Table of Contents

Year 3 of the Vision Plan 2.0......6

Introducing the Hub City Spartanburgers......10

Internships benefiting Spartanburg students......18

Q&A with the Piedmont Club......24

Pacolet plans for long-term growth......28

Power Up programs grow......36

Project 100: an innovative childcare solution......42

The Highlights......48

Member Search......57

THE ONE Summer 2025

BUILDING ON A STRONG YEAR COUNTYWIDE

This issue of The ONE is scheduled to come out not long after our third-year update on the work achieved thanks to the OneSpartanburg Vision Plan 2.0.

Officially unveiled in 2022, the Vision Plan 2.0 is Spartanburg County’s second-consecutive five-year community and economic development strategy. It was launched to address 15 key initiatives in three focus areas (talent, place, and economy) in pursuit of six primary goals.

The Vision Plan 2.0 has deployed resources to help local students earn post-secondary degrees and high-value certifications. Since launching in 2024, Re:Degree has helped 705 people begin the reenrollment process and 20 people earn their college degree.

Project 100, an effort to increase childcare availability countywide through infrastructure investments, was launched to help reduce barriers to workforce participation and increase early-childhood education availability. The $200,000 initiative is a partnership between OneSpartanburg, Inc., Power Up Spartanburg, the Mary Black Foundation, Spartanburg County First Steps, and Quality Counts.

Our efforts to attract new economic investment bringing knowledge-based jobs to our area continues, with a particular focus on health sciences and the soft mobility/alternative transportation sectors.

Since the Vision Plan 2.0 was launched, Spartanburg County has recruited more than $7.9B in investment, creating 4,218 new opportunities for county residents, a high-water mark for the state.

Work to strengthen our county’s small business economy also continues in the form of Power Up Spartanburg. Since launch, the initiative has engaged with more than 2,269 current and potential small business-owners looking to establish or grow in Spartanburg County. And thanks to Power Up’s many resources and programs, small business growth has been impressive.

Downtown, the transformation of Spartanburg’s center is noticeable. The Hub City Spartanburgers kicked off their inaugural season at Fifth Third Park in April. The team and the park are the centerpiece of a massive development plan for the Grain District, to include new office, hotel, and multi-family housing space.

The Grain District developments are part of the $745.8M in total development under construction or in the pipeline in Downtown Spartanburg.

And these are only a few high-level details about what has been accomplished thanks to the Vision Plan 2.0 in its third year. The full Year 3 Scorecard can be found at www.onespartanburginc.com/visionplan.

Allen Smith
President & CEO
OneSpartanburg Inc.

A HOMERUN OF AN OPENING AT FIFTH THIRD PARK

by Zach Fox

Walking into Fifth Third Park, it was almost hard to believe I was still in Spartanburg.

I’ve spent all 11-plus years of my professional career so far in Spartanburg. I began as a reporter at the Spartanburg Herald-Journal before accepting my current position with OneSpartanburg, Inc., which was then the Spartanburg Area Chamber of Commerce.

Over the years, rumors of Minor League Baseball potentially returning to the Hub City would crop up now and again, usually spoken in wishful tones when examining what Spartanburg’s next steps could be.

Minor League Baseball had been in Spartanburg before, so the thought wasn’t so far-fetched.

From 1963-1980, and again from 1986-1994, Spartanburg was the home to the Spartanburg Phillies, a minor league affiliate of the Philadelphia big-league team of the same name. But, after the team left Spartanburg following the 1994 season, it was unclear if Minor League Baseball would return to the Hub City.

Then came May 23, 2023.

That was when a partnership between the City of Spartanburg, Spartanburg County, the State of S.C., OneSpartanburg, Inc., The Johnson Group, and Diamond Baseball Holdings was announced to bring Minor League Baseball back to Spartanburg.

ENTER THE SPARTANBURGERS

Construction on Fifth Third Park would begin not long after the announcement, with the target first-pitch date of April 2025.

At a community event in 2024, the team – which was formerly the Down East Wood Ducks, playing out of Kinston, N.C. – would become the Hub City Spartanburgers, with its branding playing up both Spartanburg’s railroad history and, of course, burgers.

A FULLY-LOADED OPENING NIGHT

After parking in the brand-new garage adjacent to Fifth Third Park, the first thing I noticed was a palpable sense of excitement. It was noisy; groups of friends talking about what they hoped the team would do, kids asking for sodas or to check out the playground area sitting beyond the third baseline.

One of the first things you notice when walking into Fifth Third Park for the first time is the red, script letters reading “Spartanburg” towering over home plate. (I asked team representatives, and this script lettering is no specific font, and is instead a design choice that, frankly, works well.)

Nowhere was the excitement more obvious, though, than the team’s new merchandise store. As you might expect before their first-ever game, the store was packed with fans looking for the best way to represent the Spartanburgers.

(I myself left with a new snapback cap, and two T-shirts, all adorned with the Hub City Spartanburgers’ mascot, “Chuck.”)

The merch was clearly a hit, as the Spartanburgers’ now-signature navy blue-and-green color scheme could be seen throughout the ballpark. In fairness, the neon green is particularly hard to miss, which seems to be exactly why younger fans like it.

The Spartanburgers reported in a game summary that nearly 5,000 fans descended on Fifth Third Park for the team’s first home game. Before first pitch, a handful of leaders and those who helped make Minor League Baseball returning to Spartanburg a reality spoke to the crowd before a series of official first-pitches christened the new ballpark.

From my seat along the first base line, I could see the AC Hotel and the new Spartanburg County Courthouse, each rising up above the center field wall, not far from the team’s large videoboard. Gazing from inside a baseball stadium onto Downtown Spartanburg was a uniquely-exciting feeling, offering up an unfamiliar look at a familiar city.

The action came early as the Spartanburgers scored all five of their runs in the first three innings. The team’s top two Major League prospects – left-fielder Dylan Dreiling and catcher Malcolm Moore – each hit homeruns.

Dreiling’s homer sent a shockwave of excitement through Fifth Third Park, bringing the crowd to its feet as we cheered the ball’s continued flight over the outfield fence. This, more than the first pitch or opening ceremony, felt like the moment when all of us, as fans, accepted the Spartanburgers as our team.

Not long after that, Moore’s two-run homer gave the Spartanburgers the lead for good as they went on to win the first home game in the history of Fifth Third Park over the Bowling Green Hot Rods, 5-3.

After the win, fans were treated to a spectacular fireworks show, typically a Friday attraction, but clearly an exception was made for the team’s first home game. The exhilarating pyrotechnic display is an impressive one, brightening the sky just beyond the centerfield videoboard.

BALLPARK BREWS & GRUB

If you’re reading this and haven’t been to a Spartanburgers game, you probably want to know what kind of food offerings Fifth Third Park features.

Well, to borrow a term from a popular local restaurant, there are options “a-plenty,” from fresh-made burgers to grab-and-go options throughout the ballpark.

First up, there’s the titular Spartanburger, a third-of-a-pound cheeseburger on a potato roll with pimento cheese, crispy onions, and a truly-Southern fried green tomato.

Along with the Spartanburger, there is what the team calls the world’s-largest burger bar, featuring thousands and thousands of topping combinations, just beyond the first-base side of the field. Diners can order burgers, or grab burgers that have already been made before checking out and topping to their heart’s content.

Next, there’s the fried pizza, inspired by street food in Naples, Italy. Essentially, it’s a calzone deep-fried instead of baked (although it is lighter than the name suggests). There are three types of fried pizza available: pepperoni, Margherita (with tomato, Mozzarella, and basil) and the Spartanburger, which comes with the same ingredients as its namesake burger.

There’s also the Carolina Slaw Dog, topped with barbecue sauce, in the South Carolina mustard style, and cole slaw. If you’re looking for some fried chicken, Bojangles has a location at Fifth Third Park.

Sweets are present too, with some ice cream available as well as the park’s signature Cracker Jack beignets, which are dusted with powdered sugar and topped with Cracker Jack pieces.

And even beyond all of that, there are grab-and-go stands for water, beer, soda, and seltzer, along with quick-made foods like un-topped hot dogs and more.

BEYOND BASEBALL

What’s now Fifth Third Park – a state-of-the-art, $120-million ballpark – was one piece of a much larger development plan, set to include:

•  two new office buildings totaling 240,000 square feet of office space

•  a 152-room hotel with ground-level restaurant, rooftop bar, and 6,000 square feet of meeting space

•  180 units of multifamily housing

•  more than an acre of public plaza and green space adjacent to the park

•  new parking garage

“Strategic programming within a state-of-the-art entertainment amenity, more multi-family housing, and Class A office product not only build a next level Downtown Spartanburg but also help recruit knowledge-based jobs and top tier talent,” said OneSpartanburg, Inc. President and CEO Allen Smith upon announcing the development, known as Project CORE.

Katherine O’Neill, chief economic development officer for OneSpartanburg, Inc., said the project would lead to a more vibrant, engaging downtown, which is good for all of Spartanburg County.

Increasing the appeal of Downtown Spartanburg has been a goal of both the OneSpartanburg Vision Plan (2017-2022) and the Vision Plan 2.0 (2022-2027).

The region, and both Greenville and Spartanburg counties in particular, are attracting new residents daily. Two of the biggest factors contributing to Spartanburg’s growth are growing quality-of-life additions countywide, along with increased investment downtown.

A City of Spartanburg spokesperson said the debut of the Hub City Spartanburgers at Fifth Third Park was one of the biggest days in the history of downtown, and I can’t argue.

Seeing a baseball stadium filled with excited fans supporting a team that calls Spartanburg home felt like a milestone the community’s history. Being there for what was for so long a wish-list item coming to fruition was great, and has me excited for what’s made possible in Spartanburg because of Fifth Third Park and the Spartanburgers.

CHOOSING A CAREER PATH: INTERNSHIPS HELP STUDENTS EXPLORE OPPORTUNITIES

by Mike Danahey

Learning while earning opportunities aplenty are in store for local teens, thanks to an initiative of OneSpartanburg, Inc.

According to OneSpartanburg, Inc. Director of Talent and Solutions Taylor Dement, more than 45 local employers will be hiring high school or college students for paid internships, providing seasonal employment for as many as 400 students.

“We emphasize that quality internships should include elements of industry work, learning objectives, workplace culture inclusion, mentorship and professional development,” Dement said.

This work-based learning initiative started in fall 2023 with an initial goal of 100 paid internships for the summer of 2024.

“We doubled that goal then with 203 internships recorded, and 171 of those were paid positions. Continuing, we set the goal for 400 internship opportunities for the summer of 2025. We are also extending this expansive effort to collegiate internships as well,” Dement said.

The initiative came about after Dr. Ron Garner took the role of Chief Talent Officer at OneSpartanburg, Inc. Prior to coming to OneSpartanburg, Inc.,Garner had a 29-year career in K-12 education in Spartanburg County, the last 13 of which he served as Superintendent of District 1.

“Dr. Garner brought with him the knowledge of the potential of our high school students and the opportunity to extend the good work of work-based learning placements from our career centers to our high schools,” Dement said. “From this knowledge, a fellowship that included all seven school districts’ career development facilitators formed and rallied around this effort to find and develop summer internships for our high school students.”

Garner and others involved in the initiative realize that robust talent pipelines are a dire need across all industries.

This push for work-based learning opportunities has many partners but is powered by Movement 2030 and Spartanburg Academic Movement. Movement 2030 is a sweeping plan to dramatically advance educational advancement and life success in Spartanburg County.

“A best practice to build such is to incorporate an internship program and start as early as possible to build brand awareness, company culture, and on-the-job training,” Dement said.

The effort also provides students looking for career paths a variety of experience and a look at the types of workplaces the area has to offer. In turn, employers have been enthusiastic to provide such opportunities and have been overwhelmingly pleased with the work and experience of hiring high school students.

The jobs pay between $10 and $15 per hour and are typically open to juniors and seniors. While a handful of businesses will hire large numbers of interns, the rest will hire between one and five students, Dement said.

The industries offering internships vary widely and include healthcare, education, construction, manufacturing, human resources, logistics, nonprofits, IT, architecture, government, small business and other fields.

Among the organizations offering internships this summer the public school districts themselves, Camp Griffin at Spartanburg Day School, Kids Upstate, Morgan Corp., Northside Development Group, Spartanburg Regional Healthcare System, Spartanburg Academic Movement, City of Spartanburg, Spartanburg County, Spartanburg County school districts and Upstate Workforce Board.

Here is a look at four of those initiatives.

Camp Griffin at Spartanburg Day School

Director of Strategic Initiatives Trish Cobourn said Camp Griffin is hiring 10 summer interns.

“Our structured internship program allows students to gain practical skills in key areas such as digital media, event planning, sports management, administrative operations and activity coordination,” Cobourn said. “Through these roles, interns develop communication, time management, problem-solving and teamwork skills in a supportive, fast-paced environment.”

Additionally, Junior Counselors – graduating seniors transitioning into leadership positions – mentor younger campers and counselors-in-training, further developing their confidence and leadership abilities.

“For the past five years, Camp Griffin has provided work-based learning through our counselor-in-training program,” Cobourn said. “Expanding to include paid internship positions was the natural next step in our commitment to helping students gain professional experience.”

Cobourn said Camp Griffin intends for these experiences to help bridge the gap between education and career readiness, equipping students with valuable skills that prepare them for future success in both college and the workforce.

Morgan Corp.

Human Resource Director Lauren Brazeal, said Morgan Corp. will be hiring eight to 12 summer interns. The company is headquartered in Duncan, and its scope of work includes civil and industrial construction as well as heavy equipment operations.

“We want to expose high school interns to the dynamic work that goes into a civil or industrial project,” Brazeal said. “At the very least, we hope they enjoy their experience and have knowledge of the work that is being done in their community, and if they choose to join our workforce after graduation from high school or college, we will be stronger for their experience and value their perspective.”

Brazeal said all Morgan Corp. employees experience work-based learning for technical (on and off the job) education, safety education, and professional development.

“Morgan Corp. is dedicated to lifelong learning. The company values ongoing education and development around technical skills related to individual positions, safety certifications for all employees, and professional development to achieve career growth,” Brazeal said. “Investment in the experience of interns will help create a succession of talented individuals who are knowledgeable about the industry and can apply lessons learned through their experience to support their ongoing education and career goals.”

Northside Development Group

Director of Community Programs LeKesa Whitner, said Northside Development Group anticipates offering summer internships to one or two students.

The group encourages and manages the redevelopment of Spartanburg’s Northside. Its mission is to create opportunities for economic and community development.

“Our initiative integrates mentorship, professional development workshops, and real-world projects to ensure that students gain valuable, transferable skills,” Whitner said. “We also partner with local businesses and organizations to expand the scope of opportunities available to interns.”

By investing in the next generation of professionals, Northside Development Group is building a stronger workforce and ensuring that young people see viable career opportunities within their own community, she said. Offering internships strengthens the Group’s commitment to economic development and resident empowerment.

“We aim to cultivate long-term engagement by exposing students to entrepreneurship, career planning and networking opportunities,” Whitner said. “Through hands-on experiences and mentorship, we hope to inspire them to explore business careers and consider further education or training, while developing leadership and problem-solving skills.”

Work-based learning for the nonprofit’s industry focuses on hands-on experiences in community development, small business support and workforce readiness.

“Our interns gain exposure to entrepreneurship, nonprofit management and community engagement, equipping them with essential professional skills,” Whitner said.

Upstate Workforce Board

Executive Director Ann Angermeier said that the Upstate Workforce Board will have one student intern this summer.

“We have provided internships in the past, but not for a while due to funding. We like to expose the intern to all aspects of workforce development, from the Upstate Workforce Board and from a non-profit perspective through our non-profit, the Upstate Workforce Futures Corporation,” Angermeier said.

Offering internships is a way for the Upstate Workforce Board to do its part in increasing the opportunities available for students to gain exposure to the real world of career building, she said, and it aligns with the Board’s mission and values.

“If students have a positive experience, they will spread the word with their peers,” Angermeier said. “Students need to know as much as possible about the various options available to them, whether that be used for choosing a major for college, selecting a short-term training program or going directly from high school to work.”

We emphasize that quality internships should include elements of industry work, learning objectives, workplace culture inclusion, mentorship and professional development.

Taylor Dement

Director of Talent and Solutions, OneSpartanburg, Inc.

The Piedmont Club

Peter Grzan, General Manager/COO, The Piedmont Club

Q. Can you describe your facility and what makes it an attractive event space?

A. Once again, The Piedmont Club has been recognized by the highly esteemed Club Leaders Forum as a 5 Star Platinum Club of America. Of the roughly 130 City Clubs on the bi-annual ballot The Piedmont Club was one of the 50 elected to the status of a Platinum Club.

We are in great company with many of our reciprocal clubs such as the Union League of Philadelphia, the Jonathan Club of Los Angeles and the University Club of Chicago.

Among the 50 top Clubs, we were in 36th place. This moved us up 7 spots on the list and we remain the smallest city recognized among the top 50. This honor belongs to our Members, our staff and Spartanburg, S.C. I am grateful for the continued support.

Q. In your own words, what does your facility/Club provide to Spartanburg County?

A. As the city continues to grow, the Club is recognized by local leaders as an important asset that allows them to entertain corporate leaders.

Allen Smith, president and CEO of OneSpartanburg, Inc. said that 29 people are moving to Spartanburg each day, making our community the second-fastest growing in South Carolina.

Spartanburg continues attracting people with a robust job market, high affordability, and continued quality-of-life investments across our entire county.

In terms of quality-of-place, our community is known for amenities mainly found in much larger cities. The Piedmont Club is similar in that regard, as we have earned national acclaim with multiple industry distinctions. Furthermore, the level of quality and attention to detail creates an impression for prospective citizens that we are indeed a community of excellence.

Like Spartanburg, the Piedmont Club is always striving to be at the ‘next level.’

We are incredibly fortunate to have a committed Board, proven Chief Operating Officer/General Manager, and dedicated staff to deliver a member experience like no other – right here in Spartanburg.

Q. What’s it like from your seat to see the growth ongoing around Spartanburg?

A. I moved here 12 years ago from Winston-Salem, North Carolina, where I left a growing community that I loved to take the opportunity at the Piedmont Club. The opportunity to become the General Manager of a property with such high esteem in the industry was too strong to pass up.

However, my first drive through downtown left me quite nervous. No matter how strong of an operation I was inheriting, the “feel” that morning left me a bit concerned. Many businesses were closed and buildings empty. Having spent 15 years in the Club industry, I know that Clubs don’t survive in a fading community.

Fast-forward 12 years and the excitement in the city is quite palpable. The investment in the community and Spartanburg’s recognition as one of the fastest growing counties in the country, along with being one of the best places to retire, is something that creates enormous confidence that the Club is on a firm footing.

Membership is close to 1,500 Members which is amazing in a city our size. The future is bright with the leaders of the community prepared to continue investment into the core and beyond. (Heck, we have a baseball stadium right in downtown!) Visit: thepiedmontclub.org.

Pacolet officials launch long-term plans for the town to grow

By Mike Danahey

The Town of Pacolet may be small, but it’s launched some really big plans.

“With this planning in place, things look bright for now and for the future,” Mayor Ned Camby said.

Recognizing that its previous plans dated back to 1999, the Town issued a Request for Proposals and selected a firm to lead a forward-thinking, community-driven planning process. So it launched its Comprehensive and Master Planning effort in the spring of 2023 and completed the work in the fall of 2024.

Mind you, this wasn’t just a standard update.

The project combined both a Comprehensive Plan and a Master Plan to lay out a clear, long-term vision for how the town should grow, evolve and protect its assets. The process included multiple public surveys, stakeholder input and town-wide meetings to gather ideas from residents.

“Our goal was to ensure that this plan truly reflects the community’s vision for the future,” Town Administrator Patrick Kay said. “As ‘The 7 Habits of Highly Effective People’ author Stephen Covey said, ‘Begin with the end in mind.’ That quote became the guiding principle of the entire project.”

Those involved with putting the documents together hope their work becomes a practical and inspirational roadmap that guides Pacolet’s growth and decision-making over the next two decades.

“Our town is expected to grow from about 3,000 residents to between 5,000 and 6,000 in the next 10 years. So the plan is not just about physical development. It’s about quality of life, economic resilience and preserving what makes Pacolet special,” Camby said.

The planning provides a shared direction, allowing Pacolet’s leaders to better prioritize resources, pursue funding opportunities and measure success over time. It is intended to be a living document.

“It must be reviewed, updated and, most importantly, used. A plan left on a shelf serves no one. This one is built for action,” Camby said.

As such, the Comprehensive Plan outlines a 20-year horizon for growth and development in Pacolet, with mandatory reviews every five years and a full rewrite at 10 years. The Master Plan component is similarly structured, allowing officials to track accomplishments, adjust strategies and respond to changing conditions like population growth, economic trends and community needs.

The Steering Committee reflected a broad cross-section of the community, from lifelong residents to newcomers, who volunteered their time to the project. The committee included:

•  Town Council Members: Jason Wright, Tom Williams, and Mayor Camby

•  Planning Commission Members: Renee Berndt, Kim Easler, Don Kennedy and Angelique Pannell

•  Community Stakeholders:

• Bryan Stone (President, Lockhart Power)

• Jennifer Calabria (Director of Land Development, Pacolet Milliken)

• Paul Liles (Developer, Pacolet Clothroom)

• John Montgomery (Montgomery Development Group)

Several committee members are actively involved in transformative local redevelopment, particularly along the Pacolet River corridor, Kay said. Pacolet Milliken, for example, owns more than 350 acres of key riverfront property, and Riverbend Aggregates is helping advance major trail and infrastructure projects.

“We also received valuable input from over 200 survey participants, ensuring the plan captured resident priorities,” Kay said.

Among the stakeholders are a grassroots group called The Executive Session. It’s made up of residents who have been meeting over coffee every Saturday morning at Callous Moto for nearly two years.

They began picking up trash weekly, filling Dumpsters in the process. Their efforts grew to include more than 60 volunteers on some weekends and led to a public project-in-the-works.

By the end of 2025, Pacolet hopes to open a new, 5-acre public park on leased property, near Highway 9 and the railroad tracks from Norfolk Southern, to develop into a new public park. Formerly a lumberyard and once part of the old high school grounds, the site still contains the concrete pad of the school’s basketball court.

The Executive Session group cleaned and cleared the park site, too, removing tons of debris and restoring the property with nothing more than determination and volunteer labor.

Norfolk Southern funded the design process based on community input, and Pacolet has submitted a second grant application for construction funding. If awarded this summer, the Town plans to bid the park project and begin work with the goal of completion by year’s end.

“The Executive Session’s impact exemplifies Pacolet’s renewed spirit of ownership and community pride,” Kay said.

The insight of the Executive Session and the rest of the steering committee also led to an overall vision statement for their work. That vision: “Establish the Town of Pacolet as a vibrant, cultural and outdoor recreation destination.”

Along with the park, projects underway that reflect that vision include:

The Pacolet Cloth Room: This 60,000-square-foot historic textile building, dating to 1906-1907, was sold in July 2023 to Paul Liles, a developer who specializes in the adaptive reuse of historic mills. Pacolet intends to retain space in the building to hold community activities, including events for seniors and other types of gatherings. The mixed-used development would also provide space for businesses to benefit the community.

The Town included strict performance terms in the sale requiring redevelopment to be completed within five years. Though site work has not yet begun, major progress is happening behind the scenes, such as architectural planning, tax credit applications, environmental reviews and outreach to prospective tenants.

Based on current discussions, construction is expected to begin in early 2026.

“We’re confident this project will become a signature destination that honors Pacolet’s history while supporting its future,” Camby said.

A riverfront zipline: Town officials are currently in discussions with companies that specialize in designing and building zip line attractions. They expect to apply for a grant to cover initial development costs.

“This will be the first major step toward bringing this adventure element to Pacolet’s riverfront,” Camby said.

A floating kayak launch dock: The dock would be located near the fishing piers at Pacolet Landing. Plans are nearly ready for grant submission, so the dock might be installed by the end of the summer. In partnership with Riverbend Aggregates, Pacolet is also planning a second kayak launch further upstream, with convenient parking and easier access than the current site at Lawson’s Fork Creek off Goldmine Road.

Pacolet Amphitheater: Built in 1924 and overlooking the Pacolet River, this 2,500-seat venue once hosted major concerts, including performances by Tracy Lawrence and Tim McGraw.

Town leaders believe it can once again be a hub for music and community gatherings. So they have obtained quotes from engineering firms to evaluate the condition of the historic site and will pursue funding this year to begin its restoration.

Holiday lights display: “We’ve also revived Pacolet’s beloved holiday light displays, which had faded over the years,” Camby said.

New light features, a 50-foot evergreen tree, community concerts, train rides and a holiday movie night, have reinvigorated this tradition. Volunteers restored 35 vintage snowflake displays, and new decorations are being added annually.

“The Christmas spirit in Pacolet is once again alive and well,” Camby said.

Revitalized trails: Pacolet is proud of its natural amenities, including several walking wilderness trails throughout town.

One such path near the lower dam winds past hidden waterfalls, follows an old rail line that once served the historic village and connects to West Main Street. Town leaders envision revitalizing this corridor as a community greenway, linking Pacolet’s neighborhoods and celebrating its historic roots through scenic pedestrian trails.

New events and
beloved traditions

•  Movies by the River is a community favorite, held at The Flats with free popcorn provided by the Benjamin E. Mays Family Center.

•  The Pacolet Farmers Market, held the second Saturday of each summer month before movie nights.

•  Proudly reviving Paddle the Pacolet, offering guided kayak and tubing trips through a partnership with Vintage View Adventures. Equipment, transportation, and refreshments are provided. The event has become a great way to explore the river and enjoy the outdoors.

“These activities are more than just entertainment,” Camby said. “They represent Pacolet’s energy, community pride and growing appeal as a destination for visitors and families.”

Pacolet is also poised for growth on a regional scale. Camby noted that new investments nearby include:

•  Eaton Corporation in Union County, opening just 2.5 miles from Pacolet in the former Belk building. The company will invest $240 million and create 700 high-paying jobs.

Locally, Pacolet is set to receive more than $1.2 million in road improvement funding from the recently approved Penny Tax and CTC allocations, allowing the Town to address long-deferred road repair needs across its 44-mile network.

“Even as we prepare for growth, we remain committed to preserving the small-town charm that has made Pacolet beloved for generations,” Camby said. “Our planning efforts are focused on blending opportunity with identity, ensuring that Pacolet grows in a way that’s sustainable, thoughtful and true to the community’s spirit.”

Camby noted all that’s in the works builds upon a foundation established more than a decade ago by Pacolet’s former mayor, the late Elaine Harris. As a lifelong resident, he knows firsthand how this planning also represents a key to Pacolet’s revitalization.

After the mill closed in 1983, Pacolet faced a period of uncertainty. The mill had been the heartbeat of commerce, jobs and daily life.

“But now, the very river that once powered Pacolet is inspiring its next chapter, through kayaking, trails, fishing and a renewed connection to nature,” Camby said.

It must be reviewed, updated and, most importantly, used. A plan left on a shelf serves no one. This one is built for action.

Ned Camby

Mayor, Pacolet

Program Helps Local Businesses Grow

by Mike Danahey

Four years ago, Sedrick Posey started his PuddN’ business, utilizing Greenville County’s Imagine Kitchen shared workspace to make five flavors of pudding that he sold online and at pop-up events.

He grew the business to offer nearly two dozen flavors that are now available to purchase in Mason jars at more than 20 retailers in the Upstate area. And in March, thanks to help from OneSpartanburg Inc. and its Power Up Spartanburg Access to Space program, Posey opened his first bricks-and-mortar operation, PuddN’ at 147 W. Main in Duncan.

“We’re the first pudding bar in the world. No one else is doing what we’re doing right now,” Posey said.

Posey’s PuddN’ spot was the first approved for Access to Space. The program was developed in response to a key barrier identified by the Spartanburg area’s small business community, namely access to affordable, visible, and supportive retail, office or warehouse space.

“We saw too many promising entrepreneurs unable to scale or even launch because of high commercial rents or lack of short-term, flexible options,” said OneSpartanburg, Inc. Director of Small & Minority Business Jay Jenkins. “This program creates pathways for these businesses to enter physical spaces with reduced financial risk, helping them test markets and grow sustainably.”

As of late April, Power Up Spartanburg had received 22 applications, with 6 approved for placement or partnership under the Access to Space Program.

For his part, Posey and his family had operated the Herb’N Eats restaurant in Spartanburg, which fell victim to the economic downturn brought on by the COVID-19 pandemic. However, customer demand for banana pudding based on his grandmother’s recipe that Posey served, inspired him to start his pudding startup.

As that enterprise grew, two years ago Posey got involved with mentoring and other programs that Power Up offers to help small businesses succeed.

“OneSpartanburg had reached out to us and others who had shut down during COVID,”. “We benefited from each of their programs in different ways, so when we heard about the Access to Space program, we definitely wanted to be a part of it,” Posey said.

Through taking part in Access to Space, Posey was able to locate a rental space in downtown Duncan, build it out and then advertise its grand opening.

“They have given us people and outlets that we can reach out to with any help that we need. From pricing our menu items, logistics and seeing our business plan in action, this program has accelerated our business on the right track,” Posey said. “We are grateful to OneSpartanburg and the Access to Space program for helping us reach our business goals.”

Jenkins said that what makes Access to Space so impactful is that it’s more than just real estate. It’s about building community, increasing visibility for small businesses and creating equitable opportunities for growth.

“We’re focused on helping historically underserved entrepreneurs’ access high-traffic, strategically located spaces that can accelerate their development,” Jenkins said.

Access to Space has been a breakthrough for participating businesses, providing the chance to reach customers in a way that simply wouldn’t have been financially possible otherwise, Jenkins added.

“Several participants have reported significant increases in sales, customer traffic and visibility, with some even expanding operations or hiring new staff as a direct result,” Jenkins said.

In addition to the new Access to Space program, Power Up Spartanburg has been offering a variety of loan programs, and the response from the small business community has been strong.

“Our Power Up loan programs are designed to meet entrepreneurs where they are,” Jenkins said. “Whether it’s a microloan for start-up costs or a larger line of credit to support growth, our partnerships with local financial institutions allow us to offer flexible, accessible financing options that don’t carry the same barriers as traditional lending.”

Those efforts include:

•  Microloan Program (up to $50,000): 75 businesses have received loans totaling $2,556,466.

•  Small Business Line of Credit (up to $50,000): Five businesses have participated, with over $175,000 in credit issued.

•  Small Business Impact Grants: ($663,000): 90 businesses received a minimum of $5,000 to a maximum of $10,000. (This program is now depleted.)

“These loans have provided the capital needed for equipment, inventory, marketing and working capital, helping business owners move forward with confidence. In several cases, the funds helped businesses avoid closure, grow their staff or expand into new markets,” Jenkins said.

As such, Power Up lending has played a key role in strengthening Spartanburg’s small business economy. The investments have helped create 215 jobs, increase the average revenue per participant $186,000, and build economic momentum in under-resourced areas.

“As businesses grow, so does local wealth, community engagement and long-term sustainability for Spartanburg’s entrepreneurial ecosystem,” Jenkins said.

The PuddN’ shop in Duncan offers an example of the above.

Posey said retail is gradually picking up as the community grows downtown foot traffic through having new businesses. His business also continues to grow through having the brand available in stores and online at www.puddncreations.com.

“We can have your favorite flavors delivered in jars or individual packs, or you can pick up items you ordered online at our shop. We can even arrange to meet you somewhere for a delivery,” Posey said.

Posey is optimistic, not only about his business, but about Duncan, too.

“In the next couple of years, it’s going to be great here downton. I enjoy being part of and seeing the growth of this beautiful small town – and giving it a boost,” he said.

We saw too many promising entrepreneurs unable to scale or even launch because of high commercial rents or lack of short-term, flexible options.

Jay Jenkins

OneSpartanburg, Inc. Director of Small & Minority Business

PROJECT 100 AN INNOVATIVE CHILDCARE SOLUTION

by Mike Danahey

Kesha Williams understands the need for more childcare across Spartanburg County.

Williams, owner of Little Me Childcare, said her business, like many other childcare facilities in the area, has a waiting list to accommodate the children and families in need of childcare throughout the day.

“In the City of Spartanburg, a lot of the childcare centers are full,” she said. “We are excited to be able to have more help to get more space and more teachers to help accommodate the need.”

Williams was one of many childcare providers who attended the announcement of an innovative pilot program known as Project 100: Quality Childcare for Spartanburg’s Growing Future (or Project 100 for short).

The effort, led by OneSpartanburg, Inc., Power Up Spartanburg, the Mary Black Foundation, Spartanburg County First Steps, and Quality Counts aims to expand the amount of childcare available in Spartanburg County through facility investments.

Project 100 will invest in locally-owned childcare centers that are actively participating in Power Up Spartanburg – the county’s small and minority business development initiative – to add 100 new childcare seats countywide.

Adding more childcare availability aligns with the goals of each participating organization, and goals outline in the OneSpartanburg Vision Plan 2.0, including:

•  Reduce barriers to workforce participation and foster workforce-readiness by addressing childcare challenges for parents and guardians

•  Enhance early-childhood education by expanding access to high-quality learning environments

•  Strengthen local economies by supporting small businesses in the childcare sector

“One of the greatest barriers to workforce participation is childcare. High-quality seats are limited and often taken as soon as they become available. This pilot initiative will enable parents to work and be assured that their child is in a safe and developmental environment,” said OneSpartanburg, Inc. President and CEO Allen Smith. “The data couldn’t be clearer. Investments in early childhood set the set stage for sustained academic success – this fact is yet another positive by-product of this collaborative initiative.”

The Project 100 initiative outlines that Power Up Spartanburg will commit $75,000 to capital improvement investments at participating childcare facilities, complemented by $25,000 in funding from the OneSpartanburg Vision Plan 2.0. The Mary Black Foundation will expand upon this work with a $100,000 investment.

Participating childcare facilities, in addition to remaining actively engaged in Power Up Spartanburg, will have to join Spartanburg’s Quality Counts program to receive funding for capital improvements.

“With a little capital support, small businesses can drive big impact. In tandem with our partners, the affected small businesses will be in a much better position to scale and sustain their businesses. That’s what Power Up is all about,” said Jay Jenkins, OneSpartanburg, Inc. Director of Small and Minority Business Development.

Proposals for capital improvement projects were submitted throughout April, followed by a series of visits, verifications, and reviews scheduled for each childcare facility before any funding notifications.

Molly Talbot-Metz, president and CEO of the Mary Black Foundation, said research has proven quality of early-life experiences can greatly impact long-term health and well-being.

“As we think about the need for childcare in our community, the Mary Black Foundation is proud to partner with OneSpartanburg, Inc. to co-fund an innovative pilot project that will ensure that more children in Spartanburg County have access to quality early care and education programs,” she said. “This project aligns with our focus on supporting children and families during the critical early years, helping to build a healthier, stronger community for generations to come.”

Data used to build the OneSpartanburg Vision Plan 2.0 shows a lack of childcare is a barrier to entry for those who aren’t currently working but would like to reenter the workforce.

Ron Garner, chief talent officer at OneSpartanburg, Inc., said the initiative is a crucial step in addressing childcare needs across Spartanburg County. The effort, he said, should benefit participants at every level.

“If minor infrastructure improvements are what’s standing in the way of a local childcare facility creating more available seats, we want to invest the capital needed for that expansion, with the caveat that you commit to Quality Counts as you add those seats,” Garner said.

Spartanburg County Councilwoman Jessica Coker is in-tune to the importance of childcare for working parents. Coker, a small business-owner, is the mother of three children and has a fourth on the way.

She said addressing the need for childcare is an important piece of the county’s efforts to grow a thriving small business economy.

“If we want to get small business right in Spartanburg County, we must address the issue that inadequate childcare is holding us back,” she said. “Parents should have the choice to work or stay home based on their goals and priorities, not be forced into a decision based on a lack of options.”

Williams, owner of Little Me Childcare Center, echoed Coker, saying Project 100 can be a sizeable step forward for Spartanburg County.

“The announcement felt like a meaningful step. It showed not only awareness of the challenges people are facing, but also a real commitment to doing something about it,” she said. “It’s encouraging to see the effort isn’t just symbolic – it seems grounded in real action. It reminds us that we’re not in this alone, and that kind of support can go a long way in creating momentum.”

The Highlights

The Hub City Spartanburgers kicked off their much-anticipated inaugural season with the first game at Fifth Third Park in Downtown Spartanburg on April 15.

Outlook Spartanburg, featuring forecasts for the year ahead, was held in early March after being postponed due to a January snowstorm.

The 2025 class of Junior Leadership Spartanburg, featuring high school students, celebrated its graduation at Denny’s HQ in April.

The first-ever Small Business Summit was held May 7 to connect local small business owners and entrepreneurs to available resources, success stories, and each other.

The 2025 class of Leadership Spartanburg celebrated its graduation at The Piedmont Club in May.

The Spartanburg Regional Healthcare System CRIT bike races took over Downtown Spartanburg on May 2 as part of Cycle, Sizzle, Cinco weekend.

Jan–March 2025

New Members

Ahteed, LLC-

ARCO Design/Build

Arguz Security LLC

Art of Drawers Upstate South Carolina

Avants Management Group

BASF Environmental Catalyst and Metal Solutions

Blessed Blooms Flower Shop & Gifts

Breeze Heating and Air Services

Casa Carrión #2

Concrete & Materials Placement

Eastside Transportation LLC

Edward Jones Investments

Ferguson Builders LLC

Fratellos Restaurant

Grinder Stump Removal

Help for Our Elderly, Inc.

Ideal HR

IMAGINATION STATION

Ingram Micro

Junk King Spartanburg

Paladin Pest Solutions

Pintail

Rehab Restoration

Ross Ledford

Rudolph Logistics North America

SC Drywall

Senior Helpers Upstate

Signarama Spartanburg

Southern Way Catering

Stand-Up Protection

The Children’s Courtyard

The Man Cave Nailcare for Gentlemen LLC

Veterans Landscaping & Construction, LLC

Zaxby’s Asheville Hwy

Zaxby’s East Main St Spartanburg

Zaxby’s John B White

The annual Women in Business half-day conference brought together local and regional leaders who are blazing a trail for women in a wide array of fields.

The biggest gathering of young professionals in Spartanburg, Rally YP 2025 showcased ways to get involved in the community while growing your professional capabilities.

Several local organizations united to announce Project 100 in April. The effort aims to increase childcare availability through infrastructure investments at participating facilities.

College Town Spartanburg connected college students directly to employers at the annual Careers After Class, designed to be one-part networking session and one-part informal career fair.