Presentation on theme: "Planning for The Impact of Growth Harold M. Young Deputy Administrator Community Development Division."— Presentation transcript:
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
6/2/20144 Impact of Population Change April 1,1990 Census April 1,2000 Census DifferencePercent change Orangeburg County 84,80491,5826,7788.0%
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
Using Planning & Zoning To Manage Growth Dan Vismor Jr., AICP Vismor & Associates Inc.
ORANGEBURG COUNTY COMPLIANCE MATRIX AND LAND USE PLAN LEGEND MAP DESIGNATIONGEOGRAPHIC OBJECTIVESLAND 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 multi- family 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 AreasCreate 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 AreasPromote 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 CommunitiesRecognize, 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 land- based 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 AreasProtect 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 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 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. 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.
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 1998 CPST2004 CPST Road Improvements$14,154,323$18,240,000 Municipal Buildings$ 3,867,489$ 6,956,776 Water/Wastewater$23,811,716$21,023,545 Flood/Stormwater$ 457,182$ 588,128 Recreational Facilities$ 9,404,921$13,822,455 Project Mgmt & Other$ 1,452,457$10,457,116 TOTAL:$53,148,457$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
Earl Whalen Deputy Administrator Public Works Division Orangeburg County Infrastructure
Evaluation Criteria Accessibility 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
John E. McLauchlin Jr. Orangeburg County Development Commission County Engineer Orangeburg County Water & Sewer Infrastructure Overview
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 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 WWTPs 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.
Steve Eames Executive Vice President, Operations Jafza Americas, Inc. The Impact of JAFZA