J. Edwin Benton: City of Georgetown and the road to positive growth
Last Updated on 12/1/2008
Published on 9/28/2008
By J. Edwin Benton
(First of a six-part series)
The City of Georgetown and its citizens are in an enviable position since the City is destined to grow after several decades of decline. But, will the City be able to reap the many benefits and improved quality of life for all that can accompany growth while sidestepping the pitfalls potentially lying ahead? The answer to this question is a resounding "yes" but only if the City and its elected and appointed leaders practice what those of us who study and write about local government call "smart growth."
The purpose of this six-part series is to learn more about what "smart growth" is and how best to bring it to fruition in a local culture that desires growth but does not necessarily want the changes that may come with it. In this first column, we will take stock of where the City is presently.
If we believe those who closely monitor business and residential development patterns and marketing plans in both the short- and long-run, Georgetown County is a projected destination point for retirees, semi-retired persons, and service sector workers who are seeking a setting and quality of life that is uniquely Georgetown. More specifically, the area offers an inviting, temperate year-around climate, warm and friendly citizens known for their Southern hospitality, a rich and storied history unmatched in most other communities, some of the cleanest and prettiest beaches, miles of scenic waterways, and an abundance of other recreational and leisure time opportunities. But, is that enough, and can the City of Georgetown capitalize on these amenities and improve the image and functioning of the City so as to make it a more appealing place for new residents, businesses, and industry?
Over the past few months, the pages of the Georgetown Times and conversation on the street has recounted frustration, discontent, distrust, and even futility about the functioning--or lack thereof--of the City's government and administration and the performance of both elected and appointed officials. The purpose here is not to add to that commentary but rather to see what can be learned from this experience so as to enable the City and its citizens to prepare for the growth that is surely coming and realize the most benefit from it.
We can do that best by emphasizing the positives. Georgetonians have always taken pride in their community and have sought to provide for a better life for their children and grandchildren. I sense that that spirit is still alive among the City's residents. Moreover, Georgetown has never lacked a cadre of civic-minded individuals who have been willing to give unselfishly of their time to serve on advisory and policymaking boards and commissions of the City or to work together in and through privately-organized community groups and religious organizations whose goal has been to better the quality of life for all. And, in spite of what shortcomings some may see in the current City government, progress has been made in several areas. City leaders, for the most part, have encouraged and facilitated residential and commercial growth when it made good economic sense and was a win-win scenario for all parties. In addition, City Administrator Steve Thomas helped to bring the administration of the City's business into the 21st century and in accordance with sound, well-respected business practices long-recommended and advocated by such prestigious organizations as the National League of Cities and the International City/County Management Association (ICCMA). For example, he is responsible for the following:
·* Discontinuing the practice of dipping into the contingency ("rainy-day") fund to balance the City budget;
· * Instituting a series of impact fees to assure that, where practical, new growth pays for itself;
· * Adjusting water and sewer rates to insure that the cost of service provision is paid for by customers and not taxpayers;
· * Suggesting pay increases for City employees to reflect their worth on the open market, and thereby, avoiding the loss of highly trained employees to neighboring jurisdictions;
· * Finding ways to provide staple services in the most efficient and cost-effective ways.
So the foundation has been laid for the future, positive growth of the City of Georgetown, although we may differ as to how well it was laid and the manner and style in which it was accomplished. But, where should we go from here, as the City seeks to chart a course that is reflective of the basic principles of "smart growth"? That will be the subject of the next five installments in this series, beginning with a better understanding of what "smart growth" entails.
J. Edwin Benton is a professor of political science and public administration at the University of South Florida and a former City of Georgetown resident.
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It's time for our city officials and community leaders to grow their thinking and consider coloring a picture of a Georgetown that values the deep hues of our history and traditions, while enbracing smart growth and development. The picture of Georgetown 10 or 20 years from now may require coloring outside of the lines we currently see. This author seems to be prepared to do just that. Looking forward to next Monday's installment! Posted by Hopeful on 9/29/2008
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