As Senior Director for STV’s Southeast Cities Initiative, John Mitchell works with public agencies, community leaders and private partners to align infrastructure investment with long-term economic opportunities.
At the Conference of Minority Transportation Officials’ (COMTO) 2026 National Meeting, Mitchell brought together perspectives from agencies, industry and communities to explore how major investments can deliver lasting impact across South Carolina. In this interview with STV, Mitchell shares his insights into how infrastructure can both reflect and reshape the communities it serves.
1. Major transportation investments often carry both historical context and future expectations. How should agencies think about that balance when shaping a project?
Infrastructure decisions don’t happen in a vacuum: they are built on decades of investment, policy and lived experience that shape how communities function today.
What’s becoming increasingly important is recognizing that context early and being intentional about how projects respond to it. That doesn’t mean trying to solve everything at once, but it does mean understanding how past decisions have influenced access, mobility and opportunity, and using that awareness to inform where we go next.
In fast-growing regions like South Carolina, where communities continue to attract new residents and investment, those decisions can have implications for generations. The infrastructure we build today will influence how people access jobs, education and services well into the future.
2. Expanding access to economic opportunity is a central goal for many infrastructure programs. What does it take to translate that goal into tangible outcomes?
Access is often discussed in terms of ridership or mobility, but its real impact shows up in how people can participate in the economy.
Delivering on that promise requires alignment across multiple areas – workforce development, small business participation and community engagement all need to work together rather than operate independently.
I’ve seen firsthand that the programs that are most effective are the ones that create clear entry points, whether through training pipelines, procurement opportunities or partnerships with local institutions. The goal is to make participation both visible and achievable.
3. Large-scale projects often require coordination across multiple agencies and stakeholders. What does strong partnership look like in practice?
Strong partnership starts with a shared understanding of goals, priorities and constraints across all parties involved.
Earlier in my career, I had the opportunity to work closely with transportation, planning, economic development and community stakeholders on initiatives that ranged from special events planning to district redevelopment and infrastructure improvements. Those experiences reinforced how important it is to align priorities early, understand each partner’s objectives and maintain open communication throughout the life of a project.
Today, that lesson remains just as relevant. Whether the focus is transportation improvements, economic development or community revitalization, projects tend to be more successful when agencies, industry partners and community stakeholders are working together from the outset rather than operating independently.
That alignment is supported by consistent communication and a willingness to collaborate early and often. It also requires flexibility because, as projects evolve, so do the challenges and opportunities associated with them. When stakeholders are truly working together, not just in parallel, you generally see stronger outcomes and more resilient project delivery.
4. Workforce development and supplier diversity are often highlighted as key benefits of major investments. What’s helping expand access to those opportunities, and what still needs to improve?
There’s been real progress in creating more intentional pathways into infrastructure programs, particularly through partnerships with educational institutions, workforce organizations and small business networks.
What’s helping is the shift toward viewing these efforts as integral to project delivery rather than supplemental. When workforce and supplier strategies are built into the program from the beginning, they are more likely to deliver meaningful results.
At the same time, there’s still work to do in making those opportunities more accessible. Even when strong programs exist, they don’t always reach the full range of participants who could benefit. Improving visibility, simplifying access and continuing to invest in outreach are critical to ensuring that the benefits of these projects are more broadly shared.
5. Looking ahead, how should agencies define success for projects like these?
Traditional metrics will always matter, but they don’t capture the full picture of what these investments are meant to achieve.
Success is increasingly defined by how well a project expands access, supports economic participation and improves everyday experiences for the people it serves.
That includes how well the system connects communities, how it supports long-term development and how it continues to deliver value over time.
The projects that stand out are the ones where delivery is not the end point, but the foundation for ongoing impact.
