City of Jefferson | Renaissance Strategic Vision and Plan

City of

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Contents The Georgia Downtown Rennaissance Partnership....................................7 Timeline..................................................................................................9 The Downtown Jefferson Renaissance Strategic Vision and Plan...............10 Jefferson Downtown Masterplan..............................................................21 Downtown Jefferson Work Program..........................................................24 Organization.......................27 Promotion...........................37 Design.................................55 Economic Vitality.................77 Downtown Jefferson Action Plan.............................................................92

Credit Jefferson Steering Committee Volunteer Members

Jim Joiner, Chair Guy Dean Benson, Board of Education Member Joel Harbin, Downtown Development Authority Chair Debra Plott, Downtown Business Owner, Garden Club, Women’s Club Scott Thompson, Planning Commission Ryan Gurley, Downtown Business Owner C.D. Kidd, Former City Councilman Jana Cleveland, Board Chair, Crawford W. Long Museum Mark Starnes, Main Street Volunteer Shawn Watson, Downtown Business Owner Jimmy Bailey, Downtown Business Owner, Former City Councilman Angela Haun, Local Manager, Georgia Power Wade Johnson, Jackson Electric Membership Corporation

Ad Hoc Members

Roy Plott, Mayor Jerry Weitz, Jerry Weitz & Associates, Inc., Planning and Development Consultant Beth Laughinghouse, Main Street Manager Jon Herschell, City Manager

Georgia Municipal Association / Georgia Cities Foundation Perry Hiott, Managing Director Chris Higdon, Manager, Community Development

Georgia Department of Community Affairs Beth Eavenson, DCA Region 5 Representative

The University of Georgia Carl Vinson Institute of Government

Danny Bivins, Senior Public Service Associate, Principal Investigator Kaitlin Messich, Creative Design Specialist T. Clark Stancil, Landscape and Urban Designer Langford Holbrook, Public Service Associate Robert Hines, Student Assistant Dan Shinkle, Graduate Assistant Weiye Wang, Graduate Assistant Karen DeVivo, Editor

ts Special thanks... to Georgia Power for providing the Jefferson Retail MarketPlace Profile and Community Profile included in the Jefferson Market Analysis. Thank you to all who participated in interviews, focus groups, the community town hall, and the survey.

Jackson County historic courthouse

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the georgia downtown renaissance P

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he Georgia Downtown Renaissance Partnership combines the skills and resources of the Georgia Municipal Association, the Georgia Cities Foundation, the Georgia Department of Community Affairs, and the University of Georgia’s Carl Vinson Institute of Government to revitalize communities across Georgia.

Following extensive public engagement and the development of a community vision, the partnership facilitates the creation of strategic plans and work programs for partner communities. Working with government leaders, chambers of commerce, downtown merchants, property owners, lending institutions, and citizens, the Georgia Downtown Renaissance Partnership helps to ensure that all cities in Georgia have the resources and tools necessary to realize their vision and maximize their potential. Without the following partners, this plan would not be possible:

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their efforts to revitalize and enhance downtown areas by serving as a partner and facilitator in funding capital projects through the revolving loan fund. The Georgia Cities Foundation’s services include the Revolving Loan Fund Program, the Heart and Soul Bus Tour, the Peer-to-Peer Mentoring Tour, Downtown Development Authority Basic Training, and the Renaissance Award.

Georgia Department of Community Affairs The Georgia Department of Community Affairs (DCA) was created in 1977 to serve as an advocate for local governments. On July 1, 1996, the governor and General Assembly merged the Georgia Housing and Finance Authority with the Department of Community Affairs.

Today, DCA operates a host of state and federal grant programs; serves as the state’s lead agency in housing finance and development; promulgates building codes Georgia Municipal Association to be adopted by local governments; provides compreCreated in 1933, the Georgia Municipal Association hensive planning, technical, and research assistance to (GMA) is the only state organization that represents local governments; and serves as the lead agency for the municipal governments in Georgia. Based in Atlanta, state’s solid waste reduction efforts.

GMA is a voluntary, nonprofit organization that provides legislative advocacy and educational, employee Carl Vinson Institute of Government benefit, and technical consulting services to its mem- For more than 85 years, the Carl Vinson Institute of bers. GMA’s purpose is to anticipate and influence the Government at the University of Georgia has worked forces shaping Georgia’s communities and to provide with public officials throughout Georgia and around leadership, tools, and services that assist local govern- the world to improve governance and people’s lives. ments in becoming more innovative, effective, and re- From Georgia’s early days as a largely agrarian state with a modest population to its modern-day status as sponsive. a national and international force in business, industry, Georgia Cities Foundation and politics with a population of over 10 million, the The Georgia Cities Foundation, founded in 1999, is a Institute of Government has helped government leadnonprofit subsidiary of the Georgia Municipal Asso- ers navigate change and forge strong directions for a ciation. The foundation’s mission is to assist cities in better Georgia.

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eginning in July of 2016, the Georgia Downtown Renaissance Partnership came together to assist downtown Jefferson in creating a strategic vision, plan, and short-term work program to guide future growth. With support from Jefferson Main Street, Jefferson’s mayor and city council, and the Downtown Jefferson RSVP Steering Committee, the resulting Downtown Jefferson Renaissance Strategic Vision and Plan (RSVP) helps to ensure that the city retains the small town atmosphere and unique qualities that make Jefferson a great place to call home, while building on the city’s existing strengths to accommodate future growth. Downtown Jefferson’s strategic vision and plan was created via a three-stage process: 1) public engagement and analysis, 2) visioning and design, and 3) the development of an implementable work program.

The Downtown Jefferson RSVP is intended to serve as a living document to guide the future of the city. As an everyday resource for local officials and citizens, the approachable goals included in the Downtown Jefferson Work Program and associated action items should be continually updated and removed as they are completed. As new opportunities arise, additional Work Program items should be added to the plan with a focus on implementation.

At a minimum, local officials should update the Downtown Jefferson RSVP annually by answering the following questions: What was completed? Were enacted programs successful? What needs to be added? How, when, and who is responsible for implementation?

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City of Jefferson R

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July

Initial Steering Committee Meetings, Interviews, Focus Groups, Town Hall

September

Steering Committee Meeting, Visual Preference Assessment, Preliminary Designs, Public Input Results and Analysis, Community Survey Results and Analysis, Economic Analysis, Plan Review, Public Input Summary, Top Issue Prioritization

October

Steering Committee Meeting, Design Visualization, Draft Work Plan

November

Community Group and Steering Committee Meeting, Presentation, Action Item Development, Design, Rendering, Visualization

December

Community and Steering Committee Meeting, Action Item Refinement

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Final Plan Development

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Final Presentation

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Downtown Jefferson REN A I SSA NCE

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ncorporated in 1806 on the site of the Creek village Thomocoggan, for more than 200 years Jefferson, Georgia, has served as the bustling county seat of Jackson County. Over these centuries, the city has been a strategic crossroads for pioneer entrepreneurs, stagecoach travelers, and modern multinational corporations. Since the city’s founding, Jefferson has witnessed and celebrated the birth of modern anesthesia by local hero Crawford W. Long, served as a bustling textile mill town, and hosted residents and families looking for a small town refuge with convenient access to big city amenities. Named for Founding Father Thomas Jefferson, Jefferson has attracted people from across Georgia and the nation to live out their American Dream in this family-friendly small town. Jefferson continues an impressive decade-long boom in population growth, with new residents drawn by the city’s exceptional school system, high quality of life, and proximity to employment centers in metro Atlanta and neighboring Athens– Clarke County. With a current population of 10,195, Jefferson has grown over 166% since 2000. During this

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period, Jefferson’s city limits have expanded to over 22 square miles, significantly increasing the city’s service area. While growth has brought benefits, the expansion of Jefferson’s city limits presents long-term funding challenges for the city and further deconcentrates economic activity formerly housed downtown.

To help address the challenges of Jefferson’s rapid growth and create a guiding, community-supported vision for downtown, Jefferson partnered with the University of Georgia’s Carl Vinson Institute of Government to develop a plan for downtown. The resulting Downtown Jefferson Renaissance Strategic Vision and Plan (RSVP) relies on three basic questions to evaluate current conditions in the community, address issues to ensure success, and create a roadmap to enacting Jefferson’s vision for the future. These questions—Where are we now? Where are we going? How do we get there?— provide the foundation of the eight-month strategic visioning effort outlined within this report.

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A successful planning effort is built upon a fundamental understanding of current conditions in Jefferson. Step one creates this foundation through a demographic profile, an analysis of market conditions, a review of prior plans and studies, and an extensive public engagement process. Together, these elements paint a comprehensive picture of Jefferson while creating a consensus on current issues and opportunities.

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Step Two: Where are we going?

In the second step of the process, Jefferson looks to the future to shape the shared vision for the city that emerged in step one. Built on the community desires and strengths discovered in community input sessions, Jefferson’s vision is interpreted through illustrations and design recommendations.

The final products of step two allow all community members to experience the physical translation of their collective vision.

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Step Three: How do we get there?

During the final step in the RSVP process, community leaders and citizens come together to create an implementation plan to move Jefferson toward the community’s vision for the future. By focusing on achievable work program items with community support, step three builds momentum while helping to enact Jefferson’s vision in a stepby-step process. Community input and effort form the foundation for the resulting work and action plan, and citizen-led implementation is critical for successful outcomes.

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work program design solutions action plan

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What we heard D

uring the “Where are we now?” phase of the RSVP process, representatives of the Institute of Government partnered with Jefferson Main Street and the Georgia Department of Community Affairs to conduct an extensive public engagement process that included multiple focus groups, one-on-one interviews of downtown stakeholders, a community-wide town hall forum, and a public survey that received more than 800 individual responses. The results of this effort (included in full in the digital appendix) help to paint a comprehensive picture of current conditions in the city.

Interviews and focus groups were conducted with members of the following groups: • • • • • • • • • • • • • • • • • • • •

City of Jefferson Administration City of Jefferson Police Department City of Jefferson Public Works Department Community and Main Street Volunteers Crawford W. Long Museum Downtown Business Owners Downtown Development Authority Jackson County Administration Jackson County Area Chamber of Commerce Jackson County Planning Commission Jackson Electric Membership Corporation Jefferson Area Business Association Jefferson Board of Education Jefferson City Council Jefferson Community Theater Jefferson Garden Club Jefferson Heritage Tree Council Jefferson Historic Preservation Commission Jefferson Main Street Local Citizens

While the results of this process produced a diverse list of downtown strengths, taken together most opinions reflected a simple communal goal for downtown: creating a vibrant downtown experience that preserves downtown Jefferson’s cherished historic small town flavor. Public input results illustrate that to Jefferson citizens, a “vibrant” downtown means a downtown full of people, with attractive, walkable streets, a variety of businesses, strong connections to surrounding communities, and a palpable sense of place and character.

To help realize this vision, faculty and staff at the Carl Vinson Institute of Government conducted a review of existing plans and proposals for the city. Institute staff additionally analyzed market conditions in the city through a Retail MarketPlace Profile and Community Profile provided by Georgia Power. These documents (included in the digital appendix) reiterate the potential for retail and housing opportunities frequently brought up during public input sessions.

Fundamentally, Jefferson officials must be intentional about future growth. According to the City of Jefferson Comprehensive Plan, official estimates foresee the total population of Jefferson more than doubling to 21,551 by 2025. Without a comprehensive strategy to attract the type of downtown development desired by the community, local leaders risk further enticing growth away from downtown―compromising the small town atmosphere and unique sense of place that make downtown Jefferson an attractive destination for residents in the first place. Jefferson officials must protect the qualities that draw new residents to downtown Jefferson, plan for additional growth, and preserve the qualities that make the city a great place to call home.

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Jefferson’s Top Issues: Organization • Parking / Connectivity In addition to identifying existing strengths, the extensive RSVP public input process revealed several critical issues that informed all subsequent planning efforts. A steering committee of dedicated local citizens honed community priorities to determine Jefferson’s top issues: connecting to new residents, developing solutions for downtown parking, pursuing mixed-use infill development at key sites, maintaining buildings and façades, enhancing connectivity and extending sidewalks, developing an outdoor venue, linking parks with multiuse trails, improving the appearance of major corridors, and attracting the variety of retail, housing, entertainment, and lodging envisioned by the community. All of these issues directly address the common desire for a vibrant downtown experience and largely fit within the city’s existing priorities outlined in the Jefferson Plan Review, available in the digital appendix. As is the case with the Downtown Jefferson Work Program to follow, the top issues that emerged during public input sessions fit neatly within the four components of the Main Street Four-Point Approach®: Organization, Promotion, Design, and Economic Vitality. Jefferson must work with broad public support across these components to realize the community’s vision for downtown.

Jefferson’s Favorite Things: Small Town Atmosphere The Square & Streetscaping Public School System Historic Character Downtown Events Location & Proximity

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• Parks & Greenspace

Promotion • Connecting to Residents • Connecting with Visitors

design • Gateways & Corridors

economic vitality • Creating a Destination / Entertainment • Businesses / Mixed-Use Development • Restaurants • Retail • Lodging • Residences

Basic Demographics

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lder, wealthier, less diverse, and better educated than the state of Georgia as a whole, Jefferson’s demographics reflect the changing landscape of a city remade by staggering growth over the past decade and a half. Jefferson’s remarkable population growth will continue to shape future development. Faced with more development on the horizon and a rebounding housing market, city leaders must decide how to continue growing. If city leaders recruit appropriate infill development, downtown Jefferson can become the vibrant center desired by the community while retaining the surrounding rural landscape and small town atmosphere. Without leadership and management, market forces and the absence of managed growth will allow continued suburban sprawl to define the area for future generations.

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population growth 1950-2021 12,000 10,000 8,000 6,000 4,000 2,000

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*Projected 2021 growth provided by Georgia Power’s Community Profile.

By the Numbers:

2015 Population Estimate: 10,195 2025 Projected Population: 21,551

2014 Median Home Value: $159,000 2014 Georgia Average: $148,000

2014 High School Graduate or Higher: 87.1%

2014 Median Age: 38.1 2015 Georgia Average: 36.3

2014 Median Income: $56,140 2014 Georgia Average: $49,342

2014 Georgia Average: 85.0%

2014 Family Households: 77.4% 2014 Georgia Average: 68.0%

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Market Analysis

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uilding on Jefferson’s demographic profile developed by faculty and staff at the Carl Vinson Institute of Government, Georgia Power’s Jefferson Community Profile and Retail MarketPlace Profile further reveal current market conditions and economic growth projections for the city and surrounding community.

Available in full in the digital appendix, Georgia Power’s Community Profile of Jefferson supports the city’s reputation as a family-friendly destination with a strong middle class and good prospects for economic growth.

With over 75% of locals living in family households, three quarters of residents in owner-occupied housing, a higher valued housing stock compared with Georgia averages, and just over 60% of local citizens employed in white-collar professional jobs, Jefferson remains a residential destination for the “Middleburg,” “Small Town Simplicity,” and “Up and Coming Families” Tapestry Segments included in the digital appendix. While most citizens fit comfortably within the middle class and a significant number of Jefferson residents continue to be employed in manufacturing (almost double the state average) and “blue collar” trades, the city is also home to a growing number of upper middle class and wealthy citizens. Those households earning $100,000$149,000 now make up the largest single group within

Georgia Power’s breakdown of households by income, representing 22.7% of the total population. While a strong majority of locals reside in family households, a plurality (29%) of Jefferson residents live in two-person family households. These numbers reflect the city’s popularity with the “Up and Coming Families” referenced in the Community Profile. These young couples and empty nesters represent a large untapped market for potential downtown living, dining, and entertainment options downtown.

Importantly, Georgia Power’s Retail MarketPlace Profile reveals current retail gaps within downtown Jefferson and the surrounding areas. Sectors of retail “leakage” mean Jefferson citizens must leave the city to purchase and consume many goods and services. All local consumers must leave Jefferson to purchase and consume goods at electronics and appliance stores, package stores, shoe stores, book stores, and drinking establishments. This leakage of economic activity creates a strong opportunity for local entrepreneurs to create the businesses demanded by the community.

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Community P R O F I L E

POPULATION GROWTH

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2021 PRojected average household

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two-person households

Demand for Lofts? jefferson renter-occupied housing:

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are the most common household size.

(GEORGIA AVERAGE: 35.8%)

jefferson's most common income bracket:

$100,000 to $149,999 (22.7%) employed in "white collar" jobs

60.5%

(management, sales, administrative support, etc.)

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Marketplace P R O F I L E

Significant demand exists for businesses within these sectors: • General Merchandise Stores • Clothing & Clothing Accessories Stores • Electronics & Appliance Stores

These sectors drive the economy & bring outside consumers downtown: • Furniture & Home Furnishings Stores • Food & Beverage Stores (Grocery Stores, Markets) • Gasoline Stations • Motor Vehicle & Parts Dealers

100% of local consumer traffic leaves Jefferson to purchase goods at: • Electronics & Appliance Stores • Beer, Wine, & Liquor Stores • Shoe Stores • Jewelry, Luggage, & Leather Goods Stores • Book, Periodical, & Music Stores • Nonstore Retailers (Mail Order Houses, Vending, Direct Selling) • Special Food Services (Catering, Food Trucks) • Drinking Places – Alcoholic Beverages (Bars, Music Venues)

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public input "wordles"

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uring public engagement sessions, interview and focus group participants were asked to describe the state of downtown Jefferson today in three words. Following this exercise, participants looked ahead 10 to 15 years and described their ideal vision for the future of downtown in three words. These words were then compiled in separate documents and sorted in a word cloud to reveal the most common responses and themes. In some cases, words that share the same root like “historic” and “historical” and direct synonyms were combined to simplify the final graphic and create a more reflective representation of local responses.

Taken together, these words show what locals think about downtown today and provide a vision of downtown’s future.

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10-15 years from now

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Jefferson Downtown M A S T E R

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ollowing a review and analysis of current conditions in Jefferson, an extensive public engagement process, and a comprehensive review of previous plans and proposals for the city, faculty and staff at the Carl Vinson Institute of Government collaborated with the citizen-led Jefferson RSVP Steering Committee to develop a guiding masterplan for the future of downtown Jefferson. This plan is intended to address the top issues that emerged during public input sessions with citizens from throughout the community, including addressing downtown parking, linking downtown with surrounding neighborhoods, connecting to new residents and visitors, improving downtown parks and recreation options, addressing the appearance of major corridors, and creating a local destination downtown. Within the plan, these issues are addressed by extending streetscaping improvements, shade, and sidewalks throughout downtown; creating an outdoor venue and greenway trail; and continuing to establish downtown Jefferson as a vibrant local destination by attracting appropriate infill development.

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D O W N T O W N J E F F E R S O N

conceptual masterplan

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Downtown Jefferson W O R K

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uring the public engagement process, participants from throughout the community shared their vision for downtown Jefferson’s future and raised important issues that must be addressed for the city to achieve continued success. A diverse set of concerns were discussed, many of which can be compiled into broad categories. Priorities addressed in previous proposals and studies often mirrored the critical issues raised by the city’s citizens. Together, these ideas laid the groundwork for a plan of action.

Throughout this process, a steering committee of dedicated Jefferson citizens reviewed all of the information compiled in public input sessions, previous plans, a demographic profile, economic analysis, and additional presentations. Working with these components, the steering committee honed down community priorities to create the successful strategies for downtown included in the Jefferson Work Program. Having too many priorities equals having no priorities, and Jefferson has only so much time, energy, and resources. Thus, tackling a succinct list of priorities is an essential element of a successful plan. Downtown Jefferson’s RSVP Steering Committee was instrumental in creating strategies to address the issues raised during the public input process.

Modeled after the after the Main Street Four-Point Approach®, the issues and corresponding strategies identified by the steering committee are structured here within the categories of organization, promotion, design, and economic vitality. These four points work together, each supporting and assisting the others, to

improve the social, political, physical, and economic health of downtown. Built upon the input of the city’s residents and incorporating the top issues that must be addressed, the Downtown Jefferson Work Program focuses on the following components: Organization: Organization refers to working to establish accord and coaction among the various and diverse groups that have a stake in downtown. Organization means getting all stakeholders to work together toward a unified goal.

Promotion: Promotion creates a positive image of downtown that both ignites community pride and improves consumer and investor confidence. Promotion includes advertising, special events, and the marketing of events.

Design: Design means making downtown a safe, beautiful, and welcoming space for all who visit, work, and live there. Design includes improvements to public and private buildings, storefronts, signage, public spaces, parking areas, street furniture, public art, landscaping, and more.

Economic Vitality: Economic vitality involves building on and strengthening a community’s existing assets while diversifying the economic base. Economic vitality can be achieved by retaining and expanding successful businesses and providing a balanced commercial mix.

Other strategies include building on the skills of business owners and attracting businesses the local market can support.

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Organized within these components, strategies within the Downtown Jefferson Work Program are divided into both short- and long-term projects. Short-term items are designed to be completed within a year with limited investment and staffing. Long-term items are multiyear projects that are more complex, require more funding, and may necessitate the collaboration of multiple organizations. Mixing long- and short-term strategies will allow Jefferson to build momentum while laying the foundation for continued success.

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organization Parking

SHORT-TERM • Visitor-Only Parking on the Square: Downtown city should undertake a parking audit of the downbusiness owners and local customers alike see downtown area. This audit should determine parking town parking as a major issue. Right now many loneeds of downtown by looking at the total area of cals complain that business owners and employees retail, dining, and other uses downtown versus the park directly in front of businesses, further limiting total inventory of downtown parking. the premium downtown parking on the square. Restricting these spaces to customers only could help • Senior Citizen or Patient Pharmacy Parking: Parking was repeatedly mentioned as a major prifree up spaces for more visitors. ority by public input participants. Parking along the • First Baptist Church Parking MOU: Locals consquare is particularly in demand, especially during tinually bring up parking as a major issue downregular 9:00 to 5:00 business hours. Crawford Long town, particularly during festivals and events. Just Pharmacy has a prominent downtown location. north of downtown, the Jefferson First Baptist However, due to limited parking on the square, sick Church maintains a large parking lot and several patients and senior citizens often have to park an parcels of vacant land that could be used for event inconvenient distance from the pharmacy. City ofparking. To help meet parking demand at commuficials should consider working with the pharmacy nity events, Jefferson could consider approaching and surrounding businesses to reserve one spot for the First Baptist Church with a memorandum of sick patients and senior pharmacy patrons during understanding (MOU) to use church property for regular business hours. overflow parking during peak hours.

LONG-TERM • Parking Audit: Locals see downtown parking as • Courthouse Parking: If parking continues to be one of the top issues that must be addressed Downa roadblock to the success of downtown, Jefferson town. Despite the availability of parking behind should consider working with Jackson County to downtown buildings and along surrounding streets, expand the existing parking lots surrounding the many feel that downtown parking does not meet old Jackson County Courthouse. A public parking current demand. To learn the extent of Jefferson’s deck in future years could be located here if parking current parking supply and meet future needs, the capacity fails to meet demand.

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parking

Parking Audit

An inventory of public and private parking opportunities reveals the high availability of parking spaces downtown. City leaders could consider directing visitors to the many parking spaces off of the square and working with landholders to make more private lots available to the general public.

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parking stats Real Deals Area Public Spaces: 0 Private Spaces: 568

Civic Center Area Public Spaces: 276 Private Spaces: 319

Downtown Public Spaces: 519 Private Spaces: 149

Grand Total: 1,831

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Creating a Destination SHORT-TERM • Theater Space in the Civic Center: During public input sessions, many local residents raved about the Jefferson Community Theater and noted that residents from throughout the area are drawn to local performances. Currently the theater is searching for a larger, more permanent venue. Jefferson’s Civic Center is prominently located and could provide the theater with a downtown headquarters with plenty of room to grow. Jefferson should consider offering a portion of the Civic Center as a theater venue.

• Downtown Wellness Walk: Jefferson residents love the option of walking to downtown dining and entertainment establishments. To further develop downtown as a pedestrian-friendly destination, the city could consider developing a wellness walk. A designated one-mile Jefferson Wellness Walk around the city could link prominent assets like the Civic Center, Curry Creek Park, Woodbine Cemetery, and other attractions. Distances to these destinations could be listed with a pedometer-like step count or minutes between assets. The wellness walk loop could also be a component of a themed downtown app.

• Downtown Slip ‘N Slide: Jefferson has grown leaps and bounds over the last decade due to the city’s excellent public school system and attractive location to raise a family. To build on this family-friendly reputation, locals feel that downtown needs more entertainment options for children and families. Creative programming like a downtown slip ‘n slide event at

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Downtown Slip 'N Slide

The photograh shows how easily a homemade slip 'n slide could be made on a hill using tarps to create a fun summertime activity downtown.

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the Civic Center could prove to be a fun, low-cost attraction for locals that would draw more people to the downtown area.

Building Maintenance

SHORT-TERM • Community Youth Cleanup: Many Jefferson residents mentioned that some dumpsters and neglected portions of downtown need to be cleaned up and adequately maintained. To address these issues and engage local students, the city could work with youth service groups to help clean up downtown. Coordinating with groups including the Boy Scouts, Girl Scouts, and 4H students to assist downtown businesses with maintenance and help clear litter would bring the next generation of Jefferson citizens downtown and help to create a feeling of community investment in the next generation.

• Back of Building Cleanup: While many see the square in downtown Jefferson as a picturesque slice of small town life, locals repeatedly complained that the backs of buildings and service areas downtown are unkempt and need cleaning up. The city should consider working with downtown businesses and local volunteers to tidy up downtown’s backstreets. Jefferson could also develop conceptual graphics for appropriate screening of utility features and other service functions necessarily present behind buildings.

Back of Building Cleanup

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BEFORE

Step One, Before

Currently Jefferson’s downtown ends abruptly south of Gordon Street. Simply activating the backs of existing buildings could add opportunities for several new shops and continue the downtown feel for an additional block.

AFTER

Step One, After

Adding a sidewalk, using creative signage, painting bare façades, and extending streetscaping improvements in the style of the downtown square all enliven this section of downtown and invite new investment.

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Back of Building Cleanup

Step Two, Before

The property to the left, owned by the DDA, currently houses Regions Bank and a rear parking and service area. Activating the oddly configured parking area could encourage further downtown development.

AFTER

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BEFORE

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Mixed-use infill across Gordon Street in keeping with the current scale and style of downtown now expands the downtown footprint and boosts economic activity in Jefferson’s core.

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Dragen Your Wagens Car Show | Jefferson, August, 2016 Photo by Billy Wright

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promotion

Festivals and Events

SHORT-TERM • Festivals and Events Grants: Locals love the exly bar and grill establishments could significantly isting events and festivals that bring fun and activincrease the amount of live music downtown over ity downtown. While more events are desired by time while attracting more activity downtown. the community, Jefferson has limited resources and support staff for additional events. One solution • Eventbrite Events: Eventbrite provides an online platform that allows organizers to create and share to this gap might be developing a Special Event events through social media. Community members Grant program to incentivize privately operated can RSVP through Eventbrite, giving organizers an festivals and other programming downtown. Citidea of interest and attendance at prospective festiies like Monroe, Georgia, have been successful in vals and events. Jefferson Main Street could explore bringing private events downtown with Downtown using Eventbrite to get the word out about upcomCommunity Event Grants of $250 or less. The city ing events and activities downtown. should consider creating a streamlined “one-stop shop” for event programming in conjunction with LONG-TERM Special Event Grants.

• Electronic Marquee for Community Events: Connecting and promoting downtown to new resi• Community Dances/Bands at the Civic Center: dents emerged as a top issue during discussions with Many community members favor attracting more community members. Many also suggested that the live music downtown. At programmed events at heavy traffic downtown along Georgia Highway 82 the Civic Center, Jefferson Main Street and the could be leveraged to promote downtown events city should capitalize on the demand for live music. and local businesses. Working with downtown Many suggested a monthly or quarterly community business owners to install an electronic marquee or dance at the center, with local bands and beverages. community bulletin board at the Civic Center or Attracting more live music over the long term will near the square downtown could promote downlikely require incentivizing the entertainment ventown to locals and visitors passing through the area. ues that are demanded in market research studies.

Developing incentives for desirable music-friend-

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Connecting to Residents

SHORT-TERM • Welcome Baskets for New Residents: Over the past decade and a half, Jefferson has seen a huge influx of new residents drawn to the area’s high quality of life and proximity to major employment centers. Many of these new residents are unfamiliar with dining, retail, and entertainment options in downtown Jefferson and have yet to build a strong relationship with the area. To encourage new residents to take advantage of downtown, the chamber of commerce and local realtors could collaborate to put together a welcome basket for new residents. This package could include information and coupons to downtown restaurants, local boutiques, and locally made products.

• Consolidate Online Presence: Currently multiple city departments operate Facebook profiles for their units.

While this provides valuable information to citizens and should continue, many requested a single city Facebook profile and central calendar for city events and meetings with information from all city departments.

This central profile could also share posts and notices from Main Street Jefferson and a community calendar of events to improve communication with local citizens.

• School Signage for Downtown Events: Throughout the public input process, many suggested an

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electronic community bulletin board downtown to announce local events. While this is a worthy longterm goal for the city, currently the Jefferson public school system already operates an electronic bulletin board at Jefferson High School. Jefferson Main Street and other downtown stakeholders could consider working with the high school to post community events on the message board.

• Recreation Department Signage for Downtown: Similar to utilizing public school marquees to advertise downtown events, Jefferson Main Street should consider bringing together downtown businesses to advertise the variety of restaurants and retail options available downtown at community-wide venues like the Jefferson Parks and Recreation complex on Old Pendergrass Road.

• Jackson Herald and PTO Newsletter Weekly Calendar: Many public input participants suggested using county- and community-wide platforms like the Jackson Herald and newsletters from PTO groups at Jefferson public schools to reach residents who lack a relationship with downtown.

By simply forwarding Jefferson Main Street’s existing calendar of events each month to these groups, locals in far flung subdivisions across the bypass might be more informed about attractions downtown.

• Create a Downtown Gift Card: To market downtown’s variety of small businesses, the Jefferson Downtown Development Authority (DDA) or Downtown Main Street could create and sell a gift card redeemable at a variety of popular restaurants and retail outlets downtown.

drawing visitors to these spots with creative directional signage. Prior to exploring expensive new infrastructure like a parking deck, Jefferson should fully utilize the spaces already available in the downtown area.

• Tourist Information Sheet: Many locals think downtown Jefferson could do a better job of marketing the city’s attractions to regional tourists. To help promote downtown historic destinations, dining options, and retail outlets, the city could develop a one-page information sheet and map targeted to tourists. This sheet could be made available at the Crawford Long Museum and other popular destinations.

• Create a Youth Main Street Program: Jefferson’s active Main Street Program has been a critical force in downtown revitalization. There is an opportunity to continue to build on the successes of Jefferson Main Street by developing future leaders with an interest in downtown. Creating a Youth Main Street Program would make the younger population active downtown stakeholders, allowing youth to feel invested in the success of their downtown while bringing new volunteers, ideas, and energy to • Walking Tour: With a wealth of history and convenient access to metro Atlanta population centers, the program. downtown Jefferson could build on the city’s attraction as a heritage tourism destination. Together, Signage and Connecting to Visitors the city and the Historic Preservation Commission SHORT-TERM could develop a downtown walking tour of histor• Signs to Public Restrooms: To become a destinaic properties in the area. This effort could qualify tion for visitors and tourists, downtown must have for a Certified Local Government grant from the necessary features like public restrooms. Currently Georgia Department of Natural Resources’ Historno signs exist to guide visitors to the restrooms at ic Preservation Division. the Crawford W. Long Museum or the public facilities located a short walk from downtown at Rev. • Public Art/Vacant Windows: Locals see vacant V.S. Hughey Park. City officials could place these storefronts in downtown as an issue that must be resources on a tourist map of downtown and use addressed. Ideally these storefronts will be occusignage to direct visitors to these facilities. pied by new or expanding businesses, but until that time, vacant storefronts could temporarily house • Parking Signage: While downtown includes a visual displays of interest to the local community. wealth of parking opportunities behind downtown Programmed window displays could promote local businesses, on side streets, and adjacent to the hisartists and draw people downtown with children’s toric courthouse, many locals and visitors only conart, photography, or other artistic exhibits. sider parking at the highly visible and convenient spaces along the square. To make existing parking opportunities known, Jefferson should prioritize improving lots behind downtown businesses and

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connecting to visitors

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BEFORE

Parking Signage, Before

The photograph (right) shows the side of this downtown building and a dead-end sidewalk. Limited signage exists to notify visitors of available public parking behind the building.

Parking Signage, After

The rendering (left) shows a retro 1950s-inspired vinyl print pointing the way to free public parking. Large, easily-legible signage makes it easy for visitors to locate downtown parking. The existing sidewalk has been extended to connect public parking to the heart of downtown.

AFTER

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signage and

connecting to visitors

AFTER

Parking Signage, Before

This parking lot has a very small sign indicates that free public parking is available.

Parking Signage, After

With the installation of attractive and standardized public parking signage, visitors will be able to locate downtown’s free public parking easily. Attractive signage can replace the small parking signs and improve the overall experience of the streetscape. Crosswalks have also been added to improve pedestrian safety.

Greening existing lots by planting trees will provide shade while improving the appearance of the lots.

BEFORE

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Parking Signage, Before

This photograph shows parallel parking spaces that are underused. Small, easily missed signage indicates that free public parking is available.

BEFORE

Parking Signage, After

The rendering shows the following improvements: newly installed attractive and standardized public parking signage, striped crosswalks to improve pedestrian safety, reconfigured parking spaces from parallel to angled parking, resurfaced existing roads, and a greener parking lot with additional trees and plantings.

AFTER

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signage and

connecting to visitors Museum Signage, Before

BEFORE

The photograph shows a view looking toward the downtown square from a public parking. Just off the square, the popular Crawford W. Long Museum is a short walk up the hill. The dead-end sidewalk pictured does not connect to the adjacent parking area.

Museum Signage, After

The rendering shows a new wayfinding sign placed on the building to direct visitors to the Crawford W. Long Museum. Painted footprints now creatively map the short walk to the museum. In addition to these improvements, the existing sidewalk has been extended to improve connectivity.

AFTER

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AFTER

Jefferson Cafe, Before

The Jefferson Square Café is located along Sycamore Street in a main hub of downtown activity. The large patio in front of the café is underutilized but could be an ideal location for outdoor dining.

Jefferson Cafe, After

The rendering shows an activated front patio space with more seating and umbrellas, string lights, and additional plantings. Because of its ideal location, a downtown visitor’s map has been placed on the façade so that visitors can easily find their way around the area. These maps can be strategically placed in areas around Jefferson to improve wayfinding.

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BEFORE

signage and

connecting to visitors Magnetic Sign, Before

The photograph shows the side of a building located on the square in downtown Jefferson. Many visitors and local residents drive and walk past this spot daily.

Magnetic Sign, After

The rendering shows a custom-built magnetic dry erase board that could be used to announce local events.

This sign could be easily changed with magnetic letters and dry erase board paint. A similar magnetic chalkboard sign could serve the same function and provide a slightly different look.

BEFORE

AFTER

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AFTER

Thomas Jefferson Mural, Before

The photograph shows a blank wall on a downtown building.

Thomas Jefferson Mural, After

Taking advantage of signage opportunities like this blank wall, Jefferson could commission local artists to paint Thomas Jefferson–themed murals around town to celebrate and honor the Founding Father that the city is named after.

BEFORE

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HISTORIC JACKSON COUNTY COURTHOUSE WANDA BARNETT, ATTORNEY SHIRLEY BUILDING (VACANT) KEVIN CHRISTOPHER, ATTORNEY SCOTT TOLBERT, ATTORNEY KEN BOTTS, CPA PRISSELLIE’S SWIRLEE’S (VACANT) CRAWFORD LONG PHARMACY RACHETTI’S CAFE, PIZZERIA, AND PUB JEFFERSON SMALL ENGINE (VACANT) CRAWFORD LONG MUSEUM THE PENDERGRASS HOUSE

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ALLSTATE INSURANCE (VACANT) KAY HARDY CATERING COLLINS ELECTRIC SNAP FITNESS BENNETT’S SPORTSWEAR SUBWAY SPOONFUL OF HEAVEN RE/MAX REALTY ATTORNEY’S OFFICE (VACANT) INLAND BROKERS THE PICKY PEACH FERRANTI’S CAKERY REGIONS BANK REGIONS BANK

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JEFFERSON DRUGS THE JACKSON HERALD THE JACKSON HERALD THE STATION WOODBINE-JEFFERSON CEMETERY (VACANT) (PRIVATE HOME) FIRST CHRISTIAN CHURCH (PRIVATE HOME) OFFICE WINDSTREAM WELLS BARBER SHOP JEFFERSON CENTER / MADELLA CLOTHING GLAM SALON

Visitors Map The map above could be used in a variety of ways downtown to direct visitors to local shops, restaurants, and businesses.

As properties are bought and sold and names change, this map can be easily updated to reflect recent changes.

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signage and

connecting to visitors

• Temporary Uses/Ferris Wheel on DDA Proper- • Local Lodging/Airbnb: Public input results rety: The Jefferson DDA owns a large lot immediatevealed a significant demand for lodging options ly south of downtown. This site represents a major within Jefferson’s city limits. Downtown’s wealth of redevelopment opportunity for the city but is curhistoric homes make the area a prime candidate for rently undeveloped and underutilized. Redeveloplocal homeowners to join Airbnb, VRBO, or othment is a critical long-term priority. In the short er platforms to create lodging options downtown. term, however, finding appropriate temporary uses Coordinating with local homeowners could provide for this prominent site could help build downtown the city with options for tourists while creating a as a local destination while helping to draw more supplementary income stream to downtown propvisitors to the area. For instance, creatively proerty owners. gramming the site with a Ferris wheel or any of the following would help to provide new activities and LONG-TERM • Gateway Signage: Currently much of the traffic entertainment options downtown: passing through Jefferson bypasses downtown trav• Temporary fairgrounds for regional festivals eling along the US 129 bypass. Many of these trav• Downtown drive-in for outdoor movie elers have no idea that the dining, shopping, and screenings entertainment options available downtown are only • Oktoberfest beer garden or food a short drive away. At the major gateways to downtruck market town from US 129 (GA-11, Old Pendergrass Road, • Lighting the Historic Bridge: Constructed in Winder Highway, GA-15 Alt), downtown Jefferson 1929, the historic bridge at Curry Creek is a beauticould consider adding attractive directional signage. ful local landmark prominently located at the edge This signage could draw more travelers downtown of downtown. This bridge provides an attractive and help connect new residents along the bypass to gateway experience for travelers on GA-82 and lodowntown Jefferson’s historic heart. cals using trails at Big Curry Creek Park below. By simply lighting the bridge at night, Jefferson could • Business Signage: Along downtown Jefferson’s charming and historic city square, Jefferson Main create an iconic landmark.

Street or the DDA could bring together the downtown business community to create and install attractive historically accurate signage for businesses.

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signage and

connecting to visitors

BEFORE

Jefferson Civic Center Improvements Before: A major community asset, the Jefferson Civic Center serves as a hub for community events and

activities. With recent changes to Kissam Street, attendees to events at the Civic Center now frequently enter from the rear of the building. Shown in the photograph here, the rear of the Jefferson Civic Center offers little aesthetic appeal and no signage directs patrons to the main entrance. The lack of shade makes walking to the front of the building less inviting in the hot summer months.

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AFTER

After:

With a sidewalk added along existing parking lot, attractive directional signage, and a handsome landscaping strip installed between the parking lot and the building, visiting the Civic Center is now a more safe and attractive experience. Plantings of Little Gem Magnolias, yaupon holly, juniper, and a specimen dogwood provide low maintenance visual interest, screen unattractive views, and welcome visitors to this community asset.

In key locations, parking spaces have been removed and planted with willow oaks. While providing shade, these plantings could serve as rain gardens to manage storm water generated in the parking lot.

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signage and

connecting to visitors 129

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Gateway Locations

St. ee

The map above shows five key gateway locations where gateway signage would direct visitors to the various routes downtown, including: US-129 and US-129 BUS, Jefferson Parks and Recreation on Old Pendergrass Road, US129 and Old Pendergrass Road, US-129 and Winder Highway, and US-129 and Lee Street.

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Gateway Signage, Concept 1

The rendering above shows a painted wooden sign placed at the corner of US-129 and Old Pendergrass Road (across from the Kroger shopping center).

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Gateway Signage, Concept 2

The rendering above shows an old tractor and truck planted with flowers and a painted wooden sign placed at the corner of US-129 and Winder Highway, where Exxon is located.

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BEFORE

signage and

connecting to visitors

AFTER

Business Signage, Before

The photo shows a view of Sycamore Street, a main downtown business hub, looking toward the Crawford W. Long Museum. Currently, no signage indicates where downtown’s landmarks and businesses are located.

Business Signage, After

Attractive wayfinding signage is important for visitors to easily discover all that downtown Jefferson has to offer. The rendering shows one of many simple signage design options that could easily be installed downtown to direct visitors to local landmarks and businesses.

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Design

Connectivity

SHORT-TERM • Crosswalks behind Courthouse Parking: While parking is available adjacent to the historic Jackson County Courthouse, few pedestrian connections exist between these lots and the remainder of downtown. Painting crosswalks in this area could encourage use of these public lots. Crosswalks could be creatively designed to reflect Jefferson’s character.

square and want to see these improvements expanded throughout downtown. Jefferson leaders should prioritize extending high-quality sidewalks, large canopy street trees, plantings, crosswalks, lighting, and other streetscaping elements to the remainder of the downtown core and adjacent residential neighborhoods. Using the same high-quality materials throughout the area would give downtown Jefferson a cohesive look and help to visually connect downtown with surrounding neighborhoods.

LONG-TERM • Extend Sidewalks: The community loves and supports new streetscaping and sidewalks along the • Jefferson Loop Trail: Extending sidewalks, exsquare and wants these improvements extended panding pedestrian infrastructure, and addressing throughout the downtown area. To address connecconnectivity emerged as top issues during the public tivity issues downtown, new sidewalks should link input process. A greenway-type multiuse trail conthe area with surrounding historic neighborhoods, necting downtown with the nearby Curry Creek community resources like the Civic Center, JefferReservoir was frequently suggested to provide recson’s public schools, and other major draws. reation options, connect downtown with surrounding parks, and enhance the overall quality of life.

• Extend Trees and Streetscaping: Jefferson residents love recent improvements to the downtown

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connectivity AFTER

Crosswalk Improvements, Before

The photograph shows a view of the sidewalks and buildings along Washington Street. Currently, there are no crosswalks at this intersection, and the streetscaping could be improved.

Crosswalk Improvements, After

The rendering shows an improved pedestrian crossing with a painted crosswalk and planted bump-outs.

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BEFORE

AFTER

Washington Street, Before

Currently Washington Street leading into downtown is a well-traveled connector paralleling the US 129 bypass.

This view shows a lack of street trees and shade, which makes pedestrian travel unattractive along this stretch of Washington Street. The former hotel located to the right in this image was frequently mentioned during public input sessions as a site ripe for improvement.

Washington Street, After

This perspective shows the same view after a line of street trees has been planted. These trees now buffer views of the former hotel and parking lot while providing shade.

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BEFORE

connectivity

BEFORE

Randolph Street, Before

This photo at the corner of Lee and Randolph Streets shows the existing Martin Institute mural and adjacent pocket park—elements that attract downtown street life. Despite these strengths, the current lack of shade and dated motel building could be made more attractive by strategic landscape plantings.

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AFTER

Randolph Street, After

The addition of shade trees makes for a pleasurable walking experience. A planted landscape buffer between the roadway and the sidewalks paired with bump-outs for trees beautifies the street and provides a more pedestrian-friendly atmosphere.

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connectivity

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BEFORE

Lee Street, Before

This photo shows the same intersection from a half-block east looking away from downtown. The service station at the left has multiple curb cuts that could be used to improve the appearance of this busy corridor.

Lee Street, After

This view of the same site shows a new landscaping strip that softens the harsh appearance of the corridor. The former curb cut now hosts street trees that offer shade for pedestrians and beautify this important gateway to downtown.

AFTER

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connectivity AFTER

Lee Street, Before

At one of Jefferson’s busiest intersections just blocks from the heart of downtown, the current location of popular local cafÊ Cream & Shuga lacks the street trees and streetscaping improvements found along the square.

Lee Street, After

With extended streetscaping improvements and newly installed landscape buffers, this important intersection now welcomes vehicular traffic and pedestrian activity downtown.

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BEFORE

AFTER

Crawford D. Long Museum Crosswalk, Before

Located just off the downtown square, the Crawford W. Long Museum is a treasured asset downtown and an important local attraction. Unfortunately, the heavy vehicular traffic and lack of safe crosswalks limit pedestrian crossings in this busy heart of downtown.

Crawford D. Long Museum Crosswalk, After This rendering shows the same view after a mid-block pedestrian crossing has been installed. One of downtown’s attractive landscaped medians provides a pedestrian refuge island.

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BEFORE

connectivity

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Downtown Wellness Walk Loop Trail

Extending sidewalks, expanding pedestrian infrastructure, and addressing connectivity emerged as top issues during the public input process. The map to the left illustrates the potential for a loop trail connecting major assets like Curry Creek Park, Jefferson High School, the Jefferson Public Library, and downtown. This concept takes advantages of current infrastructure by improving existing trails and widening sidewalks to create multiuse paths and using new trail infrastructure to complete the loop trail around the city.

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Parks and Greenspace

SHORT-TERM • Downtown Benches, Tables, and Public Space: Significant demand exists for more benches, outdoor seating, and café tables downtown. Many who work in the area enjoy bringing lunch to work and eating outdoors. Bringing more seating, tables, and shade to the public space along the square and improving the grounds of the old Jackson County Courthouse could create a popular amenity for downtown office workers and bring activity to downtown streets.

• Planting Trees at Woodbine Cemetery: Downtown Jefferson’s many historic trees are among the community’s most beloved resources. Many of the city’s largest trees at Woodbine Cemetery are reaching the end of their lifespans. Particularly along busy Athens Street, much of the cemetery is bare and unshaded. Planting large canopy shade trees in the cemetery could improve the appearance of this community resource.

LONG-TERM • Amphitheater/Music Venue: Public input results revealed an overwhelming demand for an outdoor music venue or amphitheater downtown. This venue could host touring groups as well as local festivals and performances of the Jefferson Community

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Theater. Many public input participants suggested the DDA-owned property behind Mike’s Grill as an ideal location for an outdoor venue.

• Jefferson Dog Park: While Jefferson’s population has grown by more than 160% over the past decade and a half, the number of parks and public spaces has not kept up with local demand. Locals want to see more recreation options and preserved greenspace downtown and in surrounding neighborhoods.

Many desire a dog park within walking distance of downtown. A well-appointed dog park could become a popular local destination.

• Historic Woodbine Cemetery Improvements: Located a short walk from the downtown square, Woodbine Cemetery is a beautiful community resource rich with history. Currently underutilized, Woodbine Cemetery could be improved to incorporate more community uses and create a more parklike atmosphere. By providing more shade, upgrading walking paths, and placing chairs and tables for sitting and viewing downtown, Woodbine could help fulfill the need for more parks and greenspace downtown.

PARKS and GREENSPACE

AFTER

Woodbine Cemetery, Before

This photo shows a view of the tranquil, beautiful, and historic Woodbine-Jefferson cemetery.

Woodbine Cemetery, After

As shown in the rendering, large willow oaks provide needed shade and improve an existing downtown greenspace.

BEFORE

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PARKS and GREENSPACE Amphitheater / Music Venue, Before

Located adjacent to the Reverend V.S. Hughey Park on Gordon Street, this attractive DDA-owned property just south of downtown represents a major opportunity for development downtown. With mature native trees and a sloping location adjacent to a tributary of Curry Creek, this property was commonly brought up as a potential outdoor music venue during public input sessions.

Amphitheater / Music Venue, Short-term

In this short-term treatment, only a stage has been installed. Rather than constructing seat walls and moving earth, visitors bring their own blankets to enjoy music and performances along the scenic hillside.

Amphitheater / Music Venue, Long-term

Granite seat walls reflecting the materials palette of the downtown streetscape provide an attractive perch for concert-goers. Large shade trees have been retained and incorporated into the final design, and the formerly incised stream has been restored to health by broadening the channel and installing native wetland plantings.

Amphitheater / Music Venue, Plan View

This plan view shows what the new ampitheater could look like.

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BEFORE AFTER, SHORT-TERM

AFTER, LONG-TERM

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PARKS and GREENSPACE

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Amphitheater / Music Venue

The rendering below shows what the new amphitheater could look like. Trees are planted on grass steps to provide shade and context-appropropriate mixed-use infill can be seen in the background.

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gateways and corridors Gateways and Corridors

• Programming Real Deals: Housed at the historic Jefferson Cotton Mill, Real Deals draws shoppers from all over Northwest Georgia. Because of its location at the edge of downtown and the number of out-of-town visitors drawn to the store, Real Deals provides a great opportunity to lure tourists downtown for lunch, shopping, and more. By placing attractively painted signage on the building leading visitors downtown and supplying Real Deals with plenty of brochures and information for tourists, downtown might share in some of the traffic drawn to this resource.

Real Deals Property Improvements, Plan View 72

BEFORE

AFTER

Real Deals Property Improvements, Before Located along the busy Georgia 11–Lee Street corridor at the edge of downtown, Real Deals is a regional destination for furniture shopping. Currently, this corridor could benefit from landscape improvements and extended sidewalks and streetscaping from the downtown square.

Real Deals Property Improvements, After This “after” image shows the same view with the addition of sidewalks around the building, improved plantings in the large vacant area, new welcome signage, and new shrubs to buffer the existing triangle parking lot.

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gateways and corridors

AFTER

Lee Street, Before

Georgia 11 / Lee Street is a critical vehicular route through downtown linking the US 129 bypass with Commerce and points east. Currently this corridor is neglected, with an abundance of bare parking areas, overgrown lots, distracting signage, and limited pedestrian accommodations.

Lee Street, After

This perspective shows the same stretch of highway following an extension of the streetscaping improvements found along the square. Sidewalks now line both sides of the street, connecting this area to the downtown core. Attractive, tree-lined landscaping strips now provide a visually cohesive experience for passing traffic while offering shade and creating a buffer between cars and pedestrians.

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BEFORE

Jefferson Mills Neighborhood, Before This neighborhood once housed the many employees of the historic Jefferson Mill. With some improvements and renovations, this neighborhood could be an ideal place to live close to downtown.

AFTER

Jefferson Mills Neighborhood, After

The rendering shows several improvements made to this corner of the Jefferson Mills neighborhood, including new, simple gateway signage, sidewalks, renovations to the existing corner property, and simple landscaping improvements.

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economic vitality

Development Incentives

SHORT-TERM • Downtown Living Incentives: Jefferson could ac- • Business Vacancy List: Many local residents complained about vacant properties downtown and the tivate downtown, provide a 24-hour customer base lack of appropriate maintenance at some buildings. for downtown businesses, and attract the variety of To determine which buildings are in violation of businesses desired by incentivizing downtown livmaintenance standards and to identify vacant proping options. In public input sessions, many local erties, city officials could undertake a block-bycitizens and businesspeople suggested developing block audit of downtown. This audit would also crean incentives package to encourage complementary ate an inventory of available property downtown—a infill development and upper-story lofts downtown. valuable resource for attracting new investment.

The city should consider offering upper-story sprinkler and wiring grants to encourage redevelopment of historic properties. Jefferson could also explore • Local Leaders Symposium: With expansive growth over the past decade and more on the horizon, Jefa local property tax abatement for a period of time ferson is in a similar position as many cities in metor create a “one-stop shop” that brings together the ro Atlanta. Many locals in public input sessions necessary entities to incentivize downtown develbrought up examples of smart growth and downopment. town development in the metro area that could be applied in downtown Jefferson. By visiting success• Model Infill Plans: Jefferson residents see attractful downtown developments in places like Sugar ing compatible infill development and residential Hill, Woodstock, and elsewhere, city leaders could options downtown as a top priority for the city. learn how these communities have rejuvenated their Much of downtown and the surrounding areas are downtowns and attracted private investment. registered historic districts that regulate the size and appearance of new structures. Thus, developing model sets of appropriate plans for infill buildings • Remove Storage from Central Business District Conditional Uses: Currently, property owners could help ease the regulatory burden for interested downtown are conditionally permitted to use fordevelopers and attract desired development to the merly commercial buildings for storage. Storage area.

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development incentives

Athens Street Infill, Before

The complex along Athens Street currently occupied by the Jackson County Board of Commissioners will soon revert to the city of Jefferson. Rambling offices and oddly configured parking here block connections through downtown and do not contribute to the vitality and economic activity of the area. The unique topography and key downtown location of this site provide a major opportunity for a major mixed-use development.

Athens Street Infill, After

In this perspective of the same site following the development of a mixed-use housing and retail complex, new shops, street trees, planted medians, crosswalks, and easily accessible angled street parking activate this corridor and welcome people to Jefferson’s downtown.

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BEFORE

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downtown prevents the highest and best use of downtown buildings, generates no pedestrian activity, and can create dangerous conditions that encourage fires and vermin. Removing this conditional use would help to encourage more complementary uses for downtown’s building stock and would be a step toward creating the environment desired by the community.

• Former Hotel Improvements: Widely seen as unattractive and in need of improvement, the former hotel at Lee and Washington Streets occupies the most prominent corner in downtown Jefferson. Due to the central location and visibility of the site, the hotel has long been seen as a signature development opportunity downtown. Prior to the costly process of long-term redevelopment, many steps could be taken to improve the building’s appearance and make this property contribute rather that detract from the character of downtown. Simply planting trees and installing landscaping could soften the building’s appearance and screen the existing parking lot. Rather than attempting to conceal the building’s midcentury character, historically appropriate signage and a fresh coat of paint to the façade could emphasize the historic features of the building and contribute to downtown’s architectural diversity.

• Former Hotel Landscaping/Trees: Locals widely see the former hotel at the corner of Lee and Washington Street downtown as in need of improvement. Working with the property owner, simply planting trees and installing landscaping could soften the building’s appearance and screen the existing parking lot. Trees planted along this stretch of Washington could impart a sense of arrival to travelers along this busy route.

LONG-TERM • DDA as a Developer: Attracting infill development to prominent sites like the former hotel at Washington and Lee Streets is both a commonly voiced community priority and a long-term goal in the city’s comprehensive plan. If private investors cannot be found to pursue

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Former Hotel, Before

Located on Lee Street, this building is home to Madella’s Clothing and Gifts and sits at a prominent corner downtown.

Former Hotel, After

The following renderings show improvements in phases:

Phase 1: Willow oaks are planted along the property’s perimeter to improve the streetscape.

Phase 2: Flowers and low plantings are included along the brick wall in front of the business to improve curb appeal while not blocking business signage.

Phase 3: The building’s façade is improved with paint and new signage.

BEFORE

development incentives AFTER, PHASE 1

AFTER, PHASE 2

AFTER, PHASE 3

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this opportunity and others in the area, the Jefferson DDA could step in to develop the site. Among other public and private powers, the DDA has the authority to issue bonds and construct, rehabilitate, and sell buildings. Developing this prominent downtown location could create the momentum to entice private investment downtown.

AFTER

• Mahaffey Street Infill: Cream and Shuga, a popular coffeehouse and breakfast spot, is moving to the former Jefferson Police Department at the corner of Hill and Mahaffey Streets. This new development could activate this portion of downtown, providing an opportunity to market approximately three acres of adjacent city-owned parcels for residential infill. • Lee Street Infill: The city, DDA, and others should look for flagship development opportunities to attract compatible growth supported by local citizens and to get the attention of private developers.

Many infill development opportunities exist along Lee Street, including the historic hotel at Lee and Washington Streets. Focusing on this corridor and replacing derelict, auto-centric buildings like the vacant structure across from the Jefferson Motor Company sales lot could create momentum for future development.

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development incentives BEFORE

Mahaffey Street Infill (Cream & Shuga)

Before: The photograph above shows the former Jefferson Police Department located at the corner of Hill and Mahaffey Streets.

After: The rendering shows how the building can be adapted to house Cream & Shuga coffee shop, complete with exterior improvements such as landscaping, parking, and signage.

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development incentives

BEFORE

Lee Street Infill, Before

This stretch of Lee Street adjacent to the sales lot of the Jefferson Motor Company illustrates the excessive widths of existing travel lanes and more than eight feet of excess, unused paved asphalt areas on either side of the thoroughfare. A meager sidewalk on the right side of the road does nothing to shield pedestrians from high-speed traffic and pedestrian activity just a few blocks from the heart of downtown. The former thrift shop on the left was often cited by public input participants as an eyesore.

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AFTER

Lee Street Infill, After

This illustrative rendering shows the same view following the extension of streetscaping improvements along the square. Attractively landscaped bioswales designed to safely handle stormwater runoff now occupy the space of the formerly unused paved area. Natchez crape myrtles now line the busy corridor, providing shade and buffering pedestrians from vehicular traffic while preserving visibility of the adjacent sales lot. With a minimum width of 10 feet, wide new sidewalks provide ample room for pedestrian and bicycle traffic while allowing for amenities like cafÊ seating. Traffic lanes along the corridor have been shrunk to improve safety for both pedestrians and drivers entering the busy downtown area, with clearly indicated crosswalks and signage. Reflecting demand and new standards for mixed-use buildings, the flat iron–style infill development to the left shows possible development opportunities along the corridor.

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development incentives

Lee Street Design, Section View

Lee Street/Winder Highway Section, Before: A major corridor connecting downtown with the US 129 bypass, Winder Highway is currently an unattractive expanse of rundown strip malls, chaotic signage, and overly wide asphalt paving. This section at Lee Street and Oak Street by the sales lot of the Jefferson Motor Company illustrates the excessive width of travel lanes and unused paved areas, which contribute to stormwater runoff.

The complete lack of separation between traffic and pedestrians along Lee Street presents serious barriers to pedestrian activity.

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The section above shows the same 60-foot stretch of road transformed into an attractive corridor for pedestrians, bikers, and drivers. New and expanded sidewalks are designed as multiuse paths with a minimum width of 10 feet to accommodate bicycle traffic as well as pedestrian activity. Handsome landscaped medians and street trees now define the corridor and provide shade for pedestrians. Traffic lanes have been shrunk to calm busy traffic entering downtown.

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development incentives

BEFORE

Business Incubator, Before

This vacant brick building is located on East Minden Street.

Business Incubator, After

The rendering shows exterior improvements to the building including new glass garage and entry doors, a brick patio, cafĂŠ seating, and plantings. The need for a business incubator space was stated throughout the public input process, and this building could be used for that purpose.

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Creating a Destination SHORT-TERM

• Downtown Restaurant Incentives: Overwhelmingly, the public wants more restaurants and dining options downtown. An incentives package to recruit new businesses could be developed to attract the dining options the community desires. In addition, desirable restaurants like Savory Spoon could be identified and recruited to relocate downtown.

Cities like Statesboro and Powder Springs have successfully brought new restaurants downtown.

Incentives they offer that could be adopted by Jefferson include waiving food and beverage license fees for up to three years. Additionally, Powder Springs provides up to 50% matching funds, not to exceed $10,000, for the improvement of the interior space and exterior façades of new restaurants downtown. The city also offers a $3,000 grant for façade renovation and $7,000 for internal renovation.

• Downtown Entertainment District: Jefferson residents overwhelmingly favor expanded dining and entertainment options downtown. At the same time, some downtown restauranteurs complain that existing restrictions for restaurants choosing to serve alcoholic beverages are too onerous. A marketplace profile of the city compiled by Georgia Power notes a strong demand for establishments serving adult beverages. To help encourage the creative dining options desired by the community, the city could consider creating an entertainment district in the downtown core. Similar districts in Roswell, Alpharetta, and elsewhere allow patrons of downtown restaurants to take beverages from one location to another, providing some evening activity and creating a dining destination downtown.

• Downtown Entertainment Incentives: To attract the music and entertainment venues desired by the community downtown, the city could consider allowing entertainment venues to generate a lower percentage of their revenue from the sale of food.

Altering the existing food-to-alcohol ratio could encourage more venues for live music.

• Food Truck Park: Public input results revealed that community members desire increasing the variety, quantity, and quality of dining options downtown.

Food trucks or a monthly beer garden downtown could create a unique attraction for locals and visitors. Particularly during periods of heavy traffic downtown, a temporary food truck park at the square would provide a unique service and draw activity downtown.

Infrastructure

SHORT-TERM • Incentivize New Internet Provider: Future economic activity within the city of Jefferson depends on access to fast, affordable Internet service. Internet and wi-fi service within the city is already a major issue for local citizens and businesspeople. Google Fiber recommends some fairly routine measures to help attract new Internet providers to communities.

These actions include expediting the construction permitting process, providing good maps of city infrastructure and rights-of-way, and granting Internet providers access to cable conduits, power lines,

• Pop-up Market at the Square: Jefferson’s downtown square is a community hub along a heavily trafficked regional thoroughfare. Programming the square with a monthly pop-up market during periods of heavy traffic could encourage more travelers to stop in downtown Jefferson, while bringing exiting new retail options to downtown. Alternatively, the DDA could serve as the owner/operator of a brick-and-mortar storefront along the square to serve as a venue for revolving retail options.

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Events at the Water Tower The historic water tower adjacent to the former Jefferson Mill Complex is a local landmark. The DDA or Jefferson Main Street could consider working with the mill village community to host local events at the water tower. A food truck park, shown in the rendering above, could become a summer tradition in the neighborhood.

and ducts. By checking off these actions, Jefferson could make the city attractive to new Internet providers and enhance economic development as a whole.

LONG-TERM • “Dig Once” Infrastructure: Local citizens love recent improvements to the square downtown and approve of new sidewalk construction along Old Pendergrass Road. Moving forward, locals see extending sidewalks and streetscaping improvements throughout downtown as a top priority. At the same time, critical infrastructure needs like high-speed

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Internet access present critical challenges for local citizens and entrepreneurs. These needs should be addressed when extending sidewalks and other infrastructure by adopting a “dig once” policy for city infrastructure projects. This means incorporating conduit and subterranean utility lines during new infrastructure construction. Implementing these improvements simultaneously saves taxpayer money and demolition costs over the long term while making the city an attractive location for citizens and businesses for years to come.

D O W N T O W N

J E F F E R S O N

ACT ION

PLAN When developing actions items, its important to be

smart

{strategic, measureable, attainable, realistic, and timely}

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action plan

J

efferson’s action plan guides implementation of the Jefferson Work Program by identifying the resources required to reach the community’s vision for downtown. Through a series of action items, the action plan communicates the “when, what, and who” critical to implementation. While some action items are ideally suited for implementation by local government and others are more appropriate for private investors, many can be easily undertaken by citizen volunteers and local civic groups. Action items guide volunteers, local officials, or private property owners by spelling out what needs to be completed, what resources are required, and who is responsible for implementation. A well-developed action plan serves as a blueprint for the project managers to break down a sweeping community vision into smaller, more manageable action items. These action items should meet the criteria for SMART (specific, measurable, attainable, realistic, and timely) goals. Through the SMART process, Jefferson’s future vision becomes a reality through practical and achievable steps.

Action items included in the Jefferson RSVP are specifically targeted to guide volunteers, local officials, or private businesses, and property owners, to begin enacting the community’s vision for the future of Jefferson.

• Volunteers: Many of the following action items are designed for implementation by local volunteers, minimizing the investment of resources by the local government. Volunteer items might be ideal projects for local civic organizations, garden club, or high school groups.

• Local officials: Action items targeted to local officials rely on resources and powers of the local government for implementation. While the local government has limited resources, these items are designed to be inexpensive but impactful projects that begin to get the ball rolling on further implementation of the masterplan. Long-term goals will take time and funding.

• Private businesses: While many action items feature projects on city property and public land, some are located on private property. For these projects and others, private property owners and businesses are essential for implementation. While these groups cannot be coerced into undertaking any projects, action items are designed as affordable improvements with step-by-step instructions and community support.

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organization SHORT TERM

1

ACTION ITEM: FIRST BAPTIST CHURCH PARKING USAGE MOU Lead: Beth Laughinghouse, Main Street Manager Partners: Administrative Board/FBC, city attorney Timeline (start-finish): April-May, 2017 Funding (how much and where): $0 Obstacles (stumbling blocks): TBD Steps: 1. Contact Administrative Board at FBC 2. Have city attorney review document 3. Have both parties sign document

2

ACTION ITEM: PATIENT PHARMACY PARKING Lead: Beth Laughinghouse, Main Street Manager Partners: Jerry Weitz, Planning Director, Fred Gurley, Owner-CWL Pharmacy, Keith Chapman, Owner-Jefferson Drugs Timeline (start-finish): April 2017-June, 2017 Funding (how much and where): TBD Obstacles (stumbling blocks): Educating the public not to use these designated spaces, funding.

Steps: 1. Discuss with drug store owners and select spots to be used.

2. Follow up with Jerry Weitz and get any ordinance changes on city council agenda.

3. Design signs and install.

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3

ACTION ITEM: PUBLIC PARKING SIGNS: COURTHOUSE AND BEHIND SUBWAY Lead: Greg Laughinghouse Partners: Ricky Fitzpatrick Timeline (start-finish): April 2017-August, 2017 Funding (how much and where): TBD Obstacles (stumbling blocks): Funding

1. Research Designs and cost 2. Submit designs to Main Street office 3. Pick manufacture 4. Construct signs and install

4

ACTION ITEM: THEATER SPACE IN CIVIC CENTER Lead: Margie Scott Partners: Local Theater Group and City Timeline (start-finish): May 2017 - September 2019 Funding (how much and where): Unknown and dependent on step four Obstacles (stumbling blocks): Permanent venue, permanent costs Steps: 1. Communicate with Theater Group (Jay Holl, Keith Johnson, Diana Norton-Bagwell) 2. Determine venue needs: minimum versus desired.

3. Determine city capacity to meet the venue needs in step two.

4. Present report, consider additional required costs, assess viability

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Steps:

organization SHORT TERM

5

ACTION ITEM: DOWNTOWN WELLNESS WALK Lead: Les & Cindy Crane Partners: City, Jeff Killip, Public Works (Crosswalks), Georgia Department of Transportation (DOT), Speed Fitness Doctor Personal Trainer , Diana Norton-Bagwell (designer/brochure) Timeline (start-finish): June - November 2017 Funding (how much and where): Unknown Obstacles (stumbling blocks): Traffic – may have to look at one way through historic neighborhood instead.

Steps: 1. Devise fun walk routes through town and through neighborhood. a. This Old House Walk b. Dragon Walk c. Downtown Walk d. Jefferson History Walk e. Wake Up & Smell the Coffee Walk f. Woodbine Cemetery Walk g. Take Me to the Church Walk (all these walks have been mapped out) 2. Identify landmarks, steps, distance, and calorie burn...make it informative!

3. Confirm that plans meet public works and GA DOT infrastructure requirements 4. Find out from city the costs and available funds 5. Meet with personal trainer to assist with steps, calorie burn, etc. Meet with other individuals as needed for information on each walk (i.e. cemetery walk, historic walk) 6. Develop brochure 7. Brochures will be available at CWL Museum; all walks will begin there.

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6

ACTION ITEM: COMMUNITY YOUTH CLEAN UP Lead: Diana Bagwell, Main Street Volunteer & Girl Scout Leader Partners: Girl Scouts, Main Street Volunteers Timeline (start-finish): September 2017-May 2018 Funding (how much and where): Minimal Obstacles (stumbling blocks): Getting people to commit the time Steps: 1. Determine what groups would like to volunteer (Rotary, Lions, Chamber..they all do Adopt-A-Mile areas) 2. Determine areas for Clean Up 3. Schedule clean up days

7

ACTION ITEM: BACK OF BUILDING CLEANUP Lead: Beth Laughinghouse, Main Street Manager Partners: Property Owners, Jeff Killip-Public Works Director, Joe Savage-Street Supervisor, Main Street Volunteers, Graphic Designer, Muralist/Painter Timeline (start-finish): May, 2017 – May 2018 and beyond Funding (how much and where): Unknown Obstacles (stumbling blocks): Funding Steps: 1. Contact property owners about easement for future sidewalks and driveway construction. Discuss the project with property owners at that time.

2. Include trash pick-up with next Adopt-A-Mile cleanup.

3. Ask property owners about putting public parking signage on specific buildings 4. Have parking signs designed, produced and installed 5. Using Master Plan concept, work on design for back of buildings with property owners.

6. Implement back of building improvements (at property owners expense and time frame)

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4. Make a program that repeat

organization

8

ACTION ITEM: CREATE A PERMANENT LOCATION FOR THE JEFFERSON COMMUNITY THEATER (JCT) Lead: Margie Scott Partners: JCT Board representative, Mainstreet representative, and other community representatives TBD Timeline (start-finish): May 2017 - Fall 2019 (or in time for City of Jefferson budget process) Funding (how much and where): TBD; dependent on JTC Board requirements, size, and location Obstacles (stumbling blocks): Funding and available location limitations Steps: 1. Meet with JTC Board representative to identify needs 2. Meet with City officials to identify potential space availability 3. Meet with local real estate professionals to identify additional location possibilities 4. Visit area little theaters to explore ideas to incorporate int JCT new location / facilities 1.

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1

SHORT TERM ACTION ITEM: EVENTBRITE EVENTS Lead: Diana Norton-Bagwell, Main Street Volunteer Partners: None Timeline (start-finish): Three months Funding (how much and where): TBD

Jan ua

Steps:

ry 2

1. Research Eventbrite 2. Add to list of event resources

2

ACTION ITEM: CONSOLIDATE ONLINE PRESENCE Lead: Diana Norton-Bagwell, Main Street Volunteer Partners: City Department Heads (Diana) Timeline (start-finish): Four months Funding (how much and where): TBD Obstacles (stumbling blocks): Working with departments Steps: 1. Review existing accounts and content creators 2. Decide on needs 3. Work on account authorization 4. Consolidate if feasible 5. Improve activity and regular posing on existing manned accounts

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promotion

ed! t e l p co m 017

Obstacles (stumbling blocks): None

promotion SHORT TERM

3

ACTION ITEM: SCHOOL SIGNAGE FOR DOWNTOWN EVENTS Lead: Guy Dean Benson (Jefferson Academy Parent Teacher Organization, Jefferson Elementary Parent Teacher Organization) Partners: Schools K-2 and 3-5 Timeline (start-finish): May 2017 - May 2018 Funding (how much and where): TBD Obstacles (stumbling blocks): School out during June and July Steps: 1. Contact Board of Education office/Superintendent/ Principles of the schools for approval 2. Work with Main Street for events schedule

4

ACTION ITEM: PTO NEWSLETTER WEEKLY CALENDAR Lead: Guy Dean Benson Partners: Schools K-2 and 3-5 Timeline (start-finish): May 2017 - May 2018 Funding (how much and where): TBD Obstacles (stumbling blocks): School out during June and July Steps: 1. Contact Jefferson Elementary and Academy about the PTO leadership for approval 2. Work with Main Street for event schedule

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5

ACTION ITEM: CREATE A DOWNTOWN GIFT CARD Lead: Shawn Watson Partners: Beth Laughinghouse, Main Street Director Timeline (start-finish): June - August 2017 Funding (how much and where): TBD Obstacles (stumbling blocks): Funding (should be minimal) Steps: 1. Contact downtowns that already have gift card system 2. Determine best approach.

4. Determine costs, participant investment, and sales price 5. Solicit downtown business

6

ACTION ITEM: CREATE A YOUTH MAIN STREET PROGRAM Lead: Diana Bagwell Partners: Local youth in programs and churches, Main Street volunteers, Main Street Manager Timeline (start-finish): April 2018 - December 2018 Funding (how much and where): Minimal Obstacles (stumbling blocks): Getting people to commit the time Steps: 1. Reach out to local youth contact people at schools, clubs and churches 2. Invite youth to a MS meeting 3. Determine which events or programs they would like to lead

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3. Create Gift Card to use when soliciting participants

promotion

SHORT TERM

7

ACTION ITEM: SIGNS FOR PUBLIC RESTROOMS Lead: Beth Laughinghouse Partners: Diana Norton-Bagwell (design), Joe Savage (installation) Timeline (start-finish): May 2017 – TBD Funding (how much and where): TBD Obstacles (stumbling blocks): Funding Steps: 1. Determine design of signs (coordinating with other public signs in the downtown area) 2. Coordinate design with other public sign programs under development 3. Purchase or produce signs 4. Installation

8

ACTION ITEM: PARKING SIGNAGE(BEHIND COURTHOUSE & SUBWAY) Lead: Greg Laughinghouse, Main Street Volunteer Partners: Ricky Fitzpatrick, Beth Laughinghouse, Diana Norton-Bagwell Timeline (start-finish): April 2017 – July 2017 Funding (how much and where): Not available at this time Obstacles (stumbling blocks): Funding Steps: 1. Research designs (coordinating with other signage in the downtown area) 2. Study costs 3. Locate manufacturers of signs 4. Approach city regarding funding

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9

ACTION ITEM: TOURIST INFO SHEET Lead: Diana Bagwell Partners: Beth Laughinghouse, Vicki Starnes, Sloane Meyer, Chamber of Commerce Timeline (start-finish): April 2017 – July 2017 Funding (how much and where): Minimal printing costs – Main Street budget Obstacles (stumbling blocks): None

1. Pull existing documentation 2. Do inventory to verify content 3. Develop new content

10

ACTION ITEM: WALKING TOUR (hold because there is already one at the museum and we are looking to see if any revisions are needed.)

Lead: Les & Cindy Crane, local realtors and Main Street Volunteers Partners: Main Street Director, Beth Laughinghouse, Diana Norton-Bagwell Timeline (start-finish): TBD Funding (how much and where): TBD Obstacles (stumbling blocks): Funding Steps: 1.

2.

3.

4.

5.

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promotion

Steps:

promotion

SHORT TERM

11

ACTION ITEM: GATEWAY SIGNAGE Lead: Beth Laughinghouse Partners: TBD Timeline (start-finish): January – December, 2018 Funding (how much and where): TBD Obstacles (stumbling blocks): Funding, location Steps: 1. Determine locations for gateway signs 2. If land is not city owned, work on acquisition of property 3. Determine design of sign 4. If needed, create RFP for construction 5. Installation

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ACTION ITEM: LOCAL LODGING / AIRBNB Lead: Les & Cindy Crane Partners: The Cranes and in-town homeowners

Funding (how much and where): None, costs homeowners for advertising Obstacles (stumbling blocks): Cooperation and commitment from area Steps: 1. Put together list of target homes (Cranes have 2 home owners willing to consider this option) 2. Put together letter and send to target homeowners 3. Phone calls to those homeowners 4. Put together meeting – organizational meetings 5. Report back homes available 6. Have homes listed on Airbnb-VRBO 7. Brochure available at Welcome Center Museum

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Timeline (start-finish): Three Months

design

SHORT TERM

1

ACTION ITEM: CROSSWALKS BEHIND COURTHOUSE PARKING Lead: Greg Laughinghouse Partners: Jeff Killip, Public Works Director Timeline (start-finish): June - August 2017 Funding (how much and where): Not applicable at this time Obstacles (stumbling blocks): City Street Department can do this when time permits Steps: 1. Discuss project with Jeff Killip 2. Decide which crosswalks can be painted by city employees or volunteers.

3. Determine when Street Department or volunteers can paint crosswalks

2

ACTION ITEM: FORMER HOTEL LANDSCAPING / TREES Lead: Susan Russell Partners: Mary Gramley, Debra Plott Timeline (start-finish): September 2017 - September 2019 Funding (how much and where): City, Tree Council, Garden Club, Tree Bank, Public Works Obstacles (stumbling blocks): Working with property owner, no contact to date Steps: 1. Permission from property owner 2. Determine soil volume/site conditions 3. Determine hard needs and design 4. Determine species 5. Arranging installation 6. Arranging maintenance

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3

ACTION ITEM: PLANTING TREES AT WOODBINE CEMETERY Lead: Susan Russell Partners: Mary Gramley, Debra Plott Timeline (start-finish): September 2018 - September 2019 Funding (how much and where): Garden Club, Tree Budget, Tree Bank, Woodbine Cemetery Association

Steps: 1. Met with Harry Bryan an association member.

2. Harry is trying to schedule an association meeting 3. Harry determined planting areas 4. Have developed a list of suggested trees 5. Will propose trees and location at the next scheduled meeting.

6. Arrange and install 7. Arrange maintenance

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design

Obstacles (stumbling blocks): Association for Woodbine Cemetery meetings are few and far between

design

LONG TERM

4

ACTION ITEM: EXTEND SIDEWALKS ALONG SUBWAY AND CAKERY Lead: Roy Plott, Mayor and Main Street Volunteer Partners: Jeff Killip, Public Works Director Timeline (start-finish): April 2017 - May 2017 Funding (how much and where): Using City SPLOST funds Obstacles (stumbling blocks): None

d!

Steps: 1. Develop Request For Provision with cost estimate 2. Determine if it has to be bid 3. Call for bids if required 4. Hire contractor/ award contract 5. Form and lay concreted 6. Restripe roads

5

ACTION ITEM: EXTEND TREES AND STREETSCAPE Lead: Beth Laughinghouse, Main Street Manager Partners: City Staff (Public Works, Administration), DOT (possibly) Timeline (start-finish): Start: 2017, Finish: TBD Funding (how much and where): TBD; Based on scope of project Obstacles (stumbling blocks): Funding Steps: 1. Discuss scope of project with city staff 2. Determine funding sources 3. Finalize area and design prior to budget of 2018

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te e l p m co 01 m ay 2

7

6

ACTION ITEM: AMPHITHEATER / MUSIC / PERFORMANCE VENUE Lead: Beth Laughinghouse Partners: City Staff, potential sponsors Timeline (start-finish): May 2017 – TBD Funding (how much and where): TBD Obstacles (stumbling blocks): Funding Steps: 1. Discuss funding options with city staff

3. Visit amphitheaters & discuss ideas with owners 4. Do RFP for design (if needed) 5. Contact potential sponsors/donors

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design

2. Discuss design with local musicians, performers, light/sound technicians

economic vitality

SHORT TERM

1

ACTION ITEM: PROHIBIT STORAGE IN CBD Lead: Jerry Weitz Partners: The Planning Commission Timeline (start-finish): Three months Funding (how much and where): N/A Obstacles (stumbling blocks): None anticipated Steps: 1. Authority to initiate amendment land use management code 2. Write amendment

2

3. Public hearing and adoption process

ACTION ITEM: DOWNTOWN ENTERTAINMENT DISTRICT Lead: Beth Laughinghouse, Main Street Manager Partners: City Staff Timeline (start-finish): May 2017 - TBD Funding (how much and where): TBD Obstacles (stumbling blocks): TBD Steps: 1. Contact Roswell and Alpharetta to determine their guidelines for a downtown entertainment district.

2. Check with the Department of Community Affairs for local cities that have this type of established district.

3. Discuss options with city staff 4. Implement policy to create district

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3

ACTION ITEM: BROADBAND ADVISORY COMMITTEE Lead: Dana Phillips, Clint Roberts, Aaron Walker, Pete Fuller, Chuck Miller, Shawn Tressner Partners: Jackson County Commissioners, Paladin Wireless Timeline (start-finish): Three months to install equipment, service live as of 3/31/2017 Funding (how much and where): Paladin received private funding Obstacles (stumbling blocks): Access to government resources to ensure strong signal throughout community. Gaining access to fiber trunk lines to ensure quality service for residents.

d!

ete l p m o c 7

Steps:

01 m ay 2

1. Research ISP alternatives as well as examine other rural markets for innovative solutions. Work began in March of 2014.

2. Play active role in State Broadband Committee’s town hall meetings.

4. Present all findings to Jefferson City Council on September 26, 2016. a. Findings can be found here: https://goo.gl/HhkrnG 5. Paladin Wireless present to Jefferson City Council on September 26, 2016. a. Paladin request access to government owned resources (water towers, communication towers, etc.) b. Paladin will offer free public Wi-Fi network to downtown and a monthly payment for use of water towers.

6. City Council votes to deny Paladin Wireless access to resources on October 6, 2016.

7. Connect Paladin Wireless with Kevin Poe, Jackson County Manager as well as all Jackson County Commissioners. a. Paladin Wireless presents to County on November 14, 2016. i. Paladin request access to government owned resources (water towers, communication towers, etc.). ii. Paladin will offer free service to county and a monthly payment for use of government assets. b. County votes to approve Paladin Wireless and grants access to towers on conditions that service will be live in 90 days from agreement on November 21, 2016.

8. Paladin Wireless installs equipment on first tower at Gordon Street in Jefferson on January 12, 2017.

9. Ribbon cutting ceremony with Jackson County Chamber of Commerce and County Commissioners occurs on March 9, 2017 10. Service is live and Paladin will conduct site surveys for interested customers beginning on March 31, 2017.

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economic vitality

3. Join Next Century Cities to obtain resources to help community reach Internet goals.

(Incomplete at current time).

economic vitality

LONG TERM

4

ACTION ITEM: DDA AS DEVELOPER Lead: Downtown Development Authority, Joel Harbin, Chair Partners: City of Jefferson, Developers Timeline (start-finish): April 2017 - TBD Funding (how much and where): TBD Obstacles (stumbling blocks): TBD Steps: 1.

2.

5

3.

ACTION ITEM: MAHAFFEY STREET INFILL Lead: Downtown Development Authority, Joel Harbin, Chair Partners: City of Jefferson, Private Developers Timeline (start-finish): TBD Funding (how much and where): TBD Obstacles (stumbling blocks): TBD Steps: 1.

2.

3.

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6

ACTION ITEM: "DIG ONCE" INFRASTRUCTURE Lead: Jeff Killip, Public Works Director Partners: City Staff Timeline (start-finish): TBD

Obstacles (stumbling blocks): TBD Steps: 1.

2.

3.

7

ACTION ITEM: WALKING TOUR (hold because there is already one at the museum and we are looking to see if any revisions are needed.)

Lead: Les & Cindy Crane, local realtors and Main Street Volunteers Partners: Main Street Director, Beth Laughinghouse, Diana Norton-Bagwell Timeline (start-finish): TBD Funding (how much and where): TBD Obstacles (stumbling blocks): Funding Steps: 1.

2.

3.

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economic vitality

Funding (how much and where): TBD