S o u t h C a r o l i n a B u s i n e s sNovember /December 2 0 0 936 S o u t h C a r o l i n a B u s i n e s ss c c h a m b e r . n e t November /December 2009 37

11-09 >> QUALITY OF LIFED R I V E R

H H

In the past 25 years, however, public and private sector leaders have led revitalization efforts in many South Carolina downtowns. Statewide, dozens of communities of all sizes have reinvented their city centers to reflect today’s demographic trends, mobile

lifestyles and shifts in traffic patterns back toward downtown living and working. No longer abandoned and neglected, South Carolina downtowns are springing back to be population centers bustling with commerce, and residents are returning to downtown living.

But do not confuse downtown development with just rehabbing facades, bricking sidewalks and burying power lines. While the secret formula for downtown revitalization will be different for every community, three themes frequently occur when looking at successful downtown development plans across the state.

• Leadership and vision – Downtown revitalization does not just happen. Public and private sector leadership and vision over many years are keys to success. Without that shared vision, diverse funding sources and a strong do-able plan, the process can easily get off track.

• Landmarks – Many successful downtown projects are built around a local landmark or grouping of landmarks. Restored opera houses and theaters, city halls, courthouses, textile mills and federal buildings all serve as anchors for successful redevelopment efforts.

• Leveraging natural assets – Water is a natural asset many cities have used as a draw for downtown development efforts. South Carolina’s wealth of rivers and the commerce that has long been associated with waterways gives many cities and towns a natural starting place for downtown development planning.

LeaderShip and viSion

Greenville

Greenville is one of the state’s best known success stories for having a long-term vision for its downtown redevelopment.

In a decline typical of South Carolina cities in the late 1970s, Greenville lost many downtown businesses to the suburban shopping centers. Business and city leaders recognized that something needed to be done.

The city’s master plan from the 1980s focused on public-private partnerships that would encourage retail, residential living, arts and

culture. The vision of that master plan stated by 2000 was “Greenville will have a thriving downtown, which is recognized nationally as an example of a ‘state-of-the-art’ community in which to live, work and play, and which serves in itself as a national attraction.” Recent recognition by national publications such as Southern Living and Regions Magazine reinforces this vision has become a reality.

In the 1980s, the city jump-started the reinvention of downtown with a comprehensive streetscaping project that made Main Street easier to navigate and encouraged pedestrian traffic with parks and open spaces. The city also encouraged private investment with its commitment to the Hyatt Hotel and Conference Center that has been an anchor for downtown development in the past 25 years.

Taking full advantage of its most valuable hidden asset in the late 1990s, Greenville leaders set out a vision to incorporate the Reedy River as the centerpiece of the city’s downtown redevelopment plans. Following a massive $70 million construction project to expose the river as an anchor for downtown economic growth, Falls Park and the Liberty

DowntownsEvolving asEconomicanchors

Downtowns have lonG haD a special place in american life as hubs of business anD resiDential livinG. however, when the pace of commerce increaseD in the miD-1900s, many Downtowns arounD the country, especially in south carolina, were shuttereD when the GrowinG interstate system circumventeD city centers. at the same time, resiDents were flockinG to the suburbs anD businesses were movinG to the bypass leavinG many Downtown centers struGGlinG.

By Reba Campbell

Ind

ust

rial A

rt &

De

sig

n

Falls Park and the Liberty Bridge that spans the Reedy River have

become the focal point for downtown Greenville as a destination for

visitors and residents alike.

S o u t h C a r o l i n a B u s i n e s sNovember /December 2 0 0 938 S o u t h C a r o l i n a B u s i n e s ss c c h a m b e r . n e t November /December 2009 39

Bridge that spans the river have become the focal point for downtown as a destination for visitors and residents alike.

aiken

Like Greenville, Aiken’s downtown experienced a similar decline by the 1980s. City leaders started a long-term master planning process in

1986 to bring back the character and personality of its original bustling downtown. Key to this planning process was strong private sector leadership working closely with city council to ensure the rebirth of downtown would take place in a deliberate, long-term manner led by a strong downtown development organization.

By 1993, the city’s master plan had developed into a long-range strategic vision that focused on four core areas - the Business City, the Family City, the Green City and the Historic City. This led to a private fundraising campaign, Aiken 20/20, that raised $3.5 million in five years to provide private dollars that supplemented the public investment in downtown.

A major challenge cities often face in redevelopment projects is disruption to the existing downtown businesses. A unique aspect of Aiken’s redevelopment plans was a process the city called “publicitization,” says Roger LeDuc, Aiken’s city manager. Publicitization means the city served as the general contractor for much of the infrastructure work to better control the cost, pace and timing of the work.

LeDuc says publicitization allowed disruptive streetscaping work to be done a half-block at a time on one side of the street rather than tearing streets up all at once. This process minimized the impact on downtown businesses and saved the city almost 50 percent. Additionally, no businesses closed during construction.

Another goal of Aiken’s downtown planning was to increase housing density. Through an incentive program, building owners added upper floor housing above downtown shops. They also began rehabilitating neglected buildings downtown and created incentives for private investors to do the same.

columbia

In Columbia, the University of South Carolina (USC) is playing a critical role in tying a long-range vision for the Vista area, the river, the

Main Street corridor and USC. The goal is to position the Capital City’s downtown as a hub for high-tech jobs in the knowledge economy. City leaders recognized the knowledge economy workers, entrepreneurs and investors would want pedestrian friendly streets and access to downtown living.

According to Jim Gambrell, director of economic development for the City of Columbia, “Planning has paid off big time for downtown Columbia.”

Gambrell said it all started with the Congaree Vista Plan in the 1980s and continued with the City Center Master Plan in 1999. This plan called for the streetscape on Main Street and supported the idea that residential development was important to make downtown a 24-hour environment rather than just a place where people would come to work then leave for their suburb homes.

“This planning also encouraged us to think about a market niche, and we focused on USC as a partner in developing technology oriented companies,” said Gambrell. With USC’s focus on its research campus, Innovista, the city and university partnered to create Columbia’s Technology Plan and the USC Columbia Technology Incubator, which has graduated 21 new companies.

LandmarkS

newberry

Newberry experienced the typical decline resulting from the interstate system and the widening of other highways in the

1970s. Businesses left the center city to be closer to the interstate. By the late 1980s, downtown was nearly a ghost town.

In 1992, a concerned group of residents convened to consider the idea of reinventing the old opera house into a centerpiece that would position downtown Newberry as a performing arts destination. A

successful public-private collaboration raised $6 million to renovate the building and an adjacent city park and fund a streetscaping project.

The renovated Opera House opened in 1998 as the anchor for the downtown redevelopment plan. With a unique nine-month season, the Opera House schedule features diverse national performers ranging from opera and chamber music to country music and acrobats in an intimate 462-seat facility.

In 2002, Hampton Inn opened next to the Opera House. At the time, it was the only Hampton Inn located in a downtown outside of a major metropolitan area in the state. In 2007, the city restored the fire station next to the opera house into a full-service conference center. The fire station further increases the value of the Opera House by generating overnight stays and using local restaurants for on-site catering of receptions, meals and other events.

City leaders say this approach to make downtown Newberry an arts destination is working. Seventy percent of the visitors to the opera house are from outside of Newberry, creating a sizeable customer base for downtown restaurants, hotels and retail outlets. Since the beginning of the Opera House project, downtown Newberry has seen 20 buildings renovated, 17 second floor apartments constructed and six restaurants added.

The city’s public investment of approximately $9 million over the life of the project resulted in more than $14 million in private sector investments in Newberry’s downtown district and continues to produce ongoing investment.

GreenwooD

Downtown Greenwood had experienced minimal growth in the past 20 years when city leaders began a master planning process in 2004

to spur economic development. Community leaders focused on three key cultural landmarks within the downtown area called the Emerald Triangle. They saw these landmarks as anchors for redevelopment that could encourage a return to a thriving downtown economy driven by retail, restaurants and the arts.

The Greenwood Federal Building, the Greenwood Community Theatre and the Greenwood Museum – close to one another on Main Street - were primary players in the city’s goal of encouraging cultural, retail and restaurant development. All three buildings have been renovated over the past several years thanks to a combination of hospitality tax dollars, federal grants, the Emerald Triangle Capital Improvement Fund and the Self Family Foundation. In total, the community has invested close to $12 million in projects located in the Emerald Triangle since 2005.

The oldest of the three buildings, the former Federal building, was constructed in 1911 and became the Arts and Visitors Center in 2006. Since its opening, more than 65,000 people have come through the Federal-style building tying directly to the increase of retail and restaurant traffic downtown. The 300-seat Greenwood Community Theater, built in 1934, is a city landmark with many of its original architecture elements intact from its early days, including the lobby floor and many of the seats.

11-09 >> QUALITY OF LIFED R I V E R

H H

Recently, the courtyard between these two anchor buildings was renovated to accommodate more events and downtown gatherings. The city received two grants to help with the work.

The Greenwood Museum, a former furniture store built in 1940, underwent a $1 million restoration in 2008, the first improvements since it opened in 1982.

Downtown merchants sing the praises of this investment. Local businessman and international photographer Jon Holloway bought a 1901 auto parts store covered in a 70s-era facade and renovated it into a hall for exhibits and exhibitions that compliment the city’s three historical anchor buildings. He notes the streetscaping project, new lighting and underground wiring in the downtown area have made a real difference.

“Anything we can do to make it an area that’s more inviting and welcoming – that’s a win-win for the community and the city,” Holloway said.

naturaL aSSetS

beaufort

In Beaufort, a recent renovation of Henry C. Chambers Waterfront Park overlooking the Beaufort River has allowed every resident to have

a little piece of waterfront property. It draws visitors and residents to the downtown historic district for shopping, dining, lodging and leisure.

The park was first built in the 1970s and experienced a great deal of wear and tear as a popular spot for residents and visitors. A plan was first developed in 2000 to restore the park. Over the next several years, work was done to repair structural problems, landscaping and storm water and electrical systems.

Today, the park links residents, visitors and business owners in the downtown area. The popular “In the Park” series brings music, lunchtime concerts and evening movies that add to the bustle of downtown activity generated by the waterfront park. LaNelle Fabian, director of Main Street Beaufort says, “The park adds to the mixed-

The Capital City’s downtown is being positoned as a hub for high-tech

jobs in the knowledge economy.The renovated Newberry Opera House opened in 1998 as the anchor for

the downtown redevelopment plan.

The former Federal building in Greenwood was constructed in 1911 and

became the Arts and Visitors Center in 2006.

Ph

oto

gra

ph

y c

ou

rte

sy o

f M

AS

C

ATTORNEYS AND COUNSELORS AT LAW

Anne S. Ellefson, Managing Director, 75 Beattie Place, 11th Floor, Greenville, SC 29601 864.240.3200 aellefson@hsblawfi rm.com

WWW.HSBLAWFIRM.COM CHARLESTON COLUMBIA FLORENCE GREENVILLE WASHINGTON, DC

®

Haynsworth Sinkler Boyd, P.A. is proud Haynsworth Sinkler Boyd, P.A. is proud Haynsworth Sinkler Boyd, P.A. is proud that one of our own from Greenville, South that one of our own from Greenville, South that one of our own from Greenville, South Carolina now leads the 3,000 member Carolina now leads the 3,000 member Carolina now leads the 3,000 member association, advising a $2.7 trillion industry.association, advising a $2.7 trillion industry.association, advising a $2.7 trillion industry.

Kathy is bond counsel to many hospitals, Kathy is bond counsel to many hospitals, Kathy is bond counsel to many hospitals, colleges and universities, cultural colleges and universities, cultural colleges and universities, cultural institutions, and industrial clients. institutions, and industrial clients. institutions, and industrial clients.

TRANSFORMING THE BUSINESS LANDSCAPE

“The coming months will bring great opportunities to communities all across the U.S. as the economy recovers and stalled projects restart.” — KATHLEEN CRUM (KATHY) MCKINNEY PRESIDENT

NATIONAL ASSOCIATION OF BOND LAWYERS

• Chair, Furman University Board of Trustees

• Board Member, South Carolina Independent Colleges and Universities

• Board of Directors, South Carolina Association of Non-Profi t Associations

• Consistently recognized in The Best Lawyers in America—Public Finance and Chambers USA

• Named to Society of International Business Fellows

HSB_SC_Business09_KMcKinney_Ad_kc10.indd 1 10/19/09 11:05 AM

S o u t h C a r o l i n a B u s i n e s sNovember /December 2 0 0 940

11-09 >> QUALITY OF LIFED R I V E R

H H

Learn more about the Main Street program, and watch videos highlighting some of South Carolina’s Main Street cities. Just click on the Media Center menu option on www.scchamber.net.

use element of the downtown district by attracting people interested in living and working downtown.”

conway

As a gateway to the beach, Conway was often overlooked as a destination for tourists and

was challenged by having no central gathering place for residents or tourists. In the 1980s, Conway planners focused on the abandoned Waccamaw Riverfront with empty warehouses and an abandoned sawmill. They envisioned a scenic hub that could provide outdoor space for a variety of activities and a connection to downtown businesses.

In 1988, the city held a two-day charette coordinating three groups of residents and business leaders to develop concepts for the riverfront redevelopment. By 1989, the Waccamaw Riverfront District Plan emerged, outlining a three-stage process. Phase one brought the Riverwalk, new sidewalks and streetlights to the district. During phase two, the city extended the Riverwalk and added a riverfront park with a stage area and marina store. The final phase, completed in 2009, provided landscaping and additional facilities. State grant and bonds helped pay for the project.

City officials brought local residents and business owners into the process during numerous public workshops and committee meetings. During these meetings, consultants, planners, environmentalists, architects and city staff discussed the project and asked residents and business owners to share their concerns and opinions and serve on the steering committee appointed by city council.

“The Riverwalk is more than just a project,” says Mayor Alys Lawson. “It’s been numerous years in the making as a multiyear, multicouncil and multicommittee project for the city. It’s a dream we’ve finally realized.”

main Street South CaroLinaheLpS downtownS deveLop

A common theme among many of South Carolina’s successful downtown redevelopment projects is a formal city-supported organization to lead the efforts. Twelve South Carolina cities do this through their participation in Main Street South Carolina, a nationally recognized program that supports downtown revitalization through the National Trust for Historic Preservation’s Main Street Center.

Main Street South Carolina members benefit from a national model that incorporates a four-point approach to downtown redevelopment - organization, design, promotion and economic restructuring, according to Beppie LeGrand, manager of South Carolina’s Main Street program.

Organization provides structure to the revitalization effort. This committee establishes a board of directors and the other standing committees and coordinates volunteers. The promotion committee ensures the organization, commercial district and merchants are part

of a comprehensive marketing plan using special events, retail advertising and marketing campaigns.

A primary goal of the Main Street program is to improve and maintain an attractive and enticing downtown commercial district. A design committee, often in concert with a city’s design review board, works to improve the physical appearance of the downtown. The committee addresses buildings, green space, pedestrian and vehicular traffic patterns. The economic restructuring committee supports existing business and identifies new businesses to recruit to create a business mix that supports itself.

The four points of the Main Street approach correspond with the four forces of real estate value – social, political, physical and economic.

Jonathan Irick, manager for Main Street Laurens, says, “One of the many values of the Main Street program is the association with a national organization that allows us access to information and services that are not often found in small towns. The name Main Street has become associated with real preservation and economic development for downtown Laurens.”

Main Street programs are funded locally with training and consultation supplied from state and national Main Street staff and experts. Typically, cities receive technical assistance services; program assessments; training for staff, board and committees; and design assistance as benefits of their Main Street membership.

Cities apply for the Main Street program through a rolling application process. “We have found the application process helps us identify communities with the capacity to support a Main Street program,” LeGrand said. “By selecting strong communities with solid organizations, we are able to give each one more personalized and targeted attention with their training, planning and volunteer development.”

Reba Hull Campbell is deputy executive director of the Municipal Association of South Carolina.

“Main StReet” CitieS

Beaufort Bennettsvil le

Conway Florence

Great Falls Hartsvil le Lancaster Laurens Manning Marion

Orangeburg Summervil le