Hilton Head Town Council Ward 2: Stephen Arnold see Hilton Head at a ‘turning point’
As Hilton Head enters what Stephen Arnold described as “a turning point in Hilton Head’s history,” the 38-year-old hopes to earn the Ward 2 spot on the Town Council and help guide the island’s future.
Arnold currently works as general manager of Palmetto Dunes General Store. He has also served on the town’s Accommodation Tax Advisory Committee since 2019.
An island resident since 2008, Arnold is the youngest candidate in any of Hilton Head’s municipal elections. He earned a bachelor’s degree from the University of Louisville in 2006.
Candidates on contested races were given questionnaires tailored to their campaigns and asked to limit their responses to 150 words.
Here’s are Arnold’s answers:
Which campaign issue is most urgent to you? Why do you feel that issue should be the top priority?
To meet the everyday needs of residents and tourists alike we need a sustainable workforce. Whether it’s firemen, teachers, hospitality industry folks or ETM services, without a strong workforce the quality of life on the island is weakened. When our businesses are crippled due to staffing issues, we all suffer. This is why I believe working on housing solutions is a top priority. We will not be able to fix this issue overnight, but we must continue to explore options to face this crisis head on.
What is your position on the recently approved U.S. 278 project?
Given the information that the council had at the time of the vote, I do believe that they made the right decision to move forward with the 278 project. The town still holds municipal consent, and the independent corridor study from I-95 to the Sea Pines Circle will be completed concurrently with the extensive NEPA process.
I believe that the job of the next Town Council is to ensure that the residents of Hilton Head Island get the best bridge possible. With recent events in South Florida, we will all rest easier knowing that we have a bridge built to withstand natural disasters.
What steps would you take to address the shortage of workforce housing? Is the solution a public or private sector issue? Should Hilton Head focus on encouraging housing off-island through the Regional Housing Trust Fund or build locally?
The lack of workforce housing on Hilton Head Island is one of the town’s greatest threats, but also one of our best opportunities. Hilton Head Island earlier this year issued a request for qualifications for a private development partner. They’ve received 10 proposals from experienced firms interested in the town’s initiative to create a vibrant, well-planned neighborhood on its Northpointe Tract. I believe this is a great way to test the waters on a public-private partnership.
If we are able to formulate a recipe addressing workforce housing through this partnership, we can use this as a model for future development and redevelopment on other parcels of land across the Island. The town should utilize regional partners as well as committing to a permanent funding source to address this detrimental issue. I do not believe the town should take on a housing project alone. A partnership with experienced professionals is needed to ensure that all residents benefit from the town’s investment.
The Chamber of Commerce receives significant public funding each year, but is not subject to the same transparency laws as the Town Council. What steps would you take, if any, to secure greater transparency from the chamber on where public funds are being used?
I believe that whenever the Town of Hilton Head enters into a contract with a third-party entity, that the town should write the contracts so that the interests of the taxpayer are protected. This is true not only with the chamber, but also with organizations such as recreation services, parking enforcement, and beach operations. As our designated marketing organization, the chamber is a third-party entity which receives a significant portion of our accommodations tax dollars to promote Hilton Head Island as a top destination.
I believe that our contract with the chamber should include key performance indicators which reflect our values as a community so that we can hold them to the highest standard possible. There should be an accountability system that is reportable and available to the mayor, council, the town manager and to the public.
Friction between development and maintaining Hilton Head’s character has been highlighted recently. How do you think the town should balance the two? At this time, is it more important to develop for the future or preserve the past?
We are at a turning point in Hilton Head Island’s history. As we embark on the next 20-plus years, we need to take into consideration the challenges that we are currently facing while remembering why so many of our neighbors chose to live here, and why over 2.5 million visitors choose to spend their discretionary income here each year.
It is our town’s responsibility to ensure that we honor our past. We have residents living here that remember what it was like before the first bridge, and we have residents that wish to freeze Hilton Head in time as it is now. Communities continually evolve and change. We have to keep moving forward while making the best decisions for our current residents and current challenges. We need to continue to reinvest in our community.
