Members of Charleston County Council elected the Rev. Kylon Middleton, a West Ashley Democrat, to be its new chairman in a Jan. 2 shift away from the elected five-member Republican majority. The key that led to the flip was support for Middleton by Republican Larry Kobrovsky, who was elected as vice chairman.
“Over the next two years as chair, I am most excited about the opportunity to serve the citizens of Charleston County and work toward restoring their faith in county government,” Middleton said in an interview.
Voting 5-4 in the majority were Middleton, Kobrovsky and Democratic council members Henry Darby, Teddie Pryor and Rob Wehrman. Those voting in the minority were Republicans Joe Boykin, Jenny Honeycutt, Brantley Moody and Herb Sass, the past chairman.
The Charleston City Paper spoke with Middleton about his priorities now that he’s at the helm. Answers have been edited for clarity and brevity.
City Paper: Can we safely assume that I-526 is now officially dead? What projects should the county expedite to bring short-term traffic relief to West Ashley and the islands?
Kylon Middleton: The failure of the I-526 bond referendum highlights the need to prioritize other critical infrastructure projects that are feasible and directly impact Charleston County residents. Moving forward, the county should focus on projects outlined in the 2024 bond referendum that address pressing needs such as road improvements, public transit expansions and flood mitigation. High-priority projects might include enhancing local roads to reduce congestion, fully funding the Lowcountry Bus Rapid Transit (BRT) system and implementing flood control measures in vulnerable areas to improve resiliency.
To ensure progress, Charleston County should establish a transparent priority list based on factors like project readiness, community impact and funding availability. A potential list could start with road improvements such as the S.C. Highway 41 expansion and rural road upgrades, completing the Lowcountry BRT system, expanding CARTA services for greater accessibility, accelerating drainage and flooding infrastructure projects, and enhancing pedestrian and bicycle pathways. By concentrating on these achievable initiatives, Charleston County can deliver tangible results while fostering public trust and demonstrating fiscal responsibility.
CP: There’s a strong sense that county council lost a lot of voters’ trust over the half-cent referendum. How will you go about winning that trust back?
KM: Winning back voters’ trust requires a commitment to transparency, openness and direct engagement with the community. My intention is to ensure county government operates with greater accountability by making decision-making processes more accessible and inclusive. For example, I will implement regular public updates on county projects and spending, ensuring residents know how their tax dollars are being used. Additionally, I will host charrettes and town hall meetings on key issues like infrastructure, housing and transit, creating opportunities for citizens to provide input and voice concerns. By attending neighborhood meetings and organizing community forums, I will engage directly with residents, listen to their priorities and build partnerships to address the challenges facing Charleston County. These efforts will foster trust and demonstrate that county government is truly working for the people.
CP: What’s your take on the county’s dispute with the Charleston Animal Society over sheltering stray animals?
KM: The ongoing dispute between Charleston County and the Charleston Animal Society over sheltering stray animals is a pressing issue that needs resolution. I believe this service is essential to public health and animal welfare, and it is encouraging that our legal department is working collaboratively with the Animal Society’s legal team to find a solution. To ensure fairness and sustainability, I support a cost-sharing model where both the county and local municipalities contribute to funding this critical service.
A unified approach reduces the risk of disease outbreaks, enhances animal adoption rates and minimizes potential conflicts between jurisdictions. Resolving this dispute with a fair, collaborative solution is a step forward in strengthening relationships with municipalities and ensuring a better quality of life for residents and animals alike.
CP: What ‘s your top priority as chair?
KM: As chair of Charleston County Council, my top priority is to restore faith in county government and rebuild trust with the citizens we serve. Over the past decade, a series of unresolved issues — including delays in road projects, the Navy hospital scandal and the lack of progress on affordable housing — has eroded public confidence. To address this, I am launching a comprehensive four-point plan designed to refocus the county’s agenda on transparency, accountability and the priorities that matter most to our residents.
First, we will conduct a countywide audit to ensure taxpayer dollars are being spent efficiently and effectively, holding ourselves accountable for every cent.
Second, we will refocus on the basics by addressing the issues citizens care about most: breaking ground on stalled road projects to relieve traffic, accelerating the development of affordable housing and implementing robust flood prevention measures.
Third, transparency will be at the heart of our efforts; the business of the public will be conducted in public through clear communication, accessible meetings and regular updates on key initiatives.
Finally, we will ensure that our sheriff and solicitor have the resources necessary to maintain public safety and meet the needs of our growing community. By taking decisive action on these fronts, we can restore confidence in county council and demonstrate that we are here to serve the people of Charleston County with integrity and purpose.
CP: Some of council’s critics say it doesn’t focus enough on preparing for water-related disasters. How does county council need to act to meet this huge challenge — and what does it need to do now that it hasn’t yet done?
KM: Charleston County Council must take decisive action to prepare for water-related disasters and the growing threats of flooding exacerbated by climate change. As the sponsor of the Charleston County Climate Resolution, which laid the foundation for the Climate Action Plan, I have worked to position the county as a leader in addressing these challenges. The Climate Action Plan outlines five transformative strategies, known as the “Five Big Moves,” which include prioritizing natural solutions, reducing greenhouse gas emissions, building resilient infrastructure, fostering community resilience and leveraging data-driven decision-making. These strategies provide a comprehensive framework to mitigate the risks of flooding and enhance our community’s sustainability and resilience. … We must now follow through on the strategies and actions outlined in the Climate Action Plan and allocate appropriate funding to achieve these goals.
CP: So far, affordable housing development has been kind of piecemeal. What can be done to accelerate construction in smart ways so people can afford to live near their jobs, not miles and miles away?
KM: Charleston County must take bold and strategic steps to accelerate the construction of affordable housing to address the urgent need for thousands of units. The Charleston County Housing Our Future Plan has already provided a strong foundation by outlining actionable strategies to increase affordable housing availability. By focusing on innovative approaches like land banking and creating an affordable housing trust, we can preserve and expand housing opportunities for our teachers, police officers, firefighters, food service workers and other essential employees. These efforts will help ensure that the people who serve our community can afford to live near their jobs, reducing the strain on families and alleviating traffic congestion caused by long commutes.
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