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CHESTERFIELD COUNTY COORDINATING
COUNCIL IN SOUTH CAROLINA
CASE STUDY
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CHESTERFIELD COUNTY COORDINATING
COUNCIL IN SOUTH CAROLINA
The Chesterfield County Coordinating Council (CCCC) strives to better utilize existing
resources in order to increase mobility for clients of rural human services agencies. By
tapping into unused capacity of vehicles owned by several organizations, it is an example
of coordination among the social services, school district, and the public transportation
provider.
The mission of the 43 agencies that are CCCC
members is "to strengthen the systems which
provide services to the citizens of Chesterfield
County, through improved corrununication,
adequate linkage and collaboration with key
agencies, schools, health and human services,
governments and the judicial system." (~)
Therefore, its mission is much broader than
simply coordination of transportation. However,
transportation has emerged as one of the primary
obstacles to better delivery of social services.
Some of the elements of its coordinated
transportation plan include:
· sharing vehicles and drivers among agencies,
· pooling driver training,
· layering a new fixed route on top of door-to-
door transportation,
· adding adult passengers on school buses, and
· freeing case workers from transporting
clients.
The CCCC is also a demonstration project for the
State of South Carolina, whose Department of
Transportation has formed an Interagency
Steering Committee on Coordinated Transit to
accomplish a similar mission at the state level.
CCCC's Recipe for
Coordination
What to do:
Map routes of human service
agency vans.
Pool liability and drivers.
· Share route information via e-
mail.
Transport clients in others'
empty seats.
Rotate free training classes
among members.
· Layer a fixed route on existing
van routes.
· Advocate changes in
regulations.
How to do it:
· Leadership
· Building Trust
· Strategic Planning
DESCRIPTION OF THE COUNTY AND ITS TRANSPORTATION
CHALLENGES
Chesterfield County is comprised of 850 square miles in the northeast part of South
Carolina, abutting the state of North Carolina. About 78% of the county is very rural;
only half of the 1,700 miles of roads are paved. Because a national wildlife refuge and a
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state forest occupy approximately 53,000 acres in the middle of the county, population
centers are located around the fringes of the county. The county has a population of
39,800. The largest town is Cheraw, with a population of 5,500, located on the eastern
border beside the Great Pee Dee River. The county seat is in Chesterfield, a small
community of i,404 people about IS miles northwest of Cheraw. Pageland, with about
2,700 people in the northwest sector of the county, is the fastest growing population
center because of its proximity to Charlotte, North Carolina. The geographic isolation of
the residents of Chesterfield County is compounded by poverty:
20% fall below the poverty level;
JO are unemployed;
38% are illiterate;
13.5% of households have no vehicle; and
15.7% of households have no telephone. (2)
The demographic and geographic attributes of Chesterfield County contribute to its
transportation challenges. Because of the parklands. people must travel some distances
~. ~. . . .'
- - r - --a `- -1- - - -
arounc them to get to other communities and services. For example, McBee, a
community of 700 located in the southeast corner of the county next to the wildlife
refuge, has no grocery store and only one pharmacy. No community except Cheraw has
taxicabs. Only school buses penetrate every part of the county, and they may travel eight
miles between stops. The scattered residential areas also mean that a pool of
professionals and volunteers to draw upon for community service is lacking. Indeed,
there is not even a central location where the CCCC can meet conveniently for all its
members. Thus, expanding transportation options was identified early on as an important
need in the county.
HISTORY OF TO COORDINATING COUNCIL
The Chesterfield County Coordinating Council was founded by Jean Harris, a member of
South Carolina's House of Representatives. She was responding to community concerns
in her district about the rise in juvenile crime and the treatment of youthful offenders. In
early 1993, Representative Harris called together agency and government representatives
dealing with these issues. At the meeting, attendees discovered that many agencies had
common problems and overlapping services. (3)
The group began to meet monthly and, in September, 1993, adopted its mission
statement. It formally organized itself as the Chesterfield County Coordinating Council
and has since adopted bylaws, incorporated, obtained non-profit status, and surveyed its
members to assess the community's needs. The 43 members include the school district,
the public transit agency, and a wide range of human service agencies, including those
serving persons with disabilities, the elderly and the indigent. A full list of the member
agencies is included as Appendix I.
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The CCCC has seven active subcommittees: Grants, Parent/Child Training,
Transportation, Resource Directory, Computer, Medical, and Employment and Training.
In 1994, the CCCC hired a Coordinator, who is paid by funds pooled from the school
district and the Department of Social Services.
Before coordination could be undertaken, CCCC members had to confront turf battles,
dissolve resentment between agencies and build trust and rapport. Some of the
underlying issues included:
lack of understanding of each other's goals and services.
reluctance to share scarce resources for fear that one's own programs would suffer;
concern about the understanding another agency would have of one's clientele;
worry that the bigger or more powerful agencies would overpower the desires of the
smaller or less powerful agencies;
suspicion that revealing one's costs would reflect unfavorably without taking into
account basic differences among the agencies;
anxiety that the State would reduce one's funding if duplication with another agency
was uncovered;
discouragement at the lack of support from the parent state agency ; and
unwillingness to face the bureaucratic red tape required to share resources.
The CCCC spent its first two years ironing out these differences through strategic
planning sessions. Representative Harris continued to lead the group, mediating disputes
and inducing cooperation at the state level. One of the most important benefits of this
give-and-take was an educational process which resulted in "a significant increase in
cooperation of staff at the direct service level." As a result, "members have faith in and
patience with the collaborative process." (4)
One product of the educational process was the publishing of a countywide resource
manual in 1995, which lists the agencies and their services. Another was the
development of a one-stop shop for social services, which opened September, 1996, in
Cheraw. This shop, the Robert Smalls Family Center, increases the availability of
services in order to empower families to prevent or solve their own problems. The shop
is a continuation of an earlier effort to prevent children from being placed in foster homes
through a 1995 family preservation grant from the South Carolina Department of Health
and Human Services. Yet another project of the CCCC is delivery of meals to the
homebound elderly by the Adult Interagency Treatment Team, using 1997 grant funds
from the Elder Care Partnership.
These collaborative efforts resulted from strategic planning sessions based on the original
needs assessments, which identified service areas requiring improvement. One of the top
five priorities identified was transportation. To address this need, the CCCC has received
a grant from the South Carolina Department of Transportation (SCDOT) to foster a
coordinated transportation system.
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COORDINATION OF TRANSPORTATION
In Fiscal Year 96-97, the CCCC was one of five agencies in the state to receive an
SCDOT grant for pilot projects to demonstrate coordination of transportation services.
CCCC's original $42,179 grant has been increased for FY97-98 to $53,793. The two
grants have been supplemented by $82,500 in in-kind contributions from member
agencies. The CCCC acts as the fiscal agent on behalf of its 43 members for this grant
and the other grants mentioned in the previous section.
The CCCC does not intend to be a direct service provider. Therefore, the grants do not
propose new transportation services. Rather, they focus on using available resources
more efficiently. One of CCCC's goals is to maximize existing resources by sharing
vehicles owned by or under contract to the human services agencies and the school
district and, thereby, decrease the involvement of human services professionals in directly
providing transportation. One of the member agencies, the county's Board of Disabilities
and Special Needs, decreased the Rage traveled by its staff for client transportation by
27 SO between March and July, 1997, (5~. To achieve these results and to further increase
ridership in existing vehicles, CCCC has undertaken the following activities. These
activities serve as a recipe for collaborative action:
I. Develop a countywide map with the routes of all transportation providers.
Currently, the Department of Mental Health, the Council on Aging, the Board of
Disabilities and Vocational Rehabilitation all own and operate vehicles. In
addition, Pee Dee Regional Transportation Authority (PDRTA) provides public
transportation and Medicaid non-emergency transportation. The map would
illustrate where there might be duplication that could be eliminated, as well as
allow agencies to determine what regularly-scheduled service is available for
shared use.
2. Establish a memorandum of agreement to pool insurance liability.
The memorandum of agreement allows clients of one agency to be transported on
another agency's vehicle. Most of the agencies that own vehicles have already
signed the agreement, since all are insured by the South Carolina Insurance
Reserve Fund, administered through the State Budget and Control Board,
Underlying the agreement is approval from the Reserve Fund, which states, "as
long as the collaborative transportation project is an intended, permissible use of
your covered vehicles, the liability insurance would not be prejudiced." (6)
3. Publish a calendar of routes to foster coordination and better utilization of vehicles.
Agencies which have clients needing transportation on an irregular basis consult
the calendar to determine if another agency is going near the client's home. The
agency can then call the other agency to arrange for a shared trip.
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4. Link agencies via computer modems and software.
The first SCDOT grant included funds to purchase modems and software for
routing and scheduling. Member agencies of CCCC now can post written
additions to the transportation calendar via electronic mail. The software helps
increase routing efficiency and tracks usage rates.
5. Obtain a Global Positioning Satellite (GPS) system.
The second SCDOT grant included $7,000 for a GPS system to complement the
routing and tracking software purchased earlier. Through this technology, the
GPS system will advance the sophistication of the coordination accomplished in
the previous four tasks. By using a hand-held, portable system, CCCC staff can
collect data to map the various routes of human service agencies' vans. With the
data, the GPS system can put dots on the map to develop the most efficient, non-
duplicative routes. The map will be installed on the computer and can be
accessed by any member agency. Agencies will be able to determine what vans
have available seats for their clients. The map will also contain important
attributes about the stops, such as whether there is a bus shelter or lighting.
6. Hire a part-time clerk/scheduler.
To enhance the effectiveness of the activities listed above, a part-time clerk will
be hired to work under the direction of the school district. The clerk will maintain
and distribute the transportation calendar and coordinate interagency use of
available vans and the fixed-route vehicles. Eventually, the clerk may use the
GPS system map to schedule inter-agency trips.
7. Offer free training to each other's agency staffs and to the community.
In order to increase class size and decrease driver training costs, agencies sponsor
training classes open to the other members. Classes are also held to increase the
drivers' skills in working with a variety of clients, particularly where shared rides
with mixed populations occur. For example, The Chesterfield Board of
Disabilities and the Board of Disabilities in Darlington both offered "Handling
Aggressive Behavior" and "Confidential, Fire Safety, and Abuse Behavior"
classes. The Tri-County Mental Health Agency taught "Geriatrics Assessment,"
and PDRTA offered "Defensive Driving" and "First Aid/CPA."
Training is also provided to community and neighborhood groups to identify
specific needs and to teach them to use the transportation system. Examples of
groups assisted are a church organization and United Way. In addition, volunteers
will be trained to be client escorts, which will reduce costs to the client, Medicaid
and the provider. Both free and paid media are used to educate the public on the
county's available transportation options.
Share drivers among agencies.
Sharing drivers has a number of benefits: (~) It enhances the driver's ability to
make a living wage. For example, a driver may combine a part-time job driving a
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human services agency van with a part-time job driving a school bus; (2) It
stabilizes the pool of trained, professional drivers; and (3) It reduces hiring and
training costs for individual agencies.
9. Implement a fixed-route system.
A major accomplishment has been the establishment of a fixed-route system
where there was none. The route is superimposed on existing door-to-door routes
run by PDRTA. Drivers are alerted to stops along their usual route where the
general public may board. CCCC has purchased bus stop signs to mark these
points for the public. Three commuter routes run Monday through Friday
between various population centers in the county. Two routes run from 6: 1 5 or
6:30 a.m. to 6 or 6:30 p.m. The third route ends at ~ :30 p.m.. Service is still bare
bones, with only one pickup a day on one route and up to three pickups a day on
another route. Fares are $ I-2, based on distance.
0. Advocate for changes in state regulations that prohibit coordination of transportation.
The CCCC has focused on seeking a waiver or new legislation to lift the
prohibition against allowing adults to ride school buses on regular routes.
Because the school buses go within a half mile of each school child's house in this
rural county, there is a built-in transportation system that is not fully utilized. The
next section describes CCCC's progress toward this goal.
PUBLIC USE OF EMPTY SCHOOL BUS SEATS
The Chesterfield County School District was an active participant in the CCCC from the
outset. During discussions in the formative years of the CCCC, it became obvious that
the school district had a transportation resource that could address many of the mobility
needs of adult residents. It operates about 100 buses to transport children living outside a
one-and one-half mile radius of the seven school attendance areas in the county. The fleet
of 54 and 68-passenger buses each have from two to nine seats available on any day, or
about 500 total seats on each weekday during the school year.
The Assistant Superintendent of Operations, with the support of the District
Superintendent, proposed a pilot to the School Board to allow clients of member agencies
who need transportation to fill the vacant seats. Agencies would verify that these clients
had no criminal or sexual abuse records. Approved clients would then call the CCCC
clerk/scheduler at PDRTA to coordinate the trip. The CCCC clerk/scheduler would
check the school bus route maps, determine whether a seat was available, and tell the
client at which stop to wait. The CCCC clerk/scheduler would then e-mai} a list to the
school district with the names of clients and their pickup points and school dropoffs. The
school district would notify individual drivers and require them to check a picture
identification card when the client boards. No fare would be charged. Human service
agency vans or fixed-route buses could then take the client from the school dropoff to a
final destination.
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Some parents called with concerns about their children's safety after they saw the
proposal described in the newspaper. Drivers, however, are supportive. Since the buses
cover many isolated roads, the drivers consider having another adult on the bus
comforting to monitor behavior or help in emergencies. Video cameras with sound are
being installed on all buses as another safety precaution. And the sheriff and police
departments respond to any incidents on the buses.
· ~. . ~. ~.
Although the School Board shared some of the safety concerns, they agreed at their
February 10, 1997 meeting to petition the state for permission to conduct the pilot.
Because the State purchases the buses, maintains and fuels them, and covers the cost of
drivers, the State's involvement was essential. At the time, state regulations permitted
only students, school district employees, and bus maintenance personnel to ride school
buses.
The Chesterfield County School District wrote to the State Superintendent of Education
requesting a waiver of this regulation for the 1997-98 school year. As justification, the
letter stated that the waiver "could save the taxpayers of our state a considerable amount
of money while, at the same time, improve services to citizens of our state who depend
upon the various governmental agencies for help." It also cited the mission of the CCCC
"to make sure that governmental services in Chesterfield County are not duplicated at the
expense of the taxpayers and that citizens receive needed services in the most expeditious
and cost-effective manner possible." (7)
Separate from the school district's action, but in the same time period, a bill was
introduced in the State Legislature to allow parents and other adult school volunteers or
employees "to ride route school buses on a space available basis" and also to ride "in
conjunction with special programs that are sponsored by the local school district." (~)
The bill, H.346l, became law on June 15, 1997.
Although H.3461 is much narrower than the original intent of the CCCC, the school
district and the CCCC have decided to begin their pilot with what is now permitted by
law. Routes will accommodate adults who will ride regularly. The schools will benefit
by having volunteers as monitors on the school buses. By increasing the mobility of
parents and other adults, the schools also hope to recruit more volunteers to help in the
classrooms. If the pilot is successful, the school district will once again attempt to
~'fn~nc1 the. nv~il~hilitv of rifles to the hrnacler Run it originally envisioned.
~ ~ ~ =--~r A o
According to the Assistant Superintendent of Operations, North Carolina recently passed
welfare reform legislation that allows welfare workers to ride to and from jobs on school
buses. In South Carolina, however, the State Department of Education was explicitly
excluded from the Legislature's FY 96-97 Appropriations Act. The Act mandates a
transportation plan "to consolidate all sources of transportation funding throughout state
government and to operate with this funding a transportation system to support the
specific programs from which the funding derives and the population of South Carolina
in general." (9) In its willingness to share its empty bus seats, the Chesterfield County
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School District is, therefore, a pathfinder in the State, taking on a role that it is not
required by the State to assume, for the betterment of its citizenry.
INTERAGENCY STEERING COMMITTEE ON COORDINATED
TRANSPORTATION
In response to the Legislature's FY 96-97 Appropriations Act mentioned above, the South
Carolina Department of Transportation's Division of Mass Transit has established the
Interagency Steering Committee on Coordinated Transportation (ISCCT). This
committee is similar to the CCCC, but operates at the state level, with representatives
from state and local health and human service agencies, public and private transportation
providers, and regional planning agencies. Because the CCCC has already had
experience in the field with many of the issues the ISCCT faces, the CCCC has been a
resource to SCDOT.
The Legislature's mandate to consolidate transportation funds has been met with
resistance. According to a report to the Legislature, "One of the concerns expressed by
many human service agencies is that the State will mandate contracting transportation to a
designated coordination provider who is unable to meet the needs of its clients or whose
costs are higher than the costs of the human service agency. One of the concerns
expressed by some general public transportation providers is that they are not given a fair
chance to demonstrate that they can provide adequate service and/or that an equitable cost
allocation system is not in place in that community." (10) Thus, the ISCCT is running
into the same issues that confronted the CCCC in its formative years: (~) competition and
a lack of trust among agencies, and (2) a lack of uniform cost reporting and differences in
mission that make such uniform reporting difficult.
Therefore, the ISCCT is concentrating first on coordination rather than consolidation. As
described earlier, it has chosen the CCCC as one of five SCDOT statewide projects to
demonstrate how coordination can be achieved by testing mode} procedures and
strategies.
SCDOT is also using incentives to foster coordination between public transportation
providers and the human services agencies. It gives subsidies to the human service
provider only if it uses a public transportation provider to operate the services. SCDOT
has requested the approval of the Federal Transit Administration to fund vehicles for the
public transportation provider instead of the human service agency when the public
provider has proven its responsiveness to the clients' needs.
A major coordination/consolidation recommendation currently under consideration by the
state of South Carolina is to transfer Medicaid non-emergency transportation from the
State Health and Human Services agency to SCDOT. A decision on this recommendation
is expected by the end of 1997.
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Chesterfield County's small laboratory of coordination is now being replicated at the state
level. The ISCCT exemplifies how more effective public service delivery cannot simply
be mandated by legislative action. Years of separate bureaucracies, often with divergent
agendas, create resistance to change. Peremptory actions can be met with passive
opposition. But Chesterfield County has demonstrated that moving slowly, building
understanding, and breaking the effort into manageable tasks can lead to the goal of
coordination. Like the CCCC, ISCCT members are working together to achieve a more
coordinated system.
ELEMENTS OF SUCCESS
In the last decade of the twentieth century, those charged with providing public services
must do so in a climate of rapid change. Welfare reform, untraditional delivery of
medical care, a rise in juvenile crime, an aging population, and institutional downsizings
are some of the challenges that demand program realignments. But these challenges also
present new urgency to the call for cooperation among public and quasi-public agencies.
The Chesterfield County Coordinating Council is a mode} for how this cooperation can
be undertaken. It attributes its progress toward coordination to three elements for
success: Leadership, Building Trust, and Strategic Planning.
Leadership
In a competitive society, cooperation does not always come easily. Sometimes it needs a
strong push. The members of the CCCC are quite clear that the leadership of the late
Representative lean Harris was an essential ingredient for their success. As chairperson
of the CCCC, she advocated "for the continued collaborative process and never for any
particular agency or issue, preventing the process from becoming politicized." ~ ~ ~ ~
According to several members, Representative Harris had the respect and authority "to sit
in judgment in a controversy" between different agencies' viewpoints. As a member of
the House Ways and Means Committee, she also had the stature to make things happen at
the state level. For example, when the CCCC grant faced a long delay because state
officials were required to first perform a site visit, Representative Harris issued an
invitation to the six state agency directors to meet in Chesterfield. All six, some of whom
had not visited the county in years, came to the meeting, and the grant approval was
expedited. Representative Harris died in January, 1997, but the CCCC members believe
that they are now mature enough as a group to carry out their mission together. Her son
was elected to serve out her term in the Legislature and will chair the CCCC.
Other examples of leadership along the path to coordination include:
the Chesterfield County School District's advancement of a transportation solution
and its willingness to pursue changes in bureaucratic rules to accomplish the goal;
9
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.
the CCCC members' commitment to achieve results by actively participating in
subcommittees and their flexibility in finding workable options to fit all members'
needs; and
the Legislature's recognition of a need to coordinate transportation now provided by
multiple agencies and its corresponding actions to set the process in motion with the
ISCCT.
Building Trust
--rig ~
Members of the CCCC stated that the initial two years of meetings was a critical first step
in building trust among the agencies. Their advice is not to worry about funding
programs until a base of coordination and collaboration has been established. In order to
build the base, members have to demonstrate that they are willing to listen to each other.
For example, in one of the early discussions, some agencies made clear that they would
oppose any plan that required them to dedicate their vehicles to a centralized location,
from which the vehicles would be dispatched to suit each agency's needs. They wished
to maintain control of their vehicles because the vans were used not only for client
transportation but also for home visits by social workers, by work crews, for staff and
volunteer transportation, and for emergencies. From this discussion, the proposal to
instead allow for shared use emerged, as outlined in the SCDOT grant described earlier.
By remaining flexible, the CCCC was able to work out an agreeable solution for all,
which did not require new funding and which continues agency control.
The list of divisive issues which the CCCC confronted was repeated at the state level by
the ISCCT. The ISCCT has begun tackling these issues by building a database of
information. Like the CCCC members, the SCDOT Planning Manager believes that a
group must know each other's concerns. In building trust, she advises, "Be cautious in
pushing members beyond where they fee! comfortable." The ISCCT used a survey as a
necessary first step to identify what transportation resources existed and who controlled
them. Only then, the Planning Manager indicated, can those advocating coordination
understand the challenges and develop plans to address them.
Strategic Planning
When a key issue is identified, the CCCC forms a subcommittee of members who
volunteer, chaired by one of the agencies. Since subcommittees are task-oriented, they
are disbanded when the job is completed. This planning process allows the burdens and
credits to be shared among the members.
Underlying the CCCC's work is the initial needs assessment, an analytical base upon
which to decide which projects to pursue. Subcommittee members are guided in their
approach by the goal of eliminating redundancy, which helps focus the options
considered. Flexibility among subcommittee members is fostered by the agreement to
achieve consensus.
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Because of this strategic planning, Chesterfield County has had a jump on implementing
welfare-to-work legislation. When the state passed the Family Independence Act in 1995.
its version of welfare reform, the CCCC already had in place mechanisms for
coordination of services, including transportation. As a result, the county's Department
of Social Services is at 143~o of its goal to place welfare recipients in jobs, the second
highest county placement rate in South Carolina.
Sometimes the CCCC found its grand strategies needed to be revised for smaller steps
forward. For example, when centralization of all vehicles was resisted, a method of
sharing vehicles through calendars and e-mai} was devised. When the Legislature passed
a more limited version of mixing adults on school buses than hoped for, the CCCC
decided to start with a smaller pilot program. Now the Transportation Subcommittee has
encountered roadblocks in setting up a cost comparison methodology. In some agencies,
professionals paid as social workers are also used as part-time drivers. Another agency
might use its empty passenger seats to transport hot meals to the homebound. Because of
these difficulties in comparing per passenger mile costs across agencies, the
Transportation subcommittee will begin with calculating the number of case workers'
hours saved through increased transportation coordination. Thus, by breaking the tasks
into smaller increments, the CCCC members have exhibited the flexibility necessary to
advance their goals by avoiding deadlocks.
The CCCC demonstrates that coordination need not require large monetary investments
and complicated technology. Its strategies a countywide map of routes, pooled drivers
and insurance liability, shared van seats to create a fixed route that was lacking-can be
replicated by other small systems without new investments. Rather, voluntary
cooperation is the essential ingredient. Thus, through many small steps, the CCCC is
moving strategically toward coordination.
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FOOTNOTES
I) Chesterfield County Coordinating Council Bylaws, Article I, amended 6/13/97.
2) "Proposed Demonstration Project from the Chesterfield County Coordinating Council
to the Interagency Steering Committee on Coordinated Transit to Enhance and
Coordinate the Transportation System in Chesterfield County," Nov., 1996.
3) "Proposed Demonstration Project from the Chesterfield County Coordinating Council
to the Interagency Steering Committee on Coordinated Transit to Enhance and
Coordinate the Transportation System in Chesterfield County," Nov., 1996.
4) Letter by Margaret Plettinger Mitchell, Coordinator, CCCC, to Gail Murray, July IS,
1997.
5) "CCCC Coordinated Transit Grant Final Report," September 29, 1997.
6) Letter from Albert Byrd, Manager, Property-Casualty Department, South Carolina
Insurance Reserve Fund to Janice Rozier, April 2l, 1997.
7) Letter from Frank Patterson, Assistant Superintendent for Operations, Chesterfield
County School District, to Dr. Barbara Nielsen, State Superintendent of Education,
February 20, 1997.
S) Act No. Al04 to amend the code of laws of South Carolina, 1976, by adding Section
59-67-545. June 30, 1997.
9) South Carolina Department of Transportation, "Coordination of Transportation: A
Report to the House Education and Public Works Committee and the Senate
Transportation Committee," January, 1997.
10) South Carolina Department of Transportation, "Coordination of Transportation: A
Report to the House Education and Public Works Committee and the Senate
Transportation Committee," January, 1997.
1) "Proposed Demonstration Project from the Chesterfield County Coordinating Council
to the Interagency Steering Committee on Coordinated Transit to Enhance and
Coordinate the Transportation System in Chesterfield County," Nov., 1996.
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APPENDIX 1
CHE S1TERFIELD COUNTY COORDINATING COUNCIL
Member Agencies
Alpha Center
American Red Cross - Chesterfield County Chapter
Boys and GirIs Club
Camp SandhilIs
Cheraw Community Police Officer
Chesterfield County Board of Disabilities & Special Needs
Chesterfield County Council
Chesterfield County Council on Aging
Chesterfield County Department of Social Services
Chesterfield County Health Department
Chesterfield County ROADS Team
Chesterfield County School District
Chesterfield-MarIboro Economic Opportunity Council, Inc.
Chesterfield-MarIboro Technical College
Chesterfield General Hospital
Clemson Extension Service
Community Long Term Care
Continuum of Care
Department of Education School Bus Maintenance Shop
Department of Social Services - Volunteer Transportation Provider
Family Court Judges, 4th Judicial Circuit
Girl Scout Council of the Pee Dee Area, Inc.
Guardian ad Litem Program
Healthy Start Coalition
Hospice of Chesterfield County
Housing Authority of Cheraw
Legal Aid
Legislator - House District No. 53
Local Newspapers
Ministers from various churches
Office of the Solicitor, 4th Judicial Circuit
Pageland Community Police Officer
Pee Dee Coalition Against Domestic & Sexual Assault
Pee Dee Health District - Department of Health & Environmental Control
Pee Dee Regional Transportation Authority
SandhilIs Medical Foundation, Inc.
South Carolina Department of Juvenile Justice
South Carolina Vocational Rehabilitation
Sheriff's Department
Teen Companion Program
Teen Life Center
Tri-County Mental Health Center
Visiting Nursing Service
Representative terms from entire chapter:
school district
