At a time when there is such a broad disconnect between citizens and their government, something very special is happening here in Beaufort. I believe there is more trust and collaboration between the City of Beaufort and our residents than we have seen in many years.  Despite the financial meltdown, life goes on because we are all working together to keep our hometown one of the most special places in the world. Let me share some of what I see.  

Early Saturday morning before the Water Festival parade, I observed “the daily meeting” among City officials. Attending were our City’s Events Coordinator, Finance Director and Police Liaison, along with Water Festival organizers (Program Coordinator Bob Bible –next year’s Commodore– and his team) and representatives from City partners (The Greenery and Lanier Parking). As they reviewed issues from the previous day and tied up loose ends in the “plan for the day,” I saw government folks working seamlessly with volunteers for the community good. Alongside the adults was a high school student who spent the week working to achieve her “community service” credits for a school project.  Accordingly, it was no surprise that all of the streets around the parade route were clean and ready for parade viewers. I also knew that what appeared to be the last “float” in the parade was actually two men blowing debris in front of a privately operated street sweeper followed by a golf cart with trash containers collecting used cups, soft drink cans, candy wrappers and other trash from citizens as they were leaving the parade route.  “WOW” I thought, which led me to reflect on other demonstrable moments throughout the week. 

I pondered news stories of the week that highlighted long time Water Festival volunteers who have worked tirelessly over the past 55 years; I thought about how fortunate we are to have the committed and diligent volunteers of  the Fripp Island Water Rescue Squad (and others with whom they work) who help those in need:  I reflected on my meeting with Lantz Price who volunteered employees from Plums and Saltus to kick-start commercial recycling downtown. 

What could make a Mayor happier than seeing people coming together to make their hometown an even better place?   

Last week I read the story of a small town in California that closed its doors because officials  had mismanaged public funds, paid their staff exorbitant salaries, were financially ruined and had lost the public trust. Private contractors, to whom government was outsourced, were in charge. 

While I do not proscribe outsourcing all functions of city government, outsourcing decisions we have made over the past year are paying off and more than just financially.  Firstly, our Public Works Department can now focus on public works issues like maintaining the storm water system which they never got to because they were so focused on collecting garbage and maintaining parks.  Secondly, the City and our new partners have enlisted a willing public to help make improvements we perhaps never thought of and could otherwise not afford. Let me mention a few.

Volunteers, through neighborhood associations, with the help from City Police and Fire Departments, have — in less than a year – helped collect more than 310 tons of junk. This was refuse that was difficult to dispose of and included bulky items such as beds, bicycles, tires and batteries, paint, wood and furniture that was in the way, unsightly and presented a fire hazard to homeowners.   

Volunteers, again though neighborhood associations, worked several Saturdays with professionals from The Greenery to clean up and beautify selected spots within neighborhoods. 

Garden Club volunteers, inspired by an employee from “Buds and Blooms,” enlisted City staff  (Public Works and Parks Department) and from The Greenery to host an early Saturday morning seminar on best practices for lawn maintenance and explanations of the new flowers in the Park and how to cultivate and maintain garden flowers.

Collaboration between government and the citizens is one of my personal goals and it is working. Now is not the time to stop and rest on our laurels!  Rather it is a time to take these models further as we have more work to do. 

Because they do not have neighborhood associations to be the eyes, ears and helpers, some areas of the City are not getting the attention they deserve and need. Last week I heard from a Mossy Oaks resident who referred to her neighborhood as the “outer edge of Beaufort.”  Her rationale, which I understand, was that her street needed attention and the City was not paying attention. A visit to the area proved her right and a Public Works crew responded by the end of the next day.  Had she not called, the issue still might not have been addressed and she might have continued to believe she lived in an “outer neighborhood” rather than in  Beaufort’s largest neighborhood.

I suggested that the resident attend the monthly meeting between City staff and neighborhood leaders. She did and reported her surprise to see the healthy give and take and solutions coming from people like her and not just from city employees. Hopefully, she will come back next month and bring neighbors who will make this message resonate through Mossy Oaks so that others will begin to work with us. 

Please understand that “working with us” does not just mean filing complaints; rather it means recommending workable solutions and lending a hand when the challenge of neighborhood clean-up begins.

I do not mean to suggest that all problems can be addressed immediately or completely. Some are financially costly and complicated and will take time. But without the dialogue and solution hunting sessions, it is likely less will be done.

Aside from keeping neighborhoods clean, I believe there are other challenges where partnerships between the City and its residents are necessary. Building Southside Park, working more closely with our police officers and firefighters on toward even better security and more fire prevention, helping each other adapt to a new parking system, developing a form-based code that reflects the culture and physical forms of our community and continuing to press for an Auxiliary Land Field for the Joint Strike Fighter are but a few of the challenges that lie ahead. 

Let’s continue to talk about them. Let’s use the examples set by others and continue to collaborate to move our community forward. This is the best way to ensure Beaufort will remain the best hometown in the world.           

Billy Keyserling                                  billyk@islc.net

 Fiscal Year 2010 Was A Very Good for the City of, Considering the Economic Downturn:  Accomplishing More with Less through More Efficient Management of Resources to Meet Community Needs
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The Following News Article was Reprinted from The Beaufort Tribune
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Beaufort boosts financial status while improving services 

Beaufort makes the most of its limited budgets, and still provides new and expanded services to residents, according to a recent city press release. Through strong financial management and City Council leadership, Beaufort found creative ways to provide exceptional services in 2009-2010 without extra money.

The Beaufort City Council recently approved its FY2011 budget and, in a look back at FY2010, City Manager Scott Dadson and his team showcased a detailed look at the City’s strong financial standing despite a national recession.

“Looking back, it was a pretty good year for us in the City, considering the economybeing the worst it’s been in 80 years. We saw our general fund grow by approximately $850,000 while doing amazing things to make Beaufort a better place to live,” Dadson said.

Among the encouraging signs: Building permits are up in 2010 compared to 2009, due in large part to better enforcement of permits for renovation work. “Business license fees are stable – which is better than seeing them decrease,” Dadson noted.

“The City’s financial position, which was solid at the start of the year, is even
stronger at year end,” said Mack Cook, Beaufort’s finance director. “The City’s reduced its debt by $2.2 million, including retiring several years early $675,000 in outstanding loans, which saves taxpayers a lot of debt service payments in future years.

“Without adding new debt, the City spent $524,000 for major stormwater improvement and added three police patrol cars for $78,000. The City’s ending operating cash balance remains virtually unchanged from the beginning of the year at $7.6 million,” Cook said.

Between now and December, the City will expend $3 million more than it takes in and starting the fiscal year with this cash position allows the City to maintain services without resorting to short-term borrowing, while keeping sufficient cash on hand should it be necessary to recover from a major storm.

“Much of what the City has been able to accomplish this past year started with the outsourcing of the residential solid waste and recycling,” Cook said. For FY2010 the City’s Solid Waste operation netted $103,000 in positive cash flow – even after the Solid Waste Fund repaid $178,000 in outstanding equipment loans and $55,000  in advances from the General fund. This compares to a loss in FY 2009 from Solid Waste operations of $77,000, Cook said.

“This reversal of fortunes allowed the City to redirect funding to enhancing the appearance of our neighborhood, sidewalks, curbs and streets while building a reserve for the replacement of the roll carts and recycling bins,” Cook said.

“The City wasn’t going to sit passively by as our citizens’ property values declined in this national recession. The City took action in improving how neighborhoods look, and in doing so hopefully helped maintain property values,” Cook said.

Expanded services – made possible partly by outsourcing work to the private sector – include those increased efforts to clean up the city and to maintain parks and open space. Also, the City brought in outside experts to review police and fire department practices.

“Over the past year, City staff, residents and volunteers collected more than 312 tons of debris from across the City, creating a more attractive community while  also improving fire safety by removing all that flammable material,” Dadson said.

The clean-up was possible through the dedication of several Neighborhood Associations, residents and volunteers, City staff and the efforts of Waste Pro, the company that provides garbage, trash and recycling collection.

In the past 10 months, Beaufort residents, City crews and volunteers removed 312 tons of “stuff” from residential properties in Beaufort, eliminating fuel for fires and cleaning up the City. To put that in perspective, 312 tons is equivalent to  about 42 elephants, or two blue whales, or eight fully-loaded tractor trailer rigs, or 24 fully-loaded dump trucks, or 312 VW Beetles.

The totals from nine neighborhood clean-ups include:
· 197 tons of trash including white goods, bulky waste, lumber, and metals
· 104 tons of trees limbs, shrubs, branches and yard debris
· 11 tons of paint, tires, combustible liquids and items never identified
· 23 vacant lots have been cleared of overgrown vegetation, improving public safety and reducing fire risk.

Under the City’s solid waste removal contract with Waste Pro, in effect since August 2009, the City has focused on four key areas to improve life for residents, to improve the looks of the City, and to improve fire safety issues: garbage, recycling, yard debris and bulk goods.

Pro-active, prevention-based efforts by the Beaufort Fire Department and Beaufort Police Department earned “best practice” kudos from a recent comprehensive study conducted in 2009-2010 by the International City/County Management Association for Beaufort.

Those effort help save lives and reduce loss of property, ICMA experts said. The reports addressed strengths of both departments as well as areas where improvementis needed.

“We brought ICMA and their experts in to take a close look at the services we provide in public safety, and to help us identify how we can make an already good thing better,” Dadson said. “The reports indicate we’ve made good progress but still have room to improve, and we now have a new roadmap for that improvement.”

A majority of law enforcement calls in Beaufort originated with police officers, according to the ICMA study.

“We have 76 percent of our call volume being officer initiated,” Dadson said earlier this year. “That’s a big part of our pro-active community policing effort. Our officers are on the street, they’re on the roads, they’re keeping an eye out for suspicious people and behavior, and that helps make Beaufort a safer place.”

Police Chief Matt Clancy earned a “best practice” commendation from ICMA for using “community resource teams” to shift police teams to focus on particular geographic areas when problems arise.
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To review the City’s 2010 Financial Overview,clip and paste  www.cityofbeaufort.org  and click on Finance Department.

There is Still Time to Be Heard: Encourage Auxiliary Landing Facility for JSF 35 B

 

Since I last wrote about my preference for Alternative #1 for staging of the JSF 35-B at MCAS, I have heard from a number of people who have asked “why not Alternative #3 which increases the number of military personnel and projects fewer take offs and landings and less noise?”  On this surface this makes a lot of sense. Dig a little deeper and it might not. While the EIS does not adequately discuss new and better civilian jobs for Alternative 1 and the potential for an Auxiliary Landing Field, these issues need attention.  Let me share what I know: Alternative 1 Brings More and Better Permanent Civilian JobsWhile the draft EIS does not address the increase in civilian jobs associated with adding a training mission to MCAS, Beaufort, this is one of the two most important reasons I support Alternative 1. Lockheed and vendors who support the state of the art aircraft will co-locate with the training squadrons thereby bringing new, better and more permanent civilian jobs to the lowcountry. This would be a huge step toward diversification of our economy, which is something this community has longed for, but never accomplished, over the years. These jobs and the creative culture that comes with high tech jobs, have the potential to strategically locate Beaufort between Boeing in Charleston and Gulfstream in Savannah. This too could create a huge opportunity for local businesses to benefit by participating in the supply chain for these prospering businesses. First Out of the Box If Marine Corps Air Stations does not convert to accommodate and support the newest and best  aircraft, they will eventually be out of business because the current aircraft will be put out of commission. It is just a matter of time. Accordingly, because of the training component, Alternative 1 brings the jets to Beaufort at the beginning of the program rather than at the end as prescribed for Alternative 3.  This means Beaufort will not be left out in the event if the JSF 35-B program does not grow to the extent DOD hopes. The planes, the businesses and training will be in place and are likely to stay in Beaufort. BRAC PROOF Because of its limited mission, and relatively small size, MCAS has consistently been at risk of closure.  Blending training squadrons with operational squadrons at MCAS makes Beaufort more “BRAC proof” when an Administration launches another round of Base Realignments. With DOD budget dollars precious, this is likely in the future.Having made the huge investment in infrastructure, including the expansive and expensive training simulator and retrofit of existing facilities at MCAS, Beaufort’s value relative to other bases will be enhanced and we are more likely to be protected from future DOD cuts. International Training Center Because of its strong training component, Beaufort will not only be “the training center” for Marine pilots, it will become an international training center for US allies who will purchase the JSF 35-B.  Again, the EIS does not include in its employment projections the 75 or more transient pilots who will be in and out of Beaufort, bringing their families and friends to visit when they are here.  Frequency of Take Offs and Landings and Projected Noise Levels There is nothing in the EIS that answers valid concerns about the frequency of flights and the noise that follows.  Both are issues we must address. Both are issues I addressed last year in the EIS Scoping Session and as comments to the Draft EIS. Accordingly, I strongly suggest that you join me in submitting comments recommending the use of an Auxiliary Landing Field.  I know that DOD encroachment experts have been combing the outlying counties for areas suitable for an Auxiliary Landing Field. Furthermore, we know that Shaw Air Force Base in Sumter has excess capacity, at least on a temporary basis, until an Auxiliary Landing Field can be established. An Auxiliary Landing Field is likely to create an additional 30 new jobs.   .

If the Joint Strike Fighter 35-B (JSF 35-B) scenario unfolds as many of us would like, there will be another “new day” for MCAS Beaufort in December when The Department of The Navy announces that two training and three operational squadrons of the state of the art (space age to those of us over 60) Joint Strike Fighter 35-B (Alternative 1) will be based in Beaufort.

Having read the draft Environmental Impact Statement (EIS) for the JSF 35-B, I am certain Beaufort will see some changes. How many people will be coming? What companies will move here to create jobs to support the initiative? What will be the difference in “sound”? What will be the number and frequency of flights? And will there be new and better opportunities for our young people? (If we are serious about improving public education, we must be equally serious about bringing more meaningful jobs to the area.)

I urge you to look at the following website, www.usmcjsfeast.com, so you too can learn more about the opportunity. Furthermore, I would encourage you to post comments, as I will post this, in the public comments section of the same web site.

I strongly support what is referred to in the report as “Alternative 1”, with the understanding that an Auxiliary Landing Field will be necessary. Let me explain.

I remember the day when — sitting in Mrs. Johnson’s fourth grade mobile classroom behind Beaufort High School (now the site of Beaufort Elementary) — the first new Marine Crusaders made their first flight over Beaufort signaling to the community that the abandoned Naval Air Station was reactivated as Marine Corps Air Station, Beaufort.

We were excited about new classmates (and teachers) that would be transferred in to Beaufort. We were told there would be better jobs for those who lived here..

It took a little while to get used to the sounds of jets roaring over our small town. Beaufort was, at the time, perhaps a little “too quiet” for many of the younger people growing up here. But not long thereafter, MCAS, its aircraft and families became – and have since been – an integral part of the fabric of our community.

Over the years, many of us have developed strong business and personal relationships with military personnel and their families. Many “military brats” (as we then called them) like Joan Webster Fordham, Sue Ann Carver Reedy, Pat Conroy, Connie Hipp, Kathy Conroy Harvey, Pat Owings Alley, Stephanie Edwards — to name only a very few among the many – adopted Beaufort as their hometown and have since contributed to the betterment of the community. We know civil engineers and building contractors who work almost exclusively at MCAS.

Today, the annual economic impact of MCAS Beaufort is more $615 million, which is to say nothing of the human resources and rich cultural diversity the military brings to Beaufort. Perhaps even more importantly, many of us feel that by hosting the military in Beaufort, our community is contributing to a strong and vital national defense.

And finally, the JSF 35-B is the aircraft of the future for Marine Corps aviation and what we know today will be phased out. If this aircraft is not incorporated into MCAS Beaufort’s future, we could lose the base and its annual economic impact of $615 million. This would be a huge blow to our economy.

The other day, I received the following letter from a “concerned taxpayer.”

“I realize allowing more squadrons and aircraft into MCAS Beaufort means more revenue for local businesses and the City and County of Beaufort, BUT at what price? . . . . Now, the amount of noise generated by Marine aircraft in and out of MCAS Beaufort can be very annoying, especially flying at night and sometimes even up to midnight. I would hope that the Marines can comprehend that most people enjoy their evening hours at home and would prefer that the noise within the home can be controlled with a volume button, not drowned out with jet noise. . . . If a vote should ever come about, I would check the box to eliminate MCAS Beaufort altogether.”

I understand the writer’s concern. At the same time I hope the writer will understand our community’s concern for the 8,800 jobs, the $615 Million economic impact and the hope for a brighter future and even better job opportunities.

Furthermore, I hope that those who have recently moved to Beaufort understand and can appreciate, as many of us do, the more than a century long relationship between the Marine Corps and the Citizens of Beaufort County. I hope they will understand that Parris Island expanded during the depression giving many without hope the means for a brighter future at one of the dimmest times in American History. And I hope they will understand that the recession proof military presence in Beaufort continues to be the main stay of our economy.

Over the past several years, local governments, land owners have been preparing for this opportunity.

Beaufort County’s Rural and Critical Lands Program purchased development rights of 719 acres around MCAS Beaufort, protecting the Air Station from construction that might affect or intrude on air operations

In partnership with MCAS, the Beaufort County Open Land Trust purchased development rights protecting 520 acres
Beaufort County, the City of Beaufort and the Town of Port Royal are creating a Transfer of Development Rights program to help mitigate encroachment, if necessary in the future, around MCAS. (This program is viewed by the Department of Defense as a model project like no other in the country.)
Beaufort County Council, and all of our municipalities in concert with six neighboring counties, passed resolutions that support bringing the JSF 35-B to MCAS Beaufort.
In closing, I ask all to leave comments on the website and to join me and many others in supporting the JSF 35-B in Beaufort and the inclusion of an Auxiliary Landing Field which will undoubtedly mitigate the potential differences in noise that may come with the change.

Let’s not be afraid to open our eyes to a brighter day for our hometown!

Billy Keyserling
billyk@islc.net

Your Opportunity to be Heard Invest a Few Minutes to Speak up About the JSF 35-B (Drop-In)  Listening Session Tuesday June 22            5 PM – 7 PM Holiday Inn, Boundary Street, Beaufort         I can remember well the day —  sitting in Mrs. Johnson’s fourth grade mobile classroom behind Beaufort High School (now the site of Beaufort Elementary) — when the first new Marine Crusaders made their first flight over Beaufort signaling to the community that the abandoned Naval Air Station was reactivated as Marine Corps Air Station, Beaufort.We knew this meant new people would soon be moving to Beaufort and there could be better jobs for those who lived here. We were excited about new classmates (and teachers) coming as many families would soon be transferred to Beaufort.   It took a little while to get used to the jets roaring over our small town.Beaufort was, at the time, perhaps a little “too quiet” for many of the younger people growing up here. But not long thereafter, MCAS, its aircraft and families became – and have since been – an integral part of the fabric of our community. Over the years, many of us have developed strong business and personal relationships with military personnel and their families. Many “military brats” (we called them then) like Joan Webster Fordham, Sue Ann Carver Reedy, Pat Conroy,  Connie Hipp, Kathy Conroy Harvey, Pat Owings Alley, Stephanie Edwards — to name only a very few among many – adopted Beaufort as their hometown and have since contributed to the betterment of the community.    Today, the annual economic impact of MCAS Beaufort is more than $600 million, which is to say nothing of the human resources and rich cultural diversity the military brings to Beaufort. Perhaps even more importantly, many of us feel that by hosting the military in Beaufort, our community is contributing to a strong and vital national defense.       If the new JSF 25-B scenario unfolds there will be another “new day” for MCAS when The Department of The Navy announces that two training and three operational squadrons of the state of the art (space age to those of us over 60) Joint Strike Fighter 35-B will be based in Beaufort.   Having read the draft Environmental Impact Statement for the JSF 35-B, I am certain Beaufort will again see some changes. How many people will be coming?  What companies will move here to create jobs to support the initiative? What will be the difference in “sound”; the number and frequency of flights, new and better opportunities for our young people to strive for? I urge you to looking at the following website: www.usmcjsfeast.com so you too can learn more about the opportunity.   Furthermore, I would suggest you review www.f35beaufort.com which is the site created by the Greater Beaufort Chamber of Commerce and the Military Enhancement Committee.Committee.  And finally, I encourage you to drop in at the Department of the Navy’s “listening session” on Tuesday at the Holiday Inn from 4-7 PM.    By taking as little as fifteen minutes,  you will have an opportunity to ask questions and present comments that will be incorporated into the final Environmental Impact Statement which will be used by the Pentagon when making the final decision in December.    If you are not able to attend, please read the report on line (or at the library) and comment through one of the websites. The JSF 35-B is the aircraft of the future for Marine Corps aviation and what we know today will be phased out.  If this aircraft is not incorporated into MCAS Beaufort’s future, we could lose the base and its annual economic impact of $615 million. This would be a huge blow to our economy.    I will be there at 4 on Tuesday to ask a few remaining questions and to share my thoughts with the Department of the Navy.    I support the training and operations missions presented in Alternative #1  I encourage the use of an Auxilliary Landing Field for training missions. I plan to invite companies, coming to the area to service the new aircraft, to partner with local businesses and to be active participants in the smart growth and long needed diverse economic development of this special place we all call home.

Since 1888 when my grand father, an eighteen year old running from Tsarist oppression against Jews in Russia, set foot in Beaufort, my family has demonstrated an active commitment to civic duty. We have each, in our own way, tried to give back to this country and our community for exceptional opportunities and freedoms The United States gives to us.

It should be no surprise that some of us huddle the morning after elections to analyze and reflect on what our fellow citizens think.  Accordingly it should be no surprise that we talked Wednesday morning after Tuesday’s Super Tuesday Primaries.

While others made observations about the respective parties and their candidates, the winners and losers, the blow to incumbents and so on, the big story in my mind was how few people cared enough to vote. 

Looking close to home, it is very disappointing that less than one in five (18,405 out of 94,146 registered)  Beaufort County Voters exercised their right to vote. 

For the many non-voters who advocate term limits, you gave up your right to end or extend a term based on how you believed incumbents performed. For the many non-voters who want to throw all of the rascals out, you missed your opportunity to offer to run for public service or field candidates to replace those you want out of office. For the many who are angered by what they see happening at local, state and federal levels, you missed an opportunity to turn your anger into positive action. For those who were too lazy or do not think one vote counts, you are wrong.  For those who were not able to get to the polls, due to illness or work requirements, I hope you will explore absentee voting.

If our Republic is going to survive, and not fall prey to special interests and move forward to leave something better for the next generation, we must become engaged. 

While the field has been narrowed, there is runoff election on Tuesday June 22^nd and anyone who did not vote is still eligible to vote.  (For those who did vote, you can return to the party, but you will be restricted to the Party ballot you voted on last week.)

Aside from voting, there are many other ways to citizens can participate. If you are a political party advocate, Republican, Democratic or Tea Party, you can work to further your party’s cause.  If you are a county, town or city resident, you can apply to serve on a regulatory board or commission.

Staying closest to home, City Council is currently seeking citizens to fill vacancies on the some of the City’s Boards and Commissions.  I urge you to think consider the opportunity as an active and engaged citizenry is necessary for us to govern in the open, transparent and inclusive way we want to operate.

City of Beaufort-Town of Port Royal Joint Planning Commission – Commission created so that the two municipalities can act together to enhance present advantages, to overcome collective problems involving the municipalities in which joint resolution is advisable.  Commission composed of 5 members, 3 City of Beaufort and 2 Town of Port Royal.  After 2 years, that composition switches with Port Royal appointing 2 members and Beaufort appointing 3 members. This Commission meets the 2^nd Monday of every month.

Within the next few months, the Beaufort and Port Royal Joint Planning Commission will be transformed into the Beaufort Port Royal Metropolitan Planning Commission with two members appointed by Port Royal Beaufort Councils and the Beaufort County Council .

Design Review Board – Board created for the purpose of reviewing and taking action on the development applications subject to the ordinance, guidelines, and standards established in the Design Districts. Board is composed of 5 members to include landscape architect, architect, engineer, business owner, operator or employee of a business within on of the corridors. All terms are for 2 years.  This Board meets the 2^nd Thursday of every month.

Historic District Review Board (2 VACANCIES) –Board created to review and approve new construction and changes to the exterior of any structure located with the Beaufort Historic District. Board composed of 5 members 2 of which shall be disciplines of historic preservation, architecture, history, architectural history, planning archeology or urban planning. The other 3 members shall live or own property in the Historic District. One of the 5 members shall be a person recommended by the Historic Beaufort Foundation who is a member of its board of directors.  All terms are for 2 years.  This Board meets the 2^nd Wednesday of every month.

Zoning Board of Appeals ( I vacancy) Board has jurisdiction over all lands within the City.  Board composed of 5 members, all of shall be citizens of the City.  All terms are for 2 years.  This Board meets the 4^th Monday of every month at 5:30 PM.

Redevelopment Commission (1 vacancy)  This Commission was created for the planning and execution of plans for the regeneration of and redevelopment of assets in the City of Beau fort.   Commission is composed of 9 members. Members do not have to live in City limits. Members should specialize in planning, architecture, personnel management, urban development, economic development, financial procedures, neighborhood preservation etc…   All terms are for 3 years with using a staggering method for all 9 members. This Commission meets every 1^st Thursday of the month.

 Aside from voting, there are many other ways citizens can participate.

 If you are a political party advocate, Republican, Democrat or Tea Party activist, you can work to further your party’s cause.  If you are a county, town or city resident, you can apply to serve on a regulatory board or commission.

As a matter of fact, Beaufort’s City Council is currently seeking citizens to fill vacancies on the some of the City’s Boards and Commissions.  I urge you to take some responsibility for our future and consider applying for one of these positions since an engaged citizenry is necessary for us to govern in an open, transparent and inclusive manner. That, I believe,  is something we all want.

City of Beaufort-Town of Port Royal Joint Planning Commission -Commission created so that the two municipalities can act together to enhance present advantages, to overcome collective problems involving the municipalities in which joint resolution is advisable.  Commission composed of 5 members, 3 City of Beaufort and 2 Town of Port Royal.  After 2 years, that composition switches with Port Royal appointing 2 members and Beaufort appointing 3 members. This Commission meets the 2^nd Monday of every month.

Within the next few months, the Beaufort and Port Royal Joint Planning Commission will be transformed into the Beaufort Port Royal Metropolitan Planning Commission with two members appointed by Port Royal Beaufort Councils and the Beaufort County Council .

Design Review Board – Board created for the purpose of reviewing and taking action on the development applications subject to the ordinance, guidelines, and standards established in the Design Districts. Board is composed of 5 members to include landscape architect, architect, engineer, business owner, operator or employee of a business within on of the corridors. All terms are for 2 years.  This Board meets the 2^nd Thursday of every month.

Historic District Review Board (2 VACANCIES) – Board created to review and approve new construction and changes to the exterior of any structure located with the Beaufort Historic District. Board composed of 5 members 2 of which shall be disciplines of historic preservation, architecture, history, architectural history, planning archeology or urban planning. The other 3 members shall live or own property in the Historic District. One of the 5 members shall be a person recommended by the Historic Beaufort Foundation who is a member of its board of directors.  All terms are for 2 years.  This Board meets the 2^nd Wednesday of every month.

Zoning Board of Appeals ( I vacancy) Board has jurisdiction over all lands within the City.  Board composed of 5 members, all of shall be citizens of the City.  All terms are for 2 years.  This Board meets the 4^th Monday of every month at 5:30 PM.

Redevelopment Commission (1 vacancy)  Commission was created for the planning and execution of plans for the regeneration of and redevelopment of assets in the City of Beau fort.   Commission is composed of 9 members. Members do not have to live in City limits. Members should specialize in planning, architecture, personnel management, urban development, economic development, financial procedures, neighborhood preservation etc…   All terms are for 3 years with using a staggering method for all 9 members. This Commission meets every 1^st Thursday of the month.

Beaufort Housing Authority  The mission of Beaufort Housing Authority is to provide affordable housing in a safe community environment and to assist those we serve as they strive to achieve self sufficiency. The Board of Commissioners meets monthly on the 4th Wednesday of every month.

Several weeks ago, I read a news story that led one to ponder why there appears to be no end in sight to the record unemployment that plagues our state and nation even though the economy is heating up?  

While some might be surprised to see little correlation between the economic rebound and job losses, those who adjusted to the economic downtown by changing the way we live, changing the way we run our businesses and even changing  the way we provide government services during the economic downturn are likely not be surprised. 

It is my view that the ways of yesterday are not likely to return. We learned to do things differently will do things even more differently as we

face the challenges of tomorrow.   People who saw friends and colleagues laid off during the recession learned to work a little harder, carry out their missions a little more efficiently and became more productive.

Businesses that cut costs and survived are not necessarily going to return to more costly ways when savings go to the bottom line.

But going back to the city let me explain some changes I have seen over the past year and a half. 

During my tenure working as a staffer in the Congress, my service in the SC House of Representatives (1992-96) and my term as a member of Beaufort City Council (2000-2004), each budget session started with the previous year’s base revenue, then projected additional revenues economic growth would bring, added projected revenues to the budget and finally ended up doing more of what they had done in the previous year.  Because this “worked” and there was no urgency to do otherwise, rarely did we dig deeply to examine what we were doing, how we were doing it and how we might do it better. More money bought more of the same. Our government grew with the economy.  

Not surprisingly, when growth came to a screeching halt, windfall revenues disappeared, and many became paralyzed, like deer staring into the headlights of an oncoming car, not knowing what to do to manage shortfalls.

Most public bodies arbitrarily cut programs across the board while also cutting taxes because that is what the people wanted.  Accordingly, services became irregular, rampant cuts ate into core missions and much of government came to a standstill rather than being proactive in order to provide the services the people expected.   

Your city took a very different approach.  Last year, with the full support of City Council, management used a scalpel and not a meat cleaver: first they weeded out some top management because maintaining the workers performing services to the residents was most important. (Fortunately, attrition and incented early retirements made the transition gentler for employees who are no longer with the City.)

With one exception, which was at that time beyond control because bonds had been issued, Council postponed capital spending until we can afford it. We learned that by doing things differently we could better manage our expenses and ended last year without having to raise taxes for government operations.

As we are preparing the fiscal year 2011 Budget, staff is taking us one step further in changing and improving the ways we manage our financials. 

Prior to budget preparation, City’s department heads went though a comprehensive budget training program, called performance budgeting, created by City staff in collaboration with the Technical College of the Lowcountry.

Unlike previous years, where department heads started with the previous year’s base budget and simply added on, each department head started his or her budget with a clean sheet of paper.  Step one was to outline their department’s core mission.  The next step was to determine: What are core services? What are the staffing requirements to accomplish the mission?  How many staff hours will it take to accomplish required services? What are the most current and progressive training protocols? What are the most efficient means for scheduling shifts? What capital needs will be required to accomplish the mission?  In other words, what is absolutely necessary and what are the frills? By the end of the end of the exercise, each department head had determined staffing requirements, removed overlap between functions and presented a budget proposal based on what it will actually take to get the job done.

The good news is that, through using this performance based budgeting process; it appears departments will be able to maintain budget levels while even providing a well deserved cost of living increase to employees who have not seen this benefit in recent years.

Like many families and businesses throughout the land, the City of Beaufort is making the most of less, while reaching higher into the sky to do a better job and set a new standard for managing your tax dollars.

Lavish spending of past years is gone and we will all be better for it while leaving a legacy of “new ways” for those who follow.  Thank you staff, TCL and Performance Based Budgeting for a new day!

 Billy Keyserling

billyk@islc.net

Over the past year, I’ve shared thoughts about the City’s focus on better managing limited resources, getting more accomplished with less and increasing transparency in our City Council discussions and decision making.   I believe we have learned valuable lessons while adjusting to the economic downturn. I also believe there are more opportunities for positive changes on the horizon. 

I think 2010 will be noted as the year in which the City Council extended our hand toward intergovernmental collaboration and harmony among local governments.

The Town of Port Royal and The City of Beaufort have had a collaborative fire service for many years, with one Fire Chief and administrative staff instead of two, ensuring more tax dollars for preventing and fighting fires rather than simply managing a fire department.  Furthermore, Beaufort and Port Royal collaborate on recycling which has proven to be more efficient than when we each went our own way.  This is just the beginning.

Mayor Sam Murray  and I recently signed Resolutions, passed by our respective Councils, directing staff to explore additional avenues for partnering. This “could” open the door to further collaboration on collecting garbage and yard debris, providing more predictable and efficient development services, business license administration, codes enforcement and possibly other services which cities and towns provide to their residents and businesses.

Furthermore Beaufort and Port Royal recently established an Urban Storm Water Management Policy Statement that complement’s Beaufort County’s new suburban and rural storm water policy.

Notwithstanding collaboration, Port Royal will always be Port Royal and Beaufort will always be Beaufort with our distinctive personalities and independent governance accountable to our respective citizenry. But, as we work toward meeting common interests, we can create more efficiency, less waste and even better service delivery.

Beaufort and Port Royal have engaged Beaufort County Council to achieve more seamless service delivery and efficiency throughout Northern Beaufort County.  Adoption of the Northern Regional Plan last year set the stage for this to happen.

An early sign of success is that, unlike ten years ago when we passed our plans irrespective of each other’s interests,  our comprehensive plans of 2010 complement each other with common elements, not the least of which is controlling sprawl, promoting infill development and smart growth and, where appropriate, unified development standards and ordinances.

Port Royal and Beaufort have benefitted from joint planning. Because it has worked so well so, want to expand this collaboration to include county planners.  Accordingly, we invited County Council to appoint members to what we propose to call “The Beaufort – Port Royal Metropolitan Planning Commission.” By doing this we believe we can achieve consistency and predictability across jurisdictional boundaries and avoid the annexation wars of past years. While each community will ultimately have the final say as to what happens within its jurisdiction, the three governments working more closely will increase the possibilities of better coordination, less duplication and more efficient delivery of services.

As reported in last week’s news, the three governments are exploring, along with the Lowcountry Council of Governments with significant financial support from the Department of Defense, a process which will provide for the transfer of development rights to preserve air space for MCAS which may be a necessity in the future.   

And finally, in an effort to achieve more predictable development standards, we are collaboratively exploring a unified development code whose implementation will ensure smarter growth, more efficient service delivery while protecting the property rights of landowners.  The result would be a “form based” code. We will be hearing more about that this in the coming weeks.

I would be remiss if I led you to believe that these kinds of changes come easily.  They require extensive discussion and adequate time for give and take among elected officials, staff and the public.  Furthermore they are predicated upon acceptance that change and improvements are for the greater good and not simply mantles upon which politicians can become elected. 

The process of renewed collaboration started before I became Mayor.

Former County Councilman Skeet Von Harten and his north of the Broad County Council Colleagues, along with my predecessor and Mayor Sam Murray, invested several years setting the stage for the Northern Regional Plan which was adopted shortly after I was elected. It is my honor and responsibility to work on the Northern Regional Plan Implementation Committee, side by side with City Councilman Mike Sutton, Mayor Murray, Port Royal Councilman Vernon DeLoach and Beaufort County Council members and chaired by our able leader Jim Hicks,  to implement the plan and achieve the results our citizens deserve.

The lively discussion over proposals to make parking more available to downtown shoppers and diners leads me to larger questions that are far more reaching and even more complicated than parking.  Let me explain.

I sent out an email, and posted on Facebook, proposed changes to parking as recommended to City Council by The Redevelopment Commission and Mainstreet, Beaufort.  I sought community input, and I got an earful! I received a broad array of opinions, many that reflected on how writers would be personally affected by changes and others that spoke to the greater community good.  I heard from shoppers, people who work in retail shops and others who work in restaurants.  Some respondents were City residents while many others live outside the City limits but consider Beaufort their hometown. (This is a good thing!)  I heard from people who have lived in Beaufort since childhood and many who relocated to the area recently.

It’s been a healthy discussion and I believe it will lead to the best possible decision.  However, some of the undercurrents speak to an issue much larger than parking.  

Comments like . . .  “I don’t shop and dine downtown because I can’t find a parking space”. . . along with . . . “if I have to pay more to park downtown, I will go to Hilton Head and Bluffton where I do not have to pay” . . . concern me.

When retail shop owners say . . . . “customers cannot find parking spaces because employees park on Bay Street” . . . and employees say. .  “it is unsafe to walk a block to our cars after work,”  I am troubled. 

Threats like . . . “Changes will chase shoppers to businesses like Wal-Mart and K-Mart where parking is free,” . . . are confusing.

And the following . . . ” While I was investigating Beaufort (to locate from elsewhere) I did take into account the inexpensive parking rates in downtown, the available parking not at meters, and the parking meter expiration at 6 pm.  I can not support both an increase in the parking rates and the extension of the fees to 9 PM.  I feel so strongly about this that I can say that I will take my business to other areas of Beaufort without these restrictions” . . . . take me to the edge of anger.

If these comments, and similar ones too lengthy to include, reflect the broader community view, one should ask:  Can we not see beyond our own noses to think about others?  Are we so angry at government that we refuse to hear City Council when we say this is about making parking work, and it is not driven by money grubbing?  (Parking revenues go to a special fund to promote marketing and improvements downtown, and are not comingled into the general fund.)

Is it fair to conclude that downtown Beaufort no longer works as a “hometown downtown?”  Is the Beaufort experience really interchangeable with any other place, USA where parking is free?

Some will remember a time, not that many years ago, when Bay Street stores were vacant with windows boarded up when a thriving downtown   — that once featured three supermarkets, three pharmacies, a half dozen clothing stores, two five and dime stores, two barber shops, two beauty parlors, two hardware stores, four service stations, three automobile dealerships, and Beaufort County’s only public library — was abandoned in favor of big box offerings driven by residential and commercial sprawl changes in lifestyle consumer behavior.

Others will remember the late Bill Cochrane, the developer of  Dataw Island who created Mainstreet, Beaufort under the downtown revitalization model set forth by The National Trust for Historic Preservation.  For those who do not know, Bill threw his weight, and the strength of those he brought to Beaufort, behind the vision of former Mayor Henry Chambers who knew that the Waterfront Park, which is rightly named after him, would revive a dying downtown. Clearly they got it right as we now have one of the most beautiful downtowns in this world.

Because the City Council believes our historic downtown,  accented by the Waterfront Park,  is the golden egg that brings economic value and a richer quality of life to the approximately 60,000 people who call Beaufort home, our budget will allocate nearly $1 million toward maintaining the core business district and Waterfront Park. (This includes debt service on renovations that a small city –comprised of only about 12,000 moderate to low income residents, half of whom rent — could not afford to restore the park without borrowing.)  That’s right. . . . about $1 out of every $12 the city collects will be invested to make downtown every better.  And this does not include additional funds invested in Mainstreet, the Chambers of Commerce and our cultural organizations who “market” Beaufort to those who live here, those who visit and those who might one day move here.

One might assume from writers’ comments that perhaps we are not using the taxpayer’s money as wisely as we should be?  Though I know the answer, I have to ask . . . Is shopping at the big boxes comparable to shopping downtown?  Is dining out on the highway, or in Hilton Head or Bluffton where parking is “free” comparable to dining downtown where you can walk off your lunch or dinner with a stroll through a glorious waterfront park?  Is taking one’s children for a walk around a big box “free parking lot” comparable to taking them to the playground at the Waterfront Park on a beautiful afternoon or weekend morning?     I think and hope NOT.

So what is this all about? 

To remain healthy, Downtown Beaufort must grow. We need more people living in and around downtown. We must encourage, and provide help if necessary, those who live near downtown to fix up their homes. We must encourage others to build houses on vacant lots. We must open our minds to more buildings, while respecting those that serve as the physical signature to our beloved National Historic Landmark.   (A group created a model that shows how 21 residences can fit compatibly on the Post Office block, where about ten houses used to fit, without sacrificing our retail post office and without changing the zoning ordinance.)

Furthermore, we must bring back businesses that fled downtown to create very inefficient, and expensive for the county to maintain, urban business cores in suburban and rural areas.   

More people living and working in downtown is necessary for a healthy downtown.  It will drive up consumer demand for a more diversified retail mix.  It will create an alternative to the “neo-traditional walking communities” springing up in the county that require cars to get to and from. It will provide additional safety through numbers. More people will be walking and riding bicycles and the car will not be as necessary. And it will meet what most real estate prognosticators suggest will be the demand for tomorrow’s buyers . . . small, efficient homes close to goods and services and recreation.

If one reviews the City’s 2010 Comprehensive plan, and the mission directives established for the Joint Planning and Redevelopment Commissions, one will see we are headed toward focusing on infill development of vacant lots, redevelopment of under utilized land and structures, encouraging businesses to locate in the business district and fostering the growth of USCB and the many cultural organizations that make our community special.

Beaufort is a little broken and, with your help, your understanding and your support, we intend to fix it.  Lets think about the greater community and the hometown we all love and want to see thrive into the next century.

We will “fix” parking and will grow to be an even better community.

On Tuesday, City Council will consider recommended changes for managing downtown parking.  I believe some background and explanation is in order since this decision effects the sustainability of downtown and The Historic District which are an important part of the City of Beaufort and the greater Beaufort area. 

 

Please take the time to review and let me and my colleagues on City Council know your thoughts as we will hold first reading Tuesday (2-23-2010 at 6 pm) and second will follow in two to four weeks.

 

Feel free to contact me at billyk@islc.net or join us at the City Council meeting to personally share your thoughts. Our temporary meeting place is in the court room of the new City Police and Court Complex at the corner of Boundary and Palmetto Streets with the entry on the west side across from the city hall which is under construction.

 

The proposal:

Principle changes affecting the 476 downtown parking spaces:

1.  Change parking fine for expired meters from $3 to $10
2.  Increase hourly rates from $.50 to $1.00
3.  Eliminate time limits on all meters except at the Visitors’ Center, (The Arsenal on  Craven Street) where parking will be restricted to 30 minutes to ensure turnover by those who check in at the Center
4. Install new parking pay stations that accept credit and debit cards
5. Set aside two parking spaces on Carteret and Craven Streets for tour bus loading and unloading
6. Make spaces available to employees at the rate of $35 per month
7. Maintain 132 coin operated meters in selected places
8. Enforce Monday through Saturday from 10 am to 9 pm
9. Provide relief to Point and Old Commons Neighborhoods in the event daily parking encroaches on their neighborhoods

10.Work with owners of private lots, used primarily by employees, to  

     maximize the opportunity for parkers and property owners.

 

A New Solution to an Old Story

When I came home from Washington, DC to live in Beaufort, just over 20 years ago, my first volunteer activity was to serve on the Board of Mainstreet, where I was on the Parking Committee and, not long thereafter, became the Committee Chair. During my tenure, and the tenure of those before and after me, we faced “the problem” of inadequate parking downtown.  During that period, and many times since, the City and Mainstreet commissioned multiple studies, some by merchants and others by consultants.  Each demonstrated that the principle downtown parking challenge was employee parking, irregular enforcement and the inefficient use of public and private open space.

 

Though I know some are concerned about proposed changes, I am proud that City Council had the courage to explore a new way, since after many, many years, the City failed to fix the problem.

 

Yes, we surrendered and turned to someone who has the ability to correct what is wrong.  Accordingly, we assigned parking management to the City Redevelopment Commission, in concert with Mainstreet, Beaufort, USC,  since we believe downtown merchants have the highest stake in a parking system that works and they have paid the price for its failure over the years. Furthermore, income from downtown parking will no longer go to the City’s General Fund; it will go through the Redevelopment Commission to Mainstreet and be used to fund improvements to the downtown area and for expanded marketing.

 

Because they are there day-to-day, merchants and restaurant owners understand the needs of their customers and employees.  To help them with this assignment, they retained professional help through Lanier Parking Systems, a company with years of experience managing parking throughout the region and elsewhere.

 

The Challenge

The principal purpose of regulated parking is to ensure turnover so that shoppers can come and go with a reasonable expectation that they can find a convenient place to park.  (As an aside, when I was on the Parking Committee, we tried free and meter less parking, but it did not work: the trust was abused and there was little turnover, leaving few spaces for shoppers. Accordingly, we removed the bags from meters except during the month of Christmas, and resumed metered parking.)

 

The principal challenges to making parking work are: creating an alternative for employees who otherwise feed Bay Street meters all day long and into the evenings, thereby not leaving space for shoppers; installing meters that do not require “correct” change; consistent enforcement; and better utilizing public and private parking lots.

 

For those who do not know, the transition from City Management to the partnership between Redevelopment Commission (in partnership with Mainstreet) became a done deal last year.  There was pubic debate, I wrote about it in this newsletter and the news media reported our actions. I am sorry if anyone is caught by surprise.

 

The issue currently on the table is fees, penalties and alternative long term parking options for those who work downtown.

 

Proximity is The Underlying Factor

1. Retail customer to retail seller
2. Restaurant patron to restaurant
3. Client to service provider
4. Employee to place of employment

 

My thoughts: 

 

1. Change the fine from $3 to $10

The current $3 fine does not discourage illegal parking. One is only charged a fine when one violates limits. Through pay stations, the challenge of correct change and time limits are eliminated.

 

1.  Increase hourly rates from $.50 to $1.00

This is not unreasonable as it compares very favorably with other similar cities. 

 

1. Eliminate time limits on all meters except at visitors center

When one pays, one gets to park as long as one wants, but it is likely with the proposed $1 per hour, only those who are seeking short term parking will use those spaces while those who want long term parking will chose a less expensive alternative. Some have asked why we would replace perfectly good meters.  The answer is that the technology currently in place is out dated and needs replacement in most places anyway.

 

1. Install new parking pay stations that accept credit and debit cards as well as coins

This eliminates the challenge of not having correct change. Furthermore, if parkers wish, the technology exists to call their mobile telephones through which they can extend their parking time without leaving the shop or restaurant at which they are doing business. (I am actually not certain if this option will be installed initially, but the equipment has the capacity to do so.)  Furthermore, the kiosk approach creates a simpler opportunity for merchant validation of parking for their customers.

 

1. Set aside two parking spaces on Carteret and Craven Streets for short term parking and tour bus loading and unloading

This is required to get tour busses closer the visitor’s center and will encourage tourists walking to Bay Street to see businesses on the side streets. It also makes in more convenient for visitors to make quick stops at the Visitors’ Center.

 

1. Make spaces available to downtown employees at the rate of $35 per month

This is to ensure employees have affordable parking. While it is counter productive for employees to park at meters on and close to Bay Street, it is important to shop and restaurant owners that their employees have reliably available, affordable and safe parking when they work. 

 

1. Maintain 132 coin operated meters in selected places

Meters appear to be working in certain areas so there is no need to replace

 

1. Enforce Monday through Saturday from 10 am to 9 pm

Enforcing meters into the evenings will further discourage restaurant employees from using spaces that customers could otherwise use when they choose to dine downtown. 

 

1. Provide relief to Point and Old Commons Neighborhoods in the event daily parking encroaches on their neighborhoods

In the event employees migrate into these neighborhoods for free long term parking, thereby making it difficult to residents and their guests to park near their homes, the neighborhood associations are encourage to ask the city to manage parking in their neighborhoods through a sticker system or other means acceptable to residents. 
. 

 

10.Work with owners of private lots, used primarily by employees, to  

     maximize the opportunity for parkers and property owners.

Through Lanier Parking Systems, the Redevelopment Commission and Mainstreet have worked with private property owners to better manage their lots to ensure even more opportunities for those who work downtown.

 

Furthermore, while not an issue for discussion at tomorrow’s Council Meeting,  since the Redevelopment Commission has already contracting parking management to Lanier, police officers will be more available to patrol the downtown, when downtown needs to be patrolled, and the City Police Department has been relieved from writing tickets, emptying the meters and accounting for the money.  Lanier will be on the streets continuously during all parking hours and they have opened a small office on Scotts Street across from Blackstone’s in what was once the terminal grill.

 

Please take the time to think about the recommendations and let me and my colleagues on council know your thoughts.  As I said, we will be considering the changes on first reading on Tuesday and second reading will follow in two to four weeks. 

 

Thanks for the benefit of your counsel as your city tries to do the best we can to maintain a sustainable downtown and celebrated Historic Landmark District.

 

Billy Keyserling