Transcript Slide 1

Planning for The Impact of Growth
Harold M. Young
Deputy Administrator Community Development Division
Impact of Growth on Infrastructure
 Population
 Economic Conditions
 Lack of Natural Resources
 Community Facilities
 Housing Needs
 Land Use
Impact of Population Change
Orangeburg
County
7/20/2015
April 1,1990
Census
April 1,2000
Census
Difference
Percent
change
84,804
91,582
6,778
8.0%
4
Basic Steps in Managing Growth
 Analyze existing conditions and trends
 Set vision and goals
 Develop programs and regulations to attain goals
 Keep the public and officials informed
Capital Improvements Programming
(P.I.P.E.)
 Planning For
Replacement, Rehab or
New Capital Needs
 Identifying Financing
 Prioritizing &
Scheduling
Improvements
 Executing
Improvements
Components of Local Development
Strategies
Economic development strategies are
based on the following:
•Employment
•Development Land Base
•Location Assets
•and knowledge resources
In most instances, a strategic plan will incorporate
different combinations of these approaches,
depending on local needs.
Why is Planning for Growth
Important?
 Need for Capacity (Santee,
Elloree, Bowman)
 Lack of Infrastructure
 Economic Development
Demands
 Availability of Property
For Infrastructure
 Residential Growth
Opportunities
 Need for certified sites
How Can We Pay for Future Upgrades?
 Using local, State, &
Federal Resources
(CDBG, EDA,
Enhancement)
 Partnering with private
developers
 Municipal purchase
Agreements
 Capital Project Sales Tax
 Grants
 Fees by Volume
Agricultural Tax vs. Industrial
Developed Property Tax Revenue
$330,000.00
350000
300000
250000
200000
150000
100000
$13,000.00
50000
0
Pre-Developed Tax
Revenue
Developed Property
Tax Revenue
Using Planning & Zoning To
Manage Growth
Dan Vismor Jr., AICP
Vismor & Associates Inc.
ORANGEBURG COUNTY
COMPLIANCE MATRIX AND LAND USE PLAN LEGEND
MAP DESIGNATION
GEOGRAPHIC OBJECTIVES
LAND USES IN ACCORD WITH OBJECTIVES
(Reference NAICS sector classification #)
Existing Residential
Areas
Protect the character and present use
of existing residential subdivisions and
neighborhoods.
 Existing residential uses
 Educational, recreational and religious
uses (#61,71, 81)
Developing Residential
Areas
Build future residential environs
shaped by “market driven” demands
and preferences for a variety of
housing, including single- and multifamily dwellings and manufactured
homes.
 Single-family dwellings
 Multi-family dwellings, townhouses,
apartments, duplexes, condominiums,
assisted living facilities, etc.
 Residentially designed manufactured
dwellings
 Educational, recreational and religious
uses (#61,71, 81)
Mixed Use Commercial Areas
Create and sustain viable commercial
and mixed use areas, to include
institutional
and
high
density
residential uses, capable of (1)
meeting the varied needs of the local
and regional populace, and the
traveling public, and (2) competing
successfully
in
the
regional
marketplace.
 Retail and wholesale trade, (# 42,44-45)
 Transportation and Warehousing
(#48-49)
 Information (# 51)
 Finance and Insurance (#52)
 Real estate (#53)
 Professional, Scientific and Technical
Services (# 54)
 Management of Companies (# 55)
 Administrative support and Waste
management services (# 56)
 Educational services (# 61)
 Single-family dwellings
Industrial Areas
Promote
and
accommodate
industrial development as a
means
of
improving
local
economic conditions and “quality
of life”.
 Agricultural, forestry (#11)
 Mining (#21)
 Construction (#23)
 Manufacturing uses (#31-33)
 Wholesale trade (#42)
 Transportation and Warehousing
(#48-49)
 Information (# 51)
 Finance and Insurance (#52)
 Real estate (#53)
 Professional, Scientific and Technical
Services (# 54)
 Management of Companies (# 55)
 Administrative support and Waste
management services (# 56)
 Health Care and social assistance (# 62)
 Accommodation and Food Service (#72)
 Other services (#81)
 Public administration (#92)
Convenience Service
and Transitional Areas
Provide for the development of
convenience retail stores and
personal service outlets in
proximity to residential areas;
and
facilitate
the
orderly
conversion of residential areas in
transition to other than residential
use.
 Retail (limited #44-45)
 Information (# 51)
 Finance and Insurance (#52)
 Real estate (#53)
 Educational services (# 61)
 Health Care and social assistance (# 62)
 Arts, Entertainment and Recreation (#71)
 Accommodation and Food Service (#72)
 Public administration (#92)
 Single-family and multi-family site-built
and manufactured homes
Farming and Forest
Areas
Conserve, sustain and protect
farmlands and rural environs for
future generations, and inhibit
“urban sprawl” in the process.
 Agricultural, forestry (#11)
 Mining (#21)
 Construction (#23)
 Administrative support and Waste
management services (# 56)
 Single-family dwellings
 Manufactured dwellings
Rural Communities
Recognize, border, facilitate and
service
existing
rural
communities, and channel future
rural residential and support uses
into such areas, further limiting
“urban sprawl”.
 Agricultural, forestry (#11)
 Single-family dwellings
 Manufactured dwellings
 Retail (limited #44-45)
 Information (# 51)
 Finance and Insurance (#52)
 Real estate (#53)
 Educational services (# 61)
 Health Care and social assistance (# 62)
 Arts, Entertainment and Recreation (#71)
 Accommodation and Food Service (#72)
 Public administration (#92)
Natural and Recreational
Resource Areas
Maintain the ecological integrity
of plant and animal habitats,
protect water quality and water
sheds, and provide for landbased activities that maintain
open space, provide jobs and
products for the local and
national economy and maintain
and enhance quality of life.
 Agricultural, forestry (#11)
 Single-family dwellings
 Manufactured dwellings
 Nature parks and recreation areas
Airport Areas
Protect and promote the dual
interest of airport operations and
neighboring land uses; prevent
the impairment and promote the
utility and safety of airport
facilities;
and
protect
the
character
and
stability
of
neighboring land uses impacted
by air traffic operations.
 Low density residential
 Low intensity institutional, commercial
warehousing and industrial uses
 Low-rise buildings and structures
Capital Project Sales Tax Impact On
Infrastructure
J. William Clark
County Administrator
What Is The Capital Project Sales Tax?
 Authorized by S.C. Code 4-10-300
 Proceeds must be used for capital /infrastructure
projects only
 Roads, water and wastewater, municipal buildings,
parks/recreation
 Sunsets after seven years
 Projects/budgets must be individually listed on
referendum ballot
Why Did Orangeburg County Seek
to Implement the CPST?
 Large rural county, 2nd largest geographically in SC
 Many basic infrastructure needs
 Many basic infrastructure needs
 “Distressed County”
 Modest population (approximately 90,000)
 Tax base limited, not able to support the demand for
infrastructure
 Needed a creative revenue source other than property
taxes
“Good Taxes” v. “Bad Taxes”
By comparison, the CPST is a “Good Tax” because it provides
accountability, terminates after a fixed period of time, and also collects
revenues from non-residents.
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must list specific projects and budgets on a referendum
must be approved by voters
funds are dedicated by law for the stated use, no substitutions
project activities are reviewed annually as part of the external audit
sunsets after seven years
21% of revenues come from non-residents
SC Law requires the referendum to be conducted at the time of a general
election. The next opportunity to extend the CPST will come in
November 2010.
Road Improvements
Municipal Buildings
Water/Wastewater
Flood/Stormwater
Recreational Facilities
Project Mgmt & Other
TOTAL:
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1998 CPST
$14,154,323
$ 3,867,489
$23,811,716
$ 457,182
$ 9,404,921
$ 1,452,457
$53,148,457
Combined total more than $124 million
Total General Fund of County just over $30 million
Leveraged with other state and federal funding sources
224 capital projects
Impact on quality of life
2004 CPST
$18,240,000
$ 6,956,776
$21,023,545
$ 588,128
$13,822,455
$10,457,116
$71,088,020
Project Results
•Roads: 140 miles paved (State of SC only provides funds for approx.
3 miles annually)
•Water/Wastewater: improved community health and opening of new areas for
development
•Economic Development: County/City Industrial Park with 800 new jobs, Lake
Marion Regional Water Agency, new sites for development
•Municipal Buildings: Fire substations/training facility, ISO ratings
•Recreation: Parks/recreation facilities countywide, Orangeburg
County Aquatic Center
•Positive impact on local government budgets and taxes
•Fosters cooperative planning and project activity among County and municipal
governments (2005 All-America County Award)
Impact
The Capital Projects Sales Tax is improving the quality of life
for all citizens in Orangeburg County through job creation,
community resources, and infrastructure development.
Citizens will be able to vote to extend the CPST in November
2010.
Why Must You Invest In
Infrastructure Now?
 Enhance Public Health, Safety and Welfare
 Take Advantage Of Local Economic and Physical
Growth
 Coordinate Local and Regional Services
 Deal with Problems of Poverty & Blight
 Protect Property Values
Orangeburg County
Infrastructure
Earl Whalen
Deputy Administrator Public Works Division
Evaluation Criteria
 Accessibility
•
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User Impacts
Traffic Control
Minimize Private Property Damage
Utility Conflicts
 Construction Methods
 Land Acquisition Needs
 Connection of Municipal Water & Sewer
Systems
 Agency Coordination Cost
Public Works Operations Are
Capital Intensive by Nature
Heavy Construction Continues
to Escalate
Environmental Protection
 Soil & Erosion Control
 Storm water
Management
 Wetlands
 Conservation
Easements
Orangeburg County Water & Sewer
Infrastructure Overview
John E. McLauchlin Jr.
Orangeburg County Development
Commission County Engineer
Lake Marion Water Treatment Plant
History of Lake Marion Regional Water
Agency
 Provide safe, reliable drinking water to as many as six counties and nine
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municipalities for public health as well as industrial development and
economic growth along the I-95 corridor.
Discussions began in early 1990s
Development Agreement signed in September 1999
Federal Funding Grants began in 2000
Design and Permitting completed in 2004
Plant construction began in 2004
Funding Issues delayed construction in 2005
Construction completed in 2008
Plant Start up and Commissioning in Spring 2008
Water delivery to first customer on June 2, 2008
 Lake Marion Water Plant
 Owned, operated and maintained by Santee Cooper
 Santee Cooper is responsible for daily operations,
maintaining equipment, regulatory reporting, customer
billing, facilities management
 Governed by Lake Marion Water Agency
 Funding Sources
 EPA Grants
 Agency Members / Local Match
 Federal Funding

Corps of Engineers – Project Management
Lake Marion Regional Water Authority
 Six Counties Collaboration
 Berkeley County
 Calhoun County
 Clarendon County
 Dorchester County
 Orangeburg County
 Sumter County
 12mgd Capacity
 Key to I-95 Development
GOODBYS CREEK
REGIONAL WASTEWATER
TREAMENT PLANT
 Orangeburg County is currently underway in the planning,
designing and permitting a Tertiary Wastewater Treatment
Plant (WWTP) and effluent land application system
 Due to the development of a logistics center near the Town of
Santee that is expecting to bring 6,000 new jobs to the region.
 Several new residential developments have been announced in
Santee and along the Lake Marion shoreline near the Town of
Elloree.
 The existing WWTP’s located in
the Town of Santee and in the
Town of Elloree have both nearly
reached their respective maximum
capacities.
 Orangeburg County acquired a
226-acre tract strategically located
adjacent the Matthews Industrial
Park which will accommodate the
WWTP and a portion of the land
needed for effluent land
application
 As a result of these developments, Orangeburg
County now plans to construct a WWTP having a
rated capacity of 1.5 MGD (expandable to 3.0 MGD)
with approximately 0.5 MGD committed to the Town
of Santee, 0.5 MGD committed to the Matthews
Industrial Park and 0.5 MGD committed to the Town
of Elloree/Calhoun County.
The Impact of JAFZA
Steve Eames
Executive Vice President, Operations
Jafza America’s, Inc.
JAFZA
7/20/2015
63