Planning for The Impact of Growth

Harold M. YoungDeputy Administrator Community Development Division

Impact of Growth on Infrastructure

PopulationEconomic ConditionsLack of Natural ResourcesCommunity Facilities Housing NeedsLand Use

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Impact of Population Change

April 1,1990Census

April 1,2000Census

Difference

Percent change

Orangeburg

County

84,804 91,582 6,778 8.0%

Basic Steps in Managing Growth

Analyze existing conditions and trendsSet vision and goalsDevelop programs and regulations to attain

goalsKeep the public and officials informed

Capital Improvements Programming (P.I.P.E.)

Planning For Replacement, Rehab or New Capital Needs

Identifying FinancingPrioritizing &

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 InfrastructureEconomic Development

DemandsAvailability of Property

For InfrastructureResidential Growth

OpportunitiesNeed 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

GrantsFees by Volume

$330,000.00

$13,000.00

0

50000

100000

150000

200000

250000

300000

350000

Pre-Developed TaxRevenue

Developed PropertyTax Revenue

$330,000.00

$13,000.00

0

50000

100000

150000

200000

250000

300000

350000

Pre-Developed TaxRevenue

Developed PropertyTax Revenue

Agricultural Tax vs. Industrial Developed Property Tax Revenue

Using Planning & Zoning To Manage Growth

Dan Vismor Jr., AICPVismor & Associates Inc.

ORANGEBURG COUNTYCOMPLIANCE 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 ResidentialAreas

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 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 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 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 ClarkCounty 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. 

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 CPST 2004 CPSTRoad Improvements $14,154,323$18,240,000Municipal Buildings $ 3,867,489 $ 6,956,776Water/Wastewater $23,811,716$21,023,545Flood/Stormwater $ 457,182 $ 588,128Recreational Facilities $ 9,404,921$13,822,455Project Mgmt & Other $ 1,452,457$10,457,116TOTAL: $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 WelfareTake Advantage Of Local Economic and

Physical GrowthCoordinate Local and Regional ServicesDeal with Problems of Poverty & BlightProtect Property Values

Earl WhalenDeputy Administrator Public Works Division

Orangeburg CountyInfrastructure

Evaluation Criteria

Accessibility• User Impacts• Traffic Control• Minimize Private Property Damage• Utility Conflicts

Construction Methods Land Acquisition Needs Connection of Municipal Water &

Sewer SystemsAgency Coordination Cost

Public Works Operations Are Capital Intensive by Nature

Heavy Construction Continuesto Escalate

Environmental Protection

Soil & Erosion Control

Storm water Management

WetlandsConservation

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 1999Federal Funding Grants began in 2000Design and Permitting completed in 2004Plant construction began in 2004Funding Issues delayed construction in 2005Construction completed in 2008Plant Start up and Commissioning in Spring 2008Water delivery to first customer on June 2, 2008

Lake Marion Water PlantOwned, operated and maintained by Santee

CooperSantee Cooper is responsible for daily

operations, maintaining equipment, regulatory reporting, customer billing, facilities management

Governed by Lake Marion Water AgencyFunding SourcesEPA GrantsAgency Members / Local MatchFederal 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 CapacityKey to I-95 Development

GOODBYS CREEKREGIONAL 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.

Steve EamesExecutive Vice President, Operations

Jafza America’s, Inc.

The Impact of JAFZA

JAFZA

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