“The Sumter Community Leadership, along with volunteers
from the Sumter Community, has been extremely busy ensuring that the projects/initiatives identified in the Sumter Community Plan Document are kept on target. The information depicts the amount of work that transpired in 2003-2006.
“Thank you for all the hard work.”
Pastor Marion H. Newton,
Chairman, Sumter Community Vision
Progress Key: 
n In planning stage
n Completed
n On-going
n Re-evaluating the initiative
2003-2006 Community Vision Progress Report
Projects and Initiatives
Sumter Grows Smart – Strengthening Our Sense of Place
n Corridor Study for Broad Street (US 378)
n Corridor Study for Liberty Street between Downtown and Swan Lake
n Designate “growth nodes” to reinforce existing communities and channel growth
n Develop innovative prototype project for manufactured housing
n Study impact of manufactured housing on tax base
n Appoint committee to study establishing and Urban Growth Boundary
n Develop growth guidelines around Shaw AFB
n Stricter enforcement of existing codes and comprehensive plan
Growing the Grass Roots of Community – Improving Sumter Area by Area
n Begin neighborhood planning process
n Complete at least one neighborhood plan each year and make funds available
n Form Neighborhood Associations for communities
Committed Community Leadership – Empowering a Unified Vision
n Hire Vision Coordinator
n Establish Vision Website
n Begin publishing quarterly Vision insert in newspaper
n Appoint Taskforce to study possibility of non-partisan elections for Sumter County
n Develop Vision role for Leadership Sumter
n Inaugurate Annual Vision Retreat
n Churches sponsor interdenominational/interracial unity rally
South Carolina’s Distinctive Heartland – Linking a rich heritage with a vibrant future
n Establish “point of pride program”
n Develop Graphic, architectural and landscaping standards for a distinctive look
n Enhance City of Sumter gateway
n Develop plans to enhance Thomas Sumter grave site
n Begin “City of Fountains” initiatives
Fostering Health, Wellness and Safety Encouraging Healthy Lifestyle
n Establish multi-prolonged program targeting teen pregnancy, parental care, etc.
n Develop unified marketing strategy to grow and support community health care services
n Monitor and report key health and wellness indicators
n Develop neighborhood watch model program
n Explore opportunities to establish free clinic/community medicine chest
WORK 
Infrastructure for Growth – Preparing the way for new investment
n Complete sewer Truck line to Black River Airport industrial park
n Widen Alice Drive to 3 lands
n Acquire property for downtown transportation center
n Infrastructure development and planning for I-95 Industrial park
n $200k sidewalk improvements
n Adopt plan to create water & sewer I-95 corridor
Building Identity and Reputation – Creating and environment that attracts investment
n Create unified graphic identity for Sumter (a consistent look for logos, marketing materials etc)
n Plan and design gateways at selected entries and build a prototype gateway
n Open permanent Vision Center
n Coordinate campaign to increase Sumter’s stature and clout with State Legislature
Finding Synergy – Capitalizing on our strengths and becoming self-sufficient
n Conduct Sumter/Shaw joint land use study for Poinsett Range area
n Market Sumter as a relocation destination for retirees
n Identify gaps and develop strategies to recruit retail and service sector businesses
n Expand the “Shop Sumter” campaign
n Target spin-offs from existing industries
n Advanced technology Park – creating a knowledge-based economy
n Continue aggressive recruitment of new businesses
n Continue expanding and supporting our existing industries
n Develop business model and plan for the ATP
n Capital Campaign of $10M
n Recruit 2-3 bioscience firms
Delta Village – Creating a high-amenity Community
n Establish mixed-use Industrial Zoning District
n Organize site visits to existing mixed-use projects
n Commission market study to gauge demand and absorption rates
n Develop preliminary master plan
n Complete necessary infrastructure planning
n Develop marketing strategy
LEARN
Benchmarks for Success
n Reduce the high school non-completion rate by 25%
n Increase the percentage of students scoring “ready for school” by 20%
n Increase the percentage of high school graduates entering post-secondary education by 10%
n Reduce student/teacher ration to State median
Partnering with the Private Sector – Sumter Education Commission
n Establish an appointed private-sector Sumter Education Commission (SEC) responsible for:
- Alignment of curriculum
- Serving as an interface for educators
- Overseeing implementation of the Learning Vision
- Liaison between elected officials and the School Districts
- Assist school districts in preparation of Comprehensive Strategic Plan
A Responsive Curriculum – Meeting the needs of the Community
n Develop an integrated and fully funded Sumter County Career Center curriculum
n “School to Work/School to Career” curriculum
n Study 4-Year status for USC
n Parental education on career tracks
n Develop a system to identify at-risk students and a system to prepare them for entry level employment
n Establish a network of career counselors and private sector placement facilities
Funding Excellence – Dedicating resources to education
n Establish a Federal/State Grant Planning Council responsible for assessing needs of the community etc.
Ensure “1st Steps” and “Success by Six” initiative are funding source neutral
A Community Commitment – bringing everyone on board
n Develop a long range, detailed and comprehensive strategy for increasing parental involvement
n Utilize community organizations as outreach vehicles to increase involvement in schools
n Design and implement an awards program providing incentives for parental and community involvement in schools
n Use schools as resource centers for the community
PLAY 
A Green Community – Connecting with the landscape and nature
n Acquire 100 acres of “passive” park land
n Acquire 10 miles of linear park corridors
n Plant 400 shade trees in congregation areas
n Develop environmental committee
n Explore opportunities to partner with SC Forestry Commission
A Center of Recreation – A sports paradise
n Acquire 50+ acres for Athletic Park Development
n Develop sports tourism brochure to include golf, hiking, fishing and sports complexes
n Renovate two existing parks with new equipment with ADA standards
n Develop new tennis facility
n Develop new county wide youth athletic complexes
n Develop new aquatic recreation center
n Explore possibility of utilization of public land in Santee and Manchester Forest for fishing and hunting
Vital Public Places – Creating a vibrant Community
n Develop community-wide lighting plan
n Enhance and promote cultural lifestyles center
n Add 25% more commercial, street and parking lot lighting
n Construct large stage at Dillon park for outdoor festivals and concerts
n Open local gyms/track/auditoriums for public use
n Plan a Memorial Day Parade in conjunction with Shaw AFB
n Expand daily RTA service areas to all parks and events
A Festive Tradition – Establishing a civic calendar
n Assign local agency to become event coordinator
n Hotels provide space for local events calendar
A Place For the Arts – A Community of culture and creativity 
n Opera House adds 5 annual performances with mass appeal
n Patriot Hall adds 3-5 annual individual performances
n Brody Pavilion adds 3 additional annual performances with mass appeal
n Landscape Palmetto Park Amphitheatres, Exhibition Center
n Offer family matinee movies monthly at USC, Opera House, and local theatres
See Downtown information on the Downtown Sumter Website
for Community Vision Progress (www.downtownsumter.org)
Overview of Community Vision’s Progress for 2003-2006
The Sumter Community Vision projects/initiatives have a “road map” of times to complete or begin working on projects. The plan allows for a ten (10) years time frame from beginning to end with continuation thereafer to expand or maintain gains.
The Community Vision push really began in the year 2004 which threw some of the initiatives one (1) year behind because of the block of time; 2003-2006, 2006-2008, 2009-2013.
With the commitment of Community Leaders and the Citizens of Sumter a vast amount of work has ensured and is considered playing “catch up.”
To-Date there are ten (10) separate groups working on Community Vision, consisting of a combined total of 100+ individuals.
Learn 14 Business Leaders
22 School District 17 & 2
27 Black Concerned Clergy/Ministerial Association
Live 22 Members USC/Central Carolina/Physician/City/County
Work 7 Community Members/Industrial
Play 13 Members Community, Churches, Schools and Neighborhood Coalitions
Mayesville (over 100 people working with Vision to include the Mayor/Council)
Rembert (has approximately 30 working with Vision)
Downtown - Ray Reich has drives working along with him
Live had 28 initiatives for 2003-2006
17 were worked on 60.72%
11 completed 38.29%
Play had 27 initiatives for 2003-2006
16 were worked on 59.26%
10 completed 37.04%
Work had 28 initiatives for 2003-2006
12 were worked on 42.86%
8 completed 28.58%
Learn has reviewed almost every initiative but with the initiatives being very complicated, the greatest outcome was the SEC stay tuned.
Pastor Marion H. Newton, Chairman
Patty Wilson, Director
“The Sumter Community Leadership, along with volunteers
from the Sumter Community, has been extremely busy ensuring
that the projects/initiatives identified in the Sumter Community Plan Document are kept on target. The information depicts the amount of work that transpired in 2003-2004.
“Thank you for all the hard work.”
Pastor Marion H. Newton,
Chairman, Sumter Community Vision