throughout downtown already have utilities, sidewalks, and road access. “We have houses that come and go, and we’ve got a lot of infill vacant lots here and there throughout our downtown,” Taylor explains. “Those are lots that already have water, sewer, and all the utilities. They’d have a sidewalk and a road in front of them. Those are utilities that we have on the ground that we’re maintaining. We’re not getting a return on them.” For developers, these sites eliminate impact fees and tap charges while helping rebuild Newberry’s residential core. The strategy aligns with statewide trends as South Carolina’s population growth shifts inland from coastal areas. Cities demonstrating strong downtown cores with mixed uses attract younger residents and professionals. At 30.3 years, Newberry’s median age already skews younger than many rural communities, suggesting potential for capturing millennial and Gen Z households seeking affordable alternatives to larger metros. THE ROAD AHEAD FOR THE “CITY OF FRIENDLY PEOPLE” Taylor brings 25 years of municipal management experience to Newberry’s challenges. His philosophy centers on decision-making that serves residents. “One of my sons asked me one time what I did. He said, ‘What do you make?’ I said, ‘Well, for the most part, I make decisions,’” Taylor recalls his tonguein-cheek reply. “I try to come up with good reasons and be able to justify, defend the decisions I make. Those decisions should always end up benefiting the people I serve. I’m in the quality-of-life business.” The 900-acre interstate property dominates his 24-month agenda. “That’s going to be the future of the city because it’s a large, undeveloped piece of property in a prime location with all utilities near industry,” he emphasizes. “It has the potential for commercial, industrial and residential growth. That will be something we’ll be concentrating on.” Sites must be shovel-ready when developers arrive. “All 9 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 07 NEWBERRY, SC
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