Category Archives: October 2023

Another Verdict of Gross Negligence

Jury Awards $950,000 to Aiken County Detention Center Inmate

by Don Moniak

October 22, 2023.

Earlier this month, a twelve-person Aiken County jury heard the case of Rhoads vs Southern Health Partners et al. The Plaintiff in the litigation was Cassiopia Rhoads, an Aiken County resident who was booked (1) into the Aiken County Detention Center on May 3, 2019.

Several days after her prison intake, she began to complain of headaches and nausea, and a large knot had developed on her head. By the end of the month, witnesses described the swelling as having grown to the size of a “softball” or “grapefruit.” Her condition deteriorated to the point that emergency brain surgery was required, during which a large portion of her skull was removed.

On October 13th, the jury returned a verdict that found the Aiken County Sheriff’s Office (ACSO) and the Aiken County Detention Center (ACDC) grossly negligent through “acts or omissions” which “proximately caused injury” to Plaintiff Cassiopia Rhoads.

The jury awarded the Plaintiff $950,000. The Aiken County Sheriff’s Office had been offered a settlement of $250,000 in March of 2022. The Sheriff’s Office declined that offer.

For its part, the detention center’s contract medical provider, Southern Health Partners (SHP), chose to settle for an undisclosed amount prior to the jury trial, and was dismissed from the case. In March of 2021, SHP had declined a $500,000 settlement offer.

The Verdict Form submitted by the jury on October 13, 2023.

The Summons and Complaint

In November 2020, eighteen months after Ms. Rhoads suffered an unknown head injury (2) and subsequent severe complications while incarcerated at the Aiken County Detention Center, the lawsuit alleging negligent, gross negligent , and reckless acts was filed in South Carolina’s Second Judicial Circuit Court (3) by Columbia Attorney Francis Hinson and Florence Attorney Patrick McLaughlin,.

In the detailed Summons and Complaint, it was alleged that ACDC medical provider Southern Health Partners (SHP) and its staff allegedly “failed to properly screen, monitor, and otherwise treat” Ms. Rhoads, failed to properly train corrections officers, and failed to follow its own policies and procedures or comply with contractual obligations. Southern Health Partners’ latest contract to provide medical services at Aiken County Detention Center began on July 1, 2018.

In regard to the Sheriff’s Office and County jail, the Plaintiff alleged they both “failed to ensure that…Correction Officers were properly trained on how to report/monitor inmates for signs of injury, illness, or medical issue which may require medical attention.” The Complaint also listed a long litany of standard operating procedures and training lacking at the jail.

The medical treatment timeline was never in question. Both sides agreed that Ms. Rhoads received medical treatment—at issue was whether the treatment and care by the Defendants was negligent, grossly negligent, and/or reckless. The County did argue that, because Ms. Rhoads had “over twenty medical encounters” in her one-month jail stay, there was no absence of “slight care” and therefore no gross negligence.

Also undisputed was the fact that Rhoads was “barricaded,” in a higher security cell after protesting her lack of care on May 24th and requesting transfer to a hospital. By the time of that lockdown, her head had a grapefruit sized swelling.

And there was no dispute that the end result for Ms. Rhoads included a large hole in her skull after undergoing brain surgery.

Graphic in Plaintiff’s Pretrial Brief


An Expert’s Affidavit

The Summons was accompanied by an affadavit from Dr. Jose Vazquez, the Chief of Infectious Diseases at Augusta University/Medical College of Georgia. The Summons, affidavit, and subsequent filings reported that, at some point Cassiopia Rhoads suffered a head injury that led to medical complications that eventually led to a craniotomy—a brain surgery technique which requires “the surgical removal of part of the bone from the skull to expose the brain” for surgery.

The Vazquez affidavit provides the most succinct timeline and description of what was known at the time, and is summarized here as follows:

Rhoads was incarcerated on May 3, 2019 with no symptoms of injury or illness; and kept in pre-trial detention. Four days after intake she reported headaches, fever, nausea, coordination problems, and fatigue to the medical staff, who also noted a “knot in her head.” Four days after that she was found laying on the floor complaining that, “I have a huge abscess on the side of my head that keeps getting bigger.”

Rhoads requested medical attention on May 16, 20, 21, and 28, every time complaining of symptoms ranging from severe nausea, earaches, dizziness, fever, severe head pressure, vomiting, fluid on the side of her head, a swollen face, and severe pain from a growing abscess and swelling on her head, which had grown to “the approximate size of a softball,” by May 28th.

On June 2, four weeks after reporting symptoms, followed by a visibly deteriorating condition, she was found passed out on the floor. Four hours later she was transported to Aiken Regional Medical Center. According to the affidavit, she was never provided “any medical treatment other than Tylenol, Ibuprofen, and Amoxil;” and her temperature was only taken once. At the hospital, Ms. Rhoads registered a temperature of 102.5 F.

On June 5, Ms. Rhoads “underwent a craniotomy, a surgical opening into the skull, and was diagnosed with epidural abscess and osteomyelitis” due to an antibiotic (methicillin) resistant strain of staphylococcus aureus.

Dr. Vazquez concluded in his affidavit that, had her “condition been properly identified and treated, she likely would have only required a course of antibiotics for treatment and would not have had to undergo surgery.”

Excerpt from the April 29, 2020 affidavit of Dr. Jose Vazquez. Aiken County’s denial in an interrogatory of the diagnoses of “epidural abscess and osteomyelitis” necessitated the hiring of a second expert witness to testify at the trial.


Witness Affadavits and the Motion for Spoliation.

The Plaintiff’s health condition in May of 2019 was later described in layman’s terms by several witnesses— whose testimonies were cited in a Motion for a Determination of Spoliation. In that motion, the Defense alleged that, “ACDC did not preserve any of the copious amounts of video footage taken of Plaintiff during detainment in May and early June of 2019,” and asked for an “adverse inference” against the defense for what the videos would have contained.

Testimony of deposed witnesses cited in the spoliation motion included these statements:

  • “The abscess grew enormous and was both visible and obvious.” 
  • “I could not look at Cassi without immediately noticing this giant deformity, which had caused her head and face to become misshapen and was rather gross to look at…you did not have to be a nurse or a doctor to know that something was wrong with Cassi.” 
  • “Despite the growing abscess contorting the side of her head, Plaintiff was not taken to (ARMC) until June 2, 2019, at which time the infectious process had been allowed to continue for so long that a sizable portion of the Plaintiff’s skull had been destroyed. Plaintiff required brain surgery and now has a large hole in her skull about the size of a fist….she had been complaining about the abscess since her 9th day of the 31-day detainment.” 

    (The court’s ruling on the motion is not contained in the public case files)

    The Plaintiff’s Pretrial Brief.

    By the time of the trial, further documentation of the extent of the injury was presented. Whereas a craniotomy involves replacement of the skull “flap” removed during surgery, in this case a portion of the skull had to be removed, resulting in a craniectomy. In the pre-trial brief, the abscess and associated complications were described as follows:

    Plaintiff had developed a large boggy lesion over [her right] temple.’..the abscess on the right side of Plaintiff’s head had grown to approximately 9.7 x 2.2cm in size, had destroyed a large portion of her skull, and was so extensively invading her brain that it was causing a ‘right-to- left-midline shift’ (meaning that Plaintiff’s brain had been forcefully pushed to one side by the invasion of the infectious mass into her skull).”

    Plaintiff was ultimately diagnosed with a subgaleal abscess, an epidural abscess, osteomyelitis (a bone infection), and sepsis. Plaintiff required neurosurgery to remove the infectious mass, and, because the abscess had become so large and invasive due to the failure of the Plaintiff to receive adequate medical treatment in a timely manner, a substantial portion of the Plaintiff’s skull had to be removed.”

    In total, Ms. Rhoads spent thirty-five days in Aiken Regional Medical Center.

    Minimum Standard of Care

    Aiken County parties were represented by Attorney Andrew Lindemann, whose specialties include defending government agencies from various legal complaints. Lindemann has successfully represented Aiken County and the City of Aiken in numerous lawsuits. Southern Health Partners was represented by James Long and Amy Geddes from the Nexsen Pruet law firm of Columbia.

    The case for all parties centered in large part on the extent to which Minimum Standards for Local Detention Facilities in South Carolina (MSSC) applied to the defending parties. Southern Health Partners argued twice in its first answer that the minimum standards “are not binding on SHP or its employees, or its physician/provider contractors.”

    The County’s legal position was that the minimum standards “have never been adopted as regulations and do not have the ‘force of law,’” and therefore are not legally applicable to the detention center. This dispute was summed up in Sheriff Hunt’s Trial Brief simply as “the parties do not appear to agree on the duty of care owed under South Carolina law.”

    In addition to the standard lengthy arguments pertaining to the levels of immunity from damage claims enjoyed by government agencies and employees, Lindemann pursued several other arguments on behalf of the Aiken County government agencies, which were best articulated in Sheriff Hunt’s Trial Brief :

  • Due to the “division of labor” in prisons, Corrections Officers are not obligated to attempt to override the opinions of medical professionals; and Southern Health Partners was responsible for medical treatment at all times. 

    The “division of labor” argument did not survive the scrutiny of one corrections officer. In her deposition she described having made more than twenty complaints about medical treatment shortcomings to her supervisors. When asked if she disagreed that licensed medical professionals “should make medical decisions instead of unlicensed corrections officers,” she replied:

    Under certain circumstances, absolutely, because it falls under deliberate indifference when the medical department won’t send someone out and you can clearly see they are in need of medical attention they are not providing adequately.”

  • Even if there was no training of the kind authorized in the SHP contract, the Sheriff’s Office is not legally required to train corrections officers in medical monitoring and care. 
  • A damage claim was unwarranted because the Sheriff’s office had no legal obligation to enforce the terms of the County’s contract with Southern Health Partners, citing state law precedent that “a mere breach of contract is not actionable as a tort in South Carolina.”

    Aiken County’s overall defense appears to have relied more on disagreements in interpretation of the law between the two parties, and not as much on the facts of the case. The jury heard both, rendered its verdict that the Sheriff’s Office and its Detention Center were grossly negligent in the care of inmate Cassiopia Rhoads, and chose to award the Plaintiff damages nearly four times an earlier settlement offer.

    This was the second jury verdict of gross negligence against the Sheriff’s Office and its Detention Center in the past year. One year ago an Aiken County jury returned a verdict of gross negligence in the case of Owens vs Sheriff Michael Hunt et al and awarded former inmate Otis Owens $175,000.

    Like the Rhoads case where the jury award was nearly four times greater than the settlement offer, the jury award in the Owens case was more than twice the settlement offer.

    Both cases also involved formal allegations of malfeasance in the Sheriff’s Office and/or county jail. In the Owens case, the accusation was that ACSO “nefariously colluded, deceived opposing counsel, and wasted the Court’s time for the purpose of attempting to force the trial without Owens present.” In the Rhoads case, there was the Motion of Spoliation asserting missing video tape evidence.

    If the Owens jury verdict was considered an anomaly at the time, County officials might ask if the Rhoads case indicates a costly trend for county taxpayers.

Footnotes:

(1) The first general provision of Title 24 of South Carolina law—Corrections, Jails, Probations, Paroles, and Pardons—pertains to a Sheriff’s responsibility for managing county jails: 

The sheriff shall have custody of the jail in his county and, if he appoints a jailer to keep it, the sheriff shall be liable for such jailer and the sheriff or jailer shall receive and safely keep in prison any person delivered or committed to either of them, according to law.”

Given this basic fact that all prisoners must be kept safely, the cause for arrests or convictions is irrelevant in the case of gross medical negligence or other inmate mistreatment; and therefore is only footnoted here.

The lawsuit does not at any time document the cause of the arrest and incarceration. Case records at sccourts.org show Ms. Rhoads was arraigned on a fraudulent check charge on May 4, 2019, and burglary on the same day.

Prior to May 2019 she had an eight-year history of arrests for offenses such as forgery, receiving stolen property, shoplifting, petty larceny, and bad check writing. Following her hospitalization, she was charged with a number of offenses including grand larceny, unlawful carrying of a firearm, burglary, and heroin possession.

(2) While no cause for the initial injury or other harm to the head was identified by the Plaintiff, the Defendants offered differing causes.

In a Memorandum in Opposition to Plaintiff’s Motion to Compel, Southern Health Partners speculated that drug use was the cause, without naming the drug in question:

This case is not complicated. Plaintiff was incarcerated at the Aiken County Detention Center, but was a heavy drug user and contracted an infection likely from injecting herself with illegal drugs. The infection manifested itself in a very rare and unusual location – her cranium.

In Defendant Hunt’s Pre-Trial Brief, the Defense merely stated Ms. Rhoads fell, but that no head injury was detected.

The defendant, who was a severe heroin and meth drug addict, had fallen prior to her arrest and incarceration on May 3, 2019. The medical screening done at intake at ACDC does not reflect any head injuries.”

(3) A second, federal court lawsuit was filed in May of 2022 naming Southern Health Partners, three of its employees, and four ACDC corrections officers as defendants. The federal Complaint alleges violations of Eighth Amendment and Fourteenth Amendment constitutional rights.

The Summons for that suit provides additional insights into the case, including the lack of a “post-incident review:”

No post-incident review was conducted to identify how an inmate who had repeatedly complained of a visibly deteriorating condition, and who had correctional officers advocating on her behalf, was allowed to suffer and deteriorate.”

The federal Complaint also details the gray area in the “division of labor” argument. For example, Paragraph 38 describes instances where corrections officers discussed Ms. Rhoads’ medical condition and how to respond to it both amongst themselves and with medical staff. In one instance, a Deputy disputed a nurse’s opinion that Ms. Rhoads was “self-inflicting,” an unlicensed opinion that was proven to be true.




Cast Your Votes for Aiken Mayor and City Council Seats: What You Need to Know

The Information below is recapped from the City of Aiken’s Notice of General Election. For questions and additional information on voter-related issues, visit the Aiken County Department of Registration and Elections webpage or call their office at 803-642-2028.

To confirm your voter registration, district and precinct information CLICK HERE.

District 1 includes portions of Precincts 3, 4, 5, 22, 57, and 72.
District 3 includes portions of Precincts 1, 20, 47, 60, 66, 70, and 77

Note: Although Teddy Milner won the primary contest in August 2023, she will still need to win the vote in the General Election, which could be at risk should a write-in candidate appear in the 11th hour.

*All City voters may vote for Mayor.
**Districts 1 and 3 voters may vote for both Mayor and City Council.

EARLY VOTING
Monday, October 23 through Friday, November 3, 2023
Weekdays only from 8:30 a.m. – 5:00 p.m.

ELECTION DAY VOTING
Tuesday, November 7, 2023 from 7:00 a.m. – 7:00 p.m.

EARLY VOTING
The Aiken County Government Center
Suite 1200
1930 University Parkway
Aiken, SC 29801

ELECTION DAY VOTING
See precinct/polling location info below

Precincts/Polling Locations

The following precincts and polling places will be open from 7:00 a.m. to 7:00 p.m. on Election Day, November 7, 2023.

Precinct #1 St Johns Methodist Church 104 Newberry St NW
Precinct #2 Lessie B. Price Senior & Youth Ctr. 841 Edgefield Ave. NW
Precinct #3 Aiken High School 449 Rutland Drive NW
Precinct #4 Schofield Middle School 224 Kershaw St NE
Precinct #5 St. Mary’s Smith Hall. 125 Park Ave. SE
Precinct #6 Odell Weeks Center 1700 Whiskey Road S.
Precinct #11 China Springs Center Fire Substation 7 T And S Dr
Precinct #13 Mercy Church 2700 Whiskey Road S.
Precinct #20 Aiken Elementary School 2050 Pine Log Road
Precinct #22 Montmorenci First Baptist Church 44 Old Barnwell Road
Precinct #35 USC-Aiken Convocation Center 2049 Champion Way
Precinct #46 Lessie B Price Aiken Senior & Youth Ctr 841 Edgefield Ave NW
Precinct #47 Odell Weeks Center 1700 Whiskey Rd. S.
Precinct #52 Kennedy Middle School 274 E. Pine Log Road
Precinct #53 Mercy Church 2700 Whiskey Road S.
Precinct #57 East Aiken School of the Arts 223 Old Wagener Road
Precinct #60 Aiken Elementary School 2050 Pine Log Road
Precinct #66 St. Paul Lutheran Church 961 Trail Ridge Road
Precinct #69 Millbrook Baptist Church 223 S Aiken Blvd. SE
Precinct #70 South Aiken High School 232 East Pine Log Road
Precinct #72 Aiken Electric Cooperative 2790 Wagener Road
Precinct #76 Living Hope 2550 Old Dominion Road
Precinct #77 Aiken Elementary School 2050 Pine Log Road
Precinct #79 South Aiken High School 232 East Pine Log Road
Precinct #83 Kennedy Middle School 274 E. Pine Log Road
Barrier Free 999 Registration & Elections Office 1930 Ste. 1200 University Pkwy

Voter ID Info

Voters will be asked to provide one of the following Photo IDs when voting in person.
• S.C. Driver’s License
Includes standard License and REAL ID
• S.C. Department of Motor Vehicles ID Card
Includes standard ID card and REAL ID
Includes SC Concealed Weapons Permit
• S.C Voter Registration Card with Photo
• Federal Military ID
Includes all Department of Defense Photo IDs and Veterans Affairs
Benefits Card
• U.S. Passport
Includes US Passport ID Card

The Aiken Chronicles welcome questions on the election/voting process and will do our best to find answers. Please, no back and forth debates on national politics and issues. Many thanks. 🌿

“What is Reasonable?”

The Planning Commission’s recent struggle to answer this question while pushing a developer to comply with rules that don’t exist.

by Laura Lance
October 15, 2023

The elephant in the room at the Tuesday night City of Aiken Planning Commission public meeting and the work session that preceded it was the word, “Why?” 

On the table were two requests from Mr. Tracy Turner, the prospective buyer and developer for the old Aiken County Hospital property. One request was for a zoning change (from Office to Planned Commercial); the second request was for approval to send Mr. Turner’s concept plan to City Council for consideration. The zoning request passed 5-0 as expected because there was little choice, since past commissions had granted rezoning to two previous developers, whose similar projects were ultimately abandoned.

The concept plan was a different matter. And it was a different matter in ways that raised questions about the fairness of the proceedings.

Above: Mr. Turner’s Concept Plan for commercial and residential mixed-use development on the old Aiken County Hospital property. Click for larger view.

Above: A brief description of the plan. See the Planning Commission agenda packet, pgs. 51-73, for full details.

The level of scrutiny given to Mr. Turner’s concept plan was different from that applied to other developers’ plans observed over the past year. There were demands made of this concept plan that have not been evenly applied to other developers’ plans.

Why?

During one exchange, a Commission member told Mr. Turner that the plan needed “more parking closer to the buildings.”

Mr Turner asked, “Is there a requirement of how far parking should be from a commercial parcel? Does Aiken have a requirement for the walking distance from a —-“

Mr. Turner’s questions were twice interrupted by two or more Commission members, who were speaking all at once to answer him, “No,” and “It’s a mindset,” and, “It has to be  reasonable.” 

Mr Turner asked, “What is reasonable?” 

“Reasonable to me, 150 feet,” answered one commission member.  

Another member stated, in a line that could have come straight from the Mad Tea Party scene in Alice in Wonderland, “I mean, well, it’s almost easier to see what is unreasonable than it is to see what is reasonable.”   

A witness to this and other exchanges throughout the meeting could be forgiven for wondering if there weren’t perhaps a note or two of arbitrariness to the proceedings, as the Commission hammered the applicant on adherence to rules that don’t exist.

A similarly-themed exchange had a commission member asking Mr. Turner if his proposal included affordable housing and would accommodate economic diversity — standards that are not asked of all developers; criteria that are not required of this or any developer, as pointed out by citizen-attendee, attorney Margaret Tribert, in her public statement on Mr. Turner’s proposal:

“This guy is trying to do something beautiful, and he’s not under any obligation to give us affordable housing when he does that. That is not a requirement for a developer in this community, and, you know — that’s someone’s obligation but it’s not his. I don’t think he is offering public housing. I don’t think he is under any obligation that is not controlled by existing federal statutes.”

Here, several points must be mentioned. First, there was not a single voice of opposition to this concept plan from the public during the meeting — just the opposite. There were perhaps a dozen members of the public — a diversity of individuals — who rose to give their support of sending Mr. Turner’s concept plan forward. (Read a sampling at this page). There were even two City officials who came to the podium, not in support of the project per se, but in support of the process. These statements and, indeed, the entirety of this public meeting are worthy of hearing.1

Another point to be made is that two members on the Planning Commission are also members of the Aiken Corporation, which is arguably in competition with Mr. Turner for developing the $20 million SRNL office complex. This is a topic that has stirred no small amount of controversy since last month when the the Aiken Corporation — through the power of its contract with the City of Aiken to assess potential sites for the SRNL complex — abruptly and without notice or explanation disqualified the old hospital site from consideration during a public hearing in September.

Given this controversy, a question on potential conflicts of interest by those with the power to stonewall progress on Mr. Turner’s development was not only appropriate, but perhaps should have been circumvented by the recusal of those Aiken Corporation board members from even being in a position to make decisions on Mr. Turner’s requests. Certainly no member of a government body would want to be put into this position.

Top: Augustine Wong, architect, and Tracy Turner, developer, making their presentation. Bottom: Tracy Turner in discussion with the Planning Commission.

The public, whose interests are served by fair proceedings in these meetings, should not be put in a position where they’re left wondering if conflicts of interest entered into the discussion. But there we were on Tuesday night, and there was that elephant in the middle of the room: Why?

When, at last, that question was spoken out loud, it was received by some on the Planning Commission as an insult. One member was compelled to give character references for the two Aiken Corporation members serving on the Planning Commission, describing them as “good men” who “always act honorably.”

It should go without saying, but I’ll say it anyway. The fairness of one’s actions should be based, not on the purported honor of any individual, but on the fairness of their actions. Does the Planning Commission apply its scrutiny evenly to all developers who come before them? That didn’t appear to be the case in Tuesday night’s meeting.

Why?

Why was the Planning Commission taking such an adversarial stance toward a developer who came before them with a concept plan to redevelop a property that, second only to the Hotel Aiken, might be the greatest eyesore greeting newcomers to our City?

Why would the Planning Commission risk driving away a developer who has brought to the table the starting point of a viable plan — one that has been enthusiastically received by the public — to buy this long-neglected, much-vandalized, historic old Aiken County Hospital and restore its historic structures and preserve many of its old trees, while transforming this property into a beautiful, park-like campus with attractive housing, retail, and mixed-use buildings?

At the meeting’s end — and only during the final minutes and seconds of the eleventh hour — Mr. Turner’s concept plan was approved to go forward to City Council by a narrow vote of 3-2. Two of those three votes in favor came from the two Aiken Corporation members. The outcome of the meeting shows the power of citizen participation, which swung the vote to Mr. Turner’s favor. 2

The process for addressing the Planning Commission’s stated concerns was as easy to follow as it was to imagine. This is because the process was not rocket science. In fact, it took less than two minutes to accomplish the task. The hours leading up to those two minutes, however, left ample food for thought that will linger long after the heartburn subsides.

________________

Footnotes:

  1. Citizens are encouraged to watch this portion of the meeting, beginning just after minute 13:00 and continuing to the end of this YouTube video. Note, this is the public meeting. The work session that preceded the the public meeting was not recorded.
  2. Before there was a Motion to Approve, there was a Motion to Table the agenda item. That motion failed by a vote of 3-2.

    However, as Don Moniak will point out in an upcoming general review of the city’s planning process, even this Motion to Table was out of character and arguably unfair:

    “Before the 6 pm public hearing, there was a work session where the commission devoted a full forty minutes to discussing and dissecting the proposal. This intense level of scrutiny alone is unprecedented in recent years, which any review of work session meeting minutes would confirm. 

    “The discussion included the idea of a Motion to Table, or postpone, the concept plan approval until Turner Development could satisfy the demands of commission members. This too was highly unusual, but the worst aspect is there appeared to be a consensus on tabling—and decision making like this is not allowed or appropriate in work sessions which are outside the public eye.”

Online Forum: County Council District 8 Candidates

On October 6, 2023, the Aiken Chronicles submitted written questions to the two candidates, P.K. Hightower(D) and James Hankinson(R), in the upcoming Special Election for County Council District 8. The questions were compiled from submissions from Aiken Chronicles readers. The candidates’ responses are provided below.

The written online forum gives candidates and citizens time for thoughtful reflection on questions and responses. The hope is to contribute toward a better-informed electorate and a healthy democracy.

_______________________

Left: P.K. Hightower(D). Right: James Hankinson(R) and family.

Candidate Forum
for
Aiken County Council District 8

COUNTY LAW AND COUNCIL’S LEGISLATIVE PROCESS 

Are you familiar with Aiken County Code of Ordinances as to the powers and limitations of County Council? 

James Hankinson: Yes.

P.K. Hightower: Yes, I am familiar with the Aiken County Code of Ordinances. I referred to several of them when I served on the Aiken County Planning Commission (Chapter 17), and the Aiken County Historical Commission (Chapter 11.5). I also read Chapter 2, Administration. Recently, I have spent more time reading “A Handbook for County Government In South Carolina, 5th Edition, to gain a better understanding of the framework, governance, roles, and responsibilities of County Council. There are also training classes offered to newly elected county council officials to help them understand their responsibilities for governing the county.

When was the last time you read through the Aiken County Code of Ordinances? 

James Hankinson: August 2023.

P.K. Hightower: I have not read through the entire Aiken County Code of Ordinances. After holding community meetings, I have referred to various chapters (Chapter 11- Health, Social Services and Sanitation, Chapter 13 – Licenses, Permits and Misc. Business Regulations, Chapter 15 – Offenses and Miscellaneous Provisions, and Chapter 16 – Parks and Recreation) to better understand what can be done to help certain communities in District 8.

For example, I referred to Chapter 15 (Offenses and Miscellaneous Provisions), Article 111. Nuisances, because of issues in neighborhoods where road blockages are potentially prohibiting emergency vehicles from reaching citizens in need of medical attention. There are issues with dumping unknown materials in areas located within neighborhoods, noise from private entities and businesses close to neighborhoods, and dilapidated dwellings that are not being addressed. I am working to ensure the citizens know what can be done to help them address these issues as a unified community organization.

What, if any, ordinances do you believe are outdated and/or should be revisited? 

James Hankinson: I believe all should be revisited. 

P.K. Hightower: We should have a schedule to review all of the ordinances within an agreed upon timeframe (e.g., all ordinance reviewed within a four- year period). As the county grows and citizens encounter more and more issues the council should review and/or revise current ordinances as needed. Any ordinance that is based on federal regulations should be reviewed periodically to ensure we comply with the federal regulations.

If a resolution or ordinance is brought before Aiken County Council that appears in any respect to represent the interests of others over the interests of Aiken County citizens, taxpayers, and voters, how will you be prepared to stand against it?

James Hankinson: I will always make sure my constituents are first: I will ask for public opinion by conducting town halls throughout District 8 and take concerns back to council.

P.K. Hightower:  I will voice my concerns and vote against the resolution or the ordinance.

Would you vote on an agenda item that you have not personally read or understood? If the answer is “No,” is that a promise? 

James Hankinson: No, I wouldn’t vote on any agenda items that I have not personally read or understood. Yes, that’s a promise. 

P.K. Hightower: No, I promise to do my homework as a member of county council. I will work closely with the County Administrator to ensure council has all the necessary information to make an informed decision.

What is your position about voting on either a resolution or an ordinance where the name of the company is cloaked behind a project name, such as the proposed Project Sabal? 

James Hankinson: I would have to educate myself more on the topic before making a decision. As previously stated, I would not vote on an agenda that I haven’t any knowledge of beforehand. 

P.K. Hightower: First, I need to ascertain the need for the anonymity and then make a decision on supporting the resolution or ordinance.

CITIZEN INVOLVEMENT IN COUNTY GOVERNANCE

Do you believe that it is necessary for members of the Aiken County Council to have regular town hall meetings with Aiken County citizens, taxpayers, and voters outside of their committee, work session, and County Council meetings — and if so, how often and where? 

P.K. Hightower: Yes, it is important to have meetings with District 8 constituents to ensure I understand their needs and vision for the county. I plan to issue a monthly summary of county activities (via email) and let citizens know what is on the horizon for council. I will meet at least quarterly.

James Hankinson: Yes. One of the things I would like to do as Councilman Hankinson is to meet with the constituents of District 8 by conducting town halls quarterly or as needed. These meetings could possibly take place at community centers, The Aiken County Library, or luncheons/dinners.

With the sole exception being truly abusive language — by voice, text, or social media — do you promise never to block the communications from your constituents or folks in Aiken County? 

P.K. Hightower: No, I would not block communications from constituents about County Council activities. However, I have experienced truly abusive language on social media about me as a candidate. Knowing that the information is not true but is being repeated based on unsubstantiated claims is counterproductive. Currently, misinformation is a disservice to our society and we must do all we can to avoid it by communicating the facts and nothing but the facts not unsubstantiated claims.

James Hankinson: I believe everyone should be able to speak their mind in a respectful manner. No, I promise not to block anyone who is being respectful. 

County Council presently allows three minutes of time for individual citizens to speak on non agenda items at the end of meetings. Do you believe that is a sufficient and fair allocation of time? 

P.K. Hightower: It depends on the number of people who would like to comment on issues. I would suggest we revisit how we operate the public comment period by designating a certain amount of time for all comments (e.g., 30 minutes and two citizens (15 minutes/citizen)), requiring the citizen to sign-in, and have citizens provide the clerk a summary of their concerns and what action does the citizen want county council to take related to their issue. The council should provide the citizen feedback on their issue within an allotted time period.

James Hankinson: Yes, I do believe that’s enough time. Any more time should be one-on-one or in a town hall with your council member. 

County Council meeting minutes currently do not reflect what citizens actually say during a meeting. As a Council member, would you be willing to ask for additions to Council meeting minutes to better document citizen concerns and questions? 

P.K. Hightower: Yes, I would like to have citizens briefly document their concerns to assure their issue is fully understood. They should also provide what actions they want from County Council. The County Council should provide resolution in writing to the citizen.

James Hankinson: If the statement is true, yes I would. 

INDIVIDUAL, LONG-STANDING ISSUES

Aiken County is heavily reliant on the one-percent sales tax that requires voter approval to fund capital projects. If voters say no to the next sales tax referendum, would you vote for a property tax increase to fund necessary capital projects such as purchases of emergency response vehicles? 

James Hankinson: No, I would vote against it.

P.K. HightowerAiken County is heavily reliant on the one-percent sales tax that requires voter approval to fund capital projects. If voters say no to the next sales tax referendum, would you vote for a property tax increase to fund necessary capital projects such as purchases of emergency response vehicles? 

No one wants an increase in sales or property taxes; however, as a council we have to determine how to fund emergency response vehicles (grants with the help of Lower Savannah Council of Governments, excess budget, etc.). In my professional career I help employees look for ways to be more efficient thereby doing more work with less money. The South Carolina Manufacturing Extension Partnership can help the county implement Lean Six Sigma process improvements to save money for dire county service needs. It is not an easy decision; however, we have to make the case to Aiken County citizens to either vote for the one-cent local option sale tax or expect property taxes to increase.

Does Aiken County pay its employees a fair, competitive wage? If not, how would you propose to improve wages and benefits to improve retention rates and employee satisfaction? 

James Hankinson: Each job has a different pay scale. I would have to look at each job title and learn more about the positions. (No matter where you work everyone can use more money).

P.K. Hightower: I cannot make a blanket statement saying that all Aiken County employees are not paid a fair wage. I do know that the council can have compensation perform a market analysis of job functions and determine where we are as a county and develop a plan to address the disparity during the budget process. The same goes for the benefits package. The county has limited funding and must save either in administrative cost or constituent service.

What approaches to crime prevention by the Sheriff’s Office are working and which ones are not working, in your opinion? 

James Hankinson: In my opinion, with the Sheriff’s Office, the neighborhood watch is very effective in my area.

P.K. Hightower: In my opinion, the Neighborhood Watch Programs working in conjunction with the Sheriff’s Office are the most successful programs. The two entities have to work with each other to address crime.

PERSONAL MOTIVATION

What are your top 3 reasons for running for the District 8 seat on Aiken County Council?

P.K. Hightower: 
1. My more than 30-years of public service in Aiken County and my desire to help make our community better was the biggest motivation for running.
2. The desire to empower District 8 communities to solve problems rather than being victims.
3. Use my professional skills to help streamline administrative processes to save money for constituent services.

James Hankinson: God, Families, and being the voice of all of the constituents in District 8.

If you win your race, what do you personally hope to achieve by representing District 8 on the Aiken County Council?

P.K. Hightower: Make Aiken County be more efficient and cost effective to save as much money for constituent services.

James Hankinson: When I’m Councilman Hankinson, I would concentrate on the constituents and their families. I would like to focus on communities with the most needs while maintaining currently structured communities. Adding family amusement and activity options would bridge the gap for District 8.

___________________________

The Amentum Model: “Loosey Goosey”

Loosey Goosey
Part Three in a Three-part Story

CORRECTION 10/11/2023: An auto-correction error placed the word, “billion” in the following sentence, which has been corrected to read: “The primary blame for the creation of this now-$7.7 million project was attributed to lack of communication, lack of oversight, and lack of a clear budget.”

1998-1999: The Aiken Community Playhouse Considers a Move
2000-2001: The Amentum Model: “Corporate Coup”
2002: The Amentum Model: “Loosey Goosey”

In 2002, the headlines began to convey concerns over the real-world cost of the public-private development project between the City of Aiken and the Aiken Corporation.

February 9, 2002 headline: “Council has stage fright – community playhouse seeks $1.5 million to finish theater”17

Those costs came into sharp focus in February 2002. City Council members seemed blindsided, saying they’d never been consulted on the project’s cost overruns. City Manager Roger LeDuc said, “I just found out with the mayor about a month ago.” 17

Angie Fitzgerald, president of the Aiken Community Playhouse board of directors, said that the playhouse had been forced to seek additional funding from the City because of the multi-use nature of the building. 

Indeed, the scope of the facility had morphed from being a new home for the Aiken Community Playhouse in 1998 to serving as a combo “center for performing arts,” the headquarters for an international nuclear-industry contractor, and a meeting and events center for the City of Aiken.

Over the prior two years, the Aiken Community Playhouse had not only lost naming rights for the facility, but had seen three name changes — the Westinghouse Performing Arts Theater (2000); the Aiken Center for Performing Arts, (2001), and the Washington Center for the Performing Arts (2002). And they had yet to even open.

The increased costs were due to, among other things, the changed scope of the project and the “design-as-you-go approach” that became necessary to expedite construction in order to meet the Washington Group’s move-in deadline. Juxtaposed with the posh accoutrements, such as expensive, state-of-the-art audio visuals and other technologies to accommodate corporate clients. was the reality that, with funds scraping rock bottom, the work of finishing the interior of the Playhouse side of the building would need to rely on volunteer labor.

Community complaints had been ongoing since the summer of 2001 about the ungainly appearance of the rear side of the Playhouse, which had been sheathed in green metal siding, rather than the brick used on the front facade and the Washington Group’s portion of the building. According to Aiken Corporation meeting minutes, there was discussion over having a mural painted or having the City horticulturist plant some greenery to cover the metal siding on the Playhouse rear.

The February 9, 2002 editorial page of the Aiken Standard featured a letter by local citizen Nancy Wilds, one of the co-founders of the Historic Aiken Foundation (HAF).

This facade, as seen in the October 2023 photos, below, is visible from a number of vantage points, including Park Avenue, Chesterfield Street, the Municipal parking lot, and the AU parking lot off of Park Avenue that also serves Neon Fig and other businesses. The exterior areas of the City-owned Playhouse are unkempt in places.

October 2023: Views of the green metal facade and other exterior features of the City-owned Playhouse side of the Amentum building as seen from the AU Health and Neon Fig parking lot off of Park Avenue

October 2023: Park Avenue view of the green metal facade of the Playhouse side of the Amentum building.

October 2023: The rear views of the Playhouse facade as seen from the Municipal parking lot and Chesterfield Street

February 15, 2002 headline: “Playhouse Now Needs $1.1M”18

On February 14, Aiken City Council members toured the building. The $1.5 million funding request by the playhouse had been reduced to $1.1 million by a few downgrades, such as limiting the use of carpeting in the auditorium and eliminating a luxury box. 

Aiken Corporation chairman Wade Brodie explained that the playhouse needed additional funding due to “a misunderstanding of the financial terms for the facility,” including $229,620 for land costs, $240,160 for architectural fees, $30,000 in site preparation fees, and an additional $250,000 in ‘soft cost.” 18

Mr. Brodie also indicated that the cost had ballooned due to change orders associated with the multi-use nature of the facility, which was to be used by “the actors, the Washington Group, and other community groups.”18

Onlookers to the unfolding saga had difficulty reconciling the various numbers being tossed back and forth like so much Monopoly money.

March 10, 2002 headline: “Arts Center Debate Expected — Aiken City Council to Consider $935k loan to finish downtown theater”19


With March 2002 also came the realization that the Aiken Community Playhouse — which had started out in November 1998 with the ambitious dream of buying and renovating an old theater for $500,000 — was now deeply in debt. Playhouse members were forced to hold out their hats to finish construction of the Playhouse portion of this elaborate structure, whose cost was now clocking at $4.2 million for a theater that belonged to the City of Aiken, not the theater group.

The playhouse group — which had earlier committed to raising $441,000 through “an aggressive capital improvement campaign,”19 for the demolish-and-rebuild option brought to their table in March 1999 — saw their commitment jump several times, finally arriving at over $2 million in March 2002. The requested $935k loan to the Playhouse was to be repaid to the City and was not part of the City’s own $2.2 million “commitment” to the cost of the Playhouse side of the structure.

Meanwhile, on the other side of the building, the non-profit Aiken Corporation had inherited the $3.5 million dollar Washington Group building without fronting any money of their own.  Despite a lack of investment, the Aiken Corporation’s newly-created, for-profit arm in this public-private development project, known as LED of Aiken, Inc, would, according to newspaper accounts, receive $29,000 per month in rent from the lucrative SRS federal contractor tenant that the Aiken Corporation had courted two years earlier to locate its corporate headquarters in Aiken.

As the tally of these still-mounting costs continued to come into focus, the heat from City Council members, the local newspaper editor, and local citizens reached critical mass. City Council, which had initially been critical of the Playhouse for increasing costs, came to the realization that the Playhouse was the least responsible party for what the newspaper described as “the headlong race to complete the Washington Government office project and the theater without sufficient regard for the mounting cost.”19

The primary blame for the creation of this now-$7.7 million project was attributed to lack of communication, lack of oversight, and lack of a clear budget.19

City leaders admitted, “mistakes were made” in the development of the Washington Center for Performing Arts, and “efforts are underway to sort out how they occurred.” 19

March 12, 2002 headline: “Washington Center for the Performing Arts – Smith: ‘It’s still loosey-goosey’ — Theater funding moving ahead, confusion remains.”20

As the local paper recounted, the only thing that City Council and the Aiken Corporation could agree on in the Monday night City Council meeting was that there was enough blame to go around regarding the confused financing. 

Councilman Richard (Dick) Smith said, “It’s still loosey-goosey. When we start talking about money in a project this large, we need to have that written down.”20

Councilman Smith said that a lack of oversight had left everyone unsure of who was paying for what, and when they agreed on it. He called for a complete audit and said that future projects should call for an overall projects manager responsible to the City.

Council member Pat Cunning remarked, “Nobody ever said, ‘That’s your budget, live with it.’”20

In this same meeting, City Council discussed two different loan proposals before them — one to Aiken Corporation for $3.5 million dollars as a mortgage for the Washington Government office complex; another to the Aiken Community Playhouse for $935k to complete the work on the interior while awaiting outstanding pledges and other anticipated income.

The City also agreed to fund over $700k in land and architectural costs paid by the Playhouse when the group earlier anticipated owning the building. 

Regarding the Aiken Community Playhouse agreement to raise $1.6 million to fund construction of the City-owned building, Council member Mike Anaclerio deemed it “unfair to expect a civic group to bear such a burden in funding the project,” saying, “My main case is that no other organization in the city has ever paid this size of a share for their project.”20

City Council meeting minutes March 11, 2022. Click to view full size.

March 13, 2002: Aiken Standard editorial headline: “Let’s learn from errors downtown.”21

An Aiken Standard editorial page piece titled, “Let’s learn from errors downtown,” ascribed the cause of what it termed “consternation” over the project to “the lack of oversight on the construction and an escalation of costs that has apparently caught everyone concerned unaware.” 21

“The ensuing confusion has led to requests for loans, bickering over payments, and questions of who is to pay how much for what.” 21

Paragraphs later, the piece concluded, “Few will question the worthiness of the project on Newberry Street. It will be a feather in Aiken’s cap for decades. The manner in which the overall project was handled, however, leaves much to be desired.”21

March 18, 2002: Special meeting Work Session between the City of Aiken and the Aiken Corporation

Questions and concerns were raised over the terms of the two loans before City Council, as well as the language of the ordinances and the degree of oversight the City might exercise with future Aiken Corporation projects. These questions and concerns would spark, at times, to contentiousness during the later public hearing on March 25.

Note that the minutes for the March 18 special meeting are currently mis-filed under March 11 in the City records. Click this link to view the 5-page minutes of this meeting.

March 25, 2002: Calls for an independent, third-party audit

Before City Council during the March 25 public hearing were the second readings on two ordinances — one authorizing the City to lend the Playhouse $935k, another authorizing the City to lend up to $3.5 million to LED of Aiken, Inc. the newly created, for-profit subchapter S Corporation, to which the Aiken Corporation was the sole shareholder.

Discussions initially centered on the terms of the loan to Aiken Corporation and LED of Aiken, Inc., whose names were used interchangeably in discussion. Concerns also went to the existing language in the ordinance, which had the Aiken Corporation agreeing to “cooperate” with City Council on any new projects using funds derived from revenue on the Washington Group building. Councilwoman Jane Vaughters made a case for changing the language to “must agree” with City Council. Further discussion led to a compromise of “will mutually agree” with the City Council, but this was defeated when put to a vote.

From here, the discussion turned to a call from Councilman Richard Smith for an amendment to the ordinance to to require a financial audit and a management audit of the relationship between the Aiken Corporation and the City of Aiken. His motion was seconded by Councilwoman Jane Vaughters.

According to the minutes, Councilman Cunning expressed concern over the cost of such an audit and pointed out that the city taxpayer would have to pay for such an audit.

Councilman Smith stated a rough cost would be $10,000-$15,000 and said, when you’re talking about a $3.5 million project, this would not be too much to spend to make sure things are done “completely right in the future.”

Mayor Cavanaugh questioned hiring someone to make an investigation of something. Councilman Smith responded that he would not call this an investigation, but an independent management audit. According ot the minutes, Councilman Smith stated that he “did not feel this could be done objectively in-house.”

Deliberation ensued, followed by Councilman Smith withdrawing his motion to require an independent, third-party management and financial audit. Councilwoman Vaughters agreed to the withdrawal. The matter of a management audit was to be discussed at the work session on April 8, 2002. 

This stage of the history is not well-served in this recap. The full text of the March 25 minutes, provided below, must be read to capture the important nuances of these discussions.

Aiken City Council minutes 3/25/2002. 16 pages. Click to view full size.

April 5, 2002 Letter to the editor: “The taxpayer has a right to know what happened.”22

Letter to the Editor, Aiken Standard, April 5, 2002

April 8, 2002: Independent, third-party audit is off the table and replaced with an in-house management audit.

From Aiken City Council work session minutes, April 8, 2002. Click to view full size.

The April 8 minutes recapped Councilman Smith’s earlier request for independent audits as a requirement of the loan, in order to review the financial, legal and business aspects of the construction and the relationship between the Aiken Corporation and the City of Aiken. Smith had given Council an outline of the various points that he wanted raised in these audits and wanted further discussed with City Council.

In what appeared to be a matter of compromise, Councilmembers Smith and Vaughters agreed that, given Council’s concerns over the cost, an in-house audit would be fine. Councilman Smith said that he wanted the Aiken Corporation, in concert with City staff, to prepare written statements to the questions which he raised, that could be looked at and evaluated. Then they could decide what to do in the future.

May 1, 2002 headline: “Construction process at Washington Complex under review.”23 

The in-house management audit by City of Aiken staff attorney, Richard Pearce, was underway. A set of questions, including those earlier provided by Councilman Smith, were reportedly being posed to all parties involved in the project — the members of the Aiken Corporation, Washington Group, and Playhouse, in addition to the builder and the architect of the Newberry Street facility.

June 10, 2002 headline: “Council to Discuss Audit on Downtown Complex.”24

On Monday, June 10, the local newspaper, reported that the City’s in-house management audit had found, “no irregularities in the construction of the Washington government complex on Newberry Street” and that “communications breakdowns were responsible for much of the confusion in the project’s execution.” The total project cost was quoted as $5,441,858.11, not including the costs for land acquisition, demolition and professional services. 24

According to the article, City manager Roger LeDuc stated that City Council would have the management audit “in hand” for that evening’s meeting, and that Council, “may choose to discuss the audit findings in any manner they deem appropriate.”24

According to the meeting minutes, no discussion took place. The only mention of the audit was in the minutes of the work session that took place before the City Council meeting, where it was decided that Council would meet again the following week for a special work session at 7:00 a.m. on June 18 to review and discuss a number of items laid out by City Manager Roger LeDuc. The topic of the management audit was not among the items proposed for discussion. Councilman Smith asked that Council make time to discuss the Management Audit during the June 18 special work session

June 18, 2002: Discussion of management audit missing in 7:00 a.m. special work session

If discussion of the management audit took place during the 7:00 a.m. June 18 meeting — or during any other City Council meeting — that discussion is stubborn to be found in the record. Below is the only mention of the management audit in the June 18 special meeting.

October 10, 2023: Looking Back

Also stubborn to be found in City’s of Aiken records is the report from Richard Pearce’s management audit — something that should be an easily accessible part of the public record. After several attempts by experienced researchers to locate the management audit in the City records, a Freedom of Information Act (FOIA) request was filed on Tuesday, October 3, 2023 for the following:

  • A copy of the management audit and financial audit(s) of the Aiken Corporation’s Washington Group/performing art center project as referenced in the April 8, 2002 City Council meeting minutes.
  • The list of questions submitted to Richard Pearce for inclusion in the audit.
  • A record of any discussions that took place among City Council regarding the completed audits.

The FOIA was completed the next day, on October 4, 2023, with a return of 220 pages of documents, which are available for viewing at the pdf below.

Included in this pdf are Richard Pearce’s management audit report and supporting documents. Not included among these 220 pages of documents is a copy of Councilman Smith’s original questions as submitted to Council and Richard Pearce.

Nor is there any record of discussion among City Council members on the completed audit.

Missing from the 220 pages of documents is the reportedly attached statement of opinion made by Aiken Community Playhouse second vice-president Philip H. Porter, Jr., which was referenced on page 124 (see image below) and again on page 127 of the above pdf.

On Thursday, October 5, 2023, a FOIA request for “the statement of opinion by Philip H. Porter, Jr. regarding project management systems” was filed. This results of this request are still pending. This any any other updates to this story may be published in a future epilogue to this story.

Learning from Our Errors

While the June-July 2002 meeting minutes did not reflect discussion on of the the management audit, the minutes did record discussion on the first and second readings on the Aiken Corporation’s next project — the upcoming 2003 construction of the Willow Run Business Park spec building. This project was a dismal failure. The spec building, completed in 2003, was finally demolished after 20 years of sitting empty.

The Aiken Corporation’s “Amentum model” went on to be repeated, albeit on a smaller scale, in the controversial 2008-2010 Railroad Depot project on Union Street — another public-private development project that promised to draw tourists and bring prosperity to the downtown. Numerous citizens spoke out in protest at the time.

One local resident, who described the Depot as a “boondoggle” in her 2007 letter to the editor, wrote,

“On Monday, the Depot project presenter used the Washington Center and Newberry Street as references. The Washington Center [now Amentum Center] project and the problems that are now glossed over were a big mess — changing designs, not enough money, incomplete business plan. How soon council forgets.”25

Another local resident, who described the Depot project as a “D.C.-style bailout,” wrote in her 2010 letter to the editor:

“Ten years after the mayor and city council told taxpayers that the railroad depot would be privately funded, they have gone back on their promise, and now the pack taxpayer will be on the hook to complete and maintain the newest downtown money pit. I was one of six individuals who expressed concern over the transfer of ownership of the Depot to the city. We were told by the mayor and city council members that the Depot would ‘draw people to Aiken,’ and that ‘we didn’t understand the railroad depot’s benefit to the city….” 26

City Councilman Dick Dewar, in a guest editorial published in the Aiken Standard on November 9, 2011, questioned the Aiken Corporation’s “financial and management acumen.”

Speaking on the Railroad Depot project, Dewar wrote, “Without city Council approval, the Aiken Corporation expanded the scope of the depot project and in the process spent over $2 million and incurred debt of over $800,000.” 27

Mr. Dewar went on to detail the then-latest requests by the Aiken Corporation — the third such request — to change the terms of their original $3.4 million loan to the City for the Newberry project. Mr. Dewar wrote:

“In summary, the Aiken corporation has repeatedly initiated projects for small amounts, or to be funded privately, but has an expanded the size incurring debt and responsibilities they cannot support. They then appeal to the city Council to use taxpayer dollars to meet these responsibilities. Given the history of financial and  management problems With the Aiken corporation, I think the city Council needs to restrict their ability to initiate projects without adequate funding.” 27

Mr. Dewar called on his fellow council members to take the several actions, including to, “prohibit the Aiken corporation from spending money they don’t have. They must agree to stringent cost controls from City Council.” 27

He finished saying that, “If City Council cannot get the Aiken Corporation under control, it should be dissolved.”27

It’s been over two decades since the early lessons of the Aiken Corporation’s so-called Amentum Model went unheeded; it’s been over one decade since the lessons of the Railroad Depot project went unheeded.

The year is 2023, and we’re seven months into the latest Aiken Corporation project — a 3-story Savannah River National Lab complex that the Aiken Corporation is proposing to build on Newberry Street a block north of the Amentum building. Questions have already been raised about the Aiken Corporations’s financial and management acumen and lack of accountability. Promised deadlines have come and gone, and taxpayers are left wondering what was bought with the $250,000 awarded to the Aiken Corporation seven months ago.

Here, it must be emphasized that Aiken Corporation members are  neither elected by voters, nor appointed by elected officials, yet they have been given immense power over public resources. Elected officials no longer serve on the Aiken Corporation board, and there is no opportunity for public comment in Aiken Corporation meetings. What avenue can taxpayers pursue to hold the Aiken Corporation accountable with the power it holds with public resources?

The calls are ongoing for the City of Aiken to dissolve its relationship with the Aiken Corporation. In response, our City Council has been pressing harder still on the accelerator pedal, as if there is a hurry to get someplace before November.

The time for accountability is now — not some decades after the lessons from the latest corporate coup have been swept under the rug.

___________________


17. Daily, Karen, “Council Has Stage Fright – Community Playhouse seeks $1.5 million to finish theater,” Aiken Standard, February 9, 2002.
18. Lord, Phillip; Daily, Karen, “Playhouse Now Needs $1.1 million,” Aiken Standard, February 15, 2002.
19. Lord, Phillip, “Arts Center Debate Expected — Aiken City Council to Consider $935 loan to finish downtown theater,” Aiken Standard, March 10, 2002.
20. Daily, Karen, “Washington Center for the Performing Arts – Smith: ‘It’s still loosey-goosey. Theater funding moving ahead, confusion remains,” Aiken Standard, March 12, 2002.
21. Editorial: “Let’s learn from errors downtown,” Aiken Standard, March 13, 2002.
22. Wessinger, Tommy B., “Playhouse project needs independent audit,” Aiken Standard, April 5, 2002.
23. Daly, Karen, “Construction process at Washington Complex under review,” Aiken Standard, May 1, 2002.
24. City Council to Discuss Audit on Downtown Complex,” Aiken Standard, June 10, 2002.
25. Stoker, Jenne, “Depot Project a Boondoggle?” Aiken Standard, July 17, 2007.
26. Pate, Kathy, “Depot Project a D.C.-style Bailout,” Aiken Standard, August 23, 2010.
27. Dewar, Dick, “Aiken Corp. Needs to be More Accountable,” Aiken Standard, November 9, 2011.