GREENVILLE
A CITY INVESTED IN THE FUTURE – A YEAR IN REVIEW.
CITY OF GREENVILLE | GREENVILLE, SOUTH CAROLINA
GREENVILLE has collected countless accolades over the past
few years, and while national recognition is no longer uncommon, a few recent accolades stood above the rest. In 2011 alone, Greenville was named one of the “30 Best Cities for Jobs” by The Daily Beast, was ranked number five on Bloomberg Businessweek’s list of “America’s Most Fun, Affordable Cities” and was one of Forbes’ “15 Best Cities for Young Adults.” Greenville also appeared on Relocate America’s annual “Top 10 Best Cities to Live,” was named “Top Micro-City of the Future” by fDiIntelligence.com and was one of Men’s Journal’s “Best Places to Live in the United States.” Based on the amount of attention that Greenville has received, it appears that everyone else in the United States is finally learning what those of us who live and work here have always known – that Greenville’s economic stability, quality of life and sense of community make this one of the most exceptional, most desirable cities in the country.
© MIKE BERGEN
“Top Micro-City of the Future” fDiIntelligence.com
GREENVILLE AT NIGHT
REEDY RIVER AT FALLS PARK
VISIONARY LEADERSHIP In spite of the ongoing difficulties that our state and our nation faced last year, we had so much to be proud of here in Greenville. The year 2011 was marked by many accomplishments, and our successes can be attributed to the visionary leadership of our elected officials, the dedication of our City staff and most importantly, to strong partnerships between the public and private sectors. The City of Greenville has a long history of forging community partnerships, and City Council has demonstrated its desire to go beyond the status quo, to be at the forefront of positive change and to take a leadership role, not only in this community, but in the state and in the country as well. In early 2011, City Council surveyed the state of our city, as Greenville, like other communities across the nation, emerged from a period of economic instability and drew two conclusions. The first was that, as a result of prudent financial management, the city of Greenville had successfully weathered the downturn. The second was that continued planning for the future of the city was more important than ever. To that end, City Council recognized the need to generate policies and programs that preserve existing assets, enhance resources, promote growth and development and protect and improve the character of existing neighborhoods. On February 28, 2011, City Council passed a resolution that included a guiding set of 10 strategic objectives for 2011. The objectives were designed to help Greenville successfully manage its growth and secure its position as a leader in today’s economy, as well as ensure that Greenville continues to be the economic and cultural center of the Upstate. They also serve as an affirmation to the public of City Council’s commitment to maintaining the responsible measures that so effectively served the city throughout the past few years and its willingness to proactively prepare the city for future growth.
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OBJECTIVE 1 » PROMOTE & ENHANCE THE CITY’S COMMERCIAL CORRIDORS Public improvements are critical in order to facilitate and promote private development along the City’s commercial corridors. As a result, the City has renewed its efforts and emphasis on enhancing its commercial districts outside of downtown to encourage redevelopment and infill. Deemed “gateway corridors,” Haywood Road, Pleasantburg Drive, Stone Avenue, Laurens Road, Wade Hampton Boulevard and Augusta Road not only serve nearby residential neighborhoods, but in some cases, serve as regional shopping destinations. The City’s capital budget includes funding for streetscape improvement projects associated with private development opportunities along the commercial corridors, and in order to maximize results, the City will concentrate its resources on one segment at a time, rather than disperse them over too large an area. Examples of improvements include landscaping, sidewalks, curb and gutter, signage and lighting.
OBJECTIVE 2 » FACILITATE JOB CREATION AND BUSINESS GROWTH City Council is committed to ensuring that Greenville is a prosperous city that promotes the expansion of economic activity, fosters a healthy climate for new and existing businesses and provides employment opportunities for all residents. The City currently measures eight key areas of economic activity to monitor business growth and development, including business licenses, building permits and unemployment. The City will work diligently with its economic development partners to retain existing businesses and will strive to recruit new businesses and facilitate the creation of meaningful job opportunities for the region. To that end, the City will work closely with partners like Clemson University International Center for Automotive Research (CU-ICAR) to identify new companies in the mobility and clean energy fields and will explore the development of new economic development policies that will better position the City to assist companies in relocating and expanding. In addition, City Council will revisit Greenville’s business license practices in order to simplify the categories, streamline the licensing process and assure fairness.
OBJECTIVE 3 » STRENGTHEN AND SUSTAIN THE CENTRAL BUSINESS DISTRICT The Central Business District (CBD) is a hub of economic activity and serves as a vital anchor for the city of Greenville. In addition to its thriving cultural, dining and recreation destinations, the CBD also offers a wide variety of office space, which can accommodate the needs of both a corporate headquarters and a start-up company. With the essential amenities of a downtown location and Greenville’s vibrant, business-friendly community as selling features, the City will continue to work in cooperation with its economic development partners on initiatives that bring new tenants to fill downtown office space and ensure that the CBD is occupied by companies that contribute to the overall vitality of downtown.
OBJECTIVE 4 » ENCOURAGE MANAGEABLE POPULATION GROWTH Continued economic success and strategic growth will enable the City to maintain its superior levels of service and preserve and enhance Greenville’s high quality of life. City Council will carefully study the latest census data and use that information to craft policies, promote practices and fund efforts that encourage strong but manageable population growth within the city limits. In addition to identifying annexation opportunities and potential locations for suitable residential development and redevelopment, the City will continue to focus on quality of life issues such as recreation, public safety, transportation and environmental stewardship that determine a city’s livability.
OBJECTIVE 5 » CREATE HOUSING OPPORTUNITIES Healthy neighborhoods are the cornerstone of a prosperous city and provide a strong foundation for a stable community. The City is committed to preserving and protecting the character and quality of life of city neighborhoods and to providing a diversity of housing for all income levels. The City has a long history of partnering with both the private sector and community organizations to A CITY INVESTED IN THE FUTURE – A YEAR IN REVIEW.
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address the need for quality housing in the city and will continue to work with its partners to identify new housing opportunities, leverage resources and support appropriate development and redevelopment in residential areas.
OBJECTIVE 6 » INVEST IN INFRASTRUCTURE Greenville’s location and amenities, premier quality of life and low cost of living continue to attract private investment, but in order to remain competitive, the City must continue to reinvest in its infrastructure and community facilities to create and support viable development opportunities. In coordination with its efforts to promote economic development and create quality housing opportunities, the City will continue to invest in its infrastructure and will fund projects designed to preserve, upgrade and augment its wastewater system and network of streets, sidewalks and trails. This work will be done strategically to ensure maximum connectivity, responsible environmental practices and public-private cooperation and collaboration. The City will also review its public right-of-way maintenance ordinance to determine how best to restore street surfaces when utility cuts are made into the roadway.
OBJECTIVE 7 » PRESERVE AND ENHANCE NATURAL RESOURCES The City is committed to preserving Greenville’s natural assets and strives to maintain a balance between the need for sustainable growth and a responsibility to protect the environment. The City is working to make Greenville a sustainable city that protects and conserves its water, air, energy and land resources. As a steward of the Reedy River, the City will do its part to effectively balance land use and water quality along the river corridor as opportunities for park and trail improvements are identified and new sites are slated for recreation and/or economic development near the river. To that end, the City will seek to relocate its Public Works Department facilities away from its current location near the river and to expand its parks and recreation system.
OBJECTIVE 8 » IMPROVE PUBLIC SAFETY There are currently six fire stations strategically located throughout the city to provide fire suppression and other life and property protection measures. As a result of the substantial growth that has occurred in recent years in its easternmost region, the City has determined that a new fire station is needed to accommodate future needs for personnel and equipment and to adequately serve current and future commercial and residential development in the target area, which includes CU-ICAR, The Point and Verdae. The City will continue planning for the location and funding of the East Area Fire Station, which, once constructed, will improve response times and accommodate the growth anticipated in the next 10 years.
OBJECTIVE 9 » DEVELOP SERVICE AGREEMENTS In an effort to reconcile the territorial growth of the city limits with the needs and reasonable expectations of surrounding governmental jurisdictions, the City will work to establish mutually beneficial service agreements with those entities to ensure that a high standard of service delivery is maintained for constituents both inside and outside of Greenville’s city limits.
OBJECTIVE 10 » RESTRUCTURE CITY SERVICES Over the past few years, the City has taken steps to streamline some of its operations, including a reorganization of the Parks & Recreation Department and implementation of the automated collection system in City garages. In spite of continued budget constraints, the City has maintained the high standard of service delivery expected by residents and business owners, and now, in addition to preserving the quality and scope of its core services in the short term, the City will also undertake a long-term service re-examination in preparation for development of its 2012-2013 budget. Led by the City Manager, City staff will evaluate the services and service levels currently being provided by City departments to determine whether additional changes are needed to streamline operations and to ensure that the City’s operations and service delivery are aligned with the strategic goals and objectives established by City Council. A CITY INVESTED IN THE FUTURE – A YEAR IN REVIEW.
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As a municipal government, we recognize the influence that our actions have on the community, and as a result, we also have a vision for the type of organization that we want to be. We are constantly working to ensure that our organization provides access, removes barriers and is inclusive of all community members and employees. To fulfill our vision for Greenville and to meet the needs of a diverse and changing organization and community, we must continue to incorporate our core values into all of our work. Through accountability, collaboration and engagement we are striving to demonstrate strong leadership and an organizational commitment to ensuring that City services are accessible, inclusive and equitably provided; that we communicate openly and effectively with the community and provide all citizens with opportunities to make meaningful contributions to decision-making; that we achieve and maintain a workforce that reflects our community and that we continue to measure our performance and align our vision with our actions.
RIVERWALK UNDER MAIN STREET BRIDGE
A CITY INVESTED IN THE FUTURE – A YEAR IN REVIEW.
SHOPS OF GREENRIDGE
ECONOMIC STABILITY In an improving, yet still challenging environment, the City’s continued financial stability in 2011 was the result of prudent financial management, including controlling expenses, and a continued practice of being fiscally conservative. In July 2011, Standard & Poor’s (S&P) upgraded the City’s bond rating to AAA from AA+, making Greenville the only city in South Carolina that has a AAA rating from both Fitch and S&P credit agencies. Only three other cities in the state have earned a AAA rating (Charleston, from S&P only and Hilton Head, from Moody’s only). According to S&P, the upgrade reflected the City’s continued economic development, coupled with solid financial operations and consistently strong reserve levels. The agency cited the following factors in its decision to upgrade the City’s rating to AAA: • Diversifying economy, which remains an anchor of the expanding Greenville-Spartanburg metropolitan statistical area (MSA) • Sizable tax base with good wealth and income indicators • Moderate debt burden with limited future capital needs The AAA rating provides an indication of the financial strength of a city, and AAA rated communities often cite their bond rating in economic development efforts, which provides a competitive advantage over communities that don’t have as high a rating. Other advantages of the AAA rating include: • Lower interest rates on our borrowings (not only on new borrowings but also bond refundings) that allow us to “refinance” existing bonds that are outstanding, enabling us to experience significantly lower interest costs when we borrow money • Identifies us as the safest of credit risks with no likely chance of default to our creditors • Provides access to more lenders and different types of financing vehicles
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GRANTS To help enhance revenue, the City increased the focus on pursuing regional, state and federal grants, finding innovative ways to supplement the budget. In 2011, the City received a cumulative total of $2,206,975.25 in grant funding for a variety of economic development, public safety, parks and recreation and public works initiatives. Below are just a few of the grants that the City received in 2011: • SCDOT Transportation Enhancement Program: Adopt an Interchange ($265,855.84): This program provides funds for landscaping interstate highway interchange areas and the grant is being used for a beautification project at the Haywood/I-385 interchange. • US Department of Justice Bulletproof Vest Partnership ($14,600): The Bulletproof Vest Partnership (BVP) is a unique U.S. Department of Justice initiative designed to provide a critical resource to state and local law enforcement. It covers 50% of bulletproof vests purchased. • US Department of Homeland Security Assistance to Firefighters Grant ($84,613): Since 2001, the Assistance to Firefighters Grant has helped firefighters and other first responders obtain critically needed equipment, protective gear, emergency vehicles, training and other resources necessary to protect the public and emergency personnel from fire and related hazards. This grant was used to replace fire hoses, nozzles, adapters and firefighting foam. • SC Forestry Commission Community Forest Health Enrichment through Hazard Tree Mitigation & Canopy Tree Restoration Program ($9,250): This program assists communities with the management of their local tree resources. The grant was used to prune, remove and/or replant trees containing potential hazardous conditions in Cleveland Park, Falls Park, North Main Park and McPherson Park. • SC Department of Health and Environmental Control FY 2012 Solid Waste Grant Program ($5,000): The purpose of this program is to implement or expand waste reduction or recycling projects. Projects should also
promote pollution control programs and programs that control the release of hazardous constituents into the environment. This grant is being used to promote electronic recycling and increase its accessibility for residents.
ECONOMIC GROWTH & VITALITY The City of Greenville is committed to identifying partnership opportunities and to working with our partners to leverage time, talents and every available resource. Together, the City and the community have been able to realize Greenville’s potential and capitalize on its uniqueness. The reputation for vision and innovation that the City and local community and business leaders have earned, not only on a local and regional level, but on a national level, is one of the reasons that the city of Greenville has become a mustvisit location for delegations from cities all over the country. In 2011 alone, we played host to representatives of 12 different cities from nine different states and Canada, all of whom traveled here to learn how they can replicate our success in their own cities. The City’s active involvement in support of economic development, provision of high quality services and pro business climate have made Greenville a desirable location for businesses of all sizes. Retaining existing businesses, recruiting new businesses and facilitating the creation of meaningful job opportunities were among City Council’s top objectives, and to that end, three major projects broke ground downtown in 2011: Project ONE, 100 East and RiverWalk. Located at 1 North Main Street, Project ONE is a $100 million two phase development. The first building will be a nine story office tower fronting Piazza Bergamo and Laurens Street with street level retail. The second phase consists of an 11 story office building. Project ONE tenants will include Anthropologie, Certus Bank’s corporate headquarters and Haynsworth Sinkler Boyd. The first phase is expected to be completed in late 2012. A CITY INVESTED IN THE FUTURE – A YEAR IN REVIEW.
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“America’s 10 Best Downtowns” Forbes
The project is reminiscent of the City’s successful public-private partnerships that resulted in such downtown landmarks as the Hyatt Regency/Greenville Commons in the 1980s, the Peace Center for the Performing Arts in the 1990s and RiverPlace and Fluor Field more recently, and is expected to serve as a critical anchor in the heart of Greenville’s Central Business District (CBD). The 100 East development consists of 48 apartments and 6,000 square feet of ground floor retail located adjacent to the City’s Spring Street Garage at 100 East Washington Street. This is the second phase of the Bookends project (the first phase of condos was completed in 2005). The project will feature the only rooftop pool outside of coastal South Carolina and will be completed this summer. RiverWalk is a 90,000 square foot mixed-use development in downtown’s West End that includes 44 affordable apartments, as well as office, retail and artist studio space. Located at the intersection of West Camperdown Way, Rhett Street and River Street, this new $17 million project not only brings affordable rental housing to downtown, but also creates over 95 direct and 72 indirect permanent jobs and 109 direct construction jobs. This is the first building in a multi-phased development. Also among City Council’s main objectives were strengthening and sustaining the CBD and ensuring that it can accommodate the needs of both a corporate headquarters and a start-up company. Several corporations have established or relocated their headquarters to Greenville in recent years and have cited downtown’s exceptional amenities and the importance of being in the center of a vibrant, business friendly community among the reasons for their decision. In October 2011, Greenville was included on Forbes’ list of “America’s 10 Best Downtowns,” an honor we shared with such cities as Chicago, San Antonio and Savannah.
A number of significant accomplishments took place in 2011 which will help to create an environment where businesses can prosper: • The pay-in-lane system was implemented in all downtown parking structures • Renovations to the Commons Garage were completed on time and under budget • The Downtown Streetscape Master Plan was completed and adopted by City Council • New curb and gutter and sidewalks were completed for Greenville Hospital System and CVS Pharmacy’s new downtown location, and as part of the Brown Street Rehabilitation project • Renovations to the Downtown Transfer Center were completed Another significant accomplishment that took place in 2011 was a restructuring of the City’s utility undergrounding program. This has led to a new focus for utility undergrounding in the City’s primary commercial districts, with established criteria based on a number of factors, including reliability, public safety, feasibility and overall impact. Initial projects include a section of Haywood Road near the intersection with Woods Crossing Road and a portion of Camperdown Way from River Street to South Main Street. Both of these projects will be done in conjunction with planned redevelopments. The City is also planning to relocate overhead utility lines and poles to the rear of several properties along a portion of Augusta Street from Lupo Street to Capers Street. Although many cities have felt the effects of the recession, the economy in Greenville has remained relatively healthy. During 2011, the City issued 753 building permits, representing a total of $182,178,643 in private investment. Continued economic success and strategic growth will enable the City to maintain its superior levels of service and preserve and enhance Greenville’s high quality of life.
A CITY INVESTED IN THE FUTURE – A YEAR IN REVIEW.
“Picture-perfect Greenville, SC” The Washington Post
BANKS AT FALLS PARK
QUALITY OF LIFE Economic vitality and livability go hand in hand, and the quality of life in our city is as important to us as a strong economic base. Greenville continues to stand out among other cities because of our wealth of amenities and high standards, and because quality of life for our residents continues to be a top priority. The City of Greenville has always placed an emphasis on promoting safe, vibrant communities, so it comes as no surprise that creating housing opportunities, preserving and enhancing natural resources and improving public safety were among City Council’s 2011 objectives. The City is committed to ensuring that quality housing is available throughout the city for all incomes; that property values are protected and that quality public amenities are available to residents in every neighborhood.
COMPREHENSIVE PLANNING Ensuring that Greenville’s neighborhoods are protected from the adverse effects of growth, while at the same time encouraging appropriate development is a balancing act, but with the help of city residents, business owners and other stakeholders, the City completed the following master plans, which represent a shared vision and will provide a framework to help guide future development and investment in each area: • Stone Avenue Master Plan • Augusta Road Master Plan • Sterling Neighborhood Master Plan
NEIGHBORHOOD REVITALIZATION While Greenville has fostered development of new market-rate housing over the years, the City has also successfully completed neighborhood revitalization efforts featuring affordable housing to ensure that low-to-moderate income residents can continue to reside in the city. In 2011, the City completed a variety of public
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improvements to support the rehabilitation and construction of residential units in several special emphasis neighborhoods. Below are some of the accomplishments: • Completed public improvements in the Green Avenue neighborhood that helped facilitate construction of 40 new single-family units • Supported public improvements in the Greenline-Spartanburg neighborhood for Mt. Eustis Corners, a Genesis Homes development which included nine new residential units • Completed public improvements in the West Greenville community for Kingsview Pointe, a Homes of Hope development which included 27 new residential units • Completed the rehabilitation of 26 owner-occupied homes • Completed 20 new affordable rental units in conjunction with development partners
INFRASTRUCTURE IMPROVEMENTS Streets, sidewalks, water and sewer systems and public transportation all support urban life and increase mobility in and around the city. Each year, the City’s Capital Improvement Program (CIP) represents our continuing commitment to investing in our most critical infrastructure and supports a variety of public improvement projects designed to address our city’s current and expected infrastructure needs. The CIP serves as a planning tool by enabling us to balance infrastructure priorities within our available financial resources. Investing in infrastructure was one of City Council’s 2011 objectives and the following projects and initiatives took place as a result: • Major portions of stormwater rehabilitation work in the Henderson Basin area were completed as part of a $3.65 million capital improvement program project • The City leveraged an additional $500,000 in funding for street resurfacing (work will begin in 2012) for a total of $1 million for the fiscal year • Sidewalk, curb and gutter and stormwater improvements were completed on Batesview Drive
TRANSIT In order to promote a variety of transportation options and reduce the impact of carbon emissions on the environment, the City strives to ensure that appropriate accommodations are available for non-motorists. An efficient transit system is as important as sidewalks, trails and bicycle lanes in providing connectivity and safer, more convenient ways of getting around without a car. In 2011, Greenlink received the South Carolina Department of Transportation’s (SCDOT) “Most Improved Transit Provider Award” for outstanding transit services to the general public. Greenlink’s service delivery has improved exponentially over the past few years, with an on-time performance of 95% in 2011. Greenlink added seven new 35-foot, heavy-duty buses that can carry up to 30 passengers with three wheelchair positions to its fleet in 2011. Also, in keeping with the City’s commitment to sustainability, the new buses can be powered by biodiesel fuel. In early 2011, Greenlink, Clemson University and Bon Secours St. Francis Health System rolled out a new Greenlink shuttle service, which marked the first public transportation service to the Millennium Boulevard area. The shuttle provides a valuable and much-needed option for students, faculty, staff and patients and is funded by a partnership between CU-ICAR, Bon Secours St. Francis Health System and a Federal Transit Administration (FTA) Job Access Reverse Commute (JARC) grant awarded to Greenville Transit Authority. The goal of the service is to help attract new businesses, students and employees to the CU-ICAR campus and St. Francis, and to help retain students and employees who rely on public transportation. In summer 2011, the City unveiled a new accessible bus that allows senior citizens and city residents with disabilities greater access to the many weekly programs, activities and field trips offered through the City’s five community centers. Purchase of the bus resulted from a partnership between Greenville Transit Authority and the City’s Parks & Recreation Department and the cost to purA CITY INVESTED IN THE FUTURE – A YEAR IN REVIEW.
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chase the vehicle was funded through the New Freedom Program, a federal grant program designed to overcome existing barriers facing Americans with disabilities seeking integration into the work force and full participation in society. Fifty percent of the cost to operate the bus is being funded through FTA’s JARC program.
PARKS AND RECREATION Greenville’s parks, lush tree canopy and recreational opportunities are some of the amenities that set us apart from other communities and we strive to create and maintain public spaces that offer endless opportunities for outdoor activities. In 2011, Greenville earned recognition from national non-profit KaBOOM! as one of its “2011 Playful City USA” communities for our efforts to increase play opportunities for children. The City also received the “Tree City USA” designation for the 29th year in row. Two new recreation opportunities made their debut in 2011: Playstreet and UBS Ice on Main. In September, the City partnered with the North Main Community Association to hold a new event in their neighborhood called Playstreet. For the event, one of the streets in the neighborhood was blocked off and residents were invited to come out into the street to play, ride bikes, etc. Over 100 residents attended Playstreet, which also featured a face painter, a magician, a monster mural, a basketball goal and other games and activities. Additionally, because the street was adjacent to one of the City’s parks, as part of the event, neighborhood children added plants to the planters throughout the park. Beginning in mid-November, the Village Green at the Main@Broad development in the heart of downtown Greenville underwent a major transformation, taking it from a grass lawn to a slick, state-of-the-art ice rink with custom fabricated equipment specifically designed to cool the rink even in a South Carolina winter. The seasonal outdoor ice skating rink was the only one of its kind in the Upstate and played host to over 17,000 Greenville residents and visitors during its inaugural run.
“Great City Parks” US Air Magazine
Greenville’s parks also drew national attention in 2011 when U.S Airways Magazine chose Falls Park as one of its “Great City Parks,” The Washington Post featured an article called “Picture-perfect Greenville, SC” in its Lifestyle section and National Public Radio did a story on Greenville and Falls Park called “How A Park Helped One Town Weather the Recession.” The City’s Trails and Greenways Master Plan, which was adopted in 2008, provides a framework for building a system of trails to link residents to the outdoors and activities. Implementation of the master plan is ongoing, and in 2011, the Cleveland Park Trail Rehabilitation Project was completed, which included widening and resurfacing approximately two miles of trails, as well as adding fencing and handrails and improving crosswalks for improved safety. Additionally, the new half-mile Sliding Rock Creek Trail was completed, which now connects the residents of the Nicholtown neighborhood with new recreation and transportation options. The City’s Bicycle Master Plan was adopted by City Council in 2011, and will serve as a resource for improving the safety and transportation options for residents and visitors of Greenville. A comprehensive network of bike lanes, bike routes, trails, connectors and safe, quiet streets will make bicycling a more viable mode of transportation and a more convenient form of recreation.
SUSTAINABILITY Mitigating the environmental impact of area development patterns, promoting and providing a variety of transportation options and continually identifying ways to improve its own energy efficiency are all priorities for the City. In August 2010, City Council approved the establishment of a Green Ribbon Advisory Committee to support the City’s sustainability efforts and to advise City Council and City staff on the development of programs and initiatives that will distinguish Greenville as a leader in sustainability efforts. In 2011, the Green Ribbon Advisory Committee hosted its first public workshop where attendees had an opportunity A CITY INVESTED IN THE FUTURE – A YEAR IN REVIEW.
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to provide input on a variety of sustainability-related topics. The input received at the workshop will be used by the advisory committee to help prioritize the City’s efforts and to guide the development of future initiatives. Following the workshop, the committee established the following ad hoc committees which consist of both Green Ribbon Advisory Committee members and city residents and business owners: • Mobility – this committee is focusing on public transit and alternative transportation modes • Recycling & Waste Management – this committee is focusing on conservation, waste reduction and recycling • Energy & Buildings – this committee is focusing on alternative energy and building codes In the summer of 2011, the City joined General Electric (GE), Duke Energy, Greenville County, GSP International Airport and the Green Ribbon Advisory Committee to announce a new public-private collaboration and introduce three new pilot programs designed to reduce Greenville’s carbon footprint, gas dependence and CO2 emissions. The initiative is called Greening of Greenville and the pilot programs include the following: • SmartBuilding Advantage – a retrofit program for commercial buildings in downtown Greenville which helps building owners maximize the energy efficiency of their facilities through a 50/50 cost share on energy audits and customized utility incentives for building upgrades • LED Streetlight Pilot – a collaborative effort by Hubbell Lighting, Duke Energy, GE and the City to replace more than 30 streetlights on the block of Main Street where the Hyatt is located with light-emitting diode (LED) lights • EV Ecosystem – a program that features development of an electric vehicle (EV) infrastructure and introduction of electric vehicles into the marketplace for users to drive on a short-term basis to determine if an EV meets the needs of their business or lifestyle
PUBLIC SAFETY Maintaining a safe and secure community is one of the fundamental services of city government, and one of the most compelling benefits of living in the city of Greenville is the superior service provided by the City’s police and fire departments. In order for a community to enjoy a high quality of life, citizens should feel safe from crime. The Police Department reported a 32.32% reduction in Part One Crimes during the reporting period of January 1, 2011 through November 30, 2011, compared with the same reporting period in 2010. Part One Crimes are classified by the Federal Bureau of Investigation (FBI) and include murder, sexual assault, robbery, aggravated assault, burglary, larceny, theft from motor vehicle and auto theft. This significant reduction in Part One Crimes can be attributed to a number of strategic efforts employed by the Police Department, including COMPSTAT; crime mapping and objective strategic responses; utilization of Crime Response Teams; acquisition of technology/equipment and collaboration with residents in specific neighborhoods. In early 2011, the Police Department expanded the scope of its Crisis Intervention Team (CIT) Training and through a successful collaboration with mental health professionals and advocates, increased the total number of sworn officers who completed the 40 hour CIT training to 63. The Greenville Police Department now has more officers trained in CIT than any other law enforcement agency in South Carolina. The Police Department also implemented a Crisis Intervention Reporting Program in 2011, and in each of the 45 crisis events that occurred after the program began, the individuals were successfully referred for mental health treatment rather than the crisis ending in an arrest. Investigators assigned to the Police Department’s Violent Crimes Unit are responsible for the investigation of all crimes committed against persons and are also assigned “cold case” homicide investigations which are classified as unsolved. These investigators have solved three homicide cases since the unit was established in 2010, and in 2011, they solved the November 24, 1977 murder A CITY INVESTED IN THE FUTURE – A YEAR IN REVIEW.
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of Thomas George Bikas. The arrests of two men for Murder and Strong Arm Robbery are pending at this time. The Police Department investigated a total of four homicides in 2011 and made arrests in three cases. All three of the cases are currently in the court system. In 2011, the Police Department’s Vice/Narcotics Unit seized approximately $1.5 million in assets, primarily from narcotics investigations. The Police Department receives 30% of property and currency seized once the cases have been settled in court, and assets seized in 2011 enabled the department to fund a variety of large scale projects, including the purchase of mobile data terminals, in-car cameras in patrol vehicles, interoperable radio communications, a modern tactical vehicle, bulletproof vests and body cameras. The Police Department employs a variety of strategic methods in order to reduce crime and it effects, including a full range of crime prevention services, crime mapping and analysis and utilization of technology; however, maintaining strong, positive relationships and open lines of communication with the citizens they serve is one of its most effective tools. In fall 2011, the City hosted a new event in McPherson Park called Safe City Celebration. Sponsored by Target, the free, family-friendly event provided an opportunity for our citizens to come together to celebrate the programs, initiatives and partnerships that keep our city safe and to commit to working in concert with the City’s police and fire departments to prevent crime, embrace public safety and make Greenville a safer, stronger, more caring community. Thousands of residents from neighborhoods all over the city attended the event, and due to its success, Safe City Celebration will likely become an annual event. The City hired Stephen J. Kovalcik in the summer of 2011 to replace long-time fire chief Tommy McDowell, who retired at the end of July. Prior to coming to Greenville, Chief Kovalcik served as fire chief for the city of Sterling Heights, Michigan, a suburb of Detroit with a population of over 129,000. Chief Kovalcik
brings 31 years of experience as a fire service professional and is well-versed in emergency management, grants management, fire suppression and education. In 2011, the Fire Department instituted a number of measures designed to improve efficiency. Accomplishments included the following: • Implementation of a new 24/48 training schedule, which reduces the number of revolutions to the training facility, thereby increasing in-service time and reducing fuel usage and vehicle wear. This objective has helped to ensure ISO and National Fire Protection Association compliancy. • Enhancement of preventative maintenance programs for equipment and apparatus, which has improved overall vehicle safety, while helping to avoid more costly repairs through frequent inspections. This program has decreased vehicle out-of-service time by addressing maintenance concerns as they are identified. • Re-structuring of the supply procurement/management program, which has reduced the on-hand supply inventories, resulting in less waste and better inventory control. The Fire Department received more than $250,000 in grant funding in 2011, and as a result, was able to install vehicle exhaust systems in five of the six fire stations and replace its entire inventory of large diameter fire hose. The Fire Department was also able to obtain state-of-the-art spectrometry substance identification equipment capable of identifying a majority of substances known to man. Each year, the Fire Department reaches thousands of citizens through its Fire Safety House and participates in events all over Greenville. In 2011, the Fire Safety House traveled to 61 events, including schools, community centers, etc. and 13,332 children and 2,540 adults went through the Fire Safety House and Life Safety Program. At these events, the Fire Department teaches children about 911 and what to do in an emergency situation and teaches children and their families about fire safety. A CITY INVESTED IN THE FUTURE – A YEAR IN REVIEW.
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The City’s Municipal Court, which handles traffic and criminal misdemeanor violations and City ordinance and environmental code violations, collaborates with City departments, law enforcement and other community partners to promote public safety and the effective administration of justice within the city of Greenville. In 2011, Municipal Court partnered with the City Attorney’s office to resolve 90% of pending DUI cases and expanded its alternative sentencing by partnering with the Greenville County Detention Center’s Mental Health Administration staff. Municipal Court staff also developed a partnership with the Greenville County Sheriff’s Department to provide defendants sentenced to community service with more options and facilitated tours and exchanges with Greenville County Records Management to improve communications and quality assurance.
CONNECTIONS FOR SUSTAINABILITY Perhaps the City’s most exciting and comprehensive quality of life initiative in 2011 was the kick-off of the Connections for Sustainability project. In the fall of 2010, the City was awarded $1.8 million in grant funding to support a three-year planning effort. The grant was a combination of funding from the U.S. Department of Housing and Urban Development (HUD) and the U.S. Department of Transportation (DOT) as part of the interagency Partnership for Sustainable Communities. Titled Connections for Sustainability: Linking Greenville’s Neighborhoods to Jobs and Open Space, the project aims to establish connections between affordable housing, transportation options, economic development opportunities and open space throughout the city, but will focus on Greenville’s west side. The grant will allow the City to develop a housing strategy, focus on transit planning, improve the development review process and provide a comprehensive plan for the west side of Greenville.
WELLNESS INITIATIVES The City of Greenville is also committed to increasing opportunities for our employees to pursue a better quality of life for themselves and their families. Over the past few years, the City has implemented a comprehensive wellness strategy aimed at encouraging and supporting employees who choose to be more healthy. Through the Employee Wellness Program, we are changing our organizational culture and embracing wellness on a large scale by celebrating those employees who have already begun their personal journeys and by encouraging others who want to lead a healthier lifestyle. Recognizing that good health benefits employees in every aspect of their lives, in 2011, the City offered a variety of programs and activities designed to encourage healthy behavior, including smoking cessation, WeightWatchers, employee sports leagues and lunch and learn sessions on a variety of health-related topics. The City also began offering a quarterly fitness stipend and a monthly expense reimbursement for City employees who regularly bike to work. Another new wellness initiative in 2011 was the introduction of an on-site nurse practitioner four hours a week to provide episodic care and prescribe medication or treatments, on a limited basis, at no cost to employees.
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USA CYCLING PROFESSIONAL CHAMPIONSHIP
SENSE OF COMMUNITY Even in a digital age where technology has replaced face-to-face interaction and busy schedules often leave little room for downtime, the City of Greenville is finding innovative, resourceful ways to create personal connections and nurture a sense of community.
SPECIAL EVENTS Producing special events is a long-standing tradition in our city. We strive to provide a diversity of events and entertainment choices and opportunities for residents and visitors of all ages, and the City has an extensive resume of successful, high-quality events ranging from large-scale food and cultural festivals to elite sporting events. In 2011, Greenville boasted 393 event days and hosted an unprecedented 153 events. And while event attendance is difficult to measure, a conservative estimate is that events in the city of Greenville drew close to 750,000 attendees throughout the year. The Greenville Hospital System USA Cycling Professional Championships returned to Greenville for the sixth consecutive year in 2011 and a race schedule change from September to Memorial Day weekend resulted in the strongest, most competitive field in the championship’s history. These championships have become events that our citizens and we look forward to each year, not only because of the level of competition and the opportunity to see the nation’s best professional cyclists compete, but because they give us an opportunity to show off our beautiful community and welcome visitors from around the world. The year 2011 also marked the 30th anniversary of one of the most popular outdoor festivals in the southeast and certainly one of Greenville’s most highly anticipated events of the year. The 2011 St. Francis Fall for Greenville featured over 40 different restaurants showcasing more than 200 different menu items. New features of the festival included the Coppenrath Europe’s Cake Challenge, which offered local media and event sponsors and amateur and professional cake decorators a chance to showcase their cake decorating skills, and the debut of the A CITY INVESTED IN THE FUTURE – A YEAR IN REVIEW.
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“Top Events in the United States” International Festivals and Events Association (IFEA)
free St. Francis Fall for Greenville mobile app, powered by WSPA, which allowed users to receive food vendor information, a festival map and schedule of events. Also, for the first time, Greenlink offered a free Park and Ride service on Friday and Saturday during the festival. To continue St. Francis Fall for Greenville’s banner year, the International Festivals and Events Association (IFEA) named it one of the “Top Events in the United States” and one of the “Top 20 Events in the Southeast.” St. Francis Fall for Greenville also received IFEA’s “Best Website” and “Best Brochure” awards. In 2011, Greenville residents also flocked to their favorite weekly concert and movie series, such as Piedmont Natural Gas Downtown Alive and BB&T Main Street Fridays, woke up early to shop directly from local harvesters at the TD Saturday Market and attended family favorite events like Artisphere, Wells Fargo Red, White and Blue Festival and the Poinsettia Christmas Parade. Community events are a crucial part of the atmosphere in the city of Greenville and they rely on the generosity and support of the business community. In 2011, events planned and managed by the City had the highest sponsorship total ever (including trade) at $1,013,351.
COMMUNITY ENGAGEMENT Many aspects of city government touch the everyday lives of residents, and the City strives to foster connections for residents through the programs and services we provide that make daily life a little more convenient and a lot more enriching. Greenville residents don’t just live here – they believe in their community and they support it. They also look to the City for ways they can take an active role in improving their community. In 2011 we continued to find ways to facilitate residents’ engagement and interaction with city government and to encourage the development of partnerships between city government, residents and businesses.
In early 2011, City Council held one formal City Council meeting in each of the four City Council districts to make it more convenient for residents to attend, provide input to their elected officials and see city government in action. Additionally, the City hosted quarterly luncheons for neighborhood association presidents, where attendees had an opportunity to interact with each other, elected officials and City staff, and to discuss city-wide issues and initiatives. The City also supported several neighborhood associations’ community clean-ups during 2011, providing roll-off containers, supplies and equipment in addition to expanded curbside collection service, and as a result, more than 45 tons of yard waste and debris were removed from the neighborhoods. City staff and elected officials also provided technical and written support for several neighborhood associations’ applications to Palmetto Pride for funding through its annual Community Pride Grant program for grassroots beautification and litter reduction efforts. On July 1, a new state law took effect that prohibited items such as televisions, computers and printers from being disposed of in South Carolina landfills. As a result, in May, the City held a free electronics recycling event for residents and business owners to encourage recycling and make it as convenient as possible for citizens to dispose of unwanted electronics. An additional electronics recycling event was held in November. A total of 400 citizens took advantage of the free events and approximately 20 tons of electronics and fluorescent bulbs were recycled as a result. The City also partnered with a local company that specializes in providing secure on-site document destruction to hold two free shredding events for the public in 2011. A total of 1,000 citizens participated in the events and approximately 30 tons of paper were recycled.
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In May 2011, as a part of the City’s National Bike Month celebration, we launched our first Bicycle Greenville photo contest to promote bicycle awareness and to showcase the many amenities that make Greenville a true bicycle-friendly community. The categories were USA Cycling Professional Championships, Swamp Rabbit Trail, Artistic, Bicycle Greenville, Photographer Under 18 and Best in Show. The contest was free to enter and the winners received prizes donated by local businesses. The Best in Show photo was printed and framed by a local gallery for display in the lobby of City Hall.
COMMUNICATIONS Communication is a vital City service and we have worked hard to enhance our communication services and to create efficient ways to connect with residents and businesses. Having an informed citizenry is critical to the success of any community, and the City is continually reaching out to ensure that all citizens have direct access to the information they want and need. Unique visits to City websites grew from 569,298 in 2010 to 722,493 in 2011, representing a 22% increase. Visits came chiefly from the United States, but also included visits from 125 different countries worldwide. In 2011, we debuted new websites for the Police Department and Falls Park and continued improvements to the City’s online payment capabilities. We also launched a new web page for Municipal Court that provides a wide variety of information, forms and documents, as well as an online records search feature and an e-pay feature that allows citizens to pay court fines online. Additionally, a new web-based application added in 2011 now allows citizens to apply online for vacant board and commission positions. The City offers citizens an extensive menu of e-newsletters on more than a dozen topics, and in 2011, a total of 12,313 citizens subscribed to our e-news services. We also utilized social media to provide citizens with the most up-to-date City news and information, as well as the opportunity to interact directly with us.
The City’s Facebook pages now have 27,210 followers, and an additional 4,369 people follow our Twitter feeds. GTV, the City’s TV channel, brings information to life with original content highlighting the City’s programs, services, events and activities, as well as educational videos. In 2011 alone, we produced over 60 videos, which aired on GTV-15 on Charter Cable and AT&T U-Verse TV Channel 99. In the fall of 2011, we redesigned our YouTube channel and began using it exclusively for video playback on City websites. This resulted in a 69% increase in video views (55,875 in 2011 compared to 17,875 in 2010).
GTV IN ACTION AT THE 2011 POINSETTIA PARADE
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LIBERTY BRIDGE AT SUNRISE
THE FUTURE Greenville’s transformation over the past few decades has been remarkable, and every day we see evidence of the hard work and vision of those who came before us. And while Greenville has developed into a world-class city, we have retained our unique identity and we are dedicated to protecting and preserving those qualities that have earned us so many accolades, even as we continue to make Greenville the city of choice for residents, businesses and visitors. In addition to protecting the City’s financial stability, City leaders are using smart planning and efficient use of resources to ensure that our operations are aligned with our strategic goals and objectives and to focus limited resources where they can add the most value. Below are some accomplishments from 2011 that will directly impact Greenville’s future: • The City successfully negotiated an Annexation Service Agreement with the Parker Sewer and Fire Subdistrict, which established criteria for the provision of sewer service in Parker territory annexed by the City in the future and clarified the service responsibilities in those areas that the City has already annexed • The City initiated a Service Inventory and Evaluation Program, which will review three City departments a year as part of a long term examination of City services and service levels • The City established the City of Greenville Leadership Institute, which is a new program designed to provide professional development opportunities and better equip current and aspiring managers and professional employees who have demonstrated significant management and leadership potential with the skills to move into critical leadership positions in the years ahead • A study of the City’s wastewater operations was completed, which will allow for additional funding over the course of five years to address issues associated with the overall condition of the wastewater system • A study of the City’s business license rates was conducted in an effort to ensure that the rate structure is simple, equitable and fair
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• A study of the City’s parking rate structure was conducted in an effort to develop pricing strategies that will help retain and attract large parkers • The City reconstituted its contracts with the Greenville Chamber and Convention & Visitors Bureau to better reflect alignment with City Council priorities, and through its relationships with other governmental and quasi-governmental agencies, the City will continue to explore opportunities for mutual areas of interest The City of Greenville made great strides in 2011, and as goals are met, City Council will set new ones for the future. Under their leadership, and with continued strategic planning and a continued practice of being fiscally conservative, this enviable city will continue to flourish.
VARDRY MCBEE - THE “FATHER OF GREENVILLE”
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GREENVILLE, SOUTH CAROLINA