ED Strategic Plan - McCormick County, SC

Transcription

McCormick County
Development
StrategicPlan
Plan
EconomicEconomic
Development
Strategic
August
October2014
2014
boyettestrategicadvisors.com
MCCORMICK COUNTY l ECONOMIC DEVELOPMENT STRATEGIC PLAN
Table of Contents
Introduction
Page 1
Targeted Business Opportunities
Overview
Call Centers
Healthcare/Retirement Services
Manufacturing
Tourism and Hospitality
Page 2
Page
Page
Page
Page
Page
2
3
5
7
10
Strategic Recommendations
Overview
Economic Development Structure
Business Recruitment/Retention
Education/Workforce
Product Development
Public Outreach and Communication
Quality of Place
Page 13
Page
Page
Page
Page
Page
Page
Page
13
14
18
28
31
40
46
Endnotes
Page 50
PAGE 1
Introduction
Boyette Strategic Advisors (BSA) was engaged by McCormick County to develop an
Economic Development Strategic Plan to provide direction to the county in its economic
development efforts over the next five years. The plan includes the identification of four
targeted business opportunities for McCormick County to focus its recruitment efforts, as
well as strategic recommendations in six areas with action items related to each. The
targets and recommendations identified are based on extensive research as well as input
received from stakeholders in McCormick County through a community-wide visioning
session, interviews/group discussions, and two online surveys, one targeted to residents
and one to local business/industry.
Stakeholder Input
More than 400 Participants
•
Visioning Session
•
Interviews/Groups Discussions
•
Online Surveys
The most distinctive advantage and opportunity in McCormick County is the access it
offers to significant recreational assets, including Lake Thurmond; three state parks; Sumter National Forest and the Little River Blueway
Outdoor Recreation Center, which offers paddling, biking, skeet shooting, golf and camping; and Savannah Lakes Village, a recreation-based
development that offers private homes and vacation rentals on the lake near three golf courses. McCormick County also offers a significant
arts and cultural environment for a county of its size with a very active arts organization in the McCormick Arts Council at the Keturah
(MACK) and heritage tourism assets such as the Heritage Gold Mine; JJ Dorn House; Mount Caramel Historic District, Willington and others.
The county also offers an overall low cost of living and housing cost, and exceptional broadband access.
With that said, McCormick County faces a number of the issues that smaller more rural counties face such as lack of population growth,
higher median age, lower per capita income, and lower educational attainment but it also faces a prominent lack of unity among residents
and leadership. This lack of unity must be addressed before McCormick County will be able to successfully capitalize on the assets and
opportunities referenced above. McCormick County also does not have a focused effort on economic development activities. This must also
be addressed. The county has the additional challenge that approximately 46 percent of the county is publicly owned in state parks and
lands, noting that this could also be looked upon as an advantage related to the tourism sector.
This five year economic development strategy is focused on addressing these challenges and capitalizing on the assets of McCormick County
with the goal of a more unified county with a dedicated and aggressive economic development effort.
PAGE 2
Targeted Business Opportunities
Four targeted business opportunities were identified for McCormick County to focus its recruitment efforts. The selection of these targets
involved the review of the current targeted sectors of the State of South Carolina, the SC Power Team and the region, including the City of
Augusta, Georgia; the current business/industry base in the county/region, along with location quotients and projected growth rates for
such sectors; a review of sectors that are growing at the national, state, regional and local level; recent project activity in the county/region;
significant assets of the county and region; and consideration of the results of the stakeholder input process.
The four targeted business opportunities are outlined below and further defined within this plan. These are the best targets for McCormick
County to focus its efforts at this time but activity in the area will likely come from other sectors as well.
Call Centers
Healthcare/
Retirement
Services
Manufacturing
Tourism and
Hospitality
PAGE 3
Call Centers SECTOR OVERVIEW AND DEFINITION
Call centers are the essential factor in the global customer support and customer care industry. Telephone call centers are either in-house,
company operations or outsourced, contract-based operations. Major services offered by call centers include telemarketing sales, customer
care, technical support, and call answering. 1
Each year the call center industry is responsible for more than $300 billion in revenues globally. Moreover, the United States has a reported
4,200 call center companies with combined annual revenue of $17 billion.
SECTOR TRENDS
Demand for call centers is directly tied to the customer’s needs. From 2013 to 2014 consumer spending in the Untied States rose by 1.8
percent and personal income rose by 3.5 percent. 2 These key measures are strong industry indicators for call centers.
Notably, the industry is experiencing moderate growth as companies progress from solely sales oriented philosophies toward providing more
customer care services. Additionally, innovations in technology have continued to affect the operations of a call center by managing call
volume and correct routing to the most knowledgeable customer care agent. 3 Often open 24 hours a day, seven days a week, call centers
sometimes offer web-chat and email services to inbound callers.4
PAGE 4
LOCATION CONSIDERATIONS
The most important factor in the location of a call center is the ability to
provide
a
skilled,
affordable
workforce.
Telecommunications
infrastructure is also an important aspect of call center operations, and
therefore broadband service must be well established. There is also
increasing pressure in the industry to reduce cost.
The call center industry is expected to grow faster in the McCormick
Region (45 percent), which for purposes of this analysis includes the
South Carolina counties of Abbeville, Edgefield, Greenwood, McCormick
and Saluda, than the state (32.8 percent) and the U.S. (23.5 percent)
between 2014 and 2024. The McCormick Region has a location quotient
of 6.67 for this industry, indicating a significant presence of call center
operations in the region.
State
Nation
12%
10%
8%
6%
4%
2%
0%
Utility Infrastructure
West Carolina Tel provides the entire county with fiber broadband
service.
Available Buildings/Land
There is a closed Family Dollar facility in the Town of McCormick
that could potentially be retrofitted as a call center.
Quality of Place The county boasts access to several recreational assets including:
2024
2023
2022
2021
2020
2019
2018
2017
2016
2015
2014
EMSI, Class of Worker 2013.4
Skilled and Affordable Workforce
• The five county “McCormick Region” has a workforce of nearly
65,000, and also has access to a workforce of 88,000 in
nearby Augusta.
• McCormick County has a significant retirement population that
may serve as part-time workers for a call center operation.
• The McCormick County campus of Piedmont Technical College
offers associate degree programs in business and
administrative office technology.
Cost of Living
§ The overall cost of living in McCormick County is 10 percent
lower than the U.S. and three percent lower than South
Carolina. § The average annual earnings in McCormick County for the call
center industry are approximately $32,000 compared to the
nation at more than $41,000. Call Center Regional Growth
McCormick Region
McCormick County Assets
•
•
•
•
Lake Thurmond
Sumter National Forest
Three state parks
Savannah Lakes Village & Golf Club
PAGE 5
Healthcare/Retirement Services
SECTOR OVERVIEW AND DEFINITION
Healthcare services is a broad industry that incudes the delivery of health and social services at hospitals, doctors' offices, nursing
homes/assisted living facilities, outpatient surgery centers and other facilities. 5
One segment of the healthcare services industry is retirement services, which refers to companies offering long-term skilled nursing care
and social services both in residential facilities and patient homes. Home health care services companies provide health and personal care
services to patient in their homes. 6 Assisted living centers are targeted to patients who need less intensive care than what would be
provided in a traditional nursing home. Patients can take advantage of onsite amenities including rehabilitation, personal care,
transportation and wellness and social services. 7 Continuing care communities offer a range of services from independent living with no
medical supervision to extensive nursing care. As a patient’s
needs change they will move to a different area of the same
McCormick County Population by Age
facility. 8
12,000
SECTOR TRENDS The healthcare sector is seeing an increased need for
specialized services ranging from Alzheimer’s to obesity
care.9
It is projected that between 2014 and 2018 the
number of Americans over the age of 65 will increase by 36
percent to 65 million. 10 It is projected that the output of
healthcare in the U.S. will increase by five percent between
2015 and 2025. 11 First quarter revenue for 2014 for
healthcare and social services increased 2.9 percent
compared to the previous year. 12
10,000
80 years and older
8,000
60 to 79 years
6,000
40 to 59 years
20 to 39 years
4,000
Under 20 years
2,000
0
2001
2005
2009
2013
2017
PAGE 6
LOCATION CONSIDERATIONS Companies in the retirement services sector seek areas with a demand for
their services, which typically means an aging population. An available,
affordable workforce is another requirement, as well as workforce training
programs.
Available healthcare, low cost of living and recreational
amenities are also location considerations.
Between 2014 and 2024, the healthcare services industry is expected to
grow by 27.2 percent in the McCormick Region, which for purposes of this
analysis includes the South Carolina counties of Abbeville, Edgefield,
Greenwood, McCormick and Saluda. The industry is projected to grow by
29.6 percent in the State of South Carolina and 23.5 percent at the
national level during the same time period. The McCormick Region has a
location quotient of .96 for this industry, indicating an opportunity for
future growth.
Projected Employment in Healthcare
McCormick Region
State
Available, Affordable Workforce
§ Piedmont Technical College, 25 miles from McCormick County, offers
several healthcare programs including Medical Assistant, Associate’s
degree in Nursing, Patient Care Technician, Occupational Therapist
Assistant and Practical Nursing.
§ There is also a McCormick County Campus of Piedmont Technical
College that could potentially offer additional healthcare programs in
the future.
§ Employment in healthcare is projected to increase by more than 27
percent in McCormick and surrounding counties over the next 10
years.
Available Healthcare
§ Savannah Lakes Medical Center is a nearly 8,000 square foot facility,
which offers X-rays, laboratory services and rehabilitation services.1
§ Georgia Regents Medical Center, located less than one hour from
McCormick County in Augusta, provides comprehensive healthcare
services for children and adults with a 478-bed medical center,
more than 80 outpatient clinics, Level I regional trauma center and
154-bed children’s hospital.
Nation
6%
5%
4%
3%
2%
Quality of Place The county boasts access to several recreational assets including:
1%
0%
2014
Demand for Services
§ The median age in McCormick County is 51.2 years, which is
significantly higher than South Carolina (38.4) and the U.S. (37.6).
§ The total population in McCormick County is projected to remain
steady, while the population ages 60 to 70 are projected to increase.
2016
2018
2020
2022
2024
EMSI, Class of Worker 2013.4
•
•
•
•
Lake Thurmond
Three state parks
Savannah Lakes Village & Golf Club, home to a significant population of
retirees
PAGE 7
Manufacturing
The manufacturing sector encompasses a broad spectrum of the U.S. economy. 13 The global
manufacturing industry generates more than $10 trillion in annual revenue, with the United States
representing more than half of the world’s manufacturing annual revenue of nearly $5.8 trillion.
Manufacturing in the United States is driven by technology improvements. 14
Sector Focus Opportunities
• Advanced Textiles
• Agribusiness
• Recreational Manufacturing
Advanced textiles manufacturing is the process of taking high performing fibers and fabrics along
with composite nonwovens and laminates to create superior quality products used in a wide-range of company products in the aerospace,
automotive and the defense industries. These products often have unique properties and applications. The NAICS codes that pertain to
this industry include Fiber, Yarn and Thread Mills (313110), Broadwoven Fabric Mills (313210) and Narrow Fabric Mills (313220). 15
Agribusiness is a significant contributor to the national and state economy. A sector that includes crop production, animal products and the
management of timber resources, agribusiness is a $420 billion industry in the United States and represents more than two million
companies. 16 Three significant niche opportunities in agribusiness include specialty food products, biomass and value-added agriculture.
Biomass, the process of converting plant material and animal waste to fuel, contributed 14 billion gallons of ethanol to U.S. market place
causing a decrease in foreign oil purchase by nearly 485 million barrels. Foreign oil imports are projected to drop by 36 percent by 2035. 17
Recreational manufacturing may include production of sporting goods and equipment such as golf clubs, tennis rackets, mountain and road
bikes, kayaks, canoes, fishing boats and other similar products. It may also include the manufacturing of motor homes, travel trailers,
camping trailers, as well as camping equipment. The recreation industry as a whole employees 6.1 million people and the United States
spends $646 billion on recreational activities annually.18
SECTOR TRENDS
Globalization and more efficient international logistics networks have expanded the U.S. manufacturing base by increasing the flow of raw
materials and finished goods to underdeveloped markets. 19 In 2013, the United States experienced as many jobs reshored, or brought
back to the U.S., as outsourced to other countries. 20
PAGE 8
The advanced textiles manufacturing sector is experiencing significant
growth from reshoring, particularly related to military applications and new
fiber developments. The Pentagon, which has an interest in highperformance clothing, is only allowed to purchase uniforms from U.S.
manufacturers. 21 Industry experts project that as many as 200,000 garment
manufacturing jobs could return to the U.S. in the next 10 years. 22
Agribusiness growth hinges on the consumer price index and the cost of fuel.
The consumer price index rose in 2014 by 2.3 percent compared to 2013.
Additionally, technology efficiencies and agritourism, which involves any
agriculturally based operation or activity that brings visitors to a farm or
ranch, have added in the promotion and awareness of goods sold. 23
Additionally, organic farming has grown to a $30 billion industry.
Recreational manufacturing is jointly tied to the growth of outdoor recreation
nationally. Outdoor recreation has a $1.6 trillion impact to the Unites States
and is expected to continuing growing at a compounded rate of 5 percent. 24
LOCATION CONSIDERATIONS
The important factors for locating a manufacturing facility include the ability
to provide a skilled affordable workforce, providing a suitable site with
available infrastructure for development, transportation infrastructure and
overall cost. The McCormick Region, which for purposes of this analysis
includes the South Carolina counties of Abbeville, Edgefield, Greenwood,
McCormick and Saluda, has a location quotient of 2.5 for this industry,
indicating a significant presence of manufacturing operations in the region
and opportunity for future growth.
Skilled Workforce
• The five county “McCormick Region” has a workforce of
nearly 65,000, and also has access to a workforce of
approximately 88,000 in nearby Augusta.
• Piedmont Technical College can offer programs to support
manufacturing operations locating in the county such as
Engineering Technology, Industrial Technologies, Machine
Tool Technologies, Advanced Manufacturing and Welding.
Available Buildings/Land
§ The Hamilton Branch Industrial Site offers 50 available
acres and is located on Highway 28.
§ The Wilkie Site, a 50-acre site in Plum Branch, offers
potential rail access and utility infrastructure.
Transportation Access
§ Highway access in McCormick County includes US 378, US
221, and US 25, and I-20 and I-85 are both within 50 miles.
§ The Augusta Regional Airport is located approximately 50
miles away, and the Columbia Metropolitan Airport is 72
miles from the county.
§ Rail access is provided by CSX.
Cost of Living/Business
§ The overall cost of living in McCormick County is 10 percent
lower than the U.S. and three percent lower than South
Carolina. § The average annual earnings in McCormick County for this
industry are $54,871, compared to the nation at $76,407.
Related specifically to the advanced textiles subsector, Nonwoven Fabric Mills
are projected to experience job growth of 163 percent in the McCormick
County Region from 2014 to 2019, and job growth in Narrow Fabric Mills is projected to increase by 146 percent in the same period.
PAGE 9
Related to the recreational manufacturing subsector, McCormick County is home to
numerous recreational opportunities including Lake Thurmond, Sumter National
Forest, three state parks, Savannah Lakes Village & Golf Club and many more.
Based on this presence and the focus on growing Recreational Tourism in the
county, the attraction of recreational manufacturers who produce the fishing
boats, canoes, bikes, zip lines, golf clubs and other similar equipment to support
this sector is an obvious fit.
Related specifically to the agribusiness subsector, McCormick County has more
than 30,000 acres of farmland in production that is responsible for more than $5
million of products sold. This commitment to agriculture is significant for the
agribusiness subsector.
McCormick County Land in Farms, 2012 by Land Use Cropland 12% Other Uses 4% Pastureland 23% Woodland 61% Census of Agriculture, 2012
PAGE 10
Tourism and Hospitality
Tourism may be defined as travel for recreational, leisure, family or business purposes, usually of a
limited duration. 25 The hospitality industry, which is part of the service industry, is diverse and
includes lodging, RV parks, campgrounds, restaurants, event planning, theme parks, transportation,
cruise lines, recreational facilities and additional fields within the tourism industry. 26 Jobs in the
tourism and hospitality sector involve planning, managing, and providing lodging, food, recreation,
travel and tourism services, and related planning and support services. 27 Three of the primary
subsectors in the tourism and hospitality sector, food services, air travel and accommodations,
account for more than 50 percent of total output. 28
Sector Focus Opportunities
•
•
•
•
Recreational Tourism
Heritage Tourism
Agritourism
Resort Hotel and Conference
Center
Specific niche opportunities within the tourism sector include recreational tourism, heritage tourism and agritourism, and specifically related
to hospitality, the development of a resort hotel and conference center. Recreational tourism offers activities for travelers, usually outdoors.
More specifically, recreational tourism may be defined as leisure activity that takes place in an unusual, remote, or wilderness destination
and tends to be associated with high levels of involvement and activity by the participants, most of it outdoors. 29
Heritage tourism is focused on historical sites and re-enactments of events or portraying day-to-day activities of a specific time period. The
National Trust specifically defines it for Historic Preservation as: “Traveling to experience the places, artifacts and activities that authentically
represent the stories and people of the past.” 30
Agritourism includes demonstrations and other entertainment in an agricultural setting. Agritourism may be more specifically defined as the
practice of touring agricultural areas to see farms and often to participate in farm activities. 31
The U.S. hotel, motel, and resort industry consists of approximately 40,000 companies that operate an estimated 50,000 properties with
combined annual revenue of $150 billion (not including casino hotels and resorts). 32 A resort hotel and convention or conference center
can significantly improve a community from an economic perspective. With the significant economic impact of such development, there has
been an increase in public-private partnerships in terms of hotels and other development surrounding convention centers. 33
Tourism continues to be an increasingly attractive alternative for improving the economies of small cities and towns as people travel more
today than ever before. Tourism activity also impacts the number of retailers and hotels located in a community. 34
PAGE 11
SECTOR TRENDS
The U.S. travel and tourism industry generated nearly $1.5 trillion in economic output in
2012 supporting 7.8 million jobs, and accounting for 7 percent of all U.S. exports. 35 The
tourism and hospitality industry mostly depends on the availability of leisure time and
disposable income. Tourism spending on traveler accommodations, in the U.S., an
indicator of hotel and motel revenues, increased 6.5 percent in the first quarter of 2014
compared to the same period in 2013. 36
Communities often use heritage tourism
to
provide
funding
for
historic
McCormick County Heritage Tourism
37
preservation.
Studies have shown
Attractions
heritage tourists spend more money while
Bordeaux Hall
traveling than other tourists. 38
Dorn Mill and Gin
Guillebeau House
Heritage Gold Mine
J.J. Dorn House
Mount Caramel ARP Church
Mount Caramel Presbyterian Church
Old 96 District
Price’s Mille
Willington on the Way
McCormick County Recreational
Tourism Attractions
Lake Thurmond
Savannah Lakes Village
The
Little River
Recreation Area
Blueway
Outdoor
Three State Parks: Hickory Knob, Baker
Creek and Hamilton Branch
Some farmers have found an alternative
revenue source by utilizing farmland as a
tourist attraction. This transition allows
farmers to maintain their land without relying solely on crop production.
39
PAGE 12
LOCATION CONSIDERATIONS Companies in the tourism and hospitality sector seeking new locations
consider demand for services, which typically focuses on the number of
visiting tourists per year. Available incentives and proximity to area and
other attractions that provides a concentration of travelers is also a
consideration.
DOMESTIC TRIPS TO S.C. BY PRIMARY TRIP
http://www.scprt.com/files/Research/10-12AvgTotalVisit.pdf
Demand for Services
§ On average, South Carolina hosts an estimated 29.5 million domestic
visitors each year.
§ Spending on travel/tourism in South Carolina totaled $17.6 billion in
2012.
Incentives
South Carolina offers Tourism Infrastructure Development Grants to
support new or expanding tourism or recreation facilities or designated
development areas primarily through infrastructure projects.
Area Attractions
§ Sumter National Forest has more than 370,000 acres divided into
three ranger districts, which share no contiguous borders.
§ The Little River Blueway Outdoor Recreation Area is located within
Sumter National Forest at the convergence of the Little River and
Lake Thurmond. Activities in the area include paddling, biking,
skeet shooting, golf and camping.
§ McCormick County is also home to three state parks, Hickory Knob,
Baker Creek and Hamilton Branch.
§ Savannah Lakes Village (SLV) is a “recreation-based development”
located on the confluence of Lake Thurmond and the Little River
Blueway Adventure Region and near three golf courses. There are
over 2,000 private homes and vacation rentals in SLV.
§ Heritage Tourism Attractions include the Heritage Gold Mine; JJ
Dorn House; Mount Carmel Historic District; Willington; and many
others.
Proximity to Other Attractions
McCormick County is located less than an hour’s drive from Augusta,
Georgia, which is home to the Master’s Golf Tournament and heritage
tourism activities.
PAGE 13
Strategic Recommendations
The strategic recommendations in this plan are focused on capitalizing on the opportunities identified during this process, addressing the
challenges, in particular the lack of unity in the county, and ensuring that there is a plan for attracting and supporting the targeted business
opportunities identified. The end result is focused on ensuring that a unified McCormick County is successful in the attraction and retention
of business/industry. The recommendations for McCormick County are grouped into six areas of focus, with a number of strategies and
action items for each, as outlined on the following pages. The strategies are not listed in order of importance although it is critical that
McCormick County first create an economic development structure that allows for it to implement this strategy ensuring its future success.
§
§
Establish a new organization to lead economic
development activities
Pursue sustainable funding for the new
organization
§
§
§
§
§
§
§
§
§
§
§
§
Develop a community brand and identity
Cultivate strong and diverse community
leadership
Create opportunities to come together as a
community
Enhance electronic communication tools
Improve external perceptions of McCormick
County
Assess workforce and training needs of existing
business/industry
Work with Piedmont Technical College to
implement new educational/training programs
Continue public school improvements
§
§
§
Public Outreach and
Communications
Product Development
§ Identify property to meet the needs of targeted
sectors
§ Market available sites and buildings
§ Assess and address county infrastructure needs
§ Develop understanding of tourism and hospitality
assets
§ Explore new lodging development opportunities
§ Support and maintain local heritage tourism
assets
§ Explore agritourism opportunities
§ Develop product to support growth of
healthcare/retirement services sector
Education/Workforce
Establish
basic
business
recruitment
infrastructure
Address business impediments
Develop an existing business/industry program
Focus on retail recruitment efforts
Focus on recreational tourism
Actively
pursue
companies
in
the
healthcare/retirement services sector
Support entrepreneurs
Quality of Place
§
§
§
§
§
Become a more sustainable community
Bring the idea of a county wellness or
recreational center to fruition
Establish a local Boys & Girls Club
Capitalize
and
expand
arts/cultural
activities and events in the community
PAGE 14
There are many possible economic development structures that could be recommended
but what is most important in McCormick County is a structure that will unify the county,
the Town of McCormick, the McCormick County Chamber of Commerce (Chamber) and
other groups/organizations by encouraging them to work more together. An organization
that requires collaboration among the various partners creating a sense of community is
needed in McCormick County.
STRATEGY:
ESTABLISH
DEVELOPMENT ACTIVITIES
A
NEW
ORGANIZATION
TO
LEAD
ECONOMIC
Action Item: Create the new organization
A new 501(c)(6) organization should be formed in McCormick County to be responsible for
all economic development activities in the county and its cities. This new organization
could be called the McCormick County Economic Development Alliance (MCEDA), The
McCormick Partnership (MP or Partnership), the McCormick Alliance Partnership (MAP), or
another name to be determined.
Action Item: Seek Guidance from Greenwood County
Greenwood County (see box to right) established the Greenwood Partnership Alliance many
years ago. This organization should be used as a model in how to set up the organization
from a staffing/hiring perspective, board of directors’ parameters, and other areas, noting
that the new organization will need to be established on a smaller-scale, as it is a much
smaller county.
Action Item: Consolidate existing organizations under the new organization
umbrella
The Chamber and any future downtown development organization (such as a Main Street
South Carolina organization) and/or tourist support organization created to support
The Greenwood Partnership
Alliance
Community leaders in Greenwood County, South
Carolina which is contiguous to McCormick County
but has a population of nearly 70,000, realized
many years ago that the county needed economic
and development professionals to direct local
initiatives. As such, the Greenwood County
Economic Alliance was created in 1986 partnering
with both private businesses and public entities.
In 2003, The Greenwood Partnership Alliance
(GPA) was incorporated as a public/private
partnership between the County of Greenwood,
the City of Greenwood, the Commissioners of
Public Works (CPW), the Greenwood Metropolitan
District, and numerous private businesses. The
GPA was established as a non-profit 501(c)(6)
corporation with a 501(c)(3) foundation to
support charitable activities of the GPA.
The GPA is current staffed by a four-person team,
including a CEO, Business Development Manager,
Director of Marketing & Community Development
and a Director of Investor Relations. The GPA
board consists of 24 members including
representatives from the county (4); city (2);
CPW; educational institutions; local business and
industry; utility providers; and others. There is
also a nine-member Executive Committee.
http://partnershipalliance.com/about-us/
PAGE 15
economic development activities in the future should be under the umbrella of the new organization and should not have a separate Board
of Directors. Roles of each organization should be clearly defined. MACK should remain a separate organization with its own Board of
Directors. A possible organizational chart is below:
New McCormick
County Economic
Development
Organization
"Chamber Type
Programs"
County Retail
Development
Tourism Programs
Retiree Retention/
Recruitment
Downtown Retail
Retention/
Recruitement
Downtown
Programs
Entrepreneurship
Action Item: Establish a strong and representative Board of Directors of the new organization
The Board of Directors of the organization must be representative of all partners. There should be at least three representatives from the
county; two from the Town of McCormick and possibly one from the Towns of Parksville and Plum Branch; one from Savannah Lakes Village
(SLV); one from CPW and/or other utility partners; one from the McCormick County School District and/or Piedmont Technical College; one
from the McCormick Arts Council at Keturah (MACK); and others from local business/industry. The maximum number of board members
should be 14 and there should also be a five-person Executive Committee.
The Board of Directors should meet monthly with the Executive Committee meeting at least monthly and as needed.
PAGE 16
Action Item: Select a CEO and one support staff
One of the first efforts of the newly established Board of Directors should be on selecting an experienced CEO of the organization. This is
an area that Greenwood County may be able to be of assistance in since they recently engaged in an extensive nationwide search before
hiring their new CEO. 40 At least one support staff should also be hired once the new CEO is in place, whose role will be in business
development and marketing primarily with some assistance with investor relations.
In order to accomplish the other initiatives under this plan, the Chamber, MACK, SLV, the McCormick County School District, Piedmont
Technical College, and the other partners will need to be engaged.
STRATEGY: PURSUE SUSTAINABLE FUNDING FOR THE NEW ORGANIZATION
Action Item: Explore different public/private funding mechanisms
The new organization should be funded by both public and private means, which includes funding from the county and cities; possible tax
revenues; and private funding from local business investors. All of these different mechanisms should be explored.
Action Item: Increase public funding
McCormick County, the Town of McCormick and the other incorporated towns in the county should fund or increase any current funding
allocated to economic development activities in the county. McCormick County has had a local option sales tax in place equal to 1 percent
since 1991. 41 The Town of McCormick and the County also both have a Local Accommodations Tax, which can be used for similar purposes
as the Local Hospitality Tax discussed below. The possibility of designating a portion of this tax revenue for economic development
purposes focused on getting the new economic development organization started should be explored at both the Town and County level.
In addition, there are a number of properties at Savannah Lakes Village that are held by the Forfeited Land Commission (FLC). There is
currently an effort to convert these non-productive properties that are not generating any property taxes in the county into revenue
producing properties by working out an arrangement with the FLC. If this were to happen, it would mean an increase in property tax
revenue in the county, which a percentage of could also possibly be directed to economic development activities.
Action Item: Consider a Local Hospitality Tax
As referenced and addressed in the Downtown Strategy for McCormick County, a local governing body may impose, by ordinance with
majority vote, a Local Hospitality Tax not to exceed two percent of the charges for food and beverages. The governing body of a county
may not impose a Local Hospitality Tax in excess of one percent within the boundaries of a municipality without the consent, by resolution,
PAGE 17
of the appropriate municipal governing body.
42
The revenue from a Hospitality Tax may only be used for the following purposes: tourism-related buildings; tourism-related cultural,
recreational, or historic facilities; highways, roads, streets, and bridges providing access to tourist destinations; advertisements and
promotions related to tourism development; and water and sewer infrastructure to serve tourism-related demand. 43 Revenues collected
under this tax must be kept separate from the town/county general fund, and must be budgeted for programs and improvements designed
to increase tourism and bring customers into local restaurants and businesses. 44
Many cities in surrounding counties have adopted a Local Hospitality Tax. The City of Greenwood adopted a 2 percent Local Hospitality Tax
in 2006 that applies within the city limits of Greenwood. 45 The City of North Augusta adopted a 1 percent Local Hospitality Tax in the city.46
Although uses of the revenues from the Hospitality Tax are somewhat limited to tourism-related activities, a significant focus of this strategy
is attracting and supporting tourism and hospitality development in the county. As such, funding could be utilized for marketing and other
activities related to the tourism and hospitality sector. The passage of a Local Hospitality Tax in McCormick County and/or the Town of
McCormick should be explored and if passed by the Town of McCormick could be specifically dedicated to downtown development focused
on the attraction of tourists/customers to the downtown area.
Action Item: Seek funding from local businesses
In addition to public funding and potential tax revenues designated for economic development activities, the new economic development
organization should seek investor support from local business and industry. Currently the Chamber seeks members to its organization for a
membership fee. This will no longer be necessary since Chamber activities will be funded through the new organization. Therefore, local
business/industry that are Chamber members and other major employers that are not Chamber members should be contacted to explain
the new economic development structure, and plans under this five-year economic development strategic plan, to see if they are willing to
invest in the organization and the future of McCormick County.
PAGE 18
Due to the fact there has been no formal economic development organization or hired professional in McCormick County, there has not
been strong activity in the business recruitment or retention area. With the recommendations on four targeted business opportunities for
McCormick County to focus its efforts, a plan is needed for how to best approach each sector. There also needs to be an aggressive effort
to reach out to existing business/industry in the county to let them know of the plans for the new economic development organization in
McCormick County and to ensure that they are aware that they are a key focus of this effort.
STRATEGY: ESTABLISH BASIC BUSINESS RECRUITMENT INFRASTRUCTURE
Action Item: Evaluate regional economic development partnership opportunities
McCormick County is currently part of the Central SC Alliance, a regional organization that also serves the City of Columbia and Richland
County, as well as Calhoun, Clarendon, Fairfield, Kershaw, Lexington, Newberry and Orangeberg. 47 The Economic Development
Partnership is a non-profit public-private development corporation focused solely on serving the needs of new and existing businesses in the
Aiken, Edgefield, and Saluda Region of South Carolina. 48
McCormick County should consider joining the Economic Development Partnership due to both its proximity to these counties and more
commonalities with them. The Economic Development Partnership is housed in Aiken, which is only about an hour from the Town of
McCormick. It should be able to provide McCormick County with assistance in its business recruitment/retention activities while it is in the
process of establishing the new organization, and should be able to continue to provide marketing and other assistance once the
organization is established. If McCormick County joins the Economic Development Partnership, it will no longer need to be part of the
Central SC Alliance.
Action Item: Develop marketing profiles for each targeted business opportunity
Utilizing the information provided on each targeted business opportunity in this plan, develop a marketing profile for each sector that
outlines the assets of McCormick County related to that target specifically. These profiles should appear on the website of the new
organization, which is discussed in the Public Outreach and Communications section of this plan.
PAGE 19
STRATEGY: ADDRESS BUSINESS IMPEDIMENTS
Action Item: Address issues with AT&T network coverage
There is an issue with AT&T cell phone/broadband coverage in McCormick County. If a representative of a business visiting the county that
is considering a location in McCormick County has AT&T service, they will not be able to utilize their phone service in most parts of the
county. This could be a deterrent to that business locating in the county, and could also be a deterrent to future residents and tourists
visiting the county.
From 2008 to 2010, AT&T’s capital investment in its South Carolina wireline and wireless networks was more than $675 million. In 2010,
AT&T made a wireless investment in South Carolina with five new cell sites and the upgrading of nearly 200 existing sites to mobile
broadband. In December 2010 alone, AT&T upgraded 75 cell sites, bringing its mobile broadband network for the first time to Marion,
Darlington, Pickens, Union, and Dillon, and it also expanded mobile voice and broadband coverage in several markets, including Camden,
Edisto Island, and Greenville, as well as along several highways, including Interstate 77, Interstate 95, Interstate 26, Interstate 85, and
Route 17. AT&T also installed additional radio “carriers” at nearly 60 cell sites in Anderson, Charleston, Chesterfield, Dorchester, Florence,
Greenville, Lexington, Orangeburg, Spartanburg, and York to support mobile data traffic volumes. Earlier in 2010, AT&T launched its mobile
broadband network for the first time to a number of South Carolina communities including Camden, Batesburg, Georgetown and
Orangeburg. 49 Since 2010, AT&T has invested nearly $950 million in its’ wireless and wired networks in South Carolina. 50
In September 2013, AT&T finalized its $780 million purchase of Alltel’s wireless phone business in South Carolina and other five other states.
In South Carolina, the deal included 110 employees and 155,000 customers in 18 counties, including McCormick. AT&T indicated that it
plans to make immediate upgrades to the newly acquired wireless network and switch the subscribers to its high-speed “4G LTE” system by
late 2014. 51
Clearly AT&T has been working to improve its network coverage in the State of South Carolina for a number of years and the acquisition of
Alltell last year may address the issue in McCormick County. However, this situation needs to be monitored and if not resolved by the end
of the year, efforts need to be made to address the issue.
Action Item: Become more business friendly
It is our observation, whether reality or perception, that McCormick County is not business friendly. Specifically an issue with the
Commission of Public Works, which provides utility service in the Town of McCormick, was mentioned during the stakeholder interview
PAGE 20
process where there is no set deposit requirement or rate schedule.
A review of the utility rates, fees and overall business practices of the Commission of Public Works should be completed and compared to
cities of similar size. If rates, fees and practices are not found to be in line with other similar locations, they should be modified.
STRATEGY: DEVELOP AN EXISTING BUSINESS/INDUSTRY PROGRAM
Action Item: Establish initial contact with all existing business/industry
Organize and invite representatives of all local business/industry to a presentation outlining this strategic plan, as well as the plans for the
new organization and specific plans to develop an Existing Business/Industry Program to ensure the needs of local businesses are met. This
presentation should take place after work at 6:00 pm to increase attendance and should last no longer than one hour with time for
questions at the conclusion. There should be an aggressive marketing campaign to existing business/industry to encourage attendance.
For those who are unable to attend, a separate meeting should be scheduled with them to go through the presentation.
Action Item: Launch an online survey to existing business/industry to determine their needs and preferences
Following the presentation to local business/industry, launch an online survey to them focused on identifying what their needs are and what
their preferences are related to the development of an Existing Business/Industry Program in McCormick County. The survey should be
launched using an online survey tool such as Survey Gizmo or Survey Monkey, and results should be analyzed and utilized in developing the
new program.
Action Item: Continue to host quarterly lunches with local business/industry
Quarterly luncheons with local business/industry are currently held in McCormick County. In order to encourage communication and open
dialogue, the new economic development organization should continue to host these quarterly luncheon events for local business/industry
of 20 or more employees at local restaurants in town or catered by local companies that provide updates on the implementation of this
strategic plan or discuss other newsworthy events that would be of interest to them (new project locations or expansions, state or local law
changes; state taxes and incentives; business regulation; and other to be determined). One of the first luncheons could be focused on the
results of the business/industry survey and address how the new organization plans to utilize the results in development of the Existing
Business/Industry Program.
The new organization should possibly consider a joint meeting of smaller business (20 or less employees) and larger business at least once
PAGE 21
a year.
Action Item: Host annual visits with local business/industry
All local businesses/industry that have 20 or more employees in McCormick County should be visited at least annually by representatives of
the new organization. The main purpose of these visits is to determine if the company is having any issues in McCormick County or at the
state level, and working with the company to address any issues with the goal of ensuring the company continues to grow in McCormick
County.
These annual visits should also be made to smaller businesses located in the Town of McCormick by a representative of the downtown
organization that is recommended as part of the Town of McCormick Downtown Strategy.
Action Item: Develop standard procedures and response processes for the annual visits
Standard procedures for these annual visits to existing business/industry should be developed and tracked. The focus of the visits should be
on learning more about the company, their growth plans and any issues they are having in McCormick County.
Action Item: Develop an annual Business/Industry Appreciation Event
As part of the new Existing Business/Industry Program, develop an annual Business/Industry Appreciation Event that acknowledges and
praises local business for their presence and involvement in the community.
STRATEGY: FOCUS RETAIL
RECRUITMENT EFFORTS
Leakage/Surplus Factor by Industry Subsector
Motor Vehicle & Parts Dealers
Furniture & Home Furnishings Stores
Action Item: Discuss and assign
responsibility for retail recruitment
activities
Retail development provides amenities that
many residents, businesses and tourists seek
such as access to good shopping, restaurants
and entertainment, as well as sales tax
revenue. Based on the Retail Marketplace
Electronics & Appliance Stores
Bldg Materials, Garden Equip. & Supply Stores
Food & Beverage Stores
Health & Personal Care Stores
Gasoline Stations
Clothing and Clothing Accessories Stores
Sporting Goods, Hobby, Book, and Music Stores
General Merchandise Stores
Miscellaneous Store Retailers
Nonstore Retailers
Food Services & Drinking Places
-30
-20
-10
0
10
20
30
40
50
Leakage/Surplus Factor
60
70
80
90
100
PAGE 22
Profile provided by ESRI above, McCormick County has a significant retail gap in everything but Furniture & Home Furnishing Stores. A
retail gap represents the difference between demand (or retail potential) and supply (or retail sales). The most predominant gap is in
Health & Personal Care Stores.
There does not appear to be any particular person or organization focused on retail recruitment activities in McCormick County. This
responsibility should most likely reside with the new organization and for the Town, would reside with the downtown organization
established to focus on the Town of McCormick once created. Action Item: Gather data to support retail recruitment
The following data should be gathered to support retail recruitment in McCormick County:
§
Demographic information such as population, employment, education, age and income in McCormick County and within a 50-mile
radius (ensure that the population of non-residents with second homes at Savannah Lakes Village are included, as well as Georgia
residents that fall within the 50-mile radius)
§
§
§
§
§
§
§
Projected population growth for McCormick County and within a 50-mile radius
Statistics on average household income for McCormick County and within a 50-mile radius
Information on workforce availability for McCormick County and within a 50-mile radius
Information on the cost of doing business
A list of potential sites for retail development
Transportation infrastructure data including highway access and interstate traffic counts
Information on estimated number of tourists that visit McCormick County each year
This information should be readily available to support retail recruitment activities and should also be posted on a retail section of the new
economic development website (discussed in the Public Outreach and Communications section of this plan).
Action Item: Identify potential commercial or retail sites
Potential commercial or retail sites should be identified in the county and information on such sites should be included on the new economic
development website.
PAGE 23
Action Item: Target health and personal care companies and developers
Develop a list of potential health and personal care companies such as Walmart, CVS, Walgreens, etc. that could meet the gap in that area
in McCormick County. This list of companies can be generated by Hoovers or other similar database resources that the South Carolina
Department of Commerce and/or the SC Power Team should have access. Also try to identify developers who often work with such
companies in South Carolina.
Contact these company representatives and developers presenting potential retail sites and the case for the location of such a store in
McCormick County.
Action Item: Target recreational outfitters
There is at least one recreational outfitter type establishment in McCormick County. A recreational outfitter retail business typically focuses
on one or more sporting activities and provides outfits, accessories and equipment needed for that sport, as well as potential rentals related
to the sport. For example, a recreational outfitter focused on mountain biking will sell and possibly rent mountain bikes, and the related
clothing, accessories and equipment needed for that sport. Other recreational outfitter businesses could include ziplining tour operators, Jet
Ski rentals and operators; boat sales and rentals; bait and tackle shops, canoe rentals and operators and many others.
As the focus on recreational tourism increases in McCormick County, there should be a need for other recreational outfitters in the county.
As such, potential businesses in this sector that are more on the small to mid-sized level should be identified and targeted. As previously
referenced, Hoovers or another similar database could potentially be used to identify these companies. It may be best to start efforts with
smaller outfitting companies already located in South Carolina that have located operations in more rural areas.
STRATEGY: FOCUS ON RECREATIONAL TOURISM
Action Item: Inventory recreational assets
The first step in this effort is to inventory all recreational assets in McCormick County, and determine any additional recreational
opportunities that should be explored.
Action Item: Connect with the new South Carolina Great Outdoors Initiative
In June 2014, Governor Nikki Haley and outdoor industry leaders gathered to declare June 2014 as Great Outdoors Month in South Carolina
in an effort to recognize and encourage outdoor recreation in the state. This announcement was related to the South Carolina Outdoors
Initiative, which is a statewide program of the South Carolina National Heritage Corridor, which was recently created to assist local
PAGE 24
communities and organizations with the promotion and development of their unique outdoor resources. More information can be found at:
www.scgreatoutdoors.org. 52
Although this is a new initiative in the state, it should be utilized to assist in the development of more recreational tourism opportunities in
McCormick County.
Action Item: Explore opportunities around mountain biking environment
In March 2014, the Central Savannah River Area (CSRA), which straddles the Georgia/South Carolina border near Augusta was listed by
Singletracks as one of The Top 10 Mountain Bike Cities in North America. The CSRA is a region that spans thirteen counties in Georgia and
five counties in South Carolina, including McCormick County. 53
The CSRA is a Bronze-level International Mountain Biking Association (IMBA) Ride Center with more than 150 miles of singletrack in the
area. The area hosted the 2010 IMBA World Summit and the 2011 and 2012 USA Cycling Elite, U23 and Parathlete National Championships
for Road Racing. In 2015 and 2016, Columbia County, Georgia will also be hosting the USA Cycling Marathon Mountain Bike National
Championship. 54
McCormick County should monitor opportunities to capitalize on these and other events and should also seek to have one of these mountain
biking competitions occur in McCormick County in the next five years. 55
Action Item: Explore the idea of creating a kids summer adventure camp program in McCormick County
The American Camp Association (ACA) is the largest association serving the organized camp industry. ACA, which has been in existence
since 1910, accredits over 2,400 camps that employ more than 300,000 camp staff serving over 5 million children. 56
According to the 2012 ACA Business Operations Report, the camping industry is a $15 billion dollar industry and since 2002, the number of
ACA day camps has increased by 69 percent and resident camps have increased by 21 percent. (CRM Camp Statistics Report, June 2013). 57
One example of an adventure summer camp in South Carolina is Timber Lake West Camp in Sunset. It is a coed overnight four-week camp
targeted to campers ages 12 to 17 that offer all outdoor adventure with mountain biking, hiking, canoeing and rock climbing. The camp,
which was established in 2008, is located on 100 acres in the Blue Ridge Mountains of Pickens County and features a trout stream, 60-foot
waterfall, fish pond, teepees, game fields, and hiking trails, with access to the 76-mile Foothills Trail and Lake Jocassee. 58
PAGE 25
The camp is run by Clemson University's Youth Learning Institute, and is made possible through a partnership with The Cliffs Communities,
Inc., a local property developer. 59
The new economic development organization should work with SLV to explore the possibility of establishing a summer camp on or near
Lake Thurmond and should start by contacting the Clemson University Youth Learning Institute.
STRATEGY: ACTIVELY PURSUE COMPANIES IN THE HEALTHCARE/RETIREMENT SERVICES SECTOR
Action Item: Gather data to support recruitment of retirement services
The median age in McCormick County is 51.2 years, which is significantly higher than the State of South Carolina average of 38.4 and the
U.S. average of 37.6. In addition, although the total population in McCormick County is projected to remain steady, the population ages 60
to 70 is projected to increase. These are just two data points that are critical to show in pursuing the retirement services sector. In
addition to this demographic data on the average age of the population, capacity at existing retirement homes/assisted living facilities
(indicating the need for more), recreational activities for retirees, average home prices, cost of living and other relevant data should also be
gathered. Additionally, healthcare availability and capacity in the region should be reviewed.
The new organization should also develop relationships with physicians and healthcare providers locally and regionally to stay abreast of the
current needs of the healthcare community, as this is an increasing component in retiree consideration.
This information should be readily available to support healthcare/retirement services recruitment activities and should also be posted on
the new organization website where appropriate.
Action Item: Target potential developers and companies of retirement services facilities
Identify and target potential developers and companies that develop assisted living, retirement facilities and retirement communities, as well
as home healthcare services. A list such as this can be generated by Hoovers or other similar database resources that the South Carolina
Department of Commerce and/or the SC Power Team should have access.
Action Item: Assign responsibility for retiree recruitment
The responsibility for recruitment of retirement services companies, such as retirement homes, assisted living facilities, home health care
service companies, and others, will be the responsibility of the new organization. However, to support those efforts, the new organization
should be assigned the duty of ensuring that the needs of the existing retiree population in McCormick County are met working with
PAGE 26
Savannah Lakes Village, as well as the recruitment of future retirees.
STRATEGY: SUPPORT ENTREPRENEURS
Action Item: Inventory and gain an understanding of entrepreneurial support services
An inventory of all current activities in the community/region/state that support entrepreneurs should be completed. The South Carolina
Business Resource Guide is a great place to start to access this information:
http://sccommerce.com/sites/default/files/document_directory/business_resource_guide_2014.pdf
In addition, the Clemson Regional Small Business Development Center (SBDC) should also be contacted as a resource. The Clemson
Regional SBDC offers personal guidance and assistance to small business owners and entrepreneurs in McCormick County, in addition to 10
other South Carolina counties. 60
The new economic development organization as well as any future downtown organization created, should collaborate together in the
support of entrepreneurs, and information and guidance for entrepreneurs should be included on the websites of all three organizations.
Action Item: Organize bi-annual networking events for entrepreneurs
Organize and coordinate networking events at least twice each year where entrepreneurs are invited to network, become educated on the
programs available to them locally and in the region/state, and to discuss potential solutions to any issues they may be having as an
entrepreneur. The initial speakers at these events should represent the different entrepreneurial programs in the region/state such as the
Clemson Regional Small Business Development Center and possibly someone from Piedmont Technical College, to inform people of the
services and programs available to them.
Action Item: Understand and publicize local entrepreneurial education programs
Piedmont Technical College already offers an Entrepreneurship Certificate at many of its campus locations, including the McCormick County
campus. The Entrepreneurship Certificate is designed to provide students with knowledge in the basic business concepts needed to start
and operate their own small business. 61
It is important that residents and small business owners in the community are aware that an Entrepreneurship Certificate program is
available at the McCormick County campus of Piedmont Technical College. In addition, the possibility of expanding the Entrepreneurship
Certificate program at Piedmont Technical College to become an Associate Degree in Entrepreneurship should also be explored in the future.
PAGE 27
Action Item: Focus on entrepreneurial education at the middle and high school
level
Young Entrepreneurs Academy
It is important that young people gain an understanding of entrepreneurship. As
such, a program should be established at the middle and high school level that
provides students with an understanding of how to start and run a small business.
The Young Entrepreneurs Academy program (described to the right), which has been
implemented in Aiken, South Carolina, may be a good program to implement in
McCormick County.
The Young Entrepreneurs Academy (YEA!) is the only
pre-college program developed by an entrepreneur,
at a university, with support from a major
entrepreneurial
foundation,
the
Kauffman
Foundation, and the United States Chamber of
Commerce.
SC Economics
Young Entrepreneur Program
The SC Young Entrepreneur Award was established in
2004 by SC Economics as a way to recognize
outstanding elementary, middle or high school
students
for
their
accomplishments
in
entrepreneurship.
Each
year,
SC
Economics
recognizes five elementary, middle or high school
students who demonstrate an entrepreneurial spirit.
All candidates must be nominated by January 31,
2015, and finalists will be required to write a one to
two page concept paper by February 20, 2015 with
winners, who will receive $100, selected by March 1,
2015.
Additional information on this program may be found
at:
http://www.sceconomics.org/ye.php
Students should also be made
aware and be nominated or
encouraged to apply for the SC
Economics Young Entrepreneur
Program described to the left.
The YEA! program takes students (public, charter,
private or homeschool) between the ages of 11 and
18 through the process of starting and launching a
real business or social movement over the course of
an academic year. At completion of the program,
students own and operate established functioning
businesses, which may continue after their
graduation from the program.
The Aiken County Chamber of Commerce has
established a YEA! Program.
Additional information on this program may be found
at:
http://www.aikenchamber.net/index.php?src=gendocs&ref
=YoungEntrepreneursAcademy&category=YEA
PAGE 28
Education/Workforce
Talent is a key driver in most location decisions
today. In order for McCormick County to be
successful in the recruitment of the targeted
business opportunities, it must be able to
demonstrate that it has the workforce needed to
support each sector. The county must also
assure that it can continue to meet the
workforce and training needs of its existing
business/industry.
In the Business/Industry Online Survey
conducted for this project, the two most
significant challenges in McCormick County
referenced by participants was workforce
quality/skills and workforce availability, as shown
below. Training availability/support was also
mentioned as a challenge.
STRATEGY: ASSESS WORKFORCE AND
TRAINING NEEDS OF EXISTING
BUSINESS/INDUSTRY
Has your business/company personally experienced
challenges in McCormick County in any of the following
areas: [Check all that apply]
Workforce Quality/Skills
Workforce Availability
Local Support
Access to Quality Healthcare
Training Availability/Support
Infrastructure
Incentives
Entrepreneurial Support
Access to Higher Education
None
Permitting or Zoning
Other
Utility Costs
Transportation Access
Quality of Business Support Services
Workforce Costs
Business Cost
Utility Service
42%
42%
42%
37%
26%
26%
26%
26%
26%
21%
21%
16%
16%
16%
16%
5%
5%
0%
Action Item: Determine workforce issues
As part of the recommended Existing Business/Industry Support Program discussed in the Business Recruitment/Retention section of this
plan, it is recommended that each existing business with 20 or more employees be visited in person to discuss any issues they are having in
McCormick County, and also that an online survey be launched to identify specific needs. One of the key focuses of those visits and the
survey should be determining needs from a workforce and training perspective.
PAGE 29
Action Item: Address workforce and training needs
Once workforce and training needs of local business/industry are identified, a plan should be put in place to address those needs.
Representatives of Piedmont Technical College, the public school system, the local SC Works representative and others should be involved in
these efforts.
Action Item: Conduct an assessment of all county/regional educational and training programs
In order to determine if there are educational and training programs in the county/region that can meet the needs of existing
business/industry, an assessment of all such programs should be conducted and any gaps identified. Programs at the McCormick Campus
of Piedmont Technical College and its other campuses within a 50-mile radius should be the primary focus of the review but other
educational institutions in the region that are within 50 miles of McCormick County should also be assessed, as well as program offerings at
the high school level.
This review should also be conducted with the targeted business opportunities in mind.
Action Item: Connect new and existing business/industry with state and local workforce training programs
Ensure that new and existing business and industry are aware of and take advantage of the services and programs available through
readySC, which provides recruiting, screening and training to South Carolina employers, and SC Works. 62 Piedmont Technical College is
one of the 16 technical colleges in South Carolina that provides training services under the readySC program. 63
STRATEGY: WORK WITH PIEDMONT TECHNICAL COLLEGE TO IMPLEMENT NEW EDUCATIONAL/TRAINING PROGRAMS
Action Item: Address gaps identified in educational/training program assessment
Work with Piedmont Technical College to determine how to address any gaps identified in the assessment with expanded or new programs.
Action Item: Explore the need for a future Hospitality and Tourism Management Program
Since Tourism and Hospitality, including recreational, heritage and agritourism, as well as the recruitment of a Resort Hotel/Conference
Center, is a key focus of this strategy, it is recommended that the future workforce needs of that sector be explored. A Hospitality and
Tourism Management Program is typically focused on providing students with the expertise and skills for management, marketing, and
operations positions working for businesses that provide food, accommodations, and tourism services to people traveling for business or
pleasure. 64
PAGE 30
Work with Piedmont Technical College to explore the need for a Hospitality and Tourism Management Program in the region that could be
based on the McCormick County campus in order to support future success in the Tourism and Hospitality targeted sector.
STRATEGY: CONTINUE PUBLIC SCHOOL IMPROVEMENTS
Action Item: Publicize public school achievements
Despite recent improvements in the McCormick County School District, including the hiring of a new school superintendent, there seems to
be a perception that the schools are not good. It is important that this perception be changed in the local community, as the availability of
good public schools is often a factor in a business location search.
Positive facts about the McCormick County School District should be included on the new economic development website and other media
outlets and new accolades should be posted on social media and other marketing tools on a regular basis. For example:
§
In April 2014, it was announced that McCormick Middle School had earned the Palmetto Silver Award for General Performance and
McCormick High School was awarded the Palmetto Gold Award for General Performance and the Palmetto Gold Award for Closing the
Achievement Gap. The Palmetto Gold and Silver Awards program (PGS) began with the Education Accountability Act of 1998,
providing recognition to schools for high levels of academic achievement and high rates of improvement. 65
§
The South Carolina State Department of Education provides data on schools districts with “districts with students like ours” as part of
the annual district report cards. McCormick County schools have a higher graduation rate, attendance rate and spending per pupil
than comparable districts. 66
Action Item: Explore the utilization of the Teach for America program
Teach For America (TFA) is a non-profit organization whose mission is to "eliminate educational inequity by enlisting high-achieving recent
college graduates and professionals to teach" for at least two years in low-income communities throughout the United States. 67 Teach For
America has only been operating in South Carolina in 2011 and has an office in Florence. Since its inception, it has grown to nearly 200
corps members. 68
The need for and potential benefit of a Teach for America program in McCormick County should be explored as an additional tool to further
improve the public schools.
PAGE 31
Product Development
One significant gap in McCormick County’s economic development program is the lack of product (real estate) available to meet the needs
of the targeted business sectors. This is particularly apparent with the call center and manufacturing sectors although it should be noted
there is at least one manufacturing site called the Hamilton Branch Industrial Site, which has 50 available acres along Highway 28. In
addition, there is a potential call center site in a recently relocated Family Dollar location. The availability of sites and buildings with utility
infrastructure that can meet the needs of the project is a critical factor in location decisions.
Related to the Tourism and Hospitality sector, the primary opportunity is to develop or redevelop a new lake front resort property on Lake
Thurmond.
STRATEGY: IDENTIFY PROPERTY TO MEET THE NEEDS OF TARGETED SECTORS
Action Item: Identify call center sites and buildings
Determine the viability of the old Family Dollar building for a call center operation, as well as other available sites and buildings in the
county.
Action Item: Identify manufacturing sites and buildings
Determine possibility of restoring existing buildings as potential manufacturing operation sites and identification of additional manufacturing
sites working with the SC Power Team, as well as the possibility of identifying and developing a McCormick County Business/Industrial Park
in the near future.
Action Item: Develop speculative building
A speculative building is a building constructed to be marketed and sold without having a firm purchase commitment. McCormick County
should seek to have a speculative building constructed.
STRATEGY: MARKET AVAILABLE SITES AND BUILDINGS
Action Item: Utilize all available Site and Building databases
The SC Department of Commerce and the SC Power Team has all available sites and buildings listed on their websites currently, and the
PAGE 32
data is updated on a regular basis. The new economic development organization needs to ensure that its’ available and identified sites and
buildings appear on the Commerce database, the SC Power Team database, and any other applicable regional databases, including the
Economic Development Partnership of Aiken, Edgefield and Saluda Counties if it ends up joining that effort.
Action Item: Include a Property or Real Estate section on the new economic development website
Although the website should include links to the SC Department of Commerce and the SC Power Team Site and Building databases, the new
economic development organization website should include basic information on property available in the county and must be updated on a
weekly basis, as such updates are needed.
STRATEGY: ASSESS AND ADDRESS COUNTY INFRASTRUCTURE NEEDS
Action Item: Conduct assessment of utility infrastructure
McCormick County is lacking in infrastructure, including water and sewer, in some parts of the county. A study should be conducted to
assess the infrastructure needs and a plan determined to address for future growth and development.
Action Item: Seek grant funding
The Rural Infrastructure Fund (RIF) provides financial assistance to local governments, primarily in rural counties, for infrastructure and
other economic development activities. RIF grants can be used for: tourism development; workforce development; commercial
revitalization; and business development. McCormick County should seek RIF grants to address the cost of any infrastructure improvements
needed in the county. RIF grants should also be sought for other initiatives related to product development and tourism development,
including the hotel/resort development discussed below. 69
There may also be grant funding for product development, including infrastructure improvements, through the SC Power Team.
STRATEGY: DEVELOP UNDERSTANDING OF TOURISM AND HOSPITALITY ASSETS
Action Item: Conduct an inventory of tourism and hospitality assets in the county
The tourism attraction capabilities of a community can be broken down into six categories: businesses and institutions; cultural or manmade
attractions; general services; natural or recreational attractions; overnight accommodations; and transportation. 70 Based on these
categories, develop an inventory of tourism and hospitality assets of McCormick County, and ensure a list of all such assets appear on the
PAGE 33
new economic development organization website.
Lake Lanier Islands Resort
Action Item: Determine any gaps and opportunities from the inventory
From the inventory, determine any gaps or potential attractions that could be lacking.
For example, the lake is a natural attraction in McCormick County but ensure that the
recreational opportunities around the lake are maximized such as boat and Jet Ski
rentals, zip-lining, kayak and canoe rentals, and other activities.
STRATEGY: EXPLORE NEW LODGING DEVELOPMENT OPPORTUNITIES
Action Item: Identify potential developers for a hotel/resort/conference center
and/or timeshare development
There is an existing hotel located lakefront that is currently owned by private owners.
Consider a partnership with the SC Department of Commerce; the SC Department of
Parks, Recreation and Tourism; and others to seek a developer or flagship hotel property
such as Hilton, Marriott, Wyndham
or others to buy that property and
Brasstown Valley Resort and Spa
redevelop it into a resort hotel and
Brasstown Valley Resort and Spa is a 500-acre resort
conference center. The possibility
in Young Harris, Georgia, former Governor Zell
of
a
state-owned
property
Miller’s hometown near the North Carolina line, which
development such as Brasstown
features a lodge, eight cabins, riding stables, a golf
Vallley Resort and Spa described to
course, a fitness center, a helicopter landing pad, a
the left could also be explored.
pool and a spa. It opened in 1995 and averages $11
The property should also include
million a year in revenue.
one or more dining options with at
least one with a lake front view.
The resort is owned by the Georgia Department of
Natural Resources and is managed by Coral
Hospitality, a resort management company based in
Naples, Florida.
http://www.brasstownvalley.com/area-info/
The Wyndham owns the Wyndham
Vacation Resorts Lake Marion,
located between Columbia and
Charleston, which offers lake
Lakes Lanier, the largest lake in Georgia, is located
within an hour of Atlanta and attracts an estimated
eight million visitors per year.
Shortly after the completion of the Buford Dam in
1956, the U.S. Army Corps Of Engineers leased the
Lake Lanier Islands to the Georgia Department of
State Parks, who partnered with the newly created
Lake Lanier Islands Development Authority. In 1974
Lake Lanier Islands began operations with attractions
such as Harbor Landing, campgrounds, stables and a
beach area. PineIsle Resort and Golf Course also
opened that year, run by Stouffer Hotels. In 1987
the Beach and Waterpark expanded to include water
slides and the largest wave pool in the Southeast.
The following year Emerald Pointe Golf Club was
completed, and in 1989 The Lake Lanier Island
Resort hotel opened.
In July 1997, the state turned over management
of the Resort to KSL Recreation Corporation.
California-based, KSL is responsible for all operations
and expansion activities, including the Resort's 1998
multi-million dollar expansion program.
More
improvements, name changes and lease interest
changes were made in the last decade when Phase I
of a multi-million dollar ten year plan was completed
with the opening of the new Legacy Lodge &
Conference Center.
http://lakelanier.com/lake-lanier-islands-resort-history-andfuture/
PAGE 34
access; fishing; boating; swimming and other activities in the area such as golf, hiking, horseback riding, and mountain biking.71 As such,
Wyndham may be a possible flagship for a property in McCormick County. Note that in order to stay at this resort on Lake Marion, a person
must be an owner or member of Club Wyndham. As such, this is a type of timeshare, which is a property with a particular form of
ownership or use rights that is typically resort condominium units, in which multiple parties hold rights to use the property, with each party
allotted a period of time to use it. 72
The possibility of a flagship hotel property with a timeshare component should also be considered.
Action Item: Build the case for a hotel chain to locate in the Town of McCormick
The Town of McCormick desperately needs a hotel chain such as a Holiday Inn Express, Hampton Inn or similar flagship name to locate a
property. Begin gathering the data now needed to build the case that the town/county could support and keep such a hotel occupied. Also,
identify a potential site for such a hotel. This is most likely a longer term goal to focus on in the last year of this five-year strategy once
there has been some success in other areas.
Action Item: Support development of more cabin developments near the lake
Identify a site for potential development of small vacation log cabins that vary from one bedroom up to four bedrooms near the lake. Seek
local or regional developers to invest in the development. Although this example may be a bit too high end, Asheville Cottages developed
some very nice log cabins for vacation rental that could be used as a potential model. For more information, please see this website:
http://www.ashevillecottages.com
Action Item: Seek funding from the state Tourism Infrastructure Development Grant Program
The State of South Carolina offers Tourism Infrastructure Development Grants to support new or expanding tourism or recreational facilities,
primarily through infrastructure projects. 73 Tourism Infrastructure Development Grants should be sought to support the recruitment of a
new hotel/resort/conference center development, the attraction of a hotel chain and the potential development of vacation log cabins.
STRATEGY: SUPPORT AND MAINTAIN LOCAL HERITAGE TOURISM ASSETS
Action Item: Follow the “Five Principles for Successful and Sustainable Heritage Tourism”
The National Trust for Historic Preservation provides guidance related to heritage tourism on its website as the “Five Principles for
Successful and Sustainable Heritage Tourism.” This information includes worksheets and tips and should be used as a guide in developing
the heritage tourism program in McCormick County. This guide may be found at the following link:
PAGE 35
http://www.preservationnation.org/information-center/economics-of-revitalization/heritage-tourism/basics/the-five-principles.html
The National Trust for Historic Preservation has a field office in Charleston that can be contacted for additional information and assistance as
follows: 74
William Aiken House 456 King Street, 3rd Floor Charleston, South Carolina 29403
Phone: 843-722-8552
Action Item: Maintain the JJ Dorn House
The J.J. Dorn House was built in 1917 and was the first brick home in McCormick. J.J. Dorn was president of Dorn Banking Company and a
state senator. The JJ Dorn House is listed on the National Register of Historic Places. The first floor houses a museum depicting the lifestyle
of wealthy southerners during the turn of the century and a genealogy center is located on the second floor. 75
The JJ Dorn House, which is owned by the Town of McCormick, is currently for sale. The Town should consider working with the State
Historic Preservation Office (SHPO), which encourages and facilitates the responsible planning and management of South Carolina’s historic
assets, as well as the South Carolina National Heritage Corridor (SCNHC), which was designated by Congress in 1996 as a National Heritage
Area, which includes McCormick County, focused on preserving the cultural, natural and historic resources of South Carolina, to determine a
plan to maintain the JJ Dorn House long-term so it doesn’t have to be sold. 76
Action Item: Seek annual grant funding to maintain all heritage tourism assets
Federal Historic Preservation Grants are provided by the U.S. Department of the Interior, National Park Service, and administered by the
SHPO. Any local government, non-profit, or institution in South Carolina may apply for a Federal Historic Preservation Grant. 77
Grant awards usually range from $2,500 to $25,000 with the maximum grant awarded in a calendar year per community at $30,000. Each
grant applicant must demonstrate a dollar-for-dollar match on any grant that must be from a non-federal source, except in the case of
Community Development Block Grants. 78
Funds can be used in a number of areas including:
§
§
§
Survey and Planning
Planning for Historic Districts and Multiple Historic Properties
Strengthening Local Government Historic Preservation Programs
PAGE 36
§
§
§
Preservation Education
Planning for Individual Historic Properties
Stabilization Projects
79
Building Stabilization Projects must involve National Register-listed buildings (excluding churches and church-owned property). Examples of
eligible projects include replacing a leaking roof, repairing the structural framework of a building, and repairing deteriorated doors and
windows to make a building watertight. Projects that are not eligible include routine maintenance, climate control, and plumbing or
electrical. 80
Identify potential heritage tourism properties that need repair, and apply for grants to cover part of the cost.
Action Item: Become aware and explore potential tax incentives for preserving historic buildings
There are a number of tax incentives in South Carolina that can assist with the cost of preserving historic buildings for both owner-occupied
historic homes and historic buildings used to produce income such as apartments buildings, offices or stores. These incentives include: 81
§
§
§
§
§
20% Federal Historic Rehabilitation Tax Credit
10% State Historic Rehabilitation Tax Credit
25% State Historic Rehabilitation Tax Credit
Local Property Tax Abatement
Federal Income Tax Incentives for Easement Donations
Ensure that affected parties (taxable entities that own historic buildings in the county) are aware of these incentives and take advantage of
them as applicable to assist with the maintenance of heritage tourism assets in McCormick County.
STRATEGY: EXPLORE AGRITOURISM OPPORTUNITIES
Action Item: Assess the opportunity
Agritourism is an agriculture-based form of tourism that may involve farm tours, field trips, dinners, on-farm workshops, festivals, corn
mazes and pick-your-own activities. Agritourism can be used not only to supplement farm income but can help people become more aware
PAGE 37
of the role of agriculture within their region. One form of agritourism is farm tourism, which focuses on educating the public on the
importance of farms and local food.
There are an estimated 79 farms in McCormick County. The John De La Howe School Farmers Market, located in McCormick County, grows
corn, squash, cucumbers, tomatoes and green beans, and operates June through October. The John De La Howe School Farmers Market
appears on the list of “The SC Update Farm to Field Trip Guide,” and also offers a roadside Farmer’s Market. 82
The Annual Farm-City Day hosted by the McCormick County Extension Office of Clemson University is an event where students get to spend
a day at the John De La Howe Barn learning about farm animals, plants, forestry, water, fire safety and more. The goal is to educate young
people who may not have an agricultural background with those people and organizations that produce foods and fibers. There are eight
educational stations at the event each year that provide real-life hands-on experiences with expert discussions on topics such as:
Importance of Trees; Farm Animals; Beef Cattle; Edible Parts of Plants; Wildfire Prevention; Bee Keeping; Water Conservation; and Barn
History. 83
These and other agritourism events in McCormick County should be inventoried and marketed, and additional opportunities with other local
farmers should be explored.
Action Item: Explore the possibility of a regional agritourism trail working with the McCormick County Extension Office
The county is already exploring the development of a McCormick Market Trail, which would involve the establishment of a countywide trail
that identifies agricultural, artisan and visitor sites, including the creation of one or more roadside market stands.
The possibility of a regional agritourism trail should also be explored among McCormick County and its surrounding South Carolina counties.
This agritourism trail would provide a map to tourists and others of agritourism locations across the region. The program could be managed
by the McCormick County Extension Office, which provides expertise in agronomic crops, economic and community development, food
safety and nutrition, 4-H, horticulture, livestock and forages, and forestry and natural resources, working closely with other extension
specialists and researchers across the state. 84 The South Carolina National Heritage Corridor (SCNHC), which includes 17 counties and 320
miles across the state and is committed to preserving and promoting the cultural, historic and natural resources of the state, should also be
consulted regarding the creation of a regional agritourism trail. 85
This program could potentially be extended to the state level. For information on a potential model program, see information on the
Alabama Agri-Tourism Trail, which is a partnership among the Alabama Cooperative Extension System, the Alabama Department of
PAGE 38
Agriculture and Industries, the Alabama Farmers Federation, and the Alabama Bureau of Tourism and Travel, which may be found at:
http://www.forestry.state.al.us/Publications/TREASURED_Forest_Magazine/2005%20Summer/Alabama%20Agri-tourism%20Trail.pdf
STRATEGY: DEVELOP PRODUCT TO SUPPORT GROWTH OF HEALTHCARE/RETIREMENT SERVICES SECTOR
Action Item: Target urgent care practice development
Savannah Lakes Medical Center is an almost 8,000 square foot facility, which offers X-rays, laboratory services and rehabilitation services.
The medical center has one physician and one nurse practitioner. 86 Georgia Regents Medical Center, located less an hour from McCormick
County in Augusta, provides comprehensive healthcare services for children and adults. There is a 478-bed medical center, more than 80
outpatient clinics, Level I regional trauma center and 154-bed children’s hospital. 87
One area that McCormick County is lacking in the healthcare arena is an urgent care clinic. Urgent care clinics, also known as immediate
care, are typically open in the evenings and on weekends to treat routine conditions or illnesses but also offer to board-certified physician
and additional services as on-site X-rays for broken bones. These clinics are similar to retail health clinics operated by companies like
CVS/Caremark, Walgreens or Walmart. Concentra, which is the nation’s largest provider of occupational health care services and urgent
care with more than 340 locations across the country, has one location in South Carolina in Charleston. 88 AnMed Health recently
announced the opening of two CareConnect centers that will provide urgent but not emergency medical care in Anderson and Clemson,
South Carolina. 89
It is recommended in the Business Recruitment/Retention section of this report that McCormick County target a CVS/Caremark, Walgreen or
Walmart store. If one of those stores could be recruited that included a retail health clinic, then there would not be a need for a separate
urgent care facility. In the meantime, the new economic development organization should work to identify a list of companies in the urgent
care market that locate facilities in more rural environments.
SLV should be engaged in this effort.
Action Item: Identify locations/sites for additional assisted living facilities
There is one rehabilitation and long-term care center called Petra Health and Rehab of McCormick, as well as the Savannah Lakes Medical
Center in McCormick County. There is also one retirement/nursing home called Forest View Manor, which is actually located in Edgefield
County but serves both Edgefield and McCormick County residents. 90 Based on the fact the median age in McCormick County is over 51
years old, which is significantly higher than the state and U.S. average, and that the population ages 60 to 70 is projected to increase in the
PAGE 39
county although the overall population is projected to remain steady, new assisted living facilities, as well as other possible retirement
services facilities will be needed in the county.
As such, possible future site locations for such facilities should be assessed with at least one possible site location near or within Savannah
Lakes Village. This recommendation ties in with the one in the Business Recruitment/Retention section to target potential developers and
companies of retirement services facilities.
PAGE 40
Key Messages
Public Outreach and Communications
Often the strongest “marketers” for a community are its residents, who have the
opportunity to interface with existing businesses, as well as those outside the
community who can impact economic development opportunities. For that reason,
it is important to ensure that residents are well informed and engaged in issues
related to job creation and investment opportunities. A public outreach and
communications effort will allow for community engagement and create a sound
basis for additional marketing strategies related to economic development. The
following recommended public outreach and communications strategies address
ways to engage with key internal audiences, as well as to begin to interface with
external audiences to enhance McCormick County’s economic development efforts.
STRATEGY: DEVELOP A COMMUNITY BRAND AND IDENTITY
§
McCormick County, which is strategically located within 100
miles of six metropolitan areas in Georgia and South
Carolina, offers a rural lifestyle with access to urban
amenities.
§
Sumter National Forest, with almost 400,000 acres in
McCormick County, includes outdoor recreation areas with
camping, biking, golfing and skeet shooting, in addition to
the county’s three state parks.
§
McCormick County offers a supportive business climate and
a cost of living that is 10 percent below the U.S. average.
§
McCormick Arts Council at Keturah provides area residents
access to both visual and performing arts exhibits and
events for adults and youth, a program that strongly
contributed to the county being recognized as one of the
100 Best Small Art Towns in America.
§
Lake Thurmond, one of the most visited lakes in the U.S.,
offers picturesque scenery, along with fishing, swimming
and camping areas along 1,200 miles of shoreline.
§
Savannah Lakes Village (SLV), a retirement community
located along Lake Thurman and the Little River Blueway,
features three golf courses and 2,000 private homes. SLV
and Better Homes & Gardens Real Estate have entered into
a development partnership focused on developing new
homes, as well as needed commercial development to
support it.
§
The McCormick County campus of Piedmont Technical
College offers Associate Degrees in Business, Administrative
Office Technologies, the Arts, the Sciences, as well as
Certificates in Accounting, Entrepreneurship, Health
Sciences and other areas.
Action Item: Create a community brand and tagline
A community’s brand serves an important marketing role by providing a positive
focus and image for the community. Additionally, when used with internal
audiences, it serves to deepen the sense of community among its residents.
McCormick County should develop a community brand that serves to bring together
diverse groups within the county to rally behind a common goal for the county’s
development. One idea would be “McCormick County – Better Together,” which
focuses on a cohesive community effort that could apply to a wide variety of
countywide activities beyond the economic development effort. Any new brand that
is developed should be general enough to be utilized by various groups, which will
ensure consistency of message and build equity in the brand more quickly.
Action Item: Utilize key messages
All public outreach and communications efforts should be based on a set of key
messages about McCormick County that clearly speak to the county’s key assets for
economic development. In addition, these messages should point to McCormick
PAGE 41
County’s unique sales proposition compared to its competitors in the economic
development arena. Consistent use of these key messages will present a cohesive
and effective communications program for McCormick County. Proposed key
messages for McCormick County are included in this document.
Leadership South Carolina
COMMUNITY
Leadership South Carolina was established in 1979 by the
Governor’s Office and the South Carolina business
community. Leadership South Carolina provides South
Carolinians with an opportunity to advance their
leadership qualities while broadening their understanding
of issues facing the state.
One critical component of addressing challenges in rural communities is building
greater capacity among local leaders and citizens. This capacity building leads to
enhnaced potential to utilize local resources to address challenges. Expanding this
community capacity can be accomplished, in part, through a leadership education
program, which nourishes diverse laedership to prepare them for taking on
physical, social and economic issues in the community.
Each year, an estimated 50 people are selected through a
competitive process for participation in Leadership South
Carolina. Applicants may be nominated or may apply
directly for admission to the program. The program seeks
to maintain a balance reflective of the demographic
composition of the state.
STRATEGY: CULTIVATE
LEADERSHIP
STRONG
AND
DIVERSE
Action Item: Partner and utilize the state leadership program
McCormick County should work to identify potential candidates for the Leadership
South Carolina program each year, nominate them and assist them with the
application process.
For more information see:
http://www.leadershipsc.com/about.aspx
Eventually, a goal would be to establish a local leadership program to be named Leadership McCormick County.
Action Item: Establish a County Youth Council
Work with educators and other youth leaders to identify a small group of high school students to serve as on the McCormick County Youth
Council. These students would provide advice and counsel to elected officials on issues that impact young people in the county, in addition
to engaging in community improvement projects. A program of this kind not only serves to develop young leaders in the area, but also
provides youth with a sense of belonging and opportunity, which leads to greater community pride.
Action Item: Create Community Ambassadors
Identify a group of community leaders from a cross-section of the county to serve as community ambassadors. These individuals should be
trained in the key messages and major recommendations of this economic development plan and then serve as a voice for promoting these
PAGE 42
initiatives among various audiences and groups throughout McCormick County.
Golden Gathering in Nashville, Arkansas
Additionally, the ambassadors can be engaged in McCormick County’s social media
initiatives by monitoring, posting and sharing social media content about the
county and its assets. This could take the form of responding to posts on a
Facebook page or writing blog content based on the key messages for both internal
and external audiences. This not only provides a way to engage community
members in this public outreach effort, but it also extends the capabilities of a
social media program beyond what is possible with limited staff resources.
STRATEGY: CREATE
COMMUNITY
OPPORTUNITIES
TO
COME
TOGETHER
AS
A
The Golden Gathering in Nashville, Arkansas is a festival
targeted to people 55 years of age and older that is about
to celebrate its 21st year. The festival includes music,
food and recreation with booth spaces available for
sponsors to advertise their services. Lunch is served
during music and entertainment with activities such as a
fishing derby and bingo, as well as door prizes, including
five golden tickets for $100 cash.
For more information see:
http://www.nashvillearkansas.org/node/126
Action Item: Establish a Community Wellness Event
Community wellness is becoming an increasingly popular topic among all age groups. McCormick County should create a community
wellness event that combines educational opportunities about wellness with fun events for both children and adults. The event could
include booths and presentations about various wellness topics, safety information from local police and fire departments, healthy cooking
demonstrations, sample fitness classes, field day events for children, and a 5K walk/run. Partners in the effort might include local medical
providers, fitness instructors, educators, recreational facilities, and companies that have corporate wellness programs.
Action Item: Create an event targeted to the retirement population or those nearing retirement
Due to the fact that the average age in McCormick County is over 51 years old, create a festival targeted to those in retirement and those
nearing retirement age in McCormick County. This would hopefully have the affect of bringing together the retirees who live in Savannah
Lakes Village, as well as those who live elsewhere in McCormick County. See information on the Golden Gathering Festival in Nashville,
Arkansas, for an example of this type of event.
Action Item: Create a McCormick County Volunteer Day
Working with local civic groups, faith-based organizations, and retirees, create a volunteer day event that brings together people of all ages
who are willing to give a day of service to the community. In advance of the day, identify community projects or organizations that could
be helped with a group of volunteers working together for a day – supporting local schools through playground improvements, helping the
elderly with home improvement projects, assembling care packages for at-risk children, developing a community garden in an area of need,
PAGE 43
etc. Teams of volunteers should be assembled to represent a cross-section of the community, which will allow diverse groups to come
together to work toward a common goal. At the end of the day, bring all volunteers together to celebrate the completed projects.
Action Item: Host Community Conversations
In an effort to expand community engagement related to economic development opportunities, McCormick County should host a series of
community conversations throughout the county to share information about the strategy, provide updates on its implementation and
respond to questions about the efforts. These community conversations could be hosted in homes of county residents with small groups
coming together to discuss community issues. While they may be scheduled throughout the year, a concerted effort should be made to
gather groups annually for updates on implementation of the strategy and associated successes.
STRATEGY: ENHANCE ELECTRONIC COMMUNICATIONS TOOLS
Action Item: Create a new economic development website
A community’s online presence is a critical component of its economic development marketing efforts. Economic development websites
serve as an information portal for thorough and accurate data needed by site location consultants and corporate decision makers as they
seek to learn more about the community.
A variety of organizations are involved in marketing McCormick County to various groups and individuals, including the County and Town
government, the MACK, the Chamber and Savannah Lakes Village. Each of these organizations currently has its own website with limited or
no links to other groups in the county. A new website for the new economic development organization should be created and should be the
public marketing website for the county.
Following are ideas on what to include on the new economic development website:
§
Information about the new economic development organization, its staff, board members and investors that is updated as needed.
§
Incorporate key messages from this economic development plan into the general narrative of the main page.
§
Develop and include a Community Profile with all demographic information on the county and the region. This information must be
updated on a quarterly basis.
PAGE 44
§
Include a section for the targeted business opportunities and include targeted business/industry marketing profiles as PDF
documents (note that these profiles must be updated at least annually).
§
Include data and photographs about all available sites and buildings in the county, as well as links the Site and Building databases of
the South Carolina Department of Commerce and the SC Power Team.
§
Develop an existing business section with information relevant to the success of current McCormick County businesses.
§
Include a news section on the site that has information about new or expanding businesses and other success stories. This section
should be updated on a weekly basis.
§
Include links to the websites of all partner organizations including the Town, County, MACK and Savannah Lakes Village.
This site could likely be created with assistance from retired web designers living in the county who might be willing to donate their services.
Action Item: Utilize social media tools
Social media is becoming an important and cost effective communications tool for many economic development organizations. While
LinkedIn, Facebook, Twitter, Google+, YouTube and blogs can all be utilized to market a community and engage a wider audience, but the
content must be timely and fresh to be effective. The new economic development organization should consider how social media could be
integrated into its marketing efforts in a way that is manageable with existing staff. This may include the use of LinkedIn to identify and
join groups within the identified targeted business opportunities of the county allowing the new organization professionals to learn more
about possible trends and opportunities within the targets, the use of Facebook to post successes of McCormick County and to drive traffic
to the new organization website, and/or the use of Twitter to feature information about the county and its assets related to the targeted
business opportunities, with those same feeds linked to the organization’s Facebook account.
STRATEGY: IMPROVE EXTERNAL PERCEPTIONS OF MCCORMICK COUNTY
Action Item: Develop and strengthen relationships with economic development partners
McCormick County has the potential to expand its marketing and business development opportunities through partnerships with other
economic development organizations. In the Business Recruitment section of this document, it is recommended the McCormick County join
the Economic Development Partnership, which includes Aiken, Edgefield and Saluda Counties. In addition to this regional partnership, the
PAGE 45
South Carolina Department of Commerce and the South Carolina Power Team provide excellent support to communities across the state.
To make these partnerships most effective, McCormick County should provide all partners with information about the strategic direction of
the county’s economic development efforts and its’ newly identified targeted sectors. In addition, McCormick County officials should
maintain a regular dialogue with all partners to ensure that they are fully aware of McCormick County and its assets for business
development. Additionally, a group of project managers and other key leaders from the Department of Commerce and South Carolina
Power Team should be invited to tour McCormick County and hear a presentation about the new strategic economic development plan.
Action Item: Pursue recognition of McCormick County on key ranking lists
A variety of publications research and rank communities on various factors related to economic and community development. McCormick
County should explore some of these lists and determine the selection process and criteria for inclusion.
AARP publishes several lists focused on retirement, including “Where to Live on $100 a Day,” “10 Most Affordable Cities,” and “10 Charming
Small Cities.” In addition, Forbes, U.S. News and World Report, and Money Magazine all have lists of top retirement communities, while
broadcast outlets such as CNN, CBS News and MSNBC also have retirement related rankings.
ArtPlaces, a collaboration of leading national and regional foundations, including banks and federal agencies, recognizes “America’s Top
Twelve Small-Town ArtPlaces” each year, which recognizes smaller communities in the country where the arts are central to creating the
kinds of places where people want to live, work and visit. 91 MACK should seek placement of McCormick County on this and other similar
lists.
PAGE 46
Quality of Place
Quality of place may be defined as the attributes that most drive community attachment. The recommendations below are meant to
improve the quality of place of McCormick County thereby increasing community attachment of residents and providing an attractive
environment for existing and new business and industry. 92
STRATEGY: BECOME A MORE SUSTAINABLE COMMUNITY
Action Item: Assess current sustainable activities in the county
Sustainability may be defined as an ability or capacity of something to sustain itself. In a nutshell, sustainability is anything that makes your
community a better place to live from an economic, environmental and social aspect.
Sustainability is a primary consideration in location decisions today. Many companies these days are committed to becoming sustainable
organizations and those same companies want to locate in communities with a similar mindset. In addition, the young workforce of today
wants to live and work in sustainable communities and work for companies that practice sustainability.
McCormick County should assess its current sustainable activities and identify areas to develop and enhance its sustainability programs
across the county, both for residents and businesses.
Action Item: Focus on improvements that are most beneficial to recruitment of the targeted business opportunities
A sustainable plan for McCormick County should focus on the following five-year goals:
§
§
§
§
§
§
Development of additional biking, hiking and walking trails to support recreational tourism
Historic preservation to support heritage tourism
Becoming a Tree City USA since 46 percent of the county is national forest land
Developing a county and/or town Farmer’s Market to support agritourism efforts
Developing community gardens to support agritourism efforts
Providing curbside recycling to residents and business and industry
PAGE 47
Action Item: Create a Sustainability Committee
A Sustainability Committee should be created comprised of community
representatives who have an interest and passion in sustainability that can be
focused on working on the implementation of the items above. STRATEGY: BRING THE IDEA OF A COUNTY WELLNESS OR RECREATIONAL
CENTER TO FRUITION
Action Item: Explore existing and other alternatives
There are currently plans in McCormick County to convert an old school building into
a community recreational center. The feasibility and economics of this plan should
continue to be explored.
In addition, other model recreational centers should be reviewed to determine the
amenities offered, the cost of the facility and how it was funded and what is
charged for membership. Although the example in Cullman, Alabama to the right is
probably far beyond what will most likely be developed in McCormick County, it is
included as an example of what a town of 15,000 population was able to
accomplish.
Cullman Wellness and Aquatic Center
Cullman, Alabama, a city of 15,000 residents located
approximately 40 minutes from both Birmingham and
Huntsville, is home to a 110,000 square foot Wellness and
Aquatic Center that opened in 2009. The Center includes
an outdoor water park and pool, competition pools, a
fitness center, an indoor rubberized walking track, a large
basketball court, a spa, sauna and an indoor leisure pool.
The City of Cullman used a $14.5 million bond issue to
pay for the Wellness and Aquatic Center, which is located
in Chester Freeman Park. The facility has more than
13,000 members. Day passes cost as low as $10 per day
and memberships start at $40 a month.
For more information, see:
http://www.cullmanrecreation.org/facilities-parks/cullmanwellness-aquatics/
The possibility of the location of YMCA in McCormick County should also be
reviewed.
Action Item: Explore possible grant funding for the facility
The possibility of funding the Wellness or Recreation Center with funding from the Tourism Infrastructure Development Grants, which
specifically states it can be used to support new or expanding tourism or recreational facilities, as well as the Rural Infrastructure Grant
program, should be explored.
PAGE 48
STRATEGY: ESTABLISH A LOCAL BOYS & GIRLS CLUB
Action Item: Research how to organize and establish a Boys & Girls Club
Boys & Girls Clubs of America, which has been operating for more than 100 years,
has more than 4,100 Clubs today that serve nearly 4 million young people each year
through Club membership and community outreach. Clubs provide programs each
day during non-school hours focused on academic success, good character and
citizenship and healthy lifestyles. 93
For more information on how to organize a Boys & Girls Club, please see the
following:
http://www.bgca.org/whoweare/Pages/Mission.aspx
STRATEGY: CAPITALIZE AND EXPAND ARTS/CULTURAL ACTIVITIES AND
EVENTS IN THE COMMUNITY
Action Item: Increase support of MACK
The McCormick Arts Council at the Keturah (MACK), which was established in 1985
offers music, dance, and art instruction classes throughout the year, and also
provides art, culture and education to the region. The MACK was highlighted in the
book, “The 100 Best Small Art Towns in America” by John Villani, as a significant
asset to the community. 94
MACK is definitely a noteworthy asset in McCormick County and it should continue
to be supported financially and otherwise by the county government, as well as the
Town of McCormick and other cities within the country.
Top Twelve Small-Town ArtPlaces for
2013 (listed alphabetically by state)
Eureka Springs, Arkansas
Crested Butte, Colorado
Ketchum, Idaho
Vineyard Haven, Massachusetts
Boothbay Harbor, Maine
Lanesboro, Minnesota
Highlands, North Carolina
Taos, New Mexico
Marfa, Texas
Stowe, Vermont
Eastsound, Washington
Saratoga, Wyoming
Action Item: Explore creation of an Artist Relocation Program
MACK has resident artists who typically instruct art classes, provide commission works, or have a studio located at the MACK.
currently one resident artist that offers piano classes and another that offers drawing classes. 96
95
There is
PAGE 49
Paducah, Kentucky
Artist Relocation Program
•
In 2000, the Paducah Arts Alliance created the
Artist Relocation program to recruit artists to the
community for collaboration, education and
cultural recreation.1 The program has become a
national model for using the arts for economic
development. Paducah fosters an environment
where artists and the arts can flourish by
seeking artists that have achieved some
notoriety in the art world, and that are using a
successful art business model. Selected artists
receive:
§
§
§
Zoned for live/work spaces, which enables
residents
to
have
gallery/studio,
restaurant/café, living, and other mixed uses
Properties available for as little as $1 to
qualifying proposals.
Marketing and promotional materials for the
Arts District
http://www.paducahalliance.org/artist-relocationprogram/artist-incentives
The idea of expanding this resident artist program to something like the Artist Relocation
Program described to the left in Paducah, Kentucky should be explored.
Action Item: Explore development of an amphitheater on the lake
The former welcome center of the South Carolina Department of Parks, Recreation &
Tourism that is located on Highway 378 across the Little River Bridge would be a great
location for an outdoor waterfront amphitheater for music events as well as theater
productions.
Reach out to the Greeneville Symphony Orchestra and the South Carolina Philharmonic out
of Columbia to determine if they would be willing to come to McCormick County and
perform at the amphitheater during the summer season.
Action Item: Create an Events Committee
There seems to be a need for a committee that coordinates and publicizes events in the
county so that residents, businesses and tourists know about what is going on in the
community on a monthly basis. This should be set up under the new economic
development organization.
PAGE 50
Endnotes
1
http://subscriber.hoovers.com/H/industry360/description.html?industryId=1985
4
5
6
7
http://subscriber.hoovers.com/H/industry360/trendsAndOpportunities.html?industryId=1382
8
9
10
11
http://subscriber.hoovers.com/H/industry360/overview.html?industryId=1374
12
13
http://www.bls.gov/iag/tgs/iag31-33.htm
14
15
16
17
18
http://outdoorindustry.org/pdf/OIA_OutdoorRecEconomyReport2012.pdf
19
20
21
22
http://www.latimes.com/business/la-fi-american-apparel-made-in-usa-20140810-story.html#page=1
23
24
http://outdoorindustry.org/pdf/OIA_OutdoorRecEconomyReport2012.pdf
25
http://www.merriam-webster.com/dictionary/tourism
26
http://www.beyond.com/tourism/defined
27
http://ccr.mcgraw-hill.com/category/career-center/hospitality-tourism/
28
http://selectusa.commerce.gov/industry-snapshots/travel-tourism-and-hospitality-industry-united-states
29
http://www.travel-industry-dictionary.com/adventure-tourism.html
30
http://www.preservationnation.org/information-center/economics-of-revitalization/heritage-tourism/
31
http://www.merriam-webster.com/dictionary/agritourism
32
33
http://www.cpexecutive.com/in-focus/symbiotic-relationship-convention-centers-hotels/1004072188.html
34
http://learningstore.uwex.edu/assets/pdfs/g3713.pdf
35
http://selectusa.commerce.gov/industry-snapshots/travel-tourism-and-hospitality-industry-united-states
36
37
38
39
40
http://partnershipalliance.com/greenwood-partnership-alliance-names-heather-simmons-jones-ceo/
41
http://www.sctax.org/NR/rdonlyres/565861B4-6FFF-427F-9527-69663DD253E0/0/ST427_011110.pdf.pdf
42
http://www.scstatehouse.gov/code/t06c001.php
43
44
45
http://www.cityofgreenwoodsc.com/Finance_additionalservices.aspx
46
http://www.northaugusta.net/departments/financial-general-services/tax-collection
2
3
PAGE 51
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73
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75
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77
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79
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81
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83
84
85
86
87
88
89
90
91
92
93
http://www.centralsc.org/aboutcentralsc.aspx
http://www.edpsc.org/contact/
http://www.att.com/gen/press-room?pid=19854&cdvn=news&newsarticleid=31935&mapcode=
http://www.postandcourier.com/article/20130923/PC05/130929738
http://www.postandcourier.com/article/20130923/PC05/130929738
http://www.scnhc.org/stories
http://www.singletracks.com/blog/mtb-trails/top-10-mountain-bike-cities-in-north-america/
http://www.singletracks.com/blog/mtb-trails/top-10-mountain-bike-cities-in-north-america/
http://www.acacamps.org/about/who-we-are
http://www.acacamps.org/media/aca-facts-trends
http://www.acacamps.org/media/aca-facts-trends
http://www.mysummercamps.com/camps/Detailed/Adventure_Summer_Camp_L29503.html
http://www.mysummercamps.com/camps/Detailed/Adventure_Summer_Camp_L29503.html
http://www.clemson.edu/centers-institutes/sbdc/
http://www.ptc.edu/academics/schools-departments/business-information-technology-public-service/business/entrepreneursh
http://www.readysc.org/about.htm
http://www.readysc.org/partners.htm
http://www.umass.edu/ug_programguide/htm.html
http://www.mccormick.k12.sc.us/cms/lib/SC01001536/Centricity/Domain/4/Palmetto%20Gold%20and%20Silver.pdf
http://www.ed.sc.gov/data/report-cards/2013/district/c/D3301999.pdf
http://www.teachforamerica.org/our-organization
http://www.teachforamerica.org/where-we-work/south-carolina
http://www.scstatehouse.gov/reports/DeptofCommerce/2012LegislativeReport-SetasideandRIF.pdf
http://learningstore.uwex.edu/assets/pdfs/g3713.pdf
https://www.wyndhamvacationresorts.com/ffr/resort/details.do?id=0130
http://adventure.howstuffworks.com/timeshare1.htm
http://sccommerce.com/sc-advantage/growth-incentives/discretionary-incentives
http://www.preservationnation.org/who-we-are/field-offices.html#.U_ENz1YkJG4
http://www.scnhc.org/destination/jj-dorn-house
http://www.scnhc.org/index.html
http://shpo.sc.gov/programs/Pages/Grants.aspx
http://shpo.sc.gov/programs/tax/Pages/default.aspx and http://shpo.sc.gov/pubs/Documents/htln1112.pdf
http://agriculture.sc.gov/userfiles/file/UpstateFTG.pdf
http://media.clemson.edu/public/extension/rttp/2011/mccormick.pdf
http://www.clemson.edu/extension/county/mccormick/
http://www.scnhc.org
http://www.selfmedicalgroup.org/family-healthcare-savannah-lakes.php
http://www.grhealth.org/health-services/health-services-home
http://www.forbes.com/sites/brucejapsen/2013/03/11/a-boom-in-urgent-care-centers-as-entitlement-cuts-loom/
http://www.ucaoa.org/news/184633/South-Carolina--AnMed-Health-opens-urgent-care-centers-in-Anderson-Clemson-.htm
http://www.forestviewmanor.org/about_us
http://www.artplaceamerica.org/articles/topsmalltownartplaces2013/
http://www.michiganfuture.org/07/2011/the-quality-of-place-that-matters-most/
http://www.bgca.org/newsevents/PressReleases/Pages/GreatFuturesCampaignLaunch.aspx
PAGE 52
94
95
96
http://mccormickarts.org/home/
http://mccormickarts.org/the-artists/artists-and-classes/
http://mccormickarts.org/the-artists/artists-and-classes/

ED Strategic Plan - McCormick County, SC

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