein provided, as subdivided and improved not more than thirty-five percent (35%) of the land area of Jekyll Island which lies above water at mean high tide. Provided that the Authority shall in no way sell or otherwise dispose of any riparian rights, and provided that the beach areas of Jekyll Island will never be sold but will be kept free and open for the use of the people of the State.” In 1996, the development ratio was addressed again, as the legislation was amended calling for the creation of a Master Plan and the clear delineation of lands that were classified as developed and undeveloped. 12-3-243.1. Master plan as to Jekyll Island; creation; contents; notice and hearing on preliminary plan; adherence to plan; amendments (a) The authority shall, on or before July 1, 1996, cause to be created a master plan for the management, preservation, protection, and development of Jekyll Island. The master plan shall delineate, based upon aerial survey, the present and permitted future uses of the land area of Jekyll Island which lies above water at mean high tide and shall designate areas to be managed as environmentally sensitive, historically sensitive, and active use areas. The master plan shall also delineate the boundaries of the area or areas delineated on the master plan as the 65 percent of the land area of Jekyll Island which lies above water at mean high tide and over which the authority has no power to improve, lease, or sell pursuant to subsection (a) of Code Section 12-3-243. If the aerial survey demonstrates that the percentage of undeveloped land on Jekyll Island is presently less than 65 percent, then no further development of undeveloped land shall be permitted in the master plan. (b) In the creation of the master plan, the authority shall, after preparation of a preliminary plan, give notice of the existence of the preliminary plan in the legal organs of Glynn and Fulton counties and in at least two newspapers of state-wide general circulation not less than 60 days prior to the meeting of the authority at which the preliminary plan is to be considered for final adoption. After giving this notice, the authority shall hold a public hearing at a convenient location on Jekyll Island and receive and consider such oral and written comments on the preliminary plan as may be presented. P A G

(c) The Authority, in the exercise of its authority to develop, manage, preserve, and protect Jekyll Island, shall be guided by and shall adhere to the master plan as the same may from time to time be amended as provided in subsection (d) of this Code section. In 2007, the legislation was again amended to restrict the type of development to current usage on the southern portion of the island. (2) (A) The authority shall not survey, subdivide, improve, lease, sell, develop, or otherwise cause a project to be constructed on the 65 percent of the land area of Jekyll Island which the authority is not empowered to survey, subdivide, improve, and lease or sell pursuant to paragraph (1) of this subsection; provided, however, that nothing in this paragraph shall be construed as to require the removal of any improvement on such land area which was completed on March 14, 1995. (B) That portion of Jekyll Island lying south of 31 degrees, 1 minute, 34 seconds north latitude as such latitude is depicted on the 1993 USGS topographic survey 7.5 minute series quadrangle map shall always be included within the area of Jekyll Island protected by this paragraph, and the authority shall not enter into, renew, or extend any agreement or otherwise take any action regarding such southern portion of the island

in violation of this paragraph on or after May 30, 2007, except as otherwise provided in this subparagraph. The removal of any improvement on such southern portion of the island which was completed prior to May 30, 2007, shall not be required. Upon the expiration or termination of any lease of a lot for a single-family residence on such southern portion of the island, the authority may again lease such lot to the same or another lessee for a single-family residence or noncommercial purpose or the authority may set aside the lot for public use; but the lot shall not be further subdivided, and the authority shall not lease such lot for any multifamily residence or commercial purpose. Those properties used for the Jekyll Island 4-H center and soccer complex may continue to be used and improved for the same or similar purposes under an extension or renewal of an existing lease or under a new lease. This subparagraph shall not prohibit the construction and use of any public bicycle trails, public nature trails, or public picnic areas on such southern portion of the island by the Authority. This subparagraph shall not be applied to impair the obligation of any valid contract entered into prior to May 30, 2007. The Jekyll Island Authority has upheld the limited development directive in the above-described legislation.

2013 UNDEVELOPED AND DEVELOPED LAND DISTRIBUTION AND LAND USE CLASSIFICATION Over the past forty years, there has been considerable controversy about the ratio of developed and undeveloped land on Jekyll Island. In 2013, the State of Georgia’s Attorney General issued an opinion on a review of proposed Jekyll Island land measurement methodologies requested by the JIA. The Attorney General’s opinion is that the Jekyll Island legislation requires the use of Mean High Tide (MHT) to determine the size of Jekyll Island for the purpose of determining the 65/35 conservation to development ratio. The debate regarding the ratio of developed and undeveloped land continued during the creation of this Master Plan. As the planning process progressed, it became apparent that to facilitate a strong plan for J

K Y

Jekyll Island, ways to end the controversy should be explored. The first task needed to accomplish this was to fully classify developed and undeveloped land through national standards and appropriate land use definitions.

LAND USE DEFINITIONS

The land use classifications used in this Master Plan differ from those used in the past. The JIA (following upon the recommendations of the Master Plan task forces and additional work with the JIA staff ) has adopted the following land use classifications. They are based on national standards while still allowing flexibility for the uniqueness of Jekyll Island. The core element of classifying land either developed A S T

0 1

or undeveloped is the use or actual function of the land. For a summary of change to the land use classifications see the Appendices. Developed: land that is built upon or paved (includes roads and bike paths); land that has been disturbed and no longer maintains original, natural functions (golf course and certain dirt roads); land or other areas that do not maintain ecological integrity (golf course ponds; borrow pits).Â Other specific examples include: RR Dirt roads in use, whether by the JIA or the general public; RR Multi-use trails and pathways, whether paved or pervious surface; RR Utility easements; and RR Firebreaks intended to protect residential areas. Undeveloped: land that remains free of the built environment (beach above MHT and lots on south end of the island); land where the built environment does not impact its ecological integrity (sand dunes and the associated walkways); undisturbed tree canopy; and wooded areas within the golf course larger than one acre in size. Other specific examples cited include: RR Undisturbed forest (canopy and understory intact); RR Wooded acres with canopy intact; little or no active use (includes protective firebreaks); RR Dirt roads not in use and serving no practical function with the exception of firebreaks; RR Dirt footpaths less than six feet in width; and RR Dunes and beach above MHT (including crossovers).

FUTURE PROJECTS

The Master Plan identifies a number of projects, only one of which impacts land currently classified as undeveloped: the expansion of the campground. This project was proposed in the 1996 Master Plan and was to include 26 acres for the expansion. In examining current site conditions, needs of the current facility, and trends in camping this can now be accomplished with 12 acres and this acreage has been included in the developed area in the Master Plan.

MANAGEMENT OF UNDEVELOPED AND NATURAL AREAS

An important part of moving beyond past controversies is an understanding that maintaining both the developed and undeveloped areas of the Island requires the ability to manage those lands.Â The Conservation Plan establishes a framework for the management of Natural Resources on Jekyll and reinforces the concept that undeveloped does not necessarily mean untouched. Likewise, developed does not necessarily mean that the land does not have natural characteristics.Â The Conservation Plan describes numerous management objectives and priorities. Examples of conservation-focused management include the creation of foot trails to facilitate environmental education and research, the use of controlled burning to maintain specific habitat types, and chemical treatment to control exotic invasive plants. Activities like these are common management practices in state and federal lands and parks. The boundaries where the undeveloped and developed areas meet require careful management. The nature of these boundaries will be dynamic on a small scale and will vary seasonally. For example, managers may allow a portion of a developed area, such as a golf course rough, to re-vegetate to support conservation objectives if these objectives are also consistent with development uses. Conversely, if the vegetated edge of an undeveloped area encroaches upon a path and is deemed to be a safety concern, managers may prune vegetation to a point that safety is ensured for a practical amount of time. In these examples, vegetation regrowth and selective pruning are part of a management balance that the JIA strives to achieve. The cumulative result of balanced decision-making will ensure that sustainable use of developed areas may proceed safely and be managed practically while allowing for opportunities to advance conservation goals.

LAND USE MAP AND DISTRIBUTION

The creation of the Developed Land Map for the 2013 Jekyll Island Master Plan was an exhaustive exercise that spanned a number of years. The beginning point was the 1996 Master Plan Map. The 1996 map was based on a 1980 aerial survey of Jekyll that was then developed into an elevation map by the Georgia Department of Transportation. The land use designations were hand drawn as an overlay P A G

and delineated both developed and undeveloped acres based on land use definitions created during the 1996 planning process. All acreage calculations were done using a Planimeter measuring tool. Results were tallied by hand. In 2008, JIA staff initiated work with Thomas & Hutton Engineering Company to develop a digital version of the 1996 Land Use Map. The map utilized a LIDAR image generated by the Glynn County GIS Department as its base elevation map. Thomas & Hutton then replicated the land use designations from the 1996 map in an AutoCAD file as an overlay onto the 2007 Glynn County LIDAR elevation image. Using the Thomas & Hutton AutoCAD file and applying the land use definitions developed during the 2013 master planning process, faculty with the Carl Vinson Institute of Government at the University of Georgia then created the 2013 Land Use Map. The 2013 Jekyll Island land use map on page 27 uses the above land use definitions to measure the total area of the island, including marshes, as approximately 5,530 acres with slightly over 1,609 developed, including 12 acres designated for future campground expansion. The map on page 28 shows just the developed acreage on the Island. The map on page 29 shows the land use distribution of the developed portion of the island. A digital version of the 2013 Jekyll Island Land Use Map is available at the JIA offices for a more detailed review.

Note: Maps developed For Jekyll Island planning purpose only. J

K Y

A S T

0 1

Jekyll Island Land Use Scenario: 4.89' Elevation Marsh Boundary, NOAA Mean Higher High Water Beach Boundary

Jekyll Island Land Use, 2013

Land Use Developed (developed) Dune (undeveloped) Fairway (developed) Firebreak (developed) Freshwater wetland (undeveloped) Natural/forest/marsh (undeveloped) Pond (developed)

Land Use

Acres

Developed

1,609.19

Dev eloped

1,018.12

Fairway

21.06

Pond

87.55

Undeveloped Dune Freshwater wetland

990

1,980 Feet

482.46

Firebreak

3,920.45 387.30 19.73

Natural/forest/marsh

3,513.43

Total

5,529.64

Sources: Imagery and original land use: Jekyll Island Original Landuse Map, prepared by Thomas & Hutton Engineering Co. AutoCAD files, 1" = 600' scale, October, 2008. Boundary: National Oceanographic and Atmospheric Administration Mean High Water estimate for Jekyll Island. 0 1,100 2,200 Feet Acreage: calculated using ESRI ArcGIS

Note: Maps developed For Jekyll Island planning purpose only. P A G

2 7

Jekyll Island Land Use Scenario: 4.89' Elevation Marsh Boundary, NOAA Mean Higher High Water Beach Boundary

Jekyll Island Developed Land, 2013

Land Use Developed: 1,609 acres

Sources: Imagery and original land use: Jekyll Island Original Landuse Map, prepared by Thomas & Hutton Engineering Co. AutoCAD files, 1" = 600' scale, October, 2008. Boundary: National Oceanographic and Atmospheric Administration Mean High Water estimate for Jekyll Island. Acreage: calculated using ESRI ArcGIS 0 1,100 2,200 Feet

1,000 2,000 Feet

Note: Maps developed For Jekyll Island planning purpose only. J

K Y

A S T

0 1

Jekyll Island Land Use Scenario: 4.89' Elevation Marsh Boundary, NOAA Mean Higher High Water Beach Boundary

Jekyll Island Land Use, 2013

Land use category Commercial Conservation Educational Maintenance Pond Recreation Residential Transportation

Historic

Land Use

Acres

Developed

1,609

Commercial

255

Educational

Maintenance

Recreation

707

Residential

267

Transportation

226

Pond

1,000 2,000 Feet

Undeveloped

3,920

Conserv ation

3,920

Total

5,529

Sources: Imagery and original land use: Jekyll Island Original Landuse Map, prepared by Thomas & Hutton Engineering Co. AutoCAD files, 1" = 600' scale, October, 2008. Boundary: National Oceanographic and Atmospheric Administration, Mean High Water estimate for Jekyll Island, 2012. Acreage: calculated using ESRI ArcGIS 0

1,100

2,200 Feet

Note: Maps developed For Jekyll Island planning purpose only. P A G

CONSIDERATION OF SETTING MAXIMUM DEVELOPED ACREAGE Since the creation of the 65/35 development limitation in 1971, the amount of allowable future development of Jekyll Island has been contentiously debated. Even after 40 years, this debate continues to create an acrimonious environment for those involved with Jekyll. Chief among the factors contributing to this debate is the inherent difficulty in measuring, to a fine degree, the land area of Jekyll Island that lies above water at mean high tide, which was required for the proper application of the 65/35 formula. With the use of remote sensing such as LIDAR and shoreline mapping, there are known margins of error that make mapping MHW in marsh areas difficult. With respect to Jekyll Island, NOAA has specifically found that a margin of error of plus or minus two feet above and below MHW should be assumed, which “impacts the location of the MHW line significantly both in a landward and seaward direction, making a big impact on the total land area above MHW.” As a result, with respect to Jekyll Island, NOAA has issued the following disclaimer:

“The Mean High Water shoreline delineation data provided should be used only as a screening-level tool for management decisions. As with all remotely sensed data, all features should be verified with a site visit or quantified with traditional surveying techniques. The data we provided are “as is,” without warranty to their performance, merchantable state, or fitness for any particular purpose. The entire risk associated with the results and performance of these data is assumed by the user. This data should be used strictly as a planning reference tool and not for navigation, permitting, or other legal purposes.” SEE APPENDIX D for further information from NOAA and a letter from Chester W. Jackson Jr., Ph.D., Assistant Professor of Geology, Department of Geology and Geography, Applied Coastal Research Lab at Georgia Southern University. This letter outlines Dr. Jackson’s concerns with the delineation of the shoreline using MHW and lack of accountability for spatial error within the map given the methods used to generate the MHW data and the scale of that data. Based on the current map and proposed changes, Jekyll Island currently has 1609 acres of development. This Master Plan continues the current focus on redevelopment into the future and does not identify any areas of future development (except for the previously mentioned campground expansion) of currently undeveloped areas. J

K Y

During the Master Plan process the idea of changing from the 65/35 ratio to a maximum acreage limit was discussed as a way to establish more precisely the allowable future development of Jekyll Island and end the long-standing debate regarding this issue. When considering such an option, it is important to determine an acreage limit that provides the JIA with flexibility to respond to future needs, including revised government mandates, changes in business and recreational trends and other unknowns. Setting the maximum development acreage at 1,609 (the current developed acreage including the campground expansion) would have negative ramifications on the JIA’s future planning. While the EPD currently sees no water or wastewater changes within the 10 year planning horizon, the potential always exists for unknown regulatory changes. Similarly, GDOT is examining obstructions adjacent to the airport, and could mandate clearing that would impact the developed acreage. Taking these factors into consideration, if the JIA were to seek legislative changes to set a maximum developed acreage, 1,675 should be considered. Of the 66 acres above the 1,609 developed acres shown on the map on page 28: RR 46 acres would be restricted for health, public safety, and public recreation purposes - not commercial or residential uses. RR 20 acres could be used for any purposes determined appropriate by the JIA and consistent with the Jekyll Island legislation.

RR At the time any of the proposed 66 acres is to be developed the JIA will follow the process outlined in the Jekyll Island legislation for amending the plan which includes both public and legislative input prior to finalizing a decision.

This alternative proposal would create certainty around the total acres available for development on Jekyll. In addition it would make clear that the focus of the JIA is on redevelopment opportunities within the existing developed areas while allowing flexibility to address future needs including additional recreation opportunities that the public desires. Upon approval of this Master Plan by the Jekyll Island Authority, legislation should be introduced for approval by the General Assembly that would codify the total 1675 acres available for development on Jekyll Island. The legislation should supersede the existing law regarding land available for development on Jekyll Island. A S T

0 1

ECONOMIC SUSTAINABILITY

HISTORIC AND CULTURAL RESOURCES

JEKYLL MASTER PLAN 2014

ISLAND

NATURAL RESOURCES

RECREATION

TRANSPORTATION, INFRASTRUCTURE, AND MUNICIPAL SERVICES

TRENDS, ACCOMPLISHMENTS, ISSUES, AND ACTIONS A Consolidation of the Task Force Recommendations, the Conservation Plan, and the JIA Strategic Plan. The issues and needs for Jekyll Island have been identified effectively in this and earlier planning efforts. This plan serves to bring that information together in one place to be reviewed comprehensively, leading to consensus on priorities and a realistic implementation schedule. This chapter is divided into sections addressing Economic Sustainability; Historic and Cultural Resources; Natural Resources; Transportation, Infrastructure, and Municipal Services; and Recreation. Each section reviews relevant trends and data, accomplishments, issues, and prioritized implementation actions in each category.

P A G

JEKYLL

TRENDS* â&#x20AC;˘ Revenue and Expenditures

ECONOMIC SUSTAINABILITY

The Jekyll Island Authority generates revenue from two distinct categories, Administration and Enterprises. Administration sources of revenue in fiscal year (FY) 2013 were: o Business leases o Hotel/motel tax o Parking o Interest o Lot rentals o Foundation o Grants o Administration revenue o Employee housing

ISLAND *See Appendices for full data source and details. J

K Y

A S T

0 1

ECONOMIC SUSTAINABILITY Jekyll Island’s unique cultural, historical, and environmental attributes and the Island’s recreational amenities have elevated its public image to one of national prominence, expanded the customer base, increased year-round visitation, and enhanced levels of guest expenditure.

WE ARE

UNIQUE

The JIA strives to create opportunities for public and private success and economic sustainability via investments in amenities, lodging, customer service, and infrastructure.

Power Plant before restoration

$16,142,670

FY REVENUE 20% GROWTH 10 YEARS

,306,850 $19

The major revenue generating enterprises in FY 2013 were: o Golf and tennis o Food and beverage – convention center o Food and beverage – restaurants o Summer Waves o Campground o Museum o Georgia Sea Turtle Center o Miniature golf and bikes o Water/wastewater o Sanitation o Fire department o Destination marketing and special events o Guest Information Center o Soccer o Landscaping, roads, and trails The JIA does not receive funding from the State of Georgia for operations and maintenance. The State is currently assisting with the bond payments for Jekyll Island’s new Convention Center. Total revenue for the JIA increased in the period from FY 2003 to FY 2013. In 2003, total revenue was $16,142,670 and by FY 2013 total revenue had grown to $19,306,850 a total change of almost 20% (or 1.8% annually).

Power Plant after restoration P A G

However, during the same period inflation averaged almost 2.5% year (http://www.usinflationcalculator. com/inflation/current-inflation-rates/). Thus when we look at revenue from FY 2003 to FY 2013 in real dollars (adjusting for inflation) using 2003 as the base year, revenue growth was actually negative. Adjusted to 2003 dollars, the FY 2013 $19,306,850 revenue figure is $15,771,620, less than the FY 2003 revenue figure of $16,142,670 representing a negative real growth rate of almost 2.3% over the period. Total revenue for enterprises such as Summer Waves, the museum, the campground and others increased in current dollars during the FY 2003 to FY 2013 period. In FY 2003, total enterprise revenue was $9,935,197, and by FY 2013, it was $12,114,850, a rise of almost 22% over the period or 2% annually. Adjusted to 2003 dollars, the FY 2013 revenue figure is $9,896,532: $38,665 less than 2003 earnings. Some enterprise operations have seen revenue increases and some declines. The Georgia Sea Turtle Center has seen its revenue increase from $112,244 in FY 2007 to $1,289,150 in FY 2013. The campground has also seen a significant increase in revenue of over 64% during the period. These and other enterprise attractions with increasing revenue such as the museum, Summer Waves, and destination marketing/special events have helped offset declines in the golf and tennis revenue. Combined golf and tennis revenue declined from $2,291,934 in FY 2003 to $1,623,668 in FY2013, or almost 30% in current dollars.

• Expenditures

little over 51% through FY 2012. While occupancy rates have been fairly consistent, this data needs to be understood within the context that room occupancy is not a complete indicator of the number of people staying on Jekyll Island as it excludes day visitors, workers, and employees. Furthermore, comparing occupancy rates hides the impact of the total change in the number of hotel rooms on the Island, which has decreased over the last decade. From 2001 to 2011 the number of hotel rooms on the Island dropped from 1,521 to 881 or 42% due to older hotels closing. The redevelopment of the Oceanside Inn and Suites to a Holiday Inn will result in the temporary loss (9 to 12 months) of another 178 rooms starting in the fall of 2013. The total number of rooms will increase to 1,410 once the currently planned hotel redevelopment projects are completed. While this is a great improvement from the 881 rooms in 2011, it still represents an overall decline of 7.3% from the high. The number of hotel room nights is a better indicator of the number of people staying on the Island and whether that visitation has increased or decreased in the past decade. In FY 2002, the number of hotel room nights was 297,457 and had fallen to 172,364 by FY 2012 for a decline of 42%. This is a worrying figure. Much of this is due to the loss of older hotels and will reverse as the planned hotel redevelopment projects are completed. The decline has stabilized since a drop from 211,954 in FY 2008 to 168,744 in FY 2009 but has stayed consistently under 180,000. The peak number came in FY 1989 when Jekyll experienced almost 346,000 hotel room nights.

During the same period from FY 2003 to FY 2013, total expenditures increased from $14,258,940 to $18,864,661, or slightly above 32% for an annual rate of 2.9%. Inflation increased by an average of almost 2.5% per year during the same period. Adjusted to 2003 dollars, the FY 2013 expenditure figure is $15,410,400.

• Convention Center Use

• Hotel Occupancy

• Traffic and Visitation Counts

Overall occupancy rates for Jekyll Island for the period FY 2002 to FY 2012 ranged between 48% and 55%. In FY 2002, occupancy was 53.7% and fell to 48.5% by FY 2006 and was back to 55% in FY 2008. Since then, the average occupancy has been a J

K Y

Convention Center numbers declined from 222 groups in FY03 to 127 groups in FY 2012. The decline does appear to have stabilized and should increase now that the new Jekyll Island Convention Center is open and new hotels and a retail center will be complete by 2015.

The Georgia Department of Transportation collects traffic data at a regular collection point on the Downing Musgrove Causeway, located west of the Guest Information Center and the parking fee collection station. GDOT presents this data as A S T

0 1

Annual Average Daily Traffic (AADT). AADT is the total vehicle traffic for the year divided by 365. It is a two-way figure, counting vehicles coming and going from the island. The counter is not always in place, so this number, while a good indicator of overall traffic trends and an industry standard, does not capture traffic and visitation as well as JIA’s parking fee station, which operates daily throughout the year.(http://www.dot.ga.gov/informationcenter/ statistics/stars/GASTARSHelp/files/tc_glossary. html) GDOT’s AADT numbers for Jekyll Island for the period from 2003 to 2013 were up and down but consistently with in a range from 3,400 to 4,200 vehicles. In 2003, the count was 3,941, in 2006 it was 4,260, and by 2009 it had dropped to 3,430. The best way to view the change over the decade is to look at the average from 2003 through 2007, which was 4,066, and compare that to the period from 2008 through 2012, which was 3,530. This represents a 13% drop in AADT average in the most recent five-year period. The 2003 to 2007 average comes out to 1,484,090 daily trips on and off the island or an estimated 742,045 vehicles coming onto Jekyll Island each year during period. For the most recent five year period from 2008 through 2012, the annual total is 1,288,450 both ways or 644,225 vehicles coming on to the island.(http://www.dot. ga.gov/informationcenter/statistics/stars/Pages/ TrafficCounterDetails.aspx?county=127&tc=0136) The peak year for GDOT’s AADT count for Jekyll Island was 1994 with an AADT of 8,900. AADT yearly counts from 1974 through 2004 are located in the Appendices. The Authority’s parking fee collection station is a more accurate count of those vehicles coming onto the island. It is open every day and has been collecting data (though not always consistently) since 1969. The parking fee collection station is a oneway figure and this number, like the GDOT AADT, counts all vehicles including employees, construction workers, service vehicles, visitors and others. In 2002, 851,860 vehicles came through the gate and in 2012 the number was 785,855, representing a 7.7% decline. These figures do not show the variation that occurred over the decade. From 2002 to 2008 vehicle traffic consistently declined from year to year with a slightly more than 10% decline during the period.

Starting in 2009, vehicle traffic began to increase and rose almost 3% from 2008 through 2012. This may be an indication that visitation is beginning to increase with the completion of the Convention Center, the Hampton Inn, and the progress on other redevelopment projects. The end of the recession and the over all improvement in the State economy may also be contributing to the increase. The peak year for parking fee collection station traffic counts was FY 1990 when 1,021,276 vehicles came onto the island.

ACCOMPLISHMENTS • New Jekyll Island Convention Center • Completion of Beach Village infrastructure • New residential lease structure • Guest Information Center and Plaza • Campground Master Plan • Amphitheater Assessment and Plan • Great Dunes Master Plan • Bike Path Master Plan • Rebranding launch • Atlanta-based sales effort • Merger of Guest Information Center • Introduction of licensed products: Jekyll Island Seafood Company restaurant, Jekyll Island Reserve wines • Relaunch of website to Wordpress platform • Robust social media presence

P A G

3 5

RR Balancing economic and financial needs with availability and access for visitors and environmental needs and limitations RR Balancing lodging, infrastructure, and amenities to suit a wider range of markets RR Need to know Island’s capacity to maintain the desired balance between conservation and development RR Financial sustainability of private businesses RR Budget limitations RR Ongoing research RR Sustainability of special events and festivals RR Increasing guest diversity: age, sex, and ethnicity RR Changing school system vacation seasons RR Aging hospitality products RR Limited foundation resources RR Percentage of full-time residents to part-time residents RR Financial self-sufficiency RR Employee health benefit affordability RR Permitting processes RR Access to capital RR Public perception RR Balancing stakeholder needs RR Potential wastewater outflow mandates RR Need to develop a planning approach to the south end of the Island J

K Y

0 TO 6O MONTHS

ISSUES

SHORT TERM

6O+ MONTHS

ACTIONS

LONG TERM

ACTIONS

LONG TERM ACTIONS

§ Advocating for community for Exit 29 corridor gateway management § Branding refinement and communication § Group sales training § Guest experience function § Continue to capitalize on conservation and preservation initiatives for marketing and public relations § Create Opportunity Fund to help attract Island-wide conventions

A S T

0 1

SHORT TERM ACTIONS Conduct study of JIA funding sources and business plans to determine future or additional revenue streams. The study must: § Consider the long-term profitability of JIA business operations and abilities to invest in capital § Consider any potential outside revenue streams not currently being captured § Use the funding source study to prioritize investments beyond general repair and maintenance Tasks: This is a priority task that should be completed within the first 8-12 months of the work program

Completion of the Beach Village:

§ Westin § Hyatt Place § Retail Village § Jekyll Island Club Hotel Ocean Front § Great Dunes Park South Tasks: Over the next 12 months, continue to work with projects to ensure construction is complete and goals are met

Completion of hotel redevelopment:

§ Trammell-Crow projects § Jekyll Oceanfront § Oceanside conversion to Holiday Inn § Quality Inn § Remaining portions of the Hampton Inn Site § Days Inn Tasks: § 0-15 Months: Continue to work with leaseholders to develop plans § 15-24 Months: Work with partners to develop financial plans § 24-40 Months: Work with partners through construction phase § 24-40 Months: Work with partners in marketing and sale

Construction of a New Children and Youth Conference Center Expanding Partnerships: College of Coastal Georgia; Georgia Department of Natural Resources; University of Georgia/4H, Glynn County; Georgia Department of Transportation; Governor’s Office; Legislative Oversight Committee Tasks: § 0-12 Months: Identify existing partners and potential partners § 12-24 Months: Develop planning with partner organizations for potential projects and continued growth opportunities § 24-60 Months: Implement priority partner opportunities and continue to maintain existing partnerships

Develop JIA/Island-wide point of sale, ticketing, & reservation system that unifies JIA functions to increase revenues and reduce costs Tasks: § 0-12 Months: Identify needed infrastructure, locations, and components § 8-12 Months: Identify development costs and funding sources § 12-24 Months: Program development and roll out

Support increase in hotel/motel tax Continue to work with Jekyll Island Convention and Visitors Bureau and Golden Isles Convention and Visitors Bureau to identify opportunities created by expanded funding.

P A G

3 7

JEKYLL

TRENDS â&#x20AC;˘ Historic District Tours

HISTORIC AND

Historic district tours have declined since 2002. While down overall during this period, the numbers fluctuated. Since 2009 the number of tours seems to have stabilized and even increased almost 6% from FY 2009 through FY 2012.

ISLAND

CULTURAL RESOURCES

K Y

A S T

Comparing the average number of historic district tours for the decade from FY 1993 through FY 2002 to the period from FY 2003 to FY 2012, a significant decline can be seen. From FY 1993 to FY 2002 the average number of individuals E

0 1

HISTORIC AND CULTURAL RESOURCES Jekyll Island’s historic and cultural resources are maintained, preserved, and enhanced as functioning, living landmarks and are used as educational tools that appropriately reflect their unique past and the significance of the Island in Georgia and US history. The protection and enhancement of these resources is vital to achieving the sound stewardship mission and allows the Authority to capitalize on these exceptional assets.

,2 34

12 VISITO

003-2012=

314 VISITO 44 , R RS

FY1993-2002

taking tours per year was 44,314, and from FY 2003 to FY 2012, the annual average was 34,212. This is an almost 23% decline decade to decade. This may represent loss in visitors due to lack of hotel and convention space.

23%

DECLINE

DECADE TO DECADE

LOSS OF

10,102 VISITORS

EXCEPTIONAL

ASSETS

ACCOMPLISHMENTS • Adaptive re-use of the Morgan Indoor Tennis Court • Completion of Historic District circulation improvements • Expansion of interpretive sign program to Beach Village, Great Dunes Park, and Great Dunes Golf Course • Expansion of Historic District event

rental program

• Revenues

Museum revenues increased during the last decade in current dollars. In the period from FY 2003 through FY 2012, these revenues increased from $390,100 to $643,550 or a change of 65%. The FY 2003 revenue number is significantly lower than the other years in this time frame. For example, FY 2004 is $513,866. Using this figure, the percentage increase in revenue from FY 2004 through FY 2012 is 25%, still a significant increase in revenue and may indicate that visitation is also increasing.

• Transition of two new retailers in Pier Road Shops • Conservation of duBignon Cemetery burial vaults • Installation of Jekyll Island “State Era” exhibit in Convention Center

P A G

3 9

RR Profitability of Pier Road shops RR Developing improved sustainable business model for museum operations RR Capacity of visitors:

0 TO 6O MONTHS

ISSUES

SHORT TERM

ACTIONS

RR What number of people is appropriate for positive historic district experience in tours, buildings, parking, and public and private events RR What number of people can historic sites and buildings actually handle (fire code,

RR Maintenance: preventing building and resource degradation RR Affordability: Cannot charge what it costs to actually maintain buildings and resources as it would make it too expensive for many people to have access RR How to capture more of the convention business attendance for Historic District activities RR Need more diverse activities and programs in the historic district concerts or movies on the lawn, art, music, jazz, theater RR Updated disaster plan for buildings, resources, and archives RR Need better climate-controlled location for archive storage RR Need more diverse telling of the historic and cultural resources Island wide - Wanderer, Native American, and African American history, for example J

K Y

6O+ MONTHS

too many for good experience)?

LONG TERM

ACTIONS

LONG TERM ACTIONS

§ Adaptive re-use of Villa Ospo and Villa Marianna § Revision of Disaster Preparedness Plan and Post-Disaster Recovery Plan § Continued expansion of Interpretive Sign program § Study Historic District parking and solutions including shuttles from offsite locations § Determine capacity of cottages and other historic and cultural resources § Maximum number of people for good experience § Maximum number of events (public and private) before the Historic District experience is degraded § Develop better archives storage § Identify resident homes built by noted architects

A S T

0 1

SHORT TERM ACTIONS Develop capital fundraising campaign for revitalization of Jekyll Island Museum in partnership with the Jekyll Island Foundation Tasks: § 0-12 Months: Revisit Museum conceptual plan § 12-14 Months: Conduct campaign feasibility study § 14-24 Months: Conduct silent phase of capital campaign § 24-36 Months: Conduct public phase of capital campaign § 24-36 Months: Complete design phase for project § 36-48 Months: Complete construction phase

Develop use and rehabilitation plans for remaining un-restored buildings (Gould, Baker-Crane, Large Dormitory, Hollybourne). Plans should identify potential funding sources for rehabilitation and revenue producing uses for the buildings Tasks: § 0-12 Months: Complete detailed preservation study of buildings and examine use potentials § 12-24 Months: Prioritize projects based upon need, use, and funding potential § 24 Months+: Develop future opportunities

Strengthen marketing of Historic District and Museum to increase visitation, attendance, and revenue streams. Integrate into “other” activities for Convention marketing materials Tasks: § 0 -12 Months: Develop design standards, marketing plan, and components § 12 -24 Months: Integrate into Museum Capital Campaign § 24-36 Months: Develop “push” for opening of new facility. § 36-48 Months: Develop post opening “push” and marketing roll out

Develop diversity of events in the Historic District to attract a broader visitor base with activities such as art, theater, music, movies Tasks: § 0-12 Months: Integrate ideas as a part of Partnership development outlined in Economic Sustainability section § 12-36 Months: Implement with partner organizations

P A G

4 1

JEKYLL

The following section identifies many of the environmental factors that have affected the natural resources of Jekyll Island in prehistoric, historic, and recent times and that will affect management decisions in the future. Given the nature of ecological systems, these issues are inexorably tied to one another, requiring managers to anticipate interactions and synergistic effects. Given these simultaneously evolving systems, uncertainties inherent to predicting the effects of environmental change, and the centrality of stewardship in the mission and vision of the Jekyll Island Authority, managers should be adaptive in their decision-making and emphasize precaution in the preservation of natural resources.

NATURAL RESOURCES

ISLAND

K Y

A S T

0 1

NATURAL RESOURCES A primary goal of the JIA is to ensure Jekyll Island’s natural resources are sustained and enhanced through the development and implementation of conservation management plans that achieve the stewardship mission and capitalize the marketing position of Jekyll Island as an eco-tourism destination. Conserving the Island’s natural resources is vital to the future success of the Island and is required by law.

ECO-TOURISM

DESTINATION

Approved by the JIA Board in August of 2011, the Jekyll Island Conservation Plan outlines a mission to

“preserve, maintain, manage, and restore Jekyll Island’s natural communities and species diversity while providing nature-based educational and recreational opportunities for the general public.” The Plan defines long-term conservation objectives, goals, and management actions and is the primary guiding document for natural resource management on Jekyll Island. The Conservation Plan is being implemented under the supervision of the Director of Conservation and the JIA Conservatin Committee.

TRENDS • Climate Change

The effects of climate change on the natural resources of Jekyll Island include rising sea levels, transforming habitats, shifts in timing of biological events, rising temperatures, species range shifts, and spreading pests and diseases. The National Fish Wildlife and Plants Climate Adaptation Strategy (www.wildlifeadaptationstrategy.gov) lays out seven goals with associated strategies and actions that should guide adaptation to climate change in respect to Jekyll Island’s natural resources. These goals, stated below, are consistent with the Jekyll Island Conservation Plan and will ensure consistency with state and national efforts.

1. Conserve habitat to support healthy fish, wildlife and plant populations, and ecosystem functions in a changing climate 2. Manage species and habitats to protect ecosystem functions and provide sustainable cultural, subsistence, recreational, and commercial use in a changing climate 3. Enhance capacity for effective management in a changing climate 4. Support adaptive management in a changing climate through integrated observation and monitoring and improved decision support tools 5. Increase knowledge and information on impacts and responses of fish, wildlife, and plants to a changing climate 6. Increase awareness and motivate action to safeguard fish, wildlife, and plants in a changing climate 7. Reduce non-climate stressors to help fish, wildlife, plants, and ecosystems adapt to a changing climate P A G

TRENDS cont’d

• Sea-level Rise

Global sea level rose by roughly eight inches over the past century and has risen twice as fast since 1993 as the rate observed over the past 100 years. Local rates of sea level change, however, vary globally and across different regions of the coastal United States. Along Georgia’s coast, sea level has been rising at a rate of about one foot per 100 years (NOAA: http:// tidesandcurrents.noaa.gov/sltrends/sltrends_station. shtml?stnid=8670870). Precautionary planning for redevelopment, habitat restoration, and shoreline management should account for not less than 0.5 feet of sea level rise by 2060 and the strong possibility of sea-level increases between 1.3 feet and 2.3 feet during that period. Model-based scenarios displaying the predicted results of sea-level rise from 1-6 feet can be viewed at NOAAs Sea Level Rise and Coastal Flooding Impacts Viewer (http://www. csc.noaa.gov/slr/viewer/).

• Shoreline Change

Barrier islands such as Jekyll have naturally dynamic shorelines with areas of beach and marsh that are undergoing erosion and others that are undergoing accretion. Rates of shoreline change will be affected by increasing sea-level rise. Where developed areas are close to eroding shorelines, shore protection measures will be needed to protect property and infrastructure. “Living shoreline” technology offers the possibility of protecting shorelines using natural materials that encourage colonization by oysters, marsh grasses, and fishes. These methods enhance habitat value rather than resulting in further degradation and loss and therefore should be considered for any shore protection measures deemed necessary along marsh-fronted shorelines or bluffs along tidal creeks. Beaches and dunes should be allowed to develop naturally where possible. The Georgia Coastal Hazards Portal (http://gchp.skio. usg.edu/) is an online mapping tool that presents multiple visualizations of shoreline trends including erosion, accretion, and habitat shifts due to sea level change.

• Fire Control and Management

Jekyll Island is comprised of a variety of naturallyvegetated areas influenced by trends in fire frequency J

K Y

and intensity. During the state-owned era, these trends have favored suppression of wildfire and very minimal use of controlled burning. Due to the resulting accumulated fuel load, some areas of the Island are at risk of high-intensity, stand-altering wildfire that could threaten both human and natural communities. Future plans should maintain existing protective fire breaks, encourage low-intensity wildfires to self-extinguish under compatible, controlled conditions, and apply low-intensity controlled burning and mechanical fuel-reduction techniques where appropriate.

• Maintenance and Enhancement of Biodiversity

Biodiversity refers to the number of different species supported by a particular area and can serve as a measure of ecological health. Historic trends in biodiversity on Jekyll Island are related to the geologic development of the Island, its historic and current uses by humans, and the effects of both non-native invasive and dominant native plant and animal populations. Efforts to monitor trends in Jekyll Island’s biodiversity are central to the stated mission of the Jekyll Island Conservation Plan to preserve, maintain, manage, and restore species diversity. Biodiversity is a critical indicator of the effects of all other trends on Jekyll Island’s biological communities and ecological processes.

• Invasive Species Control and Removal

Non-native species that invade natural areas and directly or indirectly reduce the viability of native species population are considered invasive species. Several invasive plant species and a animal species currently affect Jekyll Island. Other plants and animals that may be considered invasive occur on neighboring barrier islands, the mainland, and north Florida, and may threaten Jekyll Island’s natural resources if they were to colonize the Island. The JIA has participated in the development of The Coastal Georgia Cooperative Invasive Species Management Area (CG-CISMA). The mission of this multi-organization partnership is to implement a comprehensive, cooperative approach across boundaries to address the threats of invasive species to the lands and waters within the CG-CISMA by assessing occurrences; investigating pathways of infestation; quantifying impacts; developing early detection and rapid response systems; and through A S T

0 1

education and outreach. The CG-CISMA has developed priority lists of invasive species specific to the coastal Georgia region. Continued active participation in the CG-CISMA will help ensure that the JIA has the information and resources necessary to recognize and respond to invasive species threats.

• Wildlife Management

Some native species, including white-tailed deer and raccoon, are highly abundant on Jekyll Island due to the mosaic of developed and undeveloped habitats, abundant natural and unnatural food sources, and a shortage of natural predators. These species may be desirable for providing wildlife viewing opportunities but can adversely affect long-term conservation goals by reducing the viability of other native populations. These species are also commonly associated with nuisance complaints and public health and safety concerns. Other native species, including predators such as alligators and snakes, have the potential to control overabundant prey populations but have, until recently, been targeted for relocation or lethal removal. Bobcats probably once helped limit whitetail deer and raccoon populations on the Island, but evidence suggests that they may have been extirpated by hunting during the Jekyll Island Club era. The development of management protocols for native species requires an understanding of trends in population size, population health, and ecosystem health. Future trends should aim to support viable populations of priority species (as identified in the Conservation Plan), remove or relocate species only as a last resort to prevent conflict with humans, and control dominant native species populations when necessary to maintain biodiversity or protect priority species. The feasibility of enhancing biodiversity and ecological stability through reintroducing extirpated native species such as bobcat and wild turkey should be evaluated.

• Management of Habitats and Sustainable Development

Despite limited development, Jekyll Island’s natural communities have been significantly impacted through a history of human occupation and resource utilization including, agriculture, hunting, timber extraction, landscape modification for residential and resort development, drainage of natural wetlands, creation of artificial ponds, groundwater use, roadway construction, shoreline armoring, and infrastructure maintenance. Through time, most extractive uses, such as logging and hunting, have been eliminated

or reduced while recreational and educational uses, redevelopment, and maintenance activities have come to be the dominant human activities on the landscape. As the JIA seeks to increase revenue through visitation, managers should be mindful that increased use, even for recreational and educational purposes, increases environmental stress. This is particularly true at the boundary between developed and undeveloped areas. Future trends should aim to protect existing natural habitat as well as altered habitat that has recovered to ecological health through natural processes. Furthermore, the Conservation Plan calls for restoration and enhancement of disturbed habitats including wetlands and uplands. All proposed projects that have the potential to affect natural systems on Jekyll Island, whether for redevelopment, maintenance, beautification, public health, commerce, recreation, education, conservation, or restoration purposes must be evaluated via the Environmental Assessment Procedure (EAP) as specified in the Conservation Plan.

• Applied Research

Research activities are essential to support adaptive management of natural resources. Research focusing on Jekyll Island has been conducted throughout the state-owned era, but only recently has applied research begun to be integrated into Island-wide management decisions. Internal research capacity has been vastly enhanced through the Georgia Sea Turtle Center Research Program. Built on a decadeslong effort to monitor trends in sea turtle nesting, the GSTC Research Program has broadened its scope to include ecological studies and wildlife health assessment related to freshwater, estuarine, and terrestrial turtles, amphibians, small mammals, birds, and species of perceived risk such as alligators and snakes. Additionally, the research program has expanded beyond wildlife to assessing hydrological restoration options for fragmented marsh habitats. These efforts have been strengthened by improved communication and collaboration between the JIA and external partners in academia, research, and natural resource management. Research findings are being translated directly into information for managers and entertaining educational materials and programs for the public. To monitor, evaluate, and respond to the other trends described above, strategic applied research should continue to be an area of growth through internal efforts, partnerships, and collaborations. P A G

ACCOMPLISHMENTS

• Education

• Establishment of an interactive Distance Learning Program

• Development of the Jekyll Island Conservation Plan • Addition of Director of Conservation position • Formation of internal Conservation Committee • Implementation of Environmental Assessment Procedure (EAP) • The GSTC continues to be a world-class leader in conservation through:

• Volunteer programs • The AmeriCorps program • Capacity building for sea turtle conservation throughout the world with a focus on Costa Rica and St. Kitts • The Marine Debris Initiative

• Integrated and applied conservation through growth and development of cross-departmental programs within the GSTC, such as the Diamondback Terrapin research and conservation program • Rehabilitation (veterinary and husbandry operations)

• The veterinary student externship program

• Research

• Expansion of Research Department capacity and focus beyond the nesting beach and sea turtles • Establishment of Research Coordinator as graduate faculty at UGA • External and internal support generated for graduate-student research in ecology and wildlife health • Establishment of Research Coordinator as adjunct faculty at College of Coastal Georgia (CCGA) • Establishment of research internship programs for undergraduates for course credit at CCGA and Juniata College • Field courses/modules taught annually for CCGA, Emory College, and Juniata College • Creation of a 40-year sea turtle database through recovery and compilation of historical nesting data from Jekyll

K Y

• Implementation of a wildlife response and reporting system for internal and public use • Adaptive implementation of the Causeway Vegetation Management Plan • Annual white-tailed deer population assessments and herd health assessment completed • Long term vegetation monitoring initiated for maritime forest • USGS Cooperative Water Resources Program initiated to evaluate surficial hydrology • Watershed Monitoring Plan developed • Watershed Assessment in progress • Watershed Protection Plan to be developed based on Watershed Assessment • Pine Lakes Golf Course certified as a Cooperative Audubon Sanctuary • LEED Silver certification of the new Jekyll Island Convention Center • 20th Century Fox dune restoration project • Jekyll Island Green Screen film screening and research showcase • Certification of Jekyll Island as a Bicycle Friendly Community

A S T

0 1

SHORT TERM

ACTIONS

0 TO 6O MONTHS

ISSUES

RR Development of dedicated funding mechanisms to support conservation and stewardship initiatives as outlined in the Conservation Plan and reach capacity goals for the Conservation Program as well as GSTC Rehabilitation, Research, and Education Programs RR Restoration and maximization of habitat value in both undeveloped and developed areas RR Management of interface between natural and developed areas RR Management of wildlife and human interactions with wildlife RR Management of wildlife populations and protection of priority species RR Management of non-native invasive species RR Development of adaptive environmental management plans for specific priority habitats and species RR Enhancement of capacity to enforce ordinances RR Enhancement of communication efforts internally and externally promoting JIA conservation initiatives and successes in addition to developing and disseminating digital, print, and social media materials to effectively reach target audiences RR Improvement of waste-management and disposal planning for redevelopment and maintenance projects RR Elimination of wildlife access to artificial food sources RR Improvement of visitor-use facilities in sensitive areas to accommodate desired volume of visitors without compromising ecosystem health or priority-species management goals

§ SHORT TERM ACTIONS § Develop and implement a conservation business plan that will support the growth of conservation initiatives and programs as directed by the Conservation Plan § Improve communication of the stewardship mission through web, print, and social media

§ Continue adaptive development of educational and volunteer opportunities through GSTC, the Children and Youth Conference Center, and environmental education partners § Revitalize Horton Pond for responsible visitoruse and stewardship

§ Certify Jekyll Island through the Tree City U.S.A. program § Certify Indian Mounds Golf Course as a Cooperative Audubon Sanctuary

§ Develop and implement research protocol outlining procedure for outside parties applying to conduct research on Jekyll § Support the design and implementation of strategic research that specifies internal and external scientific objectives and promotes internal efforts, partnerships, and academic collaborations

§ Control high-priority invasive plant and animal species in coordination with the Coastal Georgia Cooperative Invasive Species Management Area § Evaluate feral cat population and its effects on biodiversity and priority species

§ Continue to evaluate white-tailed deer population P A G

4 7

cont’d and its effects on biodiversity and priority species

§ Pursue advancement of NOAA restoration funding for the First Creek watershed

§ Evaluate feasibility of white-tailed deer population control methods

§ Seek Association of Zoos and Aquariums Accreditation for GSTC

§ Evaluate the feasibility of enhancing biodiversity and ecological stability through reintroducing extirpated native species such as bobcat and wild turkey

§ Continue expanding GSTC onsite capacity for Distance Learning to incorporate classroom, treatment room, and surgical facilities

§ Enhance understanding of systemic connections between surficial aquifers, freshwater wetlands, and hydrologic alterations

§ Complete the GSTC Master Plan and Submission of Request for Proposals for Architectural/Engineering Design and Specifications of Exhibitory and Built Environment and

§ Restructure and re-launch the Adopt-aBeach Program

§ Review and compile shoreline management literature and evaluate shoreline stabilization alternatives

§ Fund the GSTC Master Plan architectural/engineering design work

§ Develop Shoreline Management Plan that includes both beach and marsh shorelines and accounts for the anticipated effects of sea-level rise

ACTIONS

§ Build on GIS capacity within GSTC Research Program to enhance linkages to internal and external mapping needs, efforts, and resources

§ Develop and implement conservation management plans for all ponds that support or have supported wading bird rookeries

§ Consolidate on Island solid-waste disposal, staging, and mulching to facilitate restoration and/or revitalization of one or more of the areas associated with these uses and evaluate potential for brownfields restoration funding for any decommissioned sites

§ Develop restoration plan for Beach Pond and Indian Mounds aquatic corridor

§ Complete CIG marsh fragments project and evaluate restoration alternatives for Fortson Pond § Develop restoration plan for Fortson Pond

§ Require use of sustainable development and redevelopment practices while balancing commercial needs through the use of the Environmental Assessment Procedure (EAP); sync with existing smart growth tools (e.g. Green Growth Guidelines, Coastal Stormwater Supplement, other BMPs)

§ Develop conservation management plan for borrow pits that accommodates extraction of material while maximizing wildlife habitat value

§ Evaluate the ecological outcomes of the Causeway Vegetation Management Plan and adapt the plan accordingly § Update Conservation Plan

§ Maintain protective fire breaks and fire roads

§ Develop and implement plan to reduce or eliminate unpermitted residential and commercial landscaping in natural areas adjacent to lease plots

§ Assess feasibility of enhancing freshwaterwetlands habitat by eliminating or modifying drainage ditches

§ Update and enforce permitting requirements for well construction based on findings of USGS Cooperative Water Resources program

§ Update Fire-Management Plan

§ Conduct feasibility tests for use of controlled burning

SHORT TERM

K Y

A S T

0 1

LONG TERM ACTIONS

LONG TERM

ACTIONS

ยง Pursue funding to implement restoration plans with priorities to be determined by short-term outcomes and funding availability ยง Develop restoration plan for old landfill and dump and pursue brownfields funding for restoration of one or both properties ยง Develop and implement water conservation, energy conservation, and waste reduction programs across JIA and commercial and residential lease holders ยง Identify financial support and implement Shoreline Management Plan, in particular, addressing the rapidly degrading beach revetment

P A G

4 9

TRANSPORTATION

JEKYLL

49%

INFRASTRUCTURE

ISLAND E

K Y

A S T

Current Water Withdrawal level is 1,050,000 gallons per day

Sewer treatment capacity

Sewer treatment plant currently processes 457,000 gallons/day

TRENDS â&#x20AC;˘ Water and Sewer Capacity

MUNICIPAL SERVICES

Permitted Water Withdrawal

1,000,000 gallons/day

Water and Sewer Capacity

2,150,000 gallons/day

45.7%

The current permitted water withdrawal is 2,150,000 gallons per day. The current water withdrawal level is 1,050,000 gallons per day or almost 49% of permitted capacity. Sewer treatment capacity is 1,000,000 gallons per day. Treatment plant currently E

0 1

TRANSPORTATION, INFRASTRUCTURE, AND MUNICIPAL SERVICES

INFRASTRUCTURE

FOR LOCALS

Jekyll provides infrastructure for a small community of permanent residents, businesses, and guests and performs in a role similar to a local government – a unique position for a state entity.

• Revenues

The revenues for the three municipal service related enterprises have varied. The water and sewer revenue declined while the fire and sanitation revenues have increased in the period from FY2003 through FY 2013.

Both systems have the capacity to accommodate the currently planned redevelopment projects.

Water and sewer revenues declined almost 14% during that period which is due to the significant reduction in available hotel rooms. The fire department revenues increased almost 35%, and sanitation saw the biggest revenue increase at almost 88%.

Since 1980, Jekyll Island had a 42.5% decrease in resident population.

FY2003-2013 Revenues for municipal service related enterprises

sanitation saw the biggest revenue increase at almost 88%.

Fire department revenues increased almost 35%

WATER + SEWER

number of people who identify as residents of Jekyll Island in the US Census

+32%

+88% +35%

SANITATION

Island Residents

Since 1980 there has been a significant decrease in the number of people who identify as residents of Jekyll Island in the US Census. In 1980 there were 1,400 residents on the island, and by the 2010 census, that number dropped to 805, a 42.5% decrease in resident population. This decline corresponds to an increase in the number of dwellings being used as vacation rentals. The 1980 2010 decline in permanent residents is perceived to have negatively impacted Jekyll’s unique sense of community. Both systems have the capacity to accommodate the currently planned redevelopment projects.

Water and Sewer revenues declined almost 14%

FY2003-2013 expenses has increased from $770,590 to $1,020,704

FACILITIES & GROUNDS

• Island Residents

FIRE DEPARTMENT

processes 457,00 gallons per day or 45.7% of permitted capacity. The plant still has a 343,000 gallons per day buffer before the Environmental Protection Division’s (EPD) 80% restriction level is reached.

Increased significantly from FY2003 through FY2013

-14%

805 residents

1400 residents

• Expenses

The Repairs, Facilities, and Grounds expense has increased significantly during the period from FY2003 through FY2013, from $770,590 in 2003 to $1,020,704 in 2013. This is a 32.4% increase for the period or 2.9% per year. For the same period inflation averaged 2.5% a year. This increase can be partly attributed to increasing cost of materials and labor particularly related to maintaining aging infrastructure and historic resources. P A G

6O+ MONTHS

ACCOMPLISHMENTS • Completion of SPLOST projects • Completion of Phase III TE Bike Path expansion

LONG TERM

ACTIONS

§ Assessment of Water/Sewer Infrastructure and development of long-range plan § Conduct a capacity study to guide Island projects and redevelopment and inform land use and density decisions § Enhance existing waterways and provide additional recreational opportunities § Street Paving: the main thoroughfares on Jekyll - Riverview, Beachview, Shell and Captain Wylly - are all becoming worn and will need resurfacing within the next 2-5 years. Shoulder work is badly needed along many of these routes today. Additionally, there are many secondary roads that need to be resurfaced during this same time period. The Jekyll Causeway will also need to be resurfaced by DOT within this 2-5 year time frame. Cost Estimate: $300,000 § Vehicle Replacement: many JIA vehicles were purchased as surplus vehicles from DNR. Several have over 200,000 miles. Current vehicles are fuel inefficient, and you can see the ground through the floorboard of several trucks. Cost Estimate:

ISSUES

RR Percentage of fulltime residents and part-time residents RR Glynn County taxation vs. services (can/ should they do more?) RR Impact of increased visitation on existing aging infrastructure and services; what are the capacities of infrastructure and services? RR Life expectancy of sewer and water systems RR Future stormwater infrastructure needs RR Impact of redevelopment on fire department and mutual aid agreements with Glynn County

K Y

$820,000

§ Firehouse Expansion or Replacement: The current fire station is undersized in comparison to modern fire apparatus. For example, the door width and height and bay sizes are too small to house a ladder truck. In addition there are concerns with ADA compliance and male/female living quarters. Options could include renovations to the existing 50-year-old Firehouse or demolition and building a new facility. Cost Estimate:

$100,000 annually

§ Capital Equipment Investment/Replacement Plan: One Year, Three Year, and Five Year plan. Not only JIA vehicles, but heavy equipment inventory is very old and constantly breaks down which leads to massive inefficiency for the work crews. Most heavy equipment is so old replacement parts are no longer available. Cost Estimate: $100,000

annually

§ Water & Wastewater Investment: Maintaining and improving the capacity, functions, control systems, and infrastructure of water and wastewater systems is vital. Capital needs are currently funded via user fees and costs are planned in a rolling seven-year plan. Annual Cost

A S T

ACTIONS § Fire Department Ladder Truck: ISO has rated Jekyll a class three community - part of this rating came with the fact that there were less than four structures higher than three floors. With the new hotels – that number will be surpassed before ISO revisits, and a ladder truck will be needed to maintain not only the rating but also the ability to provide expected services to residents and guests. Cost Estimate:

Average: $258,000; Seven-Year Cost Total: $1,806,000

SHORT TERM

$3.5 million

0 1

0 TO 6O MONTHS

SHORT TERM ACTIONS Develop funding for future capital improvementsImprove communication of the stewardship mission through web, print, and social media

Tasks: § 0-12 Months: Prioritize major capital needs listed within this section, and integrate with information from Business Plan and Revenue Stream analysis

Complete development of Island Wide Signage Plan covering Directional Signs, Traffic Signs, and Destination Signs

Tasks: § 0-12 Months: Complete development of signage plan, focused on wayfinding signage to ensure visitors can travel around the Island safely and easily no matter their means of transportation § 12-36 Months: Implement priority signage improvements § 36-60 Months: Implement secondary signage improvements

Encourage people to decrease auto use through incentives and alternate transportation options

Tasks: § 00-12 Months: Develop alternate transportation plan focused on Islandwide shuttle system with aspects for paid tours and group transportation that can be sourced by a sole vendor § 12-14 Months: Release RFP for transportation and secure vendor § 14-16 Months: Implement transportation system with vendor

Complete pedestrian and bike paths

Tasks: § 0-12 Months: Prioritize bike path needs and improvements outlined in Island Bike Path Plan and integrate with capital funding plan and revenue planning

§ 12-60 Months: Implement priority path repairs and expansion as funding is available

Investigate potential alternate uses of the airport (car shows, festivals, etc.) Assess current and future law enforcement needs

Tasks: § 0-12 Months: JIA Public Safety works with GSP and Glynn County to identify public safety trends on the Island and potential weaknesses § 12-24 Months: Develop Public Safety Plan examining trends and future needs § 24-60 Months: Implement priority needs outlined in plan

Develop a comprehensive HR plan for recruiting, developing and retaining employees through: Workforce Planning, Organizational Development, Compensation & Benefits, Employee Relations, and Risk Management After completion of Master Plan, review Land Use Plan for future needs. Examine utilization levels of Land Use areas for highest, best use (such as the airport)

Tasks: § 0-24 Months: Examine visitation and infrastructure impacts of redevelopment projects as they come on line and continued growth in convention markets § 24-36 months: Examine the impacts of redevelopment and visitation trends on revenue streams, Island amenity and business uses, and in capacities of public use areas § 36-60 Months: Identify potential future redevelopment areas that can address needs and trends

P A G

5 3

JEKYLL

TRENDS â&#x20AC;˘ Golf Rounds

RECREATION

Rounds of golf declined 11% in the period from FY 2002 through FY 2012. This does not show the variation that occurred during the period. The largest drop occurred from FY 2006 through FY 2009. During this period golf rounds dropped from 82,379 in 2006 to 60,560 in FY 2009 a 26.4% decrease. This is most likely the result of the economic recession during the period and the loss of hotel and convention space. Since FY 2009 golf rounds have increased 21.5%, a likely indicator of increasing visitation.

ISLAND J

K Y

A S T

0 1

ACCOMPLISHMENTS

INCREASE

• Great Dunes Park

VISITATION

• Bike path construction • Marsh boardwalk

GOLF + TENNIS REVENUE

F+

TEN S> FY

TENNIS> F + F Y OL NI

ISSUES • Campground is too small and

$1,526,729

Summer Waves enterprise revenue

• More boating opportunities:

+64%

kayaks rentals

Campground saw a 64.5% increase in revenue from 2003-2013.

• What is the capacity of recreation amenities? How many people

FY2003

FY2013

FY2003

on a bike path or the beach is

FY2013

$1,798,061

DECLINE

LOSS OF $668,266

GO L

Summer Waves and the Campground

30%

needs to be expanded

+18% Summer Waves enterprise revenue

3,6

1 20

Revenue for some recreation related enterprises such as Summer Waves and the campground increased during the FY 2003 to FY 2013 period. In FY 2003, Summer Waves enterprise revenue was $1,526,729 and in FY 2013 it was $1,798,061, an increase of almost 18% which is still lower than the rate of inflation. During the same period, the campground saw a 64.5% increase in revenue. Expanding the campground could be a good source of additional revenues. Combined golf and tennis revenue declined significantly during the period, going from $2,291,934 in FY 2003 to $1,623,668 in FY2013, a drop of almost 30%.

• Revenues

03: $2,291,93 0 2 3: $1,62

too many before the quality of experience is degraded • Private business success

P A G

Develop funding plan and potential sources for prioritized improvements

Tasks: § 0-24 Months: Prioritize major recreation needs listed within this section and integrate into capital funding and revenue plan § 24-60 Months: Develop and implement priority projects based upon funding availability

Complete Bike Path Network Campground: Redesign the

campground to accommodate new, larger recreational vehicles (RVs), and revamp certain areas to accommodate more RVs. Relocate and redesign Primitive Camp Sites to maintain market segment.

Cost Estimate: $2 million

North Picnic Area Revitalization:

Driftwood Beach is a major attraction for the Island. Unfortunately, beach erosion and other issues have taken their toll on the entrance to the area and its overall appeal. The area is overgrown, and access has become more limited. Parking is not well designed. This area could become a beautiful entrance/overlook area to Driftwood Beach. Picnic tables and other amenities could once again be a part of this area. Smaller areas with beach access/picnic opportunities, etc. could serve to disperse visitation throughout the Island in the future.

Cost Estimate: $300,000

K Y

Golf Course Master Plan: There is a

need to review all of the golf course operations in order to prioritize maintenance and improvements. This review should also examine the feasibility and impact of privatizing the golf operations and maintenance. Determinations should be made on how to best accomplish improvements to the three 18-hole golf courses, the historic 9-hole course, the support maintenance facilities, the Golf Club House, and Great Dunes Park Registration facility. There is an estimated 15 miles of cart paths that must be maintained and repaired. Club House renovations needed; work to several greens; drainage issues; course redesign and reconfiguration opportunities. Prioritize improvements: Indian Mound course, Driving Range, how best to handle aging Oleander infrastructure, Renovate or build new Club House facility.

SHORT TERM

ACTIONS

Cost Estimates:

§ Indian Mound Renovation: $4.5 million § Oleander Renovation: $6 million § Great Dunes Renovation: $2.5 million § Driving Range Renovation: $50,000 § Club House Improvements: $250,000 § Golf Course Maintenance Equipment: $200,000

Mini Golf: Drainage and landscaping

improvements are needed to improve the guest experience at the mini golf facility.

Cost Estimate: $75,000

A S T

0 1

Fishing Pier:

LONG TERM

ACTIONS

The pier is used by guests throughout the year for access to better fishing. There are several damaged pilings that will require repair or replacement.

Cost Estimate: $400,000

Campground Pavilion: Gathering place.

Winter guests have requested this improvement for many years.

Cost Estimate: $100,000

Tennis Center: Updating of facility/locker rooms/concession areas, etc. new fencing; landscape improvements.

Cost Estimate: $100,000

Amphitheater: A recent structural engineering study detailed

what would be needed to refurbish the amphitheater and support structures. Additionally, there is a need to determine how the facility would be promoted and operated.

Cost Estimate: $1 million

Summer Waves Water Park: Summer Waves is 22 plus

years old and has been a popular amenity for this Island since its inception. Revenues from Summer Waves continue to be extremely favorable to the JIA bottom line. With the exception of the splash zone, nothing new has been added to the park. As with any business, it is crucial to keep up with technology and trends related to the industry to simply hold your market share of the industry. Summer Waves has not done this, yet visitation numbers remain strong. There are upgrade needs to the Park and the need for modifications and a new attraction.

Cost Estimate: $3 million

Great Dunes South: Completion of this park will greatly

enhance the Village and Great Dunes Park projects. This area will provide additional parking, restrooms, picnic facilities and crossover services for guests. This project has received JIA Board approval, but funding is not readily available.

Cost Estimate: $600,000 Implementation of Clam Creek Master Plan: Complete improvements to Clam Creek Picnic Area.

Cost Estimate: $400,000

St. Andrews Picnic Area Improvements: Resurfacing roads

and parking, replacement of paths, construction of picnic shelter.

Cost Estimate: $350,000

P A G

5 7

FIVE YEAR SHORT TERM WORK PROGRAM

See Trends, Accomplishment, Issues and Actions section for full details on implementation items

Action

2014

2015

2016

2017

2018

Economic Sustainability 1. Conduct study of JIA funding sources and business plans to determine future or additional revenue streams considering long term profitability, feasibility of privatization of certain functions, and outside revenue not currently captured Tasks

· Complete Study 2. Complete Beach Village including Westin, Hyatt Place, Retail Village, Jekyll Island Club Hotel Ocean Front, Great Dunes South Park Tasks · Continue to work to insure construction is competed and goals are met 3. Complete hotel redevelopment including Trammell-Crow, Jekyll Oceanfront, Oceanside to Holiday Inn Conversion, Quality Inn, remaining portions of the Hampton Inn site, and Days Inn Tasks · Continue to work with lease holders to plan · Work with partners to develop financial plans · Work with partners through construction phase · Work with partners in marketing and sales 4. Seek change in Jekyll Island Legislation from 65/35 ratio to maximum development acreage limit J

K Y

A S T

0 1

FIVE YEAR SHORT TERM WORK PROGRAM

See Trends, Accomplishment, Issues and Actions section for full details on implementation items

Action

2014

2015

2016

2017

2018

Task · Work with Legislative Oversight Committee to draft and submit legislation 5. Expand partnerships including College of Coastal Georgia, DNR, UGA/4H, Glynn County, GDOT, Governor’s Office, Legislative Oversight Committee among others Tasks · Identify existing and potential partners · Develop plans with partners for projects, cooperation and continued growth opportunities · Implement priority partner opportunities and maintain exiting partnerships 6. Develop JIA Island wide point of sale, ticketing and reservation system that unifies JIA functions to increase revenues and reduce costs Tasks · Identify needed infrastructure, locations and components · Identify development costs and funding sources · Develop and roll out program

7. Support increase hotel/motel tax

P A G

5 9

FIVE YEAR SHORT TERM WORK PROGRAM

See Trends, Accomplishment, Issues and Actions section for full details on implementation items

Action

2014

2015

2016

2017

2018

Tasks · Work with partners to increase hotel/motel tax 8. Continue to work with Jekyll Island CVB and Golden Isles CVB

Tasks · Identify opportunities created by expanded funding

Historic and Cultural Resources 1. Develop capital fundraising campaign for revitalization of Jekyll Island Museum in partnership with the Jekyll Island Foundation Tasks

· Revisit concept plan · Conduct campaign feasibility study · Conduct silent phase of capital campaign · Conduct public phase of capital campaign · Compete design phase

· Construction J

K Y

A S T

0 1

FIVE YEAR SHORT TERM WORK PROGRAM

See Trends, Accomplishment, Issues and Actions section for full details on implementation items

Action

2014

2015

2016

2017

2018

2. Develop use and rehabilitation plans for remaining un-restored buildings. Plans should identify potential funding sources for rehabilitation and revenue producing uses Tasks · Complete detailed preservation study of buildings and examine use potentials · Prioritize projects based on need, use and funding potential · Develop future opportunities

Buildings

· Gould indoor tennis court · Baker-Crane carriage house with GSTC · Single servants dormitory for JIA staff office and expanded education classroom · Hollybourne 3. Strengthen marketing of Historic District and Museum to increase visitation, attendance, and revenue streams. Integrate into other activities for convention marketing materials Tasks · Develop design standard, marketing plan, and components

P A G

6 1

FIVE YEAR SHORT TERM WORK PROGRAM

See Trends, Accomplishment, Issues and Actions section for full details on implementation items

Action

2014

2015

2016

2017

2018

· Integrate into Museum capital campaign · Develop push for opening of new facility · Develop post opening push and marketing rollout 4. Develop diversity of events in the Historic District to attract a broader visitor base. Consider activities such as art, theater, music and movies among others Tasks · Integrate ideas as part of partnership development outlined in Economic Sustainability section · Implement with partner organizations

Natural Resources 1. Develop and implement conservation business plan Define funding needs, goals, and timeline Identify feasible funding programs

Institute funding programs

2. Revitalize Horton Pond

K Y

A S T

0 1

FIVE YEAR SHORT TERM WORK PROGRAM

See Trends, Accomplishment, Issues and Actions section for full details on implementation items

Action

2014

2015

2016

2017

2018

3. Evaluate feasibility of whitetailed deer population control methods 4. Complete CIG marsh fragments project and evaluate restoration alternatives for Fortson Pond 5. Develop adaptive environmental management plans for specific priority habitats and species Develop management plans for all ponds that support or have supported wading bird rookeries Develop restoration plan for Fortson Pond Develop restoration plan for Beach Pond and Indian Mounds aquatic corridor Develop borrow pit management that accommodates extraction of material while maximizing wildlife habitat value 6. Shoreline Management Review and compile shoreline management literature and evaluate shoreline stabilization alternatives Develop Shoreline Management Plan that includes both beach and marsh shorelines and accounts for the anticipated effects of sea-level rise 7. Update Jekyll Island Conservation Plan P A G

6 3

FIVE YEAR SHORT TERM WORK PROGRAM

See Trends, Accomplishment, Issues and Actions section for full details on implementation items

Action

2014

2015

2016

2017

2018

Transportation, Infrastructure and Municipal Services 1. Develop funding for future capital improvements

Tasks 路 Prioritize major capital needs and integrate with information from the Business Plan and Revenue Stream analysis 2. Complete development of Island wide signage plan covering directional signs, traffic signs and destination signs Tasks 路 Complete signage plan focused on way finding signage to ensure visitors can travel around the Island safely and easily regardless of transportation method 路 Implement priority signage improvements 路 Implement secondary signage improvements 3. Encourage decreased automobile use through incentives and alternate transportation options

Tasks

K Y

A S T

0 1

FIVE YEAR SHORT TERM WORK PROGRAM

See Trends, Accomplishment, Issues and Actions section for full details on implementation items

Action

2014

2015

2016

2017

2018

· Develop alternate transportation plan focused on island-wide shuttle system with aspects for paid tours and group transportation that can be sourced by a sole vendor · Release RFP for transportation and secure vendor · Implement transportation system with vendor 4. Complete pedestrian and bike paths

Tasks · Prioritize needs and improvements outlined in the Island bike path plan and integrate with capital funding plan and revenue planning · Implement priority path repairs and expansion as funding is available 5. Assess current and future law enforcement needs

Tasks · JIA public safety work with GSP and Glynn County to identify public safety trends and potential weaknesses · Develop public safety plan to address trends and needs

P A G

FIVE YEAR SHORT TERM WORK PROGRAM

See Trends, Accomplishment, Issues and Actions section for full details on implementation items

Action

2014

2015

2016

2017

2018

· Implement priority actions outlined in plan 6. Develop a comprehensive human resources plan for recruiting, developing and retaining employees through: workforce planning, organizational development, compensation and benefits, employee relations, and risk management Tasks · Develop human resources plan 7. Review land use plan for future needs. Examine utilization levels of areas for their best use such as the airport. Tasks · Study visitation and infrastructure impacts of redevelopment projects and continued growth in conventions · Study the impacts of redevelopment and visitation trends on revenue streams, island amenity and business uses and capacities of public use areas · Identify future redevelopment areas that can address needs and trends

Recreation 1. Develop funding plan and potential sources for prioritized improvements

K Y

A S T

0 1

FIVE YEAR SHORT TERM WORK PROGRAM

See Trends, Accomplishment, Issues and Actions section for full details on implementation items

Action

2014

2015

2016

2017

2018

Tasks 路 Prioritize major recreation needs listed within this section and integrate into capital funding and revenue plan 路 Develop and implement priority projects based upon funding availability 2. Complete Bike Path Network

3. Redesign the campground to accommodate new, larger recreational vehicles (RVs), and revamp certain areas to accommodate more RVs. Relocate and redesign Primitive Camp Sites to maintain market segment.

4. North Picnic Area Revitalization

5. Develop Golf Course Master Plan

6. Mini Golf drainage and landscaping improvements

P A G

6 7

Jekyll Island Authority:

Jekyll Island Legislative Oversight Committee:

Master Planning Team Jekyll Island Authority:

University of Georgia:

Carl Vinson Institute of Government

Langford D. Holbrook, PI and Project Manager Daniel H. Bivins Jan Coyne Leigh Askew Elkins Brian Chernoff, Graduate Assistant

J.W. Fanning Institute for Leadership Development

Emily Boness Maritza Soto Keen Raye Rawls Janet Rechtman Joy Wilkins (now with the Small Business Development Center)

Center for Community Design & Preservation at the College of Environment and Design Eleonora Machado, Graphic Design

JEKYLL MASTER PLAN 2014

ISLAND CREDITS: