[From the U.S. Government Printing Office, www.gpo.gov]











                                  The Charleston Harbor Project's

                           Economic Development Assessment/- Phase 11



                                              DOD-2.3




                                           D R A F T




                Funded through the DHEC/CHP and the National Oceanic and Atmospheric

                   Administration/Office of Ocean and Coastal Resource Management.

                                  NOAA Grant-in-Aid: NA37-OZOO69










             Contractor:              Planning Services Group, Inc.

             Primary Contact:         Robert H. Price III

             Mailing Address:         Post Office Box 50266

                                      Columbia, South Carolina 29250-0266

             Talanhone Number:        (803) 254-4629

             TC
             225                      (803) 256-8814 FAX
             .C53
             C537


             phase 2
             '99X










           DRAFT                                                                       PSG, Inc.
                                                                        Economic Development
                                                                         Assessment - Phase 11




               TABLE OF CONTENTS




               ASSESSMENT       ..................................................           1

                     Employment    ...............................................           6

                     Economy     .................................................           8

                     Status of Base Closure   .....................................        16

                     Prioritization  ...............................................       18

                            Base Closing   ........................................        18

                            Strengths  ...........................................         20

                            Vision   .............................................         21


               CONCORDANCE - THE CHARLESTON HARBOR PROJECT                   ............. 23


               STANDARD INDUSTRIAL CLASSIFICATION (SIC) TARGET INDUSTRY

                     IDENTIFICATION      .........................................         30

                     Medical and Related Industries   ...............................      30

                     Pharmaceutical Related Industries   ............................      32

                     Motor Vehicle Parts\Components     .............................      33

                     Metalworking and Industrial Machinery   .........................     35











           DRAFT                                                                      PSG, Inc.
                                                                       Economic Development
                                                                        Assessment - Phase 11




                     Chemicals and Plastics  .....................................        37


                     Printing and Publishing  .....................................       38

                     Electronics and Electrical Components  .........................     38

                     Conclusion  ...............................................          38




              APPENDICES      ..................................................          40










            DRAFT                                                                                PSG, Inc.
                                                                                Economic Development
                                                                                 Assessment - Phase 11
                                                                                                    Page 1


                ASSESSMENT


                        The Greater Charleston Region is very large and diverse. The economic

                development agencies in the region reflect this diversity both in number and

                direction of their economic development strategies. As stated in the Phase I of this

                study, regional development authorities that promote the competitive advantages

                of the region devoid of any proprietary interest in a specific community or county

                have had, and will continue to have, consistently higher levels of success. The

                following is a snapshot of the current situation regarding economic development

                efforts in the region as well as a graphic depiction of the relationships between them.



                Charleston Regional Development Alliance

                        A private, non-profit corporation owned by the three Chambers of Commerce

                in the region (Charleston Metro, Summerville/Dorchester, and Berkeley Chambers).

                The organization is a relatively new organization officially founded on February 1,

                1995 Their mission is threefold:

                        1 )    Sell the three-county region as a prime location for business,

                        2)     Market the region to attract new manufacturing, distribution, large

                               office, and headquarters projects to the region, and

                        3)     Act as a project management, facilitator and coordinating organization










            DRAFT                                                                                PSG, Inc.
                                                                               Economic Development
                                                                                 Assessment - Phase 11
                                                                                                   Page 2


                              for the Charleston tri-county region.

                       The Charleston Regional Development Alliance is the primary recruitment

                entity for the region.



                County Economic Development Programs

                       The three counties in the region are Berkeley, Charleston and Dorchester.

                All three counties have professional economic development personnel on the county

                staff, dedicated to assisting the regional alliance with project work. Their mission

                is to support the regional effort as well as to develop a comprehensive site and

                infrastructure inventory.



                City Economic Development

                       There are 29 municipalities within the three-county region. Most of the

                municipalities have a professional economic development representative either on

                staff or with responsibilities to promote economic development within their

                respective jurisdictions. The five largest cities are Charleston, North Charleston, Mt.

                Pleasant, Summerville and Goose Creek. Each of these municipalities has

                appointments to the Regional Development Alliance Board.










             DRAFT                                                                            PSG, Inc.
                                                                             Economic Development
                                                                               Assessment - Phase 11
                                                                                                Page 3



                Chambers of Commerce

                       There are three Chambers of Commerce in the region. The Charleston Metro

                Chamber of Commerce has approximately 2,400 members and a $4.0 million annual

                budget. The former regional effort for attracting new and existing businesses to the

                region for growth was formally a division of the Charleston Metro Chamber known

                as the Trident Economic Development Authority (which has now been dissolved),

                the Metro Chamber has formed a new business development division to focus on

                the existing industry development and small business development in the Metro

                areas of the three-county region. Also, the other chambers focus on existing

                businesses to address ways to improve the business climate and foster improved

                business retention.




                Council of Governments

                       The Council of Governments (COG) is the regional planning agency for the

                three county region. The COG is funded by the counties and municipalities and

                serves as the primary source for community data.



                Charleston Naval Complex Redevelopment Authority

                       The authority is an outgrowth of the B.E.S.T. (Building Economic Solutions











             DRAFT                                                                              PSG, Inc.
                                                                               Economic Development
                                                                                 Assessment - Phase 11
                                                                                                   Page 4


                 Together) Committee that was the original planning entity responsible for making

                 recommendations for reuse of the Naval Complex and placement of Naval Complex

                 workers. The authority is the implementation entity of these recommendations and

                 consists of 12 appointed members: 5 from the City of North Charleston; one each

                 from the City of Charleston, Berkeley County, and Dorchester County; one House

                 appointment, one senate appointment; and a chairman appointed by the Governor.

                 Task forces include Personal Property, Environmental and McKinney

                 Act/Community       Use.         Committees       include      Finance/Procurement,

                 Personnel/Consultant, Property Management and Construction. The role of the

                 Redevelopment Authority is to focus specifically on the reuse of the Naval Complex

                 and it has the legal power to receive, lease and sell property as well as borrow

                 money for the redevelopment efforts.

                        The graphic titled "Economic Development Infrastructure (Figure 1) is a

                 representation the intended structure and interaction between the various

                 development agencies. There are two significant features that are depicted in this

                 chart. The first is the position of the Charleston Regional Development Alliance, It

                 is not only a center point for the coordination of efforts between the various

                 development agencies, it is also the focal point whereby all recruitment efforts flow.

                 It is our opinion that this is a prudent and strategic insight that is proper and effective










                   DRAFT
                                                                                                                                                                          PSG, Inc.
                                                                                                                                                     Economic Development
                                                                                                                                                       Assessment - Phase 11
                                                                                                                                                                              Page 5


                        Figure I - Economic Development Infrastructure

                                                    ECONOMIC DEVELOPMENT INFRASTRUCTURE



                                                      eco                                                                                          0
                                                                            Berkeley            Charleston             Dotchaseter          0
                                                                                                                                              0
                                                                           Chamber               Chamber               Chamber                 ;O@
                                                  0
                                                                                                                                                     040".
                                                                                                                                          -400",-




                                                     Chart
                                                                                                         '00
                                                                                                                                           Council
                                                         do'mplex
                                                         i
                                                           it
                                                          v to inisht
                                                                                                                                          Governmerift
                                                        'Aumoft








                                                                              rk

                                                                              ou
                                                                                                                           ounty                          E)
                                                                                                          ,k14
                                                                                                                                                  SAS
                                                                                                "ged"; WV12 PV@        scoh. Dev. Dept            _Qommunitl










            DRAFT                                                                                   PSG, Inc.
                                                                                  Economic Development
                                                                                    Assessment - Phase 11
                                                                                                         age 6


                  provided the economic development agencies adhere to the intent and purpose

                of the regional alliance. The second important feature of the graphic illustration is

                the creation of the Charleston Naval Complex Redevelopment Authority. According

                to its stated charter, the authority is not only responsible for the utilization of current

                and future base assets, it is also a partner with the Charleston Regional

                Development Alliance - a very noteworthy and potentially highly effective synergistic

                relationship.



                Employment

                        The same concerns that were expressed in the Phase I study are still evident

                and will continue to be a challenge for the region. As Table 1 illustrates, the

                Charleston Naval Base and Charleston Air Force Base employ approximately

                30,000 people. When the Naval Complex closes in 1996, there will be significant

                impacts on the community that will provide both opportunities for economic

                development as well as cause for concern.

                        The opportunities that will be evident pertain to unemployment and to the

                large number of skilled workers. The unique opportunity for Charleston is that not

                only will there be a large number of workers, there will be a large number of highly

                skilled workers that will require little if any training in their respective fields. In



           M = = = = M M smi                                                                                                      111111101 = =




              DRAFT                                                                                                                PSG, Inc.
                                                                                                                   Economic Development
                                                                                                                     Assessment - Phase 11
                                                                                                                                      Page 7



                  Table 1-      Major Employers in Charleston Metropolitan Area

                                                                             Product/Service                           EmOovees

                           1 .  Charleston Naval Yard                        US Navy                                        23,600
                           2.   Medical University of South Carolina         Healthcare/Research                            7,430

                           3.   Charleston Air Force Base                    US Air Force                                   5,918

                           4.   Charleston County School District            Public Education                               5,148
                           5.   Berkeley County School District              Public Education                               3,055
                           6.   Roper Hospital                               Health Care                                    2,200
                           7.   Westvaco Corporation                         Lumber, Paper                                  2,039

                           8.   U.S. Postal Service                          Postal Service                                 1,965

                           9.   Piggly Wiggly Carolina Company, Inc.         Groceries & Headquarters                       1,800
                           9.   Santee Cooper Public Service Auth.           Power Utility                                  1,800
                           10.  Trident Regional Systems                     Healthcare                                     1,600










            DRAFT                                                                             PSG, Inc.
                                                                             Economic Development
                                                                               Assessment - Phase 11
                                                                                                 Page 8


                addition, there is an abundance of underemployed personnel who can fill the ranks

                of the semi-skilled workers traditionally required to support skilled trades.



                Economy

                       Examination of Table 2 shows where most. of the employment in

                manufacturing is centered. Lumber and Wood Products, Printing & Publishing,

                Chemicals\Rubber & Plastics, Transportation Equipment and Port Related

                Shipbuilding\Repair comprise over 60.0% of the manufacturing base. This

                concentration of employment in only a few select industries exposes Charleston to

                the typical swings in business cycles, and also acts as a deterrent to industrial

                diversification.


                       The primary employment generators in the region have historically been the

                federal government and tourism..         Unfortunately, the presence of federal

                government related jobs and pending job losses associated with the base closing

                will dramatically affect the

                economic health and well being of the Charleston economy. There is little that can

                be done to counter these effects except to understand the following opportunities:

                       1 )    Job losses are inevitable and cannot   be changed.

                       2)     The characteristics of the Charleston region are not so extraordinarily










             DRAFT                                                                            PSG, Inc.
                                                                             Economic Development
                                                                               Assessment - Phase 11
                                                                                                 Page 9


                Table 2 - Major Employment Categories & Percentages


                     P%
                MI&QW0                   nfinn                                             Part-ant
                     2000         Food Kindred Products                                    2.29%

                     2010         Meat Products                                            0.11%

                     2200         Textile Mill Products                                    2.97%

                     2300         Apparel & Other Textile Products                         2.68%

                     2390         Misc. Fabricated Textile Products                        1.59%

                     2400         Lumber & Wood Products                                   8.44%

                     2420         Sawmills & Planing Mills                                 2.62%

                     2421         Sawmills & Planing Mills, General                        0.44%
                     2430         Millwork, Plywood & Structural Members                   0.71%

                     2490         Misc. Wood Products                                      0.45%

                     2700         Printing & Publishing                                    6.66%

                     2710         Newspapers                                               0.27%

                     2720         Periodicals                                              0.25%

                     2740         Misc. Publishing                                         1.31%
                     2750         Commercial Printing                                      3.44%

                     2752         Commercial Printing, Lithographic                        1.53%
                     2759         Commercial Printing, NEC                                 0.98%

                     2800         Chemicals & Allied Products                              11.17%

                     2860         Industrial Organic Chemicals                             4.56%

                     3000         Rubber & Misc. Plastics                                  7.46%










            DRAFT                                                                           PSG, Inc.
                                                                           Economic Development
                                                                             Assessment - Phase 11
                                                                                             Page 10




                                npqnrinfinn                                              Pprrpnt

                     3089       Plastic Products, NEC                                    0.38%

                     3200       Stone, Clay & Glass Products                             2.58%
                     3270       Concrete, Gypsum, and Plaster Products                   1.86%
                     3273       Ready-mix Concrete                                       0.79%

                     3400       Fabricated Metal Products                                2.51%

                     3440       Fabricated Structural Metal Products                     0.63%

                     3441       Fabricated Structural Metal                              0.24%

                     3444       Sheet Metal Work                                         0.34%

                     3470       Metal Services, NEC                                      0.11%
                     3500       Industrial Machinery & Equipment                         4.09%
                     3590       Industrial Machinery, NEC                                1.06%
                     3600       Electronic & Other Electronic Equip.                     0.19%
                     3700       Transportation Equipment                                 15.79%
                     3730       Ship and Boat Building & Repairing                       0.16%
                     3731       Ship Building & Repair                                   4.04%

                     3732       Boat Building & Repair                                   0.16%

                     3800       Instruments & Related Products                           0.72%

                     3900       Misc. Manufacturing Industries                           1.48%

                     3990       Misc. Manufacturers                                      1.40%

                     399\       Manufacturing Industries, NEC                            1.53%










            DRAFT                                                                               PSG, Inc.
                                                                               Economic Development
                                                                                 Assessment - Phase 11
                                                                                                 Page 11


                              different from those of its regional and national competitors that would

                              significantly act as a catalyst to provide an accelerated influx of

                              industrial prospects.

                       3)     The current wage structure of federal government employees and

                              associated military personnel are significantly higher than those of the

                              tourism industry. The ability to retain these high paying jobs will be

                              difficult.

                       4)     The lack of economic diversity of the economy is the primary cause

                              of the current dilemma.

                       In summary, the only positive step that can be taken is 1) absolute

                acceptance that there will be a down turn in the local economy due to major job

                losse s, and 2) changing the structure of the economy to a more diverse, while not

                an immediate fix, is the only assurance that this will not happen again.

                       Figure 1, while only a graphic, illustrates what has been advocated as the

                ideal interaction between the various economic development entities in the region.

                It does not descfibe what may actually take place. In order for successful economic

                development to occur, there must be cooperation and a common goal.

                       Figures 2 - 5 show the location of various industries by SIC Classification

                groupings (reference Table 2). The objective of this study is not to determine







        Figure 2 - Lotation of Industry by SIC Code



                                                  Berkeley




                                                    A       A






                                     A



                                             AAD     A                    A
                                             0

                                           A


                                  Dorchester        + A

                                                            4A 9
                                                             A
                                                               A          A
                                                          A    A
                                                          A-           +

                                                 Charleston LA
                                            A                          +

                                   A
                  N                                 A
                                                       *A
                                                        A

                Miles                 Charleston

           0      5     10







          Figure 3 - Location of Industry by SIC Code



                                                               Berkeley
















                                            Dorchester






                                                             Charleston. 6.


                      N                                                            0%


                    Miles                        Charleston

              0       5       10







            Figure 4 - Location of Industry by SIC Code


                                                                     Berkeley







                                                                  A        A








                                               Dorchester




                                                                                    -A           + A
                                                                  Charleston:A

                                                            +
                         N



                       Miles                         Charleston

                0        5       10







             Figure 5 - Location of Industry by SIC Code


                                                                           Berkeley





                                                                                       A




                                                                         A
                                                                                   A






                                                                                                                +
                                                                                      A
                                                                                       +


                                                                                     +*

                                                    Dorchester



                                                                                                             A

                                                                                                            A
                                                                                                           + A
                                                                        CharlestonA.*.    AS
                                                                                           A.
                                                                                         **A

                                                                                              A
                           N
                                                                                               *+


                         Miles                            Charleston

                  0        5        10










              DRAFT                                                                              PSG, Inc.
                                                                                Economic Development
                                                                                  Assessment - Phase 11
                                                                                                  Page 16


                 which county has more of a proprietary and/or fiduciary role to other counties to

                 assure mutual success. As these illustrations show, the majority of industry is

                 located in Charleston County. However, there is still a significant percentage of

                 industries located in both Dorchester and Berkeley. All three counties have some

                 degree of responsibility for the success of their neighboring counties by default. As

                 a result, the cooperative spirit between these counties is a must. It is necessary for

                 all economic development agencies to work together in the spirit of friendly, yet

                 cooperative, competition. Industrial prospects can sense when there is a lack of

                 cohesiveness among local government agencies, regardless of efforts to convince

                 them to the contrary. Once this impression has been made, there is little if anything

                 that can be done to counter this perception.






                 Status of Base Closure

                 In September 1993, the Base Realignment and Closure (BRAC) Commission

                 decided to close portions of the Charleston Naval Base. These portions were the

                 naval station, the shipyard and industrial supply center. Since this time, there have

                 been significant structural changes not only in the organizations responsible for

                 implementation of a the base reuse program but also the manner with which the










              DRAFT                                                                            PSG, Inc.
                                                                               Economic Development
                                                                                 Assessment - Phase 11
                                                                                                 Page 17


                  implementation process will be carried out.

                         With regard to these changes, the creation of the Trident Regional

                  Development Alliance is in sync with the typical sequence of activities related to

                  base closing.    As illustrated in the previous graphic, the Trident Regional

                  Development Alliance has been formed to act as a facilitator and a coordinator for

                  economic development activities in the region. Furthermore, examination of the next

                  illustration titled "Base Closure Process" shows that the Regional Alliance was

                  formed a short time prior to the Naval Complex Redevelopment Authority. The

                  Naval Complex Redevelopment Authority replaced the B.E.S.T. Committee to act

                  as the implementation group for the plans and recommendations proposed by the

                  committee. In terms of the administrative and organizational steps necessary to

                  redevelop the Charleston Naval Base, these appear to be on time.

                         The Remediation Plan for the Environmental Cleanup of the Charleston Naval

                  Base; however, is not scheduled for completion until 1999. It has been inferred that

                  the length of remediation will be dependent on the technology selected, additional

                  sampling and final recommendations from the United States Navy. The lack of an

                  accelerated program to fast-track this process can seriously undermine the

                  marketing efforts of both the Charleston Regional Alliance and the Charleston

                  Complex Redevelopment Authority.










            DRAFT                                                                             PSG, Inc.
                                                                             Economic Development
                                                                               Assessment - Phase 11
                                                                                               Page 18





               Prioritization

               The prioritization of economic development activities should be viewed from three

               perspectives. First, the unique opportunities and challenges that are present as a

               result of the base closing. These are primarily centered around available

               manpower and excess property/facilities. Second, the inherent strengths of the

               Greater Charleston Region as a whole should not be overlooked with undue focus

               on replacement jobs as a result of the base closing. As a gateway for exports to

               other parts of the world, a moderately favorable business climate, and relatively

               inexpensive utilities, Charleston can effectively compete based on these merits

               alone. Finally, the future economic framework, or vision, for the region can be

               influenced permanently by the industrial targets that the Regional Development

               Alliance and Local Partners elect to pursue. It is the opinion of the consultant that

               the economic development priorities should be based on the latter two elements

               (strengths and vision) with the base closing as simply another impetus and asset to

               help facilitate these two activities:



               Base Qlosing

                      The base closing has acted as a catalyst to unify community action and focus










           DRAFT                                                                             PSG, Inc.
                                                                             Economic Development
                                                                              Assessment - Phase 11
                                                                                               Page 19


               direction on the immediate result of significant job losses. Unfortunately, there is

               little that can be done to forestall the significant short term loss of jobs and the

               resulting economic impact. There is the potential for utilization of various military

               assets including land, infrastructure and buildings; however, these assets in and of

               themselves very rarely, if ever, are considered important factors to support a

               company relocation. . Instead, the inherent strengths and weaknesses of a

               community are considered first and foremost. If these make sense to an industry

               from both an economic and business standpoint then the community will be

               considered - if not, then it won't.

                      Probably the greatest potential that these assets hold for the Greater

               Charleston region is the ability to provide particular manufacturing, trade and/or

               business services that help support the economic development objectives of the

               region. For instance, the location of a company involved in machinery assembly and

               export with 100 jobs would have less of a long term impact than that of a major

               transportation forwarding company' headquarters that imports and exports on a

               global basis. While the former (machinery company) would have an immediate

               impact, the long term consequences would probably be minor. In contrast, a

               headquarters location that builds upon the existing strengths of the region, while

               relatively few in jobs, adds tremendous benefit to other companies that utilize this










            DRAFT                                                                              PSG, Inc.
                                                                              Economic Development
                                                                                Assessment - Phase 11
                                                                                                 Page 20


                service. These type of prospects should be identified and actively pursued.

                       In short, the current charter of the Regional Development Alliance is on

                target. To provide assistance to the Charleston Naval Complex Redevelopment

                Authority where necessary and pursue the utilization of the current/former military

                assets are both equally important.



                Strengths

                       The strengths of the Charleston region are abundant. The port facilities are

                among the best in North America and are a gateway to imports and exports. The

                Medical University of South Carolina.is the oldest medical university in the south and

                has leadership committed to assisting with economic development efforts and

                anxious to recruit medical related, pharmaceutical and biotech industries. Energy

                costs in the region are some of the cheapest in North America. A community that

                has been shocked into coalescence and unity by the dire consequences imposed

                by the base closing and a state government that recognizes its own role to help

                alleviate this problem. And finally, the Quality of Life has a unique appeal for those

                attracted to the culture, natural environment and lifestyle of the region. These are

                significant strengths that are sometimes overlooked and undervalued by prospects.










            DRAFT                                                                             PSG, Inc.
                                                                             Economic Development
                                                                               Assessment - Phase 11
                                                                                               Page 21



               Vision

                      The question has been asked, "What can we do to replace the loss ofjobs

               because of the base closing?" Instead, the question should be, "How can we as

               community leaders make sure that this situation never again raises its ugly head to

               wreck the locallregional economy. " Pursuit of low-paying,low skilled jobs will only

               serve to exacerbate the existing problem and assure that future generations will

               have no choice but to migrate out of the region to attain an adequate standard of

               living.

                       Landing a large employer that can contribute little to the long-term future

               growth of the region may be politically expedient and popular; however, it is short-

               sighted and self- defeating.

                      The Base Closure is an event that "in retrospect" could probably not have

               been foreseen nor avoided. It is the impetus that has caused significant changes

               in the way local development efforts are being viewed and will hopefully continue to

               drive these to the forefront. Furthermore, there are significant strengths in the

               tri-county region that should not be undervalued nor ignored. A cooperative effort

               among all municipal, county and city government and economic development

               agencies is a must to successfully recruit industry into the region Finally, there is

               the need to determine what the face of the economy will look like in future years.










            DRAFT                                                                            PSG, Inc.
                                                                            Economic Development
                                                                              Assessment - Phase 11
                                                                                              Page 22


               It is easy to capture industry that is locating in a particular region because that is the

               cheapest place to do business. In contrast, it is extremely difficult to demonstrate

               to a company why they should locate in your community because of factors that are

               difficult to measure, and even more so to demonstrate such elements as: positive

               business climate, community leadership and commitment, etc..










            DRAFT                                                                              PSG, Inc.
                                                                              Economic Development
                                                                                Assessment - Phase 11
                                                                                                Page 23


                CONCORDANCE - THE CHARLESTON HARBOR PROJECT

                       The overall objective of this study is to integrate the goals and objectives of

                the Charleston Harbor Project into an economic development and target industry

                recruitment strategy. Phase I and Phase 11 have attempted to discuss the industrial

                recruitment process, evaluate the strengths and weaknesses of the Charleston

                region, assess the probability of success for economic development opportunities

                that exist and finally to discuss how the Charleston Harbor Project can help to

                facilitate this process. The primary objective of the Charleston Harbor Project (See

                also attached Appendix) is to accomplish the following:

                       1 .    To maintain and enhance the quality of the environment in the

                              Charleston Harbor estuary system.

                       2.     To maintain the range of uses of waters and natural resources of the

                              Charleston Harbor estuary system.

                       3.     To anticipate and address potential problems before adverse impacts


                              occur.


                       These three primary objectives are supported by several secondary

                objectives which include storm water/non-point source, biological resources, point

                sources, dredge, land use, public utilization a nd data management.

                       As the primary objectives above indicate, preservation of the natural










            DRAFT                                                                                 PSG, Inc.
                                                                                Economic Development
                                                                                  Assessment - Phase 11
                                                                                                   Page 24


                resources and maintenance of the quality of the environment for the Charleston

                Harbor region are supported by an approach to anticipate and address potential

                problems before they occur. There is no doubt that the environment is affected by

                industrial development. Furthermore there is no doubt that legislative mandates,

                both present and pending, can enforce compliance by industry and municipalities

                to prevent or halt adverse environmental impacts. The primary question that must

                be asked is: "Is enforcement of statutory regulations enough to obtain the goals and

                objectives set forth by the Charleston Harbor Project, or is it necessary to take a

                partnership approach to show the overall benefit to the community and industry by

                exceeding more that just the minimum regulatory limits."

                       If history has demonstrated anything, it is that industries, as well as

                communities, are driven by motives to maximize their benefit. The theory of basic

                economic principles has been proved to be true countless times. These benefits,

                which are many times in the form of monetary gain, includes other benefits that are

                intangible such as goodwill, community recognition, approval, etc.. In addition, the

                platitude that says "water follows the path of least resistance" is another factor that

                may seem simplistic, yet is nevertheless true. If it is easy to do it will most likely be

                performed and performed correctly. In contrast, if it is difficult, it only increases the

                chances that it will not be performed - or if performed probably performed










           DRAFT                                                                               PSG, Inc.
                                                                              Economic Development
                                                                                Assessment - Phase 11
                                                                                                 Page 25


               incorrectly. In short, the questions posed previously, based on the logic presented

               in the last two paragraphs, would indicate that the most logical course of action

               would be for the Charleston Harbor Project to embark on a program that is not

               viewed as just another set of complicated environmental nuisance regulations, but

               rather an opportunity for surrounding industries and communities to make a real

               difference in the quality of the environment. At the same time, it is incumbent upon

               the Charleston Harbor Project to demonstrate that accomplishing the goals as set

               out by the Charleston Harbor Project will do much to enhance the long term

               economic health of the community as well as its quality of life. This is no a simple

               task to undertake; nevertheless, the following suggestions should be considered

               possible action items:

                      I .     The Charleston Harbor Project team should enlist the support of

                              all the surrounding regulatory agencies to discuss how they can

                              become advocates and promote economic development The first

                              step would be to take a hard look at themselves to first see in what

                              ways permitting, reviews and opinions can be streamlined. This must

                              be an earnest critical self examination and report these findings to the

                              various local economic development agencies. In addition, the

                              process should involve their input and support.










           DRAFT                                                                               PSG, Inc.
                                                                              Economic Development
                                                                                Assessment - Phase 11
                                                                                                 Page 26


                      2.      Devise a plan where any regulatoiy issues that are imposed on

                              new or existing industries that require applications, approvals,

                              modeling, etc.. are performed faster in Charleston, SC than

                              anywhere in the United States. This will require research,

                              flowcharting, planning and collaboration with state and local officials.

                              Pre-permitted sites is an example of one solution that has been

                              conducted in Savannah, GA and has had considerable success.

                      3.      Provide a permanent liaison that works with local economic

                              development agencies and industry. The purpose would be to

                              make sure that whenever assistance is required it is performed

                              expeditiously and decisively. There is nothing more frustrating that

                              trying to apply for a permit or comply with a regulation in earnest and

                              having to continually provide additional information. Avoid having the

                              permitting\compliance process resembling a moving target.

                      4.      Become part of the economic development process by being

                              proactive. Being proactive means offering assistance when non is

                              asked, educating and informing others in a non-threatening or

                              condescending manner and providing solutions instead of expecting

                              others to (Figure 6).











            DRAFT                                                                            PSG, Inc.
                                                                            Economic Development
                                                                              Assessment - Phase 11
                                                                                              Page 27


                      5.     Provide in-house training to CHP employees and cooperating

                             agencies on how to be outwardlciient-focused instead of

                             inwardladministrative-focused. These skills are not intuitively

                             obvious to everyone whether in the private or public sector.

                      Notice that none of the guidelines above suggest in any way that there should

               be special considerations, bending of rules or non-enforcement of regulations. In

               fact, this should never be inferred in any way. What the guidelines suggest is that

               the Charleston Harbor Project portray the image of an organization that wants

               industry and other agencies be viewed as responsible corporate citizens by making

               regulatory compliance as painless and easy as possible. As Phase I noted, most

               industries want to comply and even exceed standing regulations intentionally in

               many instances. It is the minority that tries to beat the system. Furthermore, once

               local industry and development agencies realize that they all have a stake in

               improving the quality of life and the environment and have an agency who is

               committed to helping them achieve this, compliance issues will be self policing to

               some extent.


                      Too often economic development officials as well as state and local

               environmental regulatory officials are at odds with each other. It is not unusual to

               see adversarial relationships continue to thwart the efforts of each. Those










            DRAFT                                                                                  PSG, Inc.
                                                                                 Economic Development
                                                                                   Assessment - Phase 11
                                                                                                    Page 28


                communities and states that have bridged the gap of misunderstanding find that

                both organizations are ultimately successful. Those that don't ultimately fail.

                       The Charleston region is unique. The habitat, culture, environment, quality

                of life, and history is like no other place in the South. It can be argued that

                Charleston is just another attractive city that is like many other cities offering similar

                or better location characteristics.       Nothing could be further from the truth.

                Preservation of these features is critical to the economic future of the entire region

                and can only be accomplished by agencies, governments and industry all working

                toward a common goal. The Charleston Harbor Project will not be successful if it

                attempts to act in a vacuum. Furthermore, the future economic viability of the region

                hinges to a large degree on resolving many of the environmental challenges such

                as assimilative capacities of surrounding waterways, diminishment of significant

                habitat, etc.. Solutions to these problems will require shared leadership from all

                participants and creative thinking to share the responsibilities equally.









                                         DRAFT                                                                                                                                                                                                                             PSG, Inc.
                                                                                                                                                                                                                             Economic Development
                                                                                                                                                                                                                                  Assessment - Phase 11
                                                                                                                                                                                                                                                                               Page 29


                                                   Figure 6 - Integration of the Charleston Harbor Project in Local Economic Development Initiatives

                                                             Integration of CHIP Into Economic Development


                                                               Stail of Process
                                                                                                                                                                                                                                                                                                                                                                tZ
                                                                                                                                                                                                                                                                           ith
                                                                                                                                                                                                                                                       Eddit NV.
                                                                                                                                                                                                                                                   Age- ndes, and
                                                                                                                                          C
                                                                                                                                                                                                                                                         in
                                                                                                                                                                                                                                                              dtis

                                                                                                                            - -- - - ------- - ---------
                                                                                                                                                                                      Wffff 91491=01






                                                                             ......  ........................................................... ..................................................... ... ........................................................... ......................................................................................................



                                                                                                                                                                                                                                                                                               Note             Objectives will change over time
                                                                                                                                                                                                                                                                                               and "it have to be continually monitor ed
                                                                                                                                                                                                                                                                                               and adjusted as necessary. This is mea nt
                                                                                                                                                                                                                                                                                               to be a dynamic process as indicated b y
                                                                                                                                                                                                                                                                                               the doffed line,










           DRAFT                                                                              PSG, Inc.
                                                                             Economic Development
                                                                               Assessment - Phase 11
                                                                                               Page 30


               STANDARD INDUSTRIAL CLASSIFICATION                              (SIC) TARGET

               INDUSTRY IDENTIFICATION

                      An evaluation of Phase I indicated that the fastest growing industries in 1994

               were machine tools (SIC 3541), electronic components and accessories (SIC 367),

               surgical and medical instruments & appliances (SIC 3841 & 42), mobile Homes

               (SIC 2451), automotive parts and accessories (371), Lighting fixtures (364) and

               analytic instruments (SIC 3826). Certainly these should be part of the target

               industries for the region by virtue of their projected growth in the United States.

               Particular emphasis should be placed on the surgical medical instrument &

               appliances. In addition, other industries should be included as follows and are

               presented as groupings as opposed to discrete standard industrial classifications:




               Medical and Related Industries


                      The Medical University of South Carolina at Charleston should be the driving

               force to act as the catalyst to recruit industries in the medical and medical related

               industry. Probably the best example or parallel for Charleston to model is that of

               Birmingham, Alabama and the University of Alabama-Birmingham. Like Charleston,

               the Birmingham region was a regional medical center with a university eager to

               develop research and development capabilities not only for academic excellence but










            DRAFT                                                                            PSG, Inc.
                                                                            Economic Development
                                                                              Assessment - Phase 11
                                                                                              Page 31


               for industry collaboration. There was no critical mass of either; therefore, the

               university recruited top flight medical professionals to help develop the necessary

               programs with a 10 year vision. To date, UAB is one of the nation's leaders in

               sports medicine, heart research and other areas of medicine. In addition, UAB and

               the community have taken a proactive and extremely cooperative approach to jointly

               recruit, and in some. cases create (i.e., IPO with Biocryst, Inc.), industrial

               development. In short, their approach to develop this industry was to build the

               foundations which attract or act as the impetus to home-growing these industries

               first. These foundations include research, clinical trials, product development and

               others. Once this was complete, then industrial recruitment was undertaken in

               earnest.


                      It should also be understood that the recruitment of a prize company in this

               field can do a tremendous amount to accelerate or even create a whole range of

               medical and medical related services. A prime example is that of Medtronic located

               in Minneapolis, MN. There development of heart pacemaker and related technology

               created an entire industry of support services and other medical device spinoffs. In

               order to be successful; however, required the collaboration and cooperation of the

               University of Minnesota.











             DRAFT                                                                               PSG, Inc.
                                                                                Economic Development
                                                                                  Assessment - Phase 11
                                                                                                   Page 32



                Pharmaceutical Related Industries

                        Pharmaceutical companies can generally be characterized in two ways: 1)

                those companies that manufacture specialty drugs with extremely high technology

                manufacturing processes, and 2) those companies that produce somewhat

                commodity type drugs and\or fine chemicals that are massed produced in large

                volumes. The needs for each are at opposite ends of the spectrum some of which

                Charleston can accommodate, others of which will be very difficult to support.

                        Specialty drugs typically require the assistance and/or collaboration of a local

                university or other companies that have the necessary support services to

                accommodate research and development and certain manufacturing processes.

                More importantly, these types of industries require a special set of skills that can

                only be found in certain traditional hi-tech biotechnology corridors. For the

                Charleston region, providing this type of assistance can only come from the

                university since there is not an established biotechkpharmaceutical presence in the

                region. Nevertheless, it is still worthy of consideration.

                        In contrast, there is the opportunity to recruit pharmaceuticaftfine chemical

                manufacturing where the nature of the manufacturing process is amenable to low

                cost operating characteristic@. The recent events of Nucor Steel, which was driven

                primarily by low cost electricity js a testament to this fact. Berkeley Cooperative










            DRAFT                                                                              PSG, Inc.
                                                                              Economic Development
                                                                                Assessment - Phase 11
                                                                                                 Page 33


                Electric Company can play a major role in this effort.

                       An emerging trend for both specialty drugs, pharmaceuticals and commodity

                drugs is the start of contract research and manufacturing services for established

                products. This probably offers the greatest potential to qukkly develop this

                industry over any other alternative. Having the ability to perform research, clinical

                trials and ultimately production is a service that will draw industry into the region.

                The economies this offers to new startups is tremendous.



                Motor Vehicle PartslComponents

                       As stated in Phase I of this study, motor vehicle parts and components are

                a projected growth industry for the U.S. economy. This is because of the continued

                growth of the U.S. and North American markets as well as the increasing costs of

                production in other western economies such as Japan, Germany, etc.. As a result,

                these "transplants" will continue to locate in areas where production costs are lower

                yet still maintain high rates of productivity and quality.

                       The recent siting and construction of the BMW automotive assembly plant

                has had a tremendous impact on the upstate region of South Carolina. Similarly,

                the recent siting of the Mercedes Benz automotive manufacturing facility in Vance,

                Alabama shows a trend for automotive sitings in the Southeast. Furthermore, there










           DRAFT                                                                               PSG, Inc.
                                                                              Economic Development
                                                                                Assessment - Phase 11
                                                                                                Page 34


               are indications that other manufacturing facilities for both automotive and truck

               assembly plants will be occurring in the near future and will most likely continue to

               focus on the Southeastern region of the country.

                      The characteristics of both the Mercedes Benz and BMW plants are similar.

               Both plants are designed to serve the North American market as well as exports

               back to their traditional European markets. The same opportunity to recruit and

               capture other "transplants" exists for the greater Charleston region, especially those

               companies that use import and export.

                      At present, both Mercedes and BMW import power train components and it

               appears that this trend will continue in the near future. It is only a matter of time,

               however, before both companies decide to either move power train manufacturing

               operations or outsource components to other manufacturers. It is our opinion that

               the former scenario (production relocation) is the most likely. The development of

               this industry is dependent on the availability of adequate support services such as

               metal working, machining, metallurgical testing, etc.. As a result, the automotive

               industry as a target market must out of necessity realize the importance of these

               industries.

                      It should be noted that Caterpillar located in Greenville, SC to manufacture

               and assemble diesel engines without the benefit of this inherent skill base or wide










           DRAFT                                                                              PSG, Inc.
                                                                             Economic Development
                                                                              Assessment - Phase 11
                                                                                               Page 35


               range of support services. Through the utilization of team-based units and the

               state's Special Skills Training Program, this plant has exceeded every expectation

               to date, In short, the opportunity is enhanced, but not necessarily dependent on

               these factors. In addition, the ownership of the shortline railroad that services the

               Port of Charleston offers transportation cost advantages that are unparalleled in the

               U.S.




               Metalworking and Industrial Machinery

                      As stated in the Phase I of this study, both metal working and machinery

               manufacturing are growth industries from a national perspective. Charleston is very

               competitive for both of these industries. In fact, few communities can compete in

               one distinct aspect. The rationale for this is as follows:

                      The future competitive position of many American manufacturing firms is not

               necessarily the cost with which machinery can be produced, (although this can be

               an   important consideration) but rather the speed and degree of

               specialization\customization with which it can be manufactured, assembled,

               modified and tested to meet the project requirements for foreign investment into

               emerging economies.

                      The demand for hi-tech equipment in third-world economies     that have pent










            DRAFT                                                                                PSG, Inc.
                                                                                Economic Development
                                                                                 Assessment - Phase 11
                                                                                                  Page 36


                up demand for the production of consumer products is staggering. As a result, the

                need for basic manufacturing components, equipment and machinery is

                tremendous, This demand, however, is tempered by the characteristics of the host

                country/economy and the appetite for investment into these markets. The reasons

                for this are twofold : 1) the financial risk of potential investors is broken down into

                the lowest amount of capital possible, and 2) the regional nature of production and

                consumer markets does not allow for massive intra-regionallcounty distribution and

                marketing.

                       As a result, machinery and equipment must be manufactured and assembled

                in smaller units, yet be fully tested and capable of production on location very quickly

                and in a modular fashion. Hence, the opportunity for Charleston is to provide a

                staging area for manufacturing companies to accomplish this task. This has yet to

                be created anywhere in the United States.

                       A hi-tech foreign trade zone that utilizes the economies associated with

                special tax concessions and duties incorporated into a framework that capitalizes

                on the development of feeder industries into the zone is an opportunity unparalleled

                in the world. Instead, this concept has been utilized only to take advantage of low

                cost labor or assembly operations. The impetus fo       r this concept is to have the

                reverse of a tradition "maquiladora" where low production costs is the objective.










            DRAFT                                                                               PSG, Inc.
                                                                               Economic Development
                                                                                 Assessment - Phase 11
                                                                                                 Page 37


               Instead, high value added with the ability to package, ship and deliver anywhere in

               the world in record time would be the objective.




               Chemicals and Plastics

                       Chemicals and plastics generally locate near the source of the raw materials.

               This means that a location that performs primary processing or refining or an area

               where the bulk commodity can be transported, stored and distributed efficiently and

               economically is highly desirable. As stated throughout the report, the Port of

               Charleston is one of the nation's premier port facilities that can accommodate all

               these needs. In addition, these companies are typically large utility consumers of

               power, water, and sewer. The attributes that are necessary to attract these

               industries are all present with the possible exception of sufficient wastewater

               treatment capacity. The question which remains for the community to answer

               collectively is whether these industries are desirable from a long development

               perspective and what effect will they have on the future desirability of the region for

               other industries. The purpose of this report is to identify target industries that have

               a high potential for successful recruitment. There are several different stages of

               manufacturing for this industry and the Charleston region should not ignore the

               potential for downstream industries.










           DRAFT                                                                              PSG, Inc.
                                                                             Economic Development
                                                                               Assessment - Phase 11
                                                                                                Page 38


               Printing and Publishing

                      There is a already a fairly large presence in the area of this industry,

               Typically, these industries tend to agglomerate where there is a collection of other

               similar industries in order to take advantage of the existing skills and the necessary

               transportation infrastructure required for distribution. Nashville, Tennessee is an

               example of this phenomenon



               Electronics and Electrical Components

                      This industry is growing and will continue to grow in the U.S. The

               development of this industry will do much to enhance the probability of recruitment

               in other industries such as machinery, automotive components, etc.. Furthermore,

               an agglomeration of these types of industries can be an attractive feature for

               designated free4rade zones where component assembly is practiced. Capitalizing

               on this opportunity is possible by marketing the availability of skilled military

               personnel that can be available once their military obligations have been fulfilled.




               Conclusion


                      The actions necessary to make a significant impact on the future job losses

               as a result of the pending base closing will require decisive action. It was pointed










            DRAFT                                                                              PSG, Inc.
                                                                              Economic Development
                                                                                Assessment - Phase 11
                                                                                                Page 39


                out in Phase I that most major employment is not the result of local

                entrepreneurialship or new startups. Instead, there is conclusive evidence that new

                job growth and employment is primarily affected by large industrial expansions and

                relocations. The Charleston region cannot afford to ignore small business because

                it is quite possible that there is a mega-company in the. making with every new

                business startup. The environment must be present to promote and encourage

                these developments.



                One of the necessary ingredients to foster this kind of environment is a healthy

                economy. A healthy economy depends on jobs. As a result, the state and the

                community must target several large industries that will be expanding and or

                relocating and do not simply compete against other communities but make sure that

                they win. This spirit was manifested in the successful BMW recruitment and must

                be reincarnated again with every potential project in Charleston. It is necessary for

                the community to understand unequivocally that landing large projects will require

                an extremely close working relationship with the state. In short, if is incumbent upon

                the community to take the initiative to make the Charleston region an easy place to

                recruit industry for the state instead of the other    way around. The foregoing

                industries are opportunities where the Charleston region can excel.










           DRAFT                                                                          PSG, Inc.
                                                                          Economic Development
                                                                           Assessment - Phase If
                                                                                           Page 40


              APPENDICES




              Charleston Harbors Project

              Measurable Objective Workshop

              September 21 & 22, 1993




              EXECUTIVE SUMMARY

                     This report is a summary of a workshop held on September 21 & 22, 1993

              at the University of Charleston, Charleston, South Carolina. The Charleston Harbor

              Project (CHP) staff organized and sponsored this workshop to initiate the process

              of building a consensus on measurable objectives for the Special Area Management

              Plan (SAMP) to be developed by the Charleston Harbor Project. Measurable

              objectives were to be developed in such a way that progress toward the CHP goals

              could be documented.


                     The meeting was arranged to provide participants an overlay of the goals of

              the CHP, and the progress and studies sponsored by the CHP. Then, in order to

              focus discussion, CHP staff presented workshop participants with drafts of

              measurable objectives that served as springboards for discussion.

                     Draft measurable objectives were recommended for several resources of










            DRAFT                                                                               PSG, Inc.
                                                                               Economic Development
                                                                                 Assessment - Phase 11
                                                                                                  Page 41


                concern and secondary CHP goals. Nine draft measurable objectives were

                recommended with relationship to juvenile finfish, shellfish, direct recreational

                contact, wading birds, threatened and endangered birds, finfish, wetland habitat,

                sediment and threatened and endangered species.



                       Indicators for all of the measurable objectives were not established.

                Monitoring plans for each of the resources of concern or habitat of concern were

                discussed but no specific action items were established. Likewise, levels of concern

                (part of the definition of a measurable objective) were not established for each of the

                resources of concern. There was a consensus that, at a minimum, one more

                workshop should be held to refine the objectives already established and develop

                measurable objectives for those resources or goals without them.




                INTRODUCTION

                       The Charleston Harbor Project (CHP) was established to develop a Special

                Area Management Plan (SAMP) for the greater Charleston Harbor area. The

                program is being conducted by SCDHEC/OCRM. The objective of the CHP is to

                develop and implement growth management guidelines that will protect the rich

                natural and cultural resources of the area and will also strengthen the area's diverse










            DRAFT                                                                               PSG, Inc.
                                                                               Economic Development
                                                                                 Assessment - Phase 11
                                                                                                 Page 42



               economic resources.

                       The CHP staff invited research scientists, regulatory an policy agencies,

               planners, local government officials, utility managers and industrial facility managers

               to attend a two day workshop on developing measurable objectives for the SAMP.

               This range of attendees was intended to represent groups which would be involved

               in developing SAMP, those who would implement the plan and those who would be

               directly impacted by implementation of the final plan.

                       The charge to the participants was to reach consensus on the issues that

               should be addressed in a Special Area Management Plan for the Charleston Harbor

               Project and to identify the priorities for those items identified.

                       Consensus was reached in several resource areas and with regard to certain

               of the secondary CHP goals. The resulting measurable objectives in most cases

               provided a framework for additional discussion and refinement. Indicators and

               monitoring plans for determining performance of the SAMP were discussed, but no

               consensus was reached.


                       This summary is intended to be a discussion document which brings attention

               to the progress made to date in defining the elements of the Special Area

               Management Plan. Likewise, it points to areas which require further exploration,

               definition and refinement..










            DRAFT                                                                              PSG, Inc.
                                                                              Economic Development
                                                                                Assessment - Phase 11
                                                                                                Page 43


                      To facilitate an understanding of the discussions and the major components

               of the CHP, the following glossary was developed. In addition, the primary and

               secondary goals of the CHP are restated and lend assistance in interpreting the

               Tables in the summary Findings section.



               GLOSSARY

               Management Actions -         Individual actions which are directed at lessening the

                                            impact of man's activities on the environment, e.g.

                                            Construction of a detention pond.



               Action Plans -               Collective strategy developed through public input which

                                            directs a governing body, regulatory agency or the

                                            general public to undertake specific activities to lessen

                                            man's impact on the environment. e.g. Develop and

                                            implement storm water management strategy for a

                                            watershed.




               Measurable Objective -       A desired environmental endpoint that is stated in terms

                                            of an environmental indicator which can be objectively










           DRAFT                                                                        PSG, Inc.
                                                                        Economic Development
                                                                          Assessment - Phase 11
                                                                                         Page 44


                                         measured to determine whether the objective is

                                         achieved.




              Primary Goal -             On e of three overreaching objectives to focus the

                                         activities of the Charleston Harbor Project.



              Resource of Concern -      An environmental resource of public concern, the well

                                         being of which motivates preservation or restoration

                                         efforts.




              Secondary Goal -           A series of management actions or environmental end

                                         points grouped by major categories:             Storm

                                         Water/Nonpoint Source. Biological Resources, and

                                         Point Source.




              Special Area Mgt. Plan - Specific Management strategies for protecting

                                         resources of concern balanced with continued use of


                                         the various resources in the watershed.











           DRAFT                                                                         PSG, Inc.
                                                                         Economic Development
                                                                           Assessment - Phase If
                                                                                          Page 45


              CHARLESTON HARBOR PROJECT GOALS




              Primary Goals

              1 .    To maintain and enhance the quality of the environment in the Charleston

                     Harbor estuary system.

              2.     To maintain the range of uses of waters and natural resources of the

                     Charleston Harbor estuary system.

              3.     To anticipate and address potential problems before adverse impacts occur.



              Secondary Goals

              Storm Water/Non Point Source

              1 .    To identify specific storm water problems that presently exist in the

                     Charleston Harbor Drainage Basin.

              2.     To modify, where necessary, and integrate all existing water quality

                     monitoring programs into a basin-wide monitoring system.

              3.     To develop management programs to reduce/minimize storm water/nopoint

                     problems.

              4.     To protect and reopen shellfish grounds.










            DRAFT                                                                             PSG, Inc.
                                                                             Economic Development
                                                                               Assessment - Phase 11
                                                                                                Page 46


               Biological Resources

               1. , To identify, locate and characterize important species and habitats in the

                      Charleston Harbor Drainage Basin.

               2.     To identify historic and recent losses of important habitats and populations

                      of important species.



               3.     To identify and utilize practical and successful methods of restoring or

                      replacing habitat losses, where necessary, for the recovery of important

                      species and the long-term health of the Charleston Harbor system.

               4.     To identify and implement mechanisms for future protection of hab     itats and

                      populations.




               Point Sources


               1 .    To identify and characterize all point sources within the Charleston Harbor

                      Drainage Basin.

               2.     To refine wasteload allocations and establish TMDL's for the Charleston

                      Harbor estuary.

               3.     To work with municipal and industrial entities to better manage and, where

                      possible, reduce point source loadings.










           DRAFT                                                                             PSG, Inc.
                                                                            Economic Development
                                                                              Assessment - Phase 11
                                                                                              Page 47


               Dredge

               1 .    To define future and dredged material and disposal requirements.

               2.     To assist responsible agencies with the selection of dredged material

                      disposal areas.



               Land Use

               1 .    To locate and characterize existing land uses throughout the Charleston

                      Harbor Drainage Basin.



               2.     To work With local governments to determine the likely areas of growth, and

                      to predi ct land use conditions at build-out under existing zoning and land use

                      regulations.

               3..    To determine the impacts of various land uses on the Charleston Harbor

                      estuary.

               4.     To identify and promote land use management practices which reduce

                      adverse impacts on the Charleston Harbor estuary.

               5.     To encourage local governments to actively manage land use for the

                      maintenance and enhancement of the Charleston Harbor estuary.










           DRAFT                                                                            PSG, Inc.
                                                                            Economic Development
                                                                             Assessment - Phase 11
                                                                                              Page 48



               Public Utilization

               1 .    To document present levels of public utilization of the Charleston Harbor and

                      its resources.

               2.     To enhance cultural, recreational, economic and public use of the estuary.

               3.     To increase public awareness and involvement in management of the

                      Charleston Harbor system.



               Data Management

               1 .    To develop an accessible information management system which integrates

                      data on the Charleston Harbor watershed pertinent to a watershed

                      management plan.

               2.     TO develop s GIS that satisfies CHIP management needs and is compatible

                      with state/local agency requirements,



                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                                                         I
                                                                            .111011111011111111          1
                                                                              3 6668 14108 76,52
                                                                                                         I