1. Berkeley C. Teate
Field Assignment 1:
A Hometown Zoning Assessment on the City of Statesboro
Section I: Introduction
The City of Statesboro, located 45 minutes north of Savannah, Georgia on Interstate 16, is
approximately 14 square miles. Located in Bulloch County, Statesboro is home to 28,422
permanent residents.1
A defining trait that makes the city unique is serving home to Georgia
Southern University, which enrolls on average 20,500 students annually.2
This influx annually
nearly doubles the city’s total population, attributing to the necessity to review and identify areas
of improvement in the City Master plan, which was updated in Summer 2014. This hometown
assessment looks at the City of Statesboro, Georgia. Specifically, it summarizes the city’s master
plan, identifies land use and zoning techniques, the implementation of the current plan’s priorities
and evaluates whether the needs of the Statesboro community are met. Collected materials,
including data and visual aids, will be provided in the appendix. This assessment aims to provide
reason for the need for an annual community agenda assessment and viability evaluation.
Section II: Method
The City of Statesboro Comprehensive Master Plan was adopted in 2009, and updated in June
2014 by the City of Statesboro staff and governing body [comprised of City Council and Planning
Commission]. It was comprised of three main components: a community assessment, community
participation plan, and a community agenda. Based on the executive summary, the update was
mandated by the rules and regulations of the Georgia Department of Community Affairs (DCA)
first and foremost. The authors conserved costs, retaining the community assessment and
participation portions from 2009 while reexamining the community agenda.3
Identified as the
most significant portion, the plan outlines the community agenda as providing a vision for the
city’s future and the opportunity to identify issues and opportunities affecting its citizens.
The goal of the 2014 plan is stated to generate local pride and enthusiasm about the future of
Statesboro; thereby ensuring citizens are involved with the implementation of the plan. To do
this, the plan states objectives to accomplish this goal as follows: a community vision, defined
community issues and opportunities, and an implementation program. Each of these objectives
has clearly defined action points. The community vision action points include a vision statement,
a future development map, and a defining narrative. The implementation program action points
include a short-term work program, long-range or ongoing activities, and policies. The authors
breakdown the action points for community issues and opportunities into eight DCA Standard
categories. Please refer to Table A in the Appendix for a visual example of this goal breakdown.
Please refer to Table B in the Appendix for a visual breakdown of the community issues
objective.
The plan update includes current land use maps, as well as future development maps in the 2014
community agenda updates [under community vision objective]. Refer to Maps A – C in the
Appendix for visual aids. The Characters Map [Map A in Appendix] provides a zoning visual for
the developing, developed, industrial, and gateway regions in the City of Statesboro. The Land
1
Total Population provided by the 2010 Decennial Census
2
Enrollment based on Fall 2014 – Summer 2015 data.
3
The City of Statesboro paid approximately $170,000.00 for the 2009 plan [taxpayer funds]

2. Use Map [Map B in Appendix] shows what is happening in the regional overlay and corridors
shown in Map A. As with most cities, the developed regions are around the urban core, and the
developing regions are further progressively move away from the core. When looking at specific
land use in Map B, the developing regions are mostly neighborhood areas.
Interestingly, the developed region surrounding the core is overwhelmingly areas designated for
re-development.4
These re-development areas identify as the ‘Blue Mile’ and the ‘Historic
Downtown District’. These development projects are a major plan priority for the City of
Statesboro, which will be defined more in-depth in Section IV. Please refer to Table C for more
in-depth land use and suggested implementation strategies provided by the city. As listed in Table
C, the written plan suggests the development and implementation of a downtown master plan to
identify infill/redevelopment opportunities. This master plan already exists, created in 2011 by
the Downtown Statesboro Development Authority (DSDA) established in 1981.5
This plan is
completely unaddressed, despite recognition of and push for harmony with the DSDA. This topic
will be addressed again briefly in Section V and the Conclusion.
The 2014 Update also includes a Connectivity Map [Map C in Appendix], which includes only
existing and programmed multi-purpose paths. This map aims to identify paths in the urban core
of the city to well-established neighborhoods and university districts. A multi-use trails, bike and
walking network is encouraged as a key transportation resource taking into account the limited
square mileage of the city. While this map provides potential areas for improvement for
recreational resource and/or usage, it does not take into account the corridors or gateways that
were are discussed just prior to the map in the written plan. It also doesn’t provide a method or
action path to attain these paths. Considering Maps A and B stressed both re-development and a
distinct separation of urban and neighborhood regions, a more appropriate connectivity map
should be considered.
Section III: Description of Place
After summarizing the city’s master plan [goals, objectives, and action points], and identifying
both zoning and land use differences [with the assistance of Maps A – C], a look at specific
districts in the 2014 plan addresses is important. These districts include the historic district,
environmentally protected areas, and business districts highlighted in the community agenda
updates. The identification of these districts in relation to zoning and land use allows for a more
complete picture both in terms of planning, as well as for future evaluation. In the 2014 Plan, the
Historic District is defined as Downtown Statesboro [or the Urban Core]. Refer back to Section
II, as the Master Plan does not incorporate any economic agenda from the DSDA for support of
the historic district. Interestingly, it is stated there is no adequate inventory of Statesboro’s
historic resources, and identification of preservation criteria is listed as a first step towards
efforts. 6
The written plan does point to a DSDA 1980s survey for a National Registry
sponsorship, noting 15 specific sites eligible for registration, yet no action has since been taken.
The written plan does not directly note any environmentally protected areas within the city limits.
It refers to natural and cultural resources as an identified community issue [on pp. 56],
specifically remaining forestland on Georgia Southern University’s campus. It points to forested
wetland in the southeast city limits [identified on Maps A and B as Little Lotts Creek] to be made
4
The Re-Development surrounding the Urban Core is broken into three separate Re-Development Areas.
5
The Statesboro Downtown Master Plan by DSDA is an 87 pp. Final Report addressing economic
development strictly in the Urban Core of Statesboro.
6 Refer to pp. 60 for Historic Preservation of General, Downtown, and Neighborhoods in Statesboro

3. high priority for protection. No steps or plans are prioritized. Broadening the scope of protected
areas to natural conservation, the plan does highlight at multiple points the importance of
stormwater management due to low sea levels. Specifically, it points to the Canoochee watershed,
covering approximately one-third of Statesboro, as a priority watershed by the U.S.
Environmental Protection Agency.
The written plan does not focus on one business district, but rather points to the revitalization of
commerce centers in downtown Statesboro, or the Historic District. Currently, the DSDA,
Georgia Southern Business Development Office, and City Management Offices are all located
within a square mile of this region. Additionally, the Statesboro Main Street Programs, Statesboro
Arts Council, and the Farmers Market attract events and people to this area weekly. Referring to
Tables B and C, a common opportunity is the revitalization of declining neighborhoods, and
attracting higher-end retail to the city. An important implementation concept to accomplish this is
the infill and redevelopment for vacant cites within the City of Statesboro [refer to Map B]. The
plan lists specific opportunities including the South Main Street Revitalization Effort, or ‘the Blue
Mile’ sponsored by DSDA, as well as the Statesboro Bulloch County Land Bank.
Wrapping up descriptions, based on the collected data and maps, Statesboro is a divided
community attempting to revitalize and maintain attractions for the growth it has seen [thanks to
Georgia Southern University]. It is struggling to enhance its downtown experience, while
connecting its developing neighborhoods to this urban core. While it is clear a prevalent land use
focus is the historic and downtown district(s), the city needs to also focus on its developing or
existing neighborhood centers [refer to Table C]. The plan briefly focuses on the concept of
Planned unit developments (PUDs) to provide balance, bridging the gap between the rapid multi-
unit student-housing boom with the declining demand for single-family units.
Section IV: Plan Priorities
Keeping in mind the goal of the 2014 Updated Master Plan, to generate local pride and
enthusiasm for the future of Statesboro, it is important to address the plan priorities prior to
addressing the action plan for implementation. These priorities included a community vision,
defined community issues and opportunities, and an implementation program. This
implementation program maintained the 2009 priorities adopted in the initial plan, as well as new
priorities for the 2014 – 2019 Updates. Please refer to Table D in the Appendix for a visual aid.
Each priority was discussed in detail following zoning, land use, and descriptive breakdowns. The
detailed suggestions included those from 2009 and 2014. However, no update in progress or
challenges was included; information which seems vital for viability of action.
Section V: Action Plan
The Master Plan provides a hopeful skeleton for addressing goals and updates outlined [in both
2009 and 2014]. Keeping in mind this is strictly the community agenda, with no updates to the
community assessment or community participation plan, there is limited quantifiable information
that a citizen could take from thoroughly reviewing the 113 page document. As stated in Section
IV, it is important for a citizen to know progression of goals outlined by a detailed Master Plan of
their community. Additionally, it is important for a citizen to feel that their local government
accomplish goals and priorities. Looking a two major priorities [for example], the strengthening
of community involvement and the focus on vitality of downtown Statesboro are easy
collaborative priorities. By working with the DSDA, the author of both the Statesboro Downtown
Master Plan (2011) and ‘The Blue Mile’ Master Re-Development Plan (2015), significant
progress could have been attained for purposes of both the Historic and Business Districts of

4. Statesboro. Both documents were adopted after the initial 2009 Master Plan.
Improvement for this 2014 Master Plan can be kept broad, simply stating progress made, by both
policy and legislation, for action points towards the overall goal stated. If a plan is an update, it
should list quantitative and qualitative progress of goals, as taxpayers assist in the funding of both
the initial and updated comprehensive plan. A list of collaborators, recent policy, scripts or
talking points of formal discussion that was made, etc. need to be included. For example, the
priority of establishing dialogue with Georgia Southern University was a major focus based on
population influx. The 2014 Updates stated ‘GSU created the position of Vice President of
Government Affairs & Community Relations’, however nothing further was stated. There was no
discussion of a working relationship established, how this position helps the City Master Plan
priorities and objectives, or any quantifiable change or improvement.
Section VI: Conclusion
Concluding this assessment, significant progress is still necessary. Sections IV and V aimed to
establish grounds for the need for an annual community agenda assessment and viability
evaluation. Discussion questions that will be helpful for this zoning assessment are as follows: 1)
Do local city governments commonly refrain from working with established NGO or NPOs that
provide economic or priority development; 2) How can a community maintain its traditional
family atmosphere, while pushing for mixed use housing and smart growth facilities; and, 3) Is it
traditional, based on zoning laws, for universities and cities to constraints of dialogue and
connectivity?

5. Bibliography:
1. Comprehensive Updated Masters Plan, Community Agenda, June 2014, http://www.statesboroga.gov/planning-
development/comprehensive-plan/
2. Office of Strategic Research and Analysis, Georgia Southern University,
www.osra.georgiasouthern.edu/sra/Enrollment/index1.cfm
3. Statesboro Downtown Master Plan, Final Report, 2011, Completed by Prosser Hallock, Downtown Statesboro Development
Authority (DSDA), http://www.statesboroga.gov/wp-content/uploads/2015/06/Statesboro-Downtown-Master-Plan_FINAL_4-
12-12.pdf
4. 2010 Total Population Count, Statesboro, Georgia, United States, www.censusviewer.com/city/GA/Statesboro

6. 5. Appendix:
Table A:
Visual of Updated Community Agenda 2014:
Goals: Objectives: Action Points:
 Generate local pride for future
of Statesboro
 Ensure citizen involvement
 Community Vision  Vision Statement
 Future Development Map
 Defining Narrative
 Community Issues & Opportunities  Refer to Table B
 Implementation Program  Short-Term Work Program
 Policies
 Long-range Activities
Table B:
Breakdown of Community Issues & Opportunities Objective:
Action Points: Issue: Opportunities:
 Population  Population Increase [X2 by 2030]
 Student Population
 Population Count
 University communication
 Economic investment
 Economic Development  Household and per capita income
 Lack of Higher Quality Retail and
Grocery Stores
 Maintaining Downtown Core
 Competitiveness factors
 Infill & Refill Development
 Workforce Training
 Support of Agriculture
 Natural & Cultural Resources  Conservation of Sensitive lands
 Storm water management
 Trees & Vegetation
 Historic Preservation
 Performing Arts, Fine Arts &
Community Events

7.  Community Facilities  Parks & Greenspace
 Recycling
 Police/Fire Protection
 Schools
 Proper infrastructure master
planning
 Employ proper right-of-way
management
 Housing  Housing balance/types
 Encroachment of Student Housing
 Decline of Single-Family Units
 Code Enforcement
 Affordable Housing
 Downtown Housing
 Land Use  Mixed Use
 Connectivity
 Commercial Creep into downtown
 Evaluating land-use decisions
 Revitalization of declining
neighborhoods
 Planned-Unit Development
 Schools
 Transportation  Traffic Calming  Pedestrian and Bike
 Public Transportation
 Connectivity to Georgia
Southern University
 Context-Sensitive Solutions
 Intergovernmental Cooperation  Relationship b/w Statesboro and
GSU
 Community Leadership
 City and County Cooperation
 Annexation
 Coordination with Board of Ed

8. Table C:
Breakdown of Land Use [by Character Area and Land Use – Maps A and B] 2014:
Area: Vision: Appropriate Land Use: Suggested Implementation:
 Urban
Core/Downtown
 Remain the
Cultural Hub of
the City
 Historic Preservation
 Loft, mixed use, and urban
residential facilities
 Arts and entertainment
facilities
 Commercial and retail
stores
 Streetscape enhancements
 Develop architectural
guidelines for historic
preservation
 Parking Garages
 Create downtown master
plan
 Revitalization of commercial
centers
 Developing/Trad
itional
Neighborhoods
 Respect original
structures and
existing fabric of
neighborhoods
 Neighborhood services
 Small-lot single family
residential
 Retrofitting existing residential
communities to improve
pedestrian/bike access
 Public/Private partnership
establishments
 Activity
Centers/Regional
Centers
 Evolution from
auto-oriented to
pedestrian-oriented
mixed-use
development
 Small, mid-size and
regional retail
 Redeveloped shopping
center
 Higher density housing
 Entertainment
 Evaluate parking ordinances
for standards
 Future developments to
include pedestrian/bike access
 Connect existing developments
to proposed walk/bike paths

9.  Commercial
Redevelopment
Area
 Identify and target
areas for
redevelopment and
investment
 Major employers
 Commercial
 Medium/High density
residential
 Retrofit buildings to be more
aesthetically appealing
 Build commercial structures at
street front
 Reconfigure parking lot and
circulation routes for auto
 University
District
 Bridge gap
between
downtown and
University
 Higher Education facilities
 Neighborhood-scale retail
 Mixed use buildings
 Host formal discussions with
GSU to strength ‘town and
gown’ connections
 Greenbelt around campus
 Preservation of open spaces
 Parking garages
 Green Space  Conservation for
active and passive
recreation, and
environmental
sensitive areas
 Open space
 Passive recreation and
tourism use
 Identify and protect natural
resources from development
 Use conservation easements
 Use of net density instead of
minimum lot sizes

10. Table D:
City of Statesboro Priorities [2009 – 2019]:
Priority: 2009 Recommendations: 2014: Recommendations:
 Strengthen
Community
Involvement
 The city should establish process
for wide-range community
involvement
 Boards should draw on whole
community, not cycle of
individuals
 Establishment of comprehensive
plan implementation committees
 Historic Preservation
 Loft, mixed use, and urban residential facilities
 Arts and entertainment facilities
 Commercial and retail stores
 Focus on Vitality
of Downtown
 Respect original structures and
existing fabric of neighborhoods
 Neighborhood services
 Small-lot single family residential
 Diversify
Transportation
Options
 Evolution from auto-oriented to
pedestrian-oriented mixed-use
development
 Small, mid-size and regional retail
 Redeveloped shopping center
 Higher density housing
 Entertainment

11. Map A: Future Development Map, Character Areas

12. Map B: Future Development Map, Land Use

13. Map B: Future Development Map, Connectivity Map