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Growth Principles

 

If we agree that Auburn will grow, then we must be active in our planning to avoid the problems facing many of the older MSAs. Relying on research of the Smart Growth project and our own experience, we have developed nine principles of growth that we recommend City Council and other boards and commissions involved with growth services or issues adopt.

    1. Encourage annexation within the 2020 Growth Boundary to promote planned, non-competitive growth.

      2. Figure 3 shows the area that we believe will experience urban growth during the next two decades. We recommend that the City actively pursue annexation in these areas as they begin to urbanize so that the City will have some control over the quality of infrastructure and services within the urban area. By non-competitive, we mean that if the City provides urban services within the growth boundary, it is unlikely that other municipalities will incorporate, special districts will form, or alternative solutions, such as septic tanks, will be utilized. Auburn in 2000 contains 44.26 square miles while the study area contains 119.46 square miles.

    2. Construct infrastructure as needed to ensure orderly and efficient infrastructure systems.

      3. If we decide not to extend water and sewer lines into developing areas, we can expect rural or private systems to do so. Failure to build adequate street improvements will create traffic congestion and unsafe conditions. As Auburn grows, we must continue to plan for adequate infrastructure to handle the growth. The failure of the State of Alabama to widen the US 29/I-85 bridge is a good example of growth overtaking infrastructure. Figure 4 is a map projecting wastewater treatment and sewer line improvements that will have to be made in the next two decades to serve the growth boundary area. Figure 5 is a similar map for water system additions and Figure 6 illustrates the street and road network upgrades and additions that we foresee by 2020.

    3. Promote balanced economic growth to generate adequate resources for high quality services.

      4. Over the past two decades, Auburn experienced a great deal of quality residential growth. As mentioned earlier, many people are moving to Auburn because of the quality of life and the fine public schools. While we welcome that growth, we cannot afford to become strictly a bedroom community because of the tax structure allowed Alabama cities under State law. Alabama property taxes are very low and do not pay for the services needed to support single family residences. For example, it costs $6774 to educate one child in City Schools, of which $2362 is generated locally. Property taxes on a typical single-family home in Auburn average close to $500 so funding for other services provided by the City’s General Fund is not generated by property taxes. Therefore, we must balance residential growth with commercial and industrial development in order to have the financial resources we will need to maintain and enhance our quality of life. Sales taxes, occupational license fees, and business license fees are the primary revenue sources for General Fund services and are derived from commercial and industrial developments.

      Since 1984, the City has promoted balanced economic growth through housing, commercial, and industrial programs and projects administered by the Economic Development Department. In housing, the City’s efforts have been directed at building new homes for low to moderate-income citizens through a variety of programs, such as the Affordable Housing Program and mortgage subsidies from the Revolving Loan Fund (RLF). The RLF has also been used effectively to promote quality commercial projects that have improved the City’s tax base and brought opportunities for employment for hundreds of citizens. The City’s investment in industrial development since 1975 has produced over 3000 manufacturing jobs and nearly $244 million in capital investment. A large portion of the growth in manufacturing employment has taken place since 1994 when the Auburn Technology Park was completed.

      In order to maintain this balance, the City will have to purchase approximately 200 acres each in 2005, in 2010, and in 2017 for new industrial/technology parks. With this investment, the City will have 1,047 acres containing manufacturing companies that employ 8,671 people from East Alabama (see Figure 7). This emphasis on balanced growth will change the workforce within the City over the next twenty years. Today, Auburn University employs 25.5 percent of the City’s workforce and manufacturing represents 17.4 percent (see Figure 8). In 2020, the University will employ 14.6 percent of the City’s workforce and manufacturing will employ 29.7 percent (see Figure 9). The workforce will grow from 16,800 people to 29,261 over the next twenty years.

    4. Encourage infill development through a mixture of land uses.

      5. The City has invested millions of dollars in infrastructure that is underutilized because there are still pockets of undeveloped property potentially served by it. The City has been very active during the past two decades in encouraging infill development through our zoning and subdivision policies. In addition, the City has played an important role in building infill projects through programs such as Affordable Housing, Habitat for Humanity, various federal housing programs for low income and elderly, and park projects, such as the MLK Park and the Sam Harris Park. The City should maintain and enhance whenever the opportunity arises the policies and programs that encourage infill development.

    5. Create housing opportunities and choices for a range of household types, family sizes, and incomes.

      6. With changes in the composition of the typical American household, it is important that we recognize the need to provide various housing choices in the future. The Planning Commission and the City Council have dealt with this reality for the past sixteen years and realize the pressures that exist for variety of housing types. While NIMBY (not in my back yard) is a problem facing any serious effort to mix housing types, it will become even more important in the future to allow developers the opportunity to demonstrate that various housing types can co-exist.

    6. Create neighborhoods that encourage walking and biking.

      7. Over the past five years, the City has become more sensitive to the need for the construction of sidewalks and bikeways in the community. As a result, the City has built numerous sidewalks or scheduled them to be built during the next five years. Bikeways have been constructed or designated on many existing roadways. The Bicycle Task Force, the Planning Commission, and the City Council have agreed that sidewalks and bikeways enhance the quality of life of neighborhoods and the City in general. Policies currently in place require the construction of sidewalks in new subdivisions by developers. In addition, the City has a comprehensive plan for the building of sidewalks and bikeways on existing rights of way. By 2020, it should be very easy for all residents to move about the community using the infrastructure that is and will be developed for alternative means of transportation.

    7. Preserve open space, natural beauty, historic buildings, and critical environmental areas.

      8. Auburn is fortunate to have an abundance of open space within its present City limits and within the Growth Boundary area. Twenty-six percent of the property within the present City limits is open space that is likely to remain undeveloped. For example, Auburn University has nearly seven square miles of open space that will likely remain undeveloped. Lake Ogletree is over 1.25 square miles, Chewacla Park is one square mile, and the numerous parks of the City also provide significant permanent open space.

      Within the Growth Boundary area, timber companies have vast holdings that are unlikely to be developed over the next twenty years. There are 6.87 square miles or approximately 4400 acres owned by timber companies outside the City limits but within the Growth Boundary (see Figure 10). With the formation of the Historic Preservation Commission and the rehabilitation of both the old Post Office into the new City Hall and the Nunn Winston House, the City’s concern for historic preservation is evident. The work of citizen task forces, such as those for Greenspace and the Lake Ogletree Watershed, is important for the community to focus on environmental concerns that might threaten our quality of life.

    8. Reinvest in and strengthen existing neighborhoods and infrastructure to ensure viability as they age.

      9. Many of the neighborhoods in Auburn built in the 1950s, 1960s, and 1970s will experience problems over the next twenty years. Some of the housing may be allowed to deteriorate and the infrastructure may fail without constant attention. The City will need to maintain programs, such as housing rehabilitation and Community Development Block Grant, to keep the housing stock adequate and safe. In addition, constant evaluation of the infrastructure in older neighborhoods will be necessary to replace and upgrade aging streets, sidewalks, water and sewer lines, and storm drainage structures.

    9. Invest in downtown public improvements and encourage private investment in the redevelopment of privately owned properties in the downtown.

The City has played an active role in the downtown over the past twenty years through major projects, such as the parking deck, Wright Street parking lot, and the new City Hall and in public-private partnerships, such as the Auburn University Hotel and Conference Center, Magnolia Plaza, and the Tiger Theater renovation. The Downtown Task Force developed a list of projects and programs that will further improve the downtown over the next five or so years. Many of the recommendations have already been implemented. By maintaining an active task force, the City can continue to receive input on the needs of the downtown.

 

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