Cobb County

2040 COMPREHENSIVE PLAN 5 YEAR UPDATE

OCTOBER 2022

As Amended January 2025

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Prepared by: Community Development Agency Planning Division

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2040 COMPREHENSIVE PLAN

VISION FOR A NEW ERA

5-Year Update

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Cobb County...Expect the Best!

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APPROVED

OCTOBER 2022

LAST UPDATED

JANUARY 2025

Community Development Agency

P.O. Box 649 Marietta, Georgia 30061-0649 www.cobbcounty.org

BOARD OF COMMISSIONERS

Lisa Cupid, Commission Chairwoman Kelli Gambrill – District 1 Commissioner Jerica Richardson – District 2 Commissioner JoAnn K. Birrell – District 3 Commissioner Monique Sheffield – District 4 Commissioner

PLANNING COMMISSION

Stephen Vault – At Large Fred Beloin – District 1 David Anderson – District 2 Christine Lindstrom – District 3 Michael Hughes – District 4

COUNTY MANAGER

Dr. Jackie R. McMorris

COMMUNITY DEVELOPMENT AGENCY

Jessica Guinn, Director Phillip Westbrook, Senior Planner/Project Manager Mandy Elliott, Planner III Donald Wells, Planner III Sharon Qin, Planner III

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COBB COUNTY

2040 COMPREHENSIVE PLAN

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Table of Contents

INTRODUCTION ................................................................................................1

PURPOSE.......................................................................................................... 1

PLAN ORGANIZATION ...................................................................................... 2

COMMUNITY PROFILE ..................................................................................... 3

HISTORICAL CONTEXT & DEVELOPMENT PATTERNS....................................... 4

VISION 2040 .................................................................................................... 6

COMMUNITY GOALS & POLICIES .................................................................... 7

LAND USE ........................................................................................................... 8

TRANSPORTATION ............................................................................................ 13

HOUSING........................................................................................................... 17

BROADBAND .................................................................................................... 20

ECONOMIC DEVELOPMENT ............................................................................... 24

INTERGOVERNMENTAL COORDINATION .......................................................... 27

SENIOR SERVICES ............................................................................................ 31

NATURAL & HISTORIC RESOURCES ................................................................. 35

LIBRARY ............................................................................................................ 39

PUBLIC SAFETY................................................................................................. 41

PARKS............................................................................................................... 44

PLACE MAKING ................................................................................................ 48

COMMUNITY WORK PROGRAM ..................................................................... 51

INTRODUCTION

Cobb County has thrived in recent decades. Its natural resources, location, economy, education and most, importantly, its people, have made Cobb County a desirable place to live, work and play. These attributes have contributed to sustained growth over the past few decades and will continue to attract visitors, residents and business interests for years to come.

As Cobb County continues to flourish, changes are inevitable. As new development and redevelopment emerges, the provision of public services and adequate infrastructure continue to become increasingly important. Creating a sense of place by promoting positive community characteristics is also a significant aspect of moving Cobb toward its vision.

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The existing 2040 Comprehensive Plan was adopted in 2017 and is the long-range planning document that has helped guide Cobb County over the last 5-years. As mandated by the 1989 Georgia Planning Act, the Comprehensive Plan is a policy document that assists decision-making and administrative actions in an effort to steer Cobb County towards the community's preferred future.

The Comprehensive Plan is designed to be dynamic and capable of being revised based on the changing needs and desires of the community. This limited scope 5-year update is mandated by the State in order to maintain Qualified Local Government Status.

As the County continues to grow, changes are inevitable. Based on the state’s minimum standards and procedures, certain components of the Comprehensive Plan should be updated every 5-years. Cobb County's 2040 Comprehensive Plan 5-Year Update focuses on the following:

• Determining if existing needs are still relevant and if there are any new needs that should be addressed;
• Gathering feedback and potential changes related to future land use guidelines and policy;
• Include a Broadband element;
• Provide a Report of Accomplishments;
• Establish a new 5-year work program;

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PURPOSE

In the interest of providing healthy and vibrant communities that are vital to the State's economic prosperity, the State of Georgia requires all local jurisdictions to coordinate and conduct comprehensive planning activities through the Georgia Planning Act of 1989. The State has given authority to the Department of Community Affairs (DCA) to set the minimum standards for local comprehensive planning and to provide oversight of the planning processes. The purpose of the minimum standards is to provide a framework for development, management and implementation of local comprehensive plans.

The purpose of the 2040 Comprehensive Plan is to bring together all sectors within the County, including residents, the business community, and non-profit organizations, to develop a growth strategy that aims to make Cobb County an attractive place to invest, conduct business, and raise a family. The Comprehensive Plan is

intentionally broad, providing policy direction and guidance for elected officials, appointed officials, and the public at-large. It informs and guides decision-making processes, articulates the County’s vision in a manner that creates an environment of predictability for residents, property owners, investors, businesses and industry, and anyone interested in the County’s future. The plan is also intended to assist in recognizing the need for, and the subsequent implementation of, important economic development and revitalization initiatives.

PLAN ORGANIZATION

The 2040 Comprehensive Plan consists of three core elements and twelve planning elements. The three core elements are required by the Department of Community Affairs’ minimum standards and procedures and are integrated into each of the planning elements. The planning elements include four required elements based on factors unique to Cobb County and eight optional elements that have been chosen to supplement the comprehensive plan based on policy consistency and value.

CORE ELEMENTS

• Needs and Opportunities List of needs and issues that Cobb intends to address via the plan
• Community Goals Vision and goals the community seeks to work toward and policies that provide guidance and direction
• Community Work Program Prioritized action items that the County and community partners intend to undertake over the next five years

PLANNING ELEMENTS

Required:

• Land Use
• Transportation
• Housing
• Broadband

Optional:

• Economic Development
• Intergovernmental Coordination
• Senior Services
• Natural & Historic Resources
• Parks
• Library
• Public Safety
• Place Making

COMMUNITY PROFILE

AGE

25+ By 2050 Ages 35 to 44 will be largest age Cohort

Ages 65+ will Double

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POPULATION FORECAST

2050 1,035,796

POVERTY

2010 13.9% 2019 8.1%

Since 2010 percentage of population living below poverty has decreased

POPULATION INCREASE

BUT AT A SLOWER RATE 2015-2020 32.8% 2020-2050 35.2%

DIVERSITY

Cobb County is more diverse than in the past and is projected to increase in diversity

POPULATION

2000 607,751 2020 766,149 2050 1,035,796

WELL EDUCATED

Over 50% have college degrees

COBB COUNTY DEMOGRAPHIC DATA SUMMARY

HOME VALUES

Home values have Increased since 2015

2015 $224,300 2017 $234,100 2019 $283,300

MEDIUM HOUSEHOLD INCOME

HOUSEHOLD 2015 $70,246 2017 $75,654 2019 $79,601

PER CAPITA INCOME 2015 $34,806 2017 $38,231 2019 $42,005

HOUSING TENURE

The majority of homes are owner occupied

In recent years: Owner occupied has increased 2015 62.4% 2019 65.7%

Renter occupied has decreased 2015 37.6% 2019 34.3%

# OF HOUSEHOLDS

44% Increase by 2050

COST BURDEN

Almost half of renters are cost burdened

Rental Occupied Units: 2015 37.6% 2017 34.9% 2019 34.3%

Owner Occupied Units: 2015 62.4% 2017 65.1% 2019 65.7%

SOURCE: U.S. CENSUS BUREAU & ATLANTA REGIONAL COMMISSION

HISTORICAL CONTEXT & DEVELOPMENT PATTERNS

The abundance of railroads and early industrial development helped establish Cobb County and its incorporated cities in the late 1800s and early 1900s. During that time, unincorporated Cobb County experienced little growth, with Marietta being the only area with a significant population.

During the early 1900s, the County's total population slowly grew to around 38,000 people. Later, during World War II, Cobb experienced an onset of growth. Marietta Army Airfield was built in 1943, bringing with it the opening of the Bell Aircraft Corporation bomber plant and nearly 30,000 jobs. The end of the war lead Bell to close the plant. However, the subsequent Korean War led Lockheed, an aircraft manufacturing company, to reopen the plant in 1951. Around the same time, Marietta Army Airfield became Dobbins Air Force Reserve Base, with Naval Air Station Atlanta added to the campus a short time later. The combination of the three helped drive the economic engine of the County and set the stage for rapid growth that was to come.

Because of jobs that were available in the 1950s and 1960s, combined with the lack of a robust transportation network, there was a need for housing near employment. The southern and central areas of Cobb, which served as the commercial/industrial core of the County, began to experience rapid residential growth in a traditional neighborhood development pattern with affordable homes, well-connected streets and pedestrian scale blocks. At that time, there was still considerable separation between Cobb County and the City of Atlanta.

The completion of Interstate 75 in the 1970s significantly decreased travel times, altering growth and development patterns. A second phase of intense growth began, and Cobb became more integrated into the Atlanta Metropolitan area. Through the 1970s, 1980s and 1990s, east Cobb and later north Cobb experienced character changes through the arrival of automobile-oriented, higher density, cul-de-sac subdivisions and strip commercial developments along transecting arterial roadways.

As land availability in east and north Cobb became scarce, the County's residential growth continued to progress in a seemingly counterclockwise fashion toward west Cobb in the 1990s and 2000s. During this time, large-lot residential subdivisions were being developed in relatively rural areas. Learning from the inadequacies of strip commercial corridors that had occurred in previous decades in other parts of the county, commercial centers in west Cobb are mostly characterized by well-defined, compact commercial nodes at strategic intersections of arterial roadways.

Development pressures in west Cobb continue to put a strain on services and infrastructure in the area.

Throughout this period, Cobb County led the state of Georgia by creating two Community Improvement Districts (CID), the Cumberland CID (1988) and the Town Center CID (1997).

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Cobb County Growth Patterns

These quasi-governmental entities aid in developing infrastructure within the County’s two largest commercial activity areas to support the intense development that has been experienced near the junctions of two major freeways.

As the “counterclockwise” development progression of Cobb County has come full circle, redevelopment initiatives have started to renew the southern region of the County, along with revitalization in the cities of Marietta and Smyrna. As these locations were the first to experience the rapid growth of Cobb, they are now the first to experience the redevelopment and revitalization of underperforming commercial centers and destabilized neighborhoods

VISION 2040

The Community Vision has dual significance.

• Vision statement, which articulates the long-term ideals and desires of the community
• Future Land Use plan and associated guidelines that guide future development patterns.

The Vision Statement was initially drafted following a series of public meetings and community engagement activities in 2017. Based on the most recent 5-Year update (2022) and feedback received from the community the current Vision remains applicable.

OUR GOVERNMENT WILL PROVIDE ALL STATUTORY PUBLIC SERVICES IN AN ATMOSPHERE THAT UNLEASHES THE HUMAN SPIRIT AND CREATIVITY, IS MARKED BY OPENNESS AND TRANSPARENCY, AND MAKES US THE CHOICE DESTINATION FOR PEOPLE TO SAFELY WORK, LIVE, RECREATE AND PURSUE THEIR DREAMS

COMMUNITY GOALS & POLICIES

LAND USE

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The purpose of the Land Use element is to manage growth in a way that provides for the enhancement of existing neighborhoods, commercial nodes, corridors, and job centers. This is achieved through goals and polices, the community work program, and the Future Land Use Plan (Appendix 1). In addition, the Land Use element includes a list of Supplemental Plans that have been accepted or approved by the Board of Commissioners. Those guidelines and recommendations associated with the Supplemental Plans are incorporated in the 2040 Comprehensive Plan 5-Year update by reference.

While the population growth rate in Cobb County is anticipated to slow, the county is still expected to reach one million people by 2050. Employment is expected to grow as well. To ensure the County can meet future population and employment demands and preserve the existing character of the distinct areas, growth management policies are highly encouraged. These policies should meet the needs and desires of an entire community to ensure prosperity and to improve overall quality of life. This means ensuring the availability of housing, employment, services and entertainment options for existing and future residents with a variety of ideas, values and cultures.

For the community to grow and provide a high level of service to all residents, property owners, and businesses, the County needs to constantly seek a balance through quality redevelopment, new greenfield development, and the preservation of stable suburban neighborhoods. The County's past growth transformed it from a small rural community into an integral part of one the fastest-growing metropolitan regions in the United States. As Cobb continues to mature and embrace a combination of urban, suburban and rural development patterns, more emphasis will need to be placed on redevelopment, neighborhood revitalization and infill development due to constraints on land availability and the desires of the community to preserve existing suburban neighborhoods and increase protected greenspace.

The following Needs reflect the desires of the community and help guide the Community Work Program.

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LU – NEEDS

As part of the 5-Year update process, a needs assessment survey was conducted during the community engagement phase of the project to determine if the existing needs are still relevant. The following Land Use needs were deemed a priority moving forward.

Need:

• Growth management
• Redevelopment / revitalization
• Land use and transportation coordination
• Protect uses that provide jobs

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LU – GOALS & POLICIES

KEY STRATEGIES

Grow responsibly Protect existing communities Redevelop Build safe and active communities

LU-GOAL 1

Manage growth by promoting compatible land uses, while preserving established suburban and rural communities and respecting individual property rights

POLICIES

LU-GOAL 2

Encourage safe, attractive, and well-maintained neighborhoods and activity centers that promote a healthy active lifestyle by fostering quality, safe, pedestrian-oriented and environmentally friendly elements

POLICIES

LU2-P5 Encourage walkable, nodal developments at strategic locations

LU2-P6 Promote development patterns that encourage connectivity between residential, commercial, civic, cultural and recreational uses

LU2-P7 Encourage land use strategies that allow for live-work opportunities in applicable areas

LU2-P8 Support development patterns designed to improve safety and the well-being of the community

LU2-P9 Encourage the preservation of environmentally sensitive natural resources and open space

LU2-P10 Explore opportunities of creating a more active lifestyle and improved quality of life through land use and transportation coordination

LU2-P11 Encourage development flexibility to protect and preserve open space and sensitive natural resources

LU2-P12 Continue to support the preservation of floodplains and wetlands

LU2-P13 Encourage relationships between developers and neighborhoods to address neighborhood concerns

LU2-P15 Consider the Chattahoochee Riverlands project when new development or redevelopment occurs along the Chattahoochee River

LU-GOAL 3

Encourage the re-investment and redevelopment of deteriorating, under-utilized, blighted, and abandoned sites to accommodate future economic and population growth

POLICIES

LU3-P1 Support efforts to revitalize and/or redevelop abandoned or blighted commercial areas

LU3-P2 Promote the reuse, redevelopment and/or revitalization of brownfield and greyfield sites

LU3-P3 Encourage incentivized regulatory strategies that assist the redevelopment of underperforming commercial areas and neighborhoods

LU3-P4 Evaluate development proposals in underserved areas to ensure services are provided in a manner consistent with existing and future infrastructure demands

LU3-P5 Encourage collaborative planning and seek opportunities to leverage public/private partnerships for the revitalization of communities

LU3-P6 Strengthen underperforming sites by encouraging landscaping and beautification efforts and façade programs

LU3-P7 Coordinate with economic development on complimentary uses that could help redevelop sites

LU3-P8 Encourage and consider incentives for clean-up of sites with known toxic containments to allow for the utilization of productive commercial and/or industrial uses

LU3-P9 Promote mixed-use developments in appropriate revitalization or redevelopment areas

LU3-P10 Leverage transportation projects in areas that can assist redevelopment or revitalization of land uses

LU3-P11 Support and regularly evaluate redevelopment sites within new and existing small area plans, corridor studies, design guidelines and other appropriate projects

TRANSPORTATION

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Residents and visitors alike rely on transportation to access education, health care, and jobs, while surrounding cities and industries rely on the functional network to keep the region moving. The County's Comprehensive Transportation Plan (CTP), considers how Cobb County will grow in the next 30 years to 2050. Cobb County last completed a Comprehensive Transportation Plan (CTP) in 2015 and much has changed in that time. Population has increased, and transportation needs, and opinions have shifted within the County and region. At the same time, new technologies and transportation solutions are now available that can enhance and transform Cobb’s future transportation system. To leverage these new tools and strategies the County and the Cities have updated the County’s CTP for 2050. The update is known as CobbForward.

CobbForward offers a program of policies and multimodal improvements to the transportation network and helps position Cobb County for implementation through local, state, and federal funding strategies. The CTP process included three overarching steps: Existing Conditions, Needs Assessment, and Recommendations. The policy chapter of CobbForward provides policy direction and recommendations that influence all aspects of transportation in Cobb County. Maintaining a high level of coordination among government agencies and stakeholder groups is increasingly important as the County’s transportation infrastructure continues to promote multimodal travel. The Recommendations Report reflects the results of the CobbForward development process and includes a variety of transportation projects identified and prioritized through substantial technical analyses and a robust public engagement effort. Stakeholder and community engagement played an important role in guiding the process - from the initial visioning and development of goals to the determination of needs and the vetting of draft recommendations.

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CobbForward will serve as the blueprint for transportation investment in Cobb, including roadways, public transit, freight, and bicycle/pedestrian mobility, for the next 30 years. The plan links land use and transportation within the County and the cities to efficiently and effectively address the needs identified for the transportation network through 2050. It is the intent of the 2040 Comprehensive Plan 5-Year Update, to incorporate the analytical aspects of CobbForward by reference and integrate the needs, goals and policies, and action items into the 2040 Comprehensive Plan. In doing so, CobbForward will serve as the Transportation Element.

TR – NEEDS

Part of the CobbForward planning process included an Existing Conditions and Needs Assessment Report. The needs are the results of collaboration between technical stakeholder groups, the Project Management Team (PMT), and the public.

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TR – GOALS & POLICIES

KEY STRATEGIES

Safety Multi-Modal Accessibility Connectivity

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POLICIES

HOUSING

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Housing is an essential element of the community and plays a critical role in opportunities for individuals, families, employees, and employers. The mix of housing types, age, condition, tenure, and cost of housing can impact the health and economic prosperity of the community. As the population in Cobb continues to increase along with diversity, and with economic development policies attracting corporate businesses and working to establish small businesses, it is critical to ensure the county is equipped with a balance mix of housing types and price points. The policies described below, in conjunction with partnerships via federal programs, non-profits and development interests, will guide the progression towards achieving these goals.

Cobb County citizens should have access to housing that is safe, affordable and suitable for their household and location preferences. These housing choices should be in safe, livable neighborhoods and they should provide a sense of connection to the community with convenient access to schools, parks, shopping, amenities and jobs. Characteristics that enhance livability, such as walkability, access to transit, low maintenance, and convenient access to goods and services, are becoming more valued by a large segment of the population. In order to establish neighborhoods of choice, a range of housing options should be available to complement community facilities, including the following: schools, parks, community centers and compatible neighborhood-oriented commercial uses that contribute to the neighborhood livability. Finally, safe and sustainable housing served by housing programs, which aid those who live in the community (including the most vulnerable), should be available. This includes services and provisions for low- and moderate-income persons, youth, seniors and the physically disabled.

The Housing Element establishes a vision for housing development, redevelopment and affordability. This element is closely related to Cobb’s Five-Year Consolidated Plan that is maintained by Cobb’s Community Development Block Grant Program (CDBG) office. The Consolidated Plan, which is required by the U.S. Department of Housing and Urban Development due to receiving federal grant funds, was last updated in 2021 and is effective through 2025. The plan identifies the community’s affordable housing, community development and economic development needs and outlines comprehensive and coordinated strategies for addressing them. Along with other goals, policies and work program items identified in this housing element, the 2021-2025 Consolidated & Action Plan will be incorporated into the 2040 Comprehensive Plan 5-Year update plan by reference

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HO – NEEDS

As part of the 5-Year update process, a needs assessment survey was conducted during the community engagement phase of the project to determine if the existing needs are still relevant. The following Housing needs were deemed a priority moving forward.

Need:

• Variety of Housing Types
• Workforce Housing
• Neighborhood Revitalization and Reinvestment

HO – GOALS & POLICIES

KEY STRATEGIES

Mix of Housing Types Attainable Housing Equitable housing Safe Housing Convenient Housing

HO-GOAL 1

Ensure the provision of adequate, attainable, and safe housing for all existing and future residents of Cobb County

Policies

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BROADBAND

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In today's society, access to high-speed internet, computer processing, and information storage is the backbone to information and economic growth. Broadband can provide a community access to services such as healthcare, public safety, educational and economic opportunities, e-commerce, social connectivity, and other information resources. It is also vital to the success of businesses, whether they are operating within the regional, national or global economy.

In 2018, the Comprehensive Plan Minimum Standards and Procedures were modified in response to the Georgia General Assembly amending provisions of the Georgia Planning Act aimed at facilitating the enhancement and extension of high-speed internet infrastructure, known as the "Achieving Connectivity Everywhere (ACE) Act". The amended statutes require all jurisdictions to include a Broadband element within their Comprehensive Plans.

According to the minimum standards, local governments must address the availability of broadband services within the community and the deployment of broadband by service providers into unserved areas. The Broadband element must provide steps for the promotion of reasonable and cost-effective access to broadband in parts of the county designated as unserved areas.

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Source: Federal Communications Commission (FCC) Form 477

There does not appear to be any deficiencies in the availability of broadband services in Cobb County. Residents and businesses enjoy widespread access to broadband. According to the Federal Communications Commission (FCC), as of June 2021, one hundred percent of Cobb's population has access to the minimum speeds as defined by broadband services.

| Download / Upload Speeds of 25 Mbps / 3 Mbps (25Mbps) | | | | | :--- | :--- | :--- | :--- | :--- | | Area | No providers | 1 or more providers | 2 or more providers | 3 or more providers | | Cobb County | 0.00% | 100% | 100% | 98.09% | | Download / Upload Speeds of 100 Mbps / 10 Mbps (100 Mbps) | | | | | Cobb County | 2.10% | 97.90% | 83.55% | 11.81% | | Download / Upload Speeds of 1000 Mbps / 100 Mbps (1 Gig) | | | | | Cobb County | 39.18% | 60.82% | 23.90% | 0.00% | Source: Federal Communications Commission (FCC) Form 477

Not only does the entire County has access to minimum broadband services, they have at least two broadband service providers to choose from and most have access to three or more broadband service providers. Overall, Cobb is sufficiently served with broadband availability and service providers throughout the County.

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BROADBAND

BB – NEEDS

As part of the 5-Year update process, a needs assessment survey was conducted during the community engagement phase of the project to determine Broadband needs. The following Broadband needs were deemed a priority moving forward.

Need:

• Expand higher-speed broadband services
• Reliable broadband services
• Affordable broadband access
• Consistency in broadband service

BB – GOALS & POLICIES

KEY STRATEGIES

Affordable service Reliable Consistent

BB-GOAL 1

Ensure the availability of broadband and communications in a manner that satisfies the current and future needs of residents, businesses, industries, and public safety

Policies

BB-P7 Ensure consistent broadband availability for businesses as part of economic development efforts

ECONOMIC DEVELOPMENT

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The Economic Development Element for Cobb County is an optional element that is designed to supplement the 2040 Comprehensive Plan. The Economic Development element provides an overview of the strategies, programs and projects to improve the economy as well as policy direction to promote job growth.

From global corporations to the home-based entrepreneur, Cobb County’s Economic Development division is the liaison to the business community. The Economic Development division works with elected officials and other economic development partners with the shared mission of growing jobs and expanding Cobb County’s economic growth. Current economic development strategies include attracting and retaining businesses, growing small business/entrepreneurship, targeting strategic industries, creating a more educated workforce and revitalizing communities and infrastructure.

Understanding employment rates, labor force trends, occupations and the make-up of the industries that call Cobb home is important to help identify needs in housing, infrastructure, land use and other services. Insight and awareness of employment characteristics in the County help guide policies involving job creation, industry diversification, business retention and expansion. Overall, economic development is a critical component that drives economic growth. It creates jobs, leads to increased tax revenue and improves the overall quality of life for the community. The analytical data pertaining the Cobb’s economy can be found in the Community Profile - Appendix 2.

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ED – NEEDS

As part of the 5-Year update process, a needs assessment survey was conducted during the community engagement phase of the project to determine if the existing needs are still relevant. The following Economic Development needs were deemed a priority moving forward.

Need:

• Support small businesses & entrepreneurs
• Revitalization of abandoned and under-utilized buildings
• Incentives
• Remain active in international economic affairs

ED – GOAL & POLICIES

KEY STRATEGIES

Increase Jobs Maintain low taxes Focus on Targeted Industries

ED-GOAL 1

Promote the retention, expansion and creation of small businesses and targeted industries in order to provide job opportunities for a growing and diverse community

POLICIES

residential areas

ED-P14: Maintain redevelopment site inventory

ED-P15: Ensure land use opportunities for locating a variety of desirable, livable wage industries that are compatible with adjacent land uses and support a range of employment types

ED-P16: Promote continued development of major business districts that serve as a hub for the community to support employment growth and retail services

INTERGOVERNMENTAL COORDINATION IC

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A concerted coordination effort between local governmental entities is essential to the effective delivery of services to the general public. Cobb County maintains working relationships with the six (6) municipal governments within the County. Collaborative partnerships exist with other authorities, agencies, and non-profits at the local, state, and federal level. By including this element, it ensures that intergovernmental relations are consistent and in the best interest of the communities they serve.

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Cobb County... Expect the Best!

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IC – NEEDS

As part of the 5-Year update process, a needs assessment survey was conducted during the community engagement phase of the project to determine if the existing needs are still relevant. The following Intergovernmental Coordination needs were deemed a priority moving forward.

Need:

❖ Proactively engage in multi-jurisdictional coordination ❖ Improve governmental and community relations ❖ Coordinate with Cobb School District on land use and population growth ❖ Understand the impact of incorporations and annexations

Cobb County Municipalities

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INTERGOVERNMENTAL COOORDINATION

IC – GOALS & POLICIES

KEY STRATEGIES

Coordinate service delivery Communicate Cultivate partnerships

IC-GOAL 1

Coordinate planning and policy making between the County, cities, regional, state, federal agencies and other special authorities to ensure consistency in provisions of services and compatibility with adjacent developments

POLICIES

IC-P1: Maintain and comply with the Service Delivery Strategy and monitor new or revised legislative actions

IC-P2: Coordinate planning and government services to address common issues of growth management, resource conservation and provision of public facilities and services

IC-P3: Assess existing intergovernmental agreements across all County agencies and revise as needed

IC-P4: Ensure all County agencies and departments are aware of Service Delivery Strategies and changes

IC-P5: Support and collaborate economic development efforts across county municipalities and other special authorities

IC-P6: Coordinate and collaborate with the Cobb School District on planning efforts, Service Delivery Strategy and the development review process

IC-P7: Seek innovative ways to communicate and inform communities on public initiatives

IC-P8: Leverage services provided through the Atlanta Regional Commission (ARC) and other regional and state agencies

IC-P9: Engage appropriate groups and agencies in dialog on regional issues

IC-P10: Evaluate plans and investments from adjacent counties and municipalities to ensure

compatibility with the County's land use goals and policies

IC-P11: Partner with adjacent jurisdictions on planning issues that help manage growth

IC-P12: Communicate and coordinate appropriate land use planning functions with the Cobb County School District, Dobbins Air Reserve Bases, cities, adjacent counties and regional partners

IC-P13: Evaluate the impact that new incorporations and annexations will have on unincorporated Cobb County.

SENIOR SERVICES

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The purpose of Senior Services is to improve the quality of life of Cobb’s older population. As of 2019, the senior population (65 years and up) was more than 89,040 strong and expected to reach a population of 234,922 by 2050. This trend is not unique to Cobb but is a trend across the entire nation. Over the next 30 years, Senior Services will become more and more important as the senior population continues to grow and become more diverse. Cobb Senior Services already provides an array of services to meet the needs of today’s seniors and continues to work toward solutions to the challenges of tomorrow.

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SS – NEEDS

As part of the 5-Year update process, a needs assessment survey was conducted during the community engagement phase of the project to determine if the existing needs are still relevant. The following Senior Services needs were deemed a priority moving forward.

Need:

• Adequate senior service facilities
• Senior mobility services
• Senior programming
• Easier access to health care facilities
• Advocacy & volunteerism

Cobb County Senior Service Centers

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The Cobb Senior Services Center is also home to the Senior Wellness Center and the Marietta Neighborhood Center.

SENIOR SERVICES

SS – GOALS & POLICIES

KEY STRATEGIES

Improve Quality of Life Mobility Options Health & Wellness Caregiving Information & Advocacy

SS-GOAL 1

Improve the quality of life of senior citizens through innovative programs and state-of-art facilities that meet all levels of need

POLICIES

SS-P1: Design and locate senior service facilities with good access to major roadways and public transit routes, where available

SS-P2: Monitor and assess senior services needs/demands and consider improvements/additions where necessary

SS-P3: Ensure the provisions of services that will meet the demand of a more diverse and growing older adult population

SS-P4: Identify innovative funding techniques to provide for future senior services facilities and programs

SS-P5: Consider cooperative agreements with public/private organizations for adaptive reuse and joint use of senior facilities

SS-P6: Coordinate with other public/private organizations that provide similar services

SS-P7: Maintain a focus on educating the senior community, staff and volunteers on all services and programs available

SS-P8: Seek innovative ways to recruit volunteers

SS-P9: Monitor the changing needs of the senior community and adjust services and programming to meet those needs

SS-P10: Coordinate public/private, local/regional transportation services for seniors

SS-P11: Ensure senior transit routes are well-connected to all medical facilities and wellness centers

NATURAL & HISTORIC RESOURCES

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The Natural & Historic Resources element is an optional element chosen and designed to supplement the core elements of the 2040 Comprehensive Plan. Its intent is to establish goals and policies that support the need to protect the County's unique natural and historic identity, while planning for orderly development in appropriate areas throughout the County. These sensitive community features cannot be regained once destroyed.

Over the past three decades, there has been a steady increase in growth of new businesses and residential communities; while that development may slow somewhat, progress is still anticipated in the next 30 years. The inevitable increase in new residents will need to be accommodated, and it will be important that Cobb's natural and historic resources are considered in the planning process. This allows future growth without destroying the rich cultural heritage of the County that makes it a desirable place to live.

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NH – NEEDS

As part of the 5-Year update process, a needs assessment survey was conducted during the community engagement phase of the project to determine if the existing needs are still relevant. The following Natural & Historic Resource needs were deemed a priority moving forward.

Need:

❖ Protect, preserve, and provide greenspace ❖ Protect, preserve, and maintain historic resources and cemeteries ❖ Preserve environmentally sensitive areas ❖ Protect plant and wildlife habitats, especially trees and tree canopies ❖ Protect water resources

WETLANDS

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FLOOD ZONES

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WATERSHEDS AND GROUND WATER RECHARGE AREAS

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COBB COUNTY AND NATIONAL RECOGNIZED HISTORIC SITES

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NH – GOALS & POLICIES

KEY STRATEGIES

Stewardship Promote Local Heritage Preserve Local Heritage

NH-GOAL 1

Protect sensitive natural resources while allowing for growth and development

POLICIES

NH1-P1: Actively protect floodplains, wetlands, creeks, streams, rivers and other environmentally sensitive lands

NH1-P2: Identify funding mechanisms that could assist in the purchase of property for greenspace

NH1-P3: Proactively plan for the preservation of greenspace/open space throughout the County

NH1-P4: Monitor and revise policies that utilize best management practices to improve the management of natural resources

NH1-P5: Continue to support water conservation education, enforcement and outreach efforts and create new programs to target large water users

NH1-P6: Identify and monitor sensitive plant and wildlife habitats and encourage the preservation of native plants and animals

NH1-P7: Promote awareness and protection of sensitive steep slopes and ridgelines

NH1-P8: Adhere to state and federal regulations related to environmental protection when considering development, redevelopment and transportation goals

NH1-P9: Encourage the development of multi-use greenways in floodplains and easements to all for the maintenance of natural open space while accommodating citizens needs for passive recreation opportunities, bicycle networks, and public access to lakes and streams for low intensity recreation

NH-GOAL 2

Protect, promote, educate, document and maintain historic, archeological, and cultural resources

POLICIES

NH2-P1: Encourage developers to preserve and/or document historic, archeological and cultural significant resources when considering new developments and/or redevelopments

NH2-P3: Encourage the preservation of natural, historic, archeological and cultural resources when considering County projects

NH2-P4: Protect and preserve buildings, neighborhoods or sites of historical, architectural or cultural significance

NH2-P5: Work with individuals who may be interested in having their potentially historic property listed in the Cobb County and/or National Registers of Historic Places

NH2-P6: Maintain an inventory of properties that may be eligible for the Cobb County and/or National Registers of Historic Places

NH2-P7: Update when necessary, design guidelines for properties listed in the local register and aid those required to follow approved guidelines

NH2-P8: Encourage the preservation and maintenance of significant Civil War earthworks and other archaeological features located in the County

NH2-P9: Educate citizens, local officials and land developers as to the value of natural, historic, archaeological and cultural resources, and the consequences of their destruction and alternatives for protection

NH2-P10: Encourage the protection of cemeteries

LIBRARY

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Public libraries are important public facilities for residents of Cobb County. With an increase in the senior population, the library system will continue to experience increasing demands from patrons with more leisure time and rising expectations for educational and personal achievement.

The Library System vision is to move beyond traditional library services by strategically integrating new technology services, creating engaging community centers, and providing life enriching library and cultural experiences for all who enter our doors.

Recent Library Facility Projects

• The Switzer Library - $9.6 million project - funded through the 2011 and 2016 SPLOST and grants from the Georgia Public Library Service (GPLS), and appropriations from the Cobb County Board of Commissioners

• The South Cobb Regional Library underwent a three-month renovation that included interior and exterior repairs.

• Gritters Library is currently under construction. It is being rebuilt using 2016 SPLOST and GPLS funds. The new Gritters Library is expected to be complete in 2023.

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LI – NEEDS

As part of the 5-Year update process, a needs assessment survey was conducted during the community engagement phase of the project to determine if the existing needs are still relevant. The following Library needs were deemed a priority moving forward.

Need:

• Adequate library facilities
• Access to library facilities

LI – GOALS & POLICIES

KEY STRATEGIES

Technology Services Engaging Community Centers Enriching Cultural Experiences

LI-GOAL 1

Provide equitable access to and utilization of library facilities, information, materials, and services to enrich people's lives

POLICIES

LI-P1: Monitor and assess library usage, regional service potential and growth patterns for necessary facility improvements

LI-P2: Consider co-locations with other public facilities

LI-P3: Develop innovative funding techniques to support future library facilities and programming

LI-P4: Improve accessibility to all libraries and their resources, including business hours, programming and technology

LI-P5: Identify adequate funding to implement library facility plan

LI-P6: Implement the facility plan that identifies current conditions and future needs

LI-P7: Expand and efficiently deliver library services and programs to county residents

LI-P8: Achieve the highest level of efficiency and flexibility through layout and management of library facilities to meet the demands and needs of the community as well as changing technology

LI-P9: Continue to improve and update library technology and information services

PUBLIC SAFETY

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Public Safety is vital to the development of a vibrant and growing community. Effective delivery of Public Safety services impacts economic development, population growth, and ultimately, the fiscal well-being of Cobb County. The fear of crime and/or the perception of crime is often cited as a primary factor in the quality of life within communities as well as a contributing factor in business and family relocation decisions.

As mentioned throughout the 2040 Comprehensive Plan, the County will continue to see population and economic growth in coming decades. This growth will impact resources required to provide the desired level of public safety response and protection. Careful assessment, innovative approaches to service delivery, incorporation of viable emerging technologies, community outreach and strategic planning will lead the public safety efforts to properly allocate staff, direct resources, and ensure adequate facilities and training resources. Cobb County Public Safety will strive to provide a safe and secure community through highly trained and qualified personnel, innovative equipment and facilities, as well as operations emphasizing community outreach.

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PS – NEEDS

As part of the 5-Year update process, a needs assessment survey was conducted during the community engagement phase of the project to determine if the existing needs are still relevant. The following Public Safety needs were deemed a priority moving forward.

Need:

• Quality Public Safety Personnel
• Crime Prevention Programs
• Community Outreach
• Public Safety Facility Planning
• Multi-Jurisdictional Coordination
• Maintain Investments in Public Safety Technology and Equipment

PS – GOALS & POLICIES

KEY STRATEGIES

Safe and Secure Cobb Build Community Relationships Leverage Innovation and Technology

PS-GOAL 1

Provide a safe and secure community through highly trained, compassionate personnel, state of the art equipment systems, and educational services and programs

POLICIES

PS-P1: Ensure adequate public safety personnel as growth-related demand for services occurs

PS-P2: Evaluate public safety personnel to ensure a diverse and effective allocation of highly trained and equipped workforce

PS-P3: Emphasize training, educational programs, and certification levels

PS-P4: Focus on response times to ensure efficient distribution of public safety facilities, equipment, and services

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PS-P5: Prioritize purchase of equipment, apparatus, and personnel needs with respect to changing technology

PS-P6: Continue to build trust within all communities

PS-P7: Create collaborative and creative partnerships to reduce and prevent crime through community outreach

PS-P8: Continue to provide advanced comprehensive safety training and educational

environment for all residents

PS-P9: Coordinate with neighboring jurisdictions, including state and regional agencies

PS-P10: Establish and maintain innovative programs that promote crime prevention

PS-P11: Coordinate with Community Development, as relates to the design of major development proposals, in order to promote crime prevention type design

PARKS

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Cobb County is responsible for a variety of parks, programming and facilities. The objective of the Parks element is to integrate needs, goals and policies that work in conjunction with the 10 Year Parks Master Plan, which was adopted in 2018. The goal of the Parks Master Plan is to assist Cobb County P.A.R.K.S in guiding its plans for future improvements to parks, recreation greenspace and trails within Cobb County over the next ten years.

The Parks Master Plan analyzes existing facilities and programs and provides recommendations for additional programs and facilities to serve the community. Along with the facilities analysis, a review of current and forecasted characteristics of the population was performed, giving an overview of historical trends, current status, and what future changes to the population are anticipated. Community Engagement was an important part of the plan, with input sought through various public meetings and community survey.

The information gleaned from these steps are necessary in determining the facilities and programs the agency should provide. While a variety of programming, facilities and opportunities are currently provided by the county, making certain that appropriate planning is in place for continued growth is essential.

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PR – NEEDS

As part of the 5-Year update process, a needs assessment survey was conducted during the community engagement phase of the project to determine if the existing needs are still relevant. The following Parks needs were deemed a priority moving forward.

Need:

• More park land (both active & passive)
• Park connectivity
• Recreational programming services for all ages
• Maintenance of existing facilities
• Development of park master plan sites
• Cost effective Park operations
• Staffing levels to support demand

PR – GOALS & POLICIES

KEY STRATEGIES

Marketing and Branding Program Development Health and Wellness Facility Development & Maintenance

PR-GOAL 1

Provide active and passive parks, facilities, and programming for recreational opportunities, arts, and cultural activities

POLICIES

PR-P4: Strategically target areas where facilities and services are lacking or do not exist

PR-P5: Consider co-locations with other public facilities when considering new parks and programming

PR-P6: Assess recreational facility needs and consider new facilities, improvements, and/or additions that are flexible

PR-P7: Provide both active and passive park experiences that enhances wellness and fosters healthy attitudes

PR-P8: Leverage partnerships with other County departments and outside groups to provide opportunities for healthy lifestyle options

PR-P9: Improve connectivity between trails, parks, recreational facilities and surrounding neighborhoods

PR-P10: Ensure access to major roadways and public transit routes where available

PR-P11: Work to expand audiences for arts and recreational programming and activities

PR-P12: Maximize the use of public land and facilities for recreation and cultural activities

PR-P13: Develop innovative funding techniques to provide for the upkeep of existing and the development of future park facilities and programs

PR-P14: Improve the condition of existing recreational facilities to a consistent standard of high quality

PR-P15: Develop diverse arts programming to meet the various needs of the community

PR-P16: Encourage the development of multi-use greenways in floodplains and easements to accommodate citizens' needs for passive recreation and public health benefit, while allowing for the preservation of greenspace

PR-P17: Coordinate with community groups, local schools and other appropriate organizations to promote the arts

PR-P18: Coordinate with Community Development in creating a sense of place for identified areas by providing opportunities for parks, plazas, and public art

PR-P19: Provide venues, and when feasible, financial support for performing and visual arts and music events

PR-P20: Encourage expansion of parks and the trail network into low- and moderate-income residential areas

PR-P21: Support exiting community gardens through public/private partnerships, including schools, neighborhoods groups, Friends groups, senior services, businesses, and civic and gardening organizations

PR-P22: Consider the Chattahoochee Riverlands Project when developing or redeveloping park infrastructure along the Chattahoochee River

PR-P23: Ensure all facilities, whether new or redeveloped, are inclusive to disabled individuals and ADA compliant.

PLACE MAKING

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Place-Making is the physical design and management of public space and the way that space is experienced and used. Public space includes the totality of spaces used freely on a day-to-day basis by the general public, such as streets, sidewalks, plazas, parks and public infrastructure.

The Place-Making Element for Cobb County is an optional element intended to supplement the 2040 Comprehensive Plan. The objective is to establish broad policies that support the need for a design tool that enhances the livability and vitality of Cobb’s residents.

The intent of this element is to promote and guide decisions toward a healthy, safe and sustainable community by encouraging walkable neighborhoods and active commercial centers.

As Cobb County continues to grow and change, place-making will become increasingly important. Place-making policies help conserve and enhance aspects of the physical environment, guide growth to fit the old with the new and provide for healthy lifestyles. Place-making strategies can raise the standards for how public and private developments contribute to the holistic appearance and functionality of the built and natural environment and provide positive impacts to the overall quality of an area.

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PM – NEEDS

As part of the 5-Year update process, a needs assessment survey was conducted during the community engagement phase of the project to determine if the existing needs are still relevant. The following Place Making needs were deemed a priority moving forward.

Need:

• Pedestrian and Bike Friendly development
• Circulation and Connectivity
• Public Places
• Landscaping

PM – GOALS & POLICIES

KEY STRATEGIES

Sense of Place Connectivity Active Living

PM-GOAL

Create attractive, well-designed activity centers and neighborhoods that consider the existing character and the environment and promote public health through pedestrian-oriented facilities. This will enhance community image and attract private investment.

POLICIES

infrastructure approaches

PM-P10: Encourage unique landscaping features and art that exhibit local culture and values in the design of public space

PM-P11: Consider connecting large parks and open spaces to each other and to activity centers

PM-P12: Consider strengthening the applicability of existing and new design guidelines and ensuring their focus is on the functional interrelationships between land uses, site design, neighborhood character and transportation systems

2040 COMMUNITY WORK PROGRAM 2022-2027

The purpose of the Community Work Program is to identify specific implementation actions the local government, or other entities, intend to undertake over the course of the next five (5) year planning period. This includes, but is not limited to, new facilities, expansion of facilities, new ordinances, revisions of existing ordinances, administrative actions, community improvements or investments, infrastructure, financing arrangements, or other programs or initiatives to be put in place to implement the plan. To facilitate the division of work among various County Divisions, the community work program is segmented by the following elements: Land Use, Transportation, Housing, Community Facilities, Natural and Historic Resources, Human Services, Economic Development, Public Safety, Disaster Resilience, Intergovernmental Coordination, Military Compatibility, and Place-Making.

The following are abbreviations that are used throughout the Community Work Program

LAND USE - LU

TRANSPORTATION - TR

HOUSING - HO

BROADBAND - BB

ECONOMIC DEVELOPMENT - ED

INTERGOVERNMENTAL COORDINATION - IC

SENIOR SERVICES– SS

WATER – WA

NATURAL & HISTORIC RESOURCES– NH

LIBRARY– LI

PUBLIC SAFETY – PS

PARKS, RECREATION, & CULTURAL AFFAIRS – PR

PLACE MAKING – PM

WATER - WA

DISASTER RESILIENCE - DR