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The fort Stewart Growth management Partnership

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Title: The fort Stewart Growth management Partnership


1
The fort Stewart Growth management Partnership
  • A four-county regional effort to assess and
    address the growth of Fort Stewart and identify
    the impacts on local governments and solutions to
    mitigate these impacts.

2
Study Area
  • Tattnall County
  • Long County
  • Liberty County
  • Bryan County

3
The Partnerships Members
  • Bryan County
  • County Commission
  • Richmond Hill
  • Pembroke
  • Tattnall County
  • County Commission
  • Glennville
  • Reidsville
  • Long County
  • County Commission
  • Ludowici
  • Liberty County
  • County Commission
  • Allenhurst
  • Flemington
  • Gum Branch
  • Hinesville
  • Midway
  • Riceboro
  • Walthourville
  • Military
  • Ft. Stewart Garrison Cmdr
  • Ga Military Affairs Comm

4
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5
  • Assistance and funding through the Department of
    Defense Economic Adjustment Program

6
The Growth of the Fort Stewart Area
  • What do the numbers say?

7
Regional Population Historical and Projected
  • Since 1970, the region has grown from 46,800 to
    more than 136,000
  • Preliminary Projections indicate an increase to
    nearly 190,000 by 2030

Sources 1970-2000 US Census Projections http/
/www.georgiawaterplanning.org/
8
Estimated Growth without 5th Brigade Combat Team
  • These numbers estimate Fort Stewart and Hunter
    Army Airfield population growth as a result of
    programmed increases in military force structure,
    the civilian work force, and associated
    contractors.
  • Previously released population estimates for
    2013 likely included an average of nearly 2000
    transient and rotational personnel (from both the
    active and reserve component) who routinely use
    Fort Stewart or Hunter Army Airfield for training
    or schooling.
  • Fort Stewart and Hunter Army Airfield remain key
    stationing locations as our Army continues to
    change in response to evolving requirements
    worldwide.

9
Directorate of Public Works
Military Construction Trend
We have constructed 2.5 million square feet in
the last 10 years
Anne.delasierra_at_us.army.mil912.767.7864
10
Directorate of Public Works
IBCT Site
IBCT Site
Anne.delasierra_at_us.army.mil912.767.7864
11
What will the partnership actually do?
  • Study goals
  • Committee and Task Force structure
  • Stakeholder and community outreach
  • Study process
  • Resource areas and critical issues
  • BCT economic impact analysis

12
Study Goals
  • Make growth work for the region
  • Identify critical gaps in service
  • Highlight opportunities to enhance quality of
    life in the region
  • Create clear and prioritized actions
  • Provide for regional growth and future military
    missions

13
Task Force and Committee Structure
  • Partnership meetings at key milestones of the
    planning process
  • Technical Task Force meetings in preliminary
    issue identification and draft recommendations
    phases
  • Consists of local representatives from each of
    the four counties and the municipalities
  • Advisory Subcommittees focus on
  • Service providers from the private, public and
    non-profit sectors

14
Resource Areas
  • Population growth and demographics
  • Housing
  • Land use
  • Workforce and job creation
  • Transportation
  • Health care
  • Social services
  • Education
  • Child care
  • Public safety and emergency services
  • Infrastructure and utilities
  • Quality of life

15
Population Growth
  • Identifying the military growth numbers that
    drive the modeling process
  • Understanding background growth and economic
    activity in the region
  • The demographic profile of arriving personnel and
    dependents
  • The role of economic migrants in the region

16
Housing
  • Assessing current supply of housing
  • Understanding the housing preferences of incoming
    personnel, including types and price points
  • Affordability
  • Understanding residential location choices

17
Land Use
  • Uneven growth around the installation
  • Growth on periphery, along corridors and in
    previously rural areas
  • A mix of urban, suburban and rural strategies
  • Quality growth options to promote balanced
    development and encourage sense of place and
    community character
  • Compatibility with the military mission

18
Work Force and Job Creation
  • Understanding indirect employment created in the
    region as a result of population growth
  • Workforce preparedness and training opportunities
  • Spousal employment opportunities
  • Rural economic development

19
Transportation
  • Specific capacity needs
  • Installation and gate access
  • Transit and alternative mobility options
  • Transportation for rural and elderly populations
    or one-car military families

20
Health Care
  • Assessing capacity on post and in the community
    at large
  • Understanding the demand for specialized care
  • Lower rates of TRICARE acceptance
  • Need for access to quality mental health care
  • Shortage of health care professionals

21
Social Services
  • Assessing capacity of current and planned
    facilities
  • Need for general family support in the military
    community
  • Addressing other existing trends that place
    demands on the social service system, such as an
    increasing percentage of the elderly and economic
    dislocation
  • Improving coordination and community awareness of
    services

22
Education
  • Assessing the current capacity of facilities and
    resources in K-12
  • Understanding the impact of the age and
    demographic profile of incoming personnel on
    projections of school age children
  • Department of Defense support for schools in
    defense communities
  • Identifying post-secondary and distance learning
    opportunities

23
Child Care
  • Projections of school age children
  • Assessing the quality, accessibility and capacity
    of child care programs
  • Understanding the need for other after-school
    programming
  • ARMY School-Age Programs in Your Neighborhood

24
Public Safety
  • Assessing the capacity and resources of the
    current system
  • Understanding challenges of adequate response in
    rural areas
  • Upgrading and regionalizing communications
    infrastructure

25
Infrastructure
  • Identifying specific capacity needs
  • Funding for major improvements
  • Opportunities for joint delivery with the
    military or among communities
  • Understanding the relationship between
    infrastructure delivery and growth
  • Promoting more contiguous patterns of growth to
    support infrastructure efficiency

26
Quality of Life
  • Assessing the quality and quantity of amenities
    in the region
  • Identifying the priorities and values of
    residents
  • Enhancing the perception of the area as a
    military community of excellence
  • Identifying quality of life factors that can
    attract businesses and investment
  • Monitoring quality of life in the years ahead

27
Stakeholder and Community Outreach
  • One-on-one or small group interviews with key
    providers
  • Two rounds of public meetings in each county at
    preliminary issues and draft recommendations
    phases
  • Use of interactive technology to gather input on
    priorities in each area
  • Additional meetings geared to specific
    stakeholder or community groups
  • Web site and newsletters
  • City and county briefings to conclude the process

28
BCT Decision Impact Analysis
  • Economic impact on the local communities of the
    decision not to locate a new brigade at Fort
    Stewart
  • Compare previous and current growth assumptions
    to determine changes in demographics and income
    of the new personnel
  • Identify public and private entities that made
    significant and known investments in new
    facilities and programs
  • Assess future need of major investments based on
    the revised troop levels
  • Document the direct cost of major facilities and
    programs

29
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30
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