Joint Meeting of Lancaster County Council and Lancaster City Council – April 15, 2025

Lancaster County Council and Lancaster City Council convened for a joint meeting to discuss a range of critical issues tied to growth, infrastructure, intergovernmental collaboration, and shared services. The discussion emphasized the importance of coordination as both jurisdictions experience rapid population expansion and increasing demands on resources.

Executive Summary

Key topics included:

Growth and annexation patterns
Shared communication efforts and public safety coordination
Proposed transportation sales tax referendum
Strain on the shared transfer station due to trash volume increases
Need for workforce and attainable housing
Expanded fire services and fire district funding models
Possibility of consolidating 911 dispatch
City’s exploration of impact fees to support capital costs

Communication and Collaboration

City and county communication departments jointly manage messaging across platforms, including websites, social media, and a jointly funded electronic billboard at Hwy 521 and Hwy 160.
Events like Red Rose Festival and Christmas in the City are jointly planned to increase community engagement.
Officials emphasized strong internal collaboration across public safety, zoning, economic development, and recreation.

Growth and Development

County Administrator Dennis Marstall and County Planning Director Allison Harden discussed growth data:
- County has 53,942 tax parcels and 188 active or planned residential developments.
- Edgewater development alone accounts for 15,000 potential units.
- Population projections increased to 130,000 by 2035, from the current 100,000+.
- Challenges include job opportunities, transportation, infrastructure, and land use planning.
City developments include:
- Rosegate (176 units) – nearly built out.
- Basilton (357 units) – 38 homes built.
- Granite Falls (278 units) – construction begins in 2026.
- Scarlet Grove (321 units), Red Rose Village (238 units), and a 1,084-unit development near Airport Road were highlighted.
- Workforce housing was emphasized, with homes in the $280,000–$300,000 range and efforts to support 60% AMI or below.

Wastewater Capacity and Planning

The city’s sewer plant handles 2.5M gallons/day but is permitted for 7.5M, with plans to increase to 11M.
A boundary agreement with the water and sewer district was discussed to ensure future service planning.
Sewer capacity supports continued residential and commercial expansion.

Transportation Sales Tax

County may reintroduce a 1% transportation sales tax (previously failed in 2024) on the November 2025 ballot.
- Original proposal: $300M over 15 years.
- New proposals: $216M–$250M over 10 years.
- Includes $60–$70M for widening Hwy 521 from the state line to Hwy 75.
- Over 40 roads in the city were part of the proposed project list.
- Officials noted 30% of sales tax revenue comes from non-residents.
- The tax would help attract state/federal infrastructure matching funds.

Transfer Station & Solid Waste

City operates the shared transfer station but faces rising costs:
- Annual operating cost increased from $279,700 (2009) to $813,370 (2025).
- City charges $45/ton to the county and $60/ton to private haulers.
Equipment costs are rising sharply (e.g., trailers from $75K to $160K).
Safety concerns and unsanitary landfill conditions prompted a push to use Screaming Eagle Landfill, which is cleaner but more expensive.
County and city officials discussed updating the 2009 agreement and equitably sharing equipment and operations costs.

Fire Services and Potential Fire District

County funds 15 full-time roving firefighters and supports city fire services with three funded positions.
Countywide fire service needs are growing due to annexations and call volumes.
Proposed solutions:
- 24/7 paid staffing at McDonald Green and potentially elsewhere.
- Creation of a new Fire Service Area (FSA) or special tax district to fund capital purchases and staffing.
- Indian Land already has such a model with $240/year per household fees.
- The city would remain responsible for its own operations but may join in capital funding for equipment purchases.

Dispatch Operations

County handles fire and EMS dispatch countywide.
City operates its own police dispatch center.
Cell phone calls in city limits go to the county first, creating delays.
County has space in its upgraded 911 center and offered potential consolidation, prompting concern over city dispatcher job security and service continuity.

Impact Fees

City is working with TishlerBise to study and implement impact fees to help fund capital costs for growth-related needs like fire stations, vehicles, and trash trucks.
Officials aim to balance the fee to avoid deterring development, especially for workforce housing.

Other Items Discussed

Restaurant recruitment: City is in talks with casual dining chains and national retailers, including Publix and Hampton Inn (on hold due to market uncertainty).
Downtown development: Challenges include costly upfits and collapsed roofs; the city purchased the old post office to help stimulate revitalization.
Annexation strategy: Based on sewer service availability and balanced housing stock.
Transfer station contract: Officials agreed to revisit and renegotiate the 2009 agreement to better reflect current operating and capital costs.
Future meetings: Both councils agreed to meet more frequently, with the next intergovernmental luncheon scheduled for May 2, featuring the sheriff discussing the new detention center.

Conclusion

The meeting reflected a strong desire from both councils to continue collaborative planning in the face of sustained growth. Action items moving forward include revisiting solid waste agreements, refining the proposed transportation sales tax package, evaluating fire funding models, finalizing the city’s impact fee ordinance, and continued joint planning for infrastructure and economic development.