The intent of the planning process is to create a plan that best positions the community to achieve success against a set of goals and metrics that are clear, relatable, and important to city leaders and residents. The process is guided by a Project Oversight Committee (POC. The planning process is organized around the following five overlapping elements.
The visioning phase identified desired development patterns and places that should not change over time. A high level review of existing planning efforts and policies influencing growth, transportation, business recruitment, and environmental concerns informed the project team about what is already in motion as well as the forces that influence the location and form of development. The Community Assessment captures the community’s vision (expressed in six community initiatives) and summarizes the demographic trends that define Greer’s future.
The scenario planning process built upon the community initiatives. Four scenarios were created using a set of community types that describe different types of places that exist in the Greer area today or are desired for the future. A scenario model was developed to serve as the basis of comparison for the alternative scenarios. See the Community Assessment for an overview of the scenarios.
The framework plan was based on a preferred growth strategy, which identifies areas appropriate for growth as well as how this growth should occur. The preferred growth strategy is an adaption of the Multiple Centers concept that limits outward expansion by creating clusters of residential, employment, and mixed-use growth. The following framework plans are included in the master plan.
• Transportation Framework—This framework offers a multimodal approach with additional focus on corridor-based planning. It is expressed in the form of a Street Design Priority Matrix and eight strategic corridors.
• Parks and Open Space Framework—This framework considers existing park and open space plans to understand where expansions or additions are being planned. It highlights opportunities to build a system of greenways and trails throughout the City.
• Arts and Culture Framework—This framework communicates a series of opportunities that will expand facilities and programs for the arts in Greer.
Four locations were selected for detailed concept plans. The intent was to demonstrate how efficient allocation of public resources can spur private investment toward the highest and best use while becoming catalysts for continued private investment. The locations (Greer Station and Arts District, Wade Hampton and Buncombe, the South 14 Corridor, and the South 101 Corridor) include areas that are community anchors and susceptible to change on some level. The concepts are communicated sing illustrative site plans that convey use and intensity, transportation and infrastructure system integration, and building form and designs.
The action plan is the blueprint for implementation. The policy, program, and strategy recommendations focus on policies and codes, initiatives, organizational structure, and partnerships. Priority capital projects (e.g. improvements that serve areas with near-term development potential or missing links where a small investment would result in a larger net benefit) are identified using a tiered approach with short-term opportunities and longer-term strategic investments.
The Partnership for Tomorrow was formed in 1998 by a concerned group of business, civic, government and community leaders to address the issues and concerns related to the growth of the Greater Greer community and the opportunities it would bring to the area.
The planning philosophy for the Greer Community Master Plan is based on the belief that planning should be done by community leaders, citizens, and stakeholders.
The planning process for the Greer Community Master Plan will result in a host of maps, exhibits, data, and summary documents.