Hiawassee Downtown Strategic Plan

a i g r o e G , e e s s a w Hia Downtown Strategic Plan | 2018

INTRODUCTION

6

PRIORITY AREAS

9

THE PROCESS

11

PRIORITY AREA ONE Quality of Life

16

PRIORITY AREA TWO Community Identity

23

PRIORITY AREA THREE Historic Town Center Revitalization

28

PRIORITY AREA FOUR Town Square

38

PRIORITY AREA FIVE Economic & Workforce Development

46

PRIORITY AREA SIX Transportation

50

CONCLUSION

55

Liz Ordiales, Mayor Annaka Woodruff, Appalachian Regional Commission Patrick Larson, Georgia Mountain Regional Commission

STEERING COMMITTEE Ronnie Phillips, Chairperson Convention Visitors Bureau Cliff Bradshaw, Towns County Commissioner Paul Smith, Chief of Police Josh Alexander, Chairperson Building & Planning Committee Alex Kairney, Building & Planning Commission Bonnie Kendrick, City Clerk Amy Barrett, City Council Member Darren Berrong, Superintendent of Schools Candace Lee, Chamber of Commerce

Noel Turner, Towns County Civic Association Danny Burch, Local Business Owner Jerry Taylor, Historian

Local Business Owner Bruce Olsen, Local Businesses Owner Bill Pierson, Local Businesses Owner Jesse Cook, City of Hiawassee infrastructure Daniel Frizzell, Blue Ridge Mountain EMC Callie Moore, Hiawassee Watershed Coalition Don Baker, Engineering Management Inc Shane Giles, Georgia Dept of Transportation Kemmy Garrett, Tennessee Valley Authority Lynn Mcpeak, Local Businesses Owner Ryan Snow, Local Businesses Owner

Jason Edwards, Deputy Historian

Lindie Wright, Local Businesses Owner

Dan Paris, Local Business Owner

Christine Romero, Local Businesses Owner

Charles Nicholson, Resident

Herbert Bruce, Towns County Lions Club &

Linda Pallone, Local Businesses Owner

Grace Howard, Hamilton Gardens

Tamela Shiver, Local Business Owner

Melanie Hughes, South State Bank

Bob Anderson, Local Business Owner

Gerald Gutenstein, Lake Chatuge Rotary Club

Ron Lambright, Local Business Owner

UNIVERSITY OF GEORGIA CARL VINSON INSTITUTE OF GOVERNMENT Ted Baggett, Associate Director Harry Hayes, Senior Public Service Associate Jessica Varsa, Public Service Assistant Daniel Shinkle, Landscape and Urban Designer T. Clark Stancil, Landscape and Urban Designer Allison Cape, Graphic Designer Elizabeth Solomon, Graduate Assistant

CLOCKWISE FROM TOP LEFT: McConnell Memorial Baptist Church | Concert in Town Square City Hall | Bell Mountain | The Gazebo in the Town Square

L

ocated in the north Georgia mountains and housing a population of approximately 900 residents, the City of Hiawassee is situated on the shores of Lake Chatuge, a large Tennessee Valley Authority reservoir recreational area. Approximately 110 miles from Atlanta, and just a few miles south of the North Carolina border, the city serves as the county seat and economic hub of Towns County. The nearby Appalachian Trail, which follows the eastern border of Towns County, has made Hiawassee a stopping point for hikers and nature enthusiasts who come to the area to enjoy the many miles of trails in the Chattahoochee National Forest. Surrounding Hiawassee, major attractions including the Georgia Mountain Fairgrounds and Hamilton Gardens bring visitors to the city for shopping, dining, and accommodations. These unique amenities provide countless opportunities for fishing, hiking, and other events, making Hiawassee not only a great place to live but also a tourism destination.

6 Downtown Hiawassee Strategic Plan

In 1870, the City of Hiawassee was incorporated under its original spelling of “Hiwassee” following Towns County’s creation in 1856. The city’s location at the junction of the Unicoi Native American Trail and other foot trails may have led to the city’s name, which means “meadow” in Cherokee. At the time, Hiawassee had few residents and little economic activity, much like other Georgia mountain towns, due to unfriendly terrain for farming. The turning point for Hiawassee was in 1936 with the creation of the Chattahoochee National Forest, and in 1942 with the damming of the Hiwassee River to create Lake Chatuge, which straddles the border between Georgia and North Carolina.

Together these changes brought tourism to the region.

Hiawassee and Young Harris are the only incorporated municipalities in Towns County. Young Harris boasts Young Harris College, and was also home to Zell Miller, a former Georgia governor and U.S. senator. Working together, Hiawassee, Young Harris, and Towns County serve a growing population, one that is projected to more than double by 2050. Moving from a primarily rural area to one supported by services such as Chatuge Regional Hospital, Hiawassee’s economy has been enhanced by population growth throughout the region. However, increasing growth must be met with measures to maintain a small town feel to sustain the area’s attractiveness.

The Appalachian Mountains overlook every inch of the city, from the courthouse to Lake Chatuge.

7 Downtown Hiawassee Strategic Plan

I

n the spring of 2017, the City of Hiawassee was awarded a project grant from the Appalachian Regional Commission (ARC) for the development of a strategic plan. Through a partnership with the Georgia Office of Planning and Environmental Management, ARC funds projects in Georgia that clearly identify priority projects that address one or more of five ARC goals and demonstrate measurable results. Eligible activities include the development and implementation of a community-based strategic plan as well as activities that help build a community’s capacity to mobilize resources, gain leadership experience, and strengthen community institutions and partnerships. The strategic plan does all of these.

The City of Hiawassee selected the University of Georgia’s Carl Vinson Institute of Government to lead it through a year-long process to complete the planning document. The first of its kind for the City, the grant has enabled City leadership to identify priorities and create a work program for the next five years. City leadership recognized the importance of identifying priorities based on limited available resources while

8 Downtown Hiawassee Strategic Plan

balancing the needs of current residents and visitors.

Leadership also understands that visitors are potential future residents, and measures to improve the experience of visitors in turn improve the quality of life for current residents. This plan addresses the needs of both residents and visitors. Leadership in Hiawassee desired clearly defined action items with realistic goals and objectives consistent with achieving identified work priorities, the end result of which is this strategic plan.

From the outset, Hiawassee has emphasized the importance of gathering meaningful public input on what its priorities should be. As the strategic planning process is as important as the plan itself, City of Hiawassee administration engaged a wide spectrum of stakeholders to inform its decision-making.

Stakeholder input around the City’s greatest needs and prioritization of strategies to achieve those needs make up the core of this plan document.

Through a year-long process, the Steering Committee identified and prioritized issues, conducted stakeholder input, and drafted the plan document around the following six priority areas:

PRIORITY AREAS

QUALIT Y OF LIFE

HISTORIC TOWN CENTER REVITALIZATION

COMMUNIT Y IDENTIT Y

TOWN SQUARE

ECONOMIC & WORKFORCE

TRANSP ORTATION

DEVELOPMENT 9 Downtown Hiawassee Strategic Plan

The plan roughly identifies the boundaries of downtown as the intersection of Sims Circle and Main Street at the north end to Chatuge Way in the south. These boundaries provide a more focused area for the design solutions and strategies that will make up the strategic plan.

DEMOGRAPHIC OVERVIEW Hiawassee’s median home value is considerably higher than statewide values, while the median household income is lower. The median age is higher, indicating the presence of older citizens calling Hiawassee home. This is likely the result of retirees making Hiawassee their home.1 As of the 2010 census, 61% of the total housing units were occupied. That means almost 40% were unoccupied by the primary homeowner, which accounts for second-homes and seasonal rentals (since a vacant unit may be one which is entirely occupied by persons who have a usual residence elsewhere). Of those that were occupied, owner and rental occupancy are almost equally split at 53% and 47%, respectively.

Data on home values of owner-occupied units indicate homes valued between $100,000 and $200,000 make up the majority of the occupied units. This value would be higher if we were to take into account second and seasonal homes.

10

1.U.S. Census Bureau estimates for 2016 indicate that household income for the City is $35,217, place median home value at $217,900 and indicate a median age of 64.8. Georgia’s median household income for that year was $51,037, median home value was $152,400, and median age was 36.2.

Downtown Hiawassee Strategic Plan

ABOVE | Towns County Steering Committee members were selected from across the city and represent many different interests. They met several times and helped determine priority areas for the city.

S

trategic planning is a collaborative planning and decision-making process that relies on stakeholder input to create a shared plan and implementation strategy.

The process helps stakeholders better understand community goals, more clearly identify priorities, carefully inventory available resources, and then use each as a basis for planning. The resulting Hiawassee Strategic Plan provides a detailed look at what City officials and the community want to accomplish in the next five years. The strategic plan is narrow in focus, honing in on downtown and implementable action items that resolve major issues through collaboration with multiple stakeholders.

11 Downtown Hiawassee Strategic Plan

Steering Committee Groups •Downtown business owners •City of Hiawassee •Young Harris •Towns County •State officials •Real estate professionals •Civic groups •Economic development entities •Environmental groups STAKEHOLDER INVOLVEMENT Stakeholder involvement is a vital component of strategic planning. In Hiawassee, the Institute of Government held focus groups, conducted one-on-one interviews, held a community town hall, and facilitated a steering committee to garner stakeholder input for the strategic plan. Stakeholders expressed their views about the top issues facing the city and opportunities for improvement.

STEERING COMMIT TEE ENGAGEMENT The Towns County Strategic Plan Steering Committee was selected by City of Hiawassee leaders to provide input and direction for creating a shared, implementable strategic plan for the city. The members reflect a cross section of city and county officials, tourism and economic development representatives, civic groups, educators, and others who are aware of current initiatives that could inform the strategic planning process. Under the guidance of Institute faculty, the committee met several times over 12 months to identify major priority areas, provide input on whom to interview and include in focus groups, prioritize refined strategies, perform a visual preference survey, and confirm goals, action steps, and timelines for each of the strategic priorities.

STAKEHOLDER INTERVIEWS AND FOCUS GROUPS The Institute of Government conducted seven interviews with key stakeholders and five focus groups to garner input on the six priority areas and identify additional key issues and opportunities to be addressed in the plan.

12 Downtown Hiawassee Strategic Plan

Focus groups helped inform leaders about Hiawassee residents’ top priorities for the city.

TOWN HALL As part of the public input phase, the Institute of Government hosted a Town Hall meeting in the City of Hiawassee to help paint a comprehensive picture of the downtown by the people who live and work there.

This included discussing positive features and aspects about Hiawassee and then identifying things that need improvement and issues to be addressed in the future.

PUBLIC INPUT AND PLAN REVIEW Institute faculty, with input from the Steering Committee, conducted a plan and ordinance review to understand previous planning efforts in Hiawassee. The following seven plans and ordinances were reviewed: •2016 Towns County Joint Comprehensive Plan •Comprehensive Economic Development Strategy and Regional Plan Annual Update 2015 •Lake Chatuge Watershed Action Plan (March 2007) •2017 Hiawassee Planning-Development Ordinance •2017 Hiawassee Derelict and Blighted Property Ordinance •2017 Hiawassee Sign Ordinance •2017 Hiawassee Alcohol Ordinance The following themes emerged from the process and were used to guide discussions around developing strategic priorities for the next five years.

13 Downtown Hiawassee Strategic Plan

W H AT ’ S W O R K I N G W E L L STRONG SENSE OF COMMUNITY, SMALL TOWN FEEL “Safe,” “friendly,” “peaceful,” and “potential” are ways participants in the Town Hall described Downtown Hiawassee. People love the quaint feel and friendly atmosphere, which is inviting and comforting to visitors, residents, and business owners. The “small town feel” was cited as a favorite thing about the area.

TOWN SQUARE Those in attendance at the Town Hall meeting expressed an appreciation for Hiawassee’s Town Square and its events. Hiawassee should continue to promote the Town Square as a major focal point, as well as consider ways to pursue improvements that would strengthen its identity and increase the sense of arrival to downtown.

LOCATION AND NATURAL AMENITIES Citizens enjoy the fact that Hiawassee is located in the north Georgia mountains but only two hours from major centers such as Atlanta, Asheville, and Chattanooga. Town Hall participants repeatedly cited Lake Chatuge and the mountains as major contributors to the high quality of life, including the scenic views, as well as recreational opportunities.

14 Downtown Hiawassee Strategic Plan

W H AT N E E D S AT T E N T I O N ADDRESS VACANT BUILDINGS AND LOTS Downtown Hiawassee is suffering from the same disinvestment many small towns are experiencing across Georgia. High sales prices, economic uncertainty, and rapidly changing shopper preferences have made investment in downtowns risky. However, Hiawassee has great potential through measures the City and its partners can take in offering incentives, programming, and code revisions to reduce vacancies and improve the appearance of downtown.

BEAUTIFICATION While downtown Hiawassee is known as a charming place, a focus on beautification would improve the attractiveness of the area. Focusing on cleanliness and improving the physical environment sends the signal that Hiawassee is cared for. Short-term investment in beautification such as flowers, benches, faรงade improvements, and simple updates can improve the overall quality of life for residents. Town Hall participants also expressed a need for gateway signage upon entering Hiawassee from the south.

TRAFFIC AND TRANSPORTATION Better traffic flow downtown through the creation of medians, improved streetscapes, turning lanes, more sidewalks, and bike lanes were cited as desired improvements. Many of these improvements are reliant upon work of partners such as the Georgia Department of Transportation, but beginning to address issues through the strategic planning process will enable plans to be developed for improved traffic flow and pedestrian movement. Town Hall participants also expressed a need for improved parking downtown.

BUSINESS MIX AND BUSINESS PROMOTION Residents want Downtown Hiawassee to be a destination for leisurely dining and shopping. People appreciate the current business mix but would like to see additional dining and local business investment. A wider variety of businesses will attract a wider variety of patrons. Residents would like to see an overall organized and coordinated approach to business recruitment and promotion, as well as downtown activities, events, and development.

15 Downtown Hiawassee Strategic Plan

PRIORITY AREA 1 16 Downtown Hiawassee Strategic Plan

Q

uality of life goes beyond the core set of services residents expect from their community, such as health care, education, and a healthy economy. It also involves a clean and healthy environment, recreational opportunities, and opportunities for social interaction.

Thus, Hiawassee prioritizes improved water quality, expanded recreational opportunities in the city, and downtown events for residents and visitors.

17 Downtown Hiawassee Strategic Plan

Flicks on the Square (above) and Scarecrow Invasion (below) are just two of several events that the city hosts.

EVENTS

Goal

1

> Balance needs of tourists with year-round residents by pursuing activities and events that serve both groups by planning and hosting more events in town

Timeline: Short Term, 2019-2020

Lead: City Economic Development Director

Partners: Chamber, Georgia Mountain Fair Grounds, County,

Funding: Local businesses, self

Business Owners, Civic Organizations (Rotary, Lions Club)

funding, user fees

Steps •Host Fall Affair on the Square (mid-September) •Continue to host Light Up Hiawassee (December 1) •Explore possibilities of more events in October •Market events through Chamber of Commerce

18 Downtown Hiawassee Strategic Plan

MAYOR ’S PARK

Goal

2

> Create trails at Mayor’s Park along lake front

Timeline: Short Term, 2019-2020

Lead: City Economic Development Director Funding: Land and Water Conservation Fund grants, Georgia DNR grants

Partners: TVA, Watershed Coalition Steps •Secure funding •Identify contractors to develop and build trails •Implement plan

MAYOR ’S PARK

LLOYD ’S LANDING

Mayor’s Park and Lloyd’s Landing are two recreation areas that serve as water access points for the area.

LLOYD ’S LANDING + MAYOR ’S PARK

Goal

3

> Connect Lloyd’s Landing with Mayor’s Park

Timeline: Long Term, 2020-2023 Partners: DOT, TVA, DNR

Lead: City Economic Development Director Funding: Land and Water Conservation Fund grants, Georgia DNR grants

Steps •Initiate process •Talk to DOT •Identify financing

19 Downtown Hiawassee Strategic Plan

LLOYD ’S LANDING

LLOYD ’S LANDING

Goal

4

> Create a children’s water feature at Lloyd’s Landing, such as a splash pad

Timeline: Long term,2019-2021 Partners: Watershed Coalition, TVA, DNR

Lead: City Economic Development Director Funding: Land and Water Conservation Fund grants, Georgia DNR grants

Steps •Initiate process •Secure funding

20

ABOVE | Splash pad examples from Macon, Georgia, and Little Elm, Texas. Splash pads would add a family-friendly environment and another water recreation option to Lloyd’s Landing.

Downtown Hiawassee Strategic Plan

.

ms

Rd

Si

C i rc

Ha

r rbo

N. Main Street

le

Fire Station 1

Lake Chatuge

ive ky Dr S g i B

Downtown

Allowing a water access point at Fire Station 1 to Lake Chatuge would create an entry that is covenient to downtown and increase overall usage.

FIRE STATION 1

Goal

5

> Create water access point to the city at property adjacent to Fire Station 1

Timeline: Long Term, 2020-2023

Lead: City Economic Development Director Funding: Land and Water Conservation Fund grants, Georgia DNR and TVA grants

Partners: County, TVA, DNR Steps •Assign project manager •Acquire land at Fire Station •Identify funding sources •Identify potential contractors to install ramp

Goal

6

WATER QUALITY > Build support for improved water quality in Lake Chatuge by considering adoption of storm water standards

Timeline: Short Term, begin and complete within one year, ongoing Partners: Watershed Coalition, EPD, TVA, DNR

Lead: City Administration

Funding: Land and Water Conservation Fund grants, trail funds (TBD)

Steps •City engineers conduct additional samplings throughout watershed •Watershed continues to conduct monthly samplings •City’s building inspector also licensed as local issuing authority for soil erosion permits •Continue to revise Watershed Protection Plan as needed

21 Downtown Hiawassee Strategic Plan

PRIORITY AREA 2 22 Downtown Hiawassee Strategic Plan

C

itizens of Hiawassee value the city’s small town feel and location nestled in the southeastern Blue Ridge Mountains alongside Lake Chatuge. Most identify with a particular way of life enabled by its location and natural, cultural, and economic offerings. Hiawassee recognizes steps it could take to further enhance community identity in the region.

23 Downtown Hiawassee Strategic Plan

PUBLIC ART

Goal

7

> Create public art by placing murals or art throughout town in partnership with Young Harris College Art Department and local artists

Timeline: Long Term, 2020-2023 Partners: Mural Society, Young Harris College, local artists Steps •Identify key players •Create a theme •Develop a project plan •Institute project

24 Downtown Hiawassee Strategic Plan

Lead: City Economic Development Director Funding: Self-funded, Hotel-Motel Tax, franchise fee

PRO P OSE D

B E F OR E

PUBLIC ART |Brick walls are opportunities to add colorful displays of hometown pride.

Public art such as bright, graphic murals and painted crosswalks give a unique sense of place, indicating to visitors that Hiawassee is a place worth stopping and visiting.

25 Downtown Hiawassee Strategic Plan

ABOVE |Adding gateway signage and streetscaping at key entry points to the city creates a welcoming environment and signifies to visitors that there are reasons to stop.

GATEWAY SIGNAGE

Goal

8

> Create gateway signage upon entering the city from all points of entry

Timeline: Short Term, 2019-2020

Lead: City Administration

Partners: DOT, Engineer, Architect, Masonwork

Funding: SPLOST

Steps •Have drawings made of gateway signage •Identify contractor to install signage •Secure permitting from DOT to install signage in right-of-way

MAYOR ’S PARK

Goal

9

> Continue discussion involving annexation of Mayor’s Park

Timeline: Short Term, 2019-2020 Partners: Towns County Steps •Talk with County •Engage attorneys •Pass legislation

26 Downtown Hiawassee Strategic Plan

Lead: City Administration Funding: None

History

OLD ROCK JAIL

The Old Rock Jail (above) opened in 1936 and served as the county jail until the 1970s. It included several cells and living quarters for the jailer and his family. The Old Rock Jail was added to the National Register of Historic Places in 1985 and is currently maintained by the Towns County Historical Society.

Goal

10

HIAWASSEE HISTORY > Promote history of Hiawassee through preserving Old Rock Jail, Stone House, Old Log Cabins, Berrong property, and remaining piece of Unicoi Highway located at current Lloyd’s Landing

Timeline: Long Term, 2021-2023

Lead: Towns County Historical Society

Partners: City, Georgia Mountain Regional Commission Funding: Historic preservation grants, Georgia DNR grants Steps •Assist with marketing efforts •Encourage historic preservation where appropriate •Create directional signage located on Town Square indicating location of historic properties

27 Downtown Hiawassee Strategic Plan

PRIORITY AREA 3 28 Downtown Hiawassee Strategic Plan

T

he central historic core of Hiawassee centers on the Town Square and includes the buildings that have historically housed residents as well as commercial and civic uses in the nearby vicinity. The Towns County Courthouse, Old Rock Jail, and two-story brick commercial buildings on Main Street are just some of the historic facilities still remaining in Downtown Hiawassee. Recognizing the importance of promoting and enhancing its history, as well as leveraging new uses and attractions are top priorities for the City.

Downtown Hiawassee Strategic Plan

29

T

This plan maximizes the benefits of both parallel and angled on-street parking while providing expanded streetscape amenities and beautification tactics. This plan proposes to create ADA-accessible pedestrian bumpouts and crosswalks at all Main Street intersections to improve pedestrian safety and promote walkability downtown. Sidewalks are shown widened from five feet to eight feet to allow for more business-front activity. Adding beauty strips along Main Street as shown will accommodate street trees, which will shade and beautify downtown while providing visitors with a sense of arrival. Angled parking facing Town Square will encourage visitors to stop and visit while helping slow traffic speeds. Parallel parking on Main Street blocks flanking Town Square allows for more street trees while supporting downtown businesses.

30 Downtown Hiawassee Strategic Plan

HIAWASSEE TOWN CENTER

Master Plan

Downtown Hiawassee Strategic Plan

31

T

he benefits of adding medians are that they provide streetscape amenities and beautification tactics while maintaining turn lanes on Main Street. This plan proposes to add an eight-foot-wide median to beautify downtown blocks on Main Street while allowing for turn lanes to remain. This plan will create ADA-accessible pedestrian bumpouts and crosswalks at all Main Street intersections to improve pedestrian safety and promote walkability downtown.

This plan has two drawbacks when compared to the previous plan: it does not provide parking on Main Street, and it does not allow for a complete street tree canopy with a widened beauty strip to shade sidewalks.

32 Downtown Hiawassee Strategic Plan

HIAWASSEE TOWN CENTER

Master Plan Downtown Hiawassee Strategic Plan

33

Goal

11

DDA CREATION > Draft and pass necessary legislation creating a Downtown Development Authority (DDA) and a job description for a DDA Director Lead: City Administration

Timeline: Short term,2019-2020 Partners: Department of Community Affairs, Georgia Mountain Regional Commission

Funding: None

Steps

•Write a job description •Hire director •Draft and pass legislation •Solicit contractors to perform formal training for the DDA board

Goal

12

DDA DIRECTOR FUNDING > Identify funding in support of Downtown Development Authority

Director for Hiawassee

Timeline: Short term,2019-2020

Lead: City Administration

Partners: Towns County, City of Young Harris

Funding: Municipalities

Steps •Interview and secure position.

•Define roles of new director to include economic development for Hiawassee, Young Harris, and Towns County

Goal

13

MAIN STREET DESIGNATION > Pursue Main Street Designation for downtown Hiawassee

Timeline: Short term,2019-2020

Lead: City Economic Development Director

Partners: Department of Community Affairs (DCA),

Chamber of Commerce, Downtown businesses Steps •Talk with DCA •Submit application •Identify responsible party

34 Downtown Hiawassee Strategic Plan

Funding: None

Palette

Goal

14

STREETSCAPE PALET TE > Create unified look throughout Downtown with placement of benches,

lighting, flower pots

Timeline: Short term,2019-2020

Lead: City Economic Development Director

Partners: Local businesses, Blue Ridge

Funding: City, grants, Towns County,

Mountain EMC, DOT, citizens

Convention and Visitors Bureau

Steps

•Consult Strategic Plan designs •Implement the plan

35 Downtown Hiawassee Strategic Plan

ABOVE |Including wayfinding signage throughout the Town Center would assist visitors in finding historic attractions, retail locations, and parking.

Goal

15

DIRECTIONAL SIGNAGE > Develop directional signage to Courthouse/Library/City Hall/Town

Square/Historic Sites/Public Parking at corner of River and Main Streets

Timeline: Long term,2020-2023

Lead: City Economic Development Director

Partners: Town County, Library, Historical

Funding: City, grants, Towns County,

Society, Local businesses, DOT

Convention and Visitors Bureau

Steps •Develop design for signage •Engage stakeholders •Install signs

36 Downtown Hiawassee Strategic Plan

Goal

16

TEMPORARY USE LOT > Identify temporary use in lot next to Eller’s Tire and Service

Timeline: Long term,2020-2023

Lead: City Economic Development Director Funding: None

Partners: Property owner, City, DOT, potential developers Steps

•Contact new property owner •Develop ideas for the property

SPRING

WINTER

Christmas tree lot

Plant Sale

Flea Market

Visits with Santa

Light Display

Flower Market Food Truck Corral

Hay Maze BE F OR E

SUMMER

Old Car Show

Art Festival

FALL

Pumpkin Patch

Fall Festival

Downtown Hiawassee Strategic Plan

37

PRIORITY AREA 4 38 Downtown Hiawassee Strategic Plan

H

iawassee’s central Town Square serves as the focal point for the city. Improvements to this treasured amenity will allow for better visibility and more events and will continue its reputation as a gathering space.

39 Downtown Hiawassee Strategic Plan

BEF O RE BEFORE

PR OP O S E D

STREETSCAPE OPTIONS Goal

17

> Improve crosswalks, sidewalks, bumpouts, street trees, and traffic calm-

ing to beautify Town Square while improving its overall safety and accessibility to strengthen its identity as a focal point for the city and increase the “sense of arrival” to downtown

Timeline: Short term,2019-2020 Partners: DOT, Business Owners Steps

40

•Initiate process •Talk to DOT •Identify financing •Designate a project manager Downtown Hiawassee Strategic Plan

Lead: City Administration Funding: Franchise fees, Hotel-Motel Tax, grants

MAIN STREET STREETSCAPING LEFT | Minor faรงade updates can improve the aesthetics of this modest brick structure and help create a unified Hiawassee building typology. Fresh paint on trim, cedar shake gable, and decorative trim help tie the building to existing downtown character buildings. Planter boxes brighten up the business entrances.

BELOW | This building has a unique midcentury style that could be highlighted with a few minor updates.

Existing raised planter beds can be repainted and plated to highlight the entrance and enhance the pedestrian experience. Eye-catching signage and minor faรงade additions invite visitors. The enhanced streetscape additions of an expanded beauty strip complement the business.

PRO P O SE D

BEFORE

41 Downtown Hiawassee Strategic Plan

PR OP O S E D

BEFORE

INGLES STREETSCAPE STREETSCAPING | Ingles Market gas station currently has a large grassed area facing Main Street that is unappealing to pedestrians and detracts from the sense of arrival to downtown. Adding several trees and a crosswalk improves the pedestrian and driver aesthetics and helps incorporate the market into the surrounding landscape.

42 Downtown Hiawassee Strategic Plan

Goal

18

EVENT ACCOMMODATIONS > Implement design features to further accommodate existing and future events

Timeline: Short term,2019-2020 Partners: DOT, Business owners

Lead: City Administration Funding: Franchise fees, Hotel-Motel Tax, grants

Steps

•Initiate process •Talk to DOT •Identify financing •Designate a project manager

BEFORE

PRO P O SE D

The streetscape surrounding the Town Square currently has excessive paved areas. By reclaiming the pavement and reducing lane widths to a standard 11 feet surrounding the square, sidewalks can be added to the perimeter of the square. Crosswalks and pedestrian bumpouts should also be added to reduce crossing distance and create standard-size intersections surrounding the square.

43 Downtown Hiawassee Strategic Plan

P R OP O S E D POST OFFICE UPDATE | A fresh paint scheme,

removal of dated shutters, and some attractive foundation plantings help to freshen up the modest Post Office building.

BEFORE

Goal

19

BUILDING PRESERVATION > Preserve historic character while pursuing vacant building rehabilitation and new development adjacent to Town Square

Timeline: Long term,2020-2023

Lead: City Economic Development Director

Partners: Historical Society, Georgia Mountain Regional Commission, DOT, property owners, Planning and Building Expansion Committee Steps

44

•Develop a project plan for implementation •Identify financing Downtown Hiawassee Strategic Plan

Funding: Georgia Cities Foundation, GMA, DCA

PRO P OSE D MOUNTAIN-STYLE INFILL | This infill option is a building typology commonly seen in mountain

communities. It emphasizes natural materials and a rustic aesthetic. The building has greater setbacks, which could allow for sidewalk restaurant seating, but could potentially be less inviting to pedestrian foot traffic since more businesses would be located on the interior of the building.

PRO P OSE D “CLASSIC DOWNTOWN� INFILL | This infill option creates a contemporary building typology

that references classic historic downtown building typology. This includes zero-lot-line setbacks, pedestrian scale street level business storefronts, with mixed use capability on the second story. The building responds to the corner and invites pedestrian foot traffic.

Downtown Hiawassee Strategic Plan

45

PRIORITY AREA 5 46 Downtown Hiawassee Strategic Plan

A

lthough Hiawassee lacks major industry, it is home to Chatuge Regional Hospital and aspires to become home to a growing workforce. Hiawassee seeks to create jobs to keep young people in the region and grow its economy.

47 Downtown Hiawassee Strategic Plan

ALCOHOL ORDINANCE

Goal

20

> Continue to discuss fiscal benefits of alcohol referendum for package sales within the city Lead: City Governing Authority

Timeline: Short term, 2019-2020

Goal

21

BROADBAND NETWORK > Identify gaps in the broadband network in the city and identify financing to extend it

Timeline: Long term, 2020-2023

Lead: City Economic Development Director

Partners: Blue Ridge EMC, DOT, business and property owners Steps

48

•Engage Blue Ridge EMC about extending •Inventory gaps in broadband network •Identify funding for expanding the network Downtown Hiawassee Strategic Plan

Funding: Blue Ridge EMC

LOCAL BUSINESS | Hiawassee is home to several small businesses. By working to increase resources available to business owners, the City could create new and existing business growth while encouraging visitors and residents to shop locally.

Goal

22

SMALL BUSINESS INCUBATOR > Support Young Harris College’s efforts to create a business incubator/ Small Business Development Center/entrepreneurship program Lead: City Administration

Timeline: Ongoing

Partners: Young Harris College, Young Harris College, Towns County, Board of Education

WORKFORCE DEVELOPMENT

Goal

23

> Continue to investigate ways to bring retirees and develop a new workforce; combine skills of retirees with incubator concept

Timeline: Ongoing

Lead: Young Harris College, Board of Education

Partners: Towns County, Young Harris, Hiwassee, business owners, North Georgia

Technical College, Young Harris College

49 Downtown Hiawassee Strategic Plan

PRIORITY AREA 5 50 Downtown Hiawassee Strategic Plan

H

ighway 76 is the primary thoroughfare in Hiawassee. Most existing and future development will feed into this highway. Accordingly, it is imperative that the City of Hiawassee, Towns County and the Georgia Department of Transportation all work in concert when it comes to transportation. The need to have improved but safe and efficient pedestrian and vehicular movement was mentioned throughout the planning process. The following specific points arose in the Strategic Plan development process.

Downtown Hiawassee Strategic Plan

51

Options B E F ORE

OPTION 1 | MEDIAN OPTION 1 | Adding medians provide streetscape amenities and beautification tactics while maintaining turn lanes. While it does not provide parking and lacks complete street tree canopy, this plan proposes to add an eight-foot-wide median to beautify downtown blocks while still allowing for turn lanes. This plan will create bumpouts and crosswalks at all Main Street intersections to improve pedestrian safety and promote walkability downtown. Sidewalks will be widened from five feet to eight feet to allow for more business-front activity.

Goal

24

PEDESTRIAN ACCESS > Work with the DOT to explore options for pedestrian crossing at Chatuge Regional Hospital and at the town square, possibly by installing a median

Timeline: Short term,2019-2020 Partners: DOT Steps

•Initiate process

52 Downtown Hiawassee Strategic Plan

Lead: Hospital, City of Hiawassee Funding: DOT

OPTION 2 | ANGLED PARKING

OPTIONS 2 (Above) + 3 (Below) | The angled parking option and the parallel parking option both remove the turn lane to accommodate parking and help slow traffic speeds for a safer, more walkable downtown. Both options create pedestrian bumpouts, wider eight-foot sidewalks, and safer crosswalks.

OPTION 3 | PARALLEL PARKING

53 Downtown Hiawassee Strategic Plan

Goal

25

TRAFFIC FLOW > Increase traffic flow by working with DOT to implement left-turn signal at McDonald’s restaurant Lead: City Administration

Timeline: Short term

Funding: DOT

Partners: DOT, Towns County Steps

•Approach DOT to take traffic counts •Complete project

SIDEWALK IMPROVEMENT

Goal

26

> Continue sidewalk improvement and pedestrian access efforts

Timeline: Long term, 2020-2023 Partners: DOT, private contractors

Lead: City Administration Funding: Local Maintenance and Improvement Grants, other grants

Steps

•Identify problem areas •Secure permits

ABOVE | Improving crosswalks with street murals encourages pedestrian activity, while also

54

contributing to community identity.

Downtown Hiawassee Strategic Plan

T

his Strategic Plan for Downtown Hiawassee is intended to assist the community and local residents in building a more vibrant city. Additionally the plan is designed to advance the mission of the Appalachian Regional Commission: “To innovate, partner, and invest to build community capacity and strengthen economic growth in Appalachia.�

This Strategic Plan is a first step in an ongoing planning process for the City. Elements of this plan can be incorporated and expanded in conjunction with other initiatives of the City in the future. Some of the ideas may prove to be too ambitious at the moment but nonetheless can serve to plant a seed for future action when timing and resources are available.

As a first step, the Mayor and City Council can utilize this document in setting budget priorities. Additionally, it can be used to guide the actions of a new Downtown Development director in establishing priorities for downtown initiatives.

55 Downtown Hiawassee Strategic Plan

CLOCKWISE FROM TOP LEFT: Hiawassee at night | Clogging in Town Square | Bell Mountain Memorial bench in Town Square| Lake Chatuge