DEKALB COUNTY 2050 UNIFIED PLAN

COMPREHENSIVE

LAND USE PLAN

⬚ figure

NOVEMBER 2022

(blank page)

DEKALB 2050

DEPARTMENT OF PLANNING & SUSTAINABILITY

November 14, 2022

To Members of the DeKalb County Community:

Often as planners, we ask ourselves the question: does transportation investment pave the way for new growth and development, or does new development spur the need for additional transportation infrastructure? While the connection between land use and transportation is often apparent; in reality, the answer to the question above is that both can come first or second. However, as planners, we must be open to a “balanced” approach. This document seeks to identify the land use growth pattern and align timely transportation improvements along with the identified growth pattern.

Recently, DeKalb County—in partnership with the Atlanta Regional Commission (ARC)—saw an opportunity to better coordinate and align its comprehensive transportation plan (CTP) with its comprehensive land use plan to create a more holistic and coordinated plan for the County’s future. I am excited to present to you the <u>DeKalb County 2050 Unified Plan</u>, which includes three documents:

• The Unified Plan Executive Summary
• The Comprehensive Land Use Plan
• The Comprehensive Transportation Plan

The comprehensive land use plan includes the traditional elements such as a revised future land use map with refined character areas (particularly activity centers and residential areas) as well as a Community Work Program. Other policy elements in the plan include: (1) recommendations on housing and economic development, and (2) guidance on sustainability, retail, broadband, transit-oriented development, health and wellness, and arts and culture.

The transportation element of the plan includes the traditional components of ARC’s CTP program including a funding and financial strategy for transportation investments. Also included are the following key elements: (1) a financially feasible list of roadway, bicycle, and pedestrian projects for the first ten years of the plan, (2) policy recommendations that supplement projects, and (3) a short-range action plan to assist the County with moving forward to implementation.

Please note that while this plan discusses transportation, it does not go into detail on the preferred alignment and form of “transit”. At this time, there are several unknowns that need to be discussed and consensus built before the future of transit (light/heavy) can be adopted. Therefore, this document references the County’s Transit Master Plan, which serves as the guide for specific recommendations and open policy questions related to future funding, projects, and timing.

All effective planning processes must include a robust stakeholder and community engagement effort. This is particularly true for a countywide effort that looks 30 years into the future. Our goal has been to provide a variety of opportunities for engagement: (1) virtual public meetings throughout the pandemic, (2) participation at County outdoor festivals or park events to safely meet people where they are, (3) focus groups with a variety of stakeholders, and gatherings with the County’s diverse, multicultural, and English-learning communities.

In total, more than 80 meetings occurred from the start of the plan in Spring 2021 through its conclusion at the end of 2022. We appreciate the time invested by members of the community and our governing bodies to provide guidance and direction to the planning team. We look forward to the coming years and advancing the recommendations contained within the plan toward implementation.

Sincerely,

⬚ figure

Andrew Baker, AICP Director – DeKalb County Planning & Sustainability

⬚ figure

DEKALB

2050 UNIFIED PLAN

TABLE OF CONTENTS

CHAPTER 01 ISSUES, OPPORTUNITIES, & GOALS ........................................1

CHAPTER 02 LAND USE ..................................................................................... 21

CHAPTER 03 POLICY SPOTLIGHTS...................................................................53

CHAPTER 04 COMPREHENSIVE TRANSPORTATION PLAN ..........................73

CHAPTER 05 SMALL AREA PLANS.................................................................. 77

CHAPTER 06 REPORT OF ACCOMPLISHMENTS........................................... 94

CHAPTER 07 COMMUNITY WORK PROGRAM .............................................119

CHAPTER 08 STAKEHOLDER & PUBLIC OUTREACH ...................................140

APPENDIX A DOCUMENTATION OF COMMUNITY INVOLVEMENT ACTIVITIES ...................................................................................148

APPENDIX B DEKALB COUNTY VILLAGE CONSERVATION COMMUNITY STRATEGY ................................................................................... 178

APPENDIX C PRESIDENTIAL PARKWAY REGIONAL CENTER SUPPLEMENTAL LAND USE AND ZONING RECOMMENDATIONS............................................................... 183

APPENDIX D INTOWN SUBURBAN ..................................................................186

THIS PAGE LEFT INTENTIONALLY BLANK

CHAPTER 01

ISSUES, OPPORTUNITIES, & GOALS

INTRODUCTION

The DeKalb County 2050 Comprehensive Development Plan is a key part of the DeKalb County 2050 Unified Plan and includes policies and recommendations created to guide decision making related to development and growth within DeKalb County. As stated in the Georgia Department of Community Affairs guidance for Local Comprehensive Planning:

"Comprehensive planning should be conducted in the context of Georgia's strong and vibrant intergovernmental system that clearly recognizes the important role cities and counties play in fostering the state's image as an attractive place to invest, conduct businesses and raise a family. Comprehensive planning enhances coordination at many levels. The highest and best use of comprehensive planning for local governments is to show important relationships between community issues. A local comprehensive plan is a fact-based resource for local constituents that tracks implementation of community-based policies. Furthermore, local comprehensive planning creates an environment of predictability for business and industry, investors, property owners, tax payers and the general public. In addition, the plan helps local governments to recognize and then implement important economic development and revitalization initiatives. For these reasons, the state finds that well-planned communities are better prepared to attract new growth in a highly competitive global market."

⬚ figure

The DeKalb 2050 Comprehensive Plan was developed with extensive outreach to and input from the community, stakeholders, elected and appointed officials and DeKalb County staff. The following sections include:

• Issues, opportunities and goals
• Land use and development policies
• Transportation
• Economic development
• Housing recommendations and policies, as well as other newly identified policy and issue areas that were identified as critical to the future of DeKalb County.

Finally, the Comprehensive Development Plan includes a Report of Accomplishments summarizing accomplishments since the last plan was adopted, a new Community Work Program, that identifies implementation activities, and a Public and Stakeholder Outreach Summary provides an overview of outreach techniques and results from this comprehensive planning process.

ISSUES, OPPORTUNITIES, & GOALS

The Issues and Opportunities in the following pages have been identified as the key areas DeKalb County should focus on over the short-term, or the next five years. The Issues and Opportunities also build upon the list identified in the previously adopted Comprehensive Plan and other recent planning efforts. These critical areas of focus have been used to develop the Community Work Program in Chapter 8.

Community Goals and Policies, in addition to the Character Areas and Defining Narrative, set the longer-term strategy for development and growth within DeKalb County. These provide overall policy direction and guidance for elected officials, appointed officials and staff. Issues and Opportunities, as well as the Community Goals and Policies, were developed with input from the Community, stakeholders, elected and appointed officials and DeKalb County staff. Policy areas for which specific issues, opportunities, and goals have been identified include:

• Land Use
• Natural Resources and Sustainability
• Housing
• Economic Development
• Transportation
• Equity
• Arts, Culture, & Historic Resources
• Community Health, Wellness, & Safety
• Coordination and Communication

⬚ figure

⬚ figure

⬚ figure

01 - ISSUES, OPPORTUNITIES, & GOALS

LAND USE

Issues

• In order to support continued growth and development within the County while protecting existing single-family areas, new and more intense development will be focused within activity centers, nodes, and corridors.
• Many residents feel that some corridors and retail centers have uses that do not meet the needs of nearby residential neighborhoods.
• Some major corridors have a high percentage older retail strip commercial centers that are in decline or underutilized.
• Many neighborhoods lack a sense of place or identity.
• There is a need for adequate transitions and buffers between activity centers and surrounding single-family neighborhoods.
• Some areas are experiencing challenges related to industrial and residential land use conflicts
• There is not enough industrial zoned land to meet market demand.
• Annexations have impacted County land use policy which may require updating to reflect current conditions and needs of the community.

⬚ figure

Figure 1: Many older strip-center developments, such as this plaza along Memorial Dr, are declining and in need of redevelopment

Opportunities

• The location of underutilized strip commercial centers will allow for redevelopment along major corridors without intruding into established residential neighborhoods.
• Declining and underutilized strip commercial centers provide an opportunity for redevelopment and mixed use.
• A zoning code update can address development intensity and design concerns.
• The County is undergoing Gateway and Branding implementation of the Memorial Drive Revitalization Plan to identify character in the neighborhood.
• Many activity centers can transition into highly desirable mixed-use and multi-modal environments, particularly those with approved Livable Centers Initiative (LCI) studies or Small Area Plans (SAPs).
• Concentrating future development and density within activity centers can help protect existing single-family areas.
• Additional plans and policies for industrial areas can support the growth of employment areas, while protecting existing, stable single-family neighborhoods.
• The increased acceptance and demand for Transit Oriented Development (TOD) supports redevelopment around existing MARTA stations.
• Recent freight area studies have identified improvements and solutions for existing, growing industrial areas.
• Increased development intensity is acceptable in many areas if needed transportation and infrastructure investments are made.

Goals

▶ New Development Focus new development and density in existing activity centers, near transit stations, and high-capacity corridors.

▶ Commercial Corridors Encourage reinvestment or redevelopment of commercial corridors including the introduction of residential or other new uses to these areas.

▶ Single-Family Neighborhoods Continue to protect existing, stable single-family neighborhoods, while identifying locations for appropriate infill development.

▶ Density Transitions Manage height and density transitions between densely developing areas and surrounding lower intensity residential neighborhoods.

▶ Diverse Housing and Development Encourage more diverse housing and development types to meet the changing needs of residents and communities.

▶ Land Use and Economic Policies Coordinate with Decide DeKalb to ensure economic development is informed by land use and development policies and that policies appropriately support economic development efforts.

⬚ figure

⬚ figure

Figure 2: New townhomes incorporate live/work principles at a neighborhood scale

Figure 3: Apartments incorporated into a walkable retail development adds new housing options to the neighborhood

01 - ISSUES, OPPORTUNITIES, & GOALS

NATURAL RESOURCES AND SUSTAINABILITY

Issues

• The amount of remaining, undeveloped land and natural greenspace within the County is decreasing.
• The county needs to preserve open space and its critical environmental areas.
• Some neighborhoods desire more small and local park/greenspace options.
• Adequate maintenance of County parks and greenspace is a concern for many residents and stakeholders.
• Residents in some parts of the county have raised concerns over stormwater runoff and sewer capacity problems as more intense developments have increased around their neighborhoods.
• Non-point source pollution and stormwater runoff are major concerns.
• For many years, the County's water and sewer availability have been unknown, creating uncertainty around current and future development needs.
• While the County has policies and programs related to sustainability, there is no unified vision or strategy.

⬚ figure

Figure 4: Median breaks allow stormwater to drain while reducing water velocity

Opportunities

• DeKalb County has a greenspace program that, coupled with private development and other stakeholders, could protect some of the County’s remaining undeveloped greenspace.
• The county is dedicated to using Best Management Practices (BMP) to reduce the impact of stormwater runoff and non-point source pollution.
• The County has recently developed a plan and a strategy for dealing with previous uncertainty around water and sewer availability.
• The County currently is designated as a bronze level ARC Green Community.
• Development that combines land conservation with clustered development provides an opportunity to encourage growth while preserving the limited remaining greenspace.

⬚ figure

Figure 5: Keswick Park in Chamblee is connected to a community trail system and accessible from nearby development

⬚ figure

Figure 6: Westside Park in Atlanta is an example of strategic infrastrcuture investment, serving as both a recreational facility and an emergency water reservoir for the community

Goals

Preservation

Encourage the preservation of the County’s limited remaining open space, farmland, natural and critical environmental areas.

Environmental Sensitivity

Protect environmentally sensitive areas including wetlands, floodplains, water supply watersheds and stream corridors.

Develop more Neighborhood Parks

Increase the number of parks within neighborhoods that are easily accessible to nearby residents.

Acquisition of Open Space

Continue coordination with Recreation, Parks & Cultural Affairs to facilitate open-space acquisition and expansion

Sustainable Zoning

Utilize zoning tools and techniques that preserve open space, natural resources and the environment, and address resiliency.

Private Partnerships

Partner with nongovernmental organizations to acquire and protect land.

Sustainable and Conservation Development

Promote development that incorporates sustainable practices and conserves critical environmental areas.

Stormwater Management

Encourage techniques to reduce storm water runoff and other drainage issues as part of development activities.

Education

Educate the development community and the public on strategies and solutions for addressing water and sewer capacity concerns within the County.

Vision

Develop a unified vision and strategy for sustainability related initiatives within DeKalb County.

01 - ISSUES, OPPORTUNITIES, & GOALS

HOUSING

Issues

• The location of affordable housing is often away from major amenities, employment centers and high-income neighborhoods.
• Many subdivisions built over the last 30 years are in need of increased upkeep, maintenance or rehabilitation.
• The existing housing stock may not be meeting the demands of the current market, or current and future residents.
• DeKalb is in need of additional market rate housing.
• With increased infill development, there is added development pressure near existing, stable single-family neighborhoods.

⬚ figure

Figure 7: Affordable Housing should be high quality, and located throughout the county

⬚ figure

Figure 8: Zero-lot line housing can increase FAR and units closer to development nodes, increasing the housing supply

Opportunities

• DeKalb has proximity to downtown Atlanta and many growing in-town neighborhoods.
• FAR and housing types are increasing within some new developments allowing for more housing options.
• New and diverse housing types will help the County meet market demands and support continued growth.
• Areas of existing, naturally occurring affordable housing present a unique opportunity to preserve affordability within the County.
• Clearly stated policies on transitions and buffers between areas of higher and lower intensity can provide guidelines that address concerns and set better expectations.

⬚ figure

Figure 9: Older homes in established neighborhoods offer more affordable quality housing options for residents, compared to new construction

Goals

Housing Variety and Choice

Focus new development and intensity in existing activity centers, near transit stations, and high-capacity corridors.

Workforce Housing

Encourage reinvestment or redevelopment of commercial corridors including the introduction of residential or other new uses to these areas.

Senior and Independent Living

Continue to protect existing, stable single-family neighborhoods, while identifying locations for appropriate infill development.

Mixed Use Developments

Manage height and density transitions between densely developing areas and surrounding lower density residential neighborhoods.

Multi-Family Housing

Encourage more diverse housing and development types to meet the changing needs of residents and communities.

Housing Strategy

Coordinate with Decide DeKalb to ensure economic development is informed by land use and development policies and that policies appropriately support economic development efforts.

Fair Housing

During the rezoning process, prevent the occurrence of discrimination in housing on the basis of age, race, religion, gender, or national origin.

Code Compliance

Improve the enforcement of building codes and standards to improve housing conditions within aging multifamily housing developments.

01 - ISSUES, OPPORTUNITIES, & GOALS

ECONOMIC DEVELOPMENT

Issues

• There is public concern that more innovative economic development needs to take place.
• Some parts of central and south DeKalb lack adequate retail and employment options.
• DeKalb's economic growth has been uneven and primarily in north DeKalb and parts of central DeKalb.
• Incorporations and annexations have impacted unincorporated DeKalb's tax base and service delivery.
• There are limited locations in the County for industrial development or expansion

Opportunities

• Due to its proximity to Hartsfield-Jackson Atlanta International Airport, interstates, and major freight corridors, Southwest DeKalb has logistics and distribution opportunities.
• The DeKalb Development Authority (Decide DeKalb) is a key partner in implementing economic development activity.
• DeKalb is home to several strong, nationally recognized medical, educational and research institutions.
• The increased acceptance and demand for Transit Oriented Development (TOD) has increased redevelopment opportunities around existing MARTA stations.
• The film industry continues to expand in Georgia and DeKalb County.

Goals

The goals listed are from the Strategic Economic Development Plan (SEDP) and are most relevant to the comprehensive plan.

• Coordinate Regulatory Processes Match land use regulations to economic development vision, and continue to build a more predictable and consistent review and approval processes

• Support Existing Businesses Engage and support more existing businesses, and use Incentives to support existing industry clusters and prime locations to create new ones

• Foster Business Development Create a supportive environment to foster start-up businesses

• Target Industries Create specific incentives for target industries, and implement a proactive target industry recruitment effort. Increase efforts to develop international business opportunities

• Invest in Infrastructure Continue implementing existing infrastructure strategies

• Create Development Plans Formalize economic development concepts for each employment center, and clearly define implementation roles for all parties

⬚ figure

Figure 10: DeKalb-Peachtree Airport is a major economic asset for the county

BROADBAND

Issues

• Not enough people in south portion of DeKalb County know about broadband capabilities in their neighborhood.

Opportunities

• DeKalb provides broadband service to well over 90% of it’s citizens. The county will work to market the service on the county website.

⬚ figure

Figure 11: Blackhall Film studios is part of the burgeoning Atlanta Film industry, which has become a major employment generator

⬚ figure

Figure 12: Emory University is globally reknown and important education asset

Goals

• Broadband and Activity Centers Market Broadband coverage in Activity Centers to attract redevelopment partners and startup businesses.

• Broadband Marketing Over 98% of DeKalb County has broadband access. And nearly 70% of DeKalb County has high speed broadband access. These factors should be used to attract investment from business, education, and healthcare sectors.

01 - ISSUES, OPPORTUNITIES, & GOALS

TRANSPORTATION

Issues

• Traffic congestion and commute times, especially around high growth areas, could impact future development and zoning decisions.
• Some areas of higher residential or employment density are not adequately served by public transportation.
• Pedestrian and/or bike connectivity is lacking, along major corridors, between new developments, neighborhoods, retail centers, parks and institutions and attractions.
• Many neighborhoods are dealing with cut-through traffic with limited tools to address the issue beyond speed bumps.
• Some areas of the County have dilapidated roadways and other infrastructure in need of repair
• While the County has several rail stations and higher frequency bus routes, additional transit investments are needed to support existing development and future growth.
• While the County has a transit master plan, decisions need to be made on which scenario should be pursued and funding needs to be identified.
• There is no unified vision or strategy for trail or greenway development within DeKalb County.

Opportunities

• DeKalb has significantly increased the amount of parks and its trail network around and between existing neighborhoods.
• DeKalb's existing trails and greenways provide key connections and improve quality of life
• The County now has SPLOST which can support expanded transportation investments and maintenance.
• The County now has a transit master plan with four possible transit scenarios.

⬚ figure

Figure 13: Indian Creek Station is the terminal station on MARTA's East-West heavy rail line, and an anchor for the Indian Creek Regional Activity Center

⬚ figure

Figure 14: A comprehensive plan to connect trails thoughout the county could increase mobility and provide alternative transportation options for county residents

Goals

Provide Transportation Options through Connectivity Across Modes

Improve travel for all users by increasing connections across roadway, transit, bicycle, and pedestrian modes.

Promote Equity

Prioritize improvements that increase transportation access to all parts of the County, especially communities where lack of transportation options creates substantial barriers.

Improve Safety

Provide for safe travel by users across all modes of transportation.

Enable Healthy Communities and Improve Quality of Life

Leverage transportation infrastructure to encourage an active lifestyle and overall improved quality of life.

Respect/Improve DeKalb County’s Character

Implement transportation projects that improve mobility while taking into consideration local community context.

Increase Access to Jobs and Education

Prioritize transportation investments that allow workers and students to more easily access these key destinations.

Better Accommodate the Movement of Goods

Implement transportation projects that improve freight in the County either by truck or by rail.

Improve Maintenance

Ensure the long-term care for existing infrastructure including paving roads and repairing bridges and signal systems.

Increase Funding for Improvements

Pursue new local revenue sources that will allow the County to implement additional transportation projects.

Encourage Economic Development

Leverage transportation projects that help to encourage revitalization and new development throughout the County.

Practice Fiscal Responsibility in Transportation Investments

Prioritize transportation projects that can be implemented in a reasonable timeframe and provide a strong return on investment.

01 - ISSUES, OPPORTUNITIES, & GOALS

EQUITY

Issues

• Poverty rates have increased in certain sections of central and south DeKalb County.
• The senior population is expected to continue to increase and require more housing and service options.
• Gentrification continues to displace seniors and low-income residents.
• There is a perception that many within the immigrant and refugee communities in DeKalb do not feel included or connected to decision making or the broader community.

Opportunities

• The cost of living is relatively low in many parts of the county compared to the entire region.
• DeKalb's diverse population and cultural diversity allow for a wide range of social, cultural, and economic opportunities.
• The County is one of the most diverse communities in Metro Atlanta, the Southeast, and the Country, which provides the County with an international and multicultural character and offerings.

Goals

• Aging Population Support the aging population by creating more opportunities for residents to age in place through the addition of senior housing and coordinated services and programs.

• Immigrant and refugee Community Inclusion Establish a committee or working group focused on communicating with and including immigrant and refugee communities in planning and decision making in their community.

• Poverty Work with community-based organizations and non-profits to address issues around poverty, educational attainment, and other issues facing disadvantaged communities.

• Low Broadband Coverage Areas The Georgia Broadband Deployment Initiative has identified low or no coverage areas within the county. DeKalb County will develop partnerships to address these areas.

• Broadband Service Areas Identify Unserved Locations within Service Areas and target them through collaboration with governments, educational/institutional entities, and private sector partners.

ARTS, CULTURE, & HISTORIC RESOURCES

Issues

• There are many historic register eligible sites that need to be evaluated for historic designation and protection.
• The County lacks a unified vision on arts and culture support, investment, and planning
• Many residents travel outside DeKalb County for arts and cultural offerings.

Opportunities

• There are tools in place to preserve the County's historic districts.
• DeKalb County includes many unique arts and cultural experiences and organizations, many of which are not widely known within or outside the County.
• The expanding film industry can support local artists and arts organizations.

Goals

• Historic Preservation Preserve and protect the historic character of the County including historically, culturally or architecturally significant sites.
• Development Maintain the character of historic areas while accommodating new residential development.
• Analysis Complete a County-wide Historic Resource Survey
• Historical Sites Identify additional historically significant sites and institute "formal protection" through the adoption of local historic designation and ordinances.
• Zoning Establish new and enforce ordinances to protect historic areas.
• Open Space and Agricultural Preservation Encourage the preservation of the few remaining rural areas, forested areas, and agricultural structures or sites within the County.
• Cultural Events Establish programs and events that celebrate the unique cultures found in DeKalb. Identify community organizations to partner with on these programs or events.
• Arts Support Develop a strategy to better coordinate arts related initiatives and support local artists and arts organizations within DeKalb.

01 - ISSUES, OPPORTUNITIES, & GOALS

COMMUNITY HEALTH, WELLNESS, & SAFETY

Issues

• Many areas still lack access to greenspace, greenways, healthy food options, etc.
• Some areas of the County have real or perceived safety issues.
• Many dilapidated commercial areas need stronger enforcement of building codes and standards,
• Illegal dumping has become an issue in some areas of the County, especially areas with high vacancy and disinvestment.

Opportunities

• DeKalb’s existing parks and trails offer opportunities for recreation and active living.
• The County offers many health and wellness programs that could reach more residents with additional coordination and marketing.

⬚ figure

Figure 15: DeKalb's Mobile Wellness Clinic helps address health issues in underserved communities

Goals

• Food Access Work with public, private and non-profit partners to address challenges related to access to healthy foods within some areas of DeKalb.
• Quality of Life Improve quality of life by increasing the number of sidewalks and trails that connect homes to regional trail networks, nearby businesses, schools, parks and other community services and amenities.
• Active Living Create communities designed to encourage active living and healthy lifestyles
• Crime and Safety Work across departments, with public safety partners and local community organizations to address safety issues including adequate pedestrian facilities and lighting, cut-through and speeding in residential areas, and within areas of high crime.
• Code Enforcement Enforce existing building codes and other ordinances to address safety issues related to dilapidated or abandoned structures and illegal dumping,

COORDINATION & COMMUNICATION

Issues

• Historically there has been a lack of communication between DeKalb County Government and the DeKalb School District.
• Communication between DeKalb County and its municipalities could be improved.
• New incorporations and annexations have impacted DeKalb County’s service delivery, as well as planning and economic development efforts.
• There is a perceived lack of communication between DeKalb County and County residents and stakeholders.

Opportunities

• Land use, economic development, transportation and bicycle and pedestrian planning could be improved with increased coordination between DeKalb County and its municipalities.
• Increased coordination between DeKalb County and its municipalities, specifically in areas of recent or future annexations would benefit residents of all DeKalb communities.
• Creating regular and sustained methods of communication with residents and stakeholders will build community involvement, community support and ultimately implementation.
• Former DeKalb County school sites present a unique opportunity for public and private investment.
• Increased coordination around existing DeKalb County schools may provide unique solutions to community, transportation, or safety issues.

Goals

• City-County Coordination Encourage better communication and coordination between County and City staff around issues related to land use, transportation, and other relevant issues.
• Joint Planning Consider joint planning initiatives with municipalities to adequately plan for and coordinate land use, development, transportation and other relevant initiatives.
• School-County Coordination Encourage better communication and coordination between County and DeKalb County School District (DCSD) staff around issues related to land use and transportation near schools and other DCSD owned land.
• Education Identify opportunities or programs to educate County residents and stakeholders on planning and development related priorities and issues and current demographic, market or development trends on an ongoing basis.
• Outreach and Involvement Identify opportunities and events to involve the general public in current planning initiative.

01 - ISSUES, OPPORTUNITIES, & GOALS

TRANSPORTATION NEXUS

The central goal of the DeKalb 2050 Unified Plan is to combine the County's transportation and land use visions into a single unified, actionable plan. Transportation and land use elements have direct and intrinsically interlinked relationships with each other.

The Transportation Nexus (center of page) explores those interlinked relationships in detail. A product of substantial public and community engagement, the Transportation Nexus was developed to convey top line issues that the project team gathered through the engagement and technical analysis processes, mapping them to better understand the themes and connections between them.

Based on these efforts, the project team uncovered a total of seven top line issues pertinent to DeKalb County’s transportation and land use future:

Housing: Providing enough quality affordable housing and a variety of housing options to meet demands and needs of DeKalb County residents to slow down rapid increases of housing prices

Activity Centers: Establishing and maintaining dynamic activity centers throughout the County tailored to residents' needs and promoting higher population and/or jobs densities in these areas

Economic Development: Promoting and incentivizing new population and job opportunities and celebrating the County's diversity as an asset

Freight/Industrial: Focusing on the County's well-established freight and industrial sector and continuing to encourage further development opportunities for jobs and skillsets it can generate

Roadway/Vehicular: Investing in improvements to the County's vast roadway network to mitigate congestion, contribute to efficiencies in the movement of both people and goods, achieve a state-of-good-repair, and enhance safety and mobility

Transit: Leveraging, expanding, and enhancing the County's existing transit network in strategic ways to increase regional mobility, connect residents to jobs, and provide an equitable balance of transportation options

Active Transportation: Enhancing and expanding the County's vast sidewalk and bicycle infrastructure to enhance quality-of-life, increase local connectivity, and promote the well-being of all County residents

⬚ figure

⬚ figure

Clustered around these top line issues are a series of word clouds that were uncovered as themes around each top line issue. These themes are rarely in isolation; rather, they are almost always shared elements. As illustrated, these themes often transcend multiple top line issues identified, conveying the underlying relationships that connect them. These relationships are represented by connecting arrows, and as shown in the legend, can be either complimentary connections or in some cases potentially conflicting connections.

On a higher level, four overarching guiding principles of Equity, Funding Availability, and Agency and Inter-Agency Coordination tended to transcend every issue, theme, and stakeholder conversation. They are shown prominently around the periphery of the Transportation Nexus. Balancing all of these guiding principles helps anchor the prioritization of all transportation and land use investments as projects are evaluated and prioritized.

Development of Recommendations

The early work of the plan including the visioning, existing conditions/needs, and the transportation nexus—established a framework for the development of recommendations. The following sections outline the draft phases, establishing a framework for the development of recommendations. The following sections outline the draft transportation and land use recommendations, as well as the path to implementation.

THIS PAGE LEFT INTENTIONALLY BLANK

CHAPTER 02

LAND USE

FUTURE LAND USE & DEVELOPMENT

A community’s land use patterns both guide and reflect its character and sense of place - what kinds of homes, businesses, institutions, amenities, and natural environments the community has, the forms they take, and where they are located and should be.

The Future Land Use Plan is intended to provide direction for development patterns across the County, and to inform decision making related to timing, phasing, and magnitude of infrastructure investments. These decisions determine the types of places the County’s residents can live, the types of jobs that are attracted, and what types of services and amenities are available. They also shape land use patterns and connectivity across the County, which influences how people interact with each other, how they travel to accomplish their daily activities, and their transportation choices and priorities.

This chapter lays the foundation for land use policies and decision making in DeKalb County between today and 2050, and will guide the development of physical infrastructure to accommodate anticipated growth.

⬚ figure

Future Land Use Plan Key Concepts

DeKalb County’s Future Land Use Plan is predicated on several key concepts. These include:

• Character Areas - provide high-level guidance on development character for the County; each Character Area also has it’s own sub-principles that guide land-use decisions within the character area’s boundaries.
• Activity Centers are a special kind of character area, and serve as one of the lynch-pins of DeKalb County’s Land Use strategy, which are intended to serve as hubs of higher intensity and more clustered uses, providing focal points for the community that serve as employment and service destinations.
• Guiding Principles - a set of overarching principles that inform decision making and intent across the County.

Character Areas

DeKalb is a large and diverse County, with varied conditions, character, and land uses across the County. This comprehensive plan is predicated on the concept of character areas, which frame the general use of land envisioned for the neighborhoods and communities across DeKalb. These character areas are intended to describe the overall character, quality, intensity of use, and design of certain area. They identify predominant land uses, as well as supporting uses allowed within each character area.

Character Areas do not directly dictate zoning and design requirements on individual parcels, but rather provide general guidance. This provides flexibility in the zoning and development process and allows the market to shape the location of supporting land uses while providing local communities with protection from potential incompatibilities between adjacent developments. This type of flexibility provides the Future Land Use Plan with the ability needed to respond to changes in community needs, a growing population, and an evolving market.

Activity Centers

Activity Centers are a special type of character area, intended to serve as concentrated nodes of development and activity throughout the County. There are three types; Regional Center, Town Center, and Neighborhood Center, depending on the levels of development intensity and activity and whether the area is intended to serve local neighborhoods or the larger region.

Guiding Principles

The Guiding Principles are a set of overarching themes that provide guidance and direction for development across DeKalb County. They are aspirational in nature, and serve as a foundation for the County to achieve the vision established by Future Land use Plan. These principles apply in all character areas across the County, and shape the more detailed principles that are outlined in each character area, such as Activity Centers or Traditional neighborhoods.

⬚ figure

Activity Centers, Nodes, and Corridors

In order to support continued growth and development within the County while protecting existing single-family areas, new and more intense development will be focused within activity centers, nodes, and corridors.

⬚ figure

Protect Existing Single-Family Neighborhoods

Preserve and enhance the integrity and quality of existing residential neighborhoods through appropriate transitions, buffers, and infill

⬚ figure

Development Intensity

Focus new and higher intensity development in existing developed areas, particularly in locations with existing services, facilities, and infrastructure with capacity to support additional development.

⬚ figure

Density Bonuses

Provide density bonuses for projects that provide community benefits, such as affordable workforce and senior housing components, pedestrian and bicycle connectivity improvements, or functional green space, and if they do not negatively impact or affect surrounding single-family neighborhoods.

⬚ figure

Housing Options

Provide a variety of housing options for County residents at all stages of life. Denser and more innovative housing options should be focused in or near activity centers, nodes, and corridors

⬚ figure

Environment & Sustainability

Development should prioritize sustainability and the preservation of DeKalb County’s dwindling natural spaces and undeveloped areas and be focused in areas where it will have the least negative impacts to the natural environment.

⬚ figure

Multimodal Development

Reduce Vehicle Miles Traveled by promoting new development and redevelopment at or near activity centers, developing quality bicycle and pedestrian facilities, and providing better transit access

⬚ figure

Cultural Diversity

Promote activities to highlight historic and cultural assets in the community and provide opportunities for community interaction.

⬚ figure

Healthy Neighborhoods

Promote healthy living in neighborhoods by incorporating a pedestrian environment that encourages socialization, walking, biking and connectivity. Update or implement the recommendations of the Master Active Living Plans (MALPs).

⬚ figure

Transit Oriented Development

Promote and provide incentives for transit-oriented development near existing rail stations. Identify locations for additional development near planned premium transit stations.

⬚ figure

Tree & Greenspace Preservation

Establish tree preservation and landscaping standards. Prioritize the preservation of existing tree canopy and undeveloped areas.

02 - LAND USE

FUTURE LAND USE MAP

In this plan, “Character Areas” represent the various categories of land uses envisioned for Unincorporated DeKalb County, and are assigned to areas based upon the general characteristics outlined on the following page.

These character area types are consistent with the guiding principles outlined on the previous page, and unique sub-principles have been identified for each unique character area.

This approach is designed to help guide zoning decisions and frame policies that promote the preservation, enhancement, and development of the community in the future.

⬚ figure

⬚ figure

REGIONAL CENTER

Density (du/ac) 75 & Over; No Max

Preferred Uses Townhomes / Condominiums / Apartments / Retail & Commercial / Office / Civic / Entertainment & Cultural / Parks & Recreation / Health Care / Institutional / Technology Centers

Permitted Zoning MR-1, MR-2, HR-1, HR-2, HR-3, MU-1, MU-2, MU-3, MU-4, MU-5, OI, OIT, C-1, C-2

TRADITIONAL NEIGHBORHOODS

Density (du/ac) Up to 12

Preferred Uses Traditional Single-Family Homes / Townhomes / Cottages / ADU’s / Apartments / Assisted Living / Neighborhood Retail / Schools / Institutional / Conservation Villages and Hamlets

Permitted Zoning R-60, RNC, MU-1, MU-2, MR-1, C-1, OI, OIT, NS, RSM

LIGHT INDUSTRIAL

Density (du/ac) Up to 120 (live-work units)

Preferred Uses Warehouse Distribution / Wholesale-Trade / Automotive / Entertainment

Permitted Zoning OD, C-2, M-1, OI, M-2

TOWN CENTER

Density (du/ac) Up to 60 (75 with approved SAP)¹

Preferred Uses Townhomes / Condominiums / Apartments / Retail & Commercial / Office / Civic / Entertainment & Cultural / Parks & Recreation / Health Care / Institutional / Technology Centers

Permitted Zoning RSM, MR-1, MR-2, HR-1, HR-2, MU-1, MU-2, MU-3, MU-4, MU-5, OI, OIT, C-1, C-2, MALP

SUBURBAN

Density (du/ac) Up to 8

Preferred Uses Single-Family Detached / Townhomes / Clustered Residential / Conservation Villages and Hamlets / Neighborhood Retail / Schools / Libraries / Assisted Living / Parks and Recreation / Health Care / Civic / Cottages

Permitted Zoning MU-1, C-1, OI, NS, RE, RLG, R-100, R-85,

EMPLOYMENT CENTERS

Based on the DeKalb Strategic Economic Development Plan, of areas located within unincorporated DeKalb County. Other areas have been identified in select DeKalb Municipalities.

Kensington MARTA Station, South DeKalb Cluster, Bouldercrest Cluster, Medline/Scottdale North Druid Hills / Briarcliff, Emory, CDC

NEIGHBORHOOD CENTER

Density (du/ac) Up to 40 (50 with approved SAP)¹ (Briarcliff-Clairmont SAP - up to 70)

Preferred Uses Townhomes / Condominiums / Apartments / Retail and Commercial / Office / Civic / Parks & Recreation / Institutional

Permitted Zoning R-60, RSM, MR-1, MR-2, MU-1, MU-2, MU-3, NS, OI, OIT, C-1

INSTITUTIONAL

Density (du/ac) N/A

Preferred Uses Schools / Religious Facilities / Healthcare Facilities / Civic / Institutional Uses / Libraries / Jails / Prisons / Government Facilities

Permitted Zoning R-100, R-85, R-75, R-60, RSM, MR-1, MR-2, MU-1, MU-2, MU-3, OI, OIT

CONSERVATION OPEN SPACE

Density (du/ac) N/A

Preferred Uses Passive Parks / Nature Trails / Floodplains / Wetlands / Watersheds / Golf Courses / Athletic Fields / Amphitheaters

Permitted Zoning All zoning designations

COMMERCIAL REDEVELOPMENT CORRIDOR

Density (du/ac) Up to 30 (40 with approved SAP)¹

Preferred Uses Townhomes / Condominiums / Apartments / Retail and Commercial / Office Mixed Use / Institutional

Permitted Zoning MU-1, MU-2, MU-3, MR-1, RSM, C-1, C-2, OI, OD, OIT

INDUSTRIAL

Density (du/ac) N/A

Preferred Uses Manufacturing / Warehouse Distribution / Wholesale-Trade / Automotive / Entertainment

Permitted Zoning OD, C-2, M and M-2

ACTIVITY CENTERS

The foundation of DeKalb County’s Future Land Use Plan is to focus more intense development within Activity Centers. This approach is intended to protect existing neighborhoods from incompatible land uses, while allowing for continued growth and investment within the County. This plan identifies three distinct Activity Center Types: Regional Center, Town Center, and Neighborhood Center.

⬚ figure

Small Area Plans

One of the primary tools to guide development within Activity Centers is through the use of Small Area Plans (SAPs). These plans allow policy makers and the community to guide development, policies, and investments at a much finer level of detail than can be provided in the overall comprehensive plan.

SAP’s address specific land use issues where needed and support general development policies with detailed design guidelines. They can also control the transitions of land uses between an Activity Center and surrounding land uses, protecting surrounding uses, such as single family development, from negative impacts created by land uses within the area.

For areas where there is an approved SAP, completed and adopted within the last 10 years, density and height regulations as defined in the SAP override any underlying Future Land Use regulations whose maximums may be more limiting, including Activity Center definitions.

Development Core

Activity Centers should focus the most intense development near the “core” or geographic center of the area, and around major intersections and transit stations. Development should be more clustered and walkable in nature, with a mix of commercial, office, and residential uses. Other design or community elements may include a more connected street grid, multimodal transportation options such as wide sidewalks and bike lanes, and an enhanced level of urban amenities such as improved streetscapes, small parks, or plazas.

Transitions

Development intensity should transition between the activity center’s core and the edges/periphery. Smaller scale development, such as residential and low rise professional services may serve as a transition zone between the core and adjacent neighborhoods outside the activity center. Staggered building heights, setbacks, buffers, and greenspaces can serve as effective tools to mitigate compatibility issues.

Infrastructure

Activity Centers can take advantage of limited public dollars by focusing infrastructure needs and investments in smaller geographic areas. Focusing infill in both existing and emerging activity centers can reduce both initial investments and long term maintenance costs for the County, particularly when infrastructure can be combined with community amenities, such as the integration of stormwater infrastructure with usable community greenspace.

Neighborhood Center

⬚ figure

⬚ figure

⬚ figure

Town Center

⬚ figure

⬚ figure

⬚ figure

Regional Center

⬚ figure

⬚ figure

⬚ figure

03 - LAND USE

Activity Center Location Map

⬚ figure

• RC - Regional Center

• TC - Town Center

• NC - Neighborhood Center

• CRC - Commercial Redevelopment Corridor

• TN - Traditional Neighborhood

• SUB - Suburban

• IND - Industrial

• LIND - Light Industrial

• INS - Institutional

• COS - Conservation Open Space

• SAP - Small Area Plan

• EC - Employment Center

REGIONAL CENTERS

TOWN CENTERS

NEIGHBORHOOD CENTERS

02 - LAND USE

REGIONAL CENTER

⬚ figure

• RC - Regional Center
• TC - Town Center
• NC - Neighborhood Center
• CRC - Commercial Redevelopment Corridor
• TN - Traditional Neighborhood
• SUB - Suburban
• IND - Industrial
• LIND - Light Industrial
• INS - Institutional
• COS - Conservation Open Space

Description

The intent of the Regional Activity Center is to promote the concentration of intensity, development and regional serving activities in a centralized location that allows for a variety of uses, reduces dependency on automobile travel, and promotes walkability and increased transit usage. These areas include the highest intensity residential, commercial, office, and higher-education facilities allowed within DeKalb County and serve as regional destinations for employment, shopping, and services. These areas are characterized by high accessibility via the interstates and major roadways, transit, and trails. The areas also have on-site parking, high floor-area-ratios, large tracts of land, and campus or unified development.

⬚ figure

⬚ figure

⬚ figure

Regional Center

Encourage density of residential in mixed-use projects at 75 dwelling units or greater and with the most intense development located towards the commercial and/or office core of the Regional Center. Properties located along the outer edges of the Regional Center should be sensitive to the building height and density of adjacent single family residential.

Height Transition

The most intense development types and tallest buildings should be concentrated in the core of the activity center, gradually transitioning to less intense uses and lower building heights as one moves further from the core. The edge of the activity center should serve as a transition zone, buffering more intense uses in the core from adjacent single-family neighborhoods and other uses outside the Activity Center's boundaries.

02 - LAND USE

TOWN CENTER

⬚ figure

• RC - Regional Center
• TC - Town Center
• NC - Neighborhood Center
• CRC - Commercial Redevelopment Corridor
• TN - Traditional Neighborhood
• SUB - Suburban
• IND - Industrial
• LIND - Light Industrial
• INS - Institutional
• COS - Conservation Open Space

Description

The intent of the Town Center is to promote the concentration of higher intensity residential and commercial uses, which serve several communities surrounding the center, in order to reduce automobile travel, promote walkability and increased transit usage. The areas act as a focal point for several neighborhoods with moderate densities and a variety of activities such as retail, commercial, professional office, housing, and public open space that are all easily accessible by pedestrians. Town Centers are typically smaller in size and scale than Regional Centers and have a character similar to Neighborhood Centers, but at a larger scale. Additional density beyond the identified baseline may be allowed if there is an adopted small area plan for the activity center that is no more than 10 years old. At a minimum, the small area plan should include a process to engage nearby residents and stakeholders, identify where core, intermediate, and edge areas are located and include additional detail on the location of heights and densities that will allow for appropriate transitions to any adjacent, stable, single-family neighborhoods.

⬚ figure

⬚ figure

⬚ figure

⬚ figure

Town Center

Encourage density of residential in mixed-use projects, not to exceed 60 dwelling units per acre (except in locations with an approved SAP providing other guidance) and with the most intense development located towards the commercial and/or office core of the Town Center. Properties located along the outer edges of the Town Center shall be sensitive to the building height and density of adjacent single-family residential

Height Transition

The most intense development types and tallest buildings should be concentrated in the core of the activity center, gradually transitioning to less intense uses and lower building heights as one moves further from the core. The edge of the activity center should serve as a transition zone, buffering more intense uses in the core from adjacent single-family neighborhoods and other uses outside the Activity Center’s boundaries.

02 - LAND USE

NEIGHBORHOOD CENTER

⬚ figure

• RC - Regional Center
• TC - Town Center
• NC - Neighborhood Center
• CRC - Commercial Redevelopment Corridor
• TN - Traditional Neighborhood
• SUB - Suburban
• IND - Industrial
• LIND - Light Industrial
• INS - Institutional
• COS - Conservation Open Space

Description

The intent of the Neighborhood Center Character Area is to promote a concentration of clustered residential and commercial uses that serve the goods and service needs of a few surrounding, local neighborhoods. These areas and their uses shall complement the smaller scale character of nearby neighborhoods while reducing automobile travel and promote walkability and increased transit usage. These areas act as a neighborhood focal point with a concentration of activities including retail, neighborhood commercial, professional office, moderate-density housing, and public open space that are all easily accessible by pedestrians. Neighborhood Centers are often the smallest Activity Centers in terms of size and scale. Additional density beyond the identified baseline may be allowed if there is an adopted small area plan for the activity center that is no more than 10 years old. At a minimum, the small area plan should include a process to engage nearby residents and stakeholders, identify where core, intermediate, and edge areas are located and include additional detail on the location of heights and densities that will allow for appropriate transitions to any adjacent, stable, single-family neighborhoods.

⬚ figure

⬚ figure

⬚ figure

⬚ figure

Neighborhood Center

Encourage compact residential in mixed-use projects, not to exceed 40 dwelling units per acre, (except in locations with an approved SAP providing other guidance). Concentrate the most intense commercial and/or office development around a focal point at the core of the neighborhood center. Properties located along the outer edges of the Neighborhood Center shall be sensitive to the building height and density of adjacent single family residential.

Height Transition

The most intense development types and tallest buildings should be concentrated in the core of the activity center, gradually transitioning to less intense uses and lower building heights as one moves further from the core. The edge of the activity center should serve as a transition zone, buffering more intense uses in the core from adjacent single-family neighborhoods and other uses outside the Activity Center’s boundaries.

02 - LAND USE

COMMERCIAL REDEVELOPMENT CORRIDOR

⬚ figure

• RC - Regional Center
• TC - Town Center
• NC - Neighborhood Center
• CRC - Commercial Redevelopment Corridor
• TN - Traditional Neighborhood
• SUB - Suburban
• IND - Industrial
• LIND - Light Industrial
• INS - Institutional
• COS - Conservation Open Space

Identifying Features

• Townhomes
• Condominiums
• Apartments
• Retail and Commercial
• Office Mixed Use
• Institutional

Description

This Character Area is intended to improve the function and aesthetic appeal of commercial corridors in the County and promote the redevelopment of commercial corridors in decline. Today, these areas predominantly consist of strip-style shopping centers, and are often characterized by high levels of vehicular traffic, surface parking, large parcel sizes, and a general lack of pedestrian and bicycle connectivity. Because development is oriented along a corridor rather than a larger development core, floor-area-ratios should be moderate, with a maximum density of 30 dwelling units per acre and a maximum height of 3 stories.

⬚ figure

⬚ figure

⬚ figure

Land Use Compatibility

Transition zones and height planes should focus the most intense development away from adjacent lower density development. When adjacent to single-family areas, development should complement those uses in height and density.

Buffers

Require the incorporation of enhanced vegetated buffers between non-residential uses and adjacent single-family areas.

Development

Where appropriate, new development should be built closer to the street, on underutilized parking lots, and create new internal streets and smaller blocks. Create compact, walkable, mixed-use districts to reduce automobile dependency for short trips and increase access to basic services.

Streetscapes & The Public Realm

Improve the pedestrian environment and community character with consistent sidewalks, signage, lighting, landscaping, billboard controls, and other design features where possible.

Multimodal Connectivity

Provide safe and attractive facilities for pedestrians and bicyclists, including sidewalks, multi-use paths, cycle tracks, bike lanes and bicycle parking, that link community amenities and transit.

Parking and Access

Create access management standards, encourage shared parking, and locate parking to the rear or side of buildings, screened from view

Existing Residential

Some locations also include naturally occurring affordable housing. This housing should be preserved or improved, or replaced at the same level of affordability.

Regulatory Standards

Develop Architectural Standards to upgrade the appearance of existing older commercial buildings with facade improvements.

Small Area Plans

Small Area Plans (SAPs) allow policy makers and the community to guide development, policies, and investments at a much finer level of detail than can be provided in the overall comprehensive plan. For areas with an approved SAP, additional density may be allowed.

TRADITIONAL NEIGHBORHOODS

⬚ figure

• RC - Regional Center
• TC - Town Center
• NC - Neighborhood Center
• CRC - Commercial Redevelopment Corridor
• TN - Traditional Neighborhood
• SUB - Suburban
• IND - Industrial
• LIND - Light Industrial
• INS - Institutional
• COS - Conservation Open Space

Identifying Features

• Traditional Single Family Homes
• Apartments
• Assisted Living
• Neighborhood Retail
• Institutional
• Townhomes
• Cottages
• Conservation Villages and Hamlets

Description

The intent of the Traditional Neighborhoods Character Area is to preserve the style and appeal of older traditional neighborhood communities. These areas primarily consist of residential areas in older parts of the community that were typically developed prior to WWII. The characteristics include higher pedestrian orientation, sidewalks and more grid-like street patterns. They have on-street parking, small, regular lots, and buildings closer to the front property line. Many of these areas have a predominance of alleys and neighborhood-scale commercial scattered throughout.

⬚ figure

⬚ figure

⬚ figure

Land Use Compatibility

Permit cottage court developments, accessory housing units, new well-designed, small-scale infill multi-family residences and other innovative housing types to increase housing choice, income diversity, and limited neighborhood density.

Buffers

In areas adjacent to Activity Centers, require the transition from higher to lower densities to occur within Activity Center.

Development

Create community and neighborhood focal points through the use of existing commercial areas or public parks, or by locating new parks or public squares, schools, community centers, or well-designed small commercial centers at suitable locations within walking distance of residences. Create compact, walkable, mixed-use districts to reduce automobile dependency for short trips and increase access to basic services.

Streetscapes & The Public Realm

Create an enhanced sense-of-place by using design principles that promote good streetscapes and a strong public realm.

Multimodal Connectivity

Enhance connectivity by providing pedestrian and bicycle infrastructure, high levels of street connectivity, multiple site access points, and connections between adjacent subdivisions, properties, and retail/commercial development.

Parking and Access

Where appropriate, require new streets to connect to adjacent street networks or developments and minimize or prohibit cul-de-sacs.

Regulatory Standards

Encourage compatible architecture styles that maintain or compliment neighborhood character and enforce residential infill development regulations in to preserve and stabilize existing neighborhoods.

SUBURBAN

⬚ figure

• RC - Regional Center
• TC - Town Center
• NC - Neighborhood Center
• CRC - Commercial Redevelopment Corridor
• TN - Traditional Neighborhood
• SUB - Suburban
• IND - Industrial
• LIND - Light Industrial
• INS - Institutional
• COS - Conservation Open Space

Identifying Features

• Detached Single-Family
• Townhomes
• Retail
• Institutional
• Assisted Living Facilities
• Parks and Related
• Health Care
• Civic
• Cottages
• Conservation Villages and Hamlets

Description

The intent of the Suburban Character Area is to recognize those areas of the county that have developed in traditional suburban land use patterns while encouraging new development to have increased connectivity and accessibility. These areas include those developed (built out) and those under development pressures. These areas are characterized by low pedestrian orientation, limited transit access, scattered civic buildings and curvilinear street patterns. Future development should provide better pedestrian and community connectivity and be designed in a way that preserves and enhances existing greenspace. The proposed density for areas of this type is up to 8 dwelling units per acre.

⬚ figure

⬚ figure

⬚ figure

Land Use Compatibility

Permit small scale infill such as cottage court development, accessory housing units, small-scale infill and other innovative housing types to increase housing choice and income diversity without significantly altering established neighborhood development patterns.

Buffers

In areas adjacent to Activity Centers, require the transition from higher to lower densities to occur within Activity Center

Development

Create community and neighborhood focal points through the use of existing commercial areas or public parks, or by locating new parks or public squares, schools, community centers, or well-designed small commercial centers at suitable locations within walking distance of residences.

Mixed-Use and Non-Residential

Allow limited non-residential development, such small mixed-use developments outside of existing, stable single-family neighborhoods, particularly in locations with high levels of pedestrian connectivity, to meet the needs of surrounding residents.

Streetscapes & The Public Realm

Create an enhanced sense-of-place by using design principles that promote good streetscapes and a strong public realm.

Multimodal Connectivity

Enhance connectivity by providing pedestrian and bicycle infrastructure, high levels of street connectivity, multiple site access points, and connections between adjacent subdivisions, properties, and retail/commercial development.

Parking and Access

Where appropriate, require new streets to connect to adjacent street networks or developments and minimize or prohibit cul-de-sacs.

Regulatory Standards

Encourage compatible architecture styles that maintain or compliment neighborhood character and enforce residential infill development regulations in to preserve and stabilize existing neighborhoods.

Conservation Areas

New development should be designed to preserve existing undeveloped greenspace, especially in areas identified on the “Additional Areas for Consideration” map. Potential development strategies include clustered development, conservation communities, or conservation villages and hamlets.

INDUSTRIAL

⬚ figure

RC - Regional Center TC - Town Center NC - Neighborhood Center CRC - Commercial Redevelopment Corridor TN - Traditional Neighborhood SUB - Suburban IND - Industrial LIND - Light Industrial INS - Institutional COS - Conservation Open Space

Identifying Features

• Manufacturing
• Warehouse Distribution
• Wholesale-Trade
• Automotive
• Entertainment

Description

The intent of the Industrial Character Area is to identify areas that are appropriate for more intense industrial and industrial related uses. The location of these uses shall be such as to protect residential and commercial areas from potential disturbances generated by industrial land uses. These areas consist of land used in higher intensity manufacturing, assembly, processing activities where noise, vibration and air pollution or other nuisance characteristics are not contained on-site.

⬚ figure ⬚ figure ⬚ figure

Land Use Compatibility

Protect existing and undeveloped land zoned as industrial from intrusion by conflicting land uses. Limit conflict between Industrial and other uses by preventing the encroachment of industrial uses into established residential areas outside of identified industrial areas, and prohibiting the introduction of new residential development within industrial areas.

Buffers

Incorporate landscaping, vegetated buffers and other site design elements to soften or shield views of buildings and parking lots and mitigate potential impacts from industrial areas.

Infrastructure

Provide appropriate infrastructure support for industrial development in designated industrial areas, and retrofit existing or planned industrial areas with adequate water, sewer, stormwater, and transportation infrastructure for all component uses at build-out

Development

Locate industrial centers in areas with good access to interstates, truck routes, and direct industrial development to existing industrial districts, especially sites with limited negative environmental impacts.

Streetscapes & The Public Realm

Improve safety and community character by providing consistent lighting and landscaping, particularly street trees, along public right-of-way

Parking and Access

Provide access controls and management standards in compliance with the DeKalb County Transportation Plan. Designate truck routes to reduce noise, pollutants and traffic congestion in residential areas.

Small Area Plans (SAPS)

Conduct small area plans and freight cluster studies to better define industrial areas and address transitions and traffic impacts.

Regulatory Standards

Designate specific areas for industrial development through the use of zoning and other land use tools. Create and implement zoning and development regulations for industrial uses.

02 - LAND USE

LIGHT INDUSTRIAL

⬚ figure

Identifying Features

• Warehouse Distribution
• Wholesale-Trade
• Automotive
• Entertainment

Description

The intent of the Light Industrial Character Area is identity areas appropriate for industrial type uses. The location of these areas shall preserve the appeal and appearance of residential and commercial areas from the prospective intrusion of light industrial land uses. These areas consist of areas used in low intensity manufacturing, including wholesale trade, and distribution activities that do not generate excessive noise, vibration, air pollution or other nuisance characteristics.

⬚ figure

⬚ figure

⬚ figure

Land Use Compatibility

Allow light industrial uses such as breweries, maker space, set design and fabrication and other similar uses in commercial areas, and encourage Light Industrial development where it can serve as a buffer between Industrial areas and commercial or residential areas.

Buffers

Incorporate landscaping, vegetated buffers and other site design elements to soften or shield views of buildings and parking lots and mitigate potential impacts from industrial areas.

Infrastructure

Provide appropriate infrastructure support for industrial development in designated industrial areas, and retrofit existing or planned industrial areas with adequate water, sewer, stormwater, and transportation infrastructure for all component uses at build-out

Development

Locate industrial centers in areas with good access to interstates, truck routes, and direct industrial development to existing industrial districts, especially sites with limited negative environmental impacts.

Mixed-Use and Non-Residential

Allow for the integration of appropriate light industrial uses, such as breweries, maker spaces, or live/work, into new mixed use and re-purposed development

Streetscapes & The Public Realm

Improve safety and community character by providing consistent lighting and landscaping, particularly street trees, along public right-of-way

Parking and Access

Provide access controls and management standards in compliance with the DeKalb County Transportation Plan. Designate truck routes to reduce noise, pollutants and traffic congestion in residential areas.

Small Area Plans (SAPS)

Conduct small area plans and freight cluster studies to better define industrial areas and address transitions and traffic impacts.

Regulatory Standards

Designate specific areas for industrial development through the use of zoning and other land use tools. Create and implement zoning and development regulations for industrial uses.

INSTITUTIONAL

⬚ figure

• RC - Regional Center
• TC - Town Center
• NC - Neighborhood Center
• CRC - Commercial Redevelopment Corridor
• TN - Traditional Neighborhood
• SUB - Suburban
• IND - Industrial
• LIND - Light Industrial
• INS - Institutional
• COS - Conservation Open Space

Identifying Features

• Universities, schools
• Public Facilities
• Government Offices
• Libraries
• Courthouses

Description

The intent of the Institutional Character Area is to designate specific areas that provide institutional services. These areas consist of large areas used for religious, civic, educational and governmental purposes. Those smaller areas with similar purposes have been integrated into the rural, suburban and traditional neighborhood character areas as secondary uses and are considered residential support uses.

⬚ figure

⬚ figure

⬚ figure

Land Use Compatibility

Ensure that institutional developments include appropriate transitions to nearby lower density residential areas.

Infrastructure

Locate new institutional developments in areas with direct access to existing infrastructure

Development

Provide opportunities for the development of institutional uses within the County.

Mixed-Use and Non-Residential

Integrate institutional uses into compact, mixed-use districts where possible to integrate with the surrounding community, increase access, and reduce automobile dependency for short trips.

Streetscapes & The Public Realm

Ensure that institutional investments contribute to the public realm by incorporating good placemaking and streetscaping elements, such as public spaces, street furniture, and multimodal accessibility to adjacent areas and transit facilities.

Multimodal Connectivity

Provide transportation alternatives to reduce automobile dependency including access to biking, pedestrian, and transit infrastructure.

Parking and Access

Create and implement driveway controls and access management standards.

Public Greenspaces & Parks

Consider integrating and combining public open spaces with institutional uses, such as public plazas in front of public buildings

Partnerships

Coordinate and combine institutional uses where possible to promote partnerships between agencies and institutions

CONSERVATION OPEN SPACE

⬚ figure

RC - Regional Center TC - Town Center NC - Neighborhood Center CRC - Commercial Redevelopment Corridor TN - Traditional Neighborhood SUB - Suburban IND - Industrial LIND - Light Industrial INS - Institutional COS - Conservation Open Space

Identifying Features

• Passive Parks
• Nature Trails
• Floodplains
• Wetlands
• Watersheds
• Golf Courses
• Athletic Fields
• Amphitheaters

Description

The intent of the Conservation and Open Space Character Area is to preserve areas in the county with significant natural and ecological features, as well as environmentally sensitive recreational facilities for public enjoyment. These areas consist of undeveloped natural lands, environmentally sensitive and conservation areas that are not suitable for development. It also includes land used for active recreational purposes that provide for a wide range of activities with some land designated for cultural and historic preservation.

⬚ figure

⬚ figure

⬚ figure

Land Use Compatibility

Design, implement and enforce land use and zoning tools that preserve conservation lands, green space, and water resources. Limit land uses within and near established preservation areas to compatible activities.

Buffers

Consider using conservation areas and open spaces as buffers between incompatible land uses, such as industrial and residential areas

Infrastructure

Inventory the amount and quality of remaining, undeveloped green spaces within the County. Identify areas such as unused or excess right-of-way and redevelopment areas to be used for greenspace. Consider using greenspace as passive infrastructure, such such using parks to store stormwater overflow

Development

Require that usable, functional greenspace and open space is set aside for all major developments. Promote the development of communities that feature greenspace and neighborhood parks. Identify strategic greenspace acquisition and utilize innovative partnerships or financing tools for conservation and greenspace preservation.

Streetscapes & The Public Realm

Provide wayfinding/markers and signage along trail routes, as well as appropriate pedestrian and bicycle infrastructure, such as lighting, benches, and bike racks.

Multimodal Connectivity

Increase the amount, quality, connectivity and accessibility of greenspace. This may include areas with trails and greenways or natural areas only. Create a network of safe and pleasant trails and greenways.

Public Greenspaces & Parks

Promote conservation and greenspace areas as passive use and recreation destinations, and preserve open space, natural and critical environmental areas throughout the County.

Regulatory Standards

Utilize environmental statutes to protect conservation and green space areas, and protect environmentally sensitive areas including wetlands, floodplains, water supply watersheds, and other water sources.

Partnerships

Coordinate with nongovernmental agencies such as foundations, land trusts, land banks, and other entities to acquire and protect land, and provide a framework for community and voluntary groups to participate in green space acquisition and management. Adopt/Implement the Comprehensive Transportation Plan pedestrian greenway projects, and coordinate environmental protection programs and statutes with the appropriate agencies.

02 - LAND USE

ADDITIONAL AREAS FOR CONSIDERATION

⬚ figure

Additional Areas for Consideration

DeKalb County is fortunate to have numerous areas with unique natural features. Most notable are Stone Mountain, Arabia Mountain and the natural outcroppings in the Lithonia area. However, DeKalb also has many natural features less known such as the South River, Nancy Creek, Snapfinger Creek, Peachtree Creek and a significant tree canopy. Development proposals in these areas should consider the natural features to ensure that there is a balance between the environment and economic development. The Additional Areas for Consideration map identifies areas within which the County should evaluate development proposals for consistency with all environmental, tree protection, stormwater run-off, and water quality related policies to ensure that steps are taken to allow development in an eco-friendly manner. These areas include the South River Forest and corridor both inside and outside Interstate 285, labeled A and B, and the Eastern Conservation Area, labeled C.

The South River Forest area presents several opportunities to develop in a smart and sustainable way, promote economic development, and work to restore, enhance or preserve natural areas along the South River. This area has already experienced development, including residential, commercial, industrial and public facilities. There have been several recent development proposals and planning efforts that highlight the opportunity for a coordinated approach.

The Eastern Conservation Area is in the extreme eastern area of DeKalb County and is one of the last areas within DeKalb County with large parcels of undeveloped land. This area presents a unique opportunity for the County to evaluate the preservation of the remaining, dwindling greenspace, some of which includes former agriculture and farmland. The area also includes industrial uses and quarries, thus careful consideration and coordination is needed in this area. One strategy that may be explored includes encouraging conservation community development or clustered development, to allow for the conservation of undeveloped areas. This approach aims to set aside some of the land as greenspace while allowing development to be clustered.

The DeKalb Village Conservation Community Strategy, included in the appendix of this document provides additional guidance on conservation village and hamlet development.

⬚ figure Google Maps

⬚ figure Rails to Trails Conservancy

⬚ figure Google Maps

⬚ figure Google Maps

LAND USE QUICK REFERENCE GUIDE

CHARACTER AREAS AND PERMITTED ZONING DISTRICTS

DEKALB COUNTY LAND USE MAP CHANGES, 2007 -2022

CHAPTER 03

POLICY SPOTLIGHTS

POLICY SPOTLIGHT

ARTS & CULTURE

⬚ figure

Key Takeaways

• Designate arts and culture staff
• Create arts and culture organization
• Develop arts and culture master plan
• Additional investment in disadvantaged areas

FRAMING THE ISSUE

Arts and culture are celebrated and exhibited in numerous areas throughout DeKalb County. The County is home to a diverse collection of organizations, festivals, and institutions, including the Porter Sanford III Performing Arts & Community Center, Callanwolde Foundation, Fernbank Museum of Natural History, Fernbank Museum of Science, the DeKalb Symphony Orchestra, Essential Theatre, Dance 101, Decatur Book Festival, Michael C. Carlos Museum, We Love BuHi, and the Instituto de Mexico. Additionally, located in DeKalb are three K-12 public schools offering an arts-based curriculum, DeKalb Elementary School of the Arts, DeKalb School of the Arts, and the Museum School, and prestigious higher education institutions such as Emory University and Oglethorpe University offering a focus or concentration in arts and culture studies as well as venues.

As a place of deep history, there are 56 districts, buildings, or sites in the County on the National Register of Historic Places (NRHP) representing a diversity of architectural and historical resources. These historical resources provide valuable opportunities to uphold past events and accomplishments that contribute to DeKalb's unique cultural environment today.

Although the County itself does not have an Arts and Culture Plan in place, several cities in DeKalb have developed Arts and Culture and/or public art master plans of their own. This includes Avondale Estates, Brookhaven, Chamblee, Clarkston, Decatur, Doraville, Dunwoody, Pine Lake and Tucker.

Focus Areas

Based on discussions with key arts and culture stakeholders, the following focus areas have been identified.

• Facilities – There is a lack of a range of event space, limited artist working space, and limited museum and gallery space for permanent and temporary displays.
• Support - DeKalb County does not have an organization, department, or staff focused on arts, beyond the DeKalb Entertainment Commission, which is focused on supporting film production.
• Planning - Stakeholders noted the need for Arts and Culture planning to be elevated and treated like other priorities like parks, trails, or sidewalks.
• Equity - While there are significant concentrations of arts and cultural venues in central west DeKalb, there is a need for more venues in other parts of the County.

Examples from the Region

Fulton County

In 1979, the Fulton County Board of Commissioners established a 15-member Fulton County Arts Council. The Council works with the Fulton County Department of Arts & Culture to assist the Commission in the development of public policy support for the arts industry, makes recommendations to the Commission on funding the arts, and oversees the development and implementation of programs. A five-year Fulton County Cultural Action Plan (2021-2026) was recently adopted to shape the strategic direction of arts planning and programming in the County.

Gwinnett County

ArtWorks! is Gwinnett's unifying arts organization led by a five-member Board of Directors and a nineteen-member community board (named the "Board of Doers"), which is made up of arts, corporate, and public sector representatives. Gwinnett is currently developing a creative economy master plan for the County. This master plan will help provide vision, goals, priorities, and strategic direction for the arts in Gwinnett, with a strong focus on fostering and supporting creative economic sectors.

Clayton County

Arts Clayton is a non-profit that focuses on public-private partnerships to enrich lives in Clayton County through the arts. Since its inception, Arts Clayton has focused on three areas of service which remain the goals of its mission today: support arts education for students in schools at all levels, provide venues and exhibit opportunities for Georgia artists, and promote the arts in community development as a means of strengthening the economic vitality and improving the quality of life.

RECOMMENDATIONS

The following recommendations represent potential opportunities for DeKalb County to consider in supporting Arts and Culture. These recommendations have emerged through existing conditions analysis, peer example review, and stakeholder and public involvement:

Organizational Structure

Staffing

Designate a point person within DeKalb County Government to assist with arts and culture related coordination such as permitting, creating a central database and event calendar; and assisting with cross-promotion of organizations and events.

Arts Council

Create an arts council to advise the Board of Commissioners on arts-related policy and investments.

Arts Organization

Create a public-private Arts and Culture umbrella organization to implement the Arts and Culture initiatives and offer small grants to DeKalb County based artists and organizations.

Studies and Plans

Strategic Planning

Develop an Arts and Culture Master Plan to set a vision and strategically plan for future initiatives.

Housing

Perform an assessment to determine affordable housing stock for artists as well as affordable workspace. Based on the findings of the assessment.

Transportation:

Include access to arts and culture destinations in multi-modal transportation planning to ensure a variety of alternative and safe avenues for access to these destinations from all parts of the County.

Historic Preservation

Conduct a Countywide historic resource inventory to identify National Register of Historic Places (NRHP) eligible sites, pursue NRHP designation, and adopt local policies to protect these resources.

Equity

In disadvantaged communities or areas with limited resources, pursue opportunities to add arts and cultural facilities, and/or provide incentives for developers to incorporate artist space in their projects.

Leverage the cultural diversity of the County to hold unique events such as night markets, lantern festivals and cultural food truck festivals to enhance, educate, and celebrate local culture.

03 - POLICY SPOTLIGHTS

POLICY SPOTLIGHT

BROADBAND

⬚ figure

Table 1 and Figure 4 are a comparative look at broadband access by speed in the Atlanta Metropolitan Area counties. The Atlanta Metropolitan Area is the most densely populated region in the state and is home to many of the state’s largest employer’s headquarters.

The state of Georgia anticipates continued growth and will continue to attract employers and invest in infrastructure and institutions that aid in the development of start-up businesses. This will include expanding higher speed Broadband.

FRAMING THE ISSUE

Georgia Senate Bill 402 was enacted in 2018. And from the enactment of this legislation the Georgia Broadband Deployment Initiative (GBDI) was formed. The GDBI coordinates with five (5) state agencies: Georgia Department of Community Affairs, Georgia Department of Transportation, Georgia Department of Economic Development, Georgia Technology Authority, and the State Properties Commission. Additionally, the GBDI also works with a Stakeholders Advisory Council comprised of private sector telecom and cable companies, utility cooperative representatives, and local government officials. The ultimate objective of this effort is serving unserved Georgians.

A primary focus of the State Broadband Plan is to identify, evaluate and recommend options which can be implemented by governments and providers.

Georgia

According to BroadbandNow, a consumer advocacy website that compiles broadband access data and pricing, Georgia ranks 12th nationally in broadband access.

• 94.1% of Georgians have access to wired broadband 25 mbps or higher.
• 90.8% of Georgians have access to wired broadband 100 mbps or higher
• 40.8% of Georgians have access to 1 gigabit broadband

DeKalb County

According to Broadband Now’ numbers, DeKalb County’s access percentages are as follows:

• 99.4% have access to broadband 25 mbps or higher.
• 99.4% have access to broadband 100 mbps or higher.
• 69.3% have access to 1 gigabit broadband.

Table 1 – Percentage of Citizens with Access to broadband

BROADBAND COVERAGE BY SPEED IN GEORGIA

⬚ figure

⬚ figure

⬚ figure

The Georgia Broadband Deployment Initiative has used the Census Block Level to identify Broadband service levels. The analysis of service levels in DeKalb County has identified 8,182 Census Blocks that are designated Unserved Locations.

Because Broadband has become essential to business, education, healthcare, agriculture, and overall quality of life, DeKalb County will continue to work to see the 8,182 Census Blocks currently designated as Unserved Locations, significantly reduced, if not eliminated.

To achieve this, DeKalb County Government will need to coordinate with city governments within DeKalb County, DeKalb County School System, DeKalb County Board of Health, Decide DeKalb Development Authority, and state and regional partners to strengthen and expand this vital service.

DeKalb County Underserved Census Blocks

Served & Unserved Areas in Georgia on a fixed, terrestrial broadband definition of 25 Mbps down and 3 Mbps up and where the broadband service is available to all consumers (residential and business). A Census Block is unserved if 20% or greater locations do not have access to the broadband definition.

03 - POLICY SPOTLIGHTS

POLICY SPOTLIGHT

ECONOMIC DEVELOPMENT

⬚ figure

Key Takeaways

• Healthcare and Life Sciences
• Corporate Operations and Business Services
• Advanced Manufacturing
• Logistics and Distribution

FRAMING THE ISSUE

In 2014, DeKalb County oversaw the creation of a Strategic Economic Development Plan which provided an overview of DeKalb County's business climate, economic development strengths and weaknesses, and a strategy for achieving economic development goals. One of the key recommendations of that report was the creation of Decide DeKalb.

In 2019, Decide DeKalb commissioned a five-year update to this report to provide a fresh look at the current business climate of DeKalb County. The update was intended to deliver an updated analysis of economic development activity in the county, to establish a revised set of goals for economic development, to identify target industries, and to create a list of action items that the County government can take to meet the economic development challenges that DeKalb County faces.

Socioeconomic Analysis

DeKalb County is one of the most diverse counties in Georgia, with a significant increase in Hispanic/Latino residents over the last five years. This represents one of the biggest economic development assets the county has. Despite this, overall population growth has slowed compared to neighboring counties, with a growth rate of only 4.6 percent from 2010 to 2016. During this same period, Fulton County experienced a growth rate of 8.3 percent and Gwinnett County experienced a growth rate of 8.6 percent.

The current employment outlook across the county has room for improvement. In general, jobs do not match the level of education across the county. Many residents hold a bachelor's degree, commuting out of the county to work at higher-paying jobs, while less-educated workers commute into the county to fill lower-paying jobs. Wages in the county have risen at the same rate as Metro Atlanta as a whole, but at 2.5 percent the median household income continues to lag behind the statewide average growth rate of 3.4 percent. Additionally, job creation has been slow, with DeKalb's job growth less than half that of surrounding counties.

Real Estate Market Analysis

Like the rest of Metro Atlanta, housing prices and rents have increased in DeKalb. Despite this increase, the county remains a relatively affordable option for residents who want to live close to central Atlanta. However, new housing has been created at a slower pace in DeKalb County than the rest of Metro Atlanta. Protection of this valuable asset will require the creation of new mixed-use development and a variety of housing options.

Examples of multi-family and office development can be seen clustered near Perimeter Mall and many of the county's MARTA stations. These clusters act as anchors for new mixed-

use development and serve as a blueprint for further transit-oriented development in the county. Furthermore, despite its proximity to central Atlanta, DeKalb remains a largely low-density, suburban- style community. This means that infill development offers the best opportunity for new development.

Much of the industrial inventory in DeKalb is aging, which limits the ability to grow the lucrative manufacturing, distribution, and logistics industries. These industries currently make up a large sector in DeKalb County’s economy. However, new inventory will be needed to continue to attract higher-paying advanced manufacturing jobs, as well as jobs in the rapidly growing distribution industry.

Target Industry Analysis

DeKalb County excels at many of the factors that attract businesses, including access to major highways, availability of skilled labor, and a high quality of life. Additionally, the county’s relatively low cost of real estate while remaining close to central Atlanta is a significant asset.

Based on the county’s strengths, weaknesses, and economic trends, the SEDP identified four target industries:

• Healthcare and Life Sciences
• Corporate Operations and Business Services
• Advanced Manufacturing
• Logistics and Distribution

These represent the anchor industries at which the county has a comparative advantage over other locations. These four industries should be the primary focus of economic development efforts.

Additionally, the SEDP identified Film and Entertainment Production as an “emerging industry” that DeKalb County may wish to cultivate by providing more resources.

⬚ figure

Source: Decide DeKalb

RECOMMENDATIONS

The five-year update to the Strategic Economic Development Plan provides an excellent blueprint for economic development efforts in DeKalb County. The County should first review the plan to determine which components are still relevant, which may need to be updated based on the Unified Plan and recent market changes. In addition to the items presented in the report, the County should encourage better coordination between the Department of Planning & Sustainability and Decide DeKalb, specifically on land use policies, activity centers, priority areas and employment centers. Industrial development as well as targeted economic development in disadvantaged areas and areas of disinvestment are additional priority areas of coordination. Finally, it is imperative that the County continue its partnership with Decide DeKalb to provide the best opportunity to implement these recommended actions and position DeKalb County for sustained economic development well into the future.

⬚ figure

POLICY SPOTLIGHT

HEALTH & WELLNESS

⬚ figure

Key Takeaways

• Numerous organizations operate and provide resources throughout the county
• Various communities in DeKalb face barriers to health education and program delivery
• Develop a health resource map and esignate a County Helath and Wellness point- person to coordinate planning and resources

FRAMING THE ISSUE

The DeKalb Board of Public Health sponsors many health and wellness related programs including those focused on access to healthy foods and active living, and many in collaboration with other organizations. This includes a mobile farmers market, Fresh On Dek, partnerships with faith-based organizations to provide access to facilities for physical activity for residents; Park Prescription Day with different activities within DeKalb County parks, and mobile vaccination sites. Additionally, the Board of Health provides preventative health initiatives; car seat safety initiatives, pedestrian safety campaign; mental health community support and education; and substance abuse counseling.

Over the last decade, a number of active living plans were developed by DeKalb County and the DeKalb County Board of Health in an effort to support better health outcomes for DeKalb residents and reduce the risk of chronic diseases such as diabetes, high blood pressure, cardiovascular disease, and other health related issues. Plans were created for areas such as Belvedere, Covington Highway, Gresham Road, Indian Creek MARTA Station, Medline LCI area and Panola Road/Salem Road. The plans included recommendations promoting accessibility to fresh food, pedestrian connections, cycling infrastructure, civic space, parks, and trails to support physical activity.

There are many organizations that operate within DeKalb County working to improve the health and wellness of citizens. Roots Down is partnering with the DeKalb County Library system on the Edible Libraries campaign to grow gardens starting at six libraries as an initial pilot program in addition to productive urban landscaping at a few area schools. Concrete Jungle, a local non-profit, provides foraging, farming, and support for food access by transforming overlooked and underutilized fruit trees and land into a healthy source for communities in need.

Other organizations such as the United Way provide programs such as the Strong Learners Panel in DeKalb, a business roundtable on early learning and the MORE Program focusing on infant and maternal health. Emory also takes a strong lead on providing health information to the public by utilizing social media influencers and community partners to communicate accurate information; organization of a South DeKalb Health Summit, in collaboration with DeKalb Board of Health; and partnering with DeKalb County government on vaccine events. The Center for Pan Asian Community Services, Inc. (CPACS) offers access to food; health and vaccine fairs; COVID-19, HIV, and Tuberculosis (TB) testing; annual physicals; Affordable Care Act (ACA) enrollment; the Victim Service Program, a safe shelter for women and children of the immigrant community; alcoholism prevention for young adults; and transportation assistance to employers outside the County.

Focus Areas

Based on discussions with key health and wellness stakeholders, the following potential focus areas have been identified.

• Children’s Health - The Child Well-Being Index and associated map are tools developed to assess the health of a community. Of the 500,000 children in the metro Atlanta region on the low end of the index, approximately ¼ reside in DeKalb County.
• Education and Communications - Health literacy is the ability to obtain, read, understand, and use healthcare information to make appropriate health decisions and follow instructions for treatment. Some communities have barriers to health education and program delivery including language and technology.
• Partnerships - Often health and wellness organizations are unaware what other providers are offering in the community, and the burden is on the individual client to research. There is a need for a structure to link individuals to the resources, and organizations to other organizations working in DeKalb.
• Equity - Key focus areas identified related to equity include the decreasing inventory of affordable housing, especially near job centers, reliable transportation to and from jobs or services, especially for communities in south DeKalb, and the availability of or access to fresh food in some areas of the County.

Examples from the Region

The following examples highlight two successful organizations and initiatives that support citizens’ Health and Wellness.

Gwinnett County

The Gwinnett Coalition of Health and Human Services is a robust collaboration of private, public, and nonprofit groups and is the lead organization for Gwinnett County community development. The Coalition hosts programs like Healthcare Roundtables, Resilient Gwinnett, Gwinnett Cares and Gwinnett Veteran Resource Center.

City of Atlanta

The non-profit, Open Hand Atlanta, has been in operation since 1988, and is one of the most collaborative nonprofit organizations in the United States working with over 100 public and private partners. Its mission is to eliminate disability and untimely death due to nutrition-sensitive chronic disease and it works towards this mission through “Food is Medicine” and evidence-based education programs.

RECOMMENDATIONS

The following recommendations represent potential opportunities for the County to consider in supporting Health and Wellness. These recommendations have emerged through existing conditions analysis, peer example review, and stakeholder and public involvement:

Organizational Structure

• Designate a Health and Wellness point person within DeKalb County Government to assist with dissemination of health and wellness related information and coordination.
• Participate in public-private Health and Wellness focused programs & organizations to leverage funding and collaborate on public education and marketing.
• Host a Health and Wellness focused roundtable with community partners to promote information sharing, coalition building, and development of a structured network of resources.
• Establish a Child Care and Early Education Initiative to provide scholarships for high quality childcare and early education for low- and middle-income families.

Planning and Programming

Housing

Perform an assessment to determine affordable housing stock in DeKalb County and consider health and wellness resources and demographics.

Transportation

Include access to parks, trails and recreational facilities in multi-modal transportation planning.

Develop a Local Road Safety Plan to foster better health outcomes on roadways in disadvantaged communities and where accident rates are higher.

Strategic Planning

Develop a Health and Wellness Resource Map and Guide to inventory available facilities for active living such as parks, trails, and recreation centers and organizations that provide health and wellness services and programming.

Equity

Prioritize adding or renovating amenities such as parks, recreation centers, sidewalks, and trails in underserved areas of the County.

Co-host health fairs and other events in underserved areas promoting active living. Potential partners includes “Streets Alive!,” PATH Foundation, CPACS, and Friends of Refugees.

03 - POLICY SPOTLIGHTS

POLICY SPOTLIGHT

HOUSING

⬚ figure

Key Takeaways

• DeKalb County Should Take a Leadership Role on Affordable Housing
• Provide a strategic vision and direction for affordable housing
• Mobilize additional resources for affordable housing in DeKalb County

FRAMING THE ISSUE

The following is a summary of some of the key housing issues facing DeKalb. These were identified in both data collection and community outreach.

Historically, construction activity has focused on single-family detached and larger multi-family structures. These patterns do not match the needs of households in DeKalb, including lower-maintenance ownership options and lower-density rentals that may be more suited to families. The lack of varying housing types results in individuals staying in homes they do not prefer or need, entering homes that do not fit their stage of life or lifestyle or looking for housing outside of DeKalb. A greater variety of housing products should provide options for households' needs at every stage of life.

Older and aging housing stock

Half of the county’s housing stock is estimated to be over 40 years old, and 23% was built during the post-war boom years of the 1950s and 1960s. While most of this housing stock is structurally sound, larger ticket maintenance items are a concern. A large number of the smaller homes built in the 50s and 60s are also renter- occupied. These units are often referred to as naturally occurring affordable housing. Continual reinvestment in this stock of housing will be important as well as maintaining the affordability of these units.

Demand for middle-income housing

Over the past two decades, much of the new construction market has focused on units that are affordable to households making less than 80% of the area median income (AMI) or over 120% of AMI. The need for these units continues, but the gap for the middle-income ranges has only grown. Capital or incentives for these projects are often harder to find and returns on investments are lower.

Preservation of existing affordable rentals

Nationally, large numbers of units in the Low-Income Housing Tax Credit (LIHTC) programs have initiated the process to leave the program. At the same time, many locations have experienced a decline in the construction of new LIHTC units. Strategies will need to address the loss of these units either through preservation or construction of new units.

RECOMMENDATIONS

A housing market is a complex and ever-changing landscape of countless variables including economic factors guiding production, rehabilitation, and demand. Social factors also influence housing preferences, as does the willingness of renters and buyers to adapt to new products. This fluidity can seem daunting, but all the more important to establish strategies around DeKalb County’s issues. The following section summarizes strategies the County and community partners should consider. This should start with updating the more detailed Housing Study that was completed in 2018 and from that develop a more in-depth strategic housing plan for the county.

Housing Partnership

The County, nor any one local jurisdiction, will be able to address all of the county's housing needs, it will take public-private partnerships. A consolidated and strategic approach to housing partnerships should be established. This should be thought of in the same vein as any other economic development initiative.

Create Housing Champions

There are currently a number of departments, organizations, and agencies working on housing issues, but a unifying voice is missing.

Establish a Housing Officer - This individual should bring together partners and keep the issues around housing at the forefront. This role should not be purely focused on housing for the lowest incomes but should champion the broader needs for both the lowest and moderate-income households.

Establish a Housing Advisory Committee - The Committee should include a mixture of individuals with a wide range of experience within the housing industry. The committee members should also be champions for greater variety and affordability in the market. This may include tackling the NIMBY voices push against new product types.

Track Housing data - The only way to truly understand if progress is being made is to establish and track key metrics. One of the first tasks of the committee should be to identify what metrics should be tracked. Much of this may be based on the data collected in the updated housing study.

Preserve and Expand the Number of Affordable Housing Units

Currently the County has a large stock of affordable housing. This includes both units that a part of specific programs to ensure their affordability and a large stock of older housing units that are naturally affordable.

Preserve Existing Affordable Rental Units

Units built under the Low Income Housing Tax Credit (LIHTC) program are not permanently affordable units and rents are not restricted on these units once their time in the program is complete. Efforts should be made to keep these units affordable.

Preserve Naturally Occurring Affordable Housing - Older units often are naturally more affordable due to the cost of land, building materials, and labor at the time of construction. In extremely active markets, inflation can quickly price many middle- to lower-income households out of the market. Preservation of these units through programs like purchase-rehab-resale programs can preserve affordability.

Workforce Housing Ordinance - The 2018 housing study proposed the development and implementation of a workforce housing ordinance, which is currently under development. These ordinances can be crafted in a number of ways, but ultimately require a number of affordable units or payment-in-lieu to support the development of affordable units at another site.

Secure Gap Financing

While the demand for housing units affordable to households making less than 120% of the Area Median Income (AMI) may be high, the ability of the private market to finance these units is difficult due to the limited profit margins.

Development of a Housing Development or Trust Fund - There are many different ways to organize a local funding pool, including a housing trust fund, lending consortium, or an economic development fund targeted to housing. These funds are the ideal instruments to:

Leverage the Land Bank - The Land Bank can provide an important relief valve in the cost of housing development. The cost of land is traditionally 20% or more of the final sale price of a home and lowering this cost fills a significant gap in the financing of more affordable housing. However, to do this the scope and purpose of the land bank will need to be better defined.

Leverage other Sources - There are a number of other sources and opportunities for funding. One of these being CBDG funds, however, those funds have to focus on lower-income households and do not address the gap in more moderate-income housing.

Establish a local funding pool, including a housing trust fund, lending consortium, or an economic development fund targeted to housing. These funds are the ideal instruments to:

Leverage the Land Bank - The Land Bank can provide an important relief valve in the cost of housing development. The cost of land is traditionally 20% or more of the final sale price of a home and lowering this cost fills a significant gap in the financing of more affordable housing. However, to do this the scope and purpose of the land bank will need to be better defined.

Leverage other Sources - There are a number of other sources and opportunities for funding. One of these being CBDG funds, however, those funds will have to focus on lower-income households and not address the gap in more moderate-income housing.

03 - POLICY SPOTLIGHTS

POLICY SPOTLIGHT

RETAIL

⬚ figure

Key Takeaways

• Support mixed-use development and redevelopment around the mall properties
• Consider public private partnerships
• Repurpose parking lots of underutilized shopping centers
• Create an organization focused on Memorial Drive

FRAMING THE ISSUE

The County’s retail sector was identified as one of the key issue areas related to future growth and development. Of particular interest are the struggling retail corridors and nodes that commonly have high vacancies and observed disinvestment. Utilizing available retail data, existing retail conditions and trends were analyzed in DeKalb County. From this analysis, the top ten percent of properties that have the largest concentrations of vacant retail space were identified and mapped.

Three primary concentrations of retail space with high vacancy exist within DeKalb County. The first is the existing indoor mall properties across the County, which together account for over 600,000 square feet of vacant retail space. The second concentration is a stretch of vacant retail spaces along Buford Highway, punctuated by 117,000 of available space within a former department store in the City of Doraville. The third concentration is a swath of vacant retail space roughly following Memorial Drive from the Gallery at South DeKalb near Interstate 20, then northwest towards the City of Stone Mountain.

⬚ figure

Areas with higher amounts of vacant retail space are identified with larger dots.

Existing Indoor Malls within DeKalb County

DeKalb County is home to several large indoor malls, including:

• Northlake Mall
• North DeKalb Mall
• Mall at Stonecrest
• Gallery at South DeKalb

The loss of retail and high volume of vacant space at each mall is not necessarily a cause for concern regarding local market performance on its own, as this is consistent with a nationwide trend shifting away from traditional indoor malls. Reinvestment or redevelopment plans are already in the works for some of these mall properties. In 2019, Emory University announced plans to lease over 220,000 square feet of space in Northlake Mall as office and administrative space.

North DeKalb Mall was recently sold with an aim to redevelop the property into a mixed-use development. Additionally, some former retail spaces at the Mall at Stonecrest have been repurposed including one anchor location being converted into an entertainment center and aquarium.

The Gallery at South DeKalb may require the most attention of any of the four malls. The property has experienced recent closings of many anchor stores with no plans for new tenants or redevelopment on the horizon, emblematic of a larger trend within the adjacent Memorial Drive corridor. However, the Gallery at South DeKalb was recently sold to a new mall operator with the intention of securing new tenants and reviving the property.

Buford Highway Corridor

Another area with a concentration of high vacancy retail properties is along Buford Highway. This trend warrants further attention, however, the vacancies present along Buford Highway are generally smaller in scale and tend to be limited to individual shops rather than entire shopping centers. Additionally, the area is recognized across the region for its cultural and culinary offerings.

Memorial Drive

The most crucial segment for further action is near the Memorial Drive corridor, stretching from the area around the Gallery at South DeKalb to Stone Mountain. This swath accounts for roughly half of the top ten percent of properties with the highest vacancies in DeKalb County.

Additionally, although the data identified vacant space across the county, it did not clearly indicate underutilized properties that may not currently provide the high volume of retail for which they were designed. Many properties are designed around large anchor stores which are currently unoccupied. As a result, most of the tenants are small businesses that, while successful, do not need the vast amounts of retail space and surface parking that the property includes. Additionally, several spaces are now occupied by DeKalb County government offices. All of these uses provide important services for the community but could perhaps do so in a more efficient use of space. Finally, there are numerous ethnic and international businesses along the corridor that would benefit from an increased focus on celebrating the unique offerings and making the area a regional destination. Many of these issues, as well as opportunities for development along Memorial Drive, were highlighted in the Memorial Drive Revitalization Corridor Plan in 2019.

RECOMMENDATIONS

Overall, there are several opportunities to address areas of concern within DeKalb County. Some recommended actions include the following:

• Conduct a deeper analysis of the existing retail market, specifically in the three focus areas
• Support mixed-use development and redevelopment, particularly within and around the mall properties
• Update Livable Centers Initiative studies or other small area plans within these focus areas
• Streamline approval and permitting process for redevelopment or investment within these areas
• Repurpose underutilized parking into public spaces, residential or mixed-use development
• Relocate county offices from struggling retail centers to more centralized areas.
• Create an organization focused on Memorial Drive to celebrate and promote the diversity of the corridor, similar to We Love BuHi.
• Reduce the amount of existing retail space through coordination with public and private partners

03 - POLICY SPOTLIGHTS

POLICY SPOTLIGHT

SUSTAINABILITY

⬚ figure

The Green Communities Program is a voluntary sustainability certification program that helps local governments reduce their environmental impact through actionable measures. The program fosters a greener, healthier and more livable region by providing a framework for cities and counties on their sustainability journeys. ARC strives to assist local governments in decreasing operational carbon emissions through building portfolio efficiency and clean energy opportunities.

FRAMING THE ISSUE

DeKalb County’s pledge to Sustainability begins internally within County operations. Currently, DeKalb County focuses sustainability resources on programs and activities at County facilities. Examples of current County Sustainability programs/activities at County facilities include:

• ARC Green Communities Program Participation
• Conservation Education Programs
• Community Rain Gardens
• Invasive Species Removal
• Generation of Compressed Natural Gas from County Landfills
• Electric Vehicle Charging Stations
• Office Programs
  • Various recycling programs
  • Reduction of Paper Use
  • Expansion of Digital Investment
• Motion Activated Lights

ARC Green Communities Program

The ARC Green Communities Program is a voluntary sustainability certification program which supports local governments with guidance and activities to enhance sustainability within Metro Atlanta communities. Aspirations for the ARC Green Communities Program include:

• Reduction of energy and water use within government operations, buildings, and fleets.
• Providing curbside recycling to residents and businesses.
• Providing public education and examples of new and emerging sustainability practices.

Initiation of DeKalb Green Committee

DeKalb’s commitment to expanding the County’s Sustainability programs includes the establishment of a DeKalb Green Committee. Comprised of DeKalb County personnel, this Committee will include County and Department leadership and will be responsible for developing sustainability policies, while also monitoring the implementation of the County’s sustainability programs. The Committee would conduct regularly scheduled meetings, conducting meetings on a quarterly basis.

Sustainability Coordinator

In the Department of Planning and Sustainability, DeKalb County has added a full-time staff position of Sustainability Coordinator. This position leads the management and coordination of sustainability programs and activities within DeKalb County, including coordination across County Departments on their sustainability activities, the monitoring of sustainability programs, and reporting of sustainability activities. In addition, the Sustainability Coordinator leads County’s tracking and reporting for the ARC Green Communities Program.

RECOMMENDATIONS

Comprehensive Sustainability Plan for the County

The County currently lacks a holistic strategy for sustainability. Development of DeKalb County’s first Sustainability Plan would establish a unified vision and goals, examine the current sustainability programs and activities, and identify potential partners. A set of recommendations that address short- and long-term needs for enhancing sustainability with County operations and in the community should be included.

Public Communication and Education Programs

Create a sustainability education program that provides on existing programs and identifies ways for the community to be involved. This would include the communication of upcoming programs scheduled at County facilities, County websites and social media.

Enhanced Reporting of County Sustainability Achievements

Currently, DeKalb County reports the sustainability achievements for County Departments internally, with limited, coordinated communication to the community. The County should assess the development of a Sustainability Dashboard that could County progress and achievements related to sustainability.

⬚ figure

Establish Department Sustainability “Leaders”

To ensure sustainability is a county-wide effort, leaders should be identified from each County Department. These designated leaders will be the sustainability point of contact for that Department and would be responsible for coordination and reporting of their Department’s sustainability activities and progress. These leaders may also serve on the Green Committee.

Maintain ARC Green Communities Certification

The ARC Green Communities program provides a checklist or guidebook for initiating sustainability programs and measuring program progress. The initial participation of the ARC Green Community Program serves the County with initial strategic programs and the foundational tracking of sustainability programs throughout the County. Once the County achieves “recertification” as a Green Community, annual or semi-annual reporting and performance monitoring should be established to maintain certification. The Green Committee may serve as the monitoring and reporting body for this task, providing updates and recommended actions to County leadership and staff.

POLICY SPOTLIGHT

TRANSIT ORIENTED DEVELOPMENT

⬚ figure

Key Takeaways

• Encourage the development of station area plans
• Update plans and policies after upcoming transit projects and plans are complete
• Study and gather input on funding and priorities

FRAMING THE ISSUE

Transit-Oriented Development (TOD) typically incorporates a mixture of uses, including residential, retail, and office uses within a compact area. The intention of TODs is to create dense, walkable areas that are supportive of multimodal transportation options, specifically the use of transit and less dedicated parking, in the areas of high-capacity transit stations. A typical TOD district focuses strategic growth areas near transit, primarily between one-quarter to one-half mile radius from the transit station. The development density of a TOD should intensify closer to the center of the radius.

Equitable Transit-Oriented Development

The establishment of equitable TOD policies enables government agencies to set TOD standards that ensure high-quality development, while mitigating the displacement of current residents and businesses in these areas. New TODs and transit corridors provide opportunities for entrepreneurs and employers by improving accessibility to multiple mobility options in the area and providing a setting for prospects such as locating workforce development and start-up business training.

Existing Stations

Currently, unincorporated DeKalb County is home to two MARTA heavy rail stations, Kensington and Indian Creek. Two previous comprehensive development plans for the Kensington MARTA Station and its surrounding areas were completed in 2002 and 2012. An update plan for the Kensington MARTA Station area was initiated in 2021. A planned study for the Indian Creek MARTA Station area is planned to begin in 2022 and will study TOD opportunities surrounding the station.

DeKalb County Transit Master Plan

In the DeKalb County Transit Master Plan, four potential funding scenarios were developed to guide the advancement and expansion of high-capacity transit in DeKalb County. These four scenarios included the Existing MARTA Penny Scenario; Half-Penny Scenario; Full-Penny Scenario; and the Previously Adopted Scenario.

Existing MARTA Penny Scenario

The Existing MARTA Penny Scenario assumes a continuation of the one-penny MARTA sales tax with no additional funding. The revenue generated in this scenario would support the maintenance, sustaining capital, and operations of the existing system without any additional transit expansion. The impacted transit corridors in the Existing MARTA Penny Scenario are included in Table 1.

Table 1 – Existing MARTA Penny Scenario – Transit Corridors

⬚ figure

Source: DeKalb County Transit Master Plan, 2019

03 - POLICY SPOTLIGHTS

Half-Penny Scenario

The Half-Penny Scenario presumes the extension of the one-penny MARTA tax and includes an additional half-penny sales in DeKalb County for transit under HB 930. The funding generated in this scenario supports maintenance, sustaining capital, and operations of the existing system combined with potential transit system expansion including 15 projects – one Light-Rail Transit (LRT); five Bus Rapid Transit (BRT), including leveraging the planned I-285 managed lanes for the utilization of BRT in DeKalb County and I-20; nine Arterial Rapid Transit (ART), and 139 project miles. The impacted transit corridors in the Half-Penny Scenario are included in Table 2.

⬚ figure

Source: DeKalb County Transit Master Plan, 2019

Table 2 – Half-Penny Scenario – Transit Corridors

Full-Penny Scenario

The Full-Penny Scenario reflects the extension of the one-penny MARTA tax and the passage of an additional full-penny sales tax in DeKalb County for transit under HB 930. The funding generated in this scenario supports maintenance, sustaining capital, and operations of the existing system along with potential transit system expansion including 17 projects – four Light-Rail Transit (LRT); five Bus Rapid Transit (BRT), including leveraging the planned I-285 managed lanes for the utilization of BRT in DeKalb County; eight Arterial Rapid Transit (ART), and 180 project miles. The impacted transit corridors in the Full-Penny Scenario are included in Table 3.

⬚ figure

Table 2 – Full-Penny Scenario – Transit Corridors

03 - POLICY SPOTLIGHTS

Previously Adopted Scenario

The Previously Adopted Scenario implies continuing the one-penny MARTA tax in addition to an unidentified additional funding source that can generate more revenue than that generated by the full-penny sales tax scenario in DeKalb County for transit under HB 930. The funding generated in this scenario supports maintenance, sustaining capital, and operations of the existing system in addition to expanding the transit system with three projects – one Heavy-Rail Transit (HRT); one Light-Rail Transit (LRT); one Bus Rapid Transit (BRT), and 37 project miles. The impacted transit corridors in the Previously Adopted Scenario are included in Table 4.

Funding

The Existing MARTA Tax is a one-penny sales tax under the MARTA Act levied in DeKalb County. The funding maintains operations of the current system and funds state of good repair and sustaining capital projects.

The HB 930 Sales Tax enables DeKalb County to levee up to a one-penny in the form of an additional sales tax funding for transit over a 30-year period, provided the County remains under the State limit for county sales tax. This funding source would require passage by DeKalb voters. Two funding scenarios were conceived in the DeKalb County Transit Plan utilizing this resource, a half-penny and one-penny sales tax, with a potential to generate $1.85 billion and $3.65 billion in sales tax revenue.

Additional study and engagement are necessary to reduce the number of potential funding and implementation plans and formalize both the funding source and amount. Progress is anticipated in this regard in 2023 as there is potential to place a transit referendum on the general election ballot in 2024, along with several other metro Atlanta counties.

Next Steps

Regardless of the transit plan that is eventually chosen for public review, the County should encourage the development of station area plans and transit-oriented development strategies at all potential high-capacity transit stations. Transit oriented development and the benefits that it provides in terms of concentrations of employment, education, and housing; enhanced accessibility and walkability; and greater equity are appropriate for all forms of high-capacity transit (heavy rail, light rail, and Bus Rapid Transit (BRT)).

⬚ figure

Source: DeKalb County Transit Master Plan, 2019

Table 4 – Previously Adopted Scenario – Transit Corridors

CHAPTER 04

COMPREHENSIVE TRANSPORTATION PLAN

COMPREHENSIVE TRANSPORTATION PLAN

⬚ figure

2014 CTP Goals

• Improve mobility for all people
• Enhance quality of life
• Improve economic vitality
• Focus on implementation

EXECUTIVE SUMMARY

The DeKalb County 2014 Transportation Plan is about improving the lives of local residents and creating an environment for businesses and institutions to thrive. Competition from across the United States and even from other countries requires the Atlanta region and its counties to provide facilities and opportunities to attract new talent and financial capital. Traffic congestion and a lack of transportation alternatives can no longer be offset by offering low housing costs, a pleasant climate, and a friendly business atmosphere. DeKalb County requires a transportation system that enables its many assets to continue to flourish. To this end, the DeKalb County 2014 Transportation Plan represents a coordinated strategy intended to improve how people, goods, and services move throughout and within the community.

The strategies identified in the Plan will have the desired outcome of improving the quality of life for existing and future residents and offering enhanced economic vitality. The Plan was intentionally designed to emphasize implementation by seeking to align public policy, funding, and partnerships that promote positive influences on the transportation system. To continue to meet the diverse needs of the County, the transportation system must keep evolving. Adopting a prioritized list of projects and policies will enable the County to take action and maintain a transportation system that positions the County to compete economically and offer residents a high quality of life.

A primary component of the County’s Transportation Plan is the list of regionally significant projects commonly supported by County representatives. This list of transportation projects can be used to provide input for the regional transportation planning process where additional funding is available. These identified projects should form the basis of future funding requests submitted to the Atlanta Regional Commission (ARC) and the Georgia Department of Transportation (GDOT) during the Transportation Improvement Program (TIP) and Regional Transportation Plan (RTP) update cycles.

The document provides an overview of the planning process, the resulting recommendations, and the necessary actions for ensuring ongoing implementation. Preceding this report is an additional technical document called the Existing Conditions and Needs Assessment Report (published June 2013), which provides a thorough overview of the existing transportation network and provides an assessment of current and future transportation deficiencies.

Because of the strong interest expressed by policy makers, stakeholders, and the public concerning safe and efficient

travel for alternative modes, including for bicyclists, pedestrians, and transit users, a Complete Streets Policy has been developed as a standalone formal policy document included in the Appendix of this Plan. Although this is not a document that should be added to the Code of Ordinances (because it is only intended for guidance), the Complete Streets Policy has been separated distinctly from the Plan text to reflect the emphasis placed on multimodal accessibility.

PROJECT VISION AND GOALS

Vision Statement

The DeKalb County 2014 Transportation Plan is intended to improve mobility for all people, enhance quality of life, facilitate economic vitality, and focus on implementation.

Goal 1: Improve mobility for all people

Goal 2: Enhance quality of life

Goal 3: Improve economic vitality

Goal 4: Focus on implementation

COMPREHENSIVE TRANSPORTATION PLAN UPDATE

The DeKalb County 2050 Comprehensive Transportation Plan is currently being updated. Once complete, it will be adopted as part of the DeKalb 2050 Unified Plan. Initial priority areas for the DeKalb 2050 Comprehensive Transportation Plan have been identified as follows.

• Provide Transportation Options through Connectivity across Modes - Improve travel for all users by increasing connections across roadway, transit, bicycle, and pedestrian modes.
• Promote Equity - Prioritize improvements that increase transportation access to all parts of the County, especially communities where lack of transportation options creates substantial barriers.
• Improve Safety - Provide for safe travel by users across all modes of transportation.
• Enable Healthy Communities and Improve Quality of Life - Leverage transportation infrastructure to encourage an active lifestyle and overall improved quality of life.
• Respect/Improve DeKalb County's Character - Implement transportation projects that improve mobility while taking into consideration local community context.
• Increase Access to Jobs and Education - Prioritize transportation investments that allow workers and students to more easily access these key destinations.
• Better Accommodate the Movement of Goods - Implement transportation projects that improve freight in the County either by truck or by rail.
• Improve Maintenance - Ensure the long-term care for existing infrastructure including paving roads and repairing bridges and signal systems.
• Increase Funding for Improvements - Pursue new local revenue sources that will allow the County to implement additional transportation projects.
• Encourage Economic Development - Leverage transportation projects that help to encourage revitalization and new development throughout the County.
• Practice Fiscal Responsibility in Transportation Investments - Prioritize transportation projects that can be implemented in a reasonable timeframe and provide a strong return on investment.

THIS PAGE LEFT INTENTIONALLY BLANK

CHAPTER 05

SMALL AREA PLANS

05 - SMALL AREA PLANS

DEKALB COUNTY

SMALL AREA PLANS (SAPs)

Small Area Plans (SAPs) cover a smaller area than a comprehensive plan, and are intended to address specific land use and development issues at a finer level of detail. These plans support the general vision, policies and goals of the community, but allow for a greater degree of detail in guiding development. They may have their own sets of specific policies to shape development, and can include elements such as design guidelines, standards for transitions in development intensities and uses, additional standards for mixed use, investments in infrastructure, connectivity, and greater opportunities for input and control from local residents and businesses. SAPs can take a variety of forms, such as Livable Center Initiatives (LCIs), Master Active Living Plans (MALPs), Corridor Plans, or TOD plans, and are the primary tool by which the county intends to shape development in Activity Centers and along Commercial Redevelopment Corridors. The County intends to work towards implementing SAPs in all Activity Centers, and those that have been completed to date are as follows:

BRIARCLIFF CLAIRMONT ROAD PLAN (2021)

The Briarcliff- Clairmont Activity Center is a gateway to unincorporated DeKalb County at the intersection of I-85 and Clairmont Road - a major north-south corridor through DeKalb County. The Briarcliff-Clairmont Activity Center is surrounded by growing pockets of activity and redevelopment.

Design Guidelines

Figure 2 - Table of Subareas Proposed Density and Height

⬚ figure

Figure 1 - Briarcliff Clairmont Activity Center and SUbareas

⬚ figure

Figure 3 - Potential Development Concept

The overall vision for the Briarcliff-Clairmont Activity Center is for an integrated, walkable community that serves as the neighborhood activity center for the surrounding neighborhoods. This includes higher density, mixed-use development within the core surrounded by appropriately scaled development that steps down in height as it nears existing single-family neighborhoods. Mixed-use and commercial developments should be focused along the frontages of Clairmont Road and Briarcliff Road or interior public spaces or streets, with minimal curb cuts and interparcel connectivity where reasonable. Appropriate transitions, buffers, and transitional height planes should buffer commercial and mixed-use development from existing single-family homes. The revised Briarcliff-Clairmont Road Small Area Plan includes additional detail and guidance from the Comprehensive Plan specific to the area’s character and location. The Activity Center is organized into four subareas, each with recommended densities, maximum heights, and related policies as outlined below.

05 - SMALL AREA PLANS

CANDLER ROAD FLAT SHOALS LCI (2007)

The Candler Road Activity Center derives from the Candler/Flat Shoals Livable Centers Initiative (LCI) Plan. The core of the study is the South DeKalb Mall. Some of the goals of the plan: Encourage diversity of mixed income neighborhoods, employment, and recreational choices. Provide access to a wide range of travel modes, including transit, walking and biking. Develop an outreach process that promotes involvement of all stakeholders. Land Use recommendations from the study are being used as policy guidelines in the comprehensive plan.

⬚ figure

Figure 4 - Future Land Use Map

⬚ figure

Figure 5 - Example Development

⬚ figure

Figure 6 - Example Development

Candler Road Flat Shoals Parkway LCI Sub-Area Policy Guidelines

Figure 7 - Future Land Use Table

GLENWOOD COLUMBIA PLAN

In partnership with the Atlanta Regional Commission, the DeKalb County Department of Planning & Sustainability has conducted a planning process to identify capital investment and policy changes that can support a more livable, pedestrian friendly environment at the intersection of Glenwood Road and Columbia Drive. This location has been identified as a Commercial Redevelopment Corridor (CRC) in the DeKalb County Comprehensive Plan, indicating a need for improved function and aesthetic appeal. The study area’s current state is a result of disinvestment through the 1990s which led to income decline and lack of maintenance.

⬚ figure

⬚ figure

⬚ figure

Townhome Residential

As an additional residential offering, Townhomes can be placed on the edges of the study area, providing low intensity development directly abutting single family homes while keeping consistent with walkable development patterns.

1-2 Story Mixed Use

Continuing outwardly, 1- to 2-story mixed-use buildings will create a natural transition zone to what is currently single-family residential in the surrounding neighborhoods. Building programs would continue similarly, only at a smaller scale:

• Ground level Restaurants
• Retail
• Entertainment Options
• 2nd Story Office
• Healthcare
• Condos/Apartments

1-3 Story Mixed Use

Striking a balance between optimal use of land and a physical scale that compliments the community is a challenge within itself. Land use policies in place encourage 1-3 stories in a Neighborhood Center Character Area. This analysis and the accompanying engagement efforts point to encouraging three-story mixed-use at the core of the study area, programming in the following way:

• Ground level Restaurants
• Retail
• Entertainment Options
• 2nd and 3rd Stories Office
• Healthcare
• Condos/Apartments

05 - SMALL AREA PLANS

KENSINGTON LCI & UPDATE (2002, 2003, 2012)

DeKalb County conducted an LCI study for this area and the surrounding area in 2002. The plan has established a long-term vision for the study area by promoting pedestrian-friendly, mixed-use development, enhancing connectivity, ensuring multiple transportation options, and supporting economic growth and a high quality of life.

Since the plan was completed in 2003, some of the action plan items have been completed, such as the Juvenile Justice Center. There are also several action items which turned out to be irrelevant due to changing situations or obstacles that could not be overcome. The purpose of this study is to prepare a comprehensive development plan for the Kensington MARTA Station and the adjacent county-owned property with sufficient specificity and strategies for further implementation of the original LCI plan created in 2002. The redevelopment sites will address both land use and transportation issues to support development that will support a multi-modal environment and optimize utilization at the existing MARTA station.

In 2012, a follow up study was completed for the county-owned land and adjacent parcels. This study identified additional development concepts and public improvements for the area.

⬚ figure

Figure 11 - Kensington Activity Center and Subareas

Figure 12 - Subareas Table

⬚ figure

Figure 13 - Phasing Map from 2012 Study

Future Land Use

This activity center functions as a Regional Center character consisting as a focal point for several neighborhoods with a concentration of activities such as general retail, commercial, professional office, higher-density housing, and appropriate public and open space uses easily accessible by pedestrians. The primary land uses include: townhomes, condominiums, apartments, health care facilities, retail and commercial, office institutional, entertainment and cultural facilities, park and recreational facilities, and public and civic facilities at a density of up to 120 dwelling units per acre. 1. Preserve single family residential; 2. Consolidate DeKalb County facilities on existing site and establish a Government Center; 3. Develop a regional Employment Center on the Roberds site; 4. Anticipate long-term redevelopment of aging multi-family housing stock; 5. Preserve and expand greenspace; 6. Redevelop the Kensington MARTA Station area as a mixed-use community; and 7. Develop mixed-use along Memorial Drive and Covington Highway to create a 24-hour community.

Transportation and Circulation

1. Create an internal street grid to serve the Government Center;
2. Improve pedestrian and car access from Mountain Drive to and within the proposed employment center;
3. Develop a transit plaza linking the station to Mountain Drive and creating a centralized pedestrian friendly space within the Kensington Station area;
4. Improve transit service through the creation of a Bus Rapid Transit (BRT) system, functioning with a dedicated right of way off Memorial Drive through the proposed government center;
5. Provide signal prioritization improvements for a BRT system on Memorial Drive.
6. Develop a greenway system from Avondale Middle School through the Kensington station to Avondale Dunaire Park.

Figure 14 - 2012 Study Elements

Kensington LCI Concept Plan

There are numerous recommendations stated in the study, several of which include concept plans. The overall LCI Study Area Concept Plan is a compilation of future land use patterns and transportation and circulation improvements designed to create a more pedestrian-friendly and transit-oriented environment in and around the study area. The plan incorporates seven (7) land use initiatives and six (6) transportation and circulation improvements. There are also several individual concept plans for the study area. These are as follows:

• Government Center Plan
• Employment Center
• Kensington MARTA Station Plan

05 - SMALL AREA PLANS

MARTA I-20 EAST TOD PLAN

The Metropolitan Atlanta Rapid Transit Authority (MARTA), in conjunction with DeKalb County and the City of Atlanta, and in cooperation with the Federal Transit Administration (FTA), initiated the I-20 East Transit Initiative to identify transportation and environmental impacts associated with the development of high-capacity transit service from downtown Atlanta to the Mall at Stonecrest in southeastern DeKalb County. The project is intended to improve east-west mobility and accessibility to jobs and housing by providing a high-capacity transit alternative in the I-20 East Corridor. In addition, the project will provide opportunities for economic development and support revitalization efforts as planning partners in the corridor including the City of Atlanta and DeKalb County prepare for anticipated future growth.

⬚ figure

Figure 15 - Indian Creek Station Concept

⬚ figure

Figure 16 - Covington Highway Station Concept

⬚ figure

The Plan consists of these community station area visions and implementation recommendations for achieving them.

⬚ figure

Figure 17

⬚ figure

Figure 18 - Panola Road Station Concept

⬚ figure

Figure 19 - Additional Panola Road Station Concept

05 - SMALL AREA PLANS

MASTER ACTIVE LIVING PLANS (MALPS) (2013)

Chronic diseases are among the most common and costly of all health problems in the United States, but they also are among the most preventable.

Lack of physical activity and poor nutrition, two modifiable risk factors for obesity, and tobacco use are responsible for much of the illness, suffering, and death related to chronic diseases.¹ To help address these health issues, the U.S. Department of Health and Human Services (HHS) created Communities Putting Prevention to Work (CPPW), which is led by the Centers for Disease Control and Prevention (CDC). Through these programs, DeKalb County, Georgia is tackling public health threats throughout its region by creating a Master Active Living Plan (MALP). The integration of physical activity and other healthy behaviors into the daily routines of DeKalb County residents is the focus of this study. By planning communities with a deliberate focus on health, the health and quality-of-life of their residents can be improved. The proposed MALP’s are as follows:

• Indian Creek MARTA Station
• Panola Road/Salem Road
• Belvedere Study Area
• Covington Highway Corridor

⬚ figure

Figure 20 - Indian Creek MARTA Station Concept

⬚ figure

Figure 21 - Covington Highway Concept

MEMORIAL DRIVE REVITALIZATION CORRIDOR PLAN

With a focus on four strategic areas along the corridor, the expressed vision for the corridor encourages redevelopment to start in these areas: 1. Gateway West: A regional center at the I-285 interchange 2. Global City: A community that reflects the diversity of the corridor 3. Hambrick Village: A neighborhood serving commercial node 4. Gateway East: With easy access to Stone Mountain Freeway, this area represents unique opportunities to bring craft-oriented employment to the corridor.

⬚ figure Figure 22 - Future Land Use

⬚ figure Figure 23 - Development Intensity

⬚ figure Figure 24 - Community Facilities, Schools, Institutions along Corridor

⬚ figure Figure 25 - Memorial Drive Character Areas

05 - SMALL AREA PLANS

GATEWAY WEST

⬚ figure Figure 26 - Gateway West Character Area

⬚ figure The illustrative redevelopment plan above includes various features including green and public spaces and a tighter urban network of buildings and streets to reflect the vision for the area. This image also implies how the exiting building fabric can be honored through incremental development.

Figure 28 - Gateway West Concept

HAMBRICK VILLAGE

⬚ figure Figure 30 -Hambrick Village Character Area

⬚ figure Figure 32 - Hambrick Village Concept

GLOBAL CITY

⬚ figure Figure 27 - Global City Character Area

⬚ figure The illustrative redevelopment plan above includes various features to re-orient the area into a less suburban oriented place including eliminating setbacks and placing parking in the rear and developing opportunities for pocket parks and other greenspace features. The long term centerpiece of this area would be the conversion of part of North Indian Creek Drive into a plaza space.

Figure 29 - Global City Concept

GATEWAY EAST

⬚ figure Figure 31 - Gateway West Character Area

⬚ figure This illustrative plan view of potential redevelopment emphasizes restoring a grid pattern in the area.

Figure 33 - Gateway West Concept

MEDLINE LCI (2014)

The Medline study area totals 520 acres in unincorporated DeKalb County, framed by four major intersecting corridors: Church Street, Scott Boulevard/ Lawrenceville Highway, North Decatur Road and DeKalb Industrial Way. General boundaries are defined by Jordan Lane to the north, Medlock Road to the west, Remington Lane to the south and DeKalb Industrial Way to the east. The DeKalb Medical Center, Patel Plaza and Suburban Plaza are all popular destinations located within the study area. The study area is approximately two miles north of Downtown Decatur, 10 miles from downtown Atlanta and just 2 miles west of the I-285 interchange. The Medline LCI area is characterized by major regional corridors flanked by commercial and vacant properties. Over 30 acres of the land along these corridors is vacant, greyfield parcels. The corridors provide ease of access for automobiles but are lacking in pedestrian and bicycle infrastructure, making the area unhealthy and difficult to traverse without a car.

⬚ figure

Figure 34 - Visionary Master Plan

⬚ figure

Figure 35 - Character Areas Map

05 - SMALL AREA PLANS

⬚ figure

Figure 36 - Example Illustration of Healthy Street Development

⬚ figure

Figure 37 - Proposed Location of Medical Technical College

⬚ figure

Figure 38 - Proposed Location of Community Garden within Mixed-Use Development

⬚ figure

Figure 39 - Proposed Location of a Hindu Temple

NORTH DRUID HILLS LCI & UPDATES (2010, 2021)

The North Druid Hills Livable Centers Initiative (LCI) study was commissioned by DeKalb County and the office of Commissioner Jeff Rader in conjunction with the Atlanta Regional Commission. The Briarcliff Node portion of the overall LCI was updated in 2021. The intent of the study is to improve the quality of life in the North Druid Hills Road Corridor and create a unique identity for the area by linking transportation improvements and land use recommendations. The LCI study was managed by DeKalb County. A Core Team of area stakeholders was formed to provide guidance and input during the course of study. Institutions, land owners, developers, and neighborhood associations with interests in the North Druid Hills LCI study area comprised the membership of the Core Team. In addition to the stakeholder group, public input opportunities including a design workshop, survey, comment forms, and study website were provided throughout the process, with a total of four public meetings held.

⬚ figure

Figure 40 - LCI Study Area Map

⬚ figure

Figure 41 - Briarcliff Node Character Areas

05 - SMALL AREA PLANS

⬚ figure

Figure 42: Mason Mill Park Node

⬚ figure

Figure 44: Toco Hill Node

⬚ figure

Figure 43: Interstate 85 Node

⬚ figure

Figure 45: Residential Corridor

WESLEY CHAPEL LCI (2011)

The Wesley Chapel Activity Center derives from the Wesley Chapel Livable Centers Initiative (LCI) Study. The core of the study is the nexus of Interstate 20 and Wesley Chapel Road. Some of the goals of the plan: Encourage diversity of mixed income neighborhoods, employment, and recreational choices. Provide access to a wide range of travel modes, including transit, walking and biking. Develop an outreach process that promotes involvement of all stakeholders. Land Use recommendations from the study are being used as policy guidelines in the comprehensive plan.

I. Lifelong Communities – ensuring that design captures the needs of young, old, and everyone in between by promoting multimodal access, diverse housing options, and desirable community spaces

II. Multimodal Transportation Investments - Provide improvements for vehicle , pedestrian, and other ways of getting around.

III. Green Communities Standards – reducing energy consumption through more efficient building design and land use choices, and pursuing new opportunities for energy production.

IV. Public Private Partnerships – Encourage collaboration between public and private partnerships.

⬚ figure

Figure 46 - LCI Master Plan

⬚ figure

Figure 47 - LCI Concept Plan

06 - REPORT OF ACCOMPLISHMENTS

CHAPTER 06

REPORT OF ACCOMPLISHMENTS

06 - REPORT OF ACCOMPLISHMENTS

REPORT OF ACCOMPLISHMENTS - ROADS AND DRAINAGE

REPORT OF ACCOMPLISHMENTS - TRANSPORTATION

06 - REPORT OF ACCOMPLISHMENTS

REPORT OF ACCOMPLISHMENTS - WATERSHED MANAGEMENT

REPORT OF ACCOMPLISHMENTS - WATERSERD MANAGEMENT

06 - REPORT OF ACCOMPLISHMENTS

REPORT OF ACCOMPLISHMENTS - WATERSHED MANAGEMENT

REPORT OF ACCOMPLISHMENTS - WATERSHED MANAGEMENT

06 - REPORT OF ACCOMPLISHMENTS

REPORT OF ACCOMPLISHMENTS - FIRE AND RESCUE

06 - REPORT OF ACCOMPLISHMENTS

REPORT OF ACCOMPLISHMENTS - COMMUNITY DEVELOPMENT

REPORT OF ACCOMPLISHMENTS - COMMUNITY DEVELOPMENT

06 - REPORT OF ACCOMPLISHMENTS

REPORT OF ACCOMPLISHMENTS - COMMUNITY DEVELOPMENT

⬚ figure

REPORT OF ACCOMPLISHMENTS - PLANNING AND SUSTAINABILITY

06 - REPORT OF ACCOMPLISHMENTS

REPORT OF ACCOMPLISHMENTS - PLANNING AND SUSTAINABILITY

REPORT OF ACCOMPLISHMENTS - PLANNING AND SUSTAINABILITY

REPORT OF ACCOMPLISHMENTS - CODE ENFORCEMENT

REPORT OF ACCOMPLISHMENTS - CODE ENFORCEMENT

06 - REPORT OF ACCOMPLISHMENTS

REPORT OF ACCOMPLISHMENTS - POLICE

REPORT OF ACCOMPLISHMENTS - PARKS AND RECREATION

06 - REPORT OF ACCOMPLISHMENTS

REPORT OF ACCOMPLISHMENTS - PARKS AND RECREATION

REPORT OF ACCOMPLISHMENTS - PARKS AND RECREATION

06 - REPORT OF ACCOMPLISHMENTS

REPORT OF ACCOMPLISHMENTS - ECONOMIC DEVELOPMENT

REPORT OF ACCOMPLISHMENTS - ECONOMIC DEVELOPMENT

(blank page)

CHAPTER 07

COMMUNITY WORK PROGRAM

KEY UPCOMING ACTION ITEMS

The Community Work Program identifies key activities DeKalb County will undertake during the next five years to address the Issues and Opportunities of the 2050 Comprehensive Development Plan. The table below includes a project name or description, the timeframe when the activity will be accomplished, the responsible party or department, estimated cost, and potential funding sources. These activities were identified through input and outreach to the community, stakeholders, elected or appointed officials and DeKalb County staff.

COMMUNITY WORK PROGRAM - PLANNING AND SUSTAINABILITY

COMMUNITY WORK PROGRAM - PLANNING AND SUSTAINABILITY

COMMUNITY WORK PROGRAM - PLANNING AND SUSTAINABILITY

07 - COMMUNITY WORK PROGRAM

07 - COMMUNITY WORK PROGRAM

COMMUNITY WORK PROGRAM - TRANSPORTATION

07 - COMMUNITY WORK PROGRAM

COMMUNITY WORK PROGRAM - WATERSHED MANAGEMENT

COMMUNITY WORK PROGRAM - POLICE

07 - COMMUNITY WORK PROGRAM

COMMUNITY WORK PROGRAM - FIRE AND RESCUE

COMMUNITY WORK PROGRAM - CODE ENFORCEMENT

COMMUNITY WORK PROGRAM - FIRE AND RESCUE

COMMUNITY WORK PROGRAM - CODE ENFORCEMENT

07 - COMMUNITY WORK PROGRAM

07 - COMMUNITY WORK PROGRAM

COMMUNITY WORK PROGRAM - COMMUNITY DEVELOPMENT

COMMUNITY WORK PROGRAM - ECONOMIC DEVELOPMENT

07 - COMMUNITY WORK PROGRAM

COMMUNITY WORK PROGRAM - PARKS AND RECREATION

THIS PAGE LEFT INTENTIONALLY BLANK

CHAPTER 08

STAKEHOLDER & PUBLIC OUTREACH

STAKEHOLDER AND PUBLIC OUTREACH OVERVIEW

Rooted in robust and meaningful engagement, the DeKalb 2050 Unified speaks for the broad spectrum of stakeholders who live, work, and play in the County. For this process and the County’s decision-making framework to be successful, it was critical that every part of DeKalb’s diverse community is heard. To this end, the key objectives to educate, consult and collaborate with the community were established to ensure meaningful involvement of all stakeholders:

• Educate and involve the general public throughout the process.
• Public outreach tools were utilized to educate, listen to, and learn from the public throughout the planning process. The goal was to ensure that all stakeholders interested in and affected by the plan have an opportunity to be educated, ask questions, and provide input.
• Consult with staff, representatives, and agency partners to gather a broad range of ideas. This process relies upon the knowledge and experience of key municipal staff and agency partners serving the community. Individuals were recognized who interacted with and plan for DeKalb’s stakeholders were a key source of information and insight throughout the process.
• Collaborate with stakeholders for issue identification and the creation of solutions. This process provided an opportunity for DeKalb’s stakeholders to voice their needs, desires and opinions. Coordination with residents, business owners, and other members of the community provided invaluable perspective to the process that lead to solutions-based planning and implementation strategies.

These objectives guided the development of the outreach program and selection and timing of outreach activities. The timeline in Figure 1, highlights the opportunities for engagement planned throughout all phases of the project.

PROJECT TIMELINE

⬚ figure

Figure 1

The Vision, Goals, Needs, and Opportunities Phase focuses on understanding the future community vision and sets the direction and tone for the remainder of the study. It also includes a robust understanding of current conditions and needs both today and in the future. The Transportation Nexus Phase builds upon the existing conditions and needs assessment to bring the transportation and land use elements together. The Recommendations Phase commences once needs have been determined. At that point, possible project and policy recommendations can be identified. The recommendations then are prioritized after evaluation against a set of metrics built on the goals from early in the plan. During the final phase, Documentations, Review, and Adoption, the final reports will be provided to the CEO and Board of Commissioners for review and adoption.

OUTREACH STRATEGIES

A combination of digital and in-person engagement tools were employed for Phase I and Phase II outreach. This allowed for broad engagement among targeted groups and the general public and promoted inclusion. Additionally, as restrictions related to COVID-19 have set limitations on public gatherings, creative and innovative public engagement strategies as alternatives to in-person meetings were a necessity

TARGETED STAKEHOLDER OUTREACH

Targeted stakeholder outreach allows for focused discussions to occur among entities with common interests and backgrounds. Four types of stakeholder groups were engaged during Phase I and Phase II: Standing Committees/Leadership, Transportation and Land Use Committees, Stakeholder Group Meetings, and Focus Groups.

Collectively, these groups are guiding the planning process by actively engaging at key points, championing the Unified Plan in the community by identifying and advertising public involvement opportunities and attending meetings and events; and reviewing documents and providing feedback on recommendations.

⬚ figure

Figure 2

08 - STAKEHOLDER & PUBLIC OUTREACH

County Leadership

Involving elected officials and community leadership is critical to the development and implementation of the Unified Plan’s recommendations. These stakeholders were engaged multiple times during Phase I and Phase II outreach.

Transportation and Land Use Committees (Stakeholder Committee) Separate Transportation and Land Use committees have been established to focus on the two primary parts of the Unified Plan. Joint meetings with breakouts for each primary topic area were held in May 2021 and May 2022.

Stakeholder Group Meetings

These topically focused meetings include discussions among key stakeholder groups. During Phase I and Phase II discussions were hosted with the Advocacy & Environmental, Civic & Business Association, and Higher Ed & Medical stakeholder groups.

Focus Groups

Focus groups provided an opportunity for the planning team to meet with a small group of community members to talk about a specific topic area in more detail. These small, personalized engagement opportunities also assisted in reaching traditionally underrepresented populations. A total of eight focus group categories were targeted. During Phase I, sessions were hosted with the Bike/Ped, Development Community, Housing/Housing Affordability, Black Leaders, and NAACP Focus Groups. During Phase II, sessions were hosted with the Multicultural/BIPOC Groups, Public Safety, Health and Wellness, Arts/Culture, and Sustainability groups.

GENERAL PUBLIC OUTREACH

In addition to meetings with targeted groups, general public outreach was conducted during both Phase I and II. The combination of in-person, socially distanced events and virtual meetings provided a wide array of opportunities to engage with the public.

Intercepts

Intercepts are casual, pop-up style engagements that meet stakeholders where they are – at parks, riding transit, or shopping to name a few. In Phase I, seven (7) intercepts were staged in May and June 2021 throughout the County at Arabia Mountain, The Mall at Stonecrest, the Dunwoody Farmers Market at Brook Run Park, Doraville MARTA Transit Station, Indian Creek MARTA Transit Station, Kensington MARTA Transit Station, and the District 3 Fitness Day at Exchange Park. In Phase II, five (5) intercepts were staged in May 2022 at Tucker Days on Main Street Tucker, Good Neighbor Day at DeKalb Peachtree Airport, Gresham Park Baseball at Gresham Park, Wade Walker Park, and The Mall at Stonecrest.

Public Meetings

Public meetings provide an opportunity for more in depth engagement and additional time for the public to offer feedback. A series of three (3) virtual public meetings were held in May 2021 to officially kick off the Unified Plan, followed by five (5) virtual community charrettes held in September 2021 to gather input on potential development and transportation priorities for specific areas within the County. Three (3) virtual public meetings were held in May 2022 to gather input on draft recommendations. Meetings were webinar style in nature and began with a presentation about the project overview, schedule, ongoing engagement, and the relevant land use or transportation update for each particular meeting. There were live polling opportunities and attendees were encouraged to use the chat function to direct questions to the panelists. The remainder of the time was used for virtual breakout rooms or open discussion with an opportunity to converse with meeting facilitators about Land Use or Transportation. Lastly, there were two (2) required Public Hearings. The first public hearing took place during Board of Commissioners meeting, held on April 27, 2021, via via Zoom and was available for live stream on DCTV’s webpage and DCTVChannel23.TV. The

second public hearing was held during the Board of Commissioners meeting held on July 12, 2022. The third public hearing was held during the Board of Commissioners meeting held on August 09, 2022. The fourth public hearing was held during the Board of Commissioners meeting held on September 13, 2022.

Online Survey

Online surveys provide opportunities for people to engage and provide feedback from the comfort of their home and on their own schedule. Two online surveys were launched in May of 2021 and 2022 and distributed to study area stakeholders via intercept events, virtual meetings, County Commissioner and DeKalb Relay newsletter email campaigns, and social media. A total of 1217 survey responses were received.

Website and Social Media

Online engagement provides a convenient way to engage with the public and to share information. The project website included project information, updates, and key engagement opportunities in addition to reports, meeting materials, and related links. DeKalb County Twitter and Facebook platforms were also leveraged to reach local residents and stakeholders. Content focused on increasing website traffic, promoting the virtual public meetings, and encouraging participation in the online surveys.

Collateral

Project promotion began at the onset of the planning process with the development of an informational factsheet. The document discussed what is encompassed in a Unified Plan, why DeKalb is creating one, the planning horizon and timeline, and how the public can remain involved. The factsheet was made available in English, Spanish, Chinese, Korean, Nepali, Burmese, and Hindi.

⬚ figure

Project Website Home Page

08 - STAKEHOLDER & PUBLIC OUTREACH

PHASE I: OUTREACH

Input received during Phase I engagement informed future phases of work including the Transportation Nexus which will bring the transportation and land use elements together and Recommendations. Table 1[^p152-1], ordered by date, summarizes all of the engagement that occurred in Phase I. Additional public hearings were held in August and September.

Table 1

PHASE II: OUTREACH

Input received during Phase II engagement informed the findings and recommendations phases of work, including policy recommendations, future land use revisions, and priority transportation projects. Table 2, ordered by date, summarizes all of the engagement that occurred in Phase II.

Table 2

THIS PAGE LEFT INTENTIONALLY BLANK

APPENDIX A

DOCUMENTATION OF

COMMUNITY INVOLVEMENT

ACTIVITIES

APPENDIX A

Public Hearing #1 – April 27, 2021

⬚ figure

DeKalb County Government Manuel J. Maloof Center 1300 Commerce Drive Decatur, Georgia 30030

Agenda - Final

Board of Commissioners

Commissioner Steve Bradshaw, Presiding Officer, District 4 Comm. Lorraine Cochran-Johnson, Deputy Presiding Officer, District 7

Commissioner Robert Patrick, District 1 Commissioner Jeff Rader, District 2 Commissioner Larry Johnson, District 3 Commissioner Steve Bradshaw, District 4 Commissioner Mereda Davis Johnson, District 5 Commissioner Edward “Ted” Terry, Super District 6 Commissioner Lorraine Cochran-Johnson, Super District 7

Tuesday, April 27, 2021 | 9:00 AM | Manuel J. Maloof Auditorium

This meeting will be conducted via teleconference (Zoom). Simultaneous public access to the meeting will be available (1) via live stream on DCTV’s webpage, and (2) on DCTVChannel23.TV. Public Comment may be submitted by sending an email no longer than one page to PublicComment@dekalbcountyga.gov which must be received between 9:00 a.m. and 10:00 a.m. on the day of the meeting. Only those emails received during the allotted time may be read aloud and broadcast. Emails received outside of the allotted time will be included in the Public Comments record for the next meeting after the receipt of those emails. The body of your email must include your first and last name, followed by your address. By submitting an email at any time for public comment, you agree to have your name, address, and email broadcast on the teleconference (Zoom) and entered in the record/minutes. Abusive, profane or derogatory language will not be permitted. The Public Comment segment will not exceed 30 minutes and individual emails will be read by the Clerk for no more than 3 minutes each. The County reserves the right, at the County’s sole discretion, to (1) add your email to the record/minutes without reading any of it into the broadcast or (2) add your email to the record/minutes and read all or a portion of your email into the broadcast

A. INSPIRATIONAL

Dr. Jamal Harrison Bryant, Pastor New Birth Missionary Baptist Church

PLEDGE OF ALLEGIANCE

Commissioner Mereda Davis Johnson District 5

E. APPEALS

NONE

F. APPOINTMENTS

Chief Executive Office

ITEMS FOR RECORDING IN THE MINUTES

Board of Commissioners - District 2

Public Hearing #2 – July 12, 2022

⬚ figure

DeKalb County Government Manuel J. Maloof Center 1300 Commerce Drive Decatur, Georgia 30030

Agenda

Board of Commissioners

Comm. Robert Patrick, Presiding Officer, District 1 Comm. Mereda Davis Johnson, Deputy Presiding Officer, District 5

Commissioner Robert Patrick, District 1 Commissioner Jeff Rader, District 2 Commissioner Larry Johnson, District 3 Commissioner Steve Bradshaw, District 4 Commissioner Mereda Davis Johnson, District 5 Commissioner Edward “Ted” Terry, Super District 6 Commissioner Lorraine Cochran-Johnson, Super District 7

Tuesday, July 12, 2022 | 9:00 AM | Manuel J. Maloof Auditorium

This meeting will be conducted via teleconference (Zoom). Simultaneous public access to the meeting will be available (1) via live stream on DCTV’s webpage, and (2) on DCTVChannel23.TV. Public Comment may be submitted by sending an email no longer than one page to PublicComment@dekalbcountyga.gov which must be received between 9:00 a.m. and 10:00 a.m. on the day of the meeting. Only those emails received during the allotted time may be read aloud and broadcast. Emails received outside of the allotted time will be included in the Public Comments record for the next meeting after the receipt of those emails. The body of your email must include your first and last name, followed by your address. By submitting an email at any time for public comment, you agree to have your name, address, and email broadcast on the teleconference (Zoom) and entered in the record/minutes. Abusive, profane or derogatory language will not be permitted. The Public Comment segment will not exceed 30 minutes and individual emails will be read by the Clerk for no more than 3 minutes each. The County reserves the right, at the County’s sole discretion, to (1) add your email to the record/minutes without reading any of it into the broadcast or (2) add your email to the record/minutes and read all or a portion of your email into the broadcast.

A. INSPIRATIONAL

Chaplain Micah Lemon DeKalb County Fire Rescue

PLEDGE OF ALLEGIANCE

Commissioner Larry Johnson District 3

F. APPOINTMENTS

Board of Commissioners

Ethics Board

G. CONSENT AGENDA

Public Hearing #1 Notice Advertisement – April 27, 2021

Board of Commissioners Meeting Date – Tuesday, ++April 27, 2021 10:00 AM++ This meeting will be held via Zoom and simultaneous broadcast available via live stream on DCTV's webpage, and on DCTVChannel23.TV. Join from PC, Mac, Linux, iOS or Android: https://dekalbcountyga.zoom.us/j/7753778046 Or Telephone: USA 8882709936 (US Toll Free) Conference code: 217687 Meeting participant’s or caller’s phone numbers may be displayed to the public viewing or participating in the online meeting. Citizens may also email documents for inclusion into the official record by submitting such materials by 9:00 am on the date of the public hearing. Email the DeKalb County Board of Commissioners at PublicHearing@dekalbcountyga.gov File ID# 2021-2446 Application of the Director of Planning & Sustainability to hold a public hearing for the DeKalb County 2050 Unified Plan Update, to initiate the public process and development of the plan.

APPENDIX A

Public Hearing #3 – August 09, 2022

⬚ figure

DeKalb County Government

Agenda - Final Board of Commissioners

Comm. Robert Patrick, Presiding Officer, District 1 Comm. Mereda Davis Johnson, Deputy Presiding Officer, District 5

Commissioner Robert Patrick, District 1 Commissioner Jeff Rader, District 2 Commissioner Larry Johnson, District 3 Commissioner Steve Bradshaw, District 4 Commissioner Mereda Davis Johnson, District 5 Commissioner Edward “Ted” Terry, Super District 6 Commissioner Lorraine Cochran-Johnson, Super District 7

This meeting will be conducted via teleconference (Zoom). Simultaneous public access to the meeting will be available (1) via live stream on DCTV’s webpage, and (2) on DCTVChannel23.TV. Public Comment may be submitted by sending an email no longer than one page to PublicComment@dekalbcountyga.gov which must be received between 9:00 a.m. and 10:00 a.m. on the day of the meeting. Only those emails received during the allotted time may be read aloud and broadcast. Emails received outside of the allotted time will be included in the Public Comments record for the next meeting after the receipt of those emails. The body of your email must include your first and last name, followed by your address. By submitting an email at any time for public comment, you agree to have your name, address, and email broadcast on the teleconference (Zoom) and entered in the record/minutes. Abusive, profane or derogatory language will not be permitted. The Public Comment segment will not exceed 30 minutes and individual emails will be read by the Clerk for no more than 3 minutes each. The County reserves the right, at the County’s sole discretion, to (1) add your email to the record/minutes without reading any of it into the broadcast or (2) add your email to the record/minutes and read all or a portion of your email into the broadcast.

A. INSPIRATIONAL

Pastor Troy Bush Rehoboth Baptist Church

PLEDGE OF ALLEGIANCE Commissioner Mereda Davis Johnson District 5

Public Hearing #4 – September 13, 2022

⬚ figure

DeKalb County Government

Agenda Board of Commissioners

Comm. Robert Patrick, Presiding Officer, District 1 Comm. Mereda Davis Johnson, Deputy Presiding Officer, District 5

Commissioner Robert Patrick, District 1 Commissioner Jeff Rader, District 2 Commissioner Larry Johnson, District 3 Commissioner Steve Bradshaw, District 4 Commissioner Mereda Davis Johnson, District 5 Commissioner Edward “Ted” Terry, Super District 6 Commissioner Lorraine Cochran-Johnson, Super District 7

This meeting will be conducted via teleconference (Zoom). Simultaneous public access to the meeting will be available (1) via live stream on DCTV’s webpage, and (2) on DCTVChannel23.TV. Public Comment may be submitted by sending an email no longer than one page to PublicComment@dekalbcountyga.gov which must be received between 9:00 a.m. and 10:00 a.m. on the day of the meeting. Only those emails received during the allotted time may be read aloud and broadcast. Emails received outside of the allotted time will be included in the Public Comments record for the next meeting after the receipt of those emails. The body of your email must include your first and last name, followed by your address. By submitting an email at any time for public comment, you agree to have your name, address, and email broadcast on the teleconference (Zoom) and entered in the record/minutes. Abusive, profane or derogatory language will not be permitted. The Public Comment segment will not exceed 30 minutes and individual emails will be read by the Clerk for no more than 3 minutes each. The County reserves the right, at the County’s sole discretion, to (1) add your email to the record/minutes without reading any of it into the broadcast or (2) add your email to the record/minutes and read all or a portion of your email into the broadcast.

A. INSPIRATIONAL

Chaplain Micah Lemon DeKalb County Fire Rescue

PLEDGE OF ALLEGIANCE Commissioner Larry Johnson District 3

Planning & Sustainability

2022-1179 Commission District(s): Commission District 03 Super District 06 Application of Clark Property and Porch & Square for a Land Use Plan amendment for properties at 1058 and 1078 Moreland Avenue from TN (Traditional Neighborhood) to CRC (Commercial Redevelopment Corridor), at 1078 Moreland Avenue. (3/3/22 Planning Commission: deferred for a full cycle to the Board of Commissioners - Zoning Meeting) (3/24/22 Board of Commissioners - Zoning Meeting: deferred for two full cycles to the Board of Commissioners - Zoning Meeting) (7/12/22 Planning Commission: approval per staff recommendation to the Board of Commissioners - Zoning Meeting) (7/28/22 Board of Commissioners - Zoning Meeting: deferred to the next meeting to the Board of Commissioners)

2022-1731 Commission District(s): Commission District 03 Super District 06 Application of Clark Property and Porch & Square to rezone from RSM (Small Lot Residential Mix) (conditional) to MR-2 (Medium Density Residential-2) at 1058 and 1078 Moreland Avenue. (7/12/22 Planning Commission: approved with conditions per staff recommendation to the Board of Commissioners - Zoning Meeting) (7/28/22 Board of Commissioners - Zoning Meeting: deferred to the next meeting to the Board of Commissioners)

E. APPEALS

NONE

F. APPOINTMENTS

Chief Executive Office

2022-1939 Commission District(s): All Appointment to the DeKalb County Historic Preservation Commission - Dr. Pamela Scully (7/19/22 Committee of the Whole: Accepted to the BOC agenda - Appointment to the PECS-Planning, Economic Development & Community Services Committee)

(8/2/22 Committee of the Whole: accepted to BOC agenda - Public Hearing) (8/9/22 Board of Commissioners: deferred for 30 days to the Board of Commissioners)

E. APPEALS

NONE

F. APPOINTMENTS

Chief Executive Office

2022-2088 Commission District(s): All Appointment of Cynthia Dunn to the DeKalb County Public Library Board of Trustees (9/6/22 Committee of the Whole: Accepted to the BOC agenda - Appointment to the PECS-Planning, Economic Development & Community Services Committee)

2022-2129 Commission District(s): All Appointment of Bettye Davis to the DeKalb County Public Library Board of Trustees (9/6/22 Committee of the Whole: Accepted to the BOC agenda - Appointment to the PECS-Planning, Economic Development & Community Services Committee)

ITEMS FOR RECORDING IN THE MINUTES Board of Commissioners - District 1

2022-2020 Commission District(s): District 1 Recording of the Appointment of Will Childs to the Airport Advisory Board (8/2/22 Committee of the Whole: accepted to BOC agenda - Appointment) (8/9/22 Board of Commissioners: deferred to the next meeting to the Board of Commissioners) (8/23/22 Board of Commissioners: deferred to the next meeting to the Board of Commissioners)

Public Hearing #3 Notice Advertisement – August 09, 2022

Legal Notice

7/13/2022

Notice is hereby given that the DeKalb County Board of Commissioners will hold an online public hearing for the following application(s)on the following date:

Board of Commissioners Meeting Date – Tuesday, August 9, 2022 at 10:00 AM

This meeting will be held via Zoom and simultaneous broadcast available via live stream on DCTV’s webpage, and on DCTVChannel23.TV.

Join from PC, Mac, Linux, iOS or Android: https://dekalbcountyga.zoom.us/j/7753778046

Or Telephone: USA 8882709936 (US Toll Free) Conference code: 217687

Meeting participant’s or caller’s phone numbers may be displayed to the public viewing or participating in the online meeting. Citizens may also email documents for inclusion into the official record by submitting such materials by 9:00 am on the date of the public hearing.

Email the DeKalb County Board of Commissioners at PublicHearing@dekalbcountyga.gov

Z-22-1245331              2021-3522                                    Commission District 04 Super District 07 18-039-03-027, 18-039-03-029, 18-039-03-038, 18-039-03-039, 18-039-03-040, 18-039-03-041, 18-039-03-044, 18-039-03-110, 18-039-03-112 4994 ROCKBRIDGE RD, STONE MOUNTAIN, GA 30083

Application of Kyle Williams to rezone properties from R-100 (Residential Medium Lot) to R-60 (Residential Small Lot-60) District to allow the construction of single family detached residences. The property is located on the north side of Rockbridge Road, the east terminus of Pepperwood Drive, and the east terminus of Hickory Hills drive, approximately 595 feet west of Sheppard Road at 4946, 4960, 4962, 4964, 4972, 4994, 4998, 5046 Rockbridge Road and 4953 Pepperwood Drive in Stone Mountain, Georgia. The property has approximately 978 feet of frontage along Rockbridge Road, 140 feet of frontage along Pepperwood Drive, and 60 feet of frontage along Hickory Hills Drive and contains 40 acres.

File ID# 2022-1821                                                                     All Districts

Application of the Director of Planning & Sustainability to consider approving a resolution to authorize the transmittal of the 2050 Comprehensive Plan Update to the Georgia Department of Community Affairs and the Atlanta Regional Commission as required by state law.

PLEASE RUN THIS AD ONE (1) TIME, NO LATER THAN THURSDAY, JULY 21, 2022.

APPENDIX A

Transportation and Land Use Committee (Stakeholder Committee) Meeting – May 5, 2021

DeKalb County Transportation and Land Use Committee May 5, 2021

⬚ figure

DEKALB

2050 UNIFIED PLAN

Countywide Virtual Public Meetings (3) – May 17-20, 2021

⬚ figure

⬚ figure

⬚ figure

APPENDIX A

Countywide Virtual Public Meetings (3) – May 17-20, 2021