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The Folly Beach Historical Society has added a new small exhibit as part of the Folly Beach History Museum called “The Porgy House:  A Cottage on an Island in a Culture”.  The so-called “Porgy House” was built by DuBose and Dorothy Heyward in 1933 as their summer home and it’s where they collaborated with George Gershwin on the libretto and music for the opera Porgy and Bess.  Gershwin spent time on Folly soaking up beach culture and traveling to local African American churches and gathering places to get a feel for the Gullah Geechee culture of the Lowcountry.  The unique cadence of that culture can be heard in the numerous productions of Porgy and Bess.

Although the opera was written and first performed in 1934 it was not performed in Charleston until 1970 due to the continued segregation of audiences.  The exhibit has artifacts and photos from that 1970 production as well as first editions of the original Heyward novel, Porgy.  Visitors can also view drawings of the house done by the College of Building Arts and letters back and forth from the Heywards and Gershwin, one with the heading “Follywood”.  The house is still standing at 712 West Ashley Ave. on Folly Beach.

The FB Historical Society would like to thank the SC Historical Society, the Charleston Museum, the Gibbes Museum of Art, photographer Charles McKenzie, filmmaker Lauren Waring Douglas and many others for their contributions to this exhibit.

The Folly Beach Community Center is located at 55 Center St. and the exhibit is located inside in the glass display cases across from the Museum.

For further information please contact Regina Anderson (914) 400-6435 or Anne Hughes (703) 623-6230.

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Construction begins on the 285-unit residential component of one of Charleston’s most anticipated mixed-use redevelopments

CHARLESTON, S.C. (July 6, 2026) – Woodfield Development, one of the nation’s top 20 developers of Class A multifamily communities, has closed on the purchase of a portion of the Ashley Landing redevelopment and will immediately begin construction on Westbourne Ashley Landing, a 285-unit mixed-use residential community that will serve as the multifamily component of the transformative Ashley Landing redevelopment in the heart of West Ashley. Groundbreaking is imminent, marking a significant milestone for one of the largest mixed-use redevelopments currently underway in the Charleston region. 

“We are honored to be a part of the redevelopment of Ashley Landing and working with EDENS to bring their vision to life here in this great neighborhood,” said Mike Schwarz, partner at Woodfield Development. “Opportunities of this scale are increasingly rare. Ashley Landing will reconnect a highly visible corridor, create new opportunities for residents and businesses, and establish a lasting focal point for West Ashley’s continued evolution. Westbourne will bring new housing to one of Charleston’s most desirable neighborhoods and help establish the residential foundation for the broader redevelopment.”

“We’re proud to partner with Woodfield Development on this project in West Ashley and invest in a community that is so integral to the Charleston region,” said Mary Katherine Phillips, Senior Director of Investments and Charleston Market Lead at EDENS. “Together, we’re focused on creating a place that brings people together—delivering much-needed residential while fostering connection, walkability, and the everyday experiences that make neighborhoods feel like home.”

Construction financing is being provided by TD Bank, with equity financing from PGIM. The capitalization positions Westbourne to move into immediate active construction and advances the next phase of the broader Ashley Landing redevelopment.

Located within Ashley Landing at Sam Rittenberg Boulevard and Old Towne Road, Westbourne will consist of 285 apartment residences offering a mix of studio, one-, two-, and three-bedroom floor plans ranging from approximately 384 to 1,663 square feet. Residences will feature upgraded appliance packages, quartz countertops, walk-in closets, luxury plank flooring, spacious balconies, built-in shelving, and high-speed internet. 

The amenity-rich community will feature garage parking with EV stations, indoor mail rooms with package concierge services, state-of-the-art fitness facilities with private studios, a business center with work pods, grab ‘n go market, pet spa and park, pickleball court, and saltwater pool and sunbathing deck.

Westbourne’s location provides convenient access to many of the Charleston region’s major employment centers. The community is less than 10 minutes from downtown Charleston and North Charleston; approximately 15 minutes from Mount Pleasant, Charleston International Airport, and James Island; and within 20 minutes of more than 60,000 jobs, including seven of the region’s 10 largest public and private employers. 

Westbourne represents Woodfield’s 21^st residential community in the Charleston region. Over the past two decades, the Charleston-based developer has delivered more than 4,600 residences across the market, representing more than $1.2 billion in development. Westbourne further expands the firm’s long-standing presence in Charleston and underscores its continued investment in the region’s growth. 

The development team includes Housing Studio, Seamon Whiteside, Shah Interiors, S Wilkins Interiors, and SPX, with Carter and Carter serving as general contractor. Completion is anticipated in the third quarter of 2028.

Charleston continues to rank among the fastest-growing metropolitan areas in the Southeast, driven by sustained population growth, employment expansion, and continued in-migration. As one of the region’s largest residential submarkets, West Ashley has become a focal point for new housing, retail, and infrastructure investment, making it a natural location for a project of Ashley Landing’s scale and significance. 

Upon completion, the 31-acre redevelopment will feature approximately 240,000 square feet of retail, restaurant, and commercial space anchored by Publix, along with residential neighborhoods, public gathering areas, pedestrian connections, and nearly one acre of central green space. Designed as a walkable town center for West Ashley, Ashley Landing will create a new community hub that serves residents across the corridor while supporting the area’s continued growth.

For more information, visit www.woodfielddevelopment.com.

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About Woodfield Development

Woodfield Development is a premier developer and operator of Class A multifamily communities. Amongst its peer group, the Woodfield partnership has unmatched experience in multifamily development and asset management. Since its founding in 2005, Woodfield has completed 74 communities, has 16 communities under construction, and numerous developments in various stages of entitlement and design. Woodfield’s earliest developments were located predominantly in the Southeast and Mid-Atlantic, but the company has since expanded its footprint to include markets in the Northeast, Florida, Tennessee, and Texas.

From the first community to each thereafter, the singular goal is to deliver well-conceived, thoughtfully designed, market supported developments that hit each market’s sweet spot and create value for Woodfield’s investors and partners. Relying on local knowledge with experienced development partners, Woodfield sets the new high bar with each development it delivers. With a track record that stands above, Woodfield Development sets out to assemble the best team of designers, consultants, architects, general contractors, and capital sources – every development, every time.

Read more at woodfielddevelopment.com.

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By Mark A. Leon

The Charleston Peninsula Plan is the City’s new long-range vision for managing growth on the peninsula over the coming decades. It replaces and expands upon the 1999 Downtown Plan by addressing modern challenges such as housing affordability, climate resilience, mobility, economic development, and equitable growth. The planning process began in 2023 and is expected to culminate with City Council adoption following the release of a draft plan.

Let us take a look and breakdown the current plan that was published in 1999:

The 1999 Charleston Downtown Plan: Achieving Balance Through Strategic Growth, adopted by Charleston City Council in November 1999, was the city’s first comprehensive master plan focused exclusively on the downtown peninsula. Developed with input from more than 1,600 residents, business owners, institutions, and stakeholders, the plan sought to address growing development pressures while preserving the character and livability that make Charleston unique. 

Click HERE for original document.

Why the Plan Was Created

By the late 1990s, Charleston’s historic peninsula was experiencing rapid growth driven by:

• A booming tourism industry
• Expanding colleges and medical institutions
• Increased residential demand
• Economic revitalization and private investment
• Limited available land for new development

While these trends strengthened the city’s economy, they also created concerns about traffic congestion, housing affordability, neighborhood preservation, and quality of life. Rather than choosing between preservation and growth, the plan argued that both could coexist if growth was carefully managed.

Central Philosophy

The plan’s guiding premise was simple:

Growth is inevitable. The challenge is directing it to improve the city rather than diminish it.

Instead of stopping development, Charleston should strategically guide where and how new investment occurs to benefit residents, businesses, and visitors alike. 

Nine Guiding Principles

The Downtown Plan established nine principles that continue to influence planning today:

1. Nurture inclusive, vibrant neighborhoods
   • Protect established residential communities.
   • Encourage mixed-income housing.
   • Maintain neighborhood identity.
2. Pursue economic diversity
   • Support a balanced economy beyond tourism.
   • Encourage office employment, retail, cultural institutions, and neighborhood-serving businesses.
3. Foster sustainability
   • Promote environmentally responsible development.
   • Preserve natural resources.
   • Encourage efficient land use.
4. Reinforce the existing urban structure
   • Build upon Charleston’s traditional street grid.
   • Promote walkability and connected neighborhoods.
5. Respect the grain, scale, and mix of the peninsula’s urban fabric
   • Ensure new development fits existing block patterns.
   • Avoid oversized buildings incompatible with historic neighborhoods.
6. Ensure architectural integrity
   • Require high-quality architecture that complements Charleston’s historic character.
   • Strengthen urban design standards.
7. Encourage a balanced transportation network
   • Improve pedestrian, bicycle, transit, and automobile circulation.
   • Reduce dependence on cars where possible.
8. Use growth strategically
   • Direct higher-density development toward areas capable of accommodating it.
   • Protect the most sensitive historic neighborhoods.
9. Maintain downtown as the regional center of culture and commerce
   • Preserve Charleston’s role as the Lowcountry’s economic, governmental, educational, and cultural hub. 

Strategic Growth Areas

One of the plan’s most influential recommendations was to distinguish where growth should occur.

South of Calhoun Street

The plan recommended:

• Limited new development
• Strong historic preservation
• Protection of established neighborhoods
• Maintaining the area’s traditional scale and character

North of Calhoun Street

The plan encouraged:

• Greater redevelopment opportunities
• Mixed-use development
• Higher-density housing
• Office and employment growth
• Reinvestment in underutilized properties

This framework recognized that concentrating growth in appropriate locations could relieve pressure on Charleston’s most historic neighborhoods while stimulating investment where it was most needed. 

Transportation Vision

The plan acknowledged that increasing automobile traffic threatened downtown quality of life and recommended:

• Better public transit
• Improved bicycle infrastructure
• Expanded pedestrian-friendly streets
• Parking management
• More connected street networks
• Reduced dependence on single-occupancy vehicles

Many of these ideas foreshadowed today’s emphasis on multimodal transportation. 

Housing Goals

The Downtown Plan sought to:

• Expand housing opportunities for different income levels.
• Preserve residential neighborhoods.
• Encourage mixed-use development where appropriate.
• Maintain a stable year-round residential population.

The authors recognized that downtown should remain a place where people live—not simply a destination for tourists and commuters. 

Waterfront Vision

The plan also envisioned significant changes along Charleston’s waterfront, recommending that as industrial uses declined, redevelopment should:

• Improve public waterfront access
• Extend Charleston’s traditional urban street pattern to the water
• Create parks and public spaces
• Encourage compatible mixed-use development

These concepts later influenced projects such as the redevelopment planning for Union Pier and other waterfront areas. 

Public Participation

The planning process was unusually collaborative for its time. It included:

• More than 1,600 participants
• Neighborhood meetings
• Public workshops
• Open houses
• Farmers Market outreach
• Library exhibits
• Advisory committees representing residents, businesses, and institutions

City officials described it as a true community-driven vision for downtown Charleston. 

Lasting Legacy

More than 25 years later, the 1999 Downtown Plan remains one of Charleston’s most influential planning documents. It has guided decisions on:

• Historic preservation
• Land use
• Urban design
• Transportation
• Waterfront redevelopment
• Housing policy
• Economic development

The City’s current Charleston Peninsula Plan is intended to build upon the 1999 framework while expanding its focus beyond the historic lower peninsula to include the Upper Peninsula and the Neck. Today’s update addresses newer challenges such as climate resilience, flooding, housing affordability, equitable growth, and modern transportation, while retaining many of the original plan’s core principles of balancing preservation with strategic growth. 

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By Mark A. Leon

A 92-acre parcel within the rapidly growing Point Hope community has sold for approximately $24 million, marking another significant investment in what is expected to become one of the largest master-planned developments in South Carolina.

The property is part of the broader 9,000-acre Point Hope development on Charleston’s Cainhoy Peninsula, a project entitled for up to 18,000 residential units alongside commercial, retail, healthcare, educational and recreational uses. While the approved entitlement reaches 18,000 homes, project leaders have indicated the community will likely be built with approximately 11,000 to 12,000 homes over the next 15 to 20 years, depending on market demand.

The latest land acquisition underscores continued confidence in the Clements Ferry corridor, one of the fastest-growing areas in the Charleston region.

A Community Decades in the Making

Point Hope is designed as a mixed-use “live, work, learn and play” community connecting residential neighborhoods with schools, shopping, medical facilities, offices and parks.

Unlike many large-scale developments, conservation has been a major component of the master plan.

According to project materials:

• Approximately 60% of the property will remain permanently protected as marshes, wetlands, parks and open space.
• More than 4,500 acres of wetlands are preserved.
• A 650-acre nature sanctuary represents the largest conservation easement in the City of Charleston’s history.
• More than 80% of developable land lies outside FEMA’s 100-year floodplain.

Infrastructure is also being built in phases, with new roads, utilities and commercial centers accompanying residential construction over several decades.

Growth Already Underway

Although much of Point Hope remains undeveloped, the community has already begun taking shape.

Completed and ongoing development includes:

• Multiple residential neighborhoods including First Light and Hopewell.
• Three Philip Simmons public schools.
• A Publix-anchored retail center with restaurants, healthcare providers and neighborhood services.
• New multifamily communities.
• A Del Webb active-adult community planned for approximately 750 homes.
• Hundreds of acres of trails, parks and preserved natural areas.

Commercial marketing materials for Point Hope note that additional phases will include hotels, offices, medical facilities, childcare centers, additional retail development and higher-density residential neighborhoods surrounding the community’s future town center.

About the Developer

The overall Point Hope master-planned community is being developed by Point Hope Partners, a Charleston-based development team led by many of the same executives responsible for creating Daniel Island, widely considered one of the nation’s most successful master-planned communities.

The development is managed by DI Development Company, whose leadership has emphasized creating a community modeled after traditional Lowcountry towns rather than conventional suburban subdivisions.

Their vision includes:

• Walkable neighborhoods
• Mixed residential and commercial districts
• Extensive parks and trail systems
• Schools integrated into neighborhoods
• Retail and employment centers within walking and biking distance
• Long-term environmental preservation

Point Hope Partners says the project has undergone more than 20 years of planning and environmental review before major construction began.

Why It Matters

The Charleston region continues to experience rapid population growth while facing a persistent housing shortage.

With large-scale development opportunities becoming increasingly limited in Mount Pleasant and other established communities, Point Hope has emerged as one of the region’s most significant remaining expansion areas.

At full build-out, the development is expected to support thousands of jobs, generate millions in annual tax revenue and serve as a major residential and commercial hub for the northern Charleston peninsula. The latest $24 million land acquisition represents another milestone toward realizing one of the most ambitious development projects in the Lowcountry.

NORTH CHARLESTON, S.C. — One of the nation’s most popular retailers appears poised to expand its Lowcountry footprint.

According to documents submitted to the South Carolina Department of Environmental Services, Costco Wholesale is planning a new warehouse in North Charleston near Interstate 26 and Blue House Road. The proposed development would include a 181,000-square-foot membership warehouse and a fuel station with more than 30 gas pumps, making it one of the largest retail projects currently proposed for the area.  

If approved and constructed, the new location would become South Carolina’s eighth Costco warehouse and the second in the Charleston region, joining the existing West Ashley store. The expansion reflects the continued population and economic growth across Berkeley, Charleston, and Dorchester counties, where demand for retail services continues to increase.  

The proposed site along the I-26 corridor would provide convenient access for residents in North Charleston, Goose Creek, Summerville, Hanahan, Moncks Corner, and surrounding communities. It would also place Costco closer to one of the fastest-growing commercial corridors in the state.

Costco’s arrival would introduce another major competitor into the Lowcountry retail market, joining existing warehouse clubs while complementing nearby shopping destinations such as Tanger Outlets. Beyond shopping, the project is expected to generate construction activity and create new permanent jobs once the store opens.  

At this stage, the project remains in the planning and permitting process. While site plans have been submitted to state regulators, no official construction schedule or opening date has been announced. Additional local approvals will likely be required before work can begin.  

For many Lowcountry residents, the news is likely to be welcomed. Costco has built a loyal following for its bulk groceries, household goods, pharmacy, optical services, fuel stations, and rotating selection of seasonal merchandise. The new North Charleston location would offer shoppers another convenient option while helping accommodate the region’s continued growth.

As permitting moves forward, more details—including timelines and construction milestones—are expected to emerge in the coming months.

North Carolina’s $34.4 billion budget passes House and Senate, heads to Governor next.

Here is what you need to know about the new budget and how the funds will be allocated:

Click HERE for full bill

Total State Budget	$32.6 billion
FY 2026-27 Budget	$34.4 billion
K-12 Education	Approximately $13.9 billion for public schools, including teacher pay, enrollment growth, school safety, literacy programs, and Opportunity Scholarships.
University of North Carolina System	Approximately $4.3 billion for operations, enrollment growth, research, and capital improvements.
North Carolina Community Colleges	Approximately $1.8 billion for workforce training, enrollment, and campus operations.
Health & Human Services	Approximately $7.7 billion (General Fund) supporting Medicaid administration, behavioral health, child welfare, public health, veterans, and aging services (excluding federal Medicaid dollars).
Public Safety & Corrections	Approximately $3.3 billion for prisons, law enforcement, emergency management, juvenile justice, and court operations.
Transportation	Highway Fund and Highway Trust Fund expenditures total approximately $7.0 billion across the biennium for roads, bridges, and infrastructure (separate from the General Fund budget).
Hurricane Helene Recovery	$700 million in additional recovery funding plus $1.1 billion added to the Rainy Day Fund for future disaster response and fiscal stability.
State Employee Compensation	Hundreds of millions of dollars supporting a 1.25% across-the-board raise, $3,000 bonuses over two years, and larger targeted raises for correctional officers and law enforcement.
Economic Development	More than $150 million for business recruitment, rural development grants, site readiness, tourism, and workforce initiatives.
Broadband Expansion	Approximately $95 million to expand high-speed internet access in underserved communities.
Water & Infrastructure Grants	More than $300 million for drinking water, wastewater, and local infrastructure projects.
Environmental & Natural Resources	More than $200 million for state parks, conservation, agriculture, water quality, and natural resource management.

Largest Spending Areas

1. Education (K-12, UNC, Community Colleges): ~$20 billion
2. Health & Human Services: ~$7.7 billion
3. Public Safety: ~$3.3 billion
4. Transportation (outside General Fund): ~$7 billion
5. Hurricane Helene Recovery: $700 million in direct appropriations plus $1.1 billion in reserves. 

These figures provide a clearer picture of where the state’s largest investments are concentrated while reflecting the major appropriations contained in Senate Bill 257.

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N.C. House Speaker Destin Hall said in a press release that this ends “divisive DEI policies for good.”

By Ben Humphries

Bills banning diversity, equity, and inclusion (DEI) in public schools, community colleges, and universities are now law after Republicans in the North Carolina House of Representatives voted to override vetoes of the bills on Wednesday. Gov. Josh Stein, a Democrat, vetoed the bills last July. The House also overrode a veto on another bill that would ban DEI in state agencies, which must now be overridden by the Senate.

N.C. House Speaker Destin Hall said in a press release that this ends “divisive DEI policies for good.”

North Carolina’s DEI bans come during a wave of anti-DEI legislation in other states in recent years. South Carolina, Georgia, Tennessee, Virginia, Alabama, and Kentucky are among nearby states that have passed similar bans.

Under the new North Carolina laws, public schools are barred from engaging in “discriminatory practices” or teaching “divisive concepts” to students, with similar restrictions applying to colleges and universities. If the state agency DEI ban passes, state agencies and local governments would be prevented from promoting, supporting, implementing, or maintaining DEI programs, policies, or initiatives.

Another bill, Senate Bill 153, titled the “North Carolina Border Protection Act,” also became law after an override vote on Wednesday. That law, in part, requires University of North Carolina System institutions not to enact policies that restrict federal immigration enforcement.

The votes passed 71-47 along party lines, just clearing the three-fifths requirement to override vetoes in North Carolina. The absence of two members from the House floor allowed Republicans to pass the overrides on their own, without help from Democrats or unaffiliated members.

Source: The Good Men Project

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Spartanburg, S.C. – June 30, 2026… BMW Group announced today the completion of a $1.7 billion investment in its South Carolina operations. The company celebrated the milestone at the “Home of X” event at BMW Group Plant Spartanburg, reaffirming its longstanding commitment in the United States through continued investment and innovation leadership. With this milestone, BMW Group has completed the expansion of Plant Spartanburg and the construction of Plant Woodruff, establishing the foundation for the assembly of fully electric BMW vehicles in South Carolina. The United States remains one of BMW Group’s most important markets and business ecosystems worldwide.

• All New BMW X5 will be the first vehicle to be offered with five drivetrain options. 
• BMW iX5 confirmed as first fully electric BMW to be assembled in the U.S. starting later this year. 
• Newly appointed BMW Group Chairman of the Board of Management Milan Nedeljkovic: “Completion of our investments in Spartanburg and Woodruff demonstrates our confidence in the United States and reinforces South Carolina’s role at the center of BMW Group’s global operations.” 
• By 2030, BMW Group will assemble at least six fully electric models in the United States.

Spartanburg, S.C. – June 30, 2026… BMW Group announced today the completion of a $1.7 billion investment in its South Carolina operations. The company celebrated the milestone at the “Home of X” event at BMW Group Plant Spartanburg, reaffirming its longstanding commitment in the United States through continued investment and innovation leadership. With this milestone, BMW Group has completed the expansion of Plant Spartanburg and the construction of Plant Woodruff, establishing the foundation for the assembly of fully electric BMW vehicles in South Carolina. The United States remains one of BMW Group’s most important markets and business ecosystems worldwide. 

The event also marked the world premiere of the all new, fifth-generation BMW X5. BMW confirmed that the BMW iX5 will be the first fully electric BMW assembled in the United States, starting in late 2026.  

“When we announced our investment plans for South Carolina in 2022, we made a clear commitment to the future of the BMW Group in the United States,” said Milan Nedeljković, Chairman of the Board

of Management, BMW AG. “Today, we are delivering on that commitment. The completion of our investments in Plant Spartanburg and Plant Woodruff demonstrates our confidence in the United States and reinforces South Carolina’s role at the center of BMW Group’s global operations.” 

Together, Plant Spartanburg and Plant Woodruff form a highly integrated network supporting the future of BMW X model assembly and electrification in the United States. 

Home of X. 

Home of X recognizes the significant role the United States plays in BMW Group’s global operations. South Carolina is the home of BMW Group’s largest plant worldwide. For more than 50 years, BMW has maintained a strong commitment in the United States, growing its presence to nearly 30 locations across 12 states. Today, BMW Group’s business activities in the U.S. support more than 120,000 jobs nationwide and contribute more than $43.3 billion annually to the U.S. economy. 

Established more than three decades ago, BMW Group Plant Spartanburg is the global center of competence for BMW X models. Since 1994, more than 7.3 million BMW vehicles have been assembled in South Carolina for customers in the United States and around the world. In 2025, 412,799 BMW X models were assembled at Plant Spartanburg – this marked the seventh time the plant has exceeded 400,000 units. 

Approximately half of the plant’s current production is exported to nearly 120 countries, helping to make BMW the leading automotive exporter in the United States by value. To date, nearly 3 million BMWs have been exported from the United States, valued at over $113 billion.  

The completion of BMW Group’s $1.7 billion investment in South Carolina represents the latest chapter in the company’s longstanding commitment in the United States. Together, Plant Spartanburg and Plant Woodruff will enable the assembly of the next generation of BMW X vehicles, including fully electric models, while strengthening BMW Group’s ability to serve customers around the world. 

With two plants, over 400 suppliers, and many longstanding strategic partners across the country, the United States remains central to BMW Group’s global strategy. This foundation supports future growth, innovation, electrification, and customer choice for decades to come. 

All New BMW X5 Available in Five Drivetrains.   

A centerpiece of the Home of X celebration was the world premiere of the all new BMW X5. The X5 established the premium Sports Utility Vehicle segment and became one of the most successful products in BMW history. Since 1999, over 3 million BMW X5 models have been sold around the world, a third of which were sold in the U.S. 

Assembled at Plant Spartanburg for over 25 years, the all new BMW X5 becomes the first vehicle offered with five drivetrain technologies. The options span internal combustion, battery electric, plug-in hybrid electric, diesel and, soon, fuel cell electric powered by hydrogen. This breadth reflects BMW Group’s technology-open approach and commitment to customer choice. 

“Our strategic course remains unchanged. We will continue to pursue the same technology-open strategy that has made BMW successful and will continue to make us successful in the future,” continued Nedeljković.  

Plant Spartanburg will be the first plant in the BMW Group’s global production network capable of assembling a single vehicle with five different drivetrain technologies on one assembly line, demonstrating the technology-open strategy at the highest level. 

By offering a broad range of drivetrain technologies, BMW enables customers to select the vehicle that best suits their needs, driving habits, and preferences. This flexibility reflects BMW Group’s conviction that multiple technologies will play an important role in the transition to sustainable mobility. 

“The all new BMW X5 demonstrates our belief that innovation and customer choice go hand in hand,” said Sebastian Mackensen, President & CEO, BMW of North America. “Our customers both in the U.S. and around the world will love the new BMW X5—and our technology-open approach puts them in the driver’s seat to enjoy the performance and premium experience that define BMW, regardless of which drivetrain they choose.” 

BMW Group also confirmed that the BMW iX5 will be the first fully electric BMW vehicle assembled in the United States. Assembly is scheduled to begin at Plant Spartanburg before the end of 2026

The announcement represents another important milestone in BMW Group’s electrification strategy. It fulfills a key commitment made as part of the company’s 2022 investment announcement. By 2030, BMW Group will assemble at least six fully electric BMW models in the United States, supported by locally assembled high-voltage batteries from Plant Woodruff. 

“The future of BMW X models will continue to be shaped in South Carolina,” said Dr. Robert Engelhorn, President & CEO, BMW Manufacturing Co. “From highly efficient combustion engines and plug-in hybrid systems to battery-electric and future hydrogen-powered vehicles, Plant Spartanburg will be able to assemble a broad range of drivetrain technologies for customers in the U.S. and around the world. This flexibility of Plant Spartanburg and our global production network strengthen our resilience, supports customer choice, and enables us to meet customer demand at any level.” 

Digitalization and AI in Production: Key Principles of BMW iFACTORY are implemented at Plants Spartanburg and Woodruff.  

The BMW iFACTORY concept defines the BMW Group’s strategic vision for the future of its global production network, driven by efficiency, sustainability, and digitalization. Both at Plant Spartanburg and Plant Woodruff, the guiding principles of the BMW iFACTORY are already a reality.  

Smart automation, end-to-end data integration, and virtual planning form a highly connected production system — with a highly skilled workforce at its core. Using digital twins, processes in both plants are optimized long before the first component reaches the assembly line. Using 3D virtual simulations enables seamless implementation, reduces complexity, and enhances workflows and ergonomics for associates. 

Artificial intelligence is deeply anchored in the assembly of both plants. AI-supported applications, including self-correcting robotics and vision-based quality controls, help ensure consistently high standards in a dynamic manufacturing environment. At both plants, AIQX (Artificial Intelligence Quality Next), an in-house IT platform at the BMW Group, is being applied. AIQX uses sensors and camera systems along the production line to automate quality processes. AI evaluates the data and provides real-time feedback to employees on the line. 

At the same time, Plant Spartanburg is advancing the next stage of innovation through physical AI. By utilizing humanoid robots from Figure AI, Plant Spartanburg has become a pioneer of BMW’s Physical

AI Initiative. These applications support associates in physically demanding and repetitive tasks, enabling greater focus on precision, craftsmanship, and quality that define every BMW vehicle.

At Plant Woodruff, the BMW Group is deploying intelligent, next-generation manufacturing powered by cutting-edge technologies—first proven in virtual environments.  Following the BMW iFACTORY principles, the new plant also reduces complexity and sets new standards in high voltage battery assembly. Following the “Cell-to-Pack” principle, the cells are assembled directly into the housing without the former processes of cell coating and cell module production. 

All in all, innovative technologies at both plants support and protect people. In doing so, digitalization enhances production performance, resilience, and the flexibility and adaptability needed to meet the mobility demands of today and tomorrow. 
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BMW Group in the United States.  

BMW Group began operations in the U.S. over 50 years ago. In addition to the sales, marketing, and distribution of BMW, MINI, Rolls-Royce, and BMW Motorrad vehicles, BMW Group’s business in the U.S. spans 30 locations in 12 states including BMW Group Financial Services, BMW Manufacturing, Designworks, BMW Technology Office USA, and BMW i Ventures. The company’s U.S. plant in South Carolina is the largest single BMW production facility in the world and the global center of competence for BMW Sports Activity Vehicles. The BMW Group sales organization is represented by a nationwide network of 359 BMW retailers, 139 BMW motorcycle retailers, 104 MINI passenger car dealers, and 38 Rolls-Royce Motor Car dealers. Taken together, BMW Group’s business activities in the U.S. provide and support over 120,000 jobs and contribute more than $43.3 billion to the U.S. economy annually. 

Source: BMW

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Five new laws are taking effect across South Carolina on July 1, bringing changes that could impact students, schools, taxpayers and access to services. Here is a summary:

New rules for school grading (read the bill)

South Carolina is changing how public schools assign grades, with a new law requiring that report card scores reflect a student’s actual work. The measure bans districts from requiring teachers to give minimum grades higher than what a student earns. Districts that continue those policies could face a reduction in state funding. It also limits the use of credit and content recovery programs by requiring students to complete all original assignments before retaking a course. The law directs the State Board of Education to review and update the statewide grading policy.

“Smart Heart Act” requires emergency plans in schools (read the bill)

Another law focuses on student safety by requiring every public school to develop a cardiac emergency response plan. Schools must have automated external defibrillators, or AEDs, available on campus and accessible at athletic events, including some off-site locations. The law also requires training for school personnel and coordination with emergency responders. It takes effect now, with full implementation expected in the coming school years.

2-1-1 service shifts to Consumer Affairs (read the bill)

211 Network moving to the SC Dept. of Consumer Affairs: Oversight of South Carolina’s 2-1-1 network, which connects residents to services such as housing, food, and utility assistance, is being transferred to the Department of Consumer Affairs. The change establishes the agency as the statewide coordinator for the service and requires standardized reporting, data collection, and oversight. State officials say the move is intended to improve access to information and strengthen coordination of health and human services.

Changes to taxes and exemptions (read the bill)

A separate law makes several updates to state tax rules. The measure excludes certain government payments tied to next-generation 911 systems from taxable “gross proceeds,” and exempts some nonprofit chamber of commerce events from admissions taxes. It also expands a sales tax exemption for certain computer equipment to include related parties connected to the taxpayer.

Continuing education requirements updated for funeral professionals (read the bill)

Another law updates continuing education requirements for licensed funeral service professionals. Licensees must complete four credit hours annually, including one hour focused on ethics. At least half of those hours must be completed in person, while the rest may be done through remote learning. The law also includes exceptions for certain long-tenured licensees and allows flexibility during emergencies such as natural disasters or pandemics.

Source: Count on 2 News

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