2009 Comprehensive Plan

V ISION
BE AUF ORT
2009 Comprehensive Plan

D raft for Public Rev iew
09.04.2009

This Comprehensive Plan was prepared for
The City of Beaufort, south Carolina

Plan ADVISORY COMMITTEE
Donnie Beer, City Council
Carol Crutchfield, School District
Joe DeVito, Joint Municipal Planning Commission
John W. Gadson, Sr., Historic District Review Board
Jim Hicks, Beaufort County Planning Commission
Alice G. Howard, Marine Corps Air Station
Harley Laing, Joint Municipal Planning Commission
David Lott, Joint Municipal Planning Commission
Maxine Lutz, Historic Beaufort Foundation
Wayne Reynolds, Joint Municipal Planning Commission
Eugene Rugala, Redevelopment Commission
Don Starkey, Design Review Board
Kim Statler, Lowcountry Economic Network
Mike Sutton, City Council
John Trask III, Chamber of Commerce
Laura Von Harten, Beaufort County Council District 11

city staff & Officials
Libby Anderson, Director of Planning
Scott Dadson, City Manager
Billy Keyserling, Mayor

© 2009 by the City of Beaufort, South Carolina and The Lawrence Group Architects
of the Carolinas, Inc. All Photos, Images, and Text by The Lawrence Group unless
otherwise noted. Reproduction Permitted with Credit in Print.

Vision Beaufort | 2020 Comprehensive Plan i

TABLE OF CONTENTS
1

Executive Summary................................................................................................ 1
1.1 Priorities for Implementation............................................................................. 3

2

The Path Forward................................................................................................... 9
2.1 Our Vision, Essential Principles and Goals...................................................11
2.2 The Triple Bottom Line for Beaufort..............................................................13
2.3 Principles of Smart Growth...............................................................................15

3

Yesterday and Today..........................................................................................17
3.1 The Past as Prologue: Beaufort’s 300+ Year History.................................19
3.2 Who We Are: Population & Demographics.................................................20
.
3.3 Our Environment Today.....................................................................................27
3.4 Brief Review of Previous Plans.........................................................................29

4

The Planning Process........................................................................................35
4.1 Plan Development Process...............................................................................37
4.2 Public Participation..............................................................................................38
4.3 Plan Reconnaissance/Charrette Preparation..............................................39
4.4 The Charrette..........................................................................................................40

5

A Framework for Growth..............................................................................45
5.1 Northern Beaufort County Regional Plan....................................................47
5.2 A Transect Approach to Community Planning..........................................49
FG 1.0 The Framework Plan.....................................................................................55
.
FG 2.0 Urban Services Area Expansion and Annexation...............................73
FG 3.0 Incremental Growth Using the Neighborhood Unit.........................75
FG 4.0 Update the UDO.............................................................................................77
FG 5.0 Make the Development Process Predictable.......................................78

6 Natural Infrastructure.................................................................................81
.
NI 1.0 Protect and Improve Water Quality..........................................................83
NI 2.0 Conserve Water................................................................................................88
NI 3.0 Conserve Open Lands...................................................................................90
NI 4.0 Protect and Expand the Urban Tree Canopy........................................94

7

Climate Change & Energy.................................................................................97
CE 1.0 Reduce Greenhouse Gas Emissions.........................................................99
CE 2.0 Enhance Resiliency to Natural Hazards............................................... 102
CE 3.0 Promote Energy Efficiency and Renewable Energy....................... 106
CE 4.0 Reduce the Solid Waste Stream............................................................. 109
CE 5.0 Implement Sustainable Development Practices............................. 110

8

Social Infrastructure................................................................................... 113
SI 1.0 Enhance and Expand our Park System................................................. 115
SI 2.0 Continue Reinvestment in our Neighborhoods................................ 119
SI 3.0 Provide Housing for a Diverse Population........................................... 124
SI 4.0 Protect and Preserve Our Historic Resources..................................... 131

ii City of Beaufort, SC

table of contents

SI 5.0 Expand the Arts and other Cultural Resources.................................. 138
SI 6.0 Encourage Local Food Systems............................................................... 140

9

Access & Mobility............................................................................................... 143
AM 1.0 Improve the Road Network................................................................... 145
AM 2.0 Prioritize Pedestrian and Bicycle Improvements........................... 161
AM 3.0 Expand Transit Opportunities............................................................... 166
AM 4.0 Maximize Blueways for Recreation and Transportation.............. 168
AM 5.0 Update Regulations to Improve Access, Mobility & Safety........ 169

10

Economic Prosperity....................................................................................... 173
EP 1.0 Aggressively Promote Economic Development in all Sectors.... 176
EP 2.0 Prioritize Infill and Redevelopment...................................................... 179

11

Serving our citizens........................................................................................ 183
11.1 The Economic Context of City Government......................................... 185
11.2 Current City Facilities and Services........................................................... 189
11.3 Utilities................................................................................................................ 192
11.4 Emergency Medical Services and Health Facilities............................. 194
11.5 County Schools and Libraries..................................................................... 196
SC 1.0 Ensure a Healthy Financial Position...................................................... 198
SC 2.0 Provide Efficient City Services................................................................ 202
SC 3.0 Maintain and Expand our Physical Assets.......................................... 204

12

Catalyst Sites & Focus areas...................................................................... 207
CS 1.0 Regeneration of Lafayette Street.......................................................... 209
CS 2.0 Downtown Infill and Parking.................................................................. 213
CS 3.0 Regeneration of the Northwest Quadrant......................................... 219
CS 4.0 Lady’s Island Gateway Village Center................................................... 221
CS 5.0 Battery Creek High School Area............................................................ 223
.
CS 6.0 US 21 Realignment..................................................................................... 225
CS 7.0 Robert Smalls Village Center................................................................... 227
CS 8.0 Southside Park Neighborhood............................................................... 229

13

Setting Priorities for Implementation............................................... 233
PI 1.0 Plan Implementation.................................................................................. 235
PI 2.0 Regional Fiscal Impact Analysis............................................................... 235
PI 3.0 Regional Infrastructure Plan..................................................................... 237
PI 4.0 Local Capital Improvements Plan........................................................... 238
13.1 Table of Action Items..................................................................................... 243

A

Appendix A: Public Input................................................................................ 253
A.1 Overview of Public Input............................................................................... 255
.
A.2 Public Survey Summary.................................................................................. 257

B

Appendix B: Market Demographics........................................................ 263
B.1 Market Assessment Data................................................................................ 264
B.2 Quality of Life Assessment............................................................................. 271

C

Appendix C: SC Code-Required Elements............................................. 273

Vision Beaufort | 2020 Comprehensive Plan iii

C h apter o n e : e x ec u tive s u m m ar y

1 City of Beaufort, SC

1
T
executive summary
he Comprehensive Plan, in its purest form, represents
the synthesis of a community’s vision for its growth Chapter Highlights
and development. Far too often vision statements are never 1.1 Priorities for Implementation
accurately translated into a detailed working plan with
achievable action items, schedules, and budgets. Far too often
Comprehensive Plans have been relegated to black and white policy documents that collect
more dust than success.

The modern plan balances the very best in planning and design. By articulating a vision and
illustrating that vision in a real-world setting, the community has a better understanding
of the plan’s aspirations. Beaufort has begun this process with the undertaking of the 2009
Comprehensive Plan. The broad consensus generated by tapping into a wide cross-section of
the community will help to ensure its usefulness for years to come.

As Beaufort enters our 4th century we recognize that a successful 21st century community
is anchored by the triple-bottom line of environmental, social, and economic sustainability.
As a result, the organization of this Plan breaks from the norm of the “element-based”
comprehensive plan derived from the South Carolina Code of Law. Rather, it organizes itself
around fully immersive ideas that integrate the triple bottom line in a fashion that is perhaps
more consistent with a company’s business plan than a regulatory document.

Unlike many of our peers across South Carolina we have chosen to focus not on a exhaustive
analysis of what currently is and simply project trends of what was, but rather this plan is a true
vision what we wish to become and what tools and resources are needed to achieve that vision.
Most importantly, it focuses on implementation.

City leaders will be quick to stress that this plan is a convergence of visionary leadership,
capital investments, and efficient delivery of government services. It is also through this “I have been impressed
mindset that the City continues to actively participate in discussions related to the growth with the urgency of
and development in Northern Beaufort County. It is through these discussion that not only DOING. Knowing is
must the participating jurisdiction agree on land use considerations, but they have a singular
not enough; we must
opportunity to create a plan for the efficient and responsive delivery of government services
the taxpayers deserve. apply. Being willing is
not enough; we must
Beaufort has long been a community that valued the importance of plans and the planning DO.”
process. This comprehensive plan seeks to bridge the importance of PLANNING with the
important of DOING. It is this importance of DOING, as da Vinci suggests, that is prime
~Leonardo da Vinci
amongst all things in Beaufort. And, as our plan suggests, it is DOING that will prepare us for
our next 100 years.

Vision Beaufort | 2020 Comprehensive Plan 2

one: executive summary

“I think it’s great when you get 1.1 Priorities for Implementation
the community involved in the
In order for the vision and recommendations expressed by this Plan to be realized,
development process of the city
because the people of the community specific action items will need to be implemented by the City of Beaufort. Many of the
will work with the developers in a action items seek to provide the conditions underwhich the vision can be achieved,
much more favorable light. Meetings by way of providing sensible land use regulation, necessary public investments, the
like this are important. Keeping not development of appropriate programs and policies, encouraging catalyst projects and
just the old buildings but the people
and the neighborhoods intact—
other actions. The list of high priority items, organized by major topic area, are shown
helping the entire city belong…I on the next few pages. The complete list of recommendations for this plan can be
think that is what’s important.” found in Chapter 13.
~Lifelong Beaufortonian
The action items in the table below are prioritized based on the legend
noted at the beginning of each Chapter and to the left. The Funding is
listed as an order of magnitude as way to evaluate the relative costs of one
Key to Action Items
action over another. As a means of attempting to quantify these relative
Level of Public Funding Required costs over the twenty year period, the table below summarizes an estimated
(Order of Magnitude $ - $$$$) range of cost values that may be used. With the exception of those specific
Operating or Capital Expenditure (City) costs for Capital Projects that were identified in this Chapter, no other
specific cost estimates have been provided.
Private or Non-City Expenditure
Order of Magnitude Estimated Cost Range
Code Change Only
$ $1 - $50,000
[$$] [O+C] [Private] [6-10] [Code] $$ $50,000 - $250,000
Timeframe for Implementation $$$ $250,000 - $1 million
[1-5] [6-10] [11-15] [16-20] or On-going
$$$$ $1 million+

Level of

Code /Policy
Year 11-15
Year 16-20
Public Operating or Private or

Year 6-10

Year 20+
On-going
Year 1-5
Reference Page Funding Capital Non-City
Number Project/Task Number Required Expenditure Expenditure
Five: A Framework for Growth
FG 2.3 Explore a service delivery model that employs a metro- 73 $ O X
like structure.
FG 2.1 Annexation areas should be contiguous to the primary 73 X
service area or within a maximum of 2 miles.
FG 2.2 The provision of municipal services to previously 73 X
annexed tracts or tracts beyond the 2 mile boundary
shall be subject to adequacy and availability of
municipal services.
FG 3.1 Require Incremental Growth to be Medium to High 76 X
Density and Utilize the Traditional Neighborhood Unit.
FG 4.1 Update the UDO as a complete form-based code. 77 X
Six: Natural Infrastructure
NI 3.3 Continue to Partner with Regional Agencies/ 93 $$$ O+C X
Organizations and Land Owners to Aggressively Protect
Open Lands
NI 3.4 Expand Use of Density Bonuses and TDR in Exchange for 93 $$ O X
Preservation of Sensitive Environmental Features
NI 1.2 Revise Current Development Regulation to Require/ 84 $ O X
Incentivize Low Impact Development Using the Light
Imprint Handbook
NI 1.3 Develop Regional/Small Area Storm Water Plans 85 $ O X


Level of

Code /Policy
Year 11-15
Year 16-20

Year 6-10

Year 20+
On-going
Year 1-5
NI 1.5 Adopt Baseline Standards for Critical Line Setbacks and 85 $ O X
Natural Vegetative Buffers
NI 1.9 Adopt Baseline Standards for the Protection of 87 $ O X
Freshwater Wetlands
NI 4.1 Complete an Urban Tree Canopy Survey 94 $$ O X
NI 4.2 Establish a Baseline Tree Canopy Coverage and Set Key 94 $ O X
Goals for Preservation and Expansion of the Canopy
Seven: Climate Change & Energy
CE 1.3 Prioritize Transit, Bike and Pedestrian Improvements 100 $$-$$$$ O+C X
with the Goal of Reducing VMT
CE 1.4 The City will Seek Out Best Practices for the Reduction 101 $ O X
of GHG Emissions
CE 5.2 Endeavor to Make Sustainable Construction Practices 111 $$ O X
Part of the Culture of Development in Beaufort
CE 1.1 Conduct an Emissions Inventory of City Operations 99 $ O X
CE 1.2 Enact Land Use Policies and UDO Changes with the Goal 100 $ O X
of Reducing VMT
CE 2.2 Work with Beaufort County to Develop a Plan that 103 $ O X
Addresses the Potential Impacts of Sea Level Change
CE 3.1 Consider Conducting an Energy Audit 107 $$ O X
CE 3.3 Remove Regulatory Barriers to Renewable Energy and 107 $ O X
Provide Incentives for Their Use
CE 3.4 Protect Solar Access 107 $ O X
CE 5.1 Establish a City Policy for Sustainable Building and 110 $ O X
Infrastructure Practices
CE 5.3 Establish Incentives to Implement Context-Sensitive 111 $ O X
Environmentally Sustainable Building and Development
Practices
Eight: Social Infrastructure
SI 2.1 Prepare Small Area Plans for Neighborhoods and 119 $$ O X
Districts
SI 2.2 Create a Dedicated Revenue Stream for Neighborhood 120 $$ O+C X
Reinvestment
SI 1.1 Complete an Inventory of Needs for the Improvement of 115 $ O X
the Existing Neighborhood Parks
SI 1.2 Identify a Regular Funding Mechanism for the 117 $ O X
Maintenance and Improvement of the Park System
SI 1.3 Plan and Improve the Southside Park 117 $$$$ C Private X X X X
SI 4.1 Conduct Sector (Small Area) Planning & 133 $-$$ O X X
Implementation
SI 4.10 Provide Technical Support to Historic Neighborhoods 136 $-$$$ O+C X X
and Property Owners
SI 4.12 Prioritize and Implement Recommendations for 137 $$-$$$ O+C X X X
Infrastructure in Historic Districts



Level of

Code /Policy
Year 11-15
Year 16-20

Year 6-10

Year 20+
On-going
Year 1-5
Nine: Access & Mobility
AM 1.1 Establish an On-Going Multi-Jurisdictional 145 $ O X
Transportation Planning Process
AM 1.8 Prepare a Collector Street Plan for the Urban Growth 153 $$ O+C X
Boundary
AM 2.4 Complete and Implement the Pedestrian Improvement 163 $$ C X
Master Plan
AM 1.2/ Implement the Current Planned and Committed 145 $$$$ C X X
PI 3.1 Transportation Projects in the Northern Beaufort County
Regional Plan
AM 1.4 Evaluate the Re-designation of US 21 Around the City 149 $$ O+C X
AM 1.9Develop Specific Plan/Recommendations for Strategic 153 $$ O X X X
Community Corridors
AM 2.1 Implement the Pedestrian and Bicycle Connections 161 $$ C X
Shown in the Northern Beaufort County Regional Plan
(Project #1)
AM 2.2 Create a Master Plan for Bikeways, Greenways, 161 $$ O+C X
Sidewalks and Trails
Ten: Economic Prosperity
EP 1.2 Take Leadership Role in Institutional Development 177 $ O X
EP 1.4 Create Business License Program that is Tied to 177 $ O X
Economic Development Goals
EP 2.1 Refocus on the Downtown 179 $$ O X
EP 2.2 Continue Implementation of the Boundary Street 179 $$$$ C X
Master Plan
EP 2.3 Complete Neighborhood and District Redevelopment 179 $$ O X X
Plans
EP 2.5 Target Sites for Redevelopment 180 $$ O X X
EP 2.6 Replace the Current Redevelopment Incentive Program 180 X
with a New Program
EP 1.1 Support the Expansion of the Current Economic Base - 176 Private
Higher Education, Medical Services, and the Military
EP 1.3 Focus on Small Business Recruitment and Retention 177 Private
EP 1.5 Support Expansion of Higher Education 177 Private
EP 1.6 Continue to Seek Ways to Expand Tourism 178 Private
EP 2.4Consider the Use of Municipal Improvements Districts 179 Revenue
(MID)
Eleven: Serving Our Citizens
SC 1.1 Continue to Maintain a Strong Cash Position with a 199 $ O X
Well-Funded Fund Balance
SC 1.2 Balance Revenue from Tax Base and Other Operating 199 $ O X
Revenues
SC 1.3 Advocate for a Change in State Legislation to Ensure 200 $ O X
Fiscal Flexibility for Local Governments


Level of

Code /Policy
Year 11-15
Year 16-20

Year 6-10

Year 20+
On-going
Year 1-5
SC 1.4 Seek Revenue Sharing/Partnership Arrangements to 200 $ O X
Better Manage the Maintenance of SC DOT-Owned
Rights-of-Way
SC 1.5 Consider Levying Impact Fees to Mitigate the Costs of 201 $ O X
Growth in Remote Annexation
SC 1.6 Further Develop Cash Flow Reporting 201 $ O X
SC 2.1 Divest of Loss-Generating Enterprises 204
SC 2.2 Audit Recurring Expenditures 204
SC 2.3 Evaluate Government Service Delivery Options within 204 $ O X
the Northern Area Growth Boundary
SC 3.1 Expand the List of Business and Development Incentives 205 $ O X
SC 3.2 Balance the Regulatory Environment to Protect the 205 $ O X
City’s Core Assets as well as Allowing for a Competitive
Business Environment
SC 3.3 Create Balance of Assets such as a Mix of Land Uses, 205 $ O X
Businesses, and Living Options for all Residents
SC 3.4 Consider Service Delivery in the Design of our 205 $ O X
Community
SC 3.5 Seek out Partnerships Wherever Possible 205 $ O X
SC 3.6 Evaluate Alternative Funding Sources for Capital, 205 $ O X
Operations and Maintenance Beyond the Current Taxing
Structure
SC 3.7 Expand the Capital Improvements Program (CIP) to 205 $ O X
Create a Comprehensive Capital Asset and Project
Planning Program
Thirteen: Setting priorities for implementation
PI 1.1 Monitor and Report on Plan Implementation 235 $ O X

PI 1.4 Explore New Institutional Arrangements 235 $ O X
PI 2.2 Identify Existing Deficiencies and Future Capital 235 $ O X
Improvements Needs
PI 2.3 Work Cooperatively with the School District 236 $ O X
PI 2.4 Develop an Overall Funding Strategy 236 $ O X
PI 2.5 Focus First on Available Funding Tools 236 $ O X
PI 2.6 Update the Fiscal Impact Analysis on a Regular Basis 236 $ O X
PI 2.7 Consider Funding Tools that Require Changes in State 236 $ O X
Legislation
PI 1.2 Update the Plan 235 $$ O X X X X X
PI 3.2 Implement the Other Identified Capital Projects in the 237 $$$$ C X X
Northern Beaufort County Regional Plan
PI 4.1 Annually Update the Ten Year Capital Imp. Plan 238 $ O X X X X X
PI 4.2 Complete the Boundary Street Master Plan 238 $$$$ C X X X X
PI 2.1 Adopt Regional Level of Service Standards 235 X



l o o k i n g bac k : ti m eli n e
1562 1779-82 1959
French Huguenot Jean Ribaut named Port British forces under Major General Augustine Hurricane Gracie (Category 4) struck Beaufort.
Royal and established Charlesfort on Parris Prevost occupied Beaufort. The eye of the storm passed over St. Helena
Island. When Ribaut did not return with needed Sound.
supplies, the Frenchmen abandoned the fort. 1795
Beaufort College incorporated. 1960s
1554-87 Cold War fears fueled military construction
Spainiards explored and settled From 1566-1587, 1803 and build-up in Beaufort County. Parris Island
Santa Elena on Parris Island was the capital of the The South Carolina General Assembly formally expanded; Naval Hospital added beds; Marine
Spanish province of La Florida. incorporated the town of Beaufort. Corps air station upgraded; and Laurel Bay
Housing Development for Military personnel
1684 1850s
opened.
Yemassees from Florida relocated to the Port Time of economic vitality and construction.
Royal area. Residents built Beaufort College; homes such as 1967
the Castle, the Oaks and Tidalholm; and rebuilt Beaufort elected its first African American city
1684-86 the Arsenal. councilman since Reconstruction, Joseph M.
Rise and fall of Stuart Town, a settlement of Wright.
Scottish dissenters. The settlers there encouraged
1862
Yemassee depredations against Spanish missions.
Battle of Port Royal; following the Union victory,
1970-71
The Spanish at St. Augustine retaliated and Beaufort schools were totally integrated.
white citizens abandoned the town and their
wiped out the settlement.
plantations.
1971-2005
1709 Beaufort’s library system expanded country wide
A delegation of early settlers asked the Lords 1862-65
Proprietors for a new town and port. Federal occupation. Port Royal Experiment
brought education to the former slaves. Direct 1974
tax confiscations and sales provoked frustration The United States Department of the Interior
1711 and conflict for former owners and new designated Beaufort’s historic district as a
The proprietors issued the charter of the town of National Historic Landmark.
purchasers.
Beaufort.

1863 1975
1712 January 1, Emancipation Proclamation read at City held ground-breaking for the Henry
South Carolina General Assembly created the Chambers Waterfront Park
Old Fort Plantation near Beaufort.
parish of St. Helena.

1867-76 2006
1715 The Boundary Street Master Plan was completed
Yemassee War. The Yemassee, the Creek and Reconstruction—a period of African American
political involvement—and the beginnings of the and adopted.
other Native American groups mounted a major
threat to the survival of the colony of South phosphate industry in Beaufort County. African
Carolina. The Yemassee destroyed the fledgling Americans maintained a political presence in 2007
town. Beaufort county into the early twentieth century. The Northern Beaufort County Regional Plan is
completed and adopted by Beaufort County, the
1893 Town of Yemassee, Town of Port Royal and the
1769 City of Beaufort.
Circuit Court Act created administrative districts The storm of the century. A Category 3 hurricane
in South Carolina. Court for Beaufort District and tidal wave struck the Sea Islands and left
sat at Beaufort. thousands dead and tens of thousands homeless. 2008
Major renovations were completed to the Henry
Chambers Waterfront Park
1772 1907
Colonial legislature convened in Beaufort. Major fire destroyed much of downtown
This attempt by the Royal governor, Charles Beaufort. 2009
Montagu, to intimidate the rebellious Commons The Municipal Complex on Boundary Street
House was one of the royal abuses mentioned in is completed, serving as a anchor for the
1924 redevelopment of Boundary Street.
the Declaration of Independence. Ku Klux Klan marched in Beaufort.

1779 2009
1956 The City adopts the Vision Beaufort
Battle of Beaufort. Under William Moultrie, Bridge to Hilton Head Island opened, Comprehensive Plan.
the Patriots repulse the invading British. Among inaugurating new era for the Beaufort area.
the American militia were two signers of the Resort and retirement construction boomed on
Declaration of Independence, Thomas Heyward the Sea Islands.
Jr. and Edward Rutledge.


l o o k i n g f o r w ar d : 2 0 2 0


C h apter T WO : T h e P at h f o r w ar d


2
B
the path forward
eaufort is a community with many high expectations. Rife
with natural resources and history, its residents and its Chapter Highlights
neighbors draw their unique identity from the smell of the salt 2.1 Major Goals & Priorities
marshes, the flow of the rivers, the live oaks that provide shade
to the streets, the much beloved neighborhoods that have 2.2 The Triple Bottom Line for Beaufort
served many generations, and the experience of walking and
2.3 Smart Growth Principles
shopping along Bay Street.

On one level, it is hard to understand why modern Beaufort cannot be simply an extension
of the historic framework that has served this community well for nearly three centuries. Yet
Beaufort is a much more complex urban form with both the very best of walkable urbanism
and some of the most auto-oriented suburban sprawl all within its compact borders. Add to
this the fractured corporate limits due to ad hoc annexations, an interwoven boundary shared
with Port Royal, and a level of County urbanism (or more specifically suburbanism) that is
virtually indistinguishable from the city, and you have a recipe for many overlapping if not
competing interests.

This plan is intended be both visionary in its expectations but grounded in the realities of
We are capable of
implementation. It consolidates the many and varied plans that have been adopted through the deciding our own
years and attempts to prioritize. In particular, it incorporates a level of decision-making that destiny. The question
emphasizes the triple bottom line —one that considers the relative impact of local initiatives is which path we will
on environmental, social, and economic considerations. And when it comes to economic
impacts, each priority is also assessed as to capital and operating costs on the city. choose?

This plan is charged therefore with synthesizing and prioritizing the many laudable and
important goals and objectives from the City’s previous planning efforts. In this regard, the
broad reaching nature of this document serves as an organizing framework for previously
adopted plans as well as all future plans. South Carolina law requires cities to adopt a new plan
every ten years with an update required every five years. Beaufort’s previous plan (adopted in
1999; updated in 2004) is the direct predecessor of this plan.


two: the path forward

2.1 Our Vision, Essential Principles and goals

The City of Beaufort and its citizens envision a City with:
• Beautiful, stable neighborhoods
• A common community vision
• A sustainable economic base
• Transportation options and convenient access to services & destinations
• Attractive and vital community gateways and corridors
• Natural resources that balance protection with public access and enjoyment
• A balance between preservation and sensitive infill and redevelopment of our
historic core
• A predictable development process for citizens and developers alike
• A welcoming atmosphere to all people

To help achieve this vision, we will build upon and protect our assets and strengths:
• Natural beauty and open spaces
Success is bred not from • Unique community design and historic atmosphere
what we say but in • Access to local goods, services, and cultural amenities
• The military presence, hospital, and higher education institutions
what we accomplish. • Community interaction and small community feel

To achieve this vision, the following directives have been established to guide the decision
making process both for this plan and future implementing elements.

1 Sustainability
The activities of the City of Beaufort will consider the balance of social,
environmental, and economic sustainability principles for both the community
and the private property owner with all of our decisions.

2 Regionalism
We are committed to the implementation of the Northern Beaufort County
Regional Plan as a guideline for our regional decisions and future urban form
and we will continue to engage and coordinate in regional planning activities.
Our planning will extend to the established urban growth boundary and will tie
together all areas of the community in a cohesive manner.

3 Natural Infrastructure
We must protect our environmental resources as fundamental to the natural
ecosystem and our quality of life. We will utilize innovative and context-sensitive
solutions to conserve and protect our natural resources including our salt
marshes, marsh islands, coastal waters, and marine resources; trees, forests, and
wildlife habitats; beaches and dunes; and open space preservation.

4 Growth
We must encourage growth within our urban service area by primarily focusing
on the regeneration of our current assets through infill and redevelopment.
Development in our urban growth boundary shall be sensitively focused on a
conservation ethic with a compact and efficient built form that could be serviced
with municipal services in the future.



5 Economic Development
A strong, vibrant, and healthy economy will be
achieved through a successful economic development
12 Hazard Mitigation

As a coastal community, we will feel the direct
impacts of tropical storm activity and flooding.
program in order to ensure the long term success and We must be prudent in our preparation for these
viability of the City of Beaufort. We must support expected hazards and mitigate against the loss of
the continuation and expansion of our primary property to the greatest extent practical.
economic engines - tourism, the military, healthcare,
and education - while also seeking to expand
opportunities for the arts and the recruitment of
creative/knowledge-based industries.
13 Climate Change

We must participate in solutions that reduce or avoid
potential impacts to our regional and global climate
and in turn we must adapt to those conditions which

6 Access and Mobility
Our citizens and visitors need a transportation
system that integrates regional solutions with a fine-
are likely to be inevitable, most specifically sea level
rise.

grained local network of choices that accommodate
the automobile, pedestrians, bicyclists, and water-
based travel.
14 Resource Efficiency
We will manage our consumption of renewable and
non-renewable resources including energy and water
and will continue to reduce our total waste stream.

7 Urban Form
The City will maintain its distinct urban form by
encouraging growth and development using the
In addition we will be supportive of community
activities that promote resource efficiency and the
production of alternative energy and innovative
model of walkable, urban, mixed-use neighborhoods water use and protection practices.
established by the historic core of the City.

Neighborhoods 15 Fiscal Sustainability

The city, as a provider of urban services, must

8 We believe that all our neighborhoods, including
the downtown, must be vibrant and diverse and thus
focus on long-term solvency with each incremental
decision. Capital investments should leverage future
benefits and must consider the impact on long term
require consistent and continual public and private
operational costs prior to their implementation.
attention, maintenance and re-investment. Our
Perhaps most importantly, we will constantly seek
neighborhoods should be reinforced in all planning
efficient and innovative ways in which to deliver
and infrastructure projects.
services and maintain our assets.

9 Parks & Public Open Spaces
The City will permanently preserve and expand
a community-wide parks, recreation and open 16 Adequacy of Infrastructure and Facilities
The contiguous extension of our corporate
boundaries will be considered to the extent that
space network that serves the entire city from the
the provision of city services can be economically
neighborhood playground to the regional reserve.
and efficiently provided and will be subject to the
adequate availability and timely construction of

10 Historic and Cultural Resources
Beaufort is a living, dynamic community and must
community infrastructure and public facilities.

17
balance the protection of its abundant natural,
Planning & Implementation
cultural, institutional and historic resources with
We will continue our history of thoughtful, detailed
managed growth that adds to the community’s
planning and will include practical implementing
character for future generations without degrading
elements to leverage our ideas with actions. Success is
those resources which we value.
bred not from what we say but what we accomplish.

11 Social Diversity

We will maintain and celebrate the integrated ethnic
and socioeconomic diversity of the community.
To this end, we are committed to the provision of
affordable and workforce housing throughout the
city.



2.2 the triple bottom line in Beaufort
Coined by author John Elkington in 1994 and later expanded
Environmental in his 1998 book Cannibals with Forks: the Triple Bottom
Line of 21st Century Business, the term “Triple Bottom Line”
(TBL) has come to be known as a balance of environmental,
social, and economic sustainability for organizations.
EN Environmental Sustainability
SUSTAINABLE SO Social Sustainability
DEVELOPMENT EC Economic Sustainability
The practice has largely been popularized in the corporate
world as an accounting method to quantify a company’s
Social Economic responsibility to not just its “shareholders” but its
“stakeholders” as well. Today, many firms are adopting
“3B” principles as part of a campaign to mitigate their
environmental and community footprint while ensuring a
positive bottom line.

This concept was adapted for Shell by SustainAbility (a
consulting firm) and described more succinctly for the
corporate world as “People, Planet and Profit”.

While many “People” (Human Capital) pertains to fair and beneficial business practices toward labor,
the community and region in which a corporation conducts its business. A TBL company
definitions for conceives a reciprocal social structure in which the well being of corporate, labor and
sustainable other stakeholder interests are interdependent. A triple bottom line enterprise seeks to
development have benefit many constituencies, not exploit or endanger any group of them.
been put forward,
“Planet” (Natural Capital) refers to sustainable environmental practices. A TBL company
the simplest test for endeavors to benefit the natural order as much as possible or at the least do no harm and
sustainability may be curtail environmental impact. A TBL endeavor reduces its ecological footprint by, among
“if we continue doing other things, carefully managing its consumption of energy and non-renewables and
things this way, will reducing manufacturing waste as well as rendering waste less toxic before disposing of it in
a safe and legal manner.
future generations have
food to eat, clean water “Profit” is the bottom line shared by all commerce, conscientious or not. In the original
to drink, a functioning concept, within a sustainability framework, the “profit” aspect needs to be seen as the
economic benefit enjoyed by the host society. It is the lasting economic impact the
natural environment organization has on its economic environment. This is often confused to be limited to the
and a functioning internal profit made by a company or organization. Therefore, a TBL approach cannot be
economy?” interpreted as traditional corporate accounting plus social and environmental impact.

What distinguishes this plan from previous planning efforts is that for the first time, we
– On Common have married the environment, social needs, and our economy into one document that
Ground, Summer unifies our community. No longer can we assume that the trends of the past will predict
2008, a publication our future. Instead with careful management and strategic investment, we stand poised to
of the National leave to future generations a community that we hope will be truly sustainable.

Association of Realtors



How does the Triple Bottom Line apply to comprehensive
planning?
Many local governments have considered each of the Triple-Bottom-Line (TBL) elements
in planning efforts, but they rarely are considered as a comprehensive approach to overall
community sustainability.

For example, the image of the Dushanbe Tea House in Boulder, CO (upper right) is
by most standards an economically and socially successful space with it adjacency to
the rushing waters of Boulder Creek in downtown. But, by today’s one-sized-fits-all
environmental regulations, the lack of a sizeable buffer to the creek would make this scene
illegal to replicate. In many regards this toolbox suggests that communities need to find an
appropriate balance among all three elements. What is appropriate in one context may not
be appropriate in others.

This doesn’t mean to suggest that environmental regulations should be disregarded in the
name of economics. On the contrary, all planning should strive for the highest level of
achievement for each element and then calibrate to adjust for various scenarios. What isn’t
shown in the image of Boulder is that the City has aggressively protected the headwaters
and the entirety of the channel to the point that it enters and as it leaves the downtown
(see image on lower right). This permits the creek to receive some level of pollution in the
short stretch it travels through the urban environment because it is otherwise pristine.

Image Source: City of Boulder
A sustainable community is therefore defined as one that maintains the integrity its
natural resources over the long term, promotes a prosperous economy, and hosts a vibrant,
equitable society.

Planning should be comprehensive in nature and even the most technically specific
strategy should be evaluated within the TBL framework to ensure its overall efficacy.

Images from top: The Boulder
Dushanbe Tea House in downtown
Boulder, CO with its hardscaped
patio seating area; Boulder Creek
as it passes by the Tea House patio
area; Boulder Creek after it leaves
the downtown area as it passes
through a permanently conserved
area purchased by the community

RESOUR C ES
International Council for Local Environmental Initiatives—Local Governments for “The more intensely
Sustainability: www.iclei.org
we feel about an idea
The Triple Bottom Line-The Blog: getsustainable.net/blogfiles/blog.html or a goal, the more
Elkington, John. Cannibals With Forks: The Triple Bottom Line of 21st Century assuredly the idea,
Business. Stony Creek: New Society Publishers, 1998. buried deep in our
Esty, Daniel C. and Andrew S. Winston. Green to Gold: How Smart Companies Use subconscious, will
Environmental Strategy to Innovate, Create Value, and Build Competitive Advantage. direct us along the path
Yale University, 2006. to its fulfillment.”
Savitz, Andrew W. with Karl Weber. The Triple Bottom Line: How Today’s Best-Run
Companies are Achieving Economic, Social, and Environmental Success - And How You —Earl Nightingale
Can Too. Jossey-Bass/Wiley, 2006.



2.3 Principles of Smart Growth

1 Create Range of Housing Opportunities and Choices
Providing quality housing for people of all income levels is an integral component in
any smart growth strategy.

2 Create Walkable Neighborhoods
Walkable communities are desirable places to live, work, learn, worship and play, and
therefore a key component of smart growth.

3 Encourage Community and Stakeholder Collaboration
Growth can create great places to live, work and play—if it responds to a
community’s own sense of how and where it wants to grow.

4 Foster Distinctive, Attractive Communities with a Strong Sense of Place
Smart growth encourages communities to craft a vision and set standards
for development and construction which respond to community values of
architectural beauty and distinctiveness, as well as expanded choices in housing and
transportation.

5 Make Development Decisions Predictable, Fair and Cost Effective
For a community to be successful in implementing smart growth, it must be
embraced by investors and developers.

6 Mix Land Uses
Smart growth supports the integration of mixed land uses into communities as a
critical component of achieving better places to live.

7 Preserve Open Space, Farmland, Natural Beauty and Critical Environmental Areas
Open space preservation supports smart growth goals by bolstering local economies,
preserving critical environmental areas, improving our communities quality of life,
and guiding new growth into existing communities.

8 Provide a Variety of Transportation Choices
Choice that provides people with more alternatives for access to housing, shopping,
and jobs.

9 Strengthen and Direct Development Towards Existing Communities
Smart growth directs development towards existing communities already served
by infrastructure, seeking to utilize the resources that existing neighborhoods offer,
Photos from top: A compact village;
Walkable community; New housing
and thereby conserving open space and irreplaceable natural resources outside of
in Bluffton, SC; Children and par- developed areas.
ents walking and biking to school.

10 Take Advantage of Compact Building Design
Smart growth provides a means for communities to incorporate more compact
building design as an alternative to conventional, land consumptive development.


l o o k i n g bac k : 2 0 0 4
bladen street

Given the level of development
activity currently occurring in
the City, and particularly in
the Historic District, Bladen
Street is likely to change in
the coming years. Thus, the Bladen Street Area Revitalization Plan
purpose of this plan is to set
a vision for that change, and Beaufort, South Carolina
outline the steps necessary to
achieve this vision so that the
impact on the area will be a
positive one. In addition, this
plan will also function as a
guide for why and how City
resources should be used to
enhance and revitalize
Bladen Street.

Information on the historical
development of Bladen
Street is scarce however the
Sanborn Insurance Maps of
1899, 1905, 1912, and 1924
provide some information.
These maps indicate a mix of
residential and commercial
uses occurred along Bladen
Street throughout this 25-year
period. The 1899 map shows
a variety of uses from King to
Bay Street including a grocery
and hardware store, a machine
shop, the Beaufort County
courthouse, and residential
dwellings, with the later maps
showing much of the same.


C h apter T h ree : y ester d a y & t o d a y


3 yesterday & today
The City of Beaufort is situated on the Beaufort River in
Beaufort County, South Carolina. Beaufort County, created Chapter Highlights
in 1785, is the fastest growing county in South Carolina,
3.1 The Past as Prologue: Beaufort’s 300+ Year History
stretching 30 miles along the Atlantic Ocean on its eastern
side. Its area is 587 square miles including 64 major islands and 3.2 Who We Are: Population & Demographics
thousands of small islands in the state’s southeastern corner.
It is bordered to the west by Jasper County and to the north 3.3 Our Environment
by Hampton and Colleton Counties. The entire county is 3.4 Brief Review of Previous Plans
referred to as South Carolina’s Treasured Coast for its rich
history, heritage, arts and culture which create a myriad of
Note: Some of the text in this
treasures for residents and visitors alike to enjoy. section has been adapted from www.
beaufortsc.org.
Chartered in 1711, Beaufort is the second-oldest city in South Carolina, behind Charleston.
It is located on Port Royal Island, in the heart of the Sea Islands and Lowcountry. The city is
renowned for its impressive harbor along the Port Royal Sound, and for maintaining a historic
character through its impressive antebellum architecture and streetscapes, which have helped
it attract tourists and new residents alike. It is one of the few towns with its entire downtown
designated as a National Historic Landmark District. Beaufort was filled with mansions built
by the wealthy plantation owners before the Civil War. It was one of the only Southern towns
occupied by Union troops,
rather than destroyed during the
war.

Beaufort has enjoyed a strong
tourism industry that is
supported by military visitors,
local arts and culture. There
is a strong artist community
here, making it a top artist
destination. Tourism also
includes the natural beauty of its
intracoastal waterways and the
centerpiece of a string of barrier
islands.


three: yesterday and today

3.1 the past as prologue: beaufort’s 300+ Year History

Chartered in 1711, Following its discovery in 1520 by Spanish explorers, the region changed hands frequently
as the Spanish, French and British battled to colonize in New World. By the early
Beaufort is the second- 1700s, English planters and traders had established a foothold in the area and the Lords
oldest city in South Proprietors established a seaport town, Beaufort Town, in honor of Lord Proprietor
Carolina, behind Henry Somerset, Duke of Beaufort. The original town plan, similar in concept to the
Charleston. Grand Modell of Charles Town (Charleston) established some 40 years earlier, was
comprised of 397 lots and a public square.

By the eve of the Revolution, the population of Beaufort had increased to approximately
4,000. The wealthy planters and merchants of the region frequently traveled to London
and sent their sons to England for an education. These close commercial and social ties
meant many Beaufortonians were loyal to the Crown. In the end, however, King George’s
huge increase in taxes crippled the local economy and, thereby, brought most locals over
to the Revolutionary side. These colonial Beaufortonians who had remained loyal to
the Crown were compelled to leave the area, never to return. The remaining “Beaufort
Revolutionaries,” part of a powerful political band known as Lowcountry Federalists, went
on to play a crucial role in the adoption of the present United States Constitution.

By the early 19th Century, the slave trade had transformed farming into large plantations
cultivating huge quantities of cotton, rice and indigo. The wealth that ensued created an
elite class of planters and merchants. The heat of summer and the pestilence of mosquitoes
eventually led these planters to build grand summer homes in town where they could
move their families to enjoy the cool breezes along the coast. As slavery and commerce
in general became contentious issues, two prominent Beaufortonians served on a seven-
member committee charged with drafting the Ordinance of Secession in December 1860.
The beginning of the resulting Civil War found the Federal Government searching for
a naval post of the south Atlantic for blockading Confederate ports. They decided that
Beaufort would be an ideal location.

Completely unprepared for the invasion in November of 1861, the white inhabitants of
Beaufort abandoned plantations and town houses, leaving behind their slaves and half-
eaten meals. The loss of this rich center of trade in the heart of the Confederacy was both
a financial and psychological blow to the South. Slaves were freed immediately. Homes in
the area were quickly commandeered as offices, hospitals, and residences of Union officers
sparing them the fate of destruction seen elsewhere in the South. Other properties were
placed on the auction block (and frequently bought by former slaves) for failure to pay
Federal taxes.

During the period of reconstruction, Beaufort again turned to farming. In addition,
phosphate mining became a huge industry. Rich industrialists from the North wintered
in the region. The early 20th Century found the seafood industry, truck farming, and
tourism (with many antebellum mansions turned into guesthouses) providing income for
local families. Long recognized for its strategic location, Beaufort experienced significant
military growth during World War II, providing much needed economic infusion to the
area. The latter part of the 20th Century also witnessed a major growth in tourism luring

vacationers to enjoy the beaches, Northerners to establish second homes to escape cold
winters, and retirees to carve out new lives in the pleasant, affordable region.

Note: Text in this section has been adapted from www.downtownbeaufort.com.



3.2 Who We Are: Population & Demographics

This section is excerpted from the “Comprehensive Plan Market Assessment Beaufort, SC”
prepared for the City of Beaufort by Rose and Associates, and submitted separately from this
report.

While there has been dramatic population growth in Beaufort County since the 2000
census, much of this growth has occurred outside of the City of Beaufort. From 2000-
2006, there was a decline in population of over 7% within the City limits. The county’s
population growth is dominated by seniors, with the median age being 40.2 years. The
city’s population is younger, with a median age of 31.4 years. This and other differences
between City/County demographics are likely due to Beaufort’s segment of transient
population that includes seasonal residents, resident military personnel and college
students.

To understand how Beaufort compares in relation to its neighbors, data was examined
at the county and regional level. Of the three counties in the coastal low country that
surround Beaufort, (including Beaufort, Jasper, Hampton), Beaufort County ranks the
highest in the following areas: County Growth Rate; Median Age; Median Household
Income; Average Household Income; White Collar Occupations; Educational
Attainment; and Home Values.

In looking at Annual Growth Rates for 2000 - 2008, Beaufort has not grown at the
same rate as other towns in Beaufort County, such as Port Royal and Bluffton, which
have experienced rapid growth over this period. Though Beaufort has a relatively low
percentage of vacancy compared to the other towns, its population is estimated to have
declined 7.13% over the same period.

Population estimates below highlight the disparity between Census information and
regional estimates for population growth. As mentioned, projections become difficult in
rapid expansion or boom/bust cycles of the economy. Assuming the 2008 population in
the city of Beaufort continues to grow at an estimated annual rate of approximately 1.55%,
then conservatively, the population would grow by 206 people, or based upon average
household size, demand for 89 new households would be created annually.

Population Estimates, 2000-2013
Demographic Area 2000 2008 2010 2013
City of Beaufort
Regional Plan Estimates n/a n/a 15,331 n/a
Census Bureau 12,658 11,755 n/a n/a
ESRI Market Snapshot 12,950 13,281 n/a 14,340
Beaufort County
Regional Plan Estimates n/a n/a 138,369 n/a
Census Bureau 120,948 150,415 n/a n/a
ESRI Market Snapshot n/a n/a n/a 185,114

Population Growth Beaufort is a demographically
Census data indicates that the population of the City of Beaufort was 12,950 persons in diverse city but tends to be younger
than other communities in South
2000, compared to the 1990 population of 9,576 persons, the 1980 population of 8,634 Carolina which is likely due to
and a 1970 of 9,434. The City of Beaufort saw its population decline 8% in the 1970’s, the presence of the area’s military
and rebound in the form of an 11% increase in population from 1980 to 1990. That installations.



Note: Between the impact on employment, tourism and rapid growth in the region, many census estimates for current and projected population may vary between local, state and
national figures. Rose & Associates utilizes demographic data from ESRI/STDB a known and respected source of data in the US. Building on US and NC State Census data collected
from 2000 , projections are necessarily derived from current events and past trends that are captured in annual updates. ESRI revises its projections annually to draw upon the most
recent estimates and projections of local trends. A stable rate of growth is easier to anticipate than rapid growth or decline. Therefore it is important to incorporate as much qualitative
state and local information as possible, especially areas experiencing “boom-bust” cycles or those influenced by other factors. These would include educational institutions and military
facilities. (For additional demographic data, see Appendix B)



growth continued with a 35% increase in population from 1990 to 2000. The pattern
of population change in the City of Beaufort from 1970 to 2000 contrasts with the
patterns of change in Beaufort County and South Carolina. Whereas the populations
of Beaufort County and South Carolina grew steadily over this thirty-year period, the
City of Beaufort fluctuated by losing population, regaining what had been lost, and then
experiencing significant growth between 1990 and 2000. Although the population of
Beaufort increased from 1980 to 2000, there was effectively no net growth in the City
between 1970 and 1990. Between 1970 and 2000 the City of Beaufort experienced an
overall growth rate of 37%. During 1970 to 1980 Beaufort County’s population grew
28%; from 1980 to 1990 it grew 32%, and then 40% from 1990 to 2000. This translates
into a total growth rate of 136% over the thirty-year period. The state of South Carolina’s
population increased over 20% from 1970 to 1980; 12% from 1980 to 1990, and another
13% from 1990 to 2000, or nearly 55% over 30 years.

The City of Beaufort’s growth rate has been relatively slow in comparison to other parts of
Beaufort County. The unprecedented growth of Hilton Head is well documented;
other municipalities, when examined over a 30 or 40 year time span, have also shown
high growth, particularly during 1990 to 2000. Since 1960, the following changes in
population have occurred in the Beaufort County Planning Areas according to the LCOG
and the Beaufort County Comprehensive Plan (Update 2002): through the years 1960 Regional growth has
through 2000, Bluffton Township has grown 507% percent, Hilton Head Island 109% obvious implications
(from 1980 to 1990), Lady’s Island 201% (from 1980 to 2000), Sheldon Township 25%, for the City of Beaufort
St. Helena 57%, and Beaufort/Port Royal Island 40% (The latter figure includes both the
City of Beaufort and in the Town of Port Royal as well as the substantial unincorporated
in that extreme growth
areas on the island). has far reaching
effects on the entire
All of these areas have experienced significant growth in the last 30 to 40 years and many planning area. Issues
areas, including Hilton Head Island and the City of Beaufort, are both limited in their
potential for further growth due their unique physical geography and by the relative such as service delivery,
unavailability of developable land. Other areas, such as Port Royal and Sheldon Township, traffic mitigation
are experiencing growth at a more modest pace. The population increase of Bluffton is and environmental
worth noting; over the last 40 years it has grown over 500%. This regional growth has
preservation, are all
obvious implications for the City of Beaufort in that extreme growth has far reaching
effects on the entire planning area; issues such as service delivery, traffic mitigation and influenced by growth
environmental preservation, are all influenced by growth that is happening around the that is happening
City and County. around the City and
County.
City of Beaufort Population Trends, 1970-2000
Year City of % Beaufort %
Beaufort Change County Change
1970 9,434 +46.6% 51,136 +24.6%
1980 8,634 -8.5% 65,364 +28.6%
1990 9,576 +10.9% 86,425 +32.2%
2000 12,950 +35.2% 120,937 +39.9%
Total +6,516 +37.3% 79,885 136.5%

Future Population Projections
In the 1998 City of Beaufort Comprehensive Land Use Plan, Robert and Company
prepared population projections for the City of Beaufort based on 1990 US Census data.
Parts of the original estimates have been omitted as they pertained to the year 2000 for
which US Census data is now available. As reliable projections of future City of Beaufort
populations are not readily available from the Census bureau or other sources, Robert



and Company had prepared such projections based on past estimates and available data.
Generally, it is preferable to make population projections for large populations such as
a state or county. As reliable Census projections exist for Beaufort County, it is valuable
to look to these when projecting population for a smaller geography. In a simple sense,
the population of a city such as Beaufort can be projected as a share of the projected
population of the county. Robert and Company’s estimates for the 2000 population for
the City were fairly accurate, so the projections for 2010 and 2020 were included for
reference. The projections into the years 2010 and 2020 continue a pattern of slow growth
(about 2.5%) for the City of Beaufort and fast growth for the County. The apparent
explanation for a much slower projected rate of growth in the City of Beaufort is the fact
that the City is the most developed area of the County where further expansion is more
difficult than in Beaufort County’s less developed areas.

The 2004 Comprehensive Plan Update looked at the future population projections
that were the average of the share of South Carolina and the share of Beaufort County.
The 2004 projections indicated the population of Beaufort would be 15,331 in the year
2010, and 18,652 in the year 2020. The 2004 plan projected a 2008 population of the
City of Beaufort of 12,098 people. The city has added some 760 housing units from
2000 to 2007. Assuming the estimate of 2.3 persons per household, this would increase
Given the limited the population in 2008 to approximately 14,698 people from the 2000 census count of
availability of new 12,950 persons, exceeding both state and ESRI estimates. Given the limited availability of
housing development new housing development opportunities within the city, the contraction in the national
housing market and recent job losses in South Carolina, the City’s growth is expected
opportunities within to continue, albeit at a slower rate of approximately 1.55% to 1.99% per year. Therefore,
the city, the contraction the 2004 Comprehensive Plan Update’s projected growth over the next two years to a
in the national housing population of 15,331 in 2010, seems unlikely.
market and recent
Age Distribution
job losses in South The City of Beaufort has a fairly typical distribution of ages among its population. The
Carolina, the City’s high percentage of 20 to 24 year-olds is attributed to the 1999 annexation of the Marine
growth is expected Corps Air Station, as the majority of enlisted personnel are between the ages of 18 to 28.
to continue, albeit In the City, 54% of the population falls into the categories of 0 to 19 and 25 to 44, which
are roughly the ages for a typical family household. In 1990, the median age in the City
at a slower rate of was 31.8. Interestingly, the median age in the City of Beaufort in 2000 was lowered to
approximately 1.55% 30.1, which is also attributed to the increase of 20-24 year-olds. Current estimates increase
to 1.99% per year. the median age to 31.4 within the City, likely due to the expanding 55+ populations and
limited affordable housing to attract younger populations. By comparison, it is among the
lowest median age within the county.

The age of Beaufort’s population changed considerably between the years 1970 and
1990. In general, Beaufort grew in the share of residents 25 to 44 years old and those 60
years and over, while decreasing the share of children, teenagers, young adults, and 45
to 60 year-olds. These numbers reveal several trends that have affected the population.
Beaufort has become increasingly attractive to retirees. The absolute population of 60 to
64 year-olds has increased 31% and the 65 and older group 113% since 1970. In general,
Beaufort’s families have decreased in size over the last 30 years. The fact that the 25 to 44
age group has grown 45% while the 5 to 24 age group declined 17% can most reasonably
be explained by smaller numbers of children in family households, and an increase of
households without children. Finally, the significantly higher rates of 25 to 44 year-olds
and lower rates of 45 to 59 year-olds can be seen to trace the population bulge of the
“baby boomers” through time.

Many of these trends were reversed between 1990 and 2000. For example, there were



increases across all age brackets, rather than a combination of increases and decreases
as seen previously. The most significant increase of 63% was in the 20 to 34 age-group,
while the smallest increase of 6% was in the 0 to 4 age group. The second largest increase
of 47% was in the 35 to 54 age group while the 85+ age group increased by 34%. This
data suggests that the flow of 20 to 34 year-olds out of the city has been mitigated by the
annexation of MCAS. The number of retirement aged people in the city grew a modest
13% percent, which is a sharp decrease from previous years. The large increase of the 85+
age bracket is notable as this is a cohort which requires special services.

City of Beaufort Age Distribution and Change, 1990 and 2000
Age 1990 2000 % Change
0-4 869 911 +5.6%
5-19 1,936 2,351 +21.4%
20-34 2,516 4,092 +62.6%
35-54 2,099 3,084 +47.0%
55-64 791 927 +17.2%
65-84 1,216 1,378 +13.3%
85+ 155 207 33.5%
Total 9,576 12,950

In the future, Beaufort can reasonably expect to have a fairly balanced population
distribution. The influx of retirement aged people has been slowed and possibly offset
by the annexation of MCAS. In addition, The University of South Carolina, Beaufort
is expected to continue to be a primary attraction for college-aged residents to the City,
though this is likely to decrease over time with the opening of the new campus in Bluffton.

Between the years 1990 and 2000, there have been some notable shifts in the demographic
make-up of both Beaufort City and County. Demographic data for 2000 to 2008 suggests
there have been contractions in the following age ranges: 15-24, 35-44, and 65-84, while
there has been growth in age ranges: 0-14, 25-34, 35-54 and 85+. This will continue to
influence a variety of factors and services that will need to be taken into consideration
while planning for present and future growth.

Racial Composition
Analysis of the change in Beaufort’s racial composition between 1970 and 2000 reveals
several different issues. The decline of the majority white population from 1970 to 1980
is consistent with the overall population decline during that period. An increase in white
population of 3% between 1980 and 1990 failed to return that population to its 1970
level. The Black population similarly experienced a loss from 1970 to 1980, but has
rebounded at a much higher rate of 29% and thus was greater in 1990 than in 1970. The
most drastic population changes in terms of percentage have occurred within the Hispanic
ethnic group and the conglomeration of “other” races, including the Asian population.
This trend continues through 2000 with the Hispanic minority group increasing 185%,
to more than 565 persons. Shifts from the 2000 census include two notable changes. First,
the Black population continued to grow from 25.1% of the total population to 27.8%,
while the White population decreased from 69.4% to 63.9%. The most notable change,
however, is in the Hispanic population which jumped from 4.4% in 2000 to an estimated
6.9% in 2008. The high rates of growth in these groups are likely due to the effects of the
economic growth of Beaufort County and a sharp increase in jobs which traditionally
attract immigrant and migrant workers. As families become more racially diverse, these
figures will become more difficult to accurately assess.



Household Size
A household is defined as all persons who occupy a given housing unit such as a house,
apartment, group of rooms, or single room, occupied as separate living quarters. Since the
1980’s, there has been a national trend of growing numbers of small family households,
non-family households and single-parent households, resulting in greater numbers of
smaller sized households. Statistics for the City of Beaufort reflect this national trend.

An average household in the City of Beaufort in 2000 contained 2.37 persons. This
number represents a decrease from 2.5 persons in 1990, 2.63 in 1980 and 3.05 in 1970.
This trend continues with 2008 estimates of 2.32 persons per household. Overall, the
number of households increased from 1970 to 1980 by 171 households, from 1980
to 1990 by 599 households and from 1990 to 2000 by 754. The trend, therefore, over
this 30-year period, has been modest population growth with increasing numbers of
households and decreasing size of each household.

The trends seen in Beaufort since 1970 will likely continue into the Twenty-First Century.
As the statistics for age in Beaufort show the City to be growing in numbers of elderly
residents, there will likely be an increase in small households accommodating elderly
couples or singles.

City of Beaufort Household Size, 1970-2000
Year Total # of Households Average Household Size
1970 3,074 3.05
1980 3,245 2.63
1990 3,844 2.5
2000 4,598 2.37
Total Change 1,524 -0.68
% Change 49.6% -22.3%

Household Income
The estimated average household income in the City of Beaufort grew to $63,710
in 2008, while the median income grew from $36,532 to $46,397 indicating some
disparity in income distribution. Comparatively, the median income is higher than
neighboring Yemassee ($35,149) and Port Royal ($44,854), but lower than the retirement
communities of Bluffton ($50,220) and Hilton Head, which estimates the county’s
highest median household income of $78,822. Compared to 2000 Census figures, the
distribution of household income levels grew in all categories above $50,000, while all
income levels below $50,000 contracted.

The dynamics of the demographic element continue from 2004 conclusions with slow
and steady population growth, aging population, shrinking household size and growing
incomes. The impacts of the MCAS-Beaufort military installations and the higher
learning centers such as the University of South Carolina, as well as economic and housing
fluctuations at the national and regional level, will continue to influence population shifts
in Beaufort.



CONCLUSION: SUMMARY OF FINDINGS

Based on the inventory and analysis of population and demographic data for Beaufort, the
following key issues are likely to impact the City in the future:

Steady City Population Growth in the Midst of Rapid County Growth
Within the City of Beaufort, there is evidence that the population is continuing to
increase at a relatively slow and steady rate. At the same time, the rapid rate of growth
in Beaufort County and areas adjacent to Beaufort such as Lady’s Island, is projected to
continue into the future. Within the current City boundaries, the population is expected
to remain relatively steady due to the current level of development of the City. The
increasing urbanization of adjacent areas in Beaufort County, however, may be seen as
increasing justification for annexation of land into the City which could dramatically
increase the potential for population growth. Thus, Beaufort must plan for its own future
growth as well as consider that of adjacent areas and the County as a whole.

Population Changes Among Age Groups
Certain segments of the population are changing. The 65 and older age category within
the population has increased in share of the total population to an extent that suggests
retirees are relocating, and staying, in Beaufort. This trend will impact the economic
The fact that
climate and service demands of Beaufort in the future. Additionally, the City has seen a households are smaller
large increase in the number of 20-34 year-olds over the last ten years. will have future
impacts on the types
Decreasing Household Sizes Consistent With Demographic Shifts
The average household size in 2000 of 2.37 persons per household is expected to continue of housing needed in
to decrease as the population ages and contains a larger share of retirees. The fact that the City (more smaller
households are smaller will have future impacts on the types of housing needed in the City units and multi-family
(more smaller units and multi-family housing) and the facilities demands of the
housing) and the
population (retirees demand different services and facilities than young families).
facilities demands of
Household Income Levels Growing Slowly the population (retirees
Household income rates in Beaufort have remained consistent with those for South demand different
Carolina up to 2000, but have fallen short of rates for Beaufort County. Attracting and
maintaining professional jobs should continue to be a priority.
services and facilities
than young families).
Unexpected Outside Factors and Influences
Federal Military Base Realignment and Closure Study (BRAC) could have an impact
on MCAS-Beaufort operations. Much of Beaufort’s economy is dependent upon its area
military installations: the US Naval Reserve & Marine Corps Air Station, Parris Island,
and the Laurel Bay Area. These bases not only drive local employment but also tourism
with frequent military graduations. Data from the Marine Corps Air Station (MCAS)
suggests that the MCAS facilities have a direct economic impact of $509.2 million dollars.
Results from the Base Realignment And Closure Act indicate no significant increase in
base population in the coming years, but rather reallocation of personnel to accommodate
new equipment and technologies. However, this is an area that could have considerable
impact on the City’s population and development in the long-term future.



3.3 Our Environment Today

Geology and Topography
The natural geography of South Carolina’s Lowcountry is characterized by the transition
from the mainland to the Atlantic Ocean. Along this transition a rich array of saltwater
and freshwater marshes, rivers, bays, estuaries and barrier islands are found. The activity of
the tides and ocean currents serves to make the area geologically dynamic as the size and
location of barrier islands and the courses of rivers are in a constant state of change.

The City of Beaufort is situated on Port Royal Island and along a low ridge that defines
the western bank of the Beaufort River. This ridge is only significant in comparison with
the minimal topography change in the larger area. High elevations in Beaufort are little
over twenty feet above sea level. Despite its low elevation and proximity to the Atlantic
Ocean, Beaufort is protected from much of the severe effects of the coast by substantial
barrier islands.

Climate
The climate of Beaufort is subtropical, typical of much of the southeastern United States.
This climate is characterized by long, hot summers and relatively short and mild winters.
Summer temperatures average between 75 and 80 degrees Fahrenheit with a high level of
humidity. The majority of Beaufort’s rainfall, approximately 70 percent of the yearly 49
inches of precipitation, occurs in the summer months when it is often accompanied by
thunderstorms. Winter temperatures average near 50 degrees Fahrenheit and are generally
3 to 5 degrees warmer on the coastal islands that the mainland.

Soils
The 1980 Soil Survey of Beaufort and Jasper County indicates that there are two major
types of soils within Beaufort’s City limits. The locations of these soils correspond
generally to the locations of wetland areas and areas of stable ground. Underlying
Beaufort’s wetland areas are Bohicket-Capers-Handsboro soils. These are “very poorly
drained mineral and organic soils that are flooded daily or occasionally by saltwater, and
adjacent to areas that are flooded occasionally by freshwater.” These soils are rarely suitable
for any type of development and, as they are characteristic of wetlands, are often in areas
protected from development by federal regulation.

Non-wetland and developed areas of Beaufort are characterized by soils known as
Wandoseabrook-Seewee. These soils are “excessively drained, moderately drained and
somewhat poorly drained soils that are sandy throughout.” Areas with these soils can be
developed in a reasonable manner and are generally able to accommodate septic tank
systems, barring other circumstances.

Water Resources
The City of Beaufort benefits from the intricate network of rivers, creeks, estuarine
wetlands, and the Atlantic Ocean which have defined the character and resources of
Beaufort County. For as long as there have been people to inhabit the islands of the
Lowcountry area, fishing and harvesting of shellfish have been important economic
and cultural activities. As a means of transportation and trade, the navigable rivers and
interconnectedness with the East Coast through the Intercoastal Waterway have given
Beaufort’s waters additional significance. Beyond these economic activities, the coastal
waters have always offered a source of recreation. Active recreation is a way of life here
with much boating and sailing in surrounding rivers and sounds. Another form of
recreation, passive enjoyment of the coastal environment and its unique habitats, is an
attraction to residents and tourists alike.



The Beaufort River, Battery Creek, Albergotti Creek and Brickyard Creek feed into Non-Hydric soils
the Port Royal Sound and the Atlantic Ocean. The Beaufort River is a major navigable The map above shows the non-
waterway and part of the Intercoastal Waterway system. Battery Creek extends into Port hydric soils in Northern Beaufort
County in shades of green. These
Royal Island and is bordered by saltwater wetland areas. The City of Beaufort is almost
areas—including most of historic
entirely bordered by these rivers. As they are part of a tidal wetlands area, the channels and Beaufort and Port Royal Island—
banks of creeks and rivers surrounding Beaufort are actively changing. Depths from 1997 are the most buildable/developable
soundings show the Beaufort River near the city boat docks to vary between 14 and 18 areas. Areas in white are poorly
feet. The channel of the majority of the Beaufort River varies between 14 and 28 feet with drained wetland soils that are rarely
suitable for development. Soil types
depths of 17 feet near the Woods Memorial Bridge. Battery Creek on the West side of the are grouped into four categories
city maintains a depth of up to 14 feet well into the wetland area with deep points of 34 from A to D with A representing
the well drained soils ( e.g.
sandy soils) and D representing soils
with high runoff potential (e.g.,
highwater table or clay).
(Map Source: Beaufort County
Stormwater Utility)



3.4 Brief Review of Previous Plans

This plan is part of a larger on-going comprehensive planning effort that the City has been
engaged in over the last decade. These
plans and the City’s regulatory documents
were thoroughly reviewed by the Lawrence
Group as part of a Smart Growth Audit,
which was completed as part of this plan
effort. Detailed recommendations for
making the city’s planning policies and
regulations consistent with Smart Growth
principles are included in that report and
referenced in this plan. This plan builds
upon the recommendations and policies in
these previous planning initiatives.

Northern Beaufort County Regional Plan (2007)

The Northern Beaufort County Regional Plan is a progressive regional planning effort
which includes the following shared values/principles for the Northern Beaufort County
area jurisdictions:
• Working together to coordinate growth in a collaborative way,
• Coordinated regional infrastructure planning,
• A strong and diverse regional economy,
• Sustainable and fair way of funding regional infrastructure,
• Consistent natural resource protection from one jurisdiction to another,
• Focus growth in certain areas, thereby preserving rural character and avoiding
inefficient sprawl,
• Preserving open spaces,
• Preserve socioeconomic diversity of the region,
• Affordable and workforce housing for residents,
• High quality compatible infill role in regional development,
• Need to balance planning policies with the rights of land owners,
• Importance of military facilities in the regional economy and the importance of
coordination with military planners,
• Need for continued coordination of the various governments, and
• Need to institutionalize this plan through local community plans/regulations.

The plan includes detailed recommendations for:
• Growth Coordination (growth boundaries)
• Regional land use vision at a big picture scale
• Regional transportation projects, including travel demand management approaches
• Fiscal strategies for the region
• Environmental standards and regional open space opportunities
• Regional strategies and initiatives for economic development, affordable housing,
infill development
• Ongoing implementation and oversight

Boundary Street Master Plan (2006)

The Boundary Street Master Plan is a comprehensive strategy for growth and
redevelopment of the Boundary Street corridor, which seeks to enhance the entrance



to the city. Its current state, as a typical commercial strip corridor, does not enhance
Beaufort’s overall character and charm; rather it serves as a relatively poor gateway into the
historic city. The plan’s main objective is to improve the safety and operational efficiency
for all modes of travel, while creating a more economically productive address.

Some of the plans goals and objectives include: interconnectivity; creating traffic capacity
& safety & character; planning for feasible, phase-able pieces; making Boundary Street a
walkable ‘great street’; growing a mix of uses & mix of housing types; assembling a green
network; linking marsh views; and grow a memorable entrance to town. The Boundary
Street Master Plan
Some of the ideas used to implement these goals and objectives include: creating special
gateways to the city; locating civic buildings at prominent positions along the corridor;
is a comprehensive
assembling a series of redevelopment sites; converting strip shopping centers to town strategy for growth
blocks; transforming busy intersections to be pedestrian friendly; preserving natural and redevelopment
views; and reorganizing streets to form a parallel street network. of the Boundary
The plan recommends several implemention actions, including: a form-based code; a Street corridor, which
development coordinator; a city-wide housing strategy; coordinated planning to prevent seeks to enhance the
sprawling development that will compete with Boundary Street; inventories of land uses; entrance to the city.
parcel assembly; an infill development strategy; marketing strategies for the corridor; and
key capital improvement projects, including streetscaping, a new park, a trail along the
Its current state, as a
marsh, and a new street. typical commercial
strip corridor, does not
Comprehensive Plan Update (2004) enhance Beaufort’s
overall character
An update to the City of Beaufort’s Comprehensive Plan was completed in 2004. Some of
the major the goals outlined in this initiative are as follows: and charm; rather it
serves as a relatively
Natural Resources Goals, Policies, Strategies poor gateway into the
• Clean, aesthetically pleasing and accessible water resources
• Natural landscape consistent with the quality of environment and culture in Beaufort
historic city.

Cultural and Historical Resources
• A nationally recognized historic district that is maintained as the heart of Beaufort
and is a source of pride to residents.
• Continue to enhance the status of Beaufort as a high quality destination for tourism
with genuine history, community beauty, and character

Economic Development
• Foster an economic environment compatible with the unique historic and natural
character of the City of Beaufort.
• Foster innovation and creativity within the City’s economy.

Housing
• Safe and pleasant neighborhoods with a strong sense of community.
• Foster a Historic District that remains vibrant with housing.
• Quality rental housing or homeownership that is accessible to Beaufort residents of
all income levels.

Community Facilities
• Public services which are community-oriented and enhancing.
• High quality educational system
• Outstanding level of public utilities service.



• Efficient and environmentally sensitive transportation system.
• High quality network of parks, open spaces and public recreation facilities.

Land Use Element
• Utilize appropriate planning procedures and innovative planning tools to guide
growth, development and redevelopment.
• Promote orderly and appropriate growth, development and redevelopment.
• Preserve and improve residential neighborhoods. Maximize the opportunity for a
wide range of residential living arrangements.
• Provide for the development of adequate commercial facilities.
• Retain existing office and professional business areas while providing for suitable areas
for business and professional office growth and expansion.
• Provide for the adequate provision of public and semi-public facilities and services.

Workforce Housing Needs Assessment (2004)

The Workforce Housing Needs Assessment, commissioned by Beaufort County, includes
recommendations for specific areas of the county as well as general recommendations for
the County as whole and the municipalities. These recommendations include:

• Capitalize on infill and redevelopment in Beaufort/Port Royal area.
• Incorporate affordable housing in the Burton area as part of new development
• Focus on rehab and replacement of existing, substandard units (nearly 2,500 in
Beaufort/Port Royal area)
• Tax abatement for affordable housing
• Reduce/eliminate impact fees for affordable housing
• Use TIF for affordable housing development
• Upzone appropriate areas for higher density
• Use inclusionary housing policies
• Allow mixed-use in more areas
• Establish work-force housing development fund

LowCountry Joint Land Use Study Plan (2004)

The Lowcountry JLUS is a partnership consisting of Beaufort County, the City of
Beaufort, the Town of Port Royal, Marine Corps Air Station Beaufort (MCAS) and the
Lowcountry Council of Governments (LCOG). The goal of the program is to determine
how best to cooperatively ensure the continued economic development of the area
Examples of well-designed work while maintaining the present and future integrity of operations and training at MCAS
force housing Beaufort.

The three local governments have agreed to work together to develop a coordinated
“AICUZ Overlay” district for all affected land and incorporate it through amendments
within their comprehensive plans, ordinances and related maps.

The plan recommends land uses that are compatible with the various AICUZ zones
and other mitigation measures to prevent noise and safety impacts to existing and future
development in these zones.



City of Beaufort Open Space Master Plan (2003)

The Open Space Master Plan identifies eight priority acquisition areas based on
environmental, recreational, and scenic qualities. It includes a list of implementation
recommendations that include regulatory, funding, and acquisition strategies. It also
includes a map of existing and proposed open space (including cemeteries) and on- and
off-street greenway linkages.

Bladen Street Revitalization Plan (2002)

The Bladen Street Revitalization Plan proposes actions to enhance and stabilize this
historic corridor in the Northwest Quadrant of the City:

• Streetscape improvements in the public ROW (design concepts were prepared for
these improvements in 2004)
• Zoning changes and overlay zoning design standards that will encourage appropriate
urban infill and mixed-use development at appropriate locations along the corridor
• Traffic calming measures
• Removing blighted properties
• Rehabbing buildings
The [Entrance
• Creating a neighborhood association Corridors Charrette
• Increasing police presence Report]’s first
and primary
Entrance Corridors Charrette Report (2002)
recommendation is
The Entrance Corridors Charrette Report was prepared by the SC Downtown that the City develop a
Development Association after a four-day charrette. The report focuses on community covenant
recommendations for three primary entrance corridors to the City: SC 170, US 21, and or statement of
Boundary Street.
community values/
The report’s first and primary recommendation is that the City develop a community principles/priorities
covenant or statement of community values/principles/priorities that could be used to that could be used
direct community investment and decision making.
to direct community
The document also includes several big-picture recommendations that have current investment and
relevance as planning principles and implementation strategies for Beaufort: decision making.
Transportation
• Establish regional transportation plan
• Integrate land use and transportation plans
• Treat Route 280 as the primary corridor to the islands for US 21 traffic
• Apply and enforce the access management standards from the Robert Smalls Joint
Corridor Plan for all highway commercial
• Require traffic impact analysis for all development that impacts transportation
infrastructure
• The report also includes a memo detailing specific and general transportation
recommendations for the City and the corridors

Gateway Corridors
• Establish a vision for each corridor with local stakeholders
• Develop phased physical improvement schedule
• Conduct a “visual pollution” survey
• Develop consistent directional signage program



• Develop education/PR campaign
• Lower speed limits
• Establish incentives for billboard removal/signage improvements

The report also includes many corridor-specific recommendations, some of which have
already been implemented or are in the process of implementation

Robert Smalls Parkway Joint Corridor Plan (2001)

The Robert Smalls Parkway Joint Corridor Plan includes goals for preserving access,
roadway capacity, and the scenic quality of the Highway 170 corridor through
the participating jurisdictions. It includes access management standards and
recommendations, including recommendations for future signals, access points, medians,
Robert Smalls was a slave born and future street connections, uniform development standards for buffers, architecture,
in Beaufort, South Carolina. and
landscaping, signage, and lighting and recommendations for a parallel multi-use trail in
at the young age of 23 became a
national hero when he freed himself the roadway buffer.
and his family from slavery by
commandeering a Confederate Broadening Our Boundaries Charrette Report (2000)
transport ship in Charleston
Harbor. Soon after, he successfully
convinced President Lincoln to Broadening Our Boundaries Charrette Report is a brief charrette-based plan focuses on
accept 5,000 African American broad planning recommendations for revitalizing the Boundary Street corridor, including
soldiers into the Union army. regulatory/design changes, streetscape and transportation enhancements to promote
Smalls was an articulate leader
walkability/bikeability and corridor redevelopment consistent with the character and
and eventually became a SC
politician - serving in both the State quality of the rest of the downtown Beaufort area.
legislature and the United States
House of Representatives- where Northwest Quadrant Design Principles (1999)
he would help draft the very state’s
constitution where he was born into
slavery. Smalls is responsible for the This document provides design guidelines for new construction and rehabilitation
development of the first common of buildings in the NW Quadrant of the City, which is part of the Beaufort National
public school system in America Historic Landmark District and is the historically African-American quarter of Beaufort.
by a resolution made at the state
constitutional convention, and he
also founded the Republican Party
of South Carolina. Smalls died at
age 75 and is buried at Tabernacle
Baptist Church in Beaufort. To
honor Robert Smalls, the City of
Beaufort, named a school and a
highway for him.

Note: The text in this section
has been adapted from www.
robertsmalls.org.


l o o k i n g bac k : 1 7 2 1
1870-1920 Beaufort

The best known hotel in town
during the latter part of the
19th century and early 20th
century was the Sea Island
Hotel. The hotel hosted many
visitors and social events.
Originally a family residence,
the house was sold during the
Civil War and changed hands
several times before eventually
being demolished. Today, the
Best Western Sea Island Inn
sits in its location.


C h apter f o u r : T h e P la n n i n g P r o cess


four: the planning process

4
B
the planning process
eaufort has an extensive planning history that dates
back nearly two hundred years. Just within the past ten Chapter Highlights
years, the City has undertaken or participated in over a dozen 4.1 Plan Development Process
planning efforts. A list of the most recent projects includes:
4.2 Public Participation
• Historic Preservation Plan Update (2008)
4.3 Plan Reconnaissance/Charrette Preparation
• Northern Beaufort County Regional Plan (2007)
• Boundary Street Master Plan (2006) 4.4 The Charrette
• Comprehensive Plan Update (2004,1998)
• Workforce Housing Needs Assessment (2004)
• Lowcountry Joint Land Use Study Plan (2004)
• City of Beaufort Open Space Master Plan (2003)
• Robert Smalls Parkway Access Management Standards (2003)
• Bladen Street Revitalization Plan (2002)
• Entrance Corridors Charrette Report (2002)
“The most basic of all
• Tree Inventory Report (2002) human needs is the
• Robert Smalls Parkway Joint Corridor Plan (2001) need to understand
• Broadening Our Boundaries Charrette Report (2000)
• Northwest Quadrant Design Principles (1999) and be understood.
• City of Beaufort Unified Development Ordinance (2003) The best way to
• Beaufort Redevelopment Incentive Program (1989) understand people is to
The key to any planning effort is implementation, and the citizens of Beaufort made it clear listen to them.”
during this process that they are ready to see plans translated into action. This plan sets forth
specific action items and an implementation schedule for the City to follow. Action strategies
— Ralph Nichols
can be found in upcoming chapters, but first, the planning team had to understand the vision
of citizens and stakeholders as well as the issues, and opportunities that face the City as it
positions itself to succeed over the next decades. This chapter highlights the public nature of
this planning process and begins to reveal some of the overriding concepts that would guide
the planning team.



4.1 PLAN DEVELOPMENT PROCESS
At the direction of City Council, City staff hired a multi-disciplinary consultant team
to assist in developing the plan. City Council also appointed a Steering Committee of
17 citizens and stakeholders to advise the consultants and council and create broader
opportunity for public input into the plan. (See the Acknowledgements page for a listing
of the Steering Committee members.) Beaufort City Council is responsible for adoption
of the plan.

The consultant team used a public design workshop (or “charrette”) as the central
element of the comprehensive plan effort. The guiding principles of a charrette-based
process are:

• Involve everyone from the start to foster a shared vision.
• Manage the process effectively to build trust between the team and the public.
• Work across disciplines to maximize group learning and productivity.
• Work in short feedback loops to test ideas and stimulate public participation.
• Work in detail to test the feasibility of alternative concepts.

Before and after the charrette were major elements of data collection, mapping, analysis,
planning, and design that are described in the sections that follow and contributed to this
final product. Additional elements of public input and engagement occurred before and
after the charrette as the draft plan was developed.

Good plans shape good
decisions. That’s why
good planning helps to
make elusive dreams
come true.

—Lester Robert Bittel
(b. 1918), writer



4.2 public participation City of Beaufort Comprehensive Plan Update: Community Priorities Survey

This survey is designed to get public input for the update of the City of Beaufort Comprehensive Plan, which will

Beaufort’s recent planning history has placed a heavy emphasis on public participation
guide growth and development in the City over the next decades. If you would like more information about the plan
process see the project website: http://visionbeaufort.blogspot.com; or contact the City's Planning Department:
landerson@cityofbeaufort.org or (843) 525-7011.

IF YOU ARE FILLING OUT A HARD COPY, PLEASE RETURN TO the consultant team at the public workshops or the
Planning Department (701 Craven Street/PO Drawer 1167/Beaufort, SC 29901)

and input. City leaders in Beaufort intended that the development of this plan follow IF YOU RECEIVE A HARD COPY BUT WOULD LIKE TO FILL OUT THE SURVEY ON-LINE, please go to the project
website: visionbeaufort.blogspot.com and click on the survey link.

* 1. The following objectives are adapted from the Northern Beaufort Regional Plan

in that tradition. In fact, public participation and input were the cornerstones of this
and enhanced based on input from the City's Comprehensive Plan Advisory
Committee. SELECT YOUR TOP 5 OBJECTIVES for the City of Beaufort from this list
based on your hopes for the City's growth and development. (CHECK 5 ONLY)





 Plan for the City's growth areas and tie together all areas of 



 Provide for affordable and workforce housing throughout

planning effort and are the basis for the plan’s recommendations.
the community. the City.





 Ensure new development is consistent with community 



 Promote new investment and building in the City's older
infrastructure (roads, etc.) and public facilities (parks, etc.). areas.





 Bring jobs and new investment to the City. 



 Balance the needs of the community and the private
property owner.




 Support . . . our military bases, hospital, and schools.




 Protect the boundaries of the military bases.




 Funding of community needs that doesn't overburden
current or future taxpayers. 



 Support our neighborhoods and business areas with
detailed planning and investment by the City.

The City sought to insure that public input on the plan was garnered from as wide a




 Protect our natural resources (including water resources and
trees, etc.) and open spaces/green areas. 



 Participate in planning with the County, Port Royal and
other regional partners.




 Encourage a mixture of housing, stores, services, and
parks within walking distance of each other. 



 Maintain and protect our historic structures and resources.





 Expand the park and open space network. 



 Support an efficient transportation system that provides

spectrum of community members and stakeholders as possible. To that end, the public
route choices and provides for walking, biking, transit and other




 Maintain and celebrate the different types of people in the alternatives to driving.
community.




 Plan for renewable energy resources (solar, wind, etc.),
reclaimed water technologies, and building practices that protect
our water resources.

participation included several key elements: 



 Additional objectives

1. An advisory committee including a wide range of community perspectives from
business owners to neighborhood residents.
2. A community-wide survey that was distributed during the plan process.
3. A plan website that included up to date information on the plan process and
supplementary information for education and public comment.
4. A 5-day public planning and design workshop (charrette), which was the central
element of the public input process.

City of Beaufort staff, area non-profit organizations, local media groups, and the
consultant team went to great lengths to publicize the charrette process and schedule.
City staff and Advisory Committee members distributed posters and plan information
throughout the community. These bulletins served notice to the public of the
approaching charrette, inviting all interested persons to attend and participate in the
workshop activities. This outreach was well-received and helped citizens become active
participants in the exciting design work and visioning for Beaufort’s future. Citizens
were also alerted through internet applications, as well, by postings listed on the project
website.
Media Applications
The public’s participation in each of the public input venues and events shaped the plan’s & Input Forums
final recommendations. The public comments, along with information gained from The images above and at left
stakeholders, public officials and other representatives, guided the consultant team in portray the various media used
their work and were key determinants of the plan’s outcomes. during the charrette. These included
project posters, on-line and hard
copy community surveys, a project
website, powerpoint presentations,
and video interviews. These various
formats were used to raise awareness
about the plan, keep the public
posted on the latest ideas generated,
and will serve as a multi-media
record of the proceedings.



4.3 Plan Reconaissance/charrette preparation
Preparation for the week-long charrette began several months ahead of the official kick-
off. In the weeks leading up to the charrette, the design team traveled to Beaufort several
times to conduct stakeholder interviews, coordinate workshop efforts and perform
preliminary site analysis.

The stakeholder interviews consisted of consultant-led sessions in which local officials,
agency representatives and interest groups described the pressing issues facing Beaufort.
These meetings provided the consultant with insight into the local successes achieved and
the challenges remaining as the City prepares to re-assess its development future.

In addition, the design team took to the streets and gathered first-hand evidence of the
community’s existing conditions. Team members documented examples of both good
and bad planning and design elements in Beaufort, noting how each contributed to the
overall environment.

Smart Growth Audit. The plan reconnaissance effort included a review of Beaufort’s
previous planning efforts, as documented in the 2008 Smart Growth Audit. This Report
includes discussion on the existing regulatory practices and recommendations for specific
changes to development ordinances. It includes an identification of regulatory barriers
to Smart Growth as well opportunities to encourage best design and construction
practices. A variety of techniques using best practices from across the United States are
included and referenced. Additionally, techniques that might be applied to improve the
development approval process and to encourage/incentivize best development practices
are included. The report includes a preliminary implementation agenda for policy and
regulatory actions.
Unique project logo. A graphic theme was created for this effort as part of the PR and
marketing package. The logo was used throughout the process in locations such as design
boards, postcards, and the project website.
PR materials including a project website and online survey. Reaching out to the public in a
variety of ways is essential for any publically driven planning process.

Plans are only good Together, each of these exercises supplied critical background information, preparing the
intentions unless consultant team for the public design charrette.

they immediately
degenerate into hard
work. Beaufort smart
growth audit
As an initial step in this
—Peter Drucker planning process, the
consultant team conducted
a thorough review of all
relevant documents and
prepared a draft Audit Report.
Each document was assessed
in terms of its impact on
established Smart Growth
goals for the City. The report
references key issues identified
by stakeholders and the
Steering Committee.



4.4 The Charrette
To guide the planning process, the City of Beaufort and the consultant team hosted a
five-day public design charrette. This endeavor began with the opening presentation and
workshop on Monday, November 10, 2008.

The consultant team set up a temporary design studio in the Best Western’s Conference
Room downtown. The space served as the design team’s “home base” for the charrette’s
duration, November 12-17. The studio, with design tables, maps, pin-up boards and
graphic work stations, provided an open space where both formal and informal meetings
occurred, as well as room for designers to craft the plan’s details with the public’s help.

Throughout the week hundreds of citizens, property and business owners, public officials
and agency representatives met to discuss the City’s future. The program featured both Charrette is “little cart”
in French. In 19th
formal meetings led by the consultant and open to the public, as well as informal sessions
century Paris, design
that emerged out of these meetings and other design-related activities. Topics discussed professors circulated
ranged from transportation to big box design, neighborhoods, utilities, environmental carts to collect final
protection, affordable housing, and downtown. At the end of each day, the design team drawings from students.
facilitated an informal review and public critique of the day’s progress. Students jumped on
the carts to finish their
On Monday, November 17, 2008, the charrette closed with a final presentation work as they were pulled
highlighting the week’s achievements and the plan’s preliminary recommendations. Over through the streets in
100 people were in attendance for the presentation. This plan represents the consensus public view. The term
opinion gained through collaboration between the City’s residents, staff and the design charrette has evolved
to mean an open public
team. It embodies the vision to be carried forth by Beaufort’s citizens and officials in the
design process.
years to come.

Vision Beaufort
The 2009 Comprehensive Plan for the City of Beaufort, SC

PLANNING & DESIGN CHARRETTE SCHEDULE

Kickoff Presentation and Public Workshop November 10th at 6:00 pm
Join us for a hands-on design session where community residents, Location: Beaufort Middle School
stakeholders, and City officials work together to create a vision for Cafeteria, 2501 Mossy Oaks Road
Beaufort.

Public Planning and Design Charrette November 12th – 17th
Members of the community and all those interested in the future Location: Dolphin Room @ the Best
of Beaufort are invited to stop-by the design studio throughout Western Sea Island Inn, 1015 Bay
the week and participate in any of the focus group meetings. The
design team will work on-site creating the plan and invites the
Street
community to offer continual input and monitor the work-
inprogress and will be available to meet with residents, answer
questions, and further refine ideas. Come by for one of the specific
focus group meetings or drop in anytime from 9 am until 8 pm
each day.

Wednesday, November 12th Friday, November 14th
9:00 am Housing 9:00 am Big Boxes and Corridor Design Standards
10:30 am Arts & Cultural Facilities 11:30 am Town of Port Royal Coordination
1:00 pm Transportation & Circulation
2:30 pm Pedestrian, Bicycle & Transit Planning
Meeting
1:00 pm Advisory Committee Meeting
charrette
4:00 pm Open Space, Parks, Greenways &
Blueways
2:30 pm Real Estate and Development
Stakeholders schedule
5:30 pm Daily Project Update/Design Pin-Up 4:00 pm Small Businesses
6:30 pm Meeting of the Neighborhoods (All 5:30 pm Daily Project Update/Design Pin-Up The schedule to the left describes
neighborhood leaders and interested
residents are invited)
6:30 pm until 8:00 pm Open Design Studio
the overall agenda and various
6:30 pm until 8:00 pm Open Design Studio Saturday, November 15th stakeholder meeting held during
9:00 am until noon Open Design Studio – All
Thursday, November 13th interested citizens are invited to stop by the weeklong design charrette. The
8:30 am Downtown Development to meet individually with the planners
10:30 am Downtown Parking and designers and offer any suggestions meetings targeted specific interest
1:00 pm Environmental Protection &
Sustainability
& recommendations
3:00 pm Daily Project Update/Design Pin-Up
groups and topics. However, every
2:30 pm Historic Preservation
4:00 pm Utilities
meeting was open to the general
Monday, November 17th
5:30 pm Daily Project Update/Design Pin-Up 9:00 am until noon Open Design Studio public and the public was invited
6:30 pm until 8:00 pm Open Design Studio
to drop-in on the charrette studio at
Closing Presentation November 17th at 6:00 pm any point during the process to get
The design team will present its set of preliminary recommendations Location: County Council Chambers,
for guiding growth, development and redevelopment over the next 100 Ribaut Road updates or provide feedback. Each
twenty years.
day’s session ended with a project
For more information or project updates, please contact the City of Beaufort Planning Department at
(843) 525-7011 or planning@cityofbeaufort.org. Also, please visit the update to encourage feedback from
Comprehensive Plan website at http://visionbeaufort.blogspot.com participants.



From the Charrette Blog. . .
Kick-Off: Approximately 60 people attended the Public Kick-off meeting for the Comprehensive Plan
Public Design Workshop at the Beaufort Middle School. The group included numerous elected and
appointed officials, including Mayor-elect Keyserling, City Council members, Planning Board Commission
members, and members of the Comprehensive Plan Stakeholder committee. After a brief presentation on the
Comprehensive Plan process, the group broke into small groups to discuss questions regarding community
growth.

Day 1: Wednesday’s meetings included meetings on Housing; Arts & Cultural Facilities; Transportation,
including a meeting on bicycle, pedestrian, and transit issues; Open Space, Parks, Greenways & Blueways, and
a meeting with representatives of the City’s neighborhoods. Attendance on the first day of the charrette was
outstanding, with more than 200 people attending the various meetings and observing and commenting on
the work in the design studio. Meanwhile, designers and engineers worked on draft conceptual plans for the
community’s growth and redevelopment areas; future transportation network; downtown site surveys; and
design concepts for new downtown buildings and homes. These ideas were displayed and described for public
comment at the daily 5:30 pm “pin-up” session.

Day 2: The second day of the charrette continued with strong attendance at meetings on Downtown
development and parking and Historic Preservation. Over 100 citizens and stakeholders attended meetings
on these topics. Based on the comparatively lightly attended Environmental Protection & Sustainability
meeting, Historic Preservation appears to be the clear priority for Beaufort. Citizens and consultants also
met with representatives of the County’s Stormwater Services, Beaufort Jasper Water & Sewer Authority,
and SCE&G to discuss utility issues regarding growth and development in the area. Members of Beaufort’s
elected and appointed boards as well as the Comprehensive Plan’s Stakeholder Committee participated in all
of the meetings. At the daily pin-up session, designers and engineers showed refinements of their conceptual
roadway network; future land use recommendations based on a series of walkable community nodes in
buildable areas in the City’s western growth area; and strategic infill concepts for the Northwest Quadrant
and downtown. Public comments at the pin up session included the desire to increase planning and funding
for public transit and the need to advocate for higher quality schools.

Day 3: Friday began with regional issues related to big box, regional retail, and common issues between
Port Royal and Beaufort and ended with focus groups about development and small business development.
Participation remained strong as the design team continued to pin up development ideas using the principles
and practices espoused in the Vision and Goals document as well as from previous planning efforts. In
addition, the team continued to refine and consolidate a number of previous planning visions into a larger
coherent framework. Specifically the design team introduced a “low build” alternative to the Northwest
Bypass and a realignment of US 21 to improve conditions along Ribault Road. Conceptual plans were
developed for various infill and new development sites including the Northwest neighborhood, the historic
core, the Lafayette Street area, the intersection of Sea Island Parkway and Lady’s Island Parkway, and the
Burton community.

Day 4: The design studio was open throughout the day and many Beaufort citizens took the opportunity
to stop by and express their visions and thoughts with the design team. Public interest remained high and a
number of key planning elements came into focus including: the rerouting of US 21 to open up opportunities
to humanize the Ribault Road corridor; infill opportunities throughout the community; reasonable
annexation/expansion areas; a diversity of housing initiatives throughout the community; sustainable site
design techniques; redevelopment strategies for various parcels throughout the community including in
the Burton community; and preservation strategies that keep certain areas as “living areas” rather than as
museums for tourists.

Closing: The 5 day charrette closed on Monday, November 17 to a standing-room-only crowd at the County
Council Chambers. The presentation focused on four key areas for planning, growth, and development for
the City:

• We must protect and preserve that which brought us here including the natural beauty, the historic (and
prehistoric) resources, and the strong military presence.
• We must maintain Beaufort as a living community with vibrant, diverse neighborhoods, workforce
housing, and a living downtown with a strong emphasis on its history.
• We must improve mobility throughout the community with more efficient routes for the auto and
prioritized transit, bicycle and pedestrian improvements to maintain our quality of life.
• We must stabilize and improve our economic conditions with a more diversified tax base, expansion of
existing major employers and institutions (e.g. military, USC-B, Beaufort Memorial Hospital, Technical
College of the Lowcountry), new jobs, new sources of municipal revenue, and the efficient delivery of
municipal services.



charrette drawings
By week’s end, the charrette’s comprehensive scope had enabled the design team to
provide detailed recommendations for the City. The on-site design studio allowed the
team to produce detailed, two & three-dimensional illustrations depicting the area’s
potential build-out and redevelopment of buildings, streets and open spaces.

The progress made through the intensive charrette process culminated in a final
presentation featuring a digital portrayal of the vision. In this session, the design team set
forth the specific recommendations generated by the week’s publicly-driven efforts. The
proposals highlighted the necessary changes required to improve Beaufort’s landscape.
Upon departure from the charrette, the design team presented the City of Beaufort with
a published package of materials, including a high-quality PowerPoint presentation and
Drawings Booklet containing the design team’s completed renderings.

4.5 Summary of public input: Community Priorities
The list below summarizes the major public/stakeholder priorities articulated during the
plan process in the various venues for feedback: the kick-off meeting, the community
survey, and the charrette meetings. A more detailed list of strategies recommended by the questions posed
public under each major heading is included in Appendix A. to public during
planning process
These publicly-developed priority areas provide the basis for the plan recommendations
in the chapters that follow. What do you value about
the City of Beaufort?
1. Promote Environmental Protection & Sustainability

2. Provide for Parks & Open Space How and where should the
City grow?
3. Practice Growth Management and Regional Cooperation

4. Support Economic Development & Real Estate Investment What other changes would
you most like to see?
5. Develop an Efficient and Multi-modal Transportation Network

6. Support Efficient, Safe, and High-Tech Utility Services

7. Enhance and Support Existing
Neighborhoods

8. Emphasize Historic Preservation

9. Promote Downtown Development

10. Support Arts & Cultural Facilities

11. Create Predictable Criteria for Big
Box and Regional Retail

page from the charrette drawings booklet



By involving everyone
who can enable or
block decisions and by
committing to produce
actionable plans
within a set timeframe,
charrettes can save
months – even years
– of tedious back-and-
forth negotiations and
redesign. They also
provide an experience
that’s increasingly rare
for most people: they
get to be involved in
something organized
especially to listen to
their ideas and to act
on them immediately.

Public participation throughout comprehensive planning process

l o o k i n g bac k : 2 0 0 4
2004
Comprehensive
plan

Comprehensive planning has
CITY OF BEAUFORT
been an integral part of the city
planning process for hundreds
of years. The original master
plans in early American cities
provided designs for streets,
open space, available building
lots and institutional facilities.

The Comprehensive Land Use
Plan (the Plan) is intended
to provide a long term vision
and plan for the community;
it is the “essential first step
in the planning process”[3]
of a city and as such is
composed of several elements
intended to address the
various facets of growth and
development within in the
City. Comprehensive plans
are required by law to include
seven planning elements,

COMPREHENSIVE PLAN
along with any other element
determined to be needed in
the local community. These
seven elements comprise
the comprehensive plan and
include: population, economic,
natural resources, cultural
UPDATE 2004
resources, community facilities,
housing, and land use.


C h apter five : a fra m e w o r k f o r gr o w t h

Key to Action Items
Level of Public Funding Required
(Order of Magnitude $ - $$$$)

Operating or Capital Expenditure (City)


Code Change Only

[$$] [O+C] [Private] [6-10] [Code]
Timeframe for Implementation
[1-5] [6-10] [11-15] [16-20] or On-going


five: a framework for growth

5 a framework for
growth
The regulation and management of urbanization across
northern Beaufort County around Beaufort is within the
Chapter Highlights

purview of Beaufort County, the City of Beaufort and the 5.1 Northern Beaufort County Regional Plan
Town of Port Royal. The boundaries between Port Royal and
5.2 A Transect Approach to Community Planning
Beaufort have long since blurred, particularly as contiguous
borders follow few logical trajectories. This matter was FG 1.0 The Framework Map
recognized very specifically in the Northern Beaufort
FG 2.0 Urban Services Area Expansion and Annexation
County Regional Plan as it wove together a series of common
interests amongst all three political jurisdictions. The FG 3.0 Incremental Growth Using the Neighborhood Unit
principal recommendation of that plan was the establishment
FG 4.0 Update the UDO
of an urban growth boundary that extends northward from
the city limits of Beaufort to the Whale Branch. Within FG 5.0 Make the Development Process Predictable
this boundary it is expected that this area will urbanize, with
the area outside of the boundary to remain as largely rural, Key Principles
sparsely developed lands.
2 Regionalism | We are committed to the implementation of
The largest challenge that lies ahead for the city are the the Northern Beaufort County Regional Plan as a guideline
remote tracts that were annexed by the city. Well beyond the for our regional decisions and future urban form and we
current service boundaries, the Clarendon tract was annexed will continue to engage and coordinate in regional planning
and entitled for thousands of potential homes and supporting activities. Our planning will extend to the established urban
commercial development. How best to connect this area back growth boundary and will tie together all areas of the
to the current service districts is one the basic questions that community in a cohesive manner.
this plan seeks to answer.
4 Growth | We must encourage growth within our urban
service area by primarily focusing on the regeneration
This Chapter sets forth a land-use vision that assumes that
of our current assets through infill and redevelopment.
growth should be sustainable. In doing so, the framework
Development in our urban growth boundary shall be
plan is structured to suggest patterns of growth that are
constructed in a manner consistent with our existing, historic sensitively focused on a conservation ethic with a compact and
fabric with a well-connected street network, diverse housing, efficient built form that could be serviced with municipal
access to nature, mixed-use activity centers, and a highly services in the future.
walkable urban block structure. 7 Urban Form | The City will maintain its distinct urban
form by encouraging growth and development using the
And, this plan also assumes that while the basic structure model of walkable, urban, mixed-use neighborhoods
of the older parts of the city are fundamentally sound, it established by the historic core of the City.
recognizes that in order to prepare for a more compact
and sustainable future, new development must be higher 16 Adequacy of Infrastructure and Facilities | The contiguous
in density than at present. In essence, the next century for extension of our corporate boundaries will be considered
Beaufort will be a period during which it must mature into to the extent that the provision of city services can be
a moderately dense, urban city to effectively and efficiently economically and efficiently provided and will be subject
provide services and attract needed investment. to the adequate availability and timely construction of
community infrastructure and public facilities.



5.1 Northern Beaufort County Regional Plan
One of the principle goals of this Comprehensive Plan is to provide the detail and
refinement necessary to implement the Northern Beaufort County Regional Plan.
The regional planning effort, which concluded in 2007, is a very progessive macro-view
that includes the following shared values/principles for the northern Beaufort County
area jurisdictions:
• working together to coordinate growth in a collaborative way,
• coordinated regional infrastructure planning,
• a strong and diverse regional economy,
• sustainable and fair way of funding regional infrastructure,
• consistent natural resource protection from one jurisdiction to another,
Northern Beaufort County Regional Plan -0-

• focus growth in certain areas, thereby preserving rural character and avoiding
inefficient sprawl,
• preserving open spaces,
• preserve socioeconomic diversity of the region,
• affordable and workforce housing for residents,
• high quality compatible infill role in regional development,
• need to balance planning policies with the rights of land owners,
“Mixing land • importance of military facilities in the regional economy and the importance of
coordination with military planners,
uses—commercial, • need for continued coordination of the various governments, and
residential, • need to institutionalize this plan through local community plans/regulations.
recreational,
The plan includes detailed recommendations for:
educational, • Growth Coordination (growth boundaries)
and others—in • Regional land use vision at a big picture scale
neighborhoods or places • Regional transportation projects, including travel demand management
that are accessible by approaches
• Fiscal strategies for the region
bike and foot can create • Environmental standards and regional open space opportunities
vibrant and diverse • Regional strategies and initiatives for economic development, affordable housing,
communities.” infill development
• Ongoing implementation and oversight
—Getting to The following elements are necessary for consideration in implementing the Northern
Smart Growth Northern Beaufort County Regional Plan:

A detailed growth model for city services that is more specific than the urbanization of
land that may never be annexed under the current statutory limitations
An appropriate pattern of development that contemplates more compact forms rather
than simply sprawling throughout the countryside
Nodes of commercial development that could be walkable as opposed to an assumption of
continuous strip commercial frontages
Transportation networks that accommodate regional traffic that will likely grow over time
and local networks that lower vehicle miles travelled through increased choices - both
motorized and non-motorized
Context-sensitive environmental standards that appropriately balance the natural habitat
with the human habitat



growth area map
Indicating the proposed municipal
growth boundaries for Yemassee,
Beaufort, and Port Royal.
Chapter 2 | Growth Coordination Principles

Figure 2

Northern Beaufort County Regional Plan - 30 -



5.2 A Transect-Based Approach to Community Planning
The Framework Plan is a land use policy map intended to provide guidance to Beaufort’s
leaders as they make decisions on where and how the community should grow. It provides
the overall structure for orchestrating appropriate patterns of growth and environmental
conservation throughout the community. As such, it is provides the framework for and is
the cornerstone of the Comprehensive Plan. It builds upon the guidance of the Northern
Regional Plan’s land use recommendations with a more fine-grained, context-based, and
natural resource-based approach to land use recommendations.

As land use and transportation are inextricably linked, the Framework Plan incorporates
planned and existing roadway facilities. It also is informed by existing development trends
and adopted land use policy, including the City’s existing zoning districts, the adopted
AICUZ (Air Installations Compatible Use Zones) zones around the Marine Corps
Air Station-Beaufort, as well as local service delivery areas (including water/sewer). In
addition to the methodology described below, the Framework Plan is also based on land
use and transportation concepts that the community articulated and prioritized during
the plan process including:
• Promoting Environmental Protection & Sustainability
• Providing for Parks & Open Space
• Practicing Growth Management and Regional Cooperation
• Developing an Efficient and Multi-modal Transportation Network
• Enhancing and Support Existing Neighborhoods
• Promoting Downtown Development
• Creating Predictable Criteria for Big Box and Regional Retail

With these factors in mind, the Framework Plan methodology divides land within the
study area into six separate regional classifications or “sectors” (labeled as O-1 through
G-4 and further described on the pages that follow). These range from the most natural
(Preserved Lands) to the most urbanized areas (Downtown/Mixed-Use), with each sector
Depiction of the Rural-Urban reflecting the appropriate balance between environmental conservation and development
Transect for the American context. intensity for the area.

Within the broad regional sector classifications, detailed development specifications/
regulations should be created within the Ciy’s Unified Development Ordinance through
the use of “transect zones” (conceptually illustrated on the right and further detailed
in the graphic on the left as T-1 through T-6), which subdivide each sector and set out
the specific intensity and development details for each condition along the rural-urban
spectrum. On this scale, the Natural Zone (T-1) comprises the most natural, undeveloped
land. The Urban Zone (T-6) equates to the most urban, high density type of environment
in a community, such as is found in downtown Beaufort.

This form of mapping and classification is known as “transect mapping,” and is based
on the history of human settlement patterns. The Rural-Urban Transect is a conceptual
“slice” through the landscape from rural conditions to urban core, and relates development
potential to the ecological conditions and settlement patterns of the land. The transect
creates a hierarchy of and provides the primary classification for the environmental and/or
built character of the various parts of the City.



The graphic above and the
accompanying table show the
various land use conditions and the
typical design elements that
characterize the Transect’s rural-
urban continuum. The graphic
shows a bird’s-eye view of types of
development with buildings shown
in black.



5.2.1 Transect mapping methodology
The Framework Plan presented here was created using a methodology based on the
TransectMap model developed by Criterion Planners. TransectMap is a method designed
to apply the transect concept to the specific conditions of a particular place. It is especially
“suitable for traditional jurisdiction-wide comprehensive planning.” The criteria for
determining what land use types are appropriate for each sector should be defined
based on the particular geographic, economic, and political realities of a community,
but generally correlate to the Transect zones, which are more specifically defined on the
pages that follow. It is recognized that the Town of Port Royal also is developing a sector
plan and the City’s and the Town’s plans should be evaluated in terms of compatibility,
especially along shared borders.

Step 1: Define Regional Sector Boundaries

The methodology, as illustrated in the graphic below, begins by identifying the lands
that should not be developed based on environmental, agricultural, recreational,
or historical significance. These lands comprise the Preserved and Reserved Open
Space sectors. Then areas that are already urbanized and are appropriate for infill and
redevelopment are identified. The land that remains is land that is appropriate for new
development and is subdivided into Restricted, Controlled, and Intended Growth sectors
based on appropriate development densities and land use types based on proximity to
transportation networks and availability of urban services.

Step 2: Subdivide Regional Sectors into Transect Zones and
Apply new Development Standards

The next step in the process is subdividing the regional sector zones more precisely into
Transect zones that provide the basis for detailing appropriate land uses and development
standards at the parcel and building level specifically. This step becomes the basis
for applying regulatory (zoning and subdivision) standards in accordance with the
community’s vision for growth and development as defined in Step 1. The chart below
(which is further detailed on the following page) depicts an idealized version of the
appropriate development types and Transect zones for each regional sector.

Step 2 of the process is most appropriately completed in the implementation phase of the
planning process, which should include a detailed update of Beaufort’s development standards.

Source: Criterion Planners

Generalized land use types for Transect zones.

Source: Criterion Planners

The TransectMap method of land classification

Source: DPZ

Framework Map
Conversion to the
Zoning Map
Regional Sector zones are be further
subdivided into Transect Zones to create the
Zoning Map



Sector/Transect Zone Allocation for Beaufort: The table below defines
the natural and infrastructural elements that determine the areas suitable for the regional sectors specified in the
Framework Plan. This table also suggests the appropriate proportions of Transect Zones within each regional sector.
The Transect Zone application should be further refined as the City creates new development regulations.
Source: DPZ; adapted for Beaufort

DOWNTOWN/Already DEVELOPED AREAS

Proximity to Major Thoroughfares and Major Intersections

Proximity to Thoroughfares , Key crossroads

Areas with limited transportation/utility infrastructure
Existing Low-density neighborhoods

proposed parks & Greenways
100 YEAR Floodplain
100 ft. Stream Buffer
Severe Hydric Soils
Aicuz accident potential zones (APZ)
lands TO BE ACQUIRED/preserved
RURAL GROWTH BOUNDARY

URBAN GROWTH BOUNDARY

Parks & Greenways
Wetlands
Conservation Land
Cemeteries
Golf Courses
50 ft. Stream Buffer
surface Waterbodies

◄- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -► ◄- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -► ◄- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -►
-- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
(PRIMARILY OPEN SPACE) (NEW DEVELOPMENT & INFILL) (INFILL & REDEVELOPMENT)

PRESERVED RURAL LANDS/ RESIDENTIAL URBAN NEIGH- CORRIDOR/ DOWNTOWN
O1 OPEN SPACE O2 CONSERVATION G1 NEIGHBOR- G2 BORHOODS G3 NEIGHBORHOOD G4
HOODS /TNDs MIXED-USE

T1 NO MINIMUM NO MINIMUM

T2 NO MINIMUM NO MINIMUM 30% MIN 0-50% NO MIN

T3 10 - 30% 10 - 30% 10 - 30%

T4 20 - 40% 20 - 60% 10 - 60% 50-70%

T5 10 - 20% 10 - 30% 10-20%

T6 40 - 80% 10-20%



Source: DPZ; adapted for Beaufort
T1 T-1 Natural
General Character: Natural landscape with some agricultural use

Building Placement: Not applicable
Frontage Types: Not applicable
Typical Building Height: Not applicable
Type of Civic Space: Parks, Greenways

T2 T-2 Rural
General Character: Primarily agricultural with woodland & wetland and
scattered buildings
Building Placement: Variable Setbacks
Frontage Types: Not applicable
Typical Building Height: 1- to 2-Story
Type of Civic Space: Parks, Greenways

T3 T-3 Sub-Urban
General Character: Lawns, and landscaped yards surrounding detached
single-family houses;
Building Placement: Large and variable front and side yard Setbacks “Mixing land
Frontage Types: Porches, fences, naturalistic tree planting uses—commercial,
Typical Building Height: 1- to 2-story with some 3-Story
Type of Civic Space: Parks, Greenways residential,
recreational,
educational,
T4 T-4 General Urban
General Character: Mix of houses, townhouses & small apartment buildings,
and others—in
with scattered commercial activity; balance between neighborhoods or places
Building Placement:
landscape and buildings; presence of pedestrians
Shallow to medium front and side yard Setbacks
that are accessible by
Frontage Types: Porches, fences, bike and foot can create
Typical Building Height: 2- to 4-story with a few taller mixed use buildings
Type of Civic Space: Squares, Greens vibrant and diverse
communities.”
-Getting to
T5 T-5 Urban Center
General Character: Shops mixed with townhouses, larger apartment houses, Smart Growth
offices, workplace, and civic buildings; predominantly
attached buildings; trees within the public right-of-way;
substantial pedestrian activity
Building Placement: Shallow setbacks or none; buildings oriented to street
defining a street wall
Frontage Types: Stoops, shopfronts, arcades
Typical Building Height: 2- to 5-story with some variation
Type of Civic Space: Parks, Plazas and Squares, median landscaping

T6 T-6 Urban Core
General Character: Medium to high-density mixed use buildings, enter-
tainment, civic and cultural uses. Attached buildings
forming a continuous street wall; trees within the public
right-of-way; highest pedestrian and transit activity
Building Placement: Shallow setbacks or none; buildings oriented to street,
defining a street wall
Frontage Types: Stoops, shopfronts, and arcades
Typical Building Height: 2- to 4-story with a few taller buildings
Type of Civic Space: Parks, Plazas and Squares; median landscaping



The Issue FG 1.0 | The Framework Plan
The Northern Beaufort
County Regional Plan The Framework Plan is a macro-level planning tool to properly organize the Beaufort
doesn’t consider a compact community. While it is coded to the parcel level, it is not intended to replace the
growth alternative. The zoning map. Rather, as noted in the previous pages, it is an aggregation of a series of
proposed residential zoning categories that combine to form neighborhoods and sectors. Once adopted, the
densities are too low Framework Plan can more easily be adapted to the existing zoning categories in the city’s
(2-4 units/gross acre) zoning or serve as a basis for a full conversion to a form-based code in the future. The
to mitigate sprawling matrix below is a cross referencing tool to help guide individual zoning decisions.
development patterns and
have a meaningful impact
on encouraging walkable, Framework Plan Conversion Matrix
mixed-use development that
is transit-efficient or that
will reduce the conversion Framework Zone Transect Zone Zoning Categories Notes
of open space. The Plan’s O-1 T1, Civic CP
Future Land Use Map
recommends commercial O-2 T1, T2 TR, RE
development for the
length of the Highway 170 GR-1 All All In 50-100 years this zone could be
corridor. another town
G-1 T2, T3, T4 R1, R2, TBR, NC, MHP? This would also include a number of
the solution County zoning districts
The Framework Plans G-2 T2, T3, T4, T5 R1, R2, R3, R4, GR, TBR,
provides a more fine-grained NC, OC, LI, PUD
approach to land use policy G-3A T2, T3, T4, T5, T6 R4, GR, GC, OC May also include other higher
recommendations. It is density residential districts - R2, R3
based on focusing growth in G-3B T2, T3, T4, T5, T6 R4, GC, OC, HC May also include other higher
walkable nodes in areas that density residential districts - R2, R3
are served by infrastructure G-4 T4, T5, T6 R4, CC May also include other higher
and away from areas that are density residential districts - R2, R3
environmentally sensitive. SD SD LI, MHP?

Civic/Hospital Civic MED and all districts
that permit civic uses
Military SD MR, MP

The Framework Plan is a land use policy map intended to provide
guidance to Beaufort’s leaders as they make decisions on where and
how the community should grow. It provides the overall structure for
orchestrating appropriate patterns of growth and environmental
conservation throughout the community.



Complete Framework incorporating the
entire urban growth boundary



FG 1.1 Open Space sector I (o-1): Preserved Open Space
The O-1 sector represents the basic “green infrastructure” of the community providing
critical habitat for wildlife; protection of water quality and protection from flooding
and erosion; and needed recreation and greenspace for the human habitat. This
category, indicated in dark green on the Framework Map, comprises lands that are
already non-developable, such as wetlands, conservation easements, required stream
buffers, and parks.

For Beaufort, this sector specifically consists of:
Streams and wetlands are typical • Existing parks & greenways
O-1 sector features. • Wetlands
• Existing conservation easements
Source: Kimley-Horn & Associates

• Cemeteries
• 50 ft. Stream Buffer
• Surface waterbodies

Appropriate Land Uses/Development Types:
ƒƒ conservation areas
ƒƒ parks & greenways
ƒƒ limited agricultural/forestry uses
Creekside greenway trail, a typical ƒƒ water access areas
O-1 sector land use
Civic & Institutional Uses:
In addition to the geographic sectors, the Framework Plan indicates two related special
land uses: the existing schools and other civic sites such as the hospital, the university
and technical college, and the library. These civic and institutional uses properties are
related to the community’s permanent civic and green infrastructure since large pieces
of land on many these properties will continue be undeveloped open space.



Beaufort County
Greenprint Map
Completed by the Trust for Public
Land and Beaufort County,
the map indicates a number of
focus areas worth evaluating
for conservation under various
programs including the Beaufort
County Rural and Critical Lands
Preservation Program. Portions of
this data were used to inform the
Framework Map.



Non-Hydric soils
The map above shows the non-
hydric soils in Northern Beaufort
County in shades of green. These
areas—including most of historic
Beaufort and Port Royal Island—
are the most buildable/developable
areas. Areas in white are poorly
drained wetland soils that are rarely
suitable for development. Portions
of this data were used to inform the
Framework Map. (Map Source:
Beaufort County Stormwater
Utility)



FG 1.2 Open Space sector 2 (O-2): Rural/conservation Lands

Source: Thomas Hylton
This sector includes areas that are prime candidates for moving into the O-1 sector
through conservation easements or other open space acquisition/protection measures.
This sector, shown in medium green on the Framework Map, consists of lands that
should be off-limits to development except occasional conservation neighborhoods at
very low densities. These areas may be legally developable based on current federal,
state, and local regulations. However, they are areas that based on environmental
conditions, urban service factors (distance from existing City services and difficulty
in providing efficient services and infrastructure such as roadways, for example), and
proximity to the MCAS operations (as identified by the AICUZ zones) should be
lightly developed or undeveloped, remaining in a rural or natural state.

These areas include lands identified as rural and preserved lands for future preservation
in the Northern Beaufort County Regional Plan. Future parks and open space identified
in the City of Beaufort Comprehensive Plan Update 2004 were also incorporated into the
O2 category.

For Beaufort, this sector also consists of:
• proposed greenspace and greenways
• future rural and preserved lands
• 100-year floodplain
• 100-ft. riparian stream buffer
Rural area outside of a historic • Air Installations Compatible Use Zones (AICUZ) accident potential zones
Pennsylvania town center (APZ’s)

The AICUZ noise zones are designed as a tool for local planning agencies. The US
Department of Defense measures noise in and around the base to determine what land
use activities are compatible in the area. This area, shown in hatching, outlines uses
that are conditionally compatible as well as incompatible; therefore, caution should be
exercised when developing within a noise zone.

• conservation areas
• parks & greenways
• agricultural and forestry uses
• limited civic uses such as schools
• very low-density residential development and clustered development
(maximum density: 1 dwelling unit per 10 gross acres)



o-2 Framework Map
This sector includes areas that are prime
candidates for moving into the O-1
sector through conservation easements
or other open space acquisition/
protection measures. This sector, shown
in medium green on the Framework
Map, consists of lands that should be
off-limits to development except occasional
conservation neighborhoods at very low
densities.



FG 1.3 Growth Reserve SECTOR (GR-1)

Source: Josh Martin
The GR-1 sector is intended as a holding zone or reserve area for future urbanization
in the northern Beaufort County region. Though a number of the large tracts have
previously been annexed in the Grays Hill area north of Albergotti Creek, the extreme
distance from the existing corporate boundaries makes these area impractical to efficiently
serve with City services for at least twenty years.

This sector includes the area north and west of Burton, which is currently outside the city
limits. Because the area is largely undeveloped, it is already under pressure for urbanization
and development. The area includes one large potential development in the Clarendon
tract that has approved development agreements for Planned Unit Developments
(PUDs).

Care should be taken to ensure that this area not be developed as a low-density suburban
subdivision. There is sufficient land area to create an urban center supported by walkable
neighborhoods. In the event that the previously entitled development begins prior to
the ability of the City to efficiently serve this area, consideration should be given to the
creation of a new incorporated community.

FG 1.3 Develop a Detailed Small Area Plan for the GR-1 Sector. In partnership with the
County, MCAS-Beaufort, and the local property owners, develop a detailed
plan for this area that establishes appropriate and feasible future road networks,
The Growth Reserve sector holds development patterns, and timing/sequencing of adequate governmental services.
the line for new development
until adequate urban services can
be efficiently and economically
provided by the City.

Clarendon PUD
This map shows the boundary for the
Clarendon Planned Unit Development
(PUD) annexed by the City in 2007.



GR-1 Framework Map
The GR-1 sector is intended as a
holding zone or reserve area for future
urbanization in the northern Beaufort
County region. Though a number of the
large tracts have previously been annexed
in the Grays Hill area north of Albergotti
Creek, the extreme distance from the
existing corporate boundaries makes these
area impractical to efficiently serve with
City services for at least twenty years.



FG 1.4 Growth SECTOR 1 (G-1): moderate Density Residential

Source: Randall Arendt
Neighborhoods
The G-1 sector, indicated by the light yellow on the Framework Map, is intended
for relatively moderate density residential development. This sector includes existing
moderate-density residential neighborhoods (generally less than 4 units acre) that are
not likely locations for redevelopment. It also includes lands that are not proximate
to thoroughfares and are not projected to be high growth areas due to limited access
to transportation networks, existing services, and utilities. In addition, poor/wet soils
that not typically appropriate for development are included in this sector, which is
intended for relatively low-density development. Soils information should be overlaid
and investigated a detailed level when developing in these areas so as to avoid the most
sensitive soil types.

Appropriate development in this sector typically consists of cluster developments such as
conservation subdivisions, or low-density residential development on relatively large lots.
For Beaufort, this sector is generally located away from planned neighborhood or regional
centers and close to heavily encumbered O-1 or O-2 land.


The community types and land uses appropriate for this sector are:

ƒƒ existing low-moderate density suburban residential neighborhoods
ƒƒ moderate-density residential development (up 4 units/ gross acre) if developed
as a traditional neighborhood and if significant open space is conserved in the
neighborhood or as part of a transfer of development rights from O-1 or O-2
ƒƒ limited neighborhood retail and service uses
ƒƒ civic uses (parks, schools, religious and government uses)

Conceptual view of hamlet-type
development: buildings clustered
around a cross-roads



G-1 Framework Map
This sector includes existing moderate-
density residential neighborhoods
(generally less than 4 units acre) that are
not likely locations for redevelopment. It
also includes lands that are not proximate
to thoroughfares and are not projected
to be high growth areas due to limited
access to transportation networks, existing
services, and utilities.



FG 1.5 Growth sector 2 (g-2): Urban Neighborhoods/TNDs
The G-2 sector contains denser, mixed-use development at the scale of neighborhood
centers, indicated by the small (1/4 mile) circles, and suburban, residential development
at the scale of walkable “traditional neighborhoods” shown in orange. This type of
residential development creates an identifiable center organized around a small public
square or green, often with some civic facilities or a building such as a church or a small
store. Local, slow-speed streets form a connected network, with larger collector streets.
Paths form pedestrian connections linking sidewalks to internal parks and preserved
open space along the boundaries of the neighborhood. This pattern of development can
Mix of housing types in a new be more environmentally sensitive to its context and can provide improved public health
neighborhood benefits for citizens through its capacity for safe walking and cycling.

G-2 lands are typically close to thoroughfares and at key cross-road locations. For
Beaufort, the G-2 sector specifically includes areas that are already developed with
neighborhood-serving retail and service uses or at key cross-roads where future
development of this type is likely to occur.

The G-2 designation is also used in areas where a mixture of higher density residential
types (e.g., small lot single family houses, townhomes, apartment or condominium
buildings, or mixed-use buildings) are already occurring or would be appropriate
Neighborhood-scaled mixed-use to transition between higher intensity commercial uses and existing lower density
building neighborhoods, and take advantage of proximity to existing centers of commerce,
education, or employment such as the university, downtown, and the hospital.

The following community types and uses are appropriate in the G-2 sector:
ƒƒ traditional neighborhood developments
ƒƒ single-family and multifamily residential
ƒƒ neighborhood mixed-use centers
ƒƒ neighborhood-scale commercial uses (retail and office)
ƒƒ civic uses
Housing and civic uses in a
neighborhood ƒƒ light industrial uses

FG 1.6 Neighborhood Centers
Neighborhood Centers, shown as the small black circles on the Framework Map, are
based on a 1/4 mile radius (a typical 5-minute walk) from a key intersection. They are
intended to be mixed-use activity centers serving surrounding neighborhoods with retail,
services, civic uses, and higher density housing. A neighborhood center might typically
contain 80,000 to 120,000 square feet of commercial uses. A grocery-anchored mixed-
use development is a typical use for a neighborhood center. A conceptual mixed-use
neighborhood center for Sea Island Parkway and Lady’s Island Drive was designed at the
charrette and is detailed later in this section.
A grocery-anchored mixed-
use development is a typical
neighborhood center, which
may include retail, office, civic/
institutional and residential uses.



G-2 Framework Map
The G-2 sector contains denser, mixed-use
development at the scale of neighborhood
centers, indicated by the small (1/4
mile) circles, and suburban, residential
development at the scale of walkable
“traditional neighborhoods” shown in
orange.



FG 1.7 Growth Sector 3 (G-3): Neighborhood Mixed Use (G-3A)
& Corridor Mixed Use (G-3B)
The G-3 sector indicated in lighter and darker red (respectively), is intended to apply
along high capacity regional thoroughfares at major transportation nodes, or along
portions of highly-traveled corridors. G-3 land generally falls within areas for higher-
intensity regional-serving development, marked by the dark purple 1/2 mile radius
circles. Neighborhood Mixed-Use designations (G-3A) are intended for a mixture of uses
intended to serve the surrounding neighborhoods. Corridor Mixed-Use areas (G-3B)
are intended for a mixture of regional-serving commercial, residential, and institutional
Mixed-use town center destinations.
development
Care should be taken to limit the length of G-3 corridor developments to avoid the
creation of lengthy, undifferentiated linear strip development. Attention to local
geography and environmental conditions can assist in this definition, with special
attention given to areas in O-1 and O-2 sectors along water courses and near sensitive
lands.


The full-range of community types and uses are appropriate in the G-3 sector, including:
Mixed-use building in a regional
center with residential above retail ƒƒ single-family and multifamily residential
ƒƒ neighborhood-serving commercial uses (retail and office)
ƒƒ civic uses
ƒƒ traditional neighborhood developments
ƒƒ neighborhood centers
ƒƒ regional centers
ƒƒ industrial districts

FG 1.8 Regional Centers
Regional Centers are mixed-use activity centers with employment and commercial uses
that attract people from beyond the immediate neighborhoods and from surrounding
Regional centers contain a mixture
communities. These centers are appropriate for commercial and employment
of higher density commercial and
residential uses development as well as the area’s highest density housing. The area of these centers is
based on a 1/2 mile radius (a typical 10-minute walk)—the larger circles on the map.
Regional centers are envisioned for downtown Beaufort; the emerging city-county
government district at Ribaut Road and Boundary Street; around the hospital and
technical college campuses; at the intersection of SC 170 and SC 280; and around the
intersection of US 21/Boundary Street and Robert Smalls Parkway. These centers will
provide the highest concentrations of residential, employment, and commercial services
in the Plan area. Regional retail and commercial centers should be located exclusively
in the Regional Centers located along SC 280 and SC 170.

FG 1.9 Special District (SD): Industrial/Employment Centers
Industrial, warehouse, or
As regional employment centers, industrial districts also fall into the G-3 sector. Industrial
distribution-type building
development is shown around the existing Beaufort Commerce Park and in areas where
industrial and distribution facilities are currently located or approved for development by
current zoning.



G-3 Framework Map
The G-3 sector indicated in lighter and
darker red (respectively), is intended
to apply along high capacity regional
thoroughfares at major transportation
nodes, or along portions of highly-traveled
corridors. G-3 land generally falls within
areas for higher-intensity regional-serving
development, marked by the dark purple
1/2 mile radius circles. Neighborhood
Mixed-Use designations (G-3A) are
intended for a mixture of uses intended
to serve the surrounding neighborhoods.
Corridor Mixed-Use areas (G-3B) are
intended for a mixture of regional-serving
commercial, residential, and institutional
destinations.



FG 1.10 Growth Sector 4 (G-4): Downtown Beaufort
This sector is comprised of areas with existing development, with a relatively dense street
grid, and which are appropriate for redevelopment or additional development. These
areas are shown in the purple color on the Framework Map, which includes the historic
downtown.

This area is, in large respect, appropriate for redevelopment and new infill development
and well served with infrastructure (roads, utilities, etc.), and access to services and
amenities. Because this area is already well provided for in terms of urban services, it is one
of the most efficient and most attractive areas for redevelopment of underutilized land or
development of vacant parcels. It is also one of the best areas for development in terms of
minimizing new environmental impacts to natural areas since the area has been built upon
since Beaufort’s founding.

New town center buildings in Fort In-depth discussion of concepts for downtown development, redevelopment and infill
Mill, SC neighborhood development is included in later in this section. In general, however, the
following development types and uses are appropriate in the G-4 sector, continuing in the
historic pattern of mixed-use downtown development in Beaufort.
ƒƒ higher density single-family and multifamily residential
ƒƒ commercial uses (retail and office)
ƒƒ vertically mixed-use development
ƒƒ civic uses
ƒƒ light industrial uses



G-4 Framework Map
This sector is comprised of areas
with existing development, with a
relatively dense street grid, and which
are appropriate for redevelopment or
additional development. These areas
are shown in the purple color on the
Framework Map, which includes the
historic downtown.



FG 2.0 | Urban Service Area Expansion and
Annexation
The challenge in Beaufort County with the development of land in areas remote from
existing cities is the lack of adequate and efficient urban service delivery options. At
present, these urbanized, or rather “suburbanized” areas are often served by a number of
overlapping layers of government and public service providers. The resulting patchwork
quilt of fragmented service delivery has often led to confusion, frustration, and in some
cases a waste of collective resources.

So the question is then posed as to how best to serve the Urban Growth Boundary as
defined by the Northern Beaufort County Regional Plan. With the presence of the Air
Station and Laurel Bay base housing, substantial water and sewer infrastructure (both
on-base and off ), and new schools near the Whale Branch, in many respects a portion
of this area is already urbanized areas with adequate infrastructure. But between the
current primary service area (the area within the City limits that receive the typical urban
services such as police, fire, garbage collection, etc.) and Laurel Bay and the undeveloped
Clarendon and McLeod tracts there is a large expanse of generally undevelopable land (the
AICUZ boundary).

A fundamental premise of this plan is that there exists sufficient land within close
proximity to the service area as well as redevelopment opportunities to allow for more
than twenty years of growth for the city. As noted, the area defined loosely as that area
north of the Albergotti Creek is potentially a 50 year growth area for Beaufort. In fact, it
is both large enough relative to the current municipal limits of Beaufort and sufficiently
developable enough to be incorporated as its own community if there is a desire to
develop it to its fullest extent in the next generation.

FG 2.1 Annexation areas should be contiguous to the primary service area or within a
maximum of 2 miles. Note that the criteria is the “service area” and not other
incorporated parcels that are also remote to the primary service area. [Code]

FG 2.2 The provision of municipal services to previously annexed tracts or tracts beyond
the 2 mile boundary shall be subject to adequacy and availability of municipal
services. In the event that it has been determined that such services cannot be
extended efficiently, the tracts may need to either offset the incremental capital
and operating costs of service delivery or delay development until such time as
adequate services are available. [Code]

FG 2.3 Explore a service delivery model that employs a metro-like structure. As noted, the
patchwork quilt of service delivery in the Urban Growth Boundary is extremely
inefficient. In addition to requiring more efficient development patterns, the city
and its regional partners should explore a framework of urban service delivery
that ensures an adequate, consistent, and equitable level of service for urbanized
areas. The most successful metro service agencies are those that are able to break
down the jurisdiction barriers and focus on the efficiency of service delivery to
the end user. [$] [O] [On-going]



Extension of Municipal service Area by 2 Miles
(maximum recommended Distance)

The build-out of this area could
increase the current population
by more than 250% to more
than 30,000 residents, not
including other scattered infill
and redevelopment, making it
as large as the current full-time
populations of Hilton Head,
Myrtle Beach, or Florence.

Developable neighborhood areas appropriate for growth
Each circle represents approximately 125 acres of developable land (or land ripe for redevelopment). At a
minimum average of 4 units/acre across the 2000+ acres shown, this would yield an opportunity for at least 8,000
new housing units with a potential population of at least 18,560 (at 2.32 persons per household). Note that this
does not include the infill and redevelopment opportunities within the existing city limits.



FG 3.0 | Incremental Growth using the
neighborhood unit
Research over the past decade has shown that the average comfortable walking distance
for Americans is approximately a quarter-mile or a 5-minute walk. Public health studies
(e.g. Dannenberg, Jackson, Frumkin, and Schieber, “The Impact of Community Design
and Land-Use Choices on Public Health: A Scientific Research Agenda”) also show
that walking regularly can provide substantial health benefits, especially if walking is
incorporated into the routines and trips of daily life. Many suburban residential layouts,
Cul-de-sac Neighborhood
even if sidewalks are provided, often do not provide either a safe or attractive walking
environment.

By contrast, the most interesting walks (and therefore those that are undertaken regularly)
either have a clear destination—as opposed to just walking around—and/or provide a lot
of visual interest and the opportunity for casual social interaction with neighbors. The
second diagram (bottom right) shows how a traditional development pattern can provide
both destinations and visual interest within the neighborhood and thus maximize the
opportunities for walking regularly, with all its health benefits.

Traditional Neighborhood Each traditional neighborhood within the quarter-mile radius circle would, in its “pure”
form of mixed housing types at higher densities for smaller households as well as families,
normally house 1,700 or more homes (3,740 residents) at an average density of at least six
dwellings per acre. (This is a mix of single-family detached, town homes and apartments).

Cul-De-Sac Neighborhood model Traditional Neighborhood Model
Limited Connectivity (and limited mix of uses): The diagram of the quarter- Connectivity and a mix of neighborhood-serving uses: The concept includes
mile radius (5-minute walk; 125 acres) circle superimposed on the typical playground, parks, school, neighborhood retail; and 1700 housing units
suburban subdivision plan shows how walking is difficult without a pattern of at approximately 6 units/acre. This preferred neighborhood design has
connected streets or any variation in the environment to provide destinations an identifiable center organized around a small public square or green, a
or a variety of experience. Because of numerous cul-de-sacs, much walking connected network of local, slow-speed streets, and a pattern of collector streets
has to be done on the busier collector streets that connect, and thus pedestrians and preserved open space along its boundaries. Certain collector streets might
have to deal with higher speed traffic and higher traffic volumes. become the location for denser, mixed-use development as neighborhood
centers within the overall G2, G3 and G4 sector designation.



FG 3.1 Require Incremental Growth to be Medium to High Density and Utilize the Traditional
Neighborhood Unit. As truly low density growth is not a viable option for the
economical provision of urban services, it is expected that new development
annexed into the City is at least 6-10 units per net acre with a strong preference
for even higher densities (12-20 units per net acre) where environmental
conditions allow. At these density thresholds, the most efficient and preferred
pattern is that of the neighborhood unit. The Neighborhood Unit is the most
adaptable development type that can accommodate a wide variety of housing
types with mixed-use development with a coherent network of streets and usable
public spaces. [Code]

The burton Neighborhood using the Neighborhood Unit for
growth and Redevelopment
Like the Developable Neighborhood Areas diagram on previous page, this graphic illustrates the expansion of the
City in neighborhood increments. Using a loose network of streets that are reflexive to the geographic conditions
and strategically-placed compact development, there is clear opportunity for thousands of new homes and related
commercial development adjacent to the current urban service boundary.



FG 4.0 | Update the UDO
A form-based code seeks to prescribe the physical design of buildings and infrastructure
while permitting a greater flexibility in the use and activity. These codes recognize that
many of our most cherished neighborhoods and downtowns were constructed during a
period before zoning. As such, these areas have been much more adaptable to changes
in demographics, retail trends, and technology (i.e. telecommuting) than new suburban
subdivisions with rigid setbacks, narrow use requirements, and overbearing restrictive
covenants that typically promote monotony and predictability.

The current Unified Development Ordinance (UDO) is a well-organized, readable,
concise ordinance that includes a number of form-based elements including the Boundary
Street guidelines as well as certain design standards for various “Design Districts” and the
Alternative Residential Development Option.

Dozens of recommendations regarding the implementation of specific design/form-based
standards or other regulatory initiatives are found throughout this Plan. These range
from the revision of certain historic district review guidelines consistent with the adopted
Historic Preservation Plan to the complete reconstruction of the current ordinance as a
form-based code. Additionally, there are specific recommendations made that incorporate
context-sensitive/location-specific standards that move away from generalization of
standards to a carefully calibrated ordinance.

FG 4.1 Update the UDO as a Complete Form-Based Code. Through the years, the City
has added important form-based standards to the ordinance including the 50+
page Boundary Street. Noting the numerous recommendations in this Plan
and other recently adopted plans for key regulatory changes as well, the time is
right to give the ordinance a complete update. Unlike many ordinances today,
most of the current standards for the City of Beaufort are perfectly acceptable
but simply need clarification, new graphics, or more appropriate placement in
proximity to similar standards. Ideally, this update would be complete in concert
with Beaufort County and the Town of Port Royal to ensure predictability
and consistency across the jurisdictions charged with implementing the North
Beaufort County Regional Plan. [Code]

FG 4.2 Clarify Design Intent and Reduce Subjectivity. There
For a community to be successful in implementing are numerous design standards found throughout the UDO
smart growth, its vision, objectives, and actions must that range from clear and descriptive to vague and confusing.
be embraced by the private sector. The private sector As a result, the review boards have been vested with the
is crucial to supplying the large amounts of money and interpretation of these standards often with little additional
construction expertise needed to meet the growing guidance in the UDO as to the specific intent of what the
demand for smart growth developments. If investors, design standard is seeking to achieve. From the extensive use of
bankers, developers, builders, and others do not earn the word “should” rather than “shall” (See Section 6.6-Design
a profit, few smart growth projects will be built. Districts) to the incorporation of complex prescriptions like
Fortunately, government can help reduce barriers to the sky exposure plane in 6.5K.11 that is undefined and in
profitable smart growth development practices. Since need of a graphic to better describe it. Most importantly, the
the development industry is highly regulated, the value goal should be so establish a consistent level of detail in all
of property and the desirability of a place are determined requirements. There have been numerous additions written
in large part by government investment in infrastructure by a number of different consultants with different structural
and by government regulation. approaches. A complete update would unify this language.
[Code]
— from Getting to Smart Growth, www.smartgrowth.org



FG 5.0 | Make the Development Process Predictable
There are many opportunities to streamline the development review and approval
process in Beaufort and in so doing increase one of the City’s greatest opportunities for
leverage. Once development regulations are crafted that meet the City’s Comprehensive
Plan objectives, the ability to provide expedited and administrative review and approval
processes will provide a great incentive for projects to meet Beaufort’s goals. At present,
not including building permitting, Beaufort-Jasper Water and Sewer Authority Review,
as well as any required reviews by state or national permitting authorities there are six
review agencies, boards, or commissions that might express comments or pass judgement
on a development application. This has led to a confusing and perceived cumbersome
development review process that many have cited as reasons why infill and redevelopment
has been so difficult in the City. Below is a summary description of each entity and their
specific mission or authority:

Technical Review Committee: Appointed by the City Manager, this committee includes
the Administrator (Planning Director), the Building Official, and any other City staff
professional that Manager deems necessary for professional review. The Administrator
serves as the chair and is responsible for all final decisions of the Committee. The
Committee reviews and approves all Minor Subdivision Plats and Final Plats.

Joint Municipal Planning Commission: The City of Beaufort/Town of Port Royal Joint
Municipal Planning Commission ( JMPC) is a five-member board. Three of the members
are appointed by the City Council; two members are appointed by the Town of Port
Royal Town Council. After two years, the membership changes to three members from
Port Royal and two members from the City of Beaufort. The JMPC has the following
powers and duties:
• Prepare and periodically revise the comprehensive plan;
• Review and take action on street names;
• Review and take action on cluster development;
• Review and make recommendations on Planned Unit Development master plans;
• Review and make recommendations on public projects;
• Review and make recommendations to the City Council in regard to amendments to
the text of the Unified Development Ordinance;
• Review and make recommendations to the City Council in regard to amendments to
the Official Zoning Map; and
• Review and approve preliminary subdivisions plats for Major Subdivisions.

Design Review Board: The City of Beaufort Design Review Board (DRB) is a five-member
board composed of an architect, a landscape architect, a civil engineer and two at-large
representatives. The Design Review Board reviews applications for development within
the Development Design Districts for compliance with the standards and guidelines of
the Unified Development Ordinance except for those applications where that authority
has been delegated to Staff. It is the purpose of such review to determine, in a cooperative
fashion with the applicant, whether the proposed plan meets the guidelines and other
standards of this district. The DRB also reviews and approves Master Sign Plans for new
development. Planning Staff serves as support for the DRB.

Historic District Review Board: The City of Beaufort’s Historic District Review Board
(HRB) is charged with the mission of aiding in the preservation, protection and
enhancement of the Beaufort National Historic Landmark District. The Board reviews
the following types of activities within the District:
• New construction and additions



• Demolition; and
• Renovation, rehabilitation, restoration.

Redevelopment Commission: The Beaufort Redevelopment Commission is a separate and
distinct body politic of the State of South Carolina. The Commission is charged with
researching and recommending redevelopment projects within the City of Beaufort,
coordinating, reviewing, and recommending redevelopment plans for projects to City
Council, facilitating negotiations necessary for the execution of redevelopment plans, and
overseeing project implementation.

Tree Board: The City of Beaufort Tree Board is a five-member board created to study,
investigate, counsel and develop and/or update annually, and administer an urban forestry
management plan. The Tree Board also serves as the appeal body for tree removal
applications. The members of the Tree Board serve a three year term. A City Council
member is appointed as a liaison with the Tree Board. The City’s Public Works Staff
supports the Tree Board.

Zoning Board of Appeals: The Zoning Board of Appeals (ZBOA) is a five-member board
and has the following powers and duties:
• To hear and decide Appeals where it is alleged there is error in a decision or
requirement made by an Administrative Official in the enforcement of the Unified
Development Ordinance (UDO);
• To permit uses by Special Exception subject to the terms set forth in the UDO;
• To hear and decide requests for Variance from the requirements of Chapter 4 of the
City of Beaufort Code of Ordinances, Floodplain Regulations; and
• To hear and decide requests for Variance from the requirements of the City’s
UDO when strict application of the provisions of the Ordinance would result in
unnecessary hardship.

FG 5.1 Consider Streamlining the Permitting Process for Development Applications that
are Compliant with the UDO and this Comprehensive Plan. Section 6.6 - Design
Districts of the UDO notes that “the intent of these regulations is not to stifle
innovative or creative development; rather, the intent is to protect and enhance
the City’s unique aesthetic character and encourage development which is
harmonious with the natural and man-made assets of the Lowcountry.” The
best intent can often be mired in interpretation when a citizen board reviews a
development application for compliance or conducts a public hearing at which
the neighborhood is asked to express their opinion on the proposed change. This
is not intended to exclude public comment but rather to avoid excessive costs
and time delays for projects that are otherwise compliant with adopted plans and
codes. In addition, it should be noted that continued interaction with MCAS-
Beaufort will be essential particularly for those projects in or near the AICUZ
boundary. [Code]

FG 5.1 Consider Consolidation of some Boards/Commissions. The high number of boards
and commissions that are involved in development review is administratively
challenging to support with a small number of professional city staff. In addition,
there are clear overlaps and redundancies in the types of applications that various
boards review as well as the expertise that is required of the volunteers. An
obvious consolidation to consider is the Design Review Board and the Historic
District Review Board but there are also some function that the Tree Board
oversees that could be better managed by the Zoning Board of Appeals or the
Technical Review Committee. [Code]


l o o k i n g bac k : 2 0 0 7
county
comprehensive
plan

In 1994, the State of South
Carolina adopted the Local
Government Comprehensive
Planning Enabling Act, which
required for the first time that
all counties and municipalities
regulating land use adopt a
Comprehensive Plan.

In 1997, Beaufort County
was the first county in
South Carolina to adopt a
Comprehensive Plan pursuant
to this legislation. Since the
adoption of this plan, Beaufort
County has not only taken
steps to implement that plan
through its Zoning and
Development Standards
Ordinance (ZDSO), but has
engaged in both neighborhood
and inter-jurisdictional
planning efforts and in
innovative programs to put
into action the policies of its
1997 plan.

The policies and
recommendations of the
2007 County Comprehensive
Plan produced this map for
Northern Beaufort County.

Source: Beaufort County
Comprehensive Plan 2007


C h apter si x : Nat u ral I n frastr u ct u re

Key to Action Items



Code Change Only

[$$] [O+C] [Private] [6-10] [Code]
[1-5] [6-10] [11-15] [16-20] or On-going


6
N
natural
infrastructure
etworks of preserved open space and waterways can shape
and direct urban form and at the same time prevent Key Recommendations
haphazard conservation (conservation that is reactive and small NI 1.0 Protect and Improve Water Quality
scale). These networks, known as “green infrastructure,” help
frame new growth by locating new development in the most NI 2.0 Conserve Water
cost-efficient places. . .Green infrastructure also ensures that the
NI 3.0 Conserve Open Lands
preserved areas are connected so as to create wildlife corridors,
preserve water quality, and maintain economically viable work- NI 4.0 Protect and Expand the Urban Tree Canopy
ing lands.

— from Getting to Smart Growth, www.smartgrowth.org

The natural features and resources of the City of Beaufort
are key factors to the nationally recognized quality of
the character and environment of Beaufort. Residents of
Beaufort have an immense pride in their City and recognize
the importance of the natural environment that surrounds
them. They also recognize that these assets are increasingly
in danger of deterioration due to the expanding growth
of Beaufort County. As the oldest developed portion of
Beaufort County, Beaufort has watched nearby areas become
heavily developed in a matter of decades. The economic KEY PRINCIPLES
benefit and potential of this growth is appreciated, but must
also be weighed against negative impacts to environment 3 | Natural Infrastructure
and culture. In the midst of future growth and development, We must protect our environmental resources as
the City of Beaufort should continue to protect its heritage,
fundamental to the natural ecosystem and our quality
environment, and thus the quality of life enjoyed by its
residents.
of life. We will utilize innovative and context-sensitive
solutions to conserve and protect our natural resources
Based on public feedback from discussions with stakeholders including our salt marshes, marsh islands, coastal waters,
prior to and during the charrette and from the public survey, and marine resources; trees, forests, and wildlife habitats;
there are two primary areas of concern for Beaufort’s natural beaches and dunes; and open space preservation.
infrastructure:
15 | Resource Efficiency
1. Focus on Water Quality & Water Availability We will manage our consumption of renewable and non-
2. Protect Trees renewable resources including energy and water and will
continue to reduce our total waste stream. In addition we
These two elements form the backbone of environmental
will be supportive of community activities that promote
issues in the lowcountry and must be protected in a manner
which continues our visual heritage.
resource efficiency and the production of alternative energy
and innovative water use and protection practices.


six: natural infrastructure

Natural Infrastructure
NI 1.0 | Protect and Improve Water Quality
Though great in size and volume, many waters in and around Beaufort are also fragile
and susceptible to many of the development actions that occur on the islands and
the mainland. The South Carolina State Department of Health and Environmental
Control (DHEC) has closed approximately 31,500 acres of Beaufort County shellfish
waters to shell fishing. The effect of development and human activity on the quality of
certain waters in Beaufort County is well documented. Pollution and the potential for
pollution is a serious threat to all water resources in the County and is an issue of specific
importance to areas of high development such as the City of Beaufort.

One of the largest contributors to water pollution is non-point source pollution. Non-
point source pollution is the process of storm water runoff carrying pollutant particles
from a variety of locations including construction sites, parking lots and rooftops into
streams, rivers and lakes. Factors that affect storm water runoff and non-point source
pollution are generally development related. With an increase in development, there is an
increase in the amount of impervious surface area, those areas such as pavement or roofing
which do not allow for filtration of storm water. These impervious surfaces cause storm
water to drain more directly into streams and rivers allowing unfiltered storm water which
would have been filtered out through the natural landscape, to be transported into water
resources thus increasing overall levels of pollution.

In addition to carrying pollutants into water resources, excessive storm water runoff that
is not polluted can be damaging to the fragile plant and animal life of wetland areas.
Freshwater runoff into saltwater estuarine areas can reduce water salinity to levels that
reduce biodiversity and encourage fecal coliform growth. This excessive storm water
runoff is generally attributed to poor patterns of development. Measures to reduce the
amount of impervious surface in development and to encourage the natural filtration of
storm water runoff can be used to reduce levels of non-point source pollution.

The same impacts on rivers and streams also cause degradation of wetlands. The general
definition of “wetland” includes any land area that is annually covered in water for a
period of time and which is able to foster the growth of plant or animal life specific to a
wetland environment. Wetland areas in the United States were routinely drained to allow
for development until the Federal Government began to promote these areas as valuable
assets to the natural environment. The Federal Government’s section 404 legislation is
currently in place to protect wetland areas from the damaging effects of development to
their sensitive environment.

The proposed action items seek to consolidate efforts to protect what is, perhaps,
Beaufort’s most important resource. It is the source of food, drinking water (in a general
sense) and recreation for the region and its stunning visual character and general
accessibility is one of the highest ranking elements for the community’s growth and
related tourism.

NI 1.1 Cooperate with the Northern Beaufort County Local Governments to Adopt
a Transect-Based Stormwater Best Management Practices (BMP’s) Manual.
Traditionally, stormwater management has dealt with controlling the quantity
of runoff from a site in order to avoid flooding downstream properties. In 1998,
Beaufort County adopted the Stormwater Best Management Practices (BMP)
manual which has specific attenuation standards for two types of pollutants –
nutrients (phosphorus) and fecal coliform bacteria. This measure of stormwater
protection, however, does not protect against specific pollutants that impair



water quality and threaten shellfish beds. The application of a universal standard
may be counter-productive to the other priorities of this plan. For example, in
areas that the City wants to direct and encourage growth and development,
such as downtown and in identified mixed-use centers, different standards for
impervious surface ratios and similar factors may be appropriate. Therefore
BMP requirements, like all requirements, should be modified to fit the various
development contexts in the City’s jurisdiction, based on the Rural-Urban
Transect. [$] [O] [1-5]

NI 1.2 Revise Current Development Regulations to Require/Incentivize Low Impact
Development Using the Light Imprint Handbook. The current UDO requirements
should be evaluated against local environmental and Smart Growth goals. For
example, natural detention and retention systems for storm water flows in
parking lots should be prioritized over curb and gutter. Beaufort should also
consider requiring landscaped areas to be used for storm water retention or
giving credit for such. Light Imprint is a planning and development strategy
that emphasizes sustainability, pedestrian-oriented design and increased
environmental and infrastructure efficiency while reducing a communities’
construction expenses. The initiative coordinates over sixty tools and resources
that are keyed to local climates. [$] [O] [1-5]

The Ahwahnee Principles for sustainable water practices
1. Community design should be compact, mixed-use, available to absorb storm water, reduce polluted urban
walkable and transit-oriented so that automobile- runoff, recharge groundwater and reduce flooding.
generated urban runoff pollutants are minimized, and
the open lands that absorb water are preserved to the 6. Dual plumbing that allows graywater from showers,
maximum extent possible. sinks and washers to be reused for landscape irrigation
should be included in the infrastructure of new
2. Natural resources, such as wetlands, floodplains, development.
recharge zones, riparian areas, open space and native
habitats, should be identified, preserved and restored 7. Community design should maximize the use of
as valued assets for flood protection , water quality recycled water for appropriate applications including
improvement, groundwater recharge, habitat and outdoor irrigation, toilet flushing, and commercial and
overall long-term water resource sustainability. industrial processes. Purple pipe should be installed
in all new construction and remodeled buildings in
3. Water holding areas, such as creek beds, recessed anticipation of the future availability of recycled water.
athletic fields, ponds, cisterns and other features
that serve to recharge groundwater, reduce runoff, 8. Urban water conservation technologies such as
improve water quality and decrease flooding should be low-flow toilets, efficient clothes washers, and more
incorporated into the urban landscape. efficient water-using industrial equipment should be
incorporated in all new construction and retrofitted in
4. All aspects of landscaping from the selection of remodeled buildings.
plants to soil preparation and the installation of
irrigation systems should be designed to reduce water 9. Ground water treatment and brackish water
demand, retain runoff, decrease flooding and recharge desalination should be pursued when necessary to
groundwater. maximize locally available, drought-proof water
supplies.
5. Permeable surfaces should be used for hardscape.
Impervious surfaces such as driveways, streets, and For more info see: water.lgc.org/ahwahnee-water-principles
parking lots should be minimized so that land is



NI 1.3 Develop Regional/Small Area Storm Water Plans. Stormwater management on a
site-by-site basis for certain areas, particularly in areas that are already developed,
may be counter to goals for compact development. Incentives for on-site storm
water management and/or public participation in such may be appropriate in
these areas. (See table on next page) [$] [O] [1-5]

NI 1.4 Implement the recommendations of the Beaufort County Special Area Management
Plan (SAMP). Much of the local efforts and initiatives that address water
quality and environmental protection in the last seven years are a direct result
of the Beaufort County Special Area Management Plan (SAMP) and its
recommendations. The SAMP, initiated in 1999, encompassed a wide range
of topics and activities ranging from more advanced stormwater controls,
wastewater management, and water quality monitoring, to public education and
outreach. [$] [O] [On-going]

NI 1.5 Adopt Baseline Standards for Critical Line Setbacks and Natural Vegetative Buffers.
Currently Beaufort County requires a 50-foot wide natural vegetative buffer for
single family houses and a 100-foot wide buffer for all other uses. The City of
Beaufort has a 30-foot requirement for single family residential development
and an average buffer width of 50 feet with a minimum of 35 feet is required for
multi-family and commercial development. As noted in the Northern Beaufort
County Regional Plan (p. 59): “One criticism of vegetative river buffer standards
is that they would preclude the development of regional attractions such as the
Waterfront Park in Beaufort.” Using a combination of a context-sensitive and
Transect-based approach the City should adopt revised critical line setbacks and
natural vegetative buffers as follows:

• Framework Plan Sectors O-1, O-2, GR-1, G-1, G-2 and SD: Use the
current County baseline standard.
• Specific Critical Areas (headwaters of local waterways, low-lying areas
and the ACE Basin): Adopt a common River Quality Overlay District
Ordinance to address such concerns such as setbacks, vegetative buffers
and appropriate impervious surface cover limits to minimize impacts of
development to salt water marshes.
• Framework Plan Sectors G2 and G3: Incorporate the increased County
standards to the extent practical but priority should still be given to the
built environment if doing so enhances the community’s enjoyment of the
waterfront subject to the establishment of guidelines that must be met
to relieve such requirements. No such exceptions should be granted on
waterways classified as ORW (Outstanding Resource Waters) and SFH
(Shellfish Harvesting Waters) by the South Carolina Department of Health
and Environmental Control (DHEC). Stormwater management must be
designed to compensate for the reduction or elimination of the natural
vegetative buffer and increase in the amount of impervious surfaces.
• Framework Plan Sector G4: The Downtown core should permit uses in
close proximity or adjacent to the OCRM critical line.

(Note: Environmental studies have determined that water quality benefits are
maximized with 50-foot buffers, but that other benefits including improvements to
wildlife habitat, air quality, bank stabilization, etc. accrue to wider buffers. As noted
above, buffer standards should be appropriate to the proposed land use context—
wider in some areas and narrower in some areas, with guidelines for mitigation. )
[$] [O] [1-5]



Stormwater BMP Urban/High Density Suburban/Urbanizing Rural and
Strategies Settings Areas Conservation Areas
Watershed-wide Transfer of development Regional park and open space Regional planning, use of
or regional rights, watercourse restoration, planning, linking new transit anti-degradation provision
strategies participation in regional investments to regional system, of Clean Water Act,
stormwater management participation in regional sending areas for transfer
planning/infrastructure stormwater management of development, watershed
planning/infrastructure wide impervious surface
limits, water protection
overlay zoning districts,
water supply planning and
land acquisition

Design strategies Transit districts, parking Infill, greyfields Regional planning, use of
reduction, infill, improved use redevelopment, parking anti-degradation provision
of curb side parking and rights- reduction, policies to foster a of Clean Water Act,
of-way, brownfields, urban connected street system, open sending areas for transfer
stream clean-up and buffers, space and conservation design of development, watershed
receiving areas for transfer of and rural planning, some wide impervious surface
development impervious surface restrictions, limits, water protection
stream restoration and buffers, overlay zoning districts
targeted receiving areas for
transfer of development,
mixed-use developments
Infrastructure Better use of gray Priority funding areas to direct Smart growth planning for
infrastructure: repair and development, better street rural communities using
expansion of existing pipes, design, infrastructure planning onsite systems
installation of stormwater to incentivize smart growth
treatment, fix it first policies, development, improve street
improve street and facilities and facilities maintenance
maintenance
Low impact Ultra-urban LID strategies: Swales, infiltration trenches, Large scale LID: forest
development (LID) high-performing landscape micro-detention for infill protection, source
or better site areas, retrofitting urban parks projects, some conservation water protection, water
design strategies for stormwater management, design, retrofitting of parking protection overlay zoning,
micro-detention areas, urban lots for stormwater control conservation, aquifer
forestry and tree canopy, green or infill, tree canopy, green protection, stormwater
retrofits for streets retrofits for streets. Depending wetlands
on location, larger scale
infiltration.
Structural Best Commercially available Rain barrels, bio-infiltration
management stormwater control devices, techniques, constructed
practices (BMPs) urban drainage basins, wetlands
repair of traditional gray
infrastructure
Strategies for Bio-infiltration cells, rooftop Disconnecting downspouts, Green roofs, housing and
individual rain capture and storage, green roofs, programs to site designs that minimize
buildings and sites green roofs, downspout reduce lawn compaction, bio- soil disruption
disconnection in older infiltation cells, rooftop rain
residential neighborhoods, capture and storage
programs to reduce lawn
compaction, stormwater inlet
improvements

A series of Stormwater Best Management Practices (BMPs) organized according to development context. The above table is from Using Smart Growth
Techniques as Stormwater Best Management Practices, by the Environmental Protection Agency. The full manual can be found at www.epa.gov/smartgrowth/
pdf/sg_stormwater_BMP.pdf.



NI 1.6 Develop a Specific Water Quality Management Plan for the Battery Creek Watershed.
The City of Beaufort is primarily a watershed for the Port Royal Sound and
area marshes. Though these waters are not sources of drinking water for any
municipality, Port Royal Sound’s surface water quality, and that of the Beaufort
River and other rivers draining into the sound are affected by watershed activity.
Levels of pollution in these bodies of water can rise as development allows more
unfiltered runoff to enter streams and rivers. Thus, the watershed does not
An example of a bio-retention affect the potable water source, but does have an impact on the quality of the
area in a mall parking lot in
Charlotte, NC. The curb cuts allow
environment. [$] [O] [6-10]
stormwater to enter the retention
area. NI 1.7 Enforce Measures Against Unapproved Dredging of Waterways. Work with the
Army Corps of Engineers to improve enforcement of unapproved dredging of
waterways in the Beaufort area. [Army Corps of Engineers]

NI 1.8 Consider the Reestablishment of a Natural Connection Between Battery Creek and
Albergotti Creek. The severing of the connection between Battery Creek and
Albergotti has reduced the amount of oxygenated water to the marsh lands that
form the headwaters of Battery Creek. The reconnection of these two bodies of
Constructed wetlands used as a water will restore the natural circulation patterns thereby increasing biological
stormwater management control life and potentially reducing flooding incidents. The most logical location for the
measure
reconnection is near the Beaufort Town Center to the marsh to the west of the
County Government Center. [$$$$] [O + C] [20+]

NI 1.9 Adopt Baseline Standards for the Protection of Freshwater Wetlands. Research shows
Image Source: NCSU

that wetlands contribute to numerous ecological processes and are invaluable
resources to an area. Wetlands in the City of Beaufort are a part of the ecosystem
of coastal waters and tidelands which is recognized by the State of South
A demonstration of how water is Carolina as an extremely valuable natural resource for the people of the state.
being absorbed with pervious pavers With the current condition of Federal and State wetlands protection, the role

Stormwater Regulations to encourage infill
Developers in urban areas are finding that requirements stipulating that stormwater be managed on the project site are a
barrier to redevelopment and construction of infill and more compact projects. Land for onsite stormwater management is
often not available or is prohibitively expensive. In addition, codes that limit the amount of impervious surface that can be
built on a site discourage both development in urban areas and compact development.

Fortunately, there are innovative options that foster redevelopment and control stormwater. In 2002, the city of San Diego
adopted a policy of allowing infill redevelopers to share in the cost of stormwater abatement in lieu of onsite mitigation.
Instead of requiring treatment of each individual project, the Standard Urban Stormwater Mitigation Plan allows developers
to contribute to stormwater mitigation that serves the entire drainage basin. Engineers estimate that individual development
projects can achieve savings of up to $40,000 by participating in a shared stormwater control program. The Low Impact
Development Center, a nonprofit organization dedicated to protecting water resources through site-design techniques,
is sponsoring research on low-impact development techniques that require less space. One technique is the use of soil
amendments that allow compact landscaping to absorb and hold stormwater without causing flooding or damage to adjacent
buildings.

The possibility of offsite mitigation makes smaller infill projects more feasible and provides an opportunity to locate
mitigation facilities in a way that can serve multiple projects. In return for offsite mitigation, jurisdictions could increase
allowable densities in downtown and designated areas. In such a case, the municipality would become accountable for
maintaining water quality in that particular basin.
Excerpted from Getting to Smarth Growth II (SGN, 2003)



of local governments is vital to protecting small, “nonjurisdictional” wetlands.
Beaufort County has wetland protection regulations which allow fill for non-
tidal wetlands less than one acre in size and require mitigation. In cooperation
with the County, Port Royal, and Yemassee, the City should adopt new standards
to protect this valuable resource. [$] [O] [1-5]

NI 1.10 Monitor Groundwater Recharge Areas around the Marine Corps Air Station (MCAS)
to Prevent Pollution of Aquifer. Mapping of the cones of depression pertinent to
recharge of the Floridian aquifer indicates that the Marine Corps Air Station
(MCAS) covers a groundwater recharge area for the Floridian aquifer. It is
important that pollution be controlled in Beaufort where it may seep into the
groundwater supply and that the area be closely monitored for pollution. [$] [O]
[On-going]

Resource Efficiency
NI 2.0 | Conserve Water
Another concern for water resources in Beaufort is the supply of water for human usage,
or potable water. Though surrounded by water, Beaufort’s water supply is drawn from the
Savannah River and delivered to the city via an 18 mile canal and piping system developed
in 1963. A backup water system has existed which drew from wells to the Floridian
aquifer, but this system will not be relied upon in the future except as storage with
emergency reserves. This distant water source is currently the best option for Beaufort
as the increased tapping of the Floridian aquifer by highly developed areas in Beaufort
County such as Hilton Head Island is beginning to be problematic. Saltwater intrusion
into this freshwater source is causing the state to regulate the amount of water that can be
extruded from the aquifer and is forcing municipalities to seek alternate sources of potable
water. Like the surface waters of the coastal area, groundwater resources must be protected
from threats of pollution and saltwater intrusion. All water and wastewater services are
provided to the City of Beaufort by the Beaufort-Jasper Water and Sewer Authority
(BJWSA).

NI 2.1 Continue Implementation of Water Use Conservation Measures. BJWSA adopted a
water conservation plan in 2001 which is primarily intended to encourage wise
use of water throughout the year. The regulation adopted by the BJWSA Board
grants BJWSA the power to regulate water usage in extreme drought or water
shortage situations and to levy fines against offenders. Though under normal
circumstances Beaufort has an ample water supply and little water shortage, it is
important to educate the public about basic water conservation methods for the
long term sustainability of a quality water supply. BJWSA has a Drought Plan
and regulations in place should the need arise. [BJWSA]

NI 2.2 Expand Use of Reclaimed Water. Known as “purple pipe” because of the use of
purple-colored PVC pipe to differentiate it from regular white water lines, this
type of system delivers inexpensive, non-potable water (not suitable for drinking)
that is appropriate (and approved) for landscaping irrigation. BJWSA’s Port
Royal Island Water Reclamation Facility processes sewage into water that is
suitable for additional use. Filters, chemicals, and bacteria separate solids from
liquids in the facility. The resulting sewage water is treated at the higher standard
and disinfected with ultraviolet radiation technology to kill bacteria and viruses.
This plant currently provides approximately 1.0 MGD (million gallons per day)
to Secession Golf Club on Lady’s Island for use in their primary irrigation. With



primary distribution lines to both Port Royal Island and Lady’s Island, BJWSA
is very interested in expanding this system throughout the area. The City will
continue to support this expansion through education, advocacy, and regulation
as appropriate. [BJWSA]

NI 2.3 Encourage Low-Water Usage/Drought-Tolerant Landscaping (Xeriscaping).

Image Source: www.bluerideecoshop.com
Landscape irrigation is a large consumer of water. And while saltwater or
brackish water is generally prevalent in Beaufort, freshwater is in high demand,
particularly in the summertime. Xeriscapes (a technique developed by the Denver
Water Department in 1981) use drought-tolerant grasses, shrubs, trees and other
plants that adapt well to the Lowcountry’s hot climate in the landscape. Properly
maintained, a xeriscape can easily use less than one-half the water of a traditional
landscape. [$] [O] [On-going]
A rain barrel for harvesting
stormwater from a standard gutter
system NI 2.4 Encourage Rainwater Harvesting/Water Recycling On-Site. Rainwater harvesting
techniques can provide a free, higher-quality source once the initial investment
in collection and storage systems is recouped. The parts of a complete system
include the catchment area (a roof ), a rainwater conveyance system (gutters and
downpipes), holding vessels (cisterns), a roof-wash system (usually the first 10
-20 gallons of rain are diverted from the cistern), a delivery system (pumps) and
a treatment system (filters and/or purifiers). Systems can be custom designed and
built or purchased as a package. Uncoated stainless steel or galvanized steel with
a baked-enamel finish that is certified as lead-free are considered the best choices
for rainwater catchment. The basic home system is a rain barrel attached to an
existing gutter system and costs approximately $120-$150 each. [$] [O] [On-
going]

NI 2.5 Encourage Use of High Efficiency Bathroom Fixtures. Toilets are by far the main
source of water use in the home, accounting for nearly 30 percent of residential
indoor water consumption. Toilets also happen to be a major source of wasted
water due to leaks and/or inefficiency. WaterSense, a program sponsored by the
U.S. Environmental Protection Agency (EPA), is helping consumers identify
high performance, water-efficient toilets that can reduce water use in the home
(up to 20 percent less water than the current federal standard) and help preserve
the region’s water resources. EPA estimates that a family of four that replaces its
home’s older toilets with WaterSense labeled models will, on average, save more
than $90 per year in reduced water utility bills, and $2,000 over the lifetime of
the toilets. [$] [O] [On-going]



NI 3.0 | Conserve Open Lands
According to the 2003 Open Space Master Plan, “open space provides numerous benefits
and is a vital, component of any healthy community. By permanently protecting open
space areas, the City of Beaufort will help safeguard the quality of life and beauty of
the City. Open Space serves many important functions in a community by providing
recreational and educational opportunities, public access to the water, increased mobility,
and natural resource protection and pollution mitigation. Preservation of open space also
aids in economic development, fosters civic pride and contributes to a high quality of life.

Open space also provides invaluable protection to delicate environments and ecosystems.
The Lowcountry is a major producer of shrimp, shellfish and finfish, which is a vital
part of the local economy. Beaufort County provides a third of South Carolina’s fisheries
harvest, almost half of the state’s Blue Crab harvest, more than a third of the state’s
shrimp harvest and a quarter of the states oyster and shellfish harvest. Studies have
shown a strong correlation between the quality of inter-tidal wetland areas and shrimp
yields.1 Additionally, The Lowcountry is home to some of South Carolinas only saltwater
wetlands, more than 90 percent of wetlands statewide are freshwater. As a relatively rare
phenomenon, saltwater wetlands provide unique habitat for estuarine life forms. These
wetlands are an important link in the natural ecosystem providing nurseries for small
organisms and shellfish, as well as habitat for larger coastal animals. The freshwater
marshes found in the City provide natural reservoirs for stormwater drainage and habitats
for birds and other wildlife.

Protecting open space, both private and public, is also a critical component to preserving
biodiversity. Much of the habitat needed to conserve biodiversity is on found on private
land. According to data collected in various parts of the United States, as much as 15 to 30
percent of the land in any state must be protected in order for biodiversity conservation
to succeed. Additionally, 40 percent of threatened and endangered species are found only
on private land.2 Identifying and permanently protecting land crucial to maintaining
biodiversity, both in the public and private realms, can prevent the loss of important
species and wildlife.”

1
Estuarine Adaptations of Shrimp from Estuarine Ecology, Day et al., 1989, p.484 as cited
by Beaufort County Comprehensive Plan, December 1997, Natural Resources element, p.
212.
2
http://www.biodiversitypartners.org/Incentives.html

NI 3.1 Implement the 2003 Open Space Master Plan. The City of Beaufort Open Space
Master Plan was completed by the City of Beaufort Planning Department in
December 2003. The purpose of that plan was to “develop an open space master
plan which will guide the land acquisition and preservation efforts of the City of
Beaufort.” The Plan was designed to link priority open space preservation areas
with the City of Beaufort Greenways Plan. The plan recommended the following
eleven specific recommendations:

• Sell the Joyner Street Property to replenish the Land Acquisition Fund.
• Explore local funding options such as real estate transfer fees, impact fees,
special assessment districts, general obligation bonds or revenue bonds.
• Conduct a thorough study of all government owned property within the
City of Beaufort in order to identify key property to be preserved for habitat
and open space as well as to identify surplus property that could be sold and
used for future open space acquisition.



• Begin a campaign to enlist landowners in donating conservation easements
on sites of historic value and sites with valuable wildlife habitat or open
space.
• Develop incentive packages for landowners who donate conservation
easements on all or part of their land.
• Develop a ranking criterion for properties, both public and private, to be
inventoried and acquired.
• Begin purchasing property for preservation identified by the Open Space
Acquisition Map (see list below).
• Pursue permanent conservation easements on critical lands and open space
owned by the City of Beaufort and other government entities.

In addition, the Plan recommended the acquisition of the following areas in
order of importance:
1. Battery Creek Greenway/ Battery Saxton Park
2. Factory Creek Greenway
3. Albergotti Creek Greenway
4. Battery Brayton
5. Polk Island
. . .“Green 6. Tom Island
infrastructure,” 7. Albergotti Marsh Trail
help[s] frame new 8. Sycamore Park
[$$$$] [O + C] [20+]
growth by locating
new development in NI 3.2 Develop a Comprehensive Open Space/Green Infrastructure Plan for the Northern
the most cost-efficient Beaufort County Area. One of the outcomes of the Comprehensive Plan is a
places. . . [and] ensures preliminary indication of the areas of the community that should be preserved
as natural or undeveloped areas for habitat and water quality, agriculture, or
that the preserved
recreation. These areas are shown in green as the Preserved Lands (O1) and
areas are connected Reserved/Conservation Lands (O2) in the Framework Plan. The O2 area
. . . to create wildlife represents lands that the City and/or the County would target for purchase or
corridors, preserve that the City or County would negotiate with developers to preserve as new
development occurs through incentives, regulations, and programs such as
water quality, and... Transfer of Development Rights. These areas might also represent opportunities
economically viable for future greenways or linear parks that would serve both to protect natural
working lands. areas along streams and floodways as well as provide important non-motorized
transportation linkages throughout the area.
— from Getting to The Northern Beaufort County Regional Plan also includes the following
Smart Growth, www. recommendations for open space preservation that should be considered for
smartgrowth.org implementation by the City in cooperation with its regional partners:

• In order to create a regional network of open spaces, . . .broad-based open
space acquisition goals are recommended: maintain a green corridor through
the ACE Basin and along the Whale Branch River; Continue to target open
space acquisition within the Airport Overlay District (AOD) boundaries
around the US Marine Corps Air Station
• The Participating Local Governments should continue to utilize the
“Greenprint” process for targeting the acquisition of future preserved lands.
• The Participating Local Governments should consider an open space land
bank where fees are collected in lieu of open space to apply to the purchase
and preservation of larger or more critical lands.
• The Participating Local Governments [specifically, the City of Beaufort and



Green infrastructure
The map above shows the “green infrastructure” elements of the Framework
Plan (Chapter 5). This map incorporates critical lands and preserved open
space, national wetlands inventory information, public lands, and floodplains.



Port Royal] should establish a common definition and baseline standards for
regional open space.
[$$] [O] [6-10]

NI 3.3 Continue to Partner with Regional Agencies/Organizations and Land Owners to
Aggressively Protect Open Lands. The Rural and Critical Land Preservation
Program, managed by Beaufort County, is the means by which Beaufort County
Council acquires property for conservation, parks, buffers, scenic vistas and
for preservation of valuable economic and natural resources. Land acquisitions
may be made by an ordinary fee simple purchase or by a purchase or donation
of development rights, which often allows the property owner and his family
to remain on the land and use it for farming, hunting, fishing or other historic
purposes agreed upon at the time of sale. A conservation easement, which
The title above, by Rick Pruett one forever protects the land from development, may also be negotiated. In addition,
of the country’s foremost authorities there are numerous private, not-for-profit programs that are active in the area
on TDR, provides case studies and
analysis of such programs from including the Trust for Public Land, the Beaufort County Open Land Trust,
around the country. MCAS-Beaufort, and the Lowcountry Open Land Trust in addition to the
S.C. Department of Natural Resources (Heritage Trust Program) and the S.C.
Department of Natural Resources (Land, Water and Conservation Division).
[$$$] [O+C] [On-going]

NI 3.4 Expand Use of Density Bonuses and TDR In Exchange For Preservation Of Sensitive
Environmental Features. The City of Beaufort will continue to work with
Beaufort County, the Town of Port Royal, the Office of Economic Adjustment,
the United States Department of Defense and Lowcountry Council of
Governments to develop a Transfer of Development Rights (TDR) program
in Beaufort County. TDR allows property owners in a sending area to sell their
right to develop their property to developers in a receiving area, who are then
able to build at higher densities than otherwise allowed. The program being
developed, following a feasibility study in 2008, is targeted toward the limited
purpose of preventing encroachment and incompatible development around
the Marine Corps Air Station (sending area) while permitting higher density
in a specific region which has been defined for future growth (receiving area).
Currently, education programs are being conducted with the local governments
toward getting them to understand the program and adopt ordinances which
would require TDRs for any upzonings within the defined receiving area.

Once operational, the program should be considered for expansion for the
protection of other areas as well primarily in those area north of the Albergotti
Creek. All projects in the GR-1 area should not be considered for upzoning
without some form of commensurate Transfer of Development Rights from O-2
lands or those with similar environmental constraints. [$$] [O] [On-going]



NI 4.0 | Protect and Expand the Urban Tree Canopy
According to American Forests (www.americanforests.com), “Tree cover is directly
related to environmental quality. Maintaining a robust enough tree cover to function as
green infrastructure reduces the need and expense of building infrastructure to manage
air and water resources. Trees are indicators of a community’s ecological health. While
urban ecology is more complex than just tree cover, trees are good indicators of the health
of an urban ecosystem. When trees are large and healthy, the ecological systems-soil,
air and water-that support them are also healthy. In turn, healthy trees provide valuable
environmental benefits. The greater the tree cover and the less the impervious surface, the
more ecosystem services are produced in terms of reducing stormwater runoff, increasing
air and water quality, storing and sequestering atmospheric carbon and reducing energy
consumption due to direct shading of residential buildings.”

American Forests recommends the following baseline tree cover for metropolitan areas
east of the Mississippi and in the Pacific Northwest:

Average tree cover counting all zones 40%
Suburban residential zones 50%
Urban residential zones 25%
Central business districts 15%

The Live Oak (Quercus virginiana) is as quintessential to the Lowcountry as is the salt
marsh. As a tree, it is extremely hardy and long-lived being both drought-tolerant and
strong enough to withstand hurricanes and other severe weather. Many of the Live Oaks
in the downtown area long preceded any formal urban settlements.

The City was designated as a Tree City USA in 1990 by the Arbor Day Foundation. As
part of this designation the city is required to maintain a Tree Board or Department;
maintain a tree care ordinance; implement a community forestry program with an annual
budget of at least $2 per capita; and conduct an annual Arbor Day observation and
proclamation.

NI 4.1 Complete an Urban Tree Canopy Survey. Using GIS software with historical and
current aerial photography, a baseline tree canopy inventory as well as trend
information can be calculated. In addition, the City may also want to complete
a specific urban tree survey using GPS equipment to geo-code each tree within
or proximate to public rights-of-way or on public property. Like so many other
recommendations in this plan, this one is also well-suited as a regional project.
This is a macro level view of the community that would supplement the Park and
Open Space Tree Survey in 2004. [$$] [O] [1-5]

NI 4.2 Establish a Baseline Tree Canopy Coverage and Set Key Goals for Preservation and
Expansion of the Canopy. American Forests recommends an average 40% tree
canopy. Once a survey is a completed, specific goals should be established to
help achieve either this goal or another that is locally calibrated as well goals for
increasing this goal over time. [$] [O] [1-5]

NI 4.3 Revise Tree and Landscape Protection Standards to be Context-Sensitive. Generally,
Beaufort has good standards for tree protection, although, like many other
local standards they tend towards a one-size-fits-all approach that may not be
appropriate in all development contexts throughout the City. In certain areas
where the City wishes to encourage more intense development, less intense



tree protection requirements and/or a more incentive-based approach to tree
preservation may be in order. Likewise, more intense preservation standards
are appropriate in Sectors on the Framework Map denoted as O2 and G1. In
addition, the City will consider the following regulations for protecting tree
canopy:

• Consider establishing restrictions against the removal of small trees and
groundcover vegetation similar to those in Beaufort County.
• Conduct a survey of significant trees on currently undeveloped land to
ensure an official record of existing trees and vegetation. Develop an
inventory of significant trees within the City.
• Require permits to begin clearing of any site.
• Consider raising the fee for tree removal permits to discourage unnecessary
tree removal.
• Consider establishing meaningful penalties for the removal of significant
trees and/or clearing of sites with significant vegetation with approved plans.
• Encourage the use of native vegetation in all site development and
landscaping. Ensure that with any development of forested areas or removal
of timber, a vegetated buffer remains along public roadways (especially in the
O-1, O-2, and G1 sectors).
[Code]

NI 4.4 Begin a Street Tree Maintenance and Planting Program. Once a survey is complete,
the City should implement annual funding for street tree maintenance and
replacement as a planned effort to maintain the viability of the existing canopy.
As noted in the Tree City USA designation, the minimum expectation is that
City is spending at least $2 per capita each year. [$$] [O+C] [On-going]


l o o k i n g bac k : 2 0 0 6
stormwater plan
BEAUFORT COUNTY
This report presents and
recommends a stormwater
STORMWATER MANAGEMENT PLAN
master plan (SWMP) for
Beaufort County, South
Carolina, based on a study
conducted by Thomas &
Hutton Engineering Co.
(T&H) and Camp Dresser & FEBRUARY 20, 2006
McKee Inc. (CDM) for the
Beaufort County Stormwater
Management Utility. The
report summarizes the work
performed, findings, and
recommendations for
managing the quantity and
quality of stormwater in the
County.

Focus on the protection of
Beaufort County’s water
bodies was advanced in
the mid- 1990s with the
formation of the Clean
Water Task Force. This task
force, a volunteer citizens
group, worked with local
and state scientists and
public officials to identify
potential pollution sources,
and to develop a set of
recommendations for
action.

THOMAS & HUTTON ENGINEERING CO.
AND
CAMP DRESSER MCKEE, INC.


C h apter seve n : cli m ate c h a n ge & e n erg y

Key to Action Items



Code Change Only

[$$] [O+C] [Private] [6-10] [Code]
[1-5] [6-10] [11-15] [16-20] or On-going


7
T
climate change &
energy
he impact of our changing climate, both the natural
warming cycle and any anthropogenic (man-made) Key Recommendations
influences is predicted to have the most dramatic impact CE 1.0 Reduce Greenhouse Gas Emissions
along our coastlines where sea level rise and more frequent
tropical storm activity will change the way our community CE 2.0 Enhance Resiliency to Natural Hazards
faces the next 300 years.
CE 3.0 Promote Energy Efficiency and Renewable Energy

Automobiles (and motorized transportation, generally) and CE 4.0 Reduce the Solid Waste Stream
power plants that feed electricity to our homes and businesses
are the significant majority contributors to South Carolina’s CE 5.0 Implement Sustainable Development Practices
greenhouse gas emissions.

Alternative modes of transportation, energy efficiency in
our buildings, and a continued focus on a compact urban
form are the most efficient ways in which we can assist in the
overall reduction in greenhouse gas emissions. In addition,
other sustainability initiatives that reduce reliance on non-
renewable energy sources as well as those technologies that
encourage the harvesting of existing renewable resources such
as solar and wind appear well-suited to Beaufort’s climate, KEY PRINCIPLES
geography, and culture. 13 | Hazard Mitigation
As a coastal community, we will feel the direct impacts of
Based on public feedback from discussions with stakeholders tropical storm activity and flooding. We must be prudent
prior to and during the charrette and from the public survey,
in our preparation for these expected hazards and mitigate
there are two primary areas of concern regarding climate
change and energy:
against the loss of property to the greatest extent practical.

• Promote and Enforce Local Environmental 14 | Climate Change
Sustainability Practices We must participate in solutions that reduce or avoid
• Reduce Energy Use/Promote Alternative Energy potential impacts to our regional and global climate and
Sources in turn we must adapt to those conditions which are likely
to be inevitable, most specifically sea level rise.

15 | Resource Efficiency
We will manage our consumption of renewable and non-
renewable resources including energy and water and will
continue to reduce our total waste stream. In addition we
will be supportive of community activities that promote
resource efficiency and the production of alternative energy
and innovative water use and protection practices.


seven: climate change & energy

Climate Change
CE 1.0 | Reduce greenhouse gas (GHG) emissions
The South Carolina Climate, Energy and Commerce Committee issued a Climate
Change Action Plan final report in July, 2008. This report indicated that in 2005, on a
net emissions basis (i.e., including carbon sinks), South Carolinians accounted for only
approximately 1.0% of total U.S. net GHG emissions. South Carolina’s GHG emissions
are rising faster than those of the nation as a whole. From 1990 to 2005, South Carolina’s
gross GHG emissions increased by 39%, while national gross emissions rose by 16%.

The principal sources of South Carolina’s GHG emissions in 2005 were electricity
consumption and transportation, accounting for 35% and 34% of South Carolina’s gross
GHG emissions respectively. The direct use of fuels—natural gas, oil products, coal, and
wood—in the residential, commercial, and industrial (RCI) sectors accounts for another
19% of the state’s emissions in 2005. The Energy Information Administration (www.eia.
doe.gov/oiaf/1605/excel/Fuel Emission Factors.xls) estimates that each gallon of gas used
emits 19.564 pounds of carbon dioxide. And by contrast, the total US transportation
sector represents only 27% of the total GHG emissions indicating that both population
increase and vehicles miles travelled (VMT) in South Carolina has a significantly
disproportional impact on air quality and GHG emissions. As noted in that report, South
Carolina has established a statewide goal of stabilizing VMT by 2010. (Source: www.
scclimatechange.us)

As a means to encourage new building construction to better implement GHG targets,
architect Edward Mazri set forth the 2030 Challenge in 2002 as “a global initiative stating
that all new buildings and major renovations reduce their fossil-fuel GHG-emitting
consumption by 50% by 2010, incrementally increasing the reduction for new buildings
to carbon neutral by 2030.” The 2030 Challenge’s mission is “to rapidly transform the U.S.
and global building sector” through shifts in building planning, design, and construction
practices and techniques.

CE 1.1 Conduct an Emissions Inventory of City Operations. Prior to the initiation of any
actions, it is necessary to establish a baseline of greenhouse gas emissions for
the City. There are a number of software tools available to assisting in the data
collection and analysis. One such program, the Clean Air and Climate Protection
(CACP) developed by the National Association of Clean Air Agencies
(NACAA), ICLEI – Local Governments for Sustainability (ICLEI) and the U.S.
Environmental Protection Agency (EPA) enables local governments to create
greenhouse gas inventories, quantify the benefits of reduction measures and
formulate local climate action plans. This free software available for download at
www.icleiusa.org/action-center/tools/cacp-software enables local governments
to develop harmonized strategies to reduce both greenhouse gas and air pollution
emissions. This one-stop emissions management tool calculates and tracks
emissions and reductions of greenhouse gases (carbon dioxide, methane, nitrous
oxide) and criteria air pollutants (NOx, SOx, carbon monoxide, volatile organic
compounds, PM10) associated with electricity, fuel use and waste disposal and
can provide the following tools:
• Create emissions inventories for the community as a whole or for the
government’s internal operations.
• Quantify the effect of existing and proposed emissions reduction measures.
• Predict future emissions levels.
• Set reduction targets and track progress towards meeting those goals.
[$] [O] [1-5]



CE 1.2 Enact Land Use Policies and UDO Changes with the Goal of Reducing VMT. The
number one priority in implementing this goal is to work with local governments
to encourage more efficient development patterns by encouraging and promoting
highly connected street networks, higher residential and employment densities,
and mixed-land uses in new and existing development. In Beaufort, this will be
achieved through the continued refinement of the City’s Unified Development
Ordinance. [$] [O] [1-5]

CE 1.3 Prioritize Transit, Bike and Pedestrian Improvements with the Goal of Reducing VMT.
In concert with the statewide plan, the goal of this policy recommendation is
to enable personal trip making to move from single occupant gasoline-powered
vehicles (SOVs) to lower-GHG-emitting transportation options, such as walking,
bicycling, ridesharing, and mass transit. Its implementation would ensure that the
state’s transportation system is fully integrated with and appropriately serves the
development patterns called for under the previous recommendation. This goal
will be accomplished by undertaking the following suite of activities:
• Expanding and improving bicycle and pedestrian networks and related
facilities both as feeders and as stand-alone modes of travel in all areas of the
community. [$$] [O+C] [On-going]
• Promoting and creating rideshare programs and improved transit programs
within the public and private sectors. [$$] [O+C] [On-going]
• Implementing “complete streets” policies to ensure that all new roadways
and streets accommodate multiple modes of personal transportation where
practical and feasible. [$$$$] [O+C] [On-going]

Image Source: SC DENR

Comparison of GHG Emission between SC and the US (2005)
The diagram above compares gross GHG emissions estimated for South Carolina to emissions or the US for year
2005. Principal sources of South Carolina’s GHG emissions are electricity consumption and transportation,
accounting for 35% and 34% of South Carolina’s gross GHG emissions in 2005, respectively. The next largest
contributor is the residential, commercial, and industrial (RCI) fuel use sector, accounting for 19% of gross GHG
emissions in 2005. The waste management and agriculture sectors each contribute 3% of gross GHG emissions in
2005. (Final Draft South Carolina Greenhouse Gas Inventory and Reference Case Projections, 1990-2020 Center
for Climate Strategies, June 2008, Principal Authors: Randy Strait, Steve Roe, Bill Dougherty, Andy Bollman,
Holly Lindquist)



CE 1.4 The City Will Seek Out Best Practices for the Reduction of GHG Emissions. The City
of Beaufort will engage the public; seek initiatives that have lower initial costs,
positive return on investment, and can quickly reduce GHG emissions; propose
longer-term projects with higher costs and longer payback periods; identify
programs that will assist in reducing the impact of emissions that cannot be
immediately removed; and create policies that help residents adapt to climate
changes already underway (e.g., sea level rise). [$] [O] [On-going]

Planning for Energy and Climate Uncertainty
Joint energy and climate strategies would do well to focus on two main goals: reducing overall consumption and meeting
basic needs more locally. In this way communities can reduce their reliance on transoceanic supply lines, reduce their
vulnerability to rising and volatile energy prices, and reduce their contributions to global warming. There are five key
principles that local governments should integrate into ongoing decision making and long-range planning for addressing
both peak oil and global warming:

1. Deal with transportation and land use (or you may as well stop now). Fundamentally rethink your land-use and
transportation planning practices, from building and zoning codes to long-range planning. Make infrastructure
decisions with 100-year timeframes, and work regionally to address the land-use and transportation challenges of energy
and climate uncertainty.

2. Tackle private energy consumption. Use existing tools to encourage serious energy conservation and efficiency in the
private sector. Engage the business community aggressively, challenging local leaders to reinvent the economy for the
post carbon world.

3. Attack the problems piece by piece and from many angles. Use proven solutions, pursuing many different kinds of
solutions at different scales. Enlist the entire community, setting clear community goals and spurring action from all
sides to meet them.

4. Plan for fundamental changes — and make them happen. Educate local elected officials, staff, and community
stakeholders about the challenges of energy and climate uncertainty and engage them in the discussion. Challenge them
to find serious solutions and integrate peak oil and climate change considerations into decisions.

5. Build a sense of community. Get people talking with each other, forming relationships, and investing themselves in the
larger community. The social resilience that comes from a strong sense of community and mutual investment is essential
for meeting the complex and unknown local challenges of peak oil and global warming.
Excerpted from “Post Carbon Cities” by Daniel Learch. Planning magazine. December 2008. postcarboncities.net/node/4071



Hazard Mitigation/Climate Change
CE 2.0 | Enhance Resiliency to Natural Hazards
One important element of the climate of Beaufort and of all coastal areas is the potential
for devastating tropical storms and hurricanes. A 1994 Hurricane Risk report prepared
for Hilton Head Island by the South Carolina Department of Natural Resources (DNR)
lists 60 tropical cyclones which passed within 75 nautical miles of the Beaufort County
barrier islands from 1886 to 1993. The most recent of these storms, Hurricane Floyd,
necessitated the evacuation of Port Royal Island. Statistical analysis within the DNR
study indicates that a storm with hurricane force winds could be expected to impact the
region approximately every 11 years. Hurricanes and other tropical storms can impact
coastal areas with high winds, heavy rainfall, tornadoes and storm surges. The impact that
a hurricane has on a coastal community can depend on the way in which the community
has planned for severe weather. Land use plans and emergency evacuation plans can work
to mitigate the devastating effects of a hurricane through controlled development and
organized emergency plans.

Storm surge can be modeled by various techniques; one such technique is the use of the
National Weather Service’s (NWS) Sea, Lake and Overland Surges from Hurricanes
(SLOSH) model. The SLOSH maps indicate that for a Category 1 Hurricane, a
significant portion of the County, including portions of the City of Beaufort would be
inundated. As the Category of the hurricane increases, more land area becomes inundated
until, in the case of a Category 5 storm, there are only pockets of land that are not
inundated including some land located partially within the City of Beaufort and partially
to its northwest (Gray’s Hill).

The County’s Flood Insurance Rate Maps (FIRMs) show that an estimated two-thirds
(approximately 400 square miles) of the County’s land mass lies within the 100-year
floodplain, or Special Flood Hazard Area (SFHA). In the City of Beaufort, properties
along the Beaufort River in the downtown portion of the city are subject to flood depths
of about 3-6 feet during the base flood according to FEMA FIRM base flood and
reference mark elevations. The base flood elevation along the river here is 13 ft NGVD
while ground elevations range from approximately 7 feet (at the end of Hancock Street by
the Beaufort River) to approximately 11 feet on the northwest side of the intersection of
Carteret and Port Republic Streets. In 2004, there were an estimated 1,254 structures in
the floodplain in the City of Beaufort, with less than 100 structures that were not covered
under the National Flood Insurance Program.

CE 2.1 Implement the Beaufort County Hazard Mitigation Plan. The Beaufort County
Hazard Mitigation Plan, July 2004 was prepared by Greenhorne and O’Mara
on behalf of Beaufort County Building Codes Department. The Plan addresses
unincorporated Beaufort County, the City of Beaufort, the Town of Bluffton,
the Town of Hilton Head Island and the town of Port Royal. The Plan was
developed to assess the area’s vulnerabilities to natural hazards and prevent future
potential damage and loss of life. Due to the City of Beaufort’s coastal location,
the study found that the City is at risk for hurricanes, tropical storms, flooding,
tornadoes, earthquakes and tidal waves.

The Hazard Mitigation plan includes several recommendations to improve the
response capabilities of the municipalities as well as Beaufort County as a whole.
Some of these recommendations include: Enhance the hazards education/public
information program; protect historic community resources; promote seismic
safety; continue to identify drainage problems and work towards their resolution;
and preserve and protect natural resources. [$$] [O+C] [On-going]



CE 2.2 Work with Beaufort County to Develop a Plan that Addresses the Potential Impacts of
Sea Level Change. According to the US Environmental Protection Agency (EPA)
“sea level is rising, and there is evidence that the rate is accelerating. Climate
change is likely to further accelerate the rate of sea-level rise during the next
century. Rising seas can inundate low-lying areas, increase storm-surge flooding,
erode shorelines, convert wetlands to open water, and increase the salinity of
estuaries and aquifers.” And though the United Nations’ Inter-Governmental
Panel on Climate Change (IPCC) has not yet established a reliable timeline for
when such a rise will occur, some significant rise is expected to occur in the next
50 years. This plan should consider how to address structures that are currently
in these zones, under what conditions new structures could be constructed in
these zones, and the identification of ways to mitigate against future losses with
consideration for transition zones and expanded floodplain delineation. [$$] [O]
[1-5]

CE 2.3 Ensure that All Critical Facilities Located within the 100-year Floodplain are
Adequately Protected. The following critical facilities are located in the 100-year
floodplain in the City of Beaufort. The City should work with the appropriate
governmental entity to ensure the adequate protection of these resources from
flooding events.

• Lady’s Island Fire District 1 Station - 237 Sea Island Parkway
• Lady’s Island Airport - 237 Sea Island Parkway
• Lady’s Island Middle School - 30 Cougar Drive
• Beaufort Post Office - 501 Charles Street
• Beaufort City Hall - 302 Carteret Street
• Mossy Oaks Elementary School - 2510 Mossy Oaks Road
• Beaufort High School - 2501 Mossy Oaks Road
• Beaufort Fire Dept Station #2 - 2517 Mossy Oaks Road
• Beaufort County Library - 311 Scott Street
[$$$$] [C] [On-going]



Image source: Weiss and Overpeck: The University of Arizona - geongrid.geo.arizona.edu/arcims/website/slrus48prvi/viewer.htm
Impacts of
Potential Sea
Level Change with
1 Meter Rise
With a 1 meter (3 foot) rise,
low lying areas that are already
wetlands would be be permanently
inundated..

Image source: Weiss and Overpeck: The University of Arizona - geongrid.geo.arizona.edu/arcims/website/slrus48prvi/viewer.htm

Impacts of
Potential Sea
Level Change with
3 Meter Rise
With a 3 meter (9 foot) rise, a
number of inhabitated areas will be
permanently flooded including Bay
Street and The Point and many of
the surrounding streets.



addressing climate change in south carolina
The people of South Carolina have embraced the scientific consensus. As a recent poll revealed, the majority of South
Carolina voters from both parties believe action should be taken now to address climate change. The state’s leaders are ac-
knowledging the issue as well. South Carolina Governor Mark Sanford wrote a piece in the Washington Post discussing his
commitment to addressing the climate issue. Over two-thirds of the South Carolina House of Representatives and twenty-
one State Senators signed open letters from their respective branches to the presidential candidates, calling on them to
make “climate change a priority.” More than 100 South Carolina Mayors, representing more than 1 million South Carolina
residents, signed a similar letter. Additionally, five of these mayors have pledged to meet certain targets for greenhouse gas
reduction in their own municipalities. . .

Taking into account the clear scientific consensus regarding climate change, South Carolina now stands at a crossroads. The
state must make a decision to accept the challenge and grasp the opportunity climate change offers. Inaction is no longer an
option. Globally, inaction is expected to result in economic costs equivalent to loosing between 5% and 20% of the annual
global GDP, “now and forever,” and South Carolina is a particularly vulnerable state. The potential social, environmental,
and economic costs associated with inaction are tremendous and threaten to negatively affect critical resources, including:
tourism, real estate, insurance, infrastructure, human health, water resources, wetlands, fisheries, agriculture and forestry.
While the cost of doing nothing is great, the economic opportunity is tremendous. Climate action will protect South Caro-
lina’s people, places, and economy while the state takes advantage of new markets and creates significant economic develop-
ment opportunities.

Sea level rise, which is occurring right now, is caused by increasing ocean temperatures expanding the ocean’s volume, and
by meltwater being released where it was previously locked up in ice stores such as glaciers and ice shelves. . . Within this
century, the IPCC predicts sea level to rise between 0.18 and 0.59 meters [0.56 to 1.9 feet]. This prediction is extraordi-
narily conservative because it does not include “the full effects of changes in ice sheet flow,” which are considered, with
greater than 90% certainty to contribute to sea level rise. Dr. James Hansen, Director of the NASA Goddard Institute for
Space Studies and arguably the nation’s top climate scientist, presents a more dismal prediction finding “it almost incon-
ceivable that ‘business as usual’ climate change will not result in a rise in sea level measured in meters within a century.”
South Carolina’s barrier islands will also be impacted by rising sea levels, which may go up as much as two feet by 2100. . .

The use of adaptation measures anticipating sea level rise. . .can dramatically reduce the potential losses from shoreline
movement. But associated costs to address a 2-foot rise for just 1 developed island roughly the size of Hilton Head could be
significant: $462 million with no protection; $285 million to raise the island to meet the rising sea; $109 million for engi-
neering an entire island retreat towards the mainland; or $434 million to engineer a levee system. With a potential sea level
rise of 8 feet, the projected costs increase dramatically to: a total economic loss with no protection; $1.835 billion to raise
the island; $492 million for an island retreat; and $1.010 billion for a levee system. Science thus supports the theory that
a rigid policy of no protection may eventually lead to the abandonment, destruction, and disappearance of most of South
Carolina’s barrier islands, representing a total economic loss with consequential impacts on the mainland due to the loss of
storm protection provided by the islands. . .

Excerpted from “Climate Change and South Carolina’s Economy” by Art von Lehe originally published in the Southeastern
Environmental Law Journal, volume 16.2, in 2008.



Resource Efficiency/Climate Change
CE 3.0 | promote Energy Efficiency and renewable
energy
The issue of energy independence and alternative energy production came to the forefront
in 2008 with the combined advent of $4.00 per gallon gasoline in the summer of 2008

Image Source: Clemson University
and the acknowledgement that a large percentage of our country’s greenhouse gas
emissions are caused by traditional power generation facilities such as coal-fired electric
and natural gas plants - facilities that consume non-renewable resources to generate the
electricity. As a result, the country has accelerated the investment in technologies to
maximize usage clean energy facilities that incorporate renewable resources.

[Note: portions of the following narrative have been adapted from the Beaufort County
Comprehensive Plan]

Energy Efficiency
When addressing energy issues, achieving energy efficiency should be the first

Image Source: www.dynamicpatents.com
consideration, especially at the City level. Energy efficiency is accomplished when less
energy is used to provide the same service. For example, a well-insulated building allows
the occupants to enjoy the same room temperature while using less energy for heating and
cooling. This is achieved by a combination of changing technologies and behavior.

Measures include the use of efficient and appropriately sized HVAC systems, proper
insulation, efficient appliances, high performance windows, and low wattage lighting.
When compared to the cost and effort to increase energy production, efficiency is the
“low hanging fruit” of the energy equation.

Renewable Energy
Renewable energy is energy generated from natural resources, such as sunlight, wind,
and tides, which are naturally replenished. As energy costs rise, there is a growing market
nationally for many forms of renewable energy. Beaufort County with its many days of
sunshine, offshore winds and large tidal range has unique opportunities to facilitate and
promote the generation of renewable energy.

Solar Energy utilizes the light from the sun to produce power. Unlike fossil fuels, solar
energy is available anywhere on earth. Solar energy is free, immune to rising energy prices,
and can be used to provide heat, lighting, mechanical power and electricity. With an
average of more than 230 days of sunshine, solar power has great potential in Beaufort.

A 30 percent federal tax credit for solar power was extended for eight years in October
2008. The law removes a $2,000 monetary cap for residential solar electric installations,
thereby providing a greater incentive to homeowners to invest in solar energy. In addition,
South Carolina allows taxpayers to receive a 25% tax credit for the amount expended for
the purchase and installation of solar generating devices.

Biomass energy is a renewable, homegrown energy source that includes trees, farm crops,
manure, plants, and landfill gas. Currently biomass and wood waste in Beaufort County
are incinerated with no energy recovery or placed in a construction and demolition
(C&D) landfill. In fiscal year 2008, the County collected 9,500 tons of yard waste
and 2,000 tons of C&D debris. Two options for beneficial reuse of these materials are
incinerating with energy recovery and composting to produce a mulch product.



Wind turbines have been used for hundreds of years to pump water from wells, but
they have only been used to produce electricity for about three decades. Wind turbines
require a sustained wind speed of 12.5 MPH to generate electricity cost efficiently. South
Carolina wind resources are a viable economic energy resource, however, a scarcity of
reliable documentation on local wind power has prevented it use. Marked advancements
in recent years in wind turbine technology and wind mapping technology have greatly
increased our ability to better locate and utilize this valuable renewable resource.

The South Carolina Energy Office, Clemson and Coastal Carolina Universities, and the
Savannah River National Lab are cooperating to research the potential for generating wind
energy off the coast. Issues to be addressed include identification of the needs and barriers
of integrating offshore wind energy into the power grid; identification of technology that
can transfer the power to the shore; and establishment of a state task force to determine
the economic and environmental effects of wind energy and create a permitting process
for wind farms in state waters.

“The things that really CE 3.1 Consider Conducting an Energy Audit. An energy audit is an inspection, survey
work brilliantly are and analysis of energy performance and usage in a building or group of
the simplest design buildings designed to identify opportunities to reduce energy consumption
decisions—integrating while maintaining the same level of service. Typically, an energy audit looks at
insulation, windows, the HVAC system, lighting and appliances to determine
workers with housing, opportunities for energy savings. The Audit should also include an evaluation of
integrating mixed- the feasibility of using renewable energy, such as wind and solar, to reduce energy
use, reducing the costs in city facilities. Energy audits are often achieved through a performance
need for travel, . . . contract with an energy service company. Under a performance contract, a
building owner, such as the City of Beaufort, would enter into an agreement with
and providing access an energy service company to perform an energy audit and to make the energy
to locally produced saving improvements at no up front cost to the owner. Over the contract period
food, local goods (typically 5 to 20 years), the savings from reduced utility bills are used to pay
for the facility improvements. The City of Charleston entered into an energy
and services. Then performance contract in 2001, which is projected to eventually result in a 16%
reduce the demand reduction in energy and gas usage and $18.4 million in energy and operational
for heat and power savings. [$$] [O] [1-5]
using a high level of
CE 3.2 Support Energy Efficiency Retrofit Programs. As the City contemplates programs to
insulation, passive upgrade existing public and private substandard buildings, the City can support
solar orientation, good low-income weatherization programs such as the Weatherization Assistance
daylighting, good Program offered through the US Department of Energy, and assist agencies who
shading strategies, are implementing these programs to seek available state and federal funds. [$]
[O] [On-going]
natural ventilation, a
passive heat-recovery CE 3.3 Evaluate Regulatory Barriers to Renewable Energy and Provide Incentives for
ventilation system their Use. The City should analyze its development regulations to ensure that
. . .[T]hen create basic regulatory barriers (e.g., height limitations, etc.) provide appropriate standards
for solar collectors and wind generators as accessory uses. The City should
renewable energy also look for opportunities, through streamlined permitting or other means,
systems.” to promote the use of renewable energy technologies locally. The City can also
assist private communities in working to change barriers placed by restrictive
-Bill Dunster, founder of neighborhood covenants. [$] [O] [1-5]
ZEDfactory, Urban Land
Magazine, June 2008 CE 3.4 Protect Solar Access. Solar access is the availability of (or access to) unobstructed,
direct sunlight. In general such rules note that no building may be constructed
or plant may be placed or allowed to grow such that it shades a collector more


Mean Annual Wind Speed of South Carolina at 50 Meters
3900000 230000 330000 430000 530000 630000 730000 830000

3900000
84° 0' W
0" 83° 0' W
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Image Source: SC Energy Office
-
Beaufort
Beaufort

32°0" N
0'
32°0" N
0'

Projection: UTM, Zone 17N, WGS84
Spatial Resolution of Wind Resource Data: 200m
This map was created by AWS Truewind using the MesoMap system and historical weather data.
Although it is believed to represent an accurate overall picture of the wind energy resource, estimates 0 10 20 40 60 80
at any location should be confirmed by measurement. Miles
The transmission line information was obtained by AWS Truewind from the Platts POWERmap 0 20 40 80 120 160
3500000

3500000
Transmission Line Layer. AWS does not warrant the accuracy of the transmission line information. Kilometers
Source: POWERmap, powermap.platts.com
©2003 Platts, A Division of The McGraw-Hill Companies

83° 0' W
0" 82° 0' W
0" 81° 0' W
0" 80° 0' W
0" 79° 0' W
0" 78° 0' W
0" 77° 0' W
0"

230000 330000 430000 530000 630000 730000 830000

wind energy potential Map
South Carolina’s coast has some of the highest wind energy potential in the United States. The map above shows the
median wind speed at 50 meters above sea level.

than 10% from 10 am to 2 pm. In addition, all new subdivisions and planned
unit developments are encouraged to be designed to accommodate the present
or future use of passive and active solar energy systems with special attention
given to street, lot, and building orientation. In this regard, the most important
solar access regulation for subdivision development is the ability to align streets
in a predominantly east-west street orientation. This promotes optimal building
orientation for solar access. It is important to note this type of regulation is
not appropriate for more urban conditions (G2, G3, and G4 Sectors in the
Framework Plan) where buildings are closer together and often taller. [$] [O] [1-
5]

CE 3.5 Support the Implementation of Renewable Energy Technologies. The City will work
cooperatively with neighboring local jurisdictions, MCAS-Beaufort and the state
to encourage the construction of renewable energy facilities. [$] [O] [On-going]



Resource Efficiency
CE 4.0 | Reduce the solid Waste stream
The City of Beaufort coordinates all solid waste collection, recycling pickup and
management for City residents and businesses. After collection, all putrid refuse is taken
to the Hickory Hill Landfill site in Jasper County. Biodegradable organic solid waste, such
as: leaves, limbs, grass clippings and yard debris are taken to Barnwell Resources Landfill
on Lady’s Island. These are the landfills used by all Beaufort County political subdivisions
and the County’s unincorporated areas.

Recycling services are currently available to all City residents, but not to commercial
properties in the City. The City provides recycling bins which are used by residents to
separate recyclables from garbage. Currently, thirteen different types of recyclables are
accepted including glass, plastic and paper goods.

CE 4.1 Expand Recycling Programs to Commercial Properties. Corrugated cardboard is
one of the easiest, most valuable and sought after materials to recycle. Often,
a business may generate new revenue by simply choosing to recycle cardboard
or what the recycling industry calls Old Corrugated Cardboard (OCC). In
addition, a business frequently sees a significant drop in disposal costs when
it begins recycling OCC as cardboard is bulky and takes up a lot of space in
dumpsters. [$] [O] [1-5]

CE 4.2 Institute a Regular Household Hazardous Waste Pick Up Day. Household hazardous
waste is leftover residential hazardous household products such as cleaners, pool
chemicals, lawn and garden care products, paint products, automotive fluids,
medicine and some beauty products. These products are either flammable,
corrosive or caustic, explosive or reactive, or toxic or poisonous. Improper
disposal can contaminate septic tanks, landfills, wastewater treatment plants,
rivers, lakes and streams. A semi-annual collection day at key locations around the
City will help facilitate the proper collection and disposal of this waste. [$] [O]
[On-going]

CE 4.3 Expand the “No Dumping-Drains to River” Program. Mount a public education
campaign concerning the proper disposal methods of oil, grass clippings, pet
waste and other household wastes to help keep pollutants from draining into
water resources. In addition to written material, continued stenciling of all storm
drains with the “No Dumping - Drains to River” phrase will help people better
understand where the stormwater drains lead to. [$] [O] [On-going]

CE 4.4 Encourage Backyard Composting. Composting is the controlled natural
decomposition of organic material such as leaves, yard trimmings and fruit and
vegetable scraps. The composting of yard waste such as grass trimmings and leaves
will help to divert this waste and other organic material from the landfills. [$]
[O] [On-going]



Climate Change/Resource Efficiency
CE 5.0 | Implement Sustainable Development
Practices
The introduction of energy efficiency in the development of sites and design of buildings LEED for New Construction v 2.2
Registered Project Checklist

is an important facet to the overall environmental sustainability of any community. Project Name:

Project Address:

Energy efficiency and environmental friendliness must marry the building, the site Yes ? No
Project Totals (Pre-Certification Estimates) 69 Points

and its location, and the greater community. With the substantial advances in building
Certified: 26-32 points Silver: 33-38 points Gold: 39-51 points Platinum: 52-69 points

Yes ? No

construction technologies over the last ten years and the rapid integration of new “green”
Sustainable Sites 14 Points
Yes Prereq 1 Construction Activity Pollution Prevention Required
Credit 1 Site Selection 1

products into the marketplace, the incremental cost of construction has all but been
Credit 2 Development Density & Community Connectivity 1
Credit 3 Brownfield Redevelopment 1
Credit 4.1 Alternative Transportation, Public Transportation 1
Credit 4.2 Alternative Transportation, Bicycle Storage & Changing Rooms 1

eliminated for new construction.
Credit 4.3 Alternative Transportation, Low-Emitting & Fuel Efficient Vehicles 1
Credit 4.4 Alternative Transportation, Parking Capacity 1
Credit 5.1 Site Development, Protect or Restore Habitat 1
Credit 5.2 Site Development, Maximize Open Space 1
Credit 6.1 Stormwater Design, Quantity Control 1
Credit 6.2 Stormwater Design, Quality Control 1
Credit 7.1 Heat Island Effect, Non-Roof 1

The US Green Building Council (USGBC) estimates that the slight increase in
Credit 7.2 Heat Island Effect, Roof 1
Credit 8 Light Pollution Reduction 1

Yes ? No

building costs that incorporate green standards are absorbed into lower utility bills and Water Efficiency
Credit 1.1
Credit 1.2
Water Efficient Landscaping, Reduce by 50%
Water Efficient Landscaping, No Potable Use or No Irrigation
5 Points
1
1

decreased maintenance over a relatively short period of time (often 2-5 years). Also,
Credit 2 Innovative Wastewater Technologies 1
Credit 3.1 Water Use Reduction, 20% Reduction 1
Credit 3.2 Water Use Reduction, 30% Reduction 1

commerical building occupants report a range of other secondary benefits including lower The image above is a page from
Last Modified: May 2008 1 of 4

absenteeism, lower illnesses, and a more productive workforce. the checklist for LEED for New
Construction v. 2.2
The USGBC manages the Leadership in Energy and Environmental Design (LEED)
Green Building Rating System as a national, consensus based, market-driven building
rating system designed to accelerate the development and implementation of green
building practices. It is a leading-edge system for designing, constructing and certifying
environmentally and economically sustainable site, buildings, and neighborhoods. The
first LEED certified building in Beaufort County was completed in 2008 by the Beaufort
Jasper Water & Sewer Authority (BJWSA).

Whether it be for global concerns of climate change, national concerns of energy
independence, community concerns for environmental sustainability, or household
concerns about the cost of energy, the use of green building practices can have significant
impacts with some often very subtle and inexpensive changes to conventional approaches.

CE 5.1 Establish a City Policy for Sustainable Building and Infrastructure Practices. Like
municipalities across the country, the City should use the LEED guidelines
for certifying all new public buildings as energy efficient and environmentally
sustainable. All new or expanded public buildings in Beaufort should be
designed and constructed at a minimum level of LEED-Silver. Additionally, all
infrastructure projects such as parking lots, streets, and parks should include low
impact design and/or light imprint techniques in both design and construction.
These techniques reduce the environmental footprint of a building and promote
sustainable development practices. The City can provide a valuable marketing
and testing ground for local green building practices. The City of Chicago is
implementing a similar requirement across all of its public buildings and is
retrofitting many of them to achieve the goals. The most widely publicized of
their retrofits is the installation of various roof systems. They are using “green”
roofs such as a planted garden or “white” roofs (white painted surfaces to reflect
sunlight rather than absorb it) for all new construction, particularly for public
uses such as fire stations and schools. Such roofing systems not only reduce
energy costs on the buildings, but garden roofs can also be designed to capture
and filter stormwater during a rainstorm. [$] [O] [1-5]



CE 5.2 Endeavor to Make Sustainable Construction Practices Part of the Culture of
Development in Beaufort. The Technical College of the Low Country is
developing a LEED “Green” Building Construction Training and Employment
Project, which will provide participants with education and training for
certification as an Alternative Energy Construction Technician (AECT).
In addition, the City and County can continue to partner to host speakers,
workshops and other training opportunities. [$$] [O] [On-going]

CE 5.3 Establish Incentives to Implement Context-Sensitive Environmentally Sustainable
Building and Development Practices. The City will consider green building
incentives at the local level for developers who consider the use of the LEED
rating system for sustainable building practices. Arlington County, Virginia has
a LEED Certification Incentive Program entitled “Building Green, Building
Smart.” If projects achieve the minimum LEED certification of Silver then
they can receive up to 3 additional stories and/or .35 additional Floor Area
Ratio (FAR). The City of Seattle provides direct grant funding and technical
assistance for soft costs related to LEED documentation, building commissioning
and certification. The City of Germantown, TN provides reduced or waived
permitting fees and a streamlined entitlement process as well as permitting
certain projects to qualify for additional levels of public partnership.
[$] [O] [1-5]

CE 5.4 Incorporate LEED ND (Neighborhood Development) Standards into the UDO. The
rating system addresses a myriad of issues including housing affordability, access
to services and public spaces, local food production, water conservation, solar
orientation, energy efficiency, and light pollution. [Code]


l o o k i n g bac k : 2 0 0 4
Beaufort County
Hazard Mitigation
Plan

Beaufort County, South
Carolina and its incorporated
communities prepared this
Hazard Mitigation Plan
in July, 2004 to assess the
communities’ vulnerabilities
to natural hazards and prepare
a long term strategy to address
these hazards and prevent
future damage and loss of
life. This plan was created
through participation from
county and municipality
officials, residents, and business
owners and represents the
community’s consensus.


C h apter eig h t : S o cial I n frastr u ct u re

Key to Action Items



Code Change Only

[$$] [O+C] [Private] [6-10] [Code]
[1-5] [6-10] [11-15] [16-20] or On-going


8
T
Social
Infrastructure
he social fabric of Beaufort is of prime importance to
our citizens. Our community is comprised of families Key Recommendations
whose lineage dates back to the City’s incorporation as well SI 1.0 Enhance and Expand our Park System
as those who have moved here last

2009 Comprehensive Plan

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2009 Comprehensive Plan