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HomeMy Public PortalAboutCouncil Meeting Packet Document.pdfMAYOR CITY MANAGER Shirley Sessions Dr. Shawn Gillen CITY COUNCIL CLERK OF COUNCIL Barry Brown, Mayor Pro Tem Jan LeViner John Branigin Jay Burke CITY ATTORNEY Nancy DeVetter Edward M. Hughes Spec Hosti Monty Parks CITY OF TYBEE ISLAND P.O. Box 2749 – 403 Butler Avenue, Tybee Island, Georgia 31328-2749 (866) 786-4573 – FAX (866) 786-5737 www.cityoftybee.org A G E N D A REGULAR MEETING OF TYBEE ISLAND CITY COUNCIL December 09, 2021 at 6:30 PM Please silence all cell phones during Council Meetings Consideration of Items for Consent Agenda 6:30PM Opening Ceremonies Call to Order Invocation: Mac McLean, Code Enforcement Pledge of Allegiance Announcements Recognitions and Proclamations 1. Proclamation: 2021 Small Business Saturday Consideration of the approval of the minutes of the meetings of the Tybee island City Council 2. Minutes, November 10, 2021, City Council Meeting 3. Minutes, November 12, 2021, Special City Council Meeting If there is anyone wishing to speak to anything on the agenda other than the Public Hearings, please come forward Consideration of Approval of Consent Agenda Public Hearings 4. SPECIAL REVIEW: Build Boardwalk Crossover – 708 Butler Ave. – 40005 20006 – Zone R-2 – Christopher Koncul Consideration of Local Requests & Applications – Funding, Special Events, Alcohol License 5. Special Event: YMCA Critz Tybee Run Fest, February 4 - 5, 2022 6. Information for consideration of alcohol license renewals for calendar year 2022 7. Information for consideration of entertainment license renewals for calendar year 2022 8. Agenda Request: Alcohol & Entertainment License Request: Hadley Family LLC dba The Wind Rose Bar & Grill (New Owner) Liquor, Beer, Wine, Sunday Sales - Page 1 - P.O. Box 2749 – 403 Butler Avenue, Tybee Island, Georgia 31328-2749 (866) 786-4573 – FAX (866) 786-5737 www.cityoftybee.org 9. Alcohol License request: Beer & Wine Package Sales-Sunday Sales: T.S. Chu & Company 10. Agenda Request: Alcohol License Request: Chu's Convenience Mart #101: Beer & Wine, Package Sales - Sunday Sales (New Owner) 11. Agenda Request: Alcohol License Request: Chu's Convenience Mart #102, Beer & Wine, Package Sales-Sunday Sales (New Owner) Consideration of Bids, Contracts, Agreements and Expenditures 12. Contract: Greenline Architecture, City Hall Renovation 13. Tracy O'Connell: Purchasing Policy 14. Out-of-State Travel: Chief Robert Bryson: Quantico, Virginia, FBI Academy. He will be attending the graduation of Captain Tiffany Hayes from the FBI Academy. 15. George Shaw: Comp Plan Update Adoption 16. Approval 2021-752, Tybee Strand Promenade Restrooms, Basin Company 17. Budget Amendments a. Transfer $45,000 from the FY21 General Fund surplus to the Capital Fund b. Transfer $15,685 from the IT Department to the HR Department to fund unemployment charges 18. Award ITB 2021-763: Lighthouse Area Sewer - Phase 2. Budget, $1,400,000, Capital Improvement Program FY 2022 19. Film Fees Update Council, Officials and City Attorney Considerations and Comments 20. Bubba Hughes: Ante Litem, Beth Atkins 21. Bubba Hughes: Update on Marine Science Center 22. Barry Brown: Jaycee Park Survey 23. Shawn Gillen: Introduction of Jeremy Kendrick, Tybee Island Fire Chief 24. Shawn Gillen: Updated on Crossover Benches 25. Shawn Gillen: Intergovernmental Agreement, TSPLOST Funds 26. Shawn Gillen: Announcement of the appointment of Michelle Owens to Assistant City Manager. In addition, resources are being realigned in order to devote more resources to STVR and to enhance work flow. Minutes of Boards and Committees 27. PC MINUTES - NOV. 15, 2021 Executive Session Discuss litigation, personnel and real estate Possible vote on litigation, personnel and real estate discussed in executive session Adjournment Individuals with disabilities who require certain accommodations in order to allow them to observe and/or participate in this meeting, or who have questions regarding the accessibility of the meeting or the facilities are required to contact Jan LeViner at 912.472.5080 promptly to allow the City to make reasonable accommodations for those persons. *PLEASE NOTE: Citizens wishing to speak on items listed on the agenda, other than public hearings, should do so during the citizens to be heard section. Citizens wishing to place items on the council - Page 2 - P.O. Box 2749 – 403 Butler Avenue, Tybee Island, Georgia 31328-2749 (866) 786-4573 – FAX (866) 786-5737 www.cityoftybee.org meeting agenda must submit an agenda request form to the City Clerk’s office by Thursday at 5:00PM prior to the next scheduled meeting. Agenda request forms are available outside the Clerk’s office at City Hall and at www.cityoftybee.org. THE VISION OF THE CITY OF TYBEE ISLAND “is to make Tybee Island the premier beach community in which to live, work, and play.” THE MISSION OF THE CITY OF TYBEE ISLAND “is to provide a safe, secure and sustainable environment by delivering superior services through responsible planning, preservation of our natural and historic resources, and partnership with our community to ensure economic opportunity, a vibrant quality of life, and a thriving future.” - Page 3 - File Attachments for Item: 1. Proclamation: 2021 Small Business Saturday - Page 4 -Item #1. MAYOR Shirley Sessions CITY COUNCIL Barry Brown, Mayor pro tem John Branigin Jay Burke Nancy DeVetter Spec Hosti Monty Parks CITY OF TYBEE ISLAND CITY MANAGER Shawn Gillum CITY CLERK Janet LeViner CITY ATTORNEY Edward M. Hughes P.O. Box 2749 – 403 Butler Avenue, Tybee Island, Georgia 31328-2749 (866) 786-4573 – FAX (866) 786-5737 www.cityoftybee.org PROCLAMATION 2021 Small Business Saturday Whereas, the government of Tybee Island, GA celebrates our local small businesses and the contributions they make to our loca l economy and community; and Whereas, according to the United States Small Business Administration, there are 31. Million small businesses in the United States, they represent 99.7% of firms with paid employees, and they are responsible for $65.1% of net new jobs create d from 2000 to 2019; and Whereas, small businesses employ 47.1% of the employees in the private sector in the United States, 88% of U.S. Consumers feel a personal commitment to support small businesses in the wake of the pandemic, and 92% of small business owners have pivoted the way they do business to stay open during the pandemic, and Whereas, 97% of Small Business Saturday shoppers recognize the impact they can make by shopping small, 85% of them also encouraged friends and family to do so, too; and Whereas, 56% of shoppers reported they shopped online with a small business on Small Business Saturday in 2020; and more than 50% of consumers who reported shopping small endorsed a local business on social media or shopped at a local business because of a social media recommendation; and Whereas, Tybee Island, GA supports our local businesses that create jobs, boost our local economy and preserve our communities, and Whereas, advocacy groups, as well as public and private organizations, across the country have endorsed the Saturday after Thanksgiving as Small Business Saturday. Now, Therefore, I, Shirley Sessions, Mayor of Tybee Island, GA, together with our City Council Members, do herby proclaim, November 27, 2021 as: SMALL BUSINESS SATURDAY And urge the residents of our community, and communities across the county to support small businesses and merchants on Small Business Saturday and throughout the year. Shirley Sessions Shirley Sessions Mayor, Tybee Island, GA - Page 5 -Item #1. File Attachments for Item: 2. Minutes, November 10, 2021, City Council Meeting - Page 6 -Item #2. City Council Minutes, November 10, 2021 Consideration of Items for Consent Agenda Mayor Sessions called the Consent Agenda to order at 6:30PM. Those present were Jay Burke, Monty Parks, John Branigin, Barry Brown, Nancy DeVetter and Spec Hosti. Also attending were Dr. Shawn Gillen, City Manager; Bubba Hughes, City Attorney; Tracy O’Connell, City Attorney; George Shaw, Director, Community Development; and Janet LeViner, Clerk of Council. Opening Ceremonies  Call to Order  Post of the Colors: American Legion Post 154  Pledge of Allegiance: American Legion Post 154  Invocation: Ken Williams Monty Parks made a motion to adjourn to Executive Session to discussion litigation. Spec Hosti seconded. Vote was unanimous, 6-0. Monty Parks made a motion to return to regular session. Barry Brown seconded. Vote was unanimous to approve. Mayor Sessions listed the following items on the consent agenda:  Minutes: October 28, 2021  Purchase of 10 Handhelds/Printers for Parking Services. Cost: $24,870. Equipment and program needs updating  2022 Budget Amendment: Transfer $500,000 from the General Fund Balance to Capital Fund to finance various pavement improvement projects  Out of State Travel: Campground Staff to attend Grand Strand Gift Show, Myrtle Beach, SC, December 5 - 7, 2021. Budget line item: 555-6180-52-3500, $1,000  Contract: Clarifier Rebuild, Water/Sewer Mayor Sessions called the regular meeting to order. All those present for the consent agenda were present. Recognitions and Proclamations Dr. Tom Lewis approached Mayor and Council to receive a Proclamation for Retired Educator's Day. Mayor Sessions recognized educators in the audience and thanked Dr. Lewis for his service to the community. Invited Guests John Napotnik, Executive Director, Tybee Island YMCA. Mr. Napotnik was able to be present and will present at a later meeting. Citizens to be Heard: Please limit comments to 3 minutes. Maximum allowable times of 5 minutes.  Ken Williams, Proposed STVR Ordinance and Moratorium (Attached)  John O’Neil, Proposed STVR Ordinance and Moratorium  Ginny VanDostrom, Proposed STVR Ordinance and Moratorium  Maria Lancaster, Thank you to the City for their work during recent high tides  Lisa and Julian McKenzie, Proposed STVR Ordinance and Moratorium  Matt Campbell, Proposed STVR Ordinance and Moratorium  Keith Gay, Proposed STVR Ordinance and Moratorium - Page 7 -Item #2.  Susan Kelleher, Proposed STVR Ordinance and Moratorium (Attached)  Nick Sears, Proposed STVR Ordinance and Moratorium (Attached)  Mack Kitchens, Proposed STVR Ordinance and Moratorium  Amy Gaster, Proposed STVR Ordinance and Moratorium (Attached)  Dawn Shay, Proposed STVR Ordinance and Moratorium (Attached)  Bill Garbett, Proposed STVR Ordinance and Moratorium (Attached)  Roger Huff, Proposed STVR Ordinance and Moratorium Monty Parks made a motion to approve the consent agenda. Spec Hosti seconded. Vote was unanimous to approve, 6-0. Consideration of Bids, Contracts, Agreements and Expenditures City Hall Rehabilitation. Dr. Gillen stated Staff has worked on this project for many years. He continued, he is asking Mayor and Council to approve setting the budget for the rehabilitation of City Hall. The contract with Greenline Architecture and financing plan would need to be approved at a future meeting. Financing would come from fund balance, SPLOST money and debt financing. Mayor pro tem Brown asked the budget for the rehabilitation. Dr. Gillen stated $1.3M, the shell of the building will remain, and all work will be done inside the building. Mr. Parks recommended Mayor pro tem Brown work with Dr. Gillen as a special liaison. Monty Parks made a motion to approve Staff moving forward with the project. Spec Hosti seconded. Vote was unanimous to approve, 6-0. Consideration of Ordinances, Resolution Jay Burke recused. Mayor Sessions asked Dr. Gillen to give a brief synopsis of the meetings that were held regarding STVR’s. Dr. Gillen stated when the process started there was a map of everything that needed to be accomplished. This included a public survey which was used to gather input only and two town hall meetings were held where questions were fielded and additional information gathered. Mayor and Council then had a workshop to discuss the results of the survey and then gave general direction to him on how to proceed with draft ordinance changes. An additional stake holder meeting was held and information was sent on to Mayor and Council. Dr. Gillen stated there was an additional zoom meeting last evening which was very productive. Mayor Sessions stated all the workshops, town hall meetings and zoom meetings are on the website. Dr. Gillen confirmed. Mr. Hughes stated, since the first meeting, the issue regarding children and the age to be considered has been added. Second Reading, 2021-29, Sec 34-261(c)(3) and to add new Sec 34-266, Limit the Number of Permits for the Operation of STVR's. Monty Parks recommended addressing the sections separately, Sec 1 and Sec 2. Sec 1 being occupancy and Sec 2 being the new wording. Monty Parks made a motion to approve as written, Sec 1 of the proposed ordinance. Nancy DeVetter seconded. Voting in favor were Nancy DeVetter, Monty Parks, and Barry Brown. Discussion: Mr. Hughes stated the proposed ordinance, Sec 1 would add a section that would establish an occupancy limit of two (2) adults per bedroom plus two (2) additional adults per dwelling and any person over the age of fifteen would be considered an adult for purpose of this ordinance. Voting against were John Branigin and Spec Hosti. Motion to approve, 3-2. Jay Burke recused. Second Reading, 2021-29, Sec 34-261(c)(3) and to add new Sec 34-266, Limit the Number of Permits for the Operation of STVR's. Monty Parks stated there was a great deal of discussion regarding the methodology for arriving at the number, which was good discussion and has a great deal of merit. There has been an offer for another set of data for review which is - Page 8 -Item #2. appropriate. Mr. Parks stated he feels the number should come from City generated numbers and does not feel at this time, there is sufficient data to move forward. Monty Parks made a motion to defer action on Sec II until methodology be established by Staff to provide the accurate number. Nancy DeVetter seconded. Discussion: Mr. Hughes clarified this item would come back for first reading as there will be substantial changes. He confirmed the motion is to defer action therefore technically the proposed ordinance could come back for second reading. Voting in favor were Nancy DeVetter, Monty Parks, and Barry Brown. Voting against were John Branigin and Spec Hosti. Motion to approve, 3-2. Jay Burke recused. Resolution: 2021-10 Modifying Resolution Number 2021-06 Limiting the Issuance of Occupational Tax Certificates or of Permits for Short Term Vacation Rentals subject to Exceptions and Extending the Moratorium through April 30, 2022. Monty Parks stated the wording allows the re-permitting of an existing STVR on sale and does not allow new permits to be issued. Mr. Hughes confirmed. Monty Parks made a motion to approve as written. John Branigin seconded. Vote was unanimous to approve, 5-0. Jay Burke recused. Jay Burke returned to the dais. Council, Officials and City Attorney Considerations and Comments Barry Brown: Private Parking Lots in Residential Zones. No Action Taken Spec Hosti: Failed Cretaceous Well. No Action Taken Shawn Gillen: Tree Removal Costs on unopened 5th Avenue. Letter has been received from contractor as he will absorb the cost. Monty Parks made a motion to adjourn. John Branigin seconded. Vote was unanimous to approve, 6-0. Meeting adjourned at 8:55PM ______________________________ Janet R. LeViner, MMC Clerk - Page 9 -Item #2. - Page 10 -Item #2. - Page 11 -Item #2. - Page 12 -Item #2. - Page 13 -Item #2. - Page 14 -Item #2. - Page 15 -Item #2. - Page 16 -Item #2. - Page 17 -Item #2. - Page 18 -Item #2. - Page 19 -Item #2. - Page 20 -Item #2. - Page 21 -Item #2. - Page 22 -Item #2. - Page 23 -Item #2. - Page 24 -Item #2. - Page 25 -Item #2. - Page 26 -Item #2. - Page 27 -Item #2. - Page 28 -Item #2. - Page 29 -Item #2. - Page 30 -Item #2. - Page 31 -Item #2. - Page 32 -Item #2. File Attachments for Item: 3. Minutes, November 12, 2021, Special City Council Meeting - Page 33 -Item #3. Special City Council Minutes, November 12, 2021 Mayor Sessions called the Special City Council Meeting to order at 10:00AM. Those present were Jay Burke, Monty Parks, John Branigin, and Barry Brown. Also attending were Dr. Shawn Gillen, City Manager; Jaime Spear, HR Director; and Janet LeViner, Clerk of Council. Nancy DeVetter and Spec Hosti were excused. Ratify the nomination for the successful candidate for the position, Chief, Tybee Island Fire Department. Barry Brown made a motion to approve. John Branigin seconded. Vote was 4-0 to approve. Monty Parks made a motion to adjourn. John Branigin seconded. Vote was unanimous to approve, 4-0. Meeting adjourned at 10:05AM ______________________________ Janet R. LeViner, MMC Clerk - Page 34 -Item #3. File Attachments for Item: 4. SPECIAL REVIEW: Build Boardwalk Crossover – 708 Butler Ave. – 40005 20006 – Zone R-2 – Christopher Koncul - Page 35 -Item #4. - Page 36 -Item #4. - Page 37 -Item #4. - Page 38 -Item #4. - Page 39 -Item #4. - Page 40 -Item #4. - Page 41 -Item #4. - Page 42 -Item #4. - Page 43 -Item #4. - Page 44 -Item #4. - Page 45 -Item #4. - Page 46 -Item #4. - Page 47 -Item #4. - Page 48 -Item #4. - Page 49 -Item #4. - Page 50 -Item #4. - Page 51 -Item #4. - Page 52 -Item #4. - Page 53 -Item #4. File Attachments for Item: 5. 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Information for consideration of entertainment license renewals for calendar year 2022 - Page 91 -Item #7. MAYOR Shirley Sessions CITY COUNCIL Barry Brown, Mayor Pro Tem John Branigin Jay Burke Nancy DeVetter Michael “Spec” Hosti Monty Parks CITY OF TYBEE ISLAND CITY MANAGER Shawn Gillen CLERK OF COUNCIL Janet LeViner CITY ATTORNEY Edward M. Hughes City Council Agenda Item Request Council Meeting Date for Request: December 9, 2021 Item: Entertainment License Renewals_______ ____________________________ Explanation: _Information for consideration of entertainment license renewals for calendar year 2022 ______  Burn Marine transport dba A-J’s Jacqualand M. Burn 1315 Chatham Ave Dockside Restaurant  American Legion 154 Tybee Island Inc. Irany Vollmer 10 Veterans Drive  Beachview Resort Inc. dba Karen Kelly 1701 Butler Ave Beachview Bed & Breakfast LLC  Tybee Tavern & Restaurant dba Alvin B. Ward 1517 Butler Ave Benny’s  Bernie’s Tybee Island Inc. dba Richard Hammons 13 Tybrisa Street Bernie’s Oyster House  Bubba Gumbo’s LLC Patrick Burns 4 Old Hwy 80  Taco Aloha LLC dba Michael Hall 1311 Butler Ave Chamacos Tacos & Surf  Scofflaw’s of Tybee Island LLC John S. Branigin 725-B First St dba Cockspur Grill  Coco’s Sunset Grille Don McGraw 1-A Old Hwy 80  The Stunned Mullet LLC dba Anthony Debreceny 404 Butler Ave The Deck Tybee  Tybee Time Inc. dba Steven Kellam 10 Tybrisa St Doc’s Bar on Tybee  Orriginal Restaurants Corp dba Jennifer R. Orr 1613 Strand Fannie’s on the Beach  Friends of Tybee Theater dba Evan Goetz 33 Meddin Dr dba Tybee Post Theater  GPSBBQ.COM LLC Gerald Schantz 1115 Hwy 80  Tybee RE Operating Company, LLC. Brett Loehr 1401 Strand Ave dba Hotel Tybee  Camptruth Inc. dba Eric Thomas 1213 Hwy 80 Huc-A-Bites & Booze  Lighthouse Pizza, Inc. dba Richard Hammons 1105 US Hwy 80 Lighthouse Pizza North  Nickie’s 1971 Bar & Grill Inc. Calvin Ratterree 1513 Butler Ave  North Beach Bar & Grill LLC Kathryn Williams 33-A Meddin Dr  Fresh Catch Tybee LLC Joshua Navon 1601 Inlet Ave dba Pier 16  Bikini’s Inc. dba Rock House Joshua Navon 1518 Butler Ave  Rebellion Restaurants dba Emily Liebtag 101 Lovell Ave Salt Island Fish and Beer - Page 92 -Item #7. P.O. Box 2749 – 403 Butler Avenue, Tybee Island, Georgia 31328-2749 www.cityoftybee.org City Council Agenda Item Request (continued) Information for consideration of entertainment license renewals for calendar year 2022(continued)  Sea Wolf Tybee LLC Ricardo Ochoa 106 S. Campbell Ave  Sting Ray’s Raymond J. Rogers Jr. 1403 Butler Ave  Sweet Dreams Ice Cream Shoppe Inc. Alexander Todd Morrison 16th and Ocean  The Quarter Sports Inc. Wayne T. Barlow 604 First St  The Tybee Sand Bar Inc. dba Jennifer Knox 1512 Butler Ave The Sand Bar  Tybee Island Historical Society Inc. Sarah Jones 30 Meddin Dr  Tybee Time Inc. dba Tybee Time Bar Steven Kellam 1603 Strand Ave  Wind Rose Café of Tybee Island Inc. Calvin Ratterree 19 Tybrisa St  Tybee Wedding Chapel LLC Stacye C. Jarrell 1114 U.S. Hwy 80 Submitted by: Sharon S. Shaver Phone / Email: 912 472-5072 / sshaver@cityoftybee.org Date given to Clerk of Council: December 2, 2021 - Page 93 -Item #7. File Attachments for Item: 8. Agenda Request: Alcohol & Entertainment License Request: Hadley Family LLC dba The Wind Rose Bar & Grill (New Owner) Liquor, Beer, Wine, Sunday Sales - Page 94 -Item #8. - Page 95 -Item #8. - Page 96 -Item #8. - Page 97 -Item #8. - Page 98 -Item #8. - Page 99 -Item #8. - Page 100 -Item #8. File Attachments for Item: 9. Alcohol License request: Beer & Wine Package Sales-Sunday Sales: T.S. Chu & Company - Page 101 -Item #9. - Page 102 -Item #9. - Page 103 -Item #9. - Page 104 -Item #9. - Page 105 -Item #9. - Page 106 -Item #9. File Attachments for Item: 10. Agenda Request: Alcohol License Request: Chu's Convenience Mart #101: Beer & Wine, Package Sales - Sunday Sales (New Owner) - Page 107 -Item #10. - Page 108 -Item #10. - Page 109 -Item #10. - Page 110 -Item #10. - Page 111 -Item #10. - Page 112 -Item #10. File Attachments for Item: 11. Agenda Request: Alcohol License Request: Chu's Convenience Mart #102, Beer & Wine, Package Sales-Sunday Sales (New Owner) - Page 113 -Item #11. - Page 114 -Item #11. - Page 115 -Item #11. - Page 116 -Item #11. - Page 117 -Item #11. - Page 118 -Item #11. File Attachments for Item: 12. Contract: Greenline Architecture, City Hall Renovation - Page 119 -Item #12. - Page 120 -Item #12. ARCHITECTURAL PROPOSAL AND ACCEPTANCE DATE: November 29, 2021 ARCHITECT: GREENLINE ARCHITECTURE, Inc. CLIENT: City of Tybee Island P.O. Box 2789 Tybee Island GA 31328 Phone: (912) 786-4573 ATTN: Mr. Shawn Gillen, City Manager PROJECT: Renovation of City Hall, 403 Butler Avenue, Tybee Island GA Thank you for the opportunity for our firm to provide design services for your building project. This proposal is submitted for your review and acceptance as a basic outline of our architectural services and associated fees. Upon acceptance, please return one signed copy for our files. 1.0 Scope of Work: The project includes complete interior renovation for the existing City Hall building at 403 Butler Avenue, Tybee Island, Georgia. The existing building interior is to be renovated to maximize city services, while maintaining the historical integrity of the existing building. The State Historic Preservation Office (SHPO) will also need to review the plans prior to renovation due to recent Historic Preservation status of City Hall building. Architect will provide documents to SHPO for approval. Architect will continue documents as necessary for construction, bidding, permitting and including reviews during construction in subsequent phases as noted below. 2.0 Schematic Design Phase: Architect will work with specified members/users of renovation team to determine final floor plans and final scope of work. This work will be completed hourly up to Design Development Phase (3.0) in efforts to reduce overall fee in planning stages. 3.0 Design Development Phase: Based on the floor plans that will be developed in Schematic Design Phase, we will further explore details, criteria and specifications necessary for a complete set of construction documents for bidding. This proposal will include two meetings additional meetings with users to finalize further – room layouts/uses, modular wall system details, ceilings, room layouts; structural and MEP requirements. Modifications will be made to the documents to include the comments generated. - Page 121 -Item #12. Page 2 4.0 Construction Documents Phase: During this phase, detailed documents for purposes of pricing, permitting and construction will be developed. Buildings will be designed to codes currently enforced in Chatham County. We will coordinate with the Modular Wall supplier on details and assist with furniture selections through the City approved vendor. Interior finish selections will be noted on the finish schedule for permitting. 5.0 Bidding/Negotiation and Permitting Phase: Owner will submit for the building permit. Architect will assist the Owner in clarifications as needed for permit review. Architect will assist the Owner in soliciting bids for construction from qualified bidders. Architect will respond to all questions and clarifications as necessary from bidders. 6.0 Construction Administration Phase: Architect and consulting engineers shall perform reviews of shop drawings, clarify questions from the General Contractor and perform up to six (6) site visits during the construction to ensure that the design intent of the drawings is being met on behalf of the Owner. A site visit report with photographs will be provided with each visit. 7.0 Basic Services/Fee Summary: Based upon the scope of work, as we understand it today, and the exclusions described below, we propose to provide these services for the fee as follows: For 2.0: Schematic Phase - Hourly For 3.0 - 6.0: Fixed Fee - $71, 300.00. 8.0 Additional Service/Exclusions: Services to be invoiced in accordance with the rates as illustrated in Attachment ‘A’ of this document. • Representation at Zoning or Public meetings • Reimbursables (see Attachment A, should not exceed $250) • Any review or permitting fees, deposits, etc. • Any additional consultant fees not included above • Civil Engineering Thank you again for contacting us to help with your project. If you would like to discuss any aspects of this proposal or our working relationship, please do not hesitate to contact me. If you are in agreement with the terms, please send a signed copy back to us for our records. Submitted by: ______________________________ Keith Howington Greenline Architecture Accepted by: _____________________________ Owner Representative Attachments to this proposal: Attachment “A” General provision 11-29-202112-2-2021 - Page 122 -Item #12. ATTACHMENT 'A' - GENERAL PROVISIONS 1. GENERAL: The Design Professional, Greenline Architecture, Inc., hereinafter referred to as Greenline or Consultant, agrees to furnish architectural services to City of Tybee Island for Renovation of City Hall, referred to as the CLIENT, for the project described in this Proposal Acceptance and attachments thereto. CLIENT's acceptance of this proposal is his/her agreement to utilize Greenline services at the rate and charges indicated. This agreement may not be transferred or assigned without the written consent of Greenline. This proposal is valid for a period of 60 days from date submitted. If the design work does not commence within 60 days or if, during the course of the design work, the project goes “on hold” for longer than 30 days, this agreement will be subject to renegotiation. 2. SCOPE: This proposal intends that all services detailed herein will be performed by Greenline and that there are no material changes in the scope of work. The attached proposal contains detailed scope of work. Should the scope of the project be changed materially, compensation to Greenline for professional services shall be subject to re-negotiation based on the hourly rates listed herein. 3. LIMIT OF SERVICES: Any requested services not within the scope of work shall be performed under these general provisions at Greenline’s then prevailing fee for such service. (See Item “9.”) 4. PAYMENT TERMS: Greenline bills at the end of each month for the work completed during that period. Services when billed are payable UPON receipt of invoice. Invoiced amounts over 30 days past due will be charged 1.5 % of the outstanding balance per month. Unless Greenline is notified in writing of any disputed charge within thirty (30) days of the invoice date, the CLIENT agrees that the invoice is final and not subject to adjustment. Failure to make payments on any invoices over thirty (30) days past due will result in an immediate "Stop Work" action until the account is brought current, or special arrangements are made in writing. CLIENT agrees to reimburse the architect for all costs of collecting overdue bills including but not limited to attorney's fees, court costs and time spent by employees of our firm in pursuit of payment. In the event CLIENT requests termination of the services prior - Page 123 -Item #12. to completion, fees based on unit rates in Item "9," plus a termination charge in an amount not to exceed thirty percent of all charges incurred through the date services are stopped and any shutdown costs, may be invoiced at the discretion of Greenline. If, during the execution of the services, Greenline is required to stop operations as a result of changes in the scope of services such as requests by the CLIENT or requirements of third parties, additional charges will be applicable. 5. DOCUMENTS: All drawings, specifications, surveys, calculations, estimates and field notes prepared by Greenline are instruments of service and are and shall remain the property of Greenline and CLIENT whether the property for which they are made is executed or not. They are not to be used on other projects or extensions to this project except by agreement in writing and with compensation determined by Greenline and CLIENT. Any unauthorized or non- compensated reuse without Greenline's and CLIENT’s expressed, written permission, opportunity for verification or in-house adaptation by Greenline will be at the users sole risk and without liability or legal exposure to Greenline, and the CLIENT agrees to indemnify and hold harmless Greenline and CLIENT for all claims, damages, losses and expenses including attorney's fee, arising out of or resulting from such reuse. 6. SAFETY: Should the CLIENT request Greenline to provide periodic observations or review services at the job site during construction, CLIENT agrees that, in accordance with generally accepted construction practices, the contractor will be solely and completely responsible for working conditions on the Job site, including safety of all persons and property during the performance of the work, and compliance with OSHA and other regulatory authorities and regulations, and these requirements will apply continuously and not be limited to normal working hours. Any review of the contractor's performance conducted by Greenline is not intended to include review of the adequacy of the contractor's safety measures in, on, adjacent to, or near the construction site. In addition, the CLIENT agrees that the general contractor will name the architect as an additional insured on the contractor’s general liability policy. 7. HAZARDOUS MATERIALS: a. Disclaimer; Nothing in this agreement shall impose liability on the Architect or his consultants for claims, lawsuits, expenses or damages arising from, or in any manner related to the identification of, exposure to, or the handling, manufacture or disposal of hazardous materials in any of its various forms, as defined by the Environmental Protection Agency. b. Indemnification Statements: It is understood and agreed that this agreement does not contemplate identification of, handling, design of removal or management of hazardous material. If steps need to be addressed regarding any hazardous materials found in the field, those would be the responsibility of the CLIENT to resolve. - Page 124 -Item #12. 8. BUDGET In providing opinions of probable construction cost, the Client understands that the Consultant has no control over the cost or availability of labor, equipment or materials, or over market conditions or the Contractors methods of pricing. Consultant’s opinion of probable construction cost is made on the basis of the Consultants professional judgment and experience. The Consultant makes no warranty, express or implied, that the bids or the negotiated cost of the work will not vary from Consultant’s opinion and will not perform redesign without additional compensation. 9. ADDITIONAL SERVICES AND UNIT RATE FEES: Prior to undertaking any additional services, Greenline Architecture Inc. shall complete the additional services form, which will describe the extent and the cost of the additional work to be completed. No additional service work will be commenced without the owner’s written approval on the form and return of the form to the consultant. Work performed for hourly reimbursement, Design/Administration Services for Modifications, Additions or Alterations to design directed after client approval of schematic design drawings or advertisement for bids, Value Engineering, Costs for out-of-town travel, Additional Construction Review, Alternate Designs (after approved design sign-off), Record documents (as-builts) (if not included as part of the basic services), Permit Administration etc., or Additional or Non-Basic Services, will be invoiced at the following Unit Rates: Principal: $225 per hour Senior Project Manager: $175 per hour Project Manager $150 per hour Emerging Professionals: $95-120 per hour Interior Designer: $150-175 per hour Draftsman: $85 per hour Clerical: $75 - 85 per hour Depositions: $250 per hour Outside consultants retained and invoiced through Greenline: 1.2 x cost 10. REIMBURSABLE EXPENSES To be billed with each regular invoice, in addition to the agreed upon fee. Blueprints: $1.50 per sheet Plot Sheets: $8.00 per sheet Color Plot Sheets: $25.00 per sheet Mileage: $.535 per mile Travel: $1.2 x cost Postage/Overnight Delivery $1.2 x cost - Page 125 -Item #12. 11. CONSTRUCTION REVIEW: If requested the Consultant shall visit the site at intervals appropriate to the stage of construction or as otherwise agreed to in writing by the Client and Consultant in order to observe the progress of the Work. Such visits and observation are not intended to be an exhaustive check or a detailed inspection of the Contractors Work but rather are to allow the Consultant, as an experienced professional, to become generally familiar with the Work in progress and to determine, in general, if the Work is proceeding in accordance with the Contract Documents. The Consultant shall not supervise, direct or have any control over the Contractor’s work nor have any responsibility for the construction means, methods techniques, sequences or procedures selected neither by the Contractor nor for the Contractors safety precautions or programs in connection with the Work. These rights and responsibilities are solely those of the Contractor in accordance with the Contract Documents. 12. SUBMITTAL REVIEWS: Review of contractor's submittals shall mean and consist of taking appropriate action on shop drawings, product data, samples and other submittals required by the Contract Documents. Such review shall be only for general conformance with the design concept and general compliance with the information given in the Contract Documents. It shall not include review of quantities, dimensions, weights or gauges, fabrication processes, construction methods, coordination with the work of other trades, or construction safety precautions, all of which are the sole responsibility of the Contractor. The Architect’s review shall be conducted within reasonable promptness consistent with generally accepted professional practice and construction sequence. Review of a specific item shall not indicate acceptance of an assembly of which the item is a component. The Architect shall not be required to review and shall not be responsible for any deviations from the Contract Documents not clearly noted by the Contractor, nor shall the Architect be required to review partial submissions or those for which submissions for correlated items have not been received. Review shall not be a basis of any changes in construction cost unless otherwise agreed in writing. 13. INSURANCE: Greenline maintains Worker's Compensation and Employer's Liability Insurance in conformance with applicable state law. In addition, we maintain Professional Liability Insurance with limits of $1,000,000 per claim with a limit of 2 claims per year. A certificate of insurance can be supplied evidencing such coverage. Cost of the above coverage is included in our quoted fees. If additional coverage or increased limits of liability are required, Greenline will endeavor to obtain the requested insurance and charge separately for costs associated with additional coverage or increased limits. 14. STANDARD OF CARE: In providing services under this agreement, the consultant shall perform in a manner consistent with that degree of care and skill ordinarily exercised by members of the same profession currently practicing under similar circumstances. - Page 126 -Item #12. 15. DISPUTE RESOLUTION: In the event of a dispute arising out of or relating to this Agreement or the services to be rendered hereunder, the Client and the Consultant agree to attempt to resolve such disputes in the following manner: First, the parties agree to attempt to resolve such disputes through direct negotiation between appropriate representatives of each party. Second, if such negotiations are not fully successful, the parties agree to attempt to resolve any remaining dispute by formal nonbinding mediation conducted in accordance with rules and procedures to be agreed upon by the parties. Third, if the dispute or any issues remain unresolved after the above steps, the parties agree to attempt resolution by submitting the matter to civil litigation. In the event that CLIENT makes a claim against Greenline, at law or otherwise, for any alleged error, omission, or other act arising out of the performance of these professional services and CLIENT fails to prove such claim, then the CLIENT shall pay reasonable, necessary costs, not covered by or paid by an insurance carrier, that are incurred by Greenline in defending against the claim. 16. GOVERNING LAW: This agreement shall be governed in all respects by the laws of the State of Georgia. ___________________________________ Greenline Architecture, Inc. Date ___________________________________ __________________ Owner or Representative Date KEITH E. HOWINGTON 12/2/2021 - Page 127 -Item #12. File Attachments for Item: 13. Tracy O'Connell: Purchasing Policy - Page 128 -Item #13. 1 X:\Clients\000572\000572\014536 - General\11.30.21 Memo on Procurement Policy for Agenda Packet.docx City of Tybee Island Memorandum To: Mayor Sessions & City Council From: Jen Amerell, Finance Director Date: November 29, 2021 Re: Revisions to Purchasing Policy Overview The City’s current purchasing policy is over 120 pages long. Much of the language is outdated, repetitive or not applicable, confusing, and not clear. The current approval levels add additional procedures for minimal monetary amounts that can delay purch ases and utilize staff’s time on non-value added procedures. Summary A purchasing policy should be clear, concise and risk based. The proposed revisions simplify the City’s purchasing procedures, while providing internal controls over purchases to mitigate risks of fraud and/or errors. The proposed purchasing policy has been reviewed and approved by the City’s attorneys. Recommendation Approve Procurement Policy as presented. - Page 129 -Item #13. 1 City of Tybee Procurement Policy General The intent of this policy is to provide the guidelines for purchasing that will ensure that any expenditure of public funds by City Departments will be consistent with these polic ies approved by the City Council. The goals of the organization as well as the overall risk of fraud and/or misconduct were the main priorities when designing this purchasing policy. The City of Tybee is not a large municipality, so many procurement and complex purchasing policies are not applicable, or may lead to overcomplicated policies that hard are to follow and only result in confusion, frustration and unnecessary paperwork. When designing this policy, streamlined procedures were also taken into consideration without jeopardizing internal controls. Guidelines Delegation of Authority – the City Manager shall be responsible for the implementation of this policy. The City Council shall be notified in writing, via Manager e-mail, of all contracted expenses of $25,000 or greater. Acceptance of Bids or Quotes – the City reserves the right to accept a bid, quote or proposal which is determined to be the most beneficial to the City, as well as the right to reject any or all bids or quotes. Contracts – All contracts must be in writing, reviewed and signed off on by the City Attorney and authorized by City Council with authorization recorded in the minutes of the council meeting. Efficient Purchasing – Every department should strive to purchase the goods and services in the appropriate quantities for its foreseeable needs of the department which will maximize any possible discounts and ensure an efficient purchasing process that conserves staff time. Departments should work together while purchasing. Specifications and details for Bids and RFPs should be established by the respective department and provided to the Financing/Purchasing Administrator for organization and publication. It is not the responsibility of the Finance/Purchasing Administrator to create the specifications for any given department. Compliance with Adopted Budget – No purchase which would have the ability to exceed the Adopted Budget total for the Department may be authorized by a Department Head. The City Manager may approve such purchases after notifying the City Council of the intent and the circumstances that require such action, including the funding sources. Quality – The quality and service of any purchase is just as important as the price. It is the duty of each department to secure the best quality for the purpose intended. Quality buying is the buying of goods and services that will meet the requirements for which they are intended. Sales Tax – The City is generally exempt from paying all local and state sales taxes or Federal Excise taxes. The Finance Department can provide any of the necessary exemption documentation to vendors upon request. If the City purchases property and furnishes that - Page 130 -Item #13. 2 property to a contractor for use in a construction, renovation or repair project, the City will provide advance written notice to the contractor of the amount of tax owed for the property and that the payment of that tax is the responsibility of the contractor. Endorsements – Neither the City’s name, or any employee’s name or position is to be used to endorse/support any product or vendor, unless specifically authorized by the City Council. Ethics Laws – Public Officials and all employees of the City are to comply with all federal, state and City ethics laws regarding conflict of interest and purchase decisions. Purchasing Procedures The following procedures have been established, and are subject to certain exception s and other criteria as noted under “Special Requirements” below, in order to regulate the City’s purchases, services, depending on the type and cost of the purchase. Well maintained and updated documentation is to be kept in order to insure that vendors are treated fairly and in the City’s best interests. Purchases of goods and services, equipment and non-construction capital projects under $15,000 Department Heads are authorized to make any purchase under $15,000 which is included in the annual budget adopted by the City Council. Every Department Head may a lso designate an employee, with proper written notice to the Finance Director and City Manager’s approval, with the authority to make such purchases. Purchases of goods and services from $15,000 to $50,000 The City Manager is authorized to approve any purchases up to $50,000 if the item/service has been included in the annual budget adopted by the City Council. Prior to the City Manager approving any purchase from $15,000 to $50,000, the Department Head must either (1) obtain three written quotes or (2) explain why three written quotes could or need not be obtained. A summary of the quotes or explanation of why three written quotes was not necessary shall be attached to the payment authorization. The City Manager may waive the requirement for three quotations for purchases from the State’s cooperative purchasing program and other multi-jurisdictional purchases, and for annual professional service consulting contracts for legal, informational techno logy, financing, auditing, engineering services for operational support and for capital project s. Capital Purchases over $50,000 The Public Works Director / Engineer shall prepare specifications and requirements, as appropriate, in order to meet the City’s capital needs. These specifications and requirements will be forwarded to the City Manager & Council for approval. Upon approval, the Department Head will prepare the necessary bid package or request for proposal to provide the Finance Manager for public notice and advertisements, including invitation to bid or request for proposal to qualified vendors. If applicable, the bid or proposal shall address anticipated or proposed financing arrangements. - Page 131 -Item #13. 3 Upon completion of the bidding period, all bids wil l be opened and tallied, and turned over to the Department Head for review. The Department Head will prepare a draft memo to the City Manager, which will include the Department Head ’s recommendation for the bid award. Upon approval by the City Manager, the bid award shall be presented to the City Council for approval. The bid award will normally be made to the lowest qualified bidder meeting the specifications and requirements, although there may be instances when the lowest bid is not in the best interest of the City. In these cases it is the responsibility of the Department Head to adequately document the reasoning why the lowest bidder should not be selected. The City also reserves the right to select or reject a vendor based on the best interest of the City, including but not limited to prior service and experience with a vendor. Special Requirements Sole Source – In the event that there is only one vendor capable of providing a particular good or service, then the competitive bid or request for proposal procedures outlined in this policy can be waived by the City Manager. When a Department Head determines that goods and services must be purchased by a “sole source vendor”, the Department Head shall document in writing why only one company or individual is capable of providing the goods or services needed. The documentation should be submitted to the City Manager for approval. Cooperative Purchasing Programs – Departments are encouraged to use cooperative purchasing programs sponsored by the State or other jurisdictions. Such programs prove advantageous by taking advantage of large quantity purchases made by such cooperatives. Professional Services – Normal competitive procedures are not ordinarily utilized in securing professional services for attorneys, engineers, accountants, planners, and other professional people who, in keeping with the standards of their discipline, will not enter into a competitive bidding process. A Request for Proposal (RFP) or Request for Qualification (RFQ), while not always required to secure professional services, may be required at the direction of the City Manager or the City Council. These documents shall be submitted to the City Manager & Council for approval prior to their distribution. When an RFP/RFQ for professional services has been approved, a limited number of qualified professionals known to the City will be invited to submit a proposal setting forth their interest, qualifications and how they can meet the City’s needs. In securing professional se rvices, it is the primary goal of the City to obtain the services of professionals who have a proven record of providing those services. A contract will then be negotiated with the professional that has best met the needs of the City. Contracts for legal, auditing, financial, technology, compliance and general engineering services may be made for one year with annual extension or on a continuous basis until terminated. - Page 132 -Item #13. 4 Emergency Purchases – The procedures in this policy may be waived by the City Manager under emergency conditions when a delay in the purchase will threaten the basic mission of a department. Emergency conditions are considered unforeseen circumstances, where the need for immediate corrective action is absolutely necessary. Petty Cash Accounts – The City does not maintain petty cash accounts. City Credit Cards – City credit cards may be issued to employees designated by Department Heads and approved by the Finance Director for purchases no to exceed $10,000. The re sponsible Department Head shall attach receipts to the credit card bill for all charges. Failure to attach receipts for all purchases shall result in the Finance Director rescinding the Department’s use of the credit card. The use of the City credit card(s) for personal use, even for a very short period of time, is strictly prohibited and may be grounds for disciplinary action. Specifications When goods and services are to be purchased through the competitive process detailed in this policy, specifications (specs) must be prepared to meet the following goals:  Identify the minimum requirements needed  Allow for a competitive bid or quote, when possible  Be capable of objective review  Provide for an equitable award at the lowest possible cost General Guidelines – Specifications should be kept in a manner that is as simple as possible while still allowing for the exactness required in order to keep bidders from utilizing loopholes to avoid providing the quality desired or take advantage of their competitors. To promote the best possible competition for a product or service, specifications should be written in clear simple language, free of vagueness or anything that would be subject to variations based on interpretations. If the specifications include optional goods or services, they must be defined and identified separately so that the base cost can be clearly determined compared to the cost(s) of the options. If the options are included, the Bid Tabulation Report will have to identify the different costs of the options. Accounts Payable Process Purchases under $15,000 – all purchases under $15,000 that are properly included in the approved annual budget must use a purchase order. Purchase orders under $15,000 must be approved by the respective department head or designee. Once a purchase order has been approved by the department head, an invoice or contractor’s application for payment must be attached to the approved purchase order when submitted for - Page 133 -Item #13. 5 payment. Invoice(s) must list order date, invoice number, quantity, description of good or service, due date, and itemized amount(s) on each invoice. Additionally, each invoice must indicate the appropriate budget account with respective department head signature. Any invoice submitted for payment that does not include the above specification will be rejected for payment. It is the responsibility of the respective department head to ensure there are budget funds available prior to initiating a purchase. Purchases under $15,000 that are not included in the annual budget must have an approved budget amendment prior to initiating. A copy of the approved budget amendment must be attached to the invoice before payment. Purchases from $15,000 to $50,000 – all purchases from $15,000 to $50,000 that are properly included in the approved annual budget must use a purchase order after having obtained written quotes for the specific product, contract or service. Since this method does not required sealed bids, the City will allow either mailed, faxed or emailed quotes, as long as they contain the date, a clear description of the product offered, its price, and any delivery terms, and the name and position of the company representative who has prepared the quote. All purchase orders over $15,000 must have the Finance Manager’s approval. Once a purchase order has been approved by the Finance Manager, an invoice or contractor’s application for payment must be attached to approved purchase order when submitted for payment. Invoice(s) must list order date, invoice number, quantity, description of good or service, due date, and itemized amount(s) on each invoice. Additionally, each invoice must indicate the appropriate budget account with respective department head signature. Any invoice submitted for payment that does not include the above specification will be rejected for payment. It is the responsibility of the respective department head to ensure there ar e budget funds available prior to initiating a purchase. Purchases from $15,000 to $50,000 that are not included in the annual budget must have an approved budget amendment prior to initiating. A copy of the approved budget amendment must be attached to the invoice before payment. Purchases over $50,000 – all purchases over $50,000 that are properly included in the approved annual budget must use a purchase order after a contract has been awarded. All purchase orders over $50,000 must have the Finance Director’s approval. Once a purchase order has been approved by the Finance Director, an invoice or contractor’s application for payment must be attached to the approved purchase order when submitted for payment. Invoice(s) must list order date, in voice number, quantity, description of good or service, due date, and itemized amount(s) on each invoice. Additionally, each invoice must indicate the appropriate budget account with respective department head signature. Any invoice submitted for payment that does not include the above specification will be rejected for payment. It is the responsibility of the respective department head to ensure there are budget funds available prior to initiating a purchase. - Page 134 -Item #13. 6 X:\Clients\000572\014536 - GENERAL\11.29.21 Draft Purchasing Policy.docx Purchases over $50,000 that are not included in the annual budget must have an approved budget amendment prior to initiating. A copy of the approved budget amendment must be attached to the invoice before payment. In the event the City moves away from purchase orders, the above requirements will be applicable to invoices directly rather than purchase orders. Leases In some circumstances, tax-exempt leasing serves as an alternative to issuing municipal bonds or using current revenues to finance large projects or purchases. When considering a capital lease alternative, the following factors and guidelines should be adhered to: 1. Determine the future financial impacts lease payments are on an annual basis, including the term of the lease. The term of the lease should not exceed the useful life of the asset. 2. Determine the necessity for the proposed project / purchase. The necessity for the project / purchase, rather than the expediency of its financing, should justify the funding decision. 3. Evaluate the cost-effectiveness of tax-exempt leasing. We should not lease small equipment out of habit. By paying for certain equipment items out of current revenues, we avoid interest charges all together. 4. When tax-exempt leasing is preferable, unless determined to be financing unfavorable, the City will use a master lease through GMA. 5. All leases must be handled in the same manner, with same requirements, as above purchasing guidelines. 6. Lease agreement must be reviewed and approved by Finance Director and City Attorney prior to execution. Check Signatures All checks need to have the signature of the Finance Director. All checks over $15,000 must have the signature of a council member. Council Review A check register summarizing vendor, description and amount will be provided to City Council on a monthly basis for review. Periodic Review This policy will be reviewed by the City Council every five years following its adoption, or sooner, at the discretion of the City Council. Terms and Conditions for Vendors As appropriate, the vendor or service provider will be provided a copy of the City of Tybee Island Term and Conditions and/or Contract Addendum and be informed that such additional terms apply to and govern the purchase. - Page 135 -Item #13. File Attachments for Item: 15. George Shaw: Comp Plan Update Adoption - Page 136 -Item #15. RESOLUTION A RESOLUTION BY THE MAYOR AND COUNCIL OF TYBEE ISLAND, GEORGIA, ADOPTING THE TYBEE ISLAND 2021-2026 COMPREHENSIVE PLAN WHEREAS, Tybee Island prepared a 2021 update to the comprehensive plan in accordance with the rules of the Georgia Department of Community Affairs Minimum Standards and Procedures for Local Comprehensive Planning (Chapter 110-12-1); and, WHEREAS, The Mayor and Council of Tybee Island, in consultation with the Coastal Regional Commission, selected both a technical group and stakeholder group consisting of a cross-section of the community to facilitate development of the 2021-2026 Comprehensive Plan (the Plan); and, WHEREAS, the groups met regularly with staff and the consultant over the eight month period to establish goals, objectives, and strategies to guide the future of the community; and, WHEREAS, the Tybee Island and Regional Commission staff assembled the recommendations of the groups and prepared documents in the Comprehensive Plan format required by the Georgia Department of Community Affairs Minimum Standards and Procedures for Local Comprehensive Planning (Chapter 110- 12-1); and, WHEREAS, the Tybee Island 2021-2026 Comprehensive Plan was prepared in accordance with the Standards and Procedures for Local Comprehensive Planning (Chapter 110-2-1) effective October 1, 2018, and established by the Georgia Planning Act of 1989; and, WHEREAS, on August 17, 2021, the City transmitted the Plan to the Coastal Regional Commission (CRC) and the Georgia Department of Community Affairs for official review; and, WHEREAS, the Plan has been found by the Georgia Department of Community Affairs to be in compliance with the above-mentioned Minimum Standards and Procedures; NOW THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF TYBEE ISLAND, GEORGIA, AND IT IS HEREBY RESOLVED that Tybee Island 2021-2026 Comprehensive Plan is hereby approved and adopted. BE IT FURTHER RESOLVED that the City staff be directed to provide a copy of this adoption resolution within seven (7) days of local adoption of the approved Plan to the CRC, and to publicize the availability of the adopted Plan as public information by posting the Plan on the City's website. CITY OF TYBEE ISLAND, GEORGIA Clerk of Council ATTEST: By: ___________________________________ By: ___________________________________ Mayor - Page 137 -Item #15. - Page 138 -Item #15. DRAFT Tybee Island 2021-2026 Comprehensive Plan Update - Page 139 -Item #15. - Page 140 -Item #15. - Page 141 -Item #15. 97 - Page 142 -Item #15. STATE OF GEORGIA, COUNTY OF CHATHAM AFFIDAVIT OF PUBLICATION SAVANNAH MORNING NEWS Personally appeared before me, Alaina Fincher, to me known who being sworn, deposes and says: That he/she is the authorized agent of GateHouse Media, Georgia Holdings, Inc., d. b. a. Savannah Morning News in Chatham County, Georgia; That he/she is authorized to make affidavits of publication on behalf of said company; That said newspaper is of general circulation in said county and in the area adjacent thereto; That said newspaper is the legal organ for publication in Chatham County, Georgfa; That he/she has reviewed the regular editions of the Savannah Morning News, published: __________ _,2021 And finds that the following advertisement to wit: . Sworn to and subscribed before me; I This � dayof -"���::._,2021 --------�2021 _________ ,2021 �� (Deponent) -�[A�l Notary Public; Chatham County, GA. EUGENE J CRONK Notary Public, Chatham County, Georgia \�y Commission Expires January 24, 2022 - Page 143 -Item #15. Tybee Island 2016-2021 Comprehensive Plan Acknowledgments City Leadership Shirley Sessions, Mayor Council John Branigin Barry Brown Jay Burke Nancy DeVetter Michael “Spec” Hosti Monty Parks Stakeholder Committee Members George Shaw, Planning & Zoning Manager Pete Gulbronson, City Engineer Michelle Owens, Main Street Administrator Stephanie Pepp, Resident Eric Hutchinson, Resident Terri O’Leary, Business Owner Harry Trout, Resident Dottie Klutz, Resident Jimmy Brown, Resident Anna Butler, Resident Jeremy Gonyou, Business Owner Dillon Patel, Business Owner Elaine McGruder, Planning Commission Susan Hill, Planning Commission Coastal Regional Commission Allen Burns, Executive Director Planning and Government Services Team Eric Landon, Director of Planning & Government Services Scott Berson, Regional Planner Cole Mullis, Regional Planner Russ Marane, Interim Planning Director/Senior Planner Aaron Carpenter, Supervising Senior Planner Hunter Key, GIS/IT Director Megan Hunnicutt, GIS Manager Heather Cummings, GIS Analyst Tara Lopez, GIS Analyst Teresa Townsend, Administrative Assistant - Page 144 -Item #15. Executive Summary The Tybee Island Comprehensive Plan is a living document that is continually updated and refreshed by citizens and city leaders to reflect the current vision, goals and future plans for the community. Apart from being a visionary document, the comprehensive plan is a guidance document for developing and creating policies that affect how the City will change, adapt and respond to new issues over the coming years. The Comprehensive Plan is a long-range plan to guide growth and influence the physical development of the Island. The goals and policies within the Comprehensive Plan are designed to help Tybee Island become prosperous, healthy, equitable, and resilient. This Tybee Island Comprehensive Plan Update is a five-year update as required by the “The Minimum Standards and Procedures for Local Comprehensive Planning,” (Minimum Standards) adopted by Georgia Department of Community Affairs (DCA). The latest version of these standards can be found in O.C.G.A. Chapter 110-12-1, effective March 2014. In meeting these standards, this plan update enables the County to maintain its Qualified Local Government (QLG) Status, making it eligible to receive certain types of state funding. This update reassesses where Tybee Island is today, and how it intends to develop. Following the requirements of the Minimum Standards, the plan update presents a community vision, goals, and a work program designed to make the vision a reality, as well as supplemental sections to address the current state of the City. - Page 145 -Item #15. Custom Template Tybee Island City, GA Prepared by Coastal Regional Comission Tybee Island City, GA (1378036) Geography: Place KEY FACTS 3,098 Population 56.9 Median Age 2.1 Average Household Size $82,604 Median Household Income EDUCATION 5% No High School Diploma 16% High School Graduate 25% Some College 53% Bachelor's/Grad/Pr of Degree BUSINESS 228 Total Businesses 1,840 Total Employees INCOME $82,604 Median Household Income $61,650 Per Capita Income $277,094 Median Net Worth Age Pyramid Men Women 20%1001020% The largest group: 2020 Males Age 60-64 The smallest group: 2020 Males Age 85+ Dots show comparison to Chatham County This infographic contains data provided by Esri, Esri and Data Axle. The vintage of the data is 2020, 2025.© 2021 Esri Source: This infographic contains data provided by Esri, Esri and Data Axle, Esri and Infogroup. The vintage of the data is 2020, 2025. ©2021 Esri Page 1 of 1 May 4, 2021Tybee Island is a vibrant, unique, and strong community with a thriving tourism economy and strong neighborhood ties. Residents have high incomes, and are well educated, with good quality housing stock and desirable local amenities. Citizens are engaged and careful tenders of their Island home, while providing a warm welcome to visitors. There are challenges for Tybee, however, and the City will have to face these challenges through proactive planning. The desirability of sea life and island living, combined with the necessary limits of space, have created a housing price squeeze that threatens to push workers away from the Island closer to where they can afford to live, and visitor demand on infrastructure poses a particular challenge to water supplies. Increasing vulnerability to storms and rising sea levels will also continue to threaten the long-term resilience of the Island over the coming decades, and Tybee’s strong history of preemptive planning in this regard should be continued. Finally, Tybee’s largely older population will require additional thought, care and planning for services and infrastructure to allow residents to “age in place.” - Page 146 -Item #15. Population Trends Tybee Island City, GA Prepared by Coastal Regional Comission Tybee Island City, GA (1378036) Geography: Place POPULATION TRENDS AND KEY INDICATORS Tybee Island City, GA 3,098 Population 1,397 Households 2.12 Avg Size Household 56.9 Median Age $82,604 Median Household Income $519,886 Median Home Value 209 Wealth Index 92 Housing Affordability 18 Diversity Index MORTGAGE INDICATORS $16,401 Avg Spent on Mortgage & Basics 26.3% Percent of Income for Mortgage POPULATION BY GENERATION 22.1% Generation X: Born 1965 to 1980 41.8% Baby Boomer: Born 1946 to 1964 10.6% Greatest Gen: Born 1945/Earlier 1.6% Alpha: Born 2017 to Present 10.9% Generation Z: Born 1999 to 2016 13.1% Millennial: Born 1981 to 1998 3,600 3,400 3,200 3,000 Historical Trends: Population Home Value 30% 20% 10% 0%$1,000,000+$750,000$400,000$250,000$150,000<$50,000 Housing: Year Built 20% 10% 0%2013-20171990-991970-791950-59<1939 POPULATION BY AGE Under 18 (10%)Ages 18 to 64 (61%)Aged 65+ (30%) This infographic contains data provided by American Community Survey (ACS), Esri, Esri and Bureau of Labor Statistics. The vintage of the data is 2015-2019, 2020, 2025. © 2021 Esri Source: This infographic contains data provided by Esri, Esri and Bureau of Labor Statistics, American Community Survey (ACS). The vintage of the data is 2020, 2025, 2015-2019. ©2021 Esri Page 1 of 1 May 4, 2021 - Page 147 -Item #15. “As concerned citizens of The City of Tybee Island, we will be conscientious stewards of our unique historic and cultural heritage, strong neighborhood ties, environmental resources, and diverse community of passionate residents. We will ensure that our growth does not exceed the Island’s carrying capacity. We will foster a vibrant, year-round economy and support our business community in its goal to provide quality services and facilities for both residents and visitors. We will provide increased recreational and educational opportunities for all age groups to promote Tybee Island as a family-friendly destination to live, visit, or do business, while enhancing the distinctive atmosphere of our Island life.” Vision and Goals Tybee Island’s vision is a statement of value and purpose, representing the will of the city, how it sees itself, and what its community envisions for its future. The Tybee Island vision is.... - Page 148 -Item #15. The vision is achieved through following goals that lead to action and progress, improving the quality of life of citizens and building the resilience and success of the city. Tybee Island’s five overall goals are ... 12345 Guide development patterns to protect community character and enhance the distinctive nature of Tybee Island Nurture a diverse, vibrant and innovative business community Invest in sustainable practices and policies to protect the Island’s natural and historic features, and improve quality of life Foster a livable and vibrant community in which people are proud to live, visit and do business Embrace intergovernmental cooperation to create better outcomes for all - Page 149 -Item #15. Character Areas The Character Area Map and narratives lay out a vision, specific goals, appropriate land uses, and implementation strategies for Tybee Island’s unique sub-areas, districts, and neighborhoods. The idea behind character area maps is that people do not experience their city in terms of land use codes or zoning categories; instead, different neighborhoods exhibit different characters depending on the unique mix of those land uses and forms. While the character area map does not have regulatory power as a zoning map does, it can help inform decision making and civic discussion. There are 11 character areas in total. Interpretation of the Character Area Map is provided in the supporting text to be considered along with the City’s zoning, future land use map, and other local policies when decision makers consider land development questions or requests. The supporting text provides written descriptions of the patterns of development that the City will seek to preserve or encourage in each area. The map and narratives may be found starting on page 45. - Page 150 -Item #15. Needs and Opportunities A need is identified as a condition of something that is required or wanted, while an opportunity is a chance for progress or advancement. Needs highlight gaps between what exists and what is desired. In this section, needs are more clearly classified as “issues” to be addressed through the resulting opportunities, in service of the plan goals. An “opportunity” refers to something that the City has that should be maintained, promoted or that the City can capitalize on that improves the community. Is s u e s •Land scarcity •Parking pressure •Congestion on local roadsandU.S. 80 •Lack of rental/workforcehousing •Shortage of essentialservices •Difficulty findingemployees •Need for year-round visits •Small business startupcosts •Vulnerabiity to storms •Water conservation •Wastewater capacity •Litter and solid waste •High housing cost •Rental/Owner friction •Aging population •Limited educationopportunitiesforchildren •Government cooperation •Local Leadership Op p o r t u n i t i e s •Long range planning •Strong developmentregulations •U.S. 80 BridgeReplacements •Nature/eco-tourism •Hotel partnerships •Grants •Main Street •Film Industry •EnvironmentalPlanning •Partnerships with localuniversities and NGOs •Litter enforcement •Renewable energies •Historic preservation •Pedestrian and bikeimprovements •SPLOST funding •Partnerships on publicsafety - Page 151 -Item #15. Table of Contents 1. Plan Overview...............................................................................................13 1.1 Purpose..............................................................................................14 1.2 Scope..................................................................................................15 1.3 Methodology.....................................................................................17 2. Needs and Opportunities.............................................................................20 2.1 Public Input........................................................................................21 2.2 SWOT Analysis.................................................................................22 2.3 Needs and Opportunities.................................................................24 3. Community Vision and Goals....................................................................30 3.1 Community Vision and Goals ........................................................31 3.2 Goals and Policies.............................................................................32 3.3 Quality Community Objectives......................................................37 3.4 Supplemental Plans...........................................................................40 4. Land Use........................................................................................................42 4.1 Zoning................................................................................................43 4.2 Character Areas ...............................................................................46 5. Housing.........................................................................................................59 5.1 Housing Types..................................................................................61 5.2 Occupancy.........................................................................................62 5.3 Housing Costs...................................................................................63 5.4 Cost-Burdened Housing..................................................................64 5.5 Condition of Housing......................................................................65 5.6 Job-Housing Balance........................................................................66 6. Transportation..............................................................................................67 6.1 Roads and Highways........................................................................69 6.2 Road Network Hierarchy.................................................................70 6.3 Parking...............................................................................................71 6.4 Water, Air and Rail...........................................................................71 6.5 Alternative Transportation..............................................................72 - Page 152 -Item #15. 7. Coastal Resilience .......................................................................................74 7.1 Natural Hazards...............................................................................77 7.2 Vegetation and Open Water Buffers..............................................78 7.3 Vulnerable Populations...................................................................78 8. Economic Development ............................................................................80 8.1 Economic Base.................................................................................82 8.2 Unemployment ...............................................................................83 8.3 Occupation.......................................................................................83 8.4 Labor Force......................................................................................84 9. Broadband....................................................................................................85 9.1 Broadband Coverage ......................................................................86 10. Work Program............................................................................................88 10.1 Short Term Work Program...........................................................89 10.2 Report of Accomplishments.........................................................93 Appendix...........................................................................................................97 - Page 153 -Item #15. Plan Overview 1 1.1 Plan Purpose 1.2 Scope 1.3 Methodology 13 - Page 154 -Item #15. 1.1 Plan Purpose The Tybee Island Comprehensive Plan is a living document that is continually updated and refreshed by citizens and city leaders to reflect the current vision, goals and future plans for the community. Apart from being a visionary document, the comprehensive plan is a guidance document for developing and creating policies that affect how the City will change, adapt and respond to new issues over the coming years. The Comprehensive Plan is a long-range plan to guide growth and influence the physical development of the Island. The goals and policies within the Comprehensive Plan are designed to help Tybee Island become prosperous, healthy, equitable, and resilient. This Tybee Island Comprehensive Plan Update is a five-year update as required by the “The Minimum Standards and Procedures for Local Comprehensive Planning,” (Minimum Standards) adopted by Georgia Department of Community Affairs (DCA). The latest version of these standards can be found in O.C.G.A. Chapter 110-12-1, effective March 2014. In meeting these standards, this plan update enables the City to maintain its Qualified Local Government (QLG) Status, making it eligible to receive certain types of state funding. This update reassesses where Tybee Island is today, and how it intends to develop. Following the requirements of the Minimum Standards, the plan update presents a community vision, goals, and a work program designed to make the vision a reality, as well as supplemental sections to address the current state of the City. 14 - Page 155 -Item #15. 1.2 Scope In keeping with the Minimum Standards from the Georgia Department of Community Affairs, this plan is presented in three main components: In addition, the plan incorporates elements as defined by the DCA Minimum Standards that are important to shaping the future of Tybee Island, including elements on land use, housing, transportation, resilience and economic development. Additionally, a Report of Accomplishments highlighting the success of the previous Short Term Work Program and a summary of the methodology of plan preparation and public engagement is included. 1 2 3 COMMUNITY VISION - which lays out the future vision and goals that the community wants to achieve in text and maps NEEDS AND OPPORTUNITIES – which provides a list of the various needs and opportunities that the community will address COMMUNITY WORK PROGRAM – which provides a 5-year Short Term Work Program designed to address the needs and opportu- nities. This program include activities, initia- tives, programs, ordinances and administrative systems to be put into place or maintained to implement the plan. 15 - Page 156 -Item #15. Boundary and Description Tybee Island is the northernmost barrier island of Georgia, approximately 3.3 square miles and accessible through U.S. Highway 80. It traces its roots back to the Euchee Indian tribe, members of whom lived in the area when European settlement began in the 16th century. The Island had major strategic importance in colonial days, as it occupied a prominent position at the mouth of the Savannah River. This was the precursor for Tybee’s iconic lighthouse and fortifications on the northern end of the Island. The city was formally incorporated in 1887, and has continued to serve a vital role for Georgia as a welcoming home and vibrant visitor’s destination. Its proximity to cities like Savannah, Hilton Head and Charleston make it a prime location for residents and tourists, and its natural beauty draws people from around the world. It is now home to just over 3,000 residents. Much of the Island is composed of pristine salt marsh, and iconic, distinctive neighborhoods make up the remaining land area, including the historic Strand, Back River and Fort Screven neighborhoods -- not to mention the treasured beaches which nourish, protect and power the city’s economy. 16 - Page 157 -Item #15. Goals of the Stakeholder Committee Seek agreement on key issues Help craft a common vision for the future of the City Provide guidance on action needed to achieve the vision Affirm public input 1.3 Methodology Public outreach for this plan update included two public hearings, three in-person steering committee meetings, a virtual community listening session, and two draft plan review meetings (one online and one in-person). The draft plan was also made available online to the public. The methodology for completing the plan was somewhat affected by the ongoing COVID-19 pandemic. In-person meetings required all attendees to remain masked and seated six feet apart, and turnout to events may have been affected as well. The Steering Committee formed was comprised of members representing a cross-section of the community stakeholders. It included several key city staff members, interested residents, business owners, and planning commission members. 17 - Page 158 -Item #15. Public Hearing #1 The initial public hearing for the plan was held in the courthouse chambers on January 14, 2021. The hearing was a kick-off to announce the beginning of the plan process, inform citizens and leaders on the reasons for planning, and provide a timeline of what to expect in the coming months during the process. Open Stakeholder Meeting #1 The first open stakeholder committee meeting was held Tuesday, February 16, in the courthouse chambers. At this meeting, stakeholders discussed the previous plan’s vision statement, goals and policies, and provided feedback on potential revisions. Open Stakeholder Meeting #2 The second open stakeholder committee meeting was held Tuesday, March 2, in the courthouse chambers. At this meeting, stakeholders reviewed draft revisions to the vision and goals and provided additional input. Stakeholders then participated in an analysis of the city’s strengths, weaknesses, opportunities and threats (SWOT). Open Stakeholder Meeting #3 The third open stakeholder committee meeting was held Tuesday, March 16, in the courthouse chambers. At this meeting, stakeholders reviewed the character areas map from the previous plan and discussed possible changes. Some minor adjustments to names and boundaries were proposed. Zoom Listening Session An online-only community meeting was held through the platform “Zoom” on Tuesday, March 23. This meeting was intended to allow a wider group to provide input; those who were unable to or uncomfortable with attending the in-person meetings. The group conducted a discussion modeled after the SWOT analysis. Work Program Meeting CRC staff met with Planning & Zoning Manager George Shaw on Tuesday, March 30, to discuss the city’s accomplishments over the last five years and review possible additions to the updated Short Term Work Program. 18 - Page 159 -Item #15. Plan Draft Public Meeting 1 After the draft plan was distributed to stakeholders and posted online for the public, a meeting was held reviewing the plan process, the components of the plan, and instructions for further review and opportunities for comment on May 18th. Stakeholders also had a further discussion of the plan components. Capacity limitations forced this meeting to be held online. Plan Draft Public Meeting 2 An in-person meeting was held with stakeholders and the public at the Guard House building on June 8, 2021. Attendees broke out into two groups, led by staff CRC members, who discussed various components of the plan and solicited feedback and discussion. Copies of the physical plan and materials were distributed and instructions for accessing the document online and submitting further comment were given. Public Hearing 2 (upcoming, August) 19 - Page 160 -Item #15. Needs and Opportuniti es 2 2.1 Public Input 2.2 SWOT Analysis 2.3 Needs and Opportunities 20 - Page 161 -Item #15. 2.1 Public Input Vision and Goals Members of the Steering Committee participated in a meeting regarding the vision and goals for the city of Tybee Island. The members, as well as any citizens not in the committee who attended, were given a copy of the 2016 vision and goals. The group went through the vision and the goals line-by-line to hear new thoughts and updates regarding the wording and spirit of the goals. At the conclusion of the meeting, draft revisions were sent to the steering committee members and more input was solicited. These revisions were discussed again at a second in-person meeting with the steering committee and citizens. The vision and goals continued to be adjusted in response to public input throughout the process. SWOT Analysis Members of the Steering Committee participated in a meeting to identify the Strengths, Weaknesses, Opportunities and Threats (SWOT) for Tybee Island. Each participant, which included members of the committee but also interested citizens, were given time to brainstorm ideas for the four categories, and then share their thoughts with the group. A second virtual listening session using the video platform “Zoom” was conducted several weeks later which allowed steering committee members to add new thoughts and to allow more participation from citizens who could not attend in-person. 21 - Page 162 -Item #15. 2.2 SWOT Analysis A SWOT analysis is a way of identifying internal and external characteristics of a place, business or organization. It breaks these characteristics into four categories: strengths, which are internal features that provide value to the city; weaknesses, which are internal features that harm or cause some form of detriment to the city; opportunities, which are external factors that could create or build on a strength; and threats, which are external factors that put the city at risk in some way. Identifying these characteristics can help the city conceptualize where it stands in relation to other cities, and can help provide a baseline for prioritizing new goals. 22 - Page 163 -Item #15. •Beautiful island setting •The island's natural beauty •Beach conservation and renourishment •Care from city and residents on keeping the city beautiful •Protection of historic sites •High-quality parks and recreation opportunities •Safe, family-friendly and welcoming atmosphere •Strong faith community •Laid-back, island lifestyle •Ample space for gathering with friends and family •Strong economic tourism economy •Proximity to Savannah •Ideal location for those wanting a shorter drive to vacation •Small size makes walking/biking possible and enjoyable •City manager is accessible Strengths •Traffic and Congestion •Crashes on causeway cause major delays •Congestion on causeway can make it hard to come or leave •Congestion in town •Physical quality of old infrastructure •Parking scarcity in town (during season) •Friction between businesses and residents •Limited broadband service •Lack of dedicated Economic Development Authority •Lack of workforce/affordable housing •Limited education options for children •Slow execution of city plans •Communication difficulties •Lack of local newspaper •Difficulty reaching/including older population Weaknesses •Continued investment in parks and recreation •Continue to develop and support Marine Science Center •Leverage Main Street to improve business climate and draw diverse new businesses •Pursue state and federal grant opportunities •Work with regional hotels to promote the full range of experiences Tybee offers •Engage with neighboring cities to discuss partnering on public safety •Revisit regulations that may unreasonably raise housing cost •Housing Study •Embrace long-range planning that considers emerging technologies Opportunities •Hurricans and natural disasters •Flooding •Saltwater intrusion •Rising cost of housing •Reliance on the tourism sector •Development/building requests add impermeable surface or encroach in setback zones •Possibility of over-regulation Threats 23 - Page 164 -Item #15. A need is identified as a condition of something that is required or wanted, while an opportunity is a chance for progress or advancement. Needs highlight gaps between what exists and what is desired. In this section, needs are more clearly classified as “issues” to be addressed through the resulting opportunities, in service of the plan goals. An “opportunity” refers to something that the City has that should be maintained, promoted or that the City can capitalize on that improves the community. The process which identified the updated Needs and Opportunities for this plan was based on consultation with the stakeholder committee, city staff, and Tybee citizens during the composition process for this plan update, as well as a review of previous documents, including: •The 2016 Tybee Island Master Plan •The Tybee Island Carrying Capacity Study •The Regional Plan of Coastal Georgia •The CORE-MPO Metropolitan Plan •The Chatham County Pre-Disaster Mitigation Plan •The Tybee Island Beach Management Plan •The Tybee Island Sea Level Rise Adaptation Plan •The 2018 Tybee Island Economic Development Strategic Plan 2.3 Needs & Opportunities 24 - Page 165 -Item #15. Development Patterns and Land Use ISSUES OPPORTUNITIES Scarcity of buildable land: The City is inherently limited in space for growth of physical structures: housing, park space, utilities or other developments are constrained by the physical footprint of the island, much of which is already built-out or is environmentally sensitive. Parking pressure: Parking remains a perennial issue, particularly during the vacation season. Virtually all visitors must enter the island via private vehicle, though some may take tour buses. This puts pressure on parking infrastructure, particularly around the beaches, leading to spillover into residential areas that can cause conflict. Congestion on local roads: Tybee Island is almost entirely made up of small local roads which can face congestion pressure during major events or at different times of the tourist season. Thru-traffic can pose a risk to children and residents when it passes through residential areas, and heavy congestion in general is hazardous to all users. Congestion on U.S. 80: U.S. 80 is the only route on and off the island, and as such, poses a serious bottleneck for traffic if traffic must be interrupted for some reason, such as after a collision. The road is also vulnerable to flooding during storms and “king tides,” though some danger of this has been alleviated due to recent work on raising the roadway. The single entry/exit point may also post a concern if rapid evacuation is needed, as a blockage could jeopardize safety. Lack of rental/workforce housing: The lack of long-term rental housing for the Tybee workforce, most of whom live off-island, is a serious need that threatens the continued viability of many Island businesses, who may see workers leaving to work closer to home if they cannot afford housing on Tybee or nearby. Long-range infrastructure planning: The City has a strong history of long-range capital improvement and major infrastructure planning, which it should continue implementing. Long- range planning, including financial estimates of project cost, ensure prioritization of key needs, regular review of conditions and accountability to citizens. Strong development ordinances: The City has strong development ordinances to preserve its character areas. The City is particularly invested in maintaining and enforcing its height limit, which has succeeded in creating a distinct beachside feel for the City unencumbered by towering hotels and condos. Continued revisions to the zoning ordinance should reflect issues on the ground, particularly ordinances that protect the individual community characteristics of each neighborhood. U.S. 80 bridge replacement: The Bull River and Lazaretto Creek bridges are scheduled for replacement by the Georgia Department of Transportation in the near future. These improvements to U.S. 80 provide a long-term opportunity for improving access to Tybee Island, and provide a distinct opportunity to reach out to users of alternative transportation who will likely now be able to travel the entire length of the causeway without an automobile. Housing Policy: Some pressure on housing costs may be alleviated through incentives or disincentives. Occupancy requirements in certain zoning districts, minimum rental durations, zoning changes to allow more mixed uses, and other regulations may limit short term rental proliferation where it is undesirable. At the same time, the city must balance the need for permanent housing with the economic benefits of shorter-term vacation rentals. 25 - Page 166 -Item #15. Business and Economic Development ISSUES OPPORTUNITIES Lack of essential services: There is a shortage of essential services on Tybee Island for residents, particularly in the health care space, such as doctors, dentists, and veterinarians. There are also few spaces to buy more everyday essentials, such as hardware or basic home goods. Employment difficulties: Businesses sometimes find it difficult to find employees, particularly during the off-season. Cost of housing continues to exacerbate this issue as workers are reluctant to work far from their homes. Need for Year-Round Visitation: The Island faces a need to continue visitation even during the winter off-season to keep businesses sustained, through local events, festivals and civic events. New small business costs: There is a high cost for small businesses to start up on the Island, due to the intensity of current land use and high property prices. Promotion of nature/eco-tourism: The City has an opportunity to further promote Tybee Island’s eco-tourism opportunities further, which may include kayaking, paddleboarding, and wildlife viewing. The marshlands and river areas provide opportunities for tourists looking to experience a wide range of nature activities. Partnerships with hotels: Area hotels and vacation rentals provide an opportunity for the City to partner with local businesses to promote the full range of experiences on Tybee, including its natural and cultural offerings. Grants: Grant funding is available to municipalities from multiple streams, including state, federal and nonprofit sources. The City has an opportunity to apply for these grant funds for economic development planning as well as capital improvements to improve physical qualities of business districts. Main Street: The City has an opportunity to expand and promote its Main Street program, which provides a dedicated source for local business development according to national best practices. Film industry: The City has an opportunity to capitalize on its desirable aesthetics and unique atmosphere to further promote itself to Georgia’s booming film industry, which can bring revenue, jobs and visitors throughout the year. 26 - Page 167 -Item #15. Sustainability and Environment ISSUES OPPORTUNITIES Vulnerability to storms: Tybee Island is vulnerable to hurricanes and other major storms, which can cause critical flooding to dwellings and businesses and stress the City’s utility systems. Sea level rise: Overall rising sea levels will also continue to increase the likelihood of nuisance flooding in the coming years, with higher chances for catastrophic flooding from storms possible. Aging and overburdened infrastructure: Tybee Island’s roads and overall infrastructure continues to age, with resulting maintenance costs. Population growth during the vacation season can burden the city’s infrastructure network. Water conservation: The City withdraws water from the Upper Floridian Aquifer with a peak usage in July. There are serious long-term concerns on water limits with this source, and the city will inevitably need to find an alternate water source. Wastewater capacity: Wastewater discharge is a major issue during the critical summer season, with recent discharges exceeding permit limitations. The city needs to continue upgrading and replacing wastewater and sewer infrastructure. Litter and solid waste: The City continues to wrestle with plastic land other garbage littering, with 6-15 tons of trash each day collected from beach areas and public facilities. The city will need to remain proactive in addressing litter and preventing it in the first place through enforcement. Environmental planning: There are opportunities for continued environmental planning in the coming years, through the assessment and updating of the Beach Management Plan and planning for continued green infrastructure improvements to limit flooding. Partnerships: There is an opportunity for the City to partner with local groups, such as colleges and universities, nonprofit organizations, and government partners to identify and find solutions to key environmental issues, such as marshland rehabilitation or areas in need of protection. Litter enforcement: The City has recently invested in code enforcement, and there is an opportunity to continue targeting enforcement tasks at littering and other acts that damage the critical environment on Tybee. Renewable energy: The City has an opportunity to encourage or invest in renewable energy materials, such as solar. As costs decline, the City has an opportunity to be a leader in renewable power while improving the overall resilience of the community. 27 - Page 168 -Item #15. Livability and Neighborhood Enrichment ISSUES OPPORTUNITIES High housing cost: The high housing cost on Tybee Island continues to cause concern for residents and businesses as barrier to desirable change and a deterrent for new full-time residents, especially those with young families. Friction between rental and owner- occupied housing: There continues to be serious friction between owners of short- term or vacation rental properties and owner- occupiers. Owner-occupiers sometimes view rental properties as negatively affecting the sense of community in a neighborhood, either through noise, traffic, and/or the ‘hollowing out’ of traditional permanent-resident neighborhoods, while rental owners depend on the income they obtain from their properties. Limited on-Island educational options: There is only one school on Tybee Island, which is a chartered school with a waiting list. These limited options may deter families with children from settling on the Island. Aging Population: Tybee Island has a large population of older citizens, which can be a challenge for local employment as residents leave the formal workforce. Additionally, an aging population requires more care and planning for infrastructure and service provision, especially for people with disabilities. Historic preservation: The Island is home to several registered historic districts, and there is an opportunity for more formal preservation guidelines and incentives, as well as more targeted marketing of these historic assets to both residents and visitors. Historic buildings add character and value to an area, and the more people know about them, the more likely they are to be preserved. Grants: There is a considerable likelihood of larger-than-usual grant funding dollars becoming available in the coming years, from the federal government as well as non-governmental institutions. The City has an opportunity to apply for these grant funds for improvements to neighborhood infrastructure, for planning, for bicycle and pedestrian projects, and for other uses. Enhance the pedestrian/bike network: There is an opportunity for Tybee Island to continue improving the biking and walking infrastructure on the Island. Improving safety and efficiency of non-automobile travel can boost safety, limit congestion, and keep neighborhoods quiet and pleasant for residents while providing an added benefit for visitors. SPLOST: The City can continue incorporating SPLOST funding to finance major improvement projects. Citizen oversight and input on the project list is essential. Engaged Residents: Tybee Island has a deeply engaged population, including retirees, with a wealth of experience and passion for their home. Continued community engagement and collaborative planning presents an opportunity to directly match services to what citizens want to see, with their direct involvement. 28 - Page 169 -Item #15. Intergovernmental Cooperation ISSUES OPPORTUNITIES Chatham County and City of Tybee Island: The City and County cooperate on a number of services, but can work together to provide better services which are also more financially sound. Collaboration can improve the efficiency and effectiveness of local government. Local leadership: The City needs sustained and engaged local leadership from its elected officials and from residents and business owners to continue to provide a community that benefits all stakeholders. Community Partners: The City can strengthen its relationship with community partners, including the CORE MPO, area colleges and universities, area nonprofits, the Chatham County School Board, the Savannah Area Chamber, statewide and federal agencies, the Coastal Regional Commission and other groups. Partnerships with law enforcement agencies: The City has an opportunity to implement more formal partnerships with neighboring law enforcement departments to provide additional support when needed, particularly during major events. 29 - Page 170 -Item #15. Community Vision and Goals 3 3.1 Community Vision and Goals 3.2 Goals and Policies 3.3 Quality Community Objectives 3.4 Supplemental Plans 30 - Page 171 -Item #15. “As concerned citizens of The City of Tybee Island, we will be conscientious stewards of our unique historic and cultural heritage, strong neighborhood ties, environmental resources, and diverse community of passionate residents. We will ensure that our growth does not exceed the Island’s carrying capacity. We will foster a vibrant, year-round economy and support our business community in its goal to provide quality services and facilities for both residents and visitors. We will provide increased recreational and educational opportunities for all age groups to promote Tybee Island as a family- friendly destination to live, visit, or do business, while enhancing the distinctive atmosphere of our Island life.” 3.1 Community Vision and Goals The purpose of this chapter is to lay out a road map of the future for Tybee Island. The vision statements, goals, and policies listed capture values and priorities and how the City intends to maintain those values and priorities in the future. Community leaders should consider the Community Vision and Goals when making decisions to ensure their impact is in accordance with the future their communities have envisioned Tybee Island will pursue and achieve this vision through following five goals: 12345 Guide development patterns to protect community character and enhance the distinctive nature of Tybee Island Nurture a diverse, vibrant and innovative business community Invest in sustainable practices and policies to protect the Island’s natural and historic features, and improve quality of life Foster a livable and vibrant community in which people are proud to live, visit and do business Embrace intergovernmental cooperation to create better outcomes for all 31 - Page 172 -Item #15. 3.2 Goals and Policies • Ensure residential development and redevelopment matches the context of surrounding traditional neighborhoods • Guide development towards redevelopment, reuse, and rehabilitation of areas currently serviced by public utilities, and avoid development on marshlands • Continue to develop and enforce policies, such as height limits and setbacks, which contribute to maintaining area character • Maintain, preserve, and enhance our community open spaces, such as parks, greenbelts, wildlife corridors, streets and beaches. Guide development patterns to protect community character and enhance the distinctive nature of Tybee Island 1 Tybee Island’s distinctive community character, grown and maintained for decades as a family-friendly, vibrant and natural oasis for visitors and residents, is of paramount importance. That particular character is one of the key reasons Tybee Island remains attractive to visitors, businesses and residents, and managing development and growth on an increasingly built-out space will only become more critical in coming years. 32 - Page 173 -Item #15. 2 Nurture a diverse, vibrant and innovative business community •Cultivate a diverse, year-round business community which serves both residents and visitors •Promote a balance of diverse employment opportunities for both the year-round and seasonal workforce •Support and develop the critical business sectors that enable the Island’s thriving tourism economy, while balancing and adjusting policies to maintain services and population to the Island’s carrying capacity The business community of Tybee Island is a close-knit and diverse group that provides extraordinary value for the city. Supporting and encouraging development of the business community will continue to be a key issue for Tybee Island in the future. Of particular importance is exploring ways to support key businesses that serve both residents and visitors, and addressing rising costs that prevent workers who wish to be employed on Tybee but have difficulty affording nearby accommodation. 33 - Page 174 -Item #15. 3 Invest in sustainable practices and policies to protect the Island’s natural and historic features, and improve quality of life •Protect and preserve our environmentally sensitive areas, including beaches, natural terrain, drainage areas, vegetation, coastal marshlands, wildlife habitat and floodplains •Keep the island’s carrying capacity in mind when evaluating developments, as highlighted in the 2016 Carrying Capacity Study •Develop coastal hazard preparedness and crisis management responses for hurricane and flooding preparedness and recovery •Prepare and adapt to the risks of a changing climate through continued adherence to the Tybee Island Sea Level Rise Adaptation Plan •Ensure the city’s water, waste, and transportation infrastructure is properly maintained, and make targeted investments to improve capacity, resilience and efficiency •Provide adequate law enforcement and code enforcement to deter littering, pollution and degradation of natural areas like dunes Tybee Island has a broad and rich history, with historic districts, battlements and neighborhoods which add immense value to the community. As a barrier island along Georgia’s scenic coast, it also provides a critical habitat for native plants and animals, attracts visitors and residents who seek to stay near the sea, and plays a key role in absorbing some impacts from major weather events. To that end, protecting and enhancing these features is critical to the city’s success and long-term sustainability. 34 - Page 175 -Item #15. 4 Foster a livable and vibrant community in which people are proud to live, visit and do business • Encourage a range of housing sizes, costs, and types to meet the diverse needs of the population • Invest in Tybee families by supporting and promoting educational, cultural, recreational and economic opportunities and amenities across the age range • Provide for and encourage the use of transportation alternatives, including biking, walking, golf carts, and public transportation • Promote and encourage transportation safety, and implement parking, traffic and congestion solutions throughout the Island and on the U.S. 80 route Tybee Island prides itself on its tight-knit and neighborly community. Many residents name the feeling of connection and camaraderie with their other Island neighbors one of their favorite parts of living on Tybee. Fostering that sense of connection will continue to be critical, and can be enhanced by livability improvements that enhance quality of life on the Island through housing, transportation, and cultural initiatives. 35 - Page 176 -Item #15. 5 Embrace intergovernmental cooperation to create better outcomes for all • Work with all partners, including tourism organizations, nonprofits, governments, agencies and citizen groups, to promote and achieve Tybee Island’s vision. • Support non-profit organizations that enhance the quality of life, economy and culture of the Island • Continue to participate in and promote regional efforts to develop solutions for issues affecting Tybee, the region and the State • Promote and preserve Tybee’s unique identity within the regional context of Coastal Georgia Tybee Island is a small community with an outside impact, and the city acknowledges that when people work together, outcomes are better for everyone. As a coastal community, Tybee shares concerns and priorities with dozens of other cities and localities in its region. Working together with its neighboring cities in Chatham County, relevant state, local and regional agencies, non-profit and citizen organizations and other groups will only multiply the benefits for Tybee Island and for its partners. 36 - Page 177 -Item #15. 3.3 Quality Community Objectives DCA’s Vision: Every Georgia community offers a quality of life where people and businesses can grow and prosper. This section is used as a guide to determine the status of the City in addressing Quality Community Objectives and which objectives the City will seek to accomplish with future planning efforts and developments. 1. Economic Prosperity Encourage development or expansion of businesses and industries suitable for the community. Tybee Island acknowledges that its tourism-based economy is the main driver behind the continued viability and development of the city, while also presenting challenges to adequate service provision in peak times. Tybee Island seeks to promote continued economic development through encouragement of new businesses that cater to residents and visitors. The continued work of the Main Street/Development Authority program has accelerated business promotion and development on the Island over the last several years and continues to develop new initiatives. 2. Resource Management Promote efficient use of natural resources and identify and protect environmentally sensitive areas. Tybee Island, in many ways, is defined by its relationship to natural resources, including the ocean, marshlands, beach and dune system, and utility considerations like drinking water and waste management. The city is proactive in regards to resource management and should continue its record of success and planning. Tybee Island requires permits for construction that may affect vulnerable natural systems, such as coastal marshland and the dune system, and follows water conservation protocols. Additionally, work program plans and projects continue to address ongoing upgrades and maintenance to the water and wastewater systems. 3. Local Preparedness Identify and put in place prerequisites for the type of future the community seeks to achieve. Tybee Island is regionally recognized as a leader in disaster preparedness and recovery planning, with the implementation of the Sea Level Rise Adaptation Plan and ongoing cooperation with county, state, federal and regional organizations for pre-disaster mitigation planning. The city continues to invest in resilience infrastructure, such as storm shutters and improvements to the sewer system, and businesses and residents with any federally-backed loan are required to have flood insurance. 4. Efficient Land Use Maximize use of existing infrastructure by encouraging redevelopment, designing new development to minimize the amount of land consumed, and carefully planning expansion of public infrastructure. Through the ongoing planning process, Tybee Island continues to update development regulations to promote the efficient use of land. This is particularly important on Tybee Island, which has a comparatively small amount of buildable land, much of which is surrounded by sensitive natural features. The city has encouraged mixed uses to improve efficiency and density in certain areas, including most recently allowing residential space above commercial uses. 37 - Page 178 -Item #15. 6. Regional Cooperation Cooperate with neighboring jurisdictions to address shared needs by actively participating in regional organizations. The city continues to work with regional and state partners on many projects, from disaster preparedness and resilience to tourism promotion to the expanding linkages of trail networks, such as the ongoing linkage of the Marsh Hen Trail to the McQueen’s Island trail. The city has identified further priorities for cooperation through working with other agencies and organizations to pursue new funding opportunities for projects. 7. Housing Options Promote an adequate range of safe, affordable, inclusive, and efficient housing in the community. Housing continues to be one of the key challenges for Tybee Island residents. Housing on Tybee Island is safe and high-quality across the board, but is increasingly expensive and is undergoing shifts in tenure as the short-term rental market expands. The city has attempted to implement regulatory changes, such as the allowance of residential space above commercial space in some areas. The city should continue to explore innovative options for addressing the cost of housing, as a key priority identified by citizens. 8. Transportation Options Address the transportation needs, challenges, and opportunities of all community residents. Tybee Island has a compact network of local roads anchored by the spine of U.S. 80. The city continues to invest in transportation options that balance the need for visitors to arrive and experience the island (almost invariably by car), with the needs of residents for safe, low-traffic streets and the ability to get around the island on foot, bike or by golf cart or similar electric vehicle. The city continues to implement improvements to the bike and pedestrian network, including continued work on off-road trails to support safe and efficient travel options for all people. 9. Educational Opportunities Make educational and training opportunities readily available to all community residents to improve their job skills, adapt to technological advances, manage their finances, or pursue life ambitions. Tybee Island features one school on the island itself, the chartered Tybee Island Maritime Academy, for elementary-age students. The Island is served as part of the Savannah-Chatham County Public School System, which buses students to and from the Island. The Island is also close to several private schools and seven area colleges and universities. The library also provides adult education services. Residents continue to indicate a desire for more educational opportunities across the age range, and the city should continue to explore options for promoting such ventures. 10. Community Health Ensure community residents, regardless of age, ability, or income, have access to critical goods and services, safe and clean neighborhoods, and excellent work opportunities. 5. Sense of Place Protect and enhance the community’s unique qualities that are important to defining the community’s character. Tybee Island has a rich history with an already-strong sense of place, sustained by its pristine natural features, small size and thoughtful regulation of development. The city enforces its key height limit to maintain a unique visual identity among peer beachfront communities, and the city takes care to recognize and protect its historic areas, including historic batteries and neighborhoods. Additional steps to strengthen historic preservation are a continued discussion among residents and city leaders. 38 - Page 179 -Item #15. Tybee Island continues to work to create a healthy, active and engaged community. Continued investments to parks and open spaces, such as the renovation of Jaycee Park, will provide increased benefits to residents for recreation and exercise. Cultural programs through the Tybee Arts Association, the Tybee Post Theater and other venues provide additional enrichment and community fellowship. Though residents expressed some concern regarding the lack of medical professionals on the island itself, the area is served by three nearby hospitals and the Chatham County Health Department. 39 - Page 180 -Item #15. 3.4 Supplemental Plans The Tybee Island Carrying Capacity Study The Carrying Capacity Study was completed in 2016, and provides a detailed report on current infrastructure and service use, and projected use over time through a build-out scenario. The study continues to be referenced during ongoing planning and decision-making for the city. The Tybee Island Tourism Study The Tourism Study was completed in May, 2015 by the Armstrong Center for Regional Analysis in cooperation with the Armstrong Public Service Center. The purpose of the study was to analyze the different elements of the tourism economy. The total annual visitation was estimated in conjunction with the economic impacts of the tourists. In addition, a survey was administered to visitors to obtain information regarding economic behavior to better understand the behavior of visitors to the Island. The Regional Plan of Coastal Georgia The Regional Plan includes a vision for how the regional coast of Georgia can develop policies and projects that ensure a high quality of life for all residents over the next 25 years. This plan includes topics of regional importance such as infrastructure, intrinsic resources, regional growth management issues, economic development, preservation of agricultural lands, communities for a lifetime and a proposed topic of importance to include resilient communities. The Tybee Island Sea Level Rise Adaptation Plan The Tybee Island Sea Level Rise Adaptation Plan was completed in partnership with the NOAA Sea Grant and the Georgia Department of natural Resources Coastal Resources Commission. The plan provides a process to identify and evaluation potential adaptation actions to mitigate issues resulting from sea level rise. The plan includes five focus areas of infrastructure, access and connectivity, coastal dynamics, image and character, and management and stewardship. The 2018 Tybee Island Economic Development Strategic Plan The Economic Development Strategic plan identifies key priorities for economic development in the City, and includes observations and recommendations for further action. It consisted of a leadership survey and brainstorming retreat, as well as the creation of a formal work program and program direction for the Main Street program. The CORE-MPO Metropolitan Plan The Coastal Regional Metropolitan Planning Organization (CORE MPO) Regional planning partners worked together to create a Metropolitan Transportation Plan (MTP) that identifies projects and funding sources to help create a transportation system that is safe, efficient, and equitable for everyone. The MTP is a comprehensive “blueprint” for $1.8 billion in transportation projects and services aimed at meeting mobility needs through the next 25+ years. Mobility 2045 was adopted by the Metropolitan Planning Organization on August 7th, 2019. 40 - Page 181 -Item #15. The Chatham County Pre-Disaster Mitigation Plan The purpose of the Chatham County Multi-Jurisdictional Pre-Disaster Hazard Mitigation Plan is to identify, assess, and mitigate hazard risk to better protect the people and property within Chatham County from the effects of natural and human-caused hazards. This plan documents progress on existing hazard mitigation planning efforts, updates the previous plan to reflect current conditions in the planning area including relevant hazards and vulnerabilities, increases public education and awareness about the plan and planning process, maintains grant eligibility for participating jurisdictions, maintains compliance with state and federal requirements for local hazard mitigation plans, and identifies and outlines strategies the County and participating jurisdictions will use to decrease vulnerability and increase resiliency. The Tybee Island Beach Management Plan The City of Tybee Island Beach Management Plan provides standard operating procedures for management of Tybee’s beaches, including the identification of management and maintenance responsibilities, as well as recommendations of specific duties for stakeholders and government officials. The plan is the official policy of the City of Tybee Island and provides long term planning for beach best management practices. Service Delivery Strategy for Chatham County, Georgia The Chatham County Joint Service Delivery Strategy was developed by the Chatham County-Savannah Metropolitan Planning Commission and covered all local governments within Chatham County, including the City of Tybee Island. This Service Delivery Strategy was adopted August, 2016. The City will continue to work with the MPC and other local governments in the development of the required update. Bike + Walk Coastal Georgia The Coastal Regional Commission of Georgia (CRC), with the support of communities and advocates throughout the coastal region of Georgia, has led the development of this plan. The purpose of the plan, called Bike + Walk Coastal Georgia, is to guide short and long term land use and transportation planning decisions for a safer, more accessible region for people on bike and foot. The central goal of this plan is to set a clear path for Coastal Georgia to develop a connected network of walking and biking routes within its communities and regional destinations. Coastal Georgia Character Design Guidelines This document applies primarily to design elements and improvements that influence the public realm. They are general guidelines for reference, not standards or prescriptions. They include general recommendations for things like vegetation, streetscape design, sidewalk design, lighting, signage, fencing and monuments. 41 - Page 182 -Item #15. 4 LAND USE 4.1 Zoning 4.2 Character Areas 42- Page 183 -Item #15. 4.1 Zoning Zoning is one of a city’s most powerful regulatory tools. A city’s zoning ordinance regulates what different areas of land can be used for, where buildings may be built and to what size, as well as the type and character of both residential and retail buildings and the areas for conservation and recreation. The Tybee Island zon- ing code includes 12 categories, listed in the chart below, for reference. The zoning map following this chart shows the current boundaries for these zones within the city limits. The city continues to review and revise both the zoning ordinance itself and the zoning map as situations arise. Zoning Category Uses M-D: Maritime "Boat launching facilities; bait shops; retail sale of boating provisions; aquaculture projects; assembly hall/ club/lounge; boat building/repair; commercial charter/ sightseeing; commercial fishing/crabbing; government buildings; marina; recreational activities; passenger cruise lines; private/community docks; public utility structures; wholesale/retail seafood sales/warehouses; seated restaurant; watercraft rentals; " N-M: Neighborhood Marina Commercial land uses involving pleasure and commercial watercraft, including boat launching facilities; bait shops; retail sale of boating provisions. Uses permitted after special review: Lounges/package shops; restaurants; watercraft/equipment rental; watercraft sales/dry dock storage; wholesale/retail seafood sales; machine repair shops P-C: Parks/Conservation Parks-public, playgrounds; ball fields and/or sports arenas, picnic facilities, public schools, public libraries, public parking and municipal buildings/structures, other public uses as approved by the governing body of the city E-C: Environmental Conservation Growing of gardens; Piers, docks, and wharfs. PUD: Planned Unit Development The existing planned unit development districts, at the time of the adoption of the ordinance from which this section is derived, shall remain. No further planned unit development district shall be created R-1: Single-Family Residential "Single Family dwellings, non-habitable accessory buildings; public utility structures; home business offices; public community buildings, libraries, recreation centers and museums. Uses permitted after special review: bed and breakfast, residential; primary/secondary schools; nursing homes; public parks/neighborhood playgrounds; churches; general education, including kindergarten and day nurseries; guest cottages; home occupations " R-1-B: Single Family Residential (B)Uses permitted in R-1 with additional density 43- Page 184 -Item #15. R-2: One and Two-Family Residential Uses permitted in R-1 and two family dwellings. Uses permitted after special review include those identified in R-1. R-T: Residential Tourist Uses permitted in R-2. Uses permitted after special review: apartment houses and condominiums exceeding two units; bed and breakfast inns; theater facilities or houses that are historical in nature C-1: Beach Business Apartments, condominiums, townhouses, guest cottages, hotels, motels, time shares, tourist homes, bed and breakfast inns; plus single-family, two-family, three-family, and four-family dwellings; Apothecary shops; Gift shops; Barbershops, beauty shops; Finance, investment and insurance offices; Florist shops; Restaurants, concession stands; Commercial amusements, including amusement parks and other commercial games and sports; Retail stores; Public structures. Uses permitted after special review: lounges and package shops, dwellings or structures rented for special events C-2: Highway Business Service stations, restaurants, drive-thru restaurants, gift shops, motels, grocery stores, tourist homes, bed and breakfast inns, parks, playgrounds and recreation facilities, professional and business offices, retail stores, marinas, seafood warehouses, retail and wholesale. Uses permitted after special review: lounges and package shops, dwellings or structures rented for special events, miniature golf courses, uses permissible in R-2 C-1/SE: Zoning South End Business Overlay All commercial and multi-family residential uses are permissible NG: Neighborhood Grocery Store Grocery store and parking; single family residences R-1: NEC: North End Cultural Over- lay "Municipal/public safety; cultural/educational/historical facilities; parks/open space; picnic grounds/barbecue pits/ cooking facilities; shelters/observation decks/platforms/pa- vilions/storage sheds/patios/restrooms; pedestrian and bicy- cle walkways/trails; jogging trails; publicly owned facilities operated under lease or agreement with city " R-1/NEP: North End Parks and Pub- lic Overlay "Municipal/public safety; public campgrounds; parks/open space; shelters/observation decks/platforms/pavilions/stor- age sheds/patios/restrooms; pedestrian and bicycle walk- ways/trails; jogging trails; tennis courts; swimming pools " 44- Page 185 -Item #15. 45- Page 186 -Item #15. 4.2 Character Areas The Character Area Map, along with the character area narratives that follow, lay out a vision, specific goals, appropriate land uses, and implementation strategies for Tybee Island’s unique sub-areas, districts, and neighborhoods. The idea behind character maps is that people do not experience their city in terms of land use codes or zoning categories; instead, different neighborhoods exhibit different characters depending on the unique mix of those land uses and forms. While the character area map does not have regulatory power such as a zoning map does, it can help inform decision making and civic discussion. There are 11 character areas in total. Interpretation of the Character Area Map is provided in the supporting text to be considered along with the City’s zoning, future land use map, and other local policies when decision-makers consider land development questions or requests. The supporting text provides written description of the patterns of development that the City will seek to preserve or encourage in each area. Tybee Island Character Areas • Back River • Beaches • The Strand/Beachfront Neighborhood • Coastal Marshlands • Commercial Gateway • Fort Screven Historic Neighborhood • Inland Cottage Neighborhood • Marshfront Neighborhood • North Beach/Maritime District • South End Neighborhood • Historic Downtown District 46- Page 187 -Item #15. 80 80 80 Tybee Island, Georgia Character Areas Savannah Area GIS, Esri, HERE Produced in 2021 by the Coastal Regional Commission GIS Department (CRC GIS). All information portrayed in this product is for reference use only. Therefore, CRC GIS will not be held liable for improper use of the data provided herein. The data and related graphics are not legal documents and should not be utilized in such a manner. The information contained herein is considered dynamic and will change over time. It is the responsibility of the user to use the products appropriately. Z:\ags_resources\01_FY2021\GIS\Chatham\CompPlan\Tybee4/21/2021 10:55 AM 0 ½1¼Miles Back River Beaches Coastal Marshlands Commercial Gateway Fort Screven Historic Neighborhood Historic Downtown Inland Cottage Neighborhood Marshfront Neighborhood North Beach/Maritime District South End Neighborhood The Strand 47- Page 188 -Item #15. Back River The Back River character area is a distinct neighborhood just northwest of the South End and Downtown areas. It features cottages with waterfront lots, facing Tybee Creek and the Back River Beach. The area is included as the Back River Historic District in the National Register of Historic Places. Wax myrtles, live oaks, sandy alleys and a narrow residential street favored by bicyclists complete the landscape. There are low- impact neighborhood commercial uses in this area as well, but the feel is largely scenic and residential. Description Strategies Current Zoning in this Area R-2- One and Two-Family Residential N-M - Neighborhood Marina • The boat ramp, marina and fishing pier are essential elements of the neighborhood and should be preserved. • Work with DNR to limit docks that impede public passage along the beach. • Encourage safer pedestrian mobility. • Continue to encourage usage of the Bike Route that passes through the area • Monitor speed of automobile travel and direct enforcement measures if necessary • Preserve historic structures whenever possible • Provide appropriate incentives for historic restoration projects as feasible • Preserve the scenic value of the area through producing landscaping guidelines and updating the tree ordinance • Enforce local ordinances related to noise and parking. • Preserve and enhance public access to beaches and waterways. • Implement recommendations of the Beach management Plan. • Continue to address and mitigate potential damages from flooding 48- Page 189 -Item #15. Beaches Tybee’s landmark beaches form a key character area that covers the protective dune system and the environmentally economically essential beachfront. The Beaches character area covers the unique feel of Tybee’s beaches as pristine natural areas with lower impact residential and commercial uses than some comparable beachfront communities. While zoning uses intersect with the Beaches area, it is largely undeveloped and natural, and its beauty draws families and residents time and again to walk its shores. Description Strategies Current Zoning in this Area C-1 - Beach Business R-1- Single-Family Residential R-1-B - Single-Family Residential (with additional density) R-2- One and Two-Family Residential R-T- Residential Tourist • Continue to expand and strengthen the dune system in accordance with the Beach Management Plan. • Consider impacts of beach maintenance activities on the north beach area. • Educate the public and city employees on how to reduce the impact of their activities on the beach and dune system. • Develop strategies to address litter and toxic materials, such as plastics and cigarette butts, on the beach and maintain clean beaches. • Property, both public and private, should be managed to preserve a healthy beach and dune system. • Prohibit any development on the beach or dune system. • Encourage preservation of the buffer between development and the beach/dune system through development regulations. • Utilize dune crossing boardwalks to provide education on the beach/dune system, local flora and fauna, and natural resources protection. • Support projects enhancing wildlife habitats. • Promote the area as a recreation area and tourist destination. • Preserve the green space adjacent to beaches and dunes. • Maintain beach access dune crossing with the least amount of impact to the dune system • Investigate a plan to reinstall some portion of the Strand boardwalk along the beachfront adjacent to the pavilion. 49- Page 190 -Item #15. The Strand/Beachfront Neighborhood The Strand/Beachfront Neighborhood is an historic character area that is exclusively residential and borders much of the eastern edge of the Island alongside the beach, and begins east of Butler Avenue. It is characterized by a series of wide streets interspersed with lanes and alleys, all leading toward the beach. Each is fronted by a mix of home types, including multifamily, single family and duplex, with on-street parking and older trees. Notably, there is limited street connectivity within the area; to travel through, one must return to Butler or walk on the beach. Part of the Strand is designated the Strand Cottages Historic District by the National Register of Historic Places for its key role in the development of late 19th-century coastal resort planning. Description Strategies Current Zoning in this Area R-2 - One and Two-Family Residential • Historic structures should be preserved whenever possible • The unique features inherent to the Strand Cottages historic district should be preserved • Enhance the pedestrian environment where feasible. • Enhance the Butler Ave border of the area to facilitate comfortable walking between streets • Preserve old growth trees and scenic views • Preserve and maintain public beach access and enhance when necessary. • Do not allow intrusion of commercial uses. • Preserve the low-density and residential character of the area. 50- Page 191 -Item #15. Coastal Marshlands The Coastal Marshlands character area encompasses environmentally sensitive undeveloped natural land not suitable for development. The marshlands buffer against flooding and erosion and provide marine/wildlife habitat as well as natural recreational opportunities. Protecting the marshland is critical for continued disaster resilience on the Island, as well as for their role in keeping the critical oceanfront ecosystem healthy. The zoning is exclusively E-C. Description Strategies Current Zoning in this Area E-C - Environmental Conservation • Ensure that City maintenance and landscaping activities, including the application of landscaping chemicals, do not adversely affect the marsh. • Property should be maintained in a natural state. • Restrict development and encroachment into this area. • Promote the use of conservation easements to protect marshland in private ownership • Support the use of these areas for shellfish aquaculture as appropriate. • Promote areas as eco-tourism and low impact recreation destinations. • Work with area partners, including institutional and academic partners, to study changes and implement policies to enhance or protect the marshland • Encourage oyster reef restoration through established programs. • Continue to enforce the City’s Marsh Buffer Ordinance to mitigate development impacts. • Restrict or discourage uses adjacent to this area that could contribute to water pollution. 51- Page 192 -Item #15. Commercial Gateway The Commercial Gateway Character Area is the gateway to all other character areas in the city. It is the main corridor on and off the Island, and includes a wide mix of uses that varies along its route. The mix of neighborhood commercial uses include shopping, crafts and art, restaurants, and eco-tourism, while there are rentals and homes of various sizes and types scattered throughout the area as well. It is a key area for all people on the Island, including residents and visitors. Description Strategies Current Zoning in this Area C-1 - Beach Business C-2 - Highway Business R-1- Single-Family Residential R-1-B - Single-Family Residential (with additional density) R-T - Residential Tourism R-2 - One and Two-Family Residential • Encourage commercial and mixed use development and redevelopment along the US 80 commercial corridor. • Work with GDOT to monitor traffic and infrastructure concerns along the roadway to align with Plan vision. • Discourage down-zoning within the US 80 commercial corridor. • Establish standards for a maximum percentage of residential use on a per parcel basis to encourage mixed use. • Enhance pedestrian movements with streetscape improvements, especially at key locations where crossings are likely • Support the continued development of the Tybee Island bikeway including bike lanes and multi-use trails. • Allow for an appropriate mix of retail, residential, and tourism-related uses consistent with the Plan vision. • Implement traffic calming measures and parking improvements. • Establish noise and sight buffers between commercial uses and adjacent residential areas. • Review parking requirements to ensure they are not prohibitive to future commercial development. • Consider the use of City’s unopened ROW’s to provide additional public parking. 52- Page 193 -Item #15. Fort Screven Historic Neighborhood The Fort Screven Historic District includes Officers Row and all of historic Ft. Screven, which represents significant historic, cultural and natural resources. The neighborhood is a unique area that includes many uses, including some new, larger scale development, traditional cottages, townhomes/condominiums, public uses such Jaycee Park, the Tybee Post Theater and the Community Center, historic sites, narrow streets, old- growth street trees and public parking. The area is listed on the National Register of Historic Places as the Fort Screven Historic District. Description Strategies Current Zoning in this Area R-1 - Single-Family Residential R-2 - One and Two-Family Residential R-T - Residential Tourism R1/NEC - North End Cultural Overlay District P-C - Parks/Conservation PUD - Planned Unit Development • Establish standards and guidelines for signage. • Provide additional signage and interpretation for landmarks and commercial businesses. • Continue to preserve or restore historic structures whenever possible. • Provide appropriate incentives for historic restoration projects as feasible in this area • Identify potential opportunities for adaptive reuse rather than new construction when feasible • Ensure continued preservation of old growth trees, parks, and green space. • Support an improved bicycle and pedestrian environment with connected facilities. • Consider adoption of architectural standards for historic structures. 53- Page 194 -Item #15. Inland Cottage Neighborhood The Inland Cottage neighborhood is a large character area composed of much of the area west of Butler Avenue to the Back River and Marshfront Neighborhood areas. It is most predominantly residential in character, with a mix of dwelling types. Housing includes permanent residences and rental homes of various sizing, along with multi-family. Both traditional historic cottages and large new residential homes are found here. Other uses include low density commercial and grocery, public/government buildings, including the only school in city limits, as well as park space. Description Strategies Current Zoning in this Area R-2 - One and Two-Family Residential N-G - Neighborhood Grocery P-C -Parks/Conservation • Permit only compatible uses including low density residential, public/institutional and low impact commercial. • Discourage through-traffic to protect the high population of pedestrians (and especially children) who move about the streets • Implement streetscape improvements to improve the pedestrian/bicycle environment and enhance safety and mobility. • Preserve/restore historic structures whenever possible. • Provide appropriate incentives for historic restoration projects. • Continue to address drainage issues in this area. • Develop strategies to address illegal parking on private and public property in this area. • Preserve the residential character of this neighborhood. 54- Page 195 -Item #15. Marshfront Neighborhood The Marshfront Neighborhood area is predominantly residential, with a fine mix of home type, size and scale. Small cottages exist along with larger homes and vacation rentals, along narrow roads fronted by majestic palms, live oaks and other shade trees. There are a few commercial uses in various areas, but the character is largely residential and anchored by the proximity of the coastal salt marshes, which provide beautiful scenic views as well as environmental benefits. Description Strategies Current Zoning in this Area R-1 - Single-Family Residential R-1-B - Single-Family Residential (with additional density) R-2 - One and Two-Family Residential E-C - Environmental Conservation • Permit only uses compatible with area character. • Permit only uses that will not adversely affect/impact the marsh environment. • Monitor health and range of the marsh to ensure its use as a flood abatement benefit is optimized • Continue to monitor traffic speeds and volume if occupancy/rental volume increases substantially • Enforce marsh buffer ordinance within the area. • Prioritize tree preservation to protect the scenic and habitat value of the area. • Enhance pedestrian and bicycling connections in this area to allow residents to travel safely and easily to adjacent areas 55- Page 196 -Item #15. North Beach/Maritime District The North Beach/Maritime District is a varied area that covers much of the northern end of the Island. It features a mix of uses and is less densely developed than other areas. It includes commercial, recreational, public/government uses and buildings, and a mix of residential styles and homes set on narrow streets, as well as the River’s End Campground. In addition to these developed portions, the area also includes extensive undeveloped environmentally sensitive areas with multi-use trails and public water access. Description Strategies Current Zoning in this Area R-1 - Single-Family Residential R-2 - One and Two-Family Residential R-1-B - Single-Family Residential (with additional density) R1/NEC - North End Cultural Overlay District R-T - Residential Tourism E-C - Environmental Conservation PUD - Planned Unit Development M-D - Maritime District • Establish standards and design guidelines for signage in keeping with island character. • Allow for the development of retail, restaurants and services for seasonal and year round populations • Improve the pedestrian and bicycle environment. • Discourage down-zoning and maintain commercial dock usage • Provide signage for landmarks and commercial establishments. • Preserve/restore historic structures whenever possible. • Provide appropriate incentives for historic restoration projects. • Ensure preservation of old growth trees, parks and green space. • Support continued development of bicycle infrastructure, including bike lanes and multi-use trails. • Consider the potential for additional parking within this area with transportation to other areas of the Island • Facilitate public water access where appropriate and on public property. • Explore opportunities to preserve historic battery, and public access to those batteries 56- Page 197 -Item #15. South End Neighborhood The South End character area is just south of the Downtown area, and features a growing mix of residential uses. The area is a very close to both the Back River and Downtown character areas, but has a distinct feel brought by the growing number of seasonal rental units, as well as the easy access to South End Beach and proximity to the activity in the adjacent Downtown. Highway 80 terminates shortly before the South End neighborhood boundary. Description Strategies Current Zoning in this Area R2- One and Two-Family Residential • Future development and redevelopment should be pedestrian oriented with safe connections to adjacent neighborhoods and commercial areas. • Preserve or restore historic structures whenever possible. • Monitor and enforce short-term rental regulations to limit conflict • Preserve and enhance beach access and scenic views • Monitor and encourage appropriate scaling of intensity between the Downtown commercial area and the residences • Continue implementation of improvements to enhance/ encourage pedestrian safety and mobility. • Continue to develop strategies to address illegal parking on private and public property in this area. • Preserve the residential character of the neighborhood. 57- Page 198 -Item #15. Historic Downtown The Historic Downtown District is key character area that acts at the city’s traditional “main street” and is perhaps the most outwardly “urban” feeling area in the city. It features wide sidewalks and dense commercial uses with restaurants shopping, hotels/lodging, pavilions, and public parking, as well as access to the large central pier which acts as a focus point for the beach. Single-family, multi-family, and vacation rentals form the residential uses. Description Strategies Current Zoning in this Area C-1 - Beach Business C1/SE - South End Business Overlay District R1 - Single-Family Residential • Future development and redevelopment should be pedestrian-oriented • Promote mixed densities of residential development, including upstairs residential over commercial. • Encourage mixed uses to provide for the daily needs of residents and tourists. • Uses and zoning should provide a transition from the South End neighborhood. • Add recreational uses within the area. • Beautification and façade improvement projects should be implemented to improve area aesthetics • Encourage the preservation, restoration and adaptive reuse of historic structures through incentives • Encourage development/redevelopment of existing vacant properties and under-utilized structure. • Preserve/retain buildings that can house small businesses. • Look for opportunities to ease congestion and improve traffic flow within the City’s road network. • Address trash and litter issues in this area. • Assess traffic flow and transportation issues on the narrow lanes within this district. • Discourage down-zoning within this area. • Improve the availability and accessibility of public services and amenities in this area. 58- Page 199 -Item #15. HOUSING 5 5.1 Housing Types 5.2 Occupancy 5.3 Housing Costs 5.4 Cost-Burdened Housing 5.5 Condition of Housing 5.6 Job-Housing Balance 59- Page 200 -Item #15. The housing section of the plan serves as a baseline for understanding the housing supply in Tybee Island and a framework for making future decisions. The goals of the City include providing a range of housing choices to serve all members of the Tybee community, and to promote livability, health, and economic mobility among its residents. The housing market is heavily dependent on larger economic conditions, demographic changes, and the physical location of individual dwellings. Demographic conditions can have an effect on the type of housing: families may require different housing types than single workers, for example. Tybee Island’s neighborhoods provide a range of housing types of differing densities, styles, ages and sizes, providing a rich variety of homes and lifestyles for citizens. These are further detailed in the “Character Areas” section. The high cost of housing on Tybee Island is a critical issue that will continue to influence the future of the city. The area’s desirable seaside location, proximity to Savannah, and dwindling capacity for new housing construction are just a few factors that contribute to the high housing cost. While this can be beneficial for property owners who see values rise, it can heighten inequity and depress the local job market as many workers must live in housing far from their jobs. While the housing market is largely driven by economic conditions, there are ways for local governments to influence the cost and supply of housing. Zoning codes and development regulations, quality and type of services provided (trash, recycling, water) can affect housing supply and cost, and more direct programs like incentives and credits can help to achieve city goals for things like low and moderate-income housing. Note: Figures may differ slightly between sources due to data vintage and survey methods. 60- Page 201 -Item #15. Total Housing Units: 3,441 Total Occupied Units: 1,305 Occupied units increased from 1,232 in 2015 to 1,305 in 2019. Single-family detached homes increased from 1,739 in 2015 to 2,110 in 2019 Owner-occupied units Increased from 826 in 2015 to 904 in 2019. 5.1 Housing Type In 2019, Tybee Island had a total of roughly 3,441 housing units, although only 1,305 of them were listed as occupied. The majority of housing on Tybee Island is in the form of single-family detached homes, and the percentage of single family homes increased from 2010 to 2019, from 56.7% to 61.3%. The second-most common housing type on Tybee was buildings with 50 units or more. This building type experienced a dramatic increase from 2010-2019, from 2.4% of units on the island to 8.9%. Buildings with 10 to 19 units also saw a major increase of from 2.5% of units to 6.6%. Other types saw more modest changes. Single family detached homes increased from 1,739 in 2015 to 2,110 in 2019. The number of duplexes increased by 2.6%, while buildings with 3 to 4 units decreased by 3.6%. Source: American Community Survey 2015-2019 61- Page 202 -Item #15. Category 2010 2015 2019 Total 2,983 3,341 3,441 Owner-Occupied 953 826 904 Renter Occupied 372 406 401 Vacant 1,658 2,109 2,136 5.2 Occupancy Age of Occupied Housing Most housing on Tybee Island (43%) was built between 1970 and 1990. Another 30% was built between 1990 and 2010. After 2010, the pace of construction dropped significantly during the peak of the recession before picking up again after 2014. From 2010 to 2019, there was an overall decline in owner-occupied housing, which dropped from 72% of units to 69%. Occupied rental units rose slightly over the same timeframe, from 28% to 31%. A majority of housing on the Island remains listed as vacant, and the rate has grown, from 55.6% in 2010 to 62.1% in 2019. Of the vacant housing, 38.4% was listed as for rent, 1% was listed as for sale, and the rest listed as unoccupied but not up for sale or rent. Category Number Percent Occupied Housing Units:1,305 / Built 2014 or Later 50 3.8% Built 2010 to 2013 9 0.7% Built 2000 to 2009 227 17.4% Built 1990 to 1999 171 13.1% Built 1980 to 1989 288 22.1% Built 1970 to 1979 278 21.3% Built 1960 to 1969 63 4.8% Built 1950 to 1959 78 6.0% Built 1940 to 1949 88 6.7% Built 1939 or Earlier 53 4.1% Source: American Community Survey 2015-2019 Source: American Community Survey 2015-2019 62- Page 203 -Item #15. Category 2010 2015 2019 Percent Change (2010-2019) Median Rent $1,094 $1,219 $1,208 10.4% Median Owner Costs as Percent Income (Mort- gaged) 24.6%26.1%22.6%-8.1% Median Owner Costs as Percent Income (No Mortgage) 14.8%15.2%9.0%-39.2% Median Home Value $452,700 $360,200 $503,700 11.3% 5.3 Housing Cost The median value of an owner-occupied house has risen substantially from 2010-2019. The median value of a home was $452,700 in 2010, dipped during the recession to $360,200 in 2015, and rebounded to $503,700 by 2019. There were no homes valued at less than $100,000 in 2019, and more than 90% of homes were valued at more than $300,000. Median gross rent has also increased, from $1,131 in 2010 to $1,275 in 2019. About 45% of renters paid $1,000 - $1,249 in 2019, and another 30% paid $1,500 - $1,999. For comparison, the median housing value for Chatham County as a whole in 2019 was $194,500. The median gross rent was $1,085. Source: American Community Survey 2015-2019 63- Page 204 -Item #15. In 2019, 37.5% of homeowners with mortgages were cost burdened. In 2019, 56.1% of renters were cost burdened (higher than state median). In 2019, about 4% of homeowners without a mortgage were cost burdened. 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 2010 2015 2019 Percent Cost-Burdened) Homeowners With a Mortgage Homeowners Without a Mortgage Renters 5.4 Cost Burdens The federal government defines a household as “cost burdened” is they are paying more than 30% of their net household income on housing costs, such as rent or mortgage payments. The number of cost-burdened mortgage-holders has declined slightly, dropping from 41.3% in 2010 to 37.5% in 2019. The number of cost-burdened homeowners without a mortgage dropped significantly, from nearly 30% in 2010 to 4.3% in 2019. The number of cost-burdened renters has increased, however, from 37.4% in 2010 to 56.1% in 2019. This is a higher rate of burden relative to the state of Georgia, which had a rate of about 45% in 2019. The current median household income for Tybee Island in 2019 was $80,897, and rose at a rate of more than 50% from 2010-2019. This rise in income appears to be keeping ownership burden costs in check. Renters continue to face higher cost burdens, however, likely due to a low supply of long-term rental housing. Source: American Community Survey 2015-2019 64- Page 205 -Item #15. 5.5 Housing Condition The condition of housing is critical for the wellbeing and health of residents. Poor housing quality can lead to higher costs in the long run, as well as worse health outcomes for residents and impaired childhood development. Some issues that affect housing quality are insufficient plumbing and kitchen facilities and overcrowding. Overall, Tybee is in good condition in regards to its housing condition and faces no critical issues in this regard. In 2019, fully 100% of housing units in Tybee Island had complete plumbing facilities, and 94% had complete kitchen facilities. The lower kitchen facilities percentage is likely due to the number of housing units dedicated to short term vacation rentals. Severe overcrowding is defined by the federal government as more than 1.5 people per room in a dwelling. Approximately 3.8 percent of units fit this criteria, all of which appeared from 2015-2019. Approximately 93% of housing units had fewer than 1 occupant per room. Source: American Community Survey 2015-2019 65- Page 206 -Item #15. 5.6 Job-Housing Balance The jobs-housing ratio is a measure that relates the amount of housing in a community to the amount of jobs in a community. A low ratio indicates there is more housing than work, and a high ratio indicates there are more jobs than housing units. A ratio of between 0.75 and 1.5 is generally considered a “balanced” community. An imbalance can indicate a mismatch between where people live and work, leading to longer commute times, congestion, and poor air quality. The most recent data from 2018 indicated that Tybee Island supplied 2,123 jobs and contained 3,441 housing units, giving a ratio of 0.62. However, due to the Island’s nature as a vacation destination, this may be distorted by tourist rental units. Using only occupied housing units, the ratio changes to 1.62. This indicates Tybee likely has a slight jobs-housing imbalance, though its unique nature may make this measure less valuable. 66- Page 207 -Item #15. TRANSPORTATION 5 6.1 Roads and Highways 6.2 Road Network Hierarchy 6.3 Parking 6.4 Water, Air and Rail 6.5 Alternative Transportation 67- Page 208 -Item #15. Beachwood Dr 14Th L n Vil l a g e P l 12Th Ter Car penterRd 11Th Pl 6T h A v e N a y l o r S t 7Th A v e 7Th St 6T h A v e 6Th St 80 80 80 Tybee Island, Georgia Transportation Network Savannah Area GIS, Esri, HERE Produced in 2021 by the Coastal Regional Commission GIS Department (CRC GIS). All information portrayed in this product is for reference use only. Therefore, CRC GIS will not be held liable for improper use of the data provided herein. The data andrelated graphics are not legal documents and should not be utilized in such a manner. The information contained herein is considered dynamic and will change over time. It is the responsibility of the user to use the products appropriately. Z:\ags_resources\01_FY2021\GIS\Chatham\CompPlan\Tybee4/20/2021 1:42 PM 0 ½1¼Miles Major Highway Streets Bike Trails 68- Page 209 -Item #15. 6.1 Roads and Highways U.S. Highway 80 is the single roadway that leads on and off the Island. The roadway, which is two lanes with occasional passing lanes, is under the jurisdiction of the Georgia Department of Transportation. All other roads are local and managed by the City. U.S. 80 is critical as a gateway for the tourists who drive the City’s economy and for the residents to enter and exit the island. It operates with a high level of service (Level of Service A) with no congestion most of the time, though during the peak summer and spring seasons, and especially on major holidays, traffic can experience severe delays. The roadway is vulnerable to increased flooding events that can close the route, as well as to crashes that can block traffic for extended periods of time. Improvements were recently completed to raise the road level slightly to help avoid flooding. The Bull River and Lazaretto Creek bridges are included on the route, and were in the preliminary process of a major replacement and improvement project by GDOT at the beginning of 2021. The route is also listed as a future bike route in the MPO’s long term transportation plan. As it stands, the highway does not have facilities for pedestrians or cyclists other than a shoulder. Transportation is one of the most critical components of any city. It facilitates the movement of people, but also affects the ability of goods to flow to and from the city, provide for evacuation routes during natural disas- ters, and also has a major effect on the character of the landscape and on environmental and physical health. Tybee Island’s transportation infrastructure is especially critical due to the massive fluxes in population during the on and off seasons, which can place strain on the roadway and parking networks. A transportation element is required from the Georgia Department of Community Affairs for comprehensive plans, as Tybee Island is part of the Coastal Region Metropolitan Planning Organization planning area, of which it participates through the Technical Coordinat- ing and Policy committees. 69- Page 210 -Item #15. 6.2 Roadway Hierarchy It is helpful to conceptualize a road network as a hierarchy, with different types of roads separated based on their physical characteristics, speed, and traffic volume. The CORE MPO completed a 2014 Thoroughfare Study that provided definitions for this hierarchy as a framework for cataloging improvement needs. Freeways Limited access roads, freeways or motorways, including most toll roads are at the top of the hierarchy. These roads provide largely uninterrupted travel, often using partial or full access control, and are designed for high speeds. There are no roadways fitting this description in Tybee Island. Arterials Major through roads that are expected to carry large volumes of traffic are designated as arterials. U.S. High- way 80 is the only roadway on Tybee Island that fits this criteria, and is the subject of most regional and state level planning focus. It provides an entrance to the Island from the west before curving to the south and terminating at Tybrisa Avenue. Collectors Next in the hierarchy are collector roads, which collect traffic from local roads, and distribute it to arterials. They are often fronted by auto-oriented establishments, and provide a route for travelers going somewhere else. There are no roadways fitting this description in Tybee Island. Local Roads These roads are at the bottom of the hierarchy, have the lowest speed limit, and carry low volumes of traffic. In some areas, these roads may be unpaved. All roadways in Tybee Island other than U.S. 80 fall under this description. Bridges The Bull River and Lazaretto Creek bridges make up part of Highway 80 along the entrance route to the Is- land. They were in the preliminary process of a major replacement and improvement project by GDOT at the beginning of 2021, which will add bicycle infrastructure and shoulder improvements while maintaining the automobile travel lanes to two. Signalized Intersections There are three traffic signals on Tybee Island, all of which are on U.S. 80, and are maintained by the Georgia Department of Transportation. The roadway also features flashing warning beacons for pedestrians at cross- ings along the Butler Avenue portion of the road. 70- Page 211 -Item #15. Tybee Island intensively manages its parking infrastructures and tracks usage throughout the year to determine the need for improvements. The City operated parking structures at the south and north ends of the Island and provides on-street parking in various areas, all of which are pay-to-park. The fees are enforced from 8 a.m. to 8 p.m. year-round, including weekends and holidays, and the city has invested in more staff for parking and code enforcement. Parking is in high-demand much of the time, but experiences severe peaks during the summer months, which can cause problems as drivers park illegally in residential areas. The 2016 Carrying Capacity Study indicated that city staff do not generally feel that lack of parking prevents special events from being held on the Island, and that improvements in advanced planning have helped to alleviate some congestion problems, The city offers yearly parking decals to residents. Fees can be paid at dedicated kiosks or through a dedicated mobile phone app. Tybee Island is close to major port terminals in Savannah, but the port traffic has no measurable effect on transportation to or from Tybee Island. There is no rail service on Tybee, either for passenger or freight, and there is no major trucking freight activity on the Island other than service delivery. There is no ferry service to Tybee. Such service may be reconsidered, in line with parking management, to reduce vehicle traffic on the Island. The nearest airport to Tybee Island is the Savannah-Hilton Head International Airport, which recently expanded service through routes from Southwest Airlines. 6.3 Parking 6.4 Water, Rail and Air 71- Page 212 -Item #15. Tybee Island is well-known as a biking and walking friendly city. Many citizens of Tybee Island get around the island by walking, biking, or through golf carts and small electric vehicles. Visitors are able to rent bicycles from several local outfitters and use them to travel the city as well. The City continues to work closely with CORE MPO, GDOT, and area partners on additional walking and biking infrastructure and acknowledges the importance of such projects for the convenience of visitors and residents as well as their value in helping alleviate congestion and pollution. The City has a dedicated bike route with signage through the Back River area through to the northern end of the Island, and has paved trails in Jaycee Park and Memorial Park. There is also a recreational McQueen’s Island trail that runs parallel to the Savannah River. Construction of the Marsh Hen Trail running from the East Gate beach access point to the McQueen’s Island trail is in varying stages of completion. Tybee’s government has established a “Complete Streets” policy that takes all road users into account during local transportation planning and construction projects. Flashing pedestrian “HAWK” beacons have been installed along crossings on U.S. 80 to provide safer crossing. Additional planning for pedestrian and bicycle improvements is ongoing. Transit Chatham Area Transit does not provide service to Tybee Island. The Coastal Regional Commission provides limited on-demand transit service for eligible trips. A daily shuttle service was piloted in recent years but was discontinued. 6.5 Alternative Transportation 72- Page 213 -Item #15. Current Tybee Island Bicycle Map 73- Page 214 -Item #15. COASTAL RESILIENCE 7 7.1 Natural Hazards 7.2 Vegetation and Open Water Buffers 7.3 Vulnerable Populations 74- Page 215 -Item #15. VE X AE Tybee Island, Georgia Flood Zones Savannah Area GIS, Esri, HERE Produced in 2021 by the Coastal Regional Commission GIS Department (CRC GIS). All information portrayed in this product is for reference use only. Therefore, CRC GIS will not be held liable for improper use of the data provided herein. The data and related graphics are not legal documents and should not be utilized in such a manner. The information contained herein is considered dynamic and will change over time. It is the responsibility of the user to use the products appropriately. Z:\ags_resources\01_FY2021\GIS\Chatham\CompPlan\Tybee 4/21/2021 3:09 PM 0 ½1¼Miles Flood Zone AE - 1% or greater annual flood risk VE - 1% or greater annual flood risk + storm surge risk X - Minimal flood risk Care Facility Schools Police Fire 75- Page 216 -Item #15. Beachwood Dr 14Th L n Vil l a g e P l 12Th Te r Carp e nter R d 11Th Pl 6T h A v e N a ylo r S t 7Th A v e 7Th St 6Th St 80 80 80 NOAA SLOSH Storm Surge Model 2016 Tybee Island, Georgia Storm Surge Esri, HERE 0 ½1¼Miles Critical Facilities Fire Police Schools Care Facility Storm Surge Cat 1 Cat 2 Cat 3 Produced in 2021 by the Coastal Regional Commission GIS Department (CRC GIS). All information portrayed in this product is for reference use only. Therefore, CRC GIS will not be held liable for improper use of the data provided herein. The data and related graphics are not legal documents and should not be utilized in such a manner. The information contained herein is considered dynamic and will change over time. It is the responsibility of the user to use the products appropriately. Z:\ags_resources\01_FY2021\GIS\Chatham\CompPlan\Tybee 4/20/2021 1:23 PM 76- Page 217 -Item #15. 7.1 Natural Hazards A resilient city is one that acknowledges disasters will occur and prepares to meet the disruption they cause. Resilient communities seek to prevent loss of life and property, protect the environment, and quickly bounce back from shocks to return citizens and businesses to pre-disaster functioning. Resilience is important for all cities, but it takes on a special meaning for communities on the coast, which face the full brunt of storms, flooding, sea level rise and other issues. Tybee Island, as a frontline Georgia barrier island, is no exception, and has taken pains to prepare itself as a resilient community. Tybee Island faces significant and pervasive risk from storms and from overall sea level rise. The Island’s landmark Sea Level Rise Adaptation Plan notes that the City already faces increased coastal erosion on its Atlantic beaches, tidal flooding of U.S. 80 and backup in stormwater drainage systems that causes localized “nuisance” flooding. The entire Island lies within a 100-year flood plain, and the city participates in the National Flood Insurance Program’s Community Rating System (CRS). The adoption of the Sea Level Rise Adaptation Plan helped the city move to a higher rating, providing premium discounts for residents. The Pre- Disaster Hazard Mitigation Plan for Chatham County estimates about $250 million in damage is at risk from flooding. The island has already experienced approximately 10 inches of sea-level rise since 1935, according to NOAA. The Island faces serious risk from storm surges. While the City has not experienced a recent “direct hit” from an Atlantic hurricane, serious flooding has occurred during recent storms, and there is a particular danger to low-lying areas to the south and west. More than 100 homes were flooded during recent storms, such as Hurricane Irma in 2017 . The entire Island has been designated a Special Flood Hazard Area by the Federal Emergency Management Agency, and storm surges can be as high as 15 feet above normal tidal levels. Tybee Island has made great strides in the last decade through accelerated beach and marsh renourishment pro- grams, as detailed in the adaptation plan. The problems will continue to get worse, however, as storms increase in frequency and intensity, and as sea levels continue to rise. Adjustments to U.S. 80 to avoid intermittent flooding, con- tinued beach and dune renourishment and deployment of green infrastructure, and upgrades to the city’s sewer and water systems will become more critical in upcoming years. Raising well houses above the flood plain and management/ replacement of sanitary mains are scheduled for the coming years and should be prioritized as vital needs for the Island’s resiliency in the long term. 77- Page 218 -Item #15. 7.2 Vegetation/Water Barriers 7.3 Vulnerable Populations There are several natural features that help reduce the effects of flooding. The coastal marshlands and dune system are both natural pieces of “green infrastructure” that lessen the impacts of harsh weather and flooding. The Coastal Marshlands Protection Act and Shore Protection Act both require notification and planning for projects that affect marshland or shore, beaches and dunes. Tybee Island’s Sea Level Rise Adaptation Plan provides guidance for adaptation to flooding risk, including ongoing beach renourishment and dune revegetation. The report suggests this will only become more important in the future as further deepening of the shipping channel to Savannah will likely exacerbate erosion issues. The report also suggests the creation of the three foot sea wall along the back river section of the Island to protect against persistent flooding in those areas. A key factor in examining resiliency is quantifying vulnerable populations. These populations include those residents who live in areas vulnerable to natural disasters and flooding, but also those who may have difficulty in heeding evacuation orders due to age, income, and mobility. The most vulnerable populations include children less than five years old, the elderly and frail elderly, persons living in poverty, and persons without reliable transportation that live in communities with limited public transportation. For elderly, we have identified the percentage of the population 65 and older. These groups may require extra care when facing an imminent threat or when responding to a new disaster and should be incorporated into disaster mitigation and management plans when relevant. In Tybee Island the percentage of children under age five grew from 2.2% in 2010 to 3.1% in 2019, while the percentage of persons 65 and older grew from 22.1% to 28.6% during the same period. Tybee Island has continued to update its pre-disaster mitigation plan. 78- Page 219 -Item #15. Poverty and Income Level Income can directly relate to a family’s ability to have reliable transportation, which then directly relates to a family’s ability to evacuate their home in the event of an evacuation order. Income also impinges upon a family’s ability to secure temporary lodging (hotels or motels) beyond publicly provided shelter, or to obtain replacement housing should they lose their homes due to a storm event or natural disaster. The median household income for Tybee Island in 2019 was $80,797. The per capita income was $46,205. Both are significantly higher than the state median, and both have risen over the last 10 years. Poverty levels are established by the federal government and are based upon income and family size. For Tybee Island, approximately 11% of children and 16% of working-age adults were determined to be living below the poverty line in 2019. There were no residents over 65 who were determined to be living in poverty. Means of Transportation The U. S. Census reports on the number of vehicles available to households. This is an important indicator of the percentage of the population that has reliable transportation should they need to evacuate their homes in the event of a storm or other natural disaster. In Tybee Island, 13 units (or about 1% of residents) reported not having a vehicle available in 2019. Housing Type Mobile homes have been identified as a particularly vulnerable type of housing during storm events due to their susceptibility to damage caused by high winds and flying debris. There were six mobile home units in Tybee Island as of 2019, down from 75 in 2010. 79- Page 220 -Item #15. ECONOMIC DEVELOPMENT 8 8.1 Economic Base 8.2 Unemployment Rate 8.3 Occupation 8.4 Class of Labor Force and Place of Employment 80- Page 221 -Item #15. Economic development is about more than business or growth. A strong, resilient economy is the bedrock for providing a high standard of living for residents, from high-quality jobs, access to shops and restaurants and vital services to protection of the natural environment. Economic development can be measured by looking at the workforce of Tybee Island and examining where people are working and how those jobs are expanding or contracting over time. As productivity increases in the economy, the standard of living can rise as well, as higher incomes allow citizens to purchase more goods and services and fund more city services and projects. Tybee Island’s economy is heavily tied to its status as a resort community, with many workers employed in the hospitality and services industries. Many others are involved in business and management roles in various companies, or own their own businesses. The Island’s natural beauty, unique downtown and neighborhood landscapes, historic value, and proximity to Savannah draw visitors from around the world. Tybee Island is well-prepared to take advantage of its role as a destination city, although its reliance on tourism poses risks if demand for travel falls. Additionally, service workers who support the tourism industry are often pushed out of the City due to high housing costs, which also poses a risk as some workers choose to seek employment closer to home. The 2018 Tybee Island Economic Development Strategic Plan provided a strategic work plan and recommendations for economic development actions, which includes branding campaigns and echoes concerns over housing availability. 81- Page 222 -Item #15. 8.1 Economic Base The economic base provides a snapshot of in which industries most people in Tybee Island are working. The table below shows the economic base for Tybee from 2010 to 2019. Education, healthcare, social assistance, arts and entertainment, recreation and accommodation and food services make up the largest proportions of workers. Industry 2010 2015 2019 Total Employed Civilian Population 16 Years and Over 1,599 1,355 1,487 Agriculture, Forestry, Fishing and Hunting, and Mining 0.0%0.6%0.0% Construction 10.4%3.2%4.6% Manufacturing 5.5%6.8%5.2% Wholesale Trade 3.3%1.3%2.8% Retail Trade 9.7%16.2%11.4% Transportation and Warehousing, and Utilities 2.8%4.9%6.7% Information 0.8%0.0%1.3% Finance and Insurance, and Real Estate and Rental and Leasing 16.6%6.8%13.1% Professional, Scientific, and Management, and Ad- ministrative and Waste Management Services 11.4%9.8%12.7% Educational Services, and Health Care and Social Assistance 21.5%18.7%14.4% Arts, Entertainment, and Recreation, and Accommo- dation and Food Services 12.5%22.7%20.8% Other Services, Except Public Administration 1.8%2.8%2.3% Public Administration 3.7%6.1%4.7% Source: American Community Survey 2015-2019 82- Page 223 -Item #15. Occupation 2010 2015 2019 Employed Civilian Population 16 Years and Over:1,599 1,355 1,487 Management, Business, and Financial Operations Occupations 17.3%20.1%25.5% Professional and Related Occupations 28.0%28.0%21.9% Healthcare Support Occupations 0.0%0.0%0.0% Protective Service Occupations 0.0%2.7%2.6% Food Preparation and Serving Related Occupations 6.4%14.8%19.2% Building and Grounds Cleaning and Maintenance Occupations 15.1%3.0%4.4% Personal Care and Service Occupations 0.6%0.6%0.0% Sales and Related Occupations 9.9%10.5%5.1% Office and Administrative Support Occupations 8.6%7.0%6.7% Farming, Fishing, and Forestry Occupations 0.6%0.6%0.0% Construction, Extraction, and Maintenance Occupations 11.1%6.3%4.4% Production Occupations 2.2%1.8%5.7% Transportation and Material Moving Occupations 0.0%4.7%4.6% 8.2 Unemployment 8.3 Occupation The table below shows the most common occupations for the Tybee Island workforce from 2010 to 2019. The occupations with the highest proportions of workers are management, business, and professional occupations. Food preparation and services also employ a significant number of people. The total labor force for Tybee Island was 1,529 in 2019, and has stayed relatively consistent. The unemployment rate for the city was historically low in 2010 at 0.6%, but spiked to 9.2% in 2015 during the Great Recession. By 2019, the rate had fallen to 2.7%. County-level unemployment rates showed a large spike to nearly 17% in April of 2020, due to the COVID-19 pandemic. By February of 2021, the county unemployment rate had shrunk to about 5%, lower than the national average. Source: American Community Survey 2015-2019 Source: Georgia Department of Labor 83- Page 224 -Item #15. Class of Labor Force Tybee Island Total Employed 1,487 Private Wage and Salary Workers 64.70% Government 11% Self-Employed 19.30% Private not-for-profit wage and salary 5% 64.7% Private Workers 19.3% Self-Employed 1,823 Work on Tybee but Live Off-Island 8.4 Labor Force Tybee Island’s total workforce was 1,487 people as of 2019. Most of those people worked as traditional private wage or salary workers, while about 19% were self-employed. Another 11% worked in government and 5% worked in non-profit jobs. In 2018, 86% of workers on Tybee Island lived outside the city and commuted to the Island for work. Approximately 31% of residents who were employed were employed in Tybee Island. The remaining 69% worked outside the city. Total Jobs in Tybee 2,123 Live and Work in Tybee 300 Live in Tybee, Work Elsewhere 660 Live Elsewhere, Work in Tybee 1,823 Source: American Community Survey 2015-2019 Source: American Community Survey 2015- 2019, U.S. Census OnTheMap 84- Page 225 -Item #15. BROADBAND 9 9.1 Broadband Coverage Levels 85- Page 226 -Item #15. Broadband internet service has evolved to be critically important for nearly all aspects of modern life, from business to education, healthcare, agriculture, tourism and government. The state of Georgia launched the Georgia Broadband Deployment Initiative in 2018 to identify areas of Georgia insufficiently served by broadband and to work on promotion and deployment of broadband in those areas. State goals indicate broadband internet speeds should be a minimum of 25 megabits per second (mbps) download and 3 Mbps upload, which is in line with minimum standards from the Federal Communications Commission (FCC). Communities are now required to include a broadband element within their local comprehensive plans. The purpose is “to ensure that a community adopts a strategy that demonstrates the promotion of broadband within the community.” Broadband in Georgia Roughly 90 percent of the Georgia population is considered served by the standards for Broadband. The 2020 broadband map, produced by the Georgia Department of Community Affairs, highlights a significant digital divide between rural Georgia and metropolitan regions. In total, 70% of Georgia’s unserved locations are in rural areas, and 31% of rural Georgia is unserved. As these rural areas continue to face pressures from population and job loss, a lack of quality broadband service presents yet another challenge for recruiting and retaining talented workers and businesses. Broadband on Tybee Island Tybee Island is considered fully served by broadband according to both the state of Georgia and the FCC. The Island is served by four providers at last count, with speeds meeting the 25/3 level and occasionally faster, according to the latest data released by the FCC. The Georgia Department of Community Affairs lists zero unserved members of the population within Census blocks on Tybee Island. However, the definition of acceptability of broadband speed is relative. For example, the COVID-19 pandemic highlighted the importance of high-quality, stable and fast broadband when it forced a massive cultural shift toward video-based work and education. This data-heavy usage can be taxing on slower broadband networks, even if they meet the 25/3 minimum standard. Small businesses and healthcare operations often need advanced speeds as well to function reliably or competitively. Broadband Coverage Levels 86- Page 227 -Item #15. Source: FCC Planning Considerations Tybee Island should continue to monitor internet speeds and service and continue to promote its broadband accessibility as an important benefit for residents, visitors, and businesses. It should monitor new grant and partnership funding opportunities from the state and federal governments to expand choice and speed for its citizens. The City should take its broadband infrastructure into account when planning response and mitigation procedures for natural disasters to keep disruption to a minimum during hazardous events and recovery. Additionally, the city should proactively monitor and address new advances in broadband and internet technology, including the continued development of 5G “small cell” wireless facilities. Small cells, which are wireless antennas, will help increase telecommunication companies’ network capacities and speeds. These technologies are essential to present and future technologies, such as smart cars and smart cities. The Georgia Municipal Association has created a model ordinance and permitting process for this technology, and more information is likely to come in the near future from state and federal agencies as deployment expands. 87- Page 228 -Item #15. 10 WORK PROGRAM 10.1 Short Term Work Program 10.2 Report of Accomplishments 88 - Page 229 -Item #15. Short Term Work Program 2022-2026 Project Description Year Begin Year End Responsible Party Cost Est./ Source Land Use and Development Patterns Review and update the Land Development Code in accordance with the Vision of this plan 2022 Ongoing City Staff Time/ Gen. Fund Review and Revise Zoning Ordinance as Necessary 2022 Ongoing City Staff Time/ Gen. Fund Community Preservation Develop an education packet to be distributed to visitors about activities/services/resources, as well as information regarding beach rules and protection of natural resources. Work with various agencies/rental companies on distribution. 2022 2024 City/Tourism Council $25,000/ Gen. Fund; Complete south end bathroom, changing rooms and showers 2022 2022 City $750,000/ Gen. Fund Continue to implement beautifi cation/façade improvements in the business district through a revolving loan program 2022 Ongoing City/Main Street Staff Time /$20,000/ Gen.Fund Regrade and improve park fi elds 2021 Ongoing City $270,000/ Gen. Fund Consider additional limitations on alcohol consumption in public, in designated areas 2021 2022 City Staff Time/ Gen. Fund Attract and retain law enforcement/public safety offi cials through incentives and cost of living allowances. 2022 Ongoing City Staff Time/ Gen. Fund Actively enforce existing ordinance violations for short term rentals and revise penalties as needed 2022 Ongoing City/Council Staff Time/ Gen. Fund Continue to support the Lighthouse Museum 2022 Ongoing City $25,000/ Gen. Fund Continue to support and work with the Marine Science Center 2022 Ongoing City $25,000/ Gen. Fund Continue to support the Tybee Post Th eater 2022 Ongoing City $25,000/ Gen. Fund Support continued planning and program development for the Rivers End Campground to attract off -season visitors 2022 Ongoing City $30,000/ Gen. Fund/ DNR Upgrade city IT services to secure systems from threats 2022 2023 City Staff Time/ Gen Fund Continue to maintain/replace as necessary all public works equipment 2022 Ongoing City TBD/Gen. Fund/ SPLOST Sustainability Continue implementing storm water upgrades per the Storm Water Master Plan 2021 2026 City $3,000,000/ Gen. Fund - Page 230 -Item #15. Continue replacing/rehabilitating sanitary mains throughout the city 2021 2026 City $5,565,000/ Gen. Fund Rehabilitate/Repair Water Clarifi ers 2021 2022 City $1,000,000/ Gen. Fund Complete retaining Wall from 18th to Tybrisa 2023 2024 City $150,000/ Gen. Fund Raise well houses above fl ood plain 2023 2025 City $600,000/ Gen. Fund Complete paving and Drainage project for 14th St. Lot 2023 2026 City $800,000/ Gen. Fund Develop a prioritized plan for implementing needed infrastructure improvements 2022 2024 City $50,000/ Gen. Fund/ DNR/DCA Continue funding substructure for water/sewer plant upgrades and new facilities 2022 2025 City $1,000,000/ Gen. Fund/ DNR/DCA Continue the upgrade of sewer collection system; improve effi ciency, reduce stormwater intrusion and explore the feasibility of connecting existing septic systems users to the treatment facility 2022 2025 City $100,000/ Gen. Fund/ DNR Continue implementation of shallow-well showers at beach entrances 2022 2024 City $100,000/ Gen. Fund Continue to seek funding and implement beach re- nourishment 2022 Ongoing City Staff time/ Gen. Fund/ DNR Develop strategies focusing on the retention of small businesses 2022 2024 City/Main Street $30,000/ General Fund Complete re-roofi ng of open-air pavilion at memorial park 2021 2021 City $125,000/ Gen. Fund Create policies to encourage off peak visitors 2022 2024 City/Main Street $30,000/ General Fund Work with local, state and federal agencies to develop a plan for dealing with disasters 2022 2024 City/CEMA Staff Time/ General Fund Fast track funding substructure for water/sewer plant upgrades and new facilities 2022 Ongoing Public Works $1,000,000/ Gen. Fund/ DNR/DCA Housing Complete a housing needs assessment to identify the scale of housing need for the Tybee workforce 2022 2024 City/Council $15,000/ General Fund/Grants Explore options to incentivize development of long- term rental options for young families and local workers 2022 2023 City Staff Time/ Gen/ Fund Investigate the approaches of other communities and develop incentive programs for the provision of aff ordable housing appropriate for Tybee. 2022 2023 City $30,000/ Gen. Fund - Page 231 -Item #15. Identify needed services that are lacking for year- round residents 2022 Ongoing City Staff Time/ Gen. Fund Transportation Work with the Coastal Region MPO and GDOT on planned and future improvements, including the exploration of alternative means of transportation on the Island as well as access to and from the Island 2022 Ongoing City Staff Time/ Gen. Fund Pave, Fence and Landscape Department of Public Works Yard 2021 2026 City $250,000/ Gen. Fund Explore various funding opportunities, such as grant programs and the Transportation Alternatives Program to leverage local funding for implementation 2022 Ongoing City Staff time/ Gen. Fund / CORE MPO Work with area partners to pilot a transit service from the mainland to the Island at regular intervals, paired with parking management, to decrease the burden of auto traffi c 2022 2024 City/CORE Staff Time/ Gen Fund/ CORE MPO Consider the feasability of a ferry service between the Island and the mainland, as both a travel mode and tourist amenity. 2023 2024 City/CORE Staff Time/ Gen Fund/ CORE MPO Continue to develop multi-use paths and linkages throughout the City connecting greenspace, parks, cultural, and historic resources 2022 Ongoing City Staff time/ Gen. Fund/ CORE MPO Create Marsh Hen Trail to connect the current bicylce route to the Lazaretto Bridge 2022 2023 City $717,612/ Gen. Fund, GDOT TE Grant, Other Grants Educate residents and visitors about transportation related routes and ordinances 2022 Ongoing City/GDOT $10,000/ Gen. Fund Government Cooperation Explore formal partnerships with neighboring agencies to share police/public safety resources when needed 2023 2024 City Staff Time/ Gen. Fund Develop procedures to use public engagement and meeting practices established during the COVID-19 pandemic to promote greater participation 2022 Ongoing City Staff Time/ Gen. Fund Enhance city website for ease of use and information distribution 2022 Ongoing City Staff Time/ Gen. Fund Improve information dissemination through enhancements to the City website 2022 Ongoing City Staff Time/ Gen. Fund Investigate opportunities to utilize social media and smart phone apps for information sharing 2022 Ongoing City Staff Time/ Gen. Fund Develop programs for educating visitors and residents on littering 2022 Ongoing City Staff Time/ Gen. Fund - Page 232 -Item #15. Report of Accomplishments 2016-2021 Project Description Status Details Land Use and Development Patterns Review and update the Land Development Code in accordance with the Vision of this plan In Progress Th is is a regular, ongoing activity. Enforce existing height restrictions Canceled Enforcement of existing law is a policy, not an action item. Review and revisezoning ordinance as necessary In Progress Th is is a regular, ongoing activity. Increase min sq ft for duplex and multifamily construction in R2 Canceled Lack of political support Allow upstairs residential in commercial areas when commercial is the main use Complete Revision was made to development ordinance Discourage downzoning in commercial zones Canceled Th is is a policy, not an action item. Continue development of comprehensive GIS database for the City Canceled Th is is a policy, not an action item. Community Preservation Review and assess the current historic preservation ordinance and update as needed Canceled Regular activities of the Historic Preservation Commission Explore the feasibility of establishing incentives for restoration projects Canceled Lack of political support Develop an education packet to be distributed to visitors about the available activities/services/resources, as well as information regarding protection of natural resources and beach rules, and work with various agencies/rental companies on distribution In Progress Education materials have been created and distributed. More are in development. Develop a program to buy and remove gradfathered billboards in the marsh Canceled Hurricane Matthew destroyed many billboards. Coordinate with appropriate agencies and historic preservation groups to identify funding for preservation projects Canceled Regular activities of the Historic Preservation Commission Adopt local historic district designations Canceled Lack of political support Continue the economic development planning for the business district Canceled Regular activities of the Main Street Program Consider establishing architectural standards for historic structures Canceled Found to be infeasible Protect the existing character of the island by limiting the mass, scale, density and height according to established ordinances Canceled Enforcing existing law is a policy, not an action item. Provide facilities and services needed by tourists and residents while lessening the impacts of tourism on permanent island residents Canceled Th is is a policy, not an action item. Provide showers at dune crossovers if/when the deep well treatment facility is completed Canceled Project is delayed due to ongoing litigation - Page 233 -Item #15. Incorporate the results of the carrying capacity study into regulations to ensure growth does not outpace resources and infrastructure Canceled Lack of political support Enforce existing rules through cart and beach patrols with possible surveillance video in problem areas Complete Enforcement was expanded through new Code Enforcement team Explore the feasibility of Transfer of Development Rights for the implementation of parking facilities in exchange for greenspace Canceled Found to be infeasible Continue to implement beautifi cation/façade improvements in the business district through a revolving loan program In Progress Work is ongoing with grants/loans off ered Review the Tree Ordinance and develop incentives to promote the retention of trees as opposed to removal and replacement Complete Completed in 2020. Actively enforce existing ordinance violations for short term rentals by warning for fi rst off ense and loss of license for second off ense In Progress Work is ongoing, through expansion of the Code Enforcement Team Consider annexation of McQueen's Island from Lazaretto creek Bridge to the western terminus of the Bull River Bridge Canceled Found to be infeasible Continue to support the Lighthouse Museum In Progress Th is is a regular, ongoing activity. Continue to support and work with the Marine Science Center In Progress Th is is a regular, ongoing activity. Continue to support the Tybee Post Th eater In Progress Th is is a regular, ongoing activity. Support continued planning and program development for the Rivers End Campground to attract off -season visitors In Progress Th is is an ongoing activity. Continue to maintain/replace as necessary all public works equipment In Progress Work is ongoing, Capital Improvement Plan is updated with specifi cs Develop a master plan for Memorial Park, including walking paths and shade trees Complete Master plan was developed and completed Sustainability Review results of the carrying capacity study and implement recommendations as feasible Canceled Lack of political support Work with agencies on preservation of beach and marshes Canceled Th is is a policy, not an action item Provide education for visitors on the fragile ecosystem and appropriate actions and activities Complete Information is provided by the Marine Science Center and signage. Continue water conservation eff orts and assess needed upgrades to the system Canceled Th is is a policy, not an action item. Consider an island ban on outdoor watering (sprinkling, irrigation and drip lines) Canceled Found to be infeasible Develop educational materials on water conservation techniques for visitors and residents Canceled Lack of resources Fast track funding substructure for water/sewer plant upgrades and new facilities In Progress Substructure funding is ongoing Continue to implement the NPDES Phase 1 MS4 Permit SWMP Canceled Th is is already legally required. Complete a peer review of other island communities and the various approaches for conserving and managing water resources Canceled May be adapted into other plan documents - Page 234 -Item #15. Continue to monitor drainage issues in dunes Canceled Th is was determined to be inappropriate. Continue to update dune crossovers Complete Updates have been completed, are ongoing Continue the upgrade of sewer collection system; improve effi ciency, reduce stormwater intrusion and explore the feasibility of connecting existing septic systems users to the treatment facility In Progress Sewer maintenance is a perpetual activity. Continue to seek funding and implement beach re-nourishment In Progress Next beach re- nourishment planned for 2026. Develop strategies focusing on the retention of small businesses In Progress Th is is an ongoing activity by the Main Street program. Continue to provide for the use of native plants/xeriscape through the development of landscaping guidelines Canceled Canceleddue to time and resource constraints Provide incentives and assistance to encourage new businesses to locate on Tybee Canceled Regular activities of the Main Street Program Create policies to encourage off peak visitors In Progress Th is project is ongoing by the Main Street program. Encourage small conventions to locate on the island during off -season Canceled Found to be infeasible Develop a prioritized plan for implementing needed infrastructure improvements In Progress Work is ongoing, CIP has updated specifi cs Develop and adopt a Catastrophic Disaster Rebuild Plan for the Island Canceled Lack of resources If deep well tests are successful, construct water treatment facility for deep well water Canceled Project is delayed due to ongoing litigation Develop ordinance changes to encourage non-FEMA compliant homes to be lift ed to become FEMA compliant Canceled No notable ordinance changes, but grant funding has improved some homes Work with local, state and federal agencies to develop a plan for dealing with disasters In Progress Ongoing disaster mitigation plan updates and trainings are occurring Housing Encourage a variety of housing types with a range of costs Canceled Th is is a policy, not an action item Investigate the approaches of other communities and develop incentive programs for the provision of aff ordable housing appropriate for Tybee In progress Peer review of communities is ongoing Allow for multi-use upstairs rentals in commercial areas that provide aff ordable year-round housing Complete Completed in 2018 Investigate the feasibility of a rent subsidy program so critical city personnel (police, fi re, etc.) can live on the Island Canceled Found to be infeasible Review and assess the number of short-term rental properties and impacts on adjacent properties Complete Management is ongoing Require licensing for vacation rentals and minimize adverse impacts on Island residents, including a review of parking, noise, and numbers of tenants Complete Ordinance was implemented - Page 235 -Item #15. Investigate the need to provide services and facilities for an older, retired population Canceled Th is is not handled by the city. Identify needed services that are lacking for year-round residents In Progress Th is is ongoing by the Main Street program. Transportation Work with the Coastal Region MPO and GDOT on planned and future improvements, including the exploration of alternative means of transportation on the Island as well as access to and from the Island In Progress Th e city regularly coordinates with GDOT and the MPO. Document issues/events to substantiate funding requests Canceled Th is is a policy, not an action item. Establish active subcommittee of infrastructure committee to investigate funding opportunities for projects Complete Committee was established In coordination with GDOT, explore opportunities for round-abouts at intersections, including US 80/McKenzie, US 80/Estill Hammock Rd, and Butler/Tybrisa Complete Butler/Tybrisa was discussed Explore various funding opportunities, such as grant programs and the Transportation Alternatives Program to leverage local funding for implementation In Progress Th e City regularly pursues grant funding for transportation improvements. Continue to develop multi-use paths and linkages throughout the City connecting grenspace, parks, cultural, and historic resources In Progress Th is is an ongoing activity. Identify areas in need of pedestrian facilities or in need of upgrading existing pedestrian facilities and strategies to address the identifi ed needs Complete Areas of need identifi ed, but no further action taken Support the ongoing beautifi cation/landscaping of Highway 80 Complete Completed in 2019 Educate residents and visitors about transportation related routes and ordinances In Progress Education initiatives are continuously developed Identify appropriate areas and types of additional parking facilities, specifi cally in the North Beach area Complete Additional parking was completed in this area Explore the opportunity for a parking garage in coordination with Chatham County Canceled Found to be infeasible Explore opportunities to incorporate mix of uses with potential additional parking Canceled Found to be infeasible Consider the development of an additional parking lot in C-2 on city owned easement Canceled Found to be infeasible Lessen parking requirements for new businesses to encourage commercial use of C-2 properties Complete Requirements were lessened Provide discounted parking decals for businesses for employees who do not live on Tybee Complete Transferable parking tag system in place Develop a parking fee structure that maximizes income opportunities based on peak season and times. Complete Parking fees and payment structures were adjusted Coordinate with local offi cials and agencies to provide assistance with seasonal traffi c and to alleviate traffi c impacts, especially on residential streets and particularly during events Complete Traffi c plan was created and implemented for events Create Marsh Hen Trail to connect the current bicycle route to the Lazaretto Bridge Trail Postponed Funding shift s delayed project, but completion is still planned. Government Cooperation Improve information dissemination through enhancements to the City website In Progress Website updates and info distribution ongoing- Page 236 -Item #15. Investigate opportunities to utilize social media and smart phone apps for information sharing In Progress Social media and apps are used for information sharing Identify issues with trash removal and work to address those issues Complete Trash issues were addressed during the last contract negotiation Assess current enforcement practices and identify areas of needed improvement Complete A code enforcement division was created. Utilize a broad spectrum of information dissemination, including traditional hard copy (mailers, newsletters) as well as technology based (website, social media) methods to reach all members of the community Complete A Public Information Offi cer position has been created. A revamp of the website is planned. Coordinate with CEMA, Chatham County, and other local regional planning agencies to implement Tybee’s Hurrican Disaster Management Plan Canceled Th is is a policy, not an action item. Continue to work with Chatham County and Savannah economic development agencies Canceled Th is is already required by law. Continue to participate in regional transportation eff orts Canceled Th is is a policy, not an action item. Develop programs for educating visitors and residents on littering In Progress Litter control signage, programing and education is ongoing Provide brightly painted trash cans on the beach between crossovers and explore the opportunity for trash can sponsorships Complete Trash cans were provided. Sponsorships were found to be infeasible. Develop programs to reduce the amount of trash generated Complete Recycling program established Assess number of staff needed and identify any shortfalls Complete A code enforcement team was created. Identify areas where additional permanent public restrooms may be feasible Complete South End Bathroom project completed Provide portable restrooms at public beach crossovers in the summer Complete Restrooms are now provided Develop and implement informational signage for visitors regarding amenities and their locations Complete Beach signage updated to be more readable in 2017 - Page 237 -Item #15. Appendix Public Engagement Documentation 97 - Page 238 -Item #15. - Page 239 -Item #15. Sign-In Sheets for Public Meetings 99 - Page 240 -Item #15. 100 - Page 241 -Item #15. 101 - Page 242 -Item #15. 102 - Page 243 -Item #15. Zoom Meetings: March 23 Zoom Meetings: May 18th 103 - Page 244 -Item #15. Social Media Posts 104 - Page 245 -Item #15. 105 - Page 246 -Item #15. 106 - Page 247 -Item #15. 107 - Page 248 -Item #15. File Attachments for Item: 16. Approval 2021-752, Tybee Strand Promenade Restrooms, Basin Company - Page 249 -Item #16. - Page 250 -Item #16. - Page 251 -Item #16. - Page 252 -Item #16. - Page 253 -Item #16. - Page 254 -Item #16. - Page 255 -Item #16. - Page 256 -Item #16. - Page 257 -Item #16. - Page 258 -Item #16. - Page 259 -Item #16. - Page 260 -Item #16. - Page 261 -Item #16. - Page 262 -Item #16. - Page 263 -Item #16. - Page 264 -Item #16. - Page 265 -Item #16. - Page 266 -Item #16. - Page 267 -Item #16. - Page 268 -Item #16. File Attachments for Item: 17. Budget Amendments Transfer $45,000 from the FY21 General Fund surplus to the Capital Fund Transfer $15,685 from the IT Department to the HR Department to fund unemployment charges - Page 269 -Item #17. - Page 270 -Item #17. - Page 271 -Item #17. - Page 272 -Item #17. File Attachments for Item: 18. Award ITB 2021-763: Lighthouse Area Sewer - Phase 2. Budget, $1,400,000, Capital Improvement Program FY 2022 - Page 273 -Item #18. - Page 274 -Item #18. - Page 275 -Item #18. - Page 276 -Item #18. - Page 277 -Item #18. - Page 278 -Item #18. - Page 279 -Item #18. - Page 280 -Item #18. - Page 281 -Item #18. - Page 282 -Item #18. - Page 283 -Item #18. - Page 284 -Item #18. - Page 285 -Item #18. - Page 286 -Item #18. - Page 287 -Item #18. - Page 288 -Item #18. - Page 289 -Item #18. - Page 290 -Item #18. - Page 291 -Item #18. - Page 292 -Item #18. - Page 293 -Item #18. - Page 294 -Item #18. - Page 295 -Item #18. - Page 296 -Item #18. - Page 297 -Item #18. - Page 298 -Item #18. - Page 299 -Item #18. - Page 300 -Item #18. - Page 301 -Item #18. - Page 302 -Item #18. - Page 303 -Item #18. - Page 304 -Item #18. - Page 305 -Item #18. c:\windows\temp\tmpa399.tmp City of Tybee Island Memorandum To: City of Tybee Island City Council Members From: Pete Gulbronson, City Engineer/Director of Infrastructure Date: December 1, 2021 Re: Award of ITB 2021-763: Lighthouse Area Sewer – Phase 2 Background The purpose of this project was to replace the failing sanitary sewer in the lighthouse area. The new sewer will be installed within City right of ways. A small portion of sewer will be installed through existing properties, in which case, necessary easements will be acquired. The existing sewer that runs through backyards will be abandoned in place. The City advertised for bids and bids were opened on November 30, 2021 at 2:00 P.M. Overview The City received two (2) bids and both of the two (2) bids were considered responsive. The bids were opened and read aloud and the apparent low bidder was Savannah River Utilities Co. Summary Funding for this project was in the FY 2022 Capital Improvement Program under Account Number 505-00-11-7300. This Account Number had a budget of $1,400,000 for replacement of sanitary sewer mains. Recommended Next Steps: I would recommend awarding the bid to Savannah River Utilities Co. in the amount of $813,290.00. - Page 306 -Item #18. Item Description Quantity Units Unit Price Total Unit Price Total 1 Mobilization/Demobilization 1 LS 50,000.00$ 50,000.00$ 110,000.00$ 110,000.00$ 2 Clearing 1 LS 5,000.00$ 5,000.00$ 30,000.00$ 30,000.00$ 3 Grassing 1 LS 5,000.00$ 5,000.00$ 8,000.00$ 8,000.00$ 4 Erosion, Sedimentation, and Pollution Control 1 LS 10,000.00$ 10,000.00$ 30,000.00$ 30,000.00$ 5 Traffic Control 1 LS 10,000.00$ 10,000.00$ 30,000.00$ 30,000.00$ 80,000.00$ 208,000.00$ 6 4" PVC Sewer Lateral ASTM D3034, SDR 26 67 LF 40.00$ 2,680.00$ 100.00$ 6,700.00$ 7 6" PVC Sewer Lateral ASTM D3034, SDR 26 163 LF 30.00$ 4,890.00$ 100.00$ 16,300.00$ 8 8" PVC Gravity Sewer ASTM D3034, SDR 26 (8'-10' Deep) 88 LF 50.00$ 4,400.00$ 200.00$ 17,600.00$ 9 12" PVC Gravity Sewer ASTM D3034, SDR 26 (8'-10' Deep) 296 LF 80.00$ 23,680.00$ 200.00$ 59,200.00$ 10 12" PVC Gravity Sewer ASTM D3034, SDR 26 (10'-12' Deep) 383 LF 80.00$ 30,640.00$ 200.00$ 76,600.00$ 11 12" PVC Gravity Sewer ASTM D3034, SDR 26 (12'-14' Deep) 131 LF 80.00$ 10,480.00$ 200.00$ 26,200.00$ 12 Fittings 150 LBS 50.00$ 7,500.00$ 20.00$ 3,000.00$ 13 4" Dia. Cleanout 12 EA 400.00$ 4,800.00$ 450.00$ 5,400.00$ 14 6" Dia. Cleanout 4 EA 500.00$ 2,000.00$ 450.00$ 1,800.00$ 15 4' Dia. Manhole (8'-10' Deep)3 EA 8,000.00$ 24,000.00$ 6,000.00$ 18,000.00$ 16 4' Dia. Manhole (10'-12' Deep)2 EA 10,000.00$ 20,000.00$ 7,000.00$ 14,000.00$ 17 4' Dia. Manhole (12'-14' Deep)1 EA 15,000.00$ 15,000.00$ 8,000.00$ 8,000.00$ 18 Connect Existing 4" Sewer Lateral to Proposed 12" Dia. Sewer Main Upon Completion of Sewer Installation.5 EA $ 600.00 $ 3,000.00 $ 800.00 $ 4,000.00 19 Connect Existing 6" Sewer Lateral to Proposed 12" Dia. Sewer Main Upon Completion of Sewer Installation.3 EA 800.00$ 2,400.00$ 800.00$ 2,400.00$ 20 Cut and Plug Existing 4" Sewer Lateral. Connect Existing 4" Sewer Lateral to Proposed 6" Sewer Lateral Upon Completion of Sewer Installation 2 EA 1,000.00$ 2,000.00$ 800.00$ 1,600.00$ 21 Remove Existing 12" D.I.R.J. Cap and Connect Proposed 12" Dia. Sewer to Existing 12" Dia. Sewer 1 EA 4,500.00$ 4,500.00$ 2,000.00$ 2,000.00$ 22 Abandon Existing 4" Sewer Lateral 231 LF 15.00$ 3,465.00$ 30.00$ 6,930.00$ 23 Abandon Existing 6" Sewer Lateral 159 LF 15.00$ 2,385.00$ 35.00$ 5,565.00$ 24 Abandon Existing 8" Sewer Lateral 29 LF 50.00$ 1,450.00$ 40.00$ 1,160.00$ 25 Abandon Exsiting 8" Gravity Sewer 697 LF 20.00$ 13,940.00$ 40.00$ 27,880.00$ 26 Abandon Existing 10" Gravity Sewer 13 LF 50.00$ 650.00$ 100.00$ 1,300.00$ 27 Remove Existing Manhole 6 EA 1,500.00$ 9,000.00$ 2,500.00$ 15,000.00$ 28 Remove and Replace Asphalt Pavement 1,078 SY 125.00$ 134,750.00$ 130.00$ 140,140.00$ 29 Remove and Replace Concrete Driveway 4 SY 200.00$ 800.00$ 300.00$ 1,200.00$ 30 Remove and Replace Concrete Sidewalk 18 SY 100.00$ 1,800.00$ 300.00$ 5,400.00$ 330,210.00$ 467,375.00$ 31 12" PVC Gravity Sewer ASTM D3034, SDR 26 (6'-8' Deep) 93 LF 80.00$ 7,440.00$ 250.00$ 23,250.00$ 32 12" PVC Gravity Sewer ASTM D3034, SDR 26 (8'-10' Deep) 388 LF 80.00$ 31,040.00$ 250.00$ 97,000.00$ 33 4" Dia. Cleanout 7 EA 500.00$ 3,500.00$ 450.00$ 3,150.00$ 34 4' Dia. Manhole (6'-8' Deep)1 EA 10,000.00$ 10,000.00$ 6,000.00$ 6,000.00$ 35 4' Dia. Manhole (8'-10' Deep)2 EA 12,000.00$ 24,000.00$ 7,000.00$ 14,000.00$ 36 Connect Exisitng 4" Sewer Lateral to Proposed 12" Dia. Sewer Main Upon Completion of Sewer Installation 7 EA 600.00$ 4,200.00$ 800.00$ 5,600.00$ 37 Conncet Existing 6" Sewer Lateral to Proposed 12" Dia. Sewer Main Upon completion of Sewer Installation 1 EA 1,000.00$ 1,000.00$ 800.00$ 800.00$ 38 Connect Existing 6" Sewer Lateral to Proposed Manhole Upon Completion of Sewer Installation 1 EA 2,500.00$ 2,500.00$ 1,000.00$ 1,000.00$ 39 Abandon Existing 8" Gravity Sewer 561 LF 20.00$ 11,220.00$ 40.00$ 22,440.00$ 40 Remove Exisitng Manhole 1 EA 2,000.00$ 2,000.00$ 2,500.00$ 2,500.00$ 41 Remove and Replace Asphalt Pavement 670 SY 125.00$ 83,750.00$ 70.00$ 46,900.00$ 42 Remove and Replace Concrete Driveway 2 SY 200.00$ 400.00$ 500.00$ 1,000.00$ 43 Remove and Replace Concrete Wall 20 LF 100.00$ 2,000.00$ 1,000.00$ 20,000.00$ 183,050.00$ 243,640.00$ MOBLIZATION/DEMOBILZATION, CLEARING, GRASSING, EROSION CONTROL, AND TRAFFIC CONTROL DIVISION I DIVISION II FOR PREPARED BY ABSTRACT OF BIDS TYBEE LIGHTHOUSE AREA SEWER PHASE 2 Sub-Total, DIVISION I THOMAS & HUTTON Sub-Total, MOBIZATION/DEMOBIZATION, CLEARING, EROSION CONTROL, AND TRAFFIC CONTROL SAVANNAH RIVERS UTILITES CO. Sub-Total, DIVISION II L&L UTILITES, INC. Page 1 of 2 - Page 307 -Item #18. Item Description Quantity Units Unit Price Total Unit Price Total SAVANNAH RIVERS UTILITES CO. L&L UTILITES, INC. 44 10" PVC Gravity Sewer ASTM D3034, SDR 26 (6'-8' Deep) 249 LF 70.00$ 17,430.00$ 250.00$ 62,250.00$ 45 10" PVC Gravity Sewer ASTM D3034, SDR 26 (8'-10' Deep) 325 LF 70.00$ 22,750.00$ 250.00$ 81,250.00$ 46 10" PVC Gravity Sewer ASTM D3034, SDR 26 (10'-12' Deep) 25 LF 70.00$ 1,750.00$ 250.00$ 6,250.00$ 47 4" Dia. Cleanout 15 EA 500.00$ 7,500.00$ 450.00$ 6,750.00$ 48 4" Dia. Manhole (6'-8' Deep)1 EA 10,000.00$ 10,000.00$ 7,000.00$ 7,000.00$ 49 4' Dia. Manhole (8'-10' Deep)2 EA 12,000.00$ 24,000.00$ 7,000.00$ 14,000.00$ 50 4' Dia. Manhole (10'-12' Deep)1 EA 15,000.00$ 15,000.00$ 8,000.00$ 8,000.00$ 51 Connect Existiing 4" Sewer Lateral to Proposed 10" Dia. Sewer Main Upon Completion of Sewer Installation 15 EA 500.00$ 7,500.00$ 800.00$ 12,000.00$ 52 Temporary Wastewater Flow Bypass Pumping 1 LS 15,000.00$ 15,000.00$ 30,000.00$ 30,000.00$ 53 Abandon Existing 8" Gravity Sewer 580 LF 20.00$ 11,600.00$ 40.00$ 23,200.00$ 54 Remove and Replace Asphalt Pavement 700 SY 125.00$ 87,500.00$ 120.00$ 84,000.00$ 220,030.00$ 334,700.00$ 1 Predly Hybrid PVC Manhole (6'-8' Deep) 2 EA 15,000.00$ 30,000.00$ -$ 2 Predly Hybrid PVC Manhole (8'-10' Deep) 7 EA 15,000.00$ 105,000.00$ -$ 3 Predly Hybrid PVC Manhole (10'-12' Deep) 3 EA 20,000.00$ 60,000.00$ -$ 4 Predly Hybrid PVC Manhole (12'-14' Deep) 1 EA 25,000.00$ 25,000.00$ -$ 5 Abandon Existing 4" Sewer Lateral and Fill with Flowable Fill 231 LF 10.00$ 2,310.00$ 56.00$ 12,936.00$ 6 Abandon Exisitng 6" Sewer Lateral and Fill with Flowable Fill 159 LF 10.00$ 1,590.00$ 60.00$ 9,540.00$ 7 Abandon Existing 8" Sewer Lateral and Fill with Flowable Fill 29 LF 30.00$ 870.00$ 120.00$ 3,480.00$ 8 Abandon Existing 8" Gravity Sewer and Fill with Flowable Fill 1,838 LF 10.00$ 18,380.00$ 60.00$ 110,280.00$ 9 Abandon Existing 10" Gravity Sewer and Fill with Flowable Fill 13 LF 40.00$ 520.00$ 220.00$ 2,860.00$ 10 Resurface Roadway 6,277 SY 20.00$ 125,540.00$ 40.00$ 251,080.00$ 813,290.00$ 1,253,715.00$ ALTERNATIVE BID ITEMS - ADD OR DEDUCT DIVISION III This is a true and correct Abstract of Bids received on November 30, 2021 at 2:00 pm. A. Christopher Stovall, GA PE #20433 Acceptance of Addendums1, 2, 3 GA Contractor's License Bid Bond All Correct Forms TOTAL PROJECT Sub-Total, DIVISION III YES UC 301293 YES YES YES Sub-Contractors List UCL 300780 YES YES Page 2 of 2 - Page 308 -Item #18. File Attachments for Item: 19. Film Fees Update - Page 309 -Item #19. SECTION 3: FEES *Fees apply per day, per area PERMIT FEE: Type of Production Daily Permit Fee TOTAL Number of Days of Production Activity (Including prep and strike) Total Permit Fee Photography $500 Corporate Video Documentary Educational TV Pilot TV Commercials Music Video $700 Feature Film TV Movie TV Series Web Series $1000 Student Project $25 Other: TBD by scope ADDITIONAL FEES: Additional Fees Feature Film, TV Movie, TV and Web Series Corporate Video, Documentary, Educational, TV Pilot and Commercials, Music Video Photography Student Project Application Review Fee *required $100 $100 $100 $25 Modification Fee (5 or more days in advance) $500 $500 $250 $100 Modification Fee (under 5 days’ notice) $1000 $750 $500 $100 City Council Meeting Required for Permit Approval $2000 $1000 $500 n/a Drone Fee $500 $250 $100 $25 Rush Fee Number of Days Prior to Production Activity Feature Film, TV Movie, TV and Web Series Corporate Video, Documentary, Educational, TV Pilot and Commercials, Music Video Photography Student Project 10 days $1000 $500 $100 $25 7 days $2500 $1000 $250 $50 5 days $5000 $2500 $500 $50 Less than 5 days $10000 $5000 $1000 $100 - Page 310 -Item #19. Beach Use Fee Cast and Crew Feature Film, TV Movie, TV and Web Series Corporate Video, Documentary, Educational, TV Pilot and Commercials, Music Video Photography Student Project Up to 20 $1000 $500 $100 $25 21 to 50 $2000 $1000 $500 $50 51 to 100 $3000 $2000 $1000 $50 100 + $5000 $3000 $1500 $100 Public Parking APPLICABLE DAY HOURLY RATE / SPACE Monday thru Thursday $ 14.00 / hour / space Friday thru Sunday $ 16.00 / hour / space hourly rates per space will be doubled without written notice and city approval 48 hours in advance - Page 311 -Item #19. File Attachments for Item: 20. Bubba Hughes: Ante Litem, Beth Atkins - Page 312 -Item #20. - Page 313 -Item #20. - Page 314 -Item #20. File Attachments for Item: 25. Shawn Gillen: Intergovernmental Agreement, TSPLOST Funds - Page 315 -Item #25. - Page 316 -Item #25. - Page 317 -Item #25. - Page 318 -Item #25. - Page 319 -Item #25. - Page 320 -Item #25. - Page 321 -Item #25. - Page 322 -Item #25. - Page 323 -Item #25. - Page 324 -Item #25. - Page 325 -Item #25. - Page 326 -Item #25. - Page 327 -Item #25. - Page 328 -Item #25. - Page 329 -Item #25. - Page 330 -Item #25. - Page 331 -Item #25. - Page 332 -Item #25. - Page 333 -Item #25. - Page 334 -Item #25. - Page 335 -Item #25. - Page 336 -Item #25. - Page 337 -Item #25. - Page 338 -Item #25. - Page 339 -Item #25. - Page 340 -Item #25. File Attachments for Item: 26. Shawn Gillen: Announcement of the appointment of Michelle Owens to Assistant City Manager. In addition, resources are being realigned in order to devote more resources to STVR and to enhance work flow. - Page 341 -Item #26. CITY OF TYBEE ISLAND, GEORGIA Organization Chart December 13, 2021 Community Development George Shaw Director Finance Jen Amerell Director Infrastructure Peter Gulbronson Director Public Safety Recreation Parking Division Pete Ryerson Supervisor Human Resources Jaime Spear Director Public Works Department Daniel Carpenter & Brent Levy Managers Water & Sewer Department Stanley Bearden Manager Police Department Robert Bryson Police Chief Fire Department Jeremy Kendrick Fire Chief Campground Department Jamey Rabun Director YMCA Out-Sourced Information Technology Todd Smith Director Citizens of Tybee Island Boards, Commissions and Committees Mayor & City Council Municipal Court Judge Steven Scheer Clerk of Council Jan LeViner City Attorney Edward M Hughes City Manager Shawn Gillen Assistant City Manager & Communication & Outreach Director Michelle Owens Director DDA/Main Street Cassidi Kendrick Police Chief STVR Coordinator Vacant Business Licenses Sharon Shaver Facilities Coordinator Robyn Rosner Receptionist Vacant Municipal Court Kim Hallstein Director - Page 342 -Item #26. File Attachments for Item: 27. PC MINUTES - NOV. 15, 2021 - Page 343 -Item #27. PLANNING COMMISSION CITY MANAGER Demery Bishop Shawn Gillen Ron Bossick Marie Gooding Susan Hill COMMUNITY DEVELOPMENT DIRECTOR Elaine T. McGruder George Shaw David McNaughton J. Whitley Reynolds CITY ATTORNEY Edward M. Hughes Planning Commission Meeting MINUTES November 15, 2021 Vice Chair Ron Bossick called the November 15, 2021 Tybee Island Planning Commission meeting to order. Commissioners present were Marie Gooding, Susan Hill, Elaine T. McGruder, David McNaughton and J. Whitley Reynolds. Chair Demery Bishop was absent. Consideration of Minutes: Vice Chair Ron Bossick asked for consideration of the October 18, 2021 meeting minutes. Susan Hill made a motion to approve. Whitley Reynolds seconded. The vote to approve was unanimous. Disclosures/Recusals: Vice Chair Ron Bossick asked if there were any Disclosures or Recusals. David McNaughton disclosed that he has contacted Chris Koncul for information in the past. Whitley Reynolds disclosed that he also use to work for Chris Koncul in the past. Old Business: Vice Chair Ron Bossick asked if there were any old business. There were none. New Business: SPECIAL REVIEW: Build Boardwalk Crossover – 708 Butler Ave. -40005 20006 – Zone R-2 – Christopher Koncul George Shaw stated this item is identical to the last application back in June of this year. It is being requested because without the crossover it is harder to market. Mr. Koncul does intend to subdivide the property. He currently does not own the property but is doing his due diligence and this is part of it. George Shaw stated staff recommends approval because a crossover is better than a path through the dunes. Elaine McGruder asked if that would be a crosswalk for all the lots. George Shaw stated yes there will be an access for all the lots. Chris Koncul who lives at 5600 Turners Rock Rd. Savannah, Ga. 31410 approached the Planning Commission and stated he would like to have a gated community with nice single family homes. David McNaughton asked Chris Koncul how you expect this to get through council this time, when they denied it the last time. Chris Koncul stated he assumed they did not want to approve it with just one house on the lot and the previous applicant had no clear plan for a subdivision. David McNaughton stated the walk to the crossover on the next street is only ten minutes. And that is not that far to have to make another crossover. Susan Hill Stated if we don’t approve this crossover there - Page 344 -Item #27. could be ten homes with families making a path through the dunes that is a breach through the dunes and we have spent the last five years filling the gaps in the dunes. Whitley Reynolds made a motion to approve. Marie Gooding seconded. The vote was Whitley Reynold, Marie Gooding and Susan Hill to approve. David McNaughton and Elaine Gooding denied. The vote was three to two motion passed to approve. Adjournment: Lisa L. Schaaf - Page 345 -Item #27.