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Planning for The Impact of Growth

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.

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Planning for The Impact of Growth

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  1. Planning for The Impact of Growth Harold M. Young Deputy Administrator Community Development Division

  2. Impact of Growth on Infrastructure Population Economic Conditions Lack of Natural Resources Community Facilities Housing Needs Land Use

  3. Impact of Population Change

  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

  5. Capital Improvements Programming (P.I.P.E.) Planning For Replacement, Rehab or New Capital Needs Identifying Financing Prioritizing & Scheduling Improvements Executing Improvements

  6. 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.

  7. 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

  8. 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

  9. Agricultural Tax vs. Industrial Developed Property Tax Revenue

  10. Using Planning & Zoning To Manage Growth Dan Vismor Jr., AICP Vismor & Associates Inc.

  11. Capital Project Sales Tax Impact On Infrastructure J. William Clark County Administrator

  12. 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

  13. 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

  14. “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.

  15. 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 • 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

  16. 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)

  17. 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.

  18. 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

  19. Orangeburg County Infrastructure Earl Whalen Deputy Administrator Public Works Division

  20. 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

  21. Public Works Operations Are Capital Intensive by Nature

  22. Heavy Construction Continuesto Escalate

  23. Environmental Protection Soil & Erosion Control Storm water Management Wetlands Conservation Easements

  24. Orangeburg County Water & SewerInfrastructure Overview John E. McLauchlin Jr. Orangeburg County Development Commission County Engineer

  25. Lake Marion Water Treatment Plant

  26. 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

  27. 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

  28. 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

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