Population 1 - 1,000: Town of Wagener
First impressions are very important. Town officials in Wagener were not happy with the first impression their dilapidated downtown park gave visitors. With overgrown landscaping, rusted equipment and a lack of handicapped accessibility, officials felt the first impression was probably the last impression as visitors passed through the town. With the help of a landscape architect, the town developed a master plan. Officials used two town meetings to share the plan with residents and get their input. Town leaders formed a downtown development committee to oversee the work.
With help from the county, the state Department of Transportation and Lower Savannah Council of Government, officials secured funding through a Community Development Block Grant and other state sources. The remaining funds came from donations.
Of all the partners town officials worked with on this project, Wagener citizens were the driving force. Deemed the "street bosses" by town officials, residents did not hesitate sharing their thoughts and opinions throughout the redevelopment project.
Officials lowered the elevation of the park to align with the surrounding streets and installed new sidewalks. Thirty new streetlights illuminated newly installed benches, picnic tables and pavilions. The Town of Wagener planted more than 150 trees to provide shade and natural beauty.
A building, once used as a police department and courtroom, found new life as an information center. Residents and visitors can go to this redesigned, centrally located building to get emergency lodging and evacuation route information.
Now downtown is appealing to visitors and residents alike. Annually, Wagener holds four community festivals downtown, including a Fourth of July celebration and a Hometown Holiday celebration. Additionally, the new park is crowded every day, and plans are in the works for a new monument as well as a museum.
Together, officials and residents have made progress in making sure Wagener's first impression would be the right impression.
Contact Steve Carver at carverhs@westinghouse.com or 803.647.3531.
Population 1,001 - 5,000: Town of Saluda
Attracting and retaining teachers are vital to the success of any school district, and attracting and retaining residents are equally important to a town's health and prosperity.Like most rural towns, rental properties are hard to find in Saluda. Lack of rental property particularly affected young school teachers. If the lack of housing did not discourage them from working in the Saluda district altogether, many had to live in Greenwood or Lexington and commute.
Town officials knew they needed to act but struggled to find a solution. When a downtown property owner expressed interest in converting his building into residential units, officials knew they had found an opportunity to provide affordable housing to teachers.
When the town committed to match funds for the renovation, the property owner agreed to renovate the building into work-force housing for local teachers.
Local leaders helped the property owner apply for a Community Development Block Grant and secured a work-force housing grant from the State Housing Authority. The Upper Savannah Council of Government as well as the Departments of Commerce and Education provided guidance while local citizens and business leaders helped with everything from floor plans to loan advice.
The renovation project resulted in six apartments, each with a bedroom, bathroom and kitchen complete with appliances. The first floor of the building houses a gym, restaurants, hair salon and bank, allowing a walkable lifestyle for residents. Most importantly, these apartments are within walking distance from town schools and are affordable. The 700-square foot apartments rent for $500 monthly.
Because of the town's commitment to education, these apartments will help the local economy, area schools keep their promising teachers and those teachers have a place to call home.
Contact Randall Cole at randy@townofsaluda.com or 803.513.7404.
Population 5.001 - 10,000: Town of Fort Mill
Fort Mill residents wanted to play a more active role in their community and local government but did not know how. Local officials listened to residents and created a process linking volunteers with town projects.
The town began by implementing a volunteer screening process to identify each person's interests and abilities. Using a database of residents who wanted to serve and what they could do, employees matched volunteer interests with town needs.
Then citizen volunteer committees got to work. One group addressed the pressing need for more arts in Fort Mill. They drew designs for a renovated town theater. Another committee designed a veterans" memorial park. Fort Mill's downtown revitalization group directed volunteers to parts of town that needed beautifying.
For years, town officials envisioned a Fort Mill Hall of Fame to recognize significant contributors throughout the town's history. Volunteers tackled that project as well. Thus far, they developed bylaws and nomination guidelines for the program.
Volunteers also created an annual festival, the Fort Mill Spring Fest. The event boasts all-day live music as well as food and crafts from local vendors. The local VFW and American Legion Posts, banks and medical centers all sponsored the new spring festival.
The citizen volunteer committee program needs very little funding. Town employees do have to dedicate some time to screening applications, which come in frequently.
The volunteer committees have fostered a new-found community spirit in Fort Mill. The town has a pool of people and ideas to help with current projects, and residents have a renewed engagement in their hometown.
Contact David Hudspeth at dhudspeth@fortmillsc.org or 803.547.2116.
Population 10,001 - 20,000: City of Conway
The City of Conway is proud of its quaint and historic downtown that epitomizes the city's commitment to preservation and beautification. Residents and visitors stroll along streets lined with shops and restaurants.
Planners eyed the abandoned Waccamaw Riverfront, once the center of commerce for the city. They envisioned it alive and bustling again - a scenic hub that could provide outdoor space for a variety of activities.
By 1989, the Waccamaw Riverfront District Plan emerged, outlining a three-stage process. City officials brought local residents into the process during numerous public workshops and committee meetings. During these meetings, consultants, planners, environmentalists, architects and city staff discussed the project and asked residents to share their concerns and opinions. Community members served on a steering committee that provided the city with additional input. Local business leaders also took part in the process and met often with city officials.
Phase one brought the Riverwalk, new sidewalks and streetlights to the district. During phase two, the city extended the Riverwalk and added a riverfront park with a stage area and marina store. Phase three, completed in 2009, provided landscaping and additional facilities. State grant and bonds helped pay for these developments.
While the planning and implementing the project took years, local response to the Riverwalk was immediate. Kids swarmed the playground equipment, and residents sat on new benches watching the river and kayakers go by. During the summer, concerts and festivals fill the park with music.
Residents are not the only beneficiaries. The park has spurred new businesses and promoted tourism in the area, which in turn generates more revenue for the city. Using that revenue, the city dedicates employees for the riverfront's upkeep.
Contact Bill Graham at bgraham@cityofconway.com or 843.248.1760.
Communications: City of Isle of Palms
In 2006 and 2007, residents and visitors were very interested in an intense period of policy-setting. Town officials received numerous requests for copies of the agendas and minutes from council meetings. Even though the city kept its Web site up to date, a citizen began excerpting the information regarding the development from the site and e-mailing it to concerned residents. City officials quickly realized the value of distributing city information via e-mail.
Council decided an online newsletter, or an e-newsletter, would be both economically and environmentally friendly to the city and allow a wider distribution of information. They also hoped an e-newsletter would attract more traffic to the city's newly updated Web site.
Staff created three distinct e-newsletters. The first is geared toward residents and features meeting notices and records. The second is solely for those interested in recreation opportunities in the city. The third targets island visitors who may need to know about amenities and regulations. Using a few hours of staff time, city staff send the newsletters out at least monthly.
The response has been positive. In just over a year, the mailing list grew from 101 subscribers to 1,543. Citizens feel included in their local government and appreciate the transparency the e-newsletter provides.
The city has been pleased with the results, too. Officials have discovered the e-newsletters are an effective way to disseminate important and sometimes urgent news. While the city updates its Web site every day, citizens might not be aware of important meetings, cancellations or closures if they are not in the habit of checking the site daily. The e-newsletter gives the city a vehicle to deliver crucial information in a way that will almost assuredly be seen.
Isle of Palms officials have found an innovative and efficient way to communicate with interested residents. The e-newsletters have created more informed citizens and better equipped officials. This new dialog will prove vital as the island continues to grow.
Contact Emily Dziuban at emilyd@iop.net or 843.886.6428
Economic Development: City of Myrtle Beach
The loss of the Myrtle Beach Air Force Base left a gaping hole in both the local economy and physical space of this coastal community. Choosing to look at the loss as a gain, city officials and their partners worked on a plan to develop the site. A vision of an urban village, complete with a town center, retail stores, and residences, emerged.
The Myrtle Beach Air Force Base Redevelopment Authority formed and helped demolish old buildings, sell parcels of land and communicate with the public about the redevelopment project. In 1993, the city developed the master plan and rezoned the property for a mixed-used development.
Funding for the massive project came from the Redevelopment Authority, with revenue generated from land sales. The city created a Tax Increment Financing District, backed by a Municipal Improvement District, to pay for infrastructure such as parking, streets and landscaping. Also, a developer provided a large portion of the funds through private investments.
City officials listened closely to public input. Residents wanted recreation space, so officials integrated ball fields and two recreation facilities into the plans.
In 2008, The Market Common opened. The once empty and abandoned space is bustling with shoppers and soccer players. Dozens of businesses have moved in, the residential units are in demand and sporting events are hosted every weekend.
Not all of the plans for The Market Common focused on new uses for the land. Officials made sure to commemorate the former Air Force base. Valor Memorial Garden and Warbird Park serve as venues for military and veteran events. The Wall of Service memorial and 153 historic markers that form a walking trail though the property and capture the history of the base.
The successful base redevelopment project serves as a yardstick for future Myrtle Beach projects. Years of careful planning and investments turned one big loss into everybody's gain.
Contact Mark Kruea at mkruea@cityofmyrtlebeach.com or 843.918.1014.
Public Safety: City of Aiken
A routine complaint call planted the seeds for Aiken's Police Athletic League. A neighborhood youngster was pelting parked cars with rocks-and doing a good job hitting his mark. Police wanted to find out what would happen if they put a baseball in his hand instead. They formed a team and joined a league. Aiken won an Achievement Award in 2004 for the baseball team project.
The officers realized the need was greater than they had originally thought when they heard that some children were not participating in league football because their parents could not afford it. They formed a football team and petitioned to form a Police Athletic League chapter so they could organize more teams.
With the support of the city manager and public safety director, the officers formed a board of directors, which in turn filed for non-profit status for the organization. This allowed the organization to be certified as an official PAL league, giving it access to grants from corporate sponsors including Major League Baseball and the National Football League.
Aiken's Police Athletic League is unique. Many leagues across the nation concentrate on one activity or do not have law enforcement personnel directly supervising them. In Aiken, the department of public safety operates the league, coordinated by the volunteer board and the city's children, youth and family coordinator.
Employees and citizen volunteers coach teams, organize fundraisers, run concessions and provide transportation. The diverse interests and talents within the community have resulted various new teams: basketball, chess, even a leadership team.
The league partnered with local churches to provide a place to hold events. Other county athletic leagues and the school system have been cooperative, offering the use of their fields and facilities.
The results have been wide reaching. The league has been successful in getting kids to exercise. It has taught the kids teamwork and sportsmanship. Children now feel a part of the community and have role models to look up to. Little did city officials and police officers know that just a couple of thrown rocks would cause such giant ripples.
Contact Chief Peter Frommer at pfrommer@cityofaikensc.gov or 803.642.7624.
Public Service: Town of Mount Pleasant
Affordable housing in a coastal town is a hot commodity, especially when that town happens to be in a vibrant, high-growth area. Local officials in Mount Pleasant knew that it was nearly impossible for middle-income workers - teachers, nurses, police officers - to find a place to live in town.
Many were commuting from Goose Creek, Summerville or West Ashley. Not only did this put a stress on the workers, but it stressed the local infrastructure as well.
In 2006, town council created the Workforce Housing Advisory Committee. This ten-member group is made up of citizens, all with expertise in a specific area pertaining to real estate development and workforce needs.
In addition to forming the committee, the Town provided for workforce housing in the Coleman Boulevard-Ben Sawyer Overlay Zoning District. Council included provisions to provide a density bonus to developers who set aside 10 percent of their residential units as workforce housing.
Workforce Housing Advisory Committee members helped develop a new zoning classification for workforce housing. Working with the town's planning committee, they created the Planned Development-Workforce Housing Zoning District, which council adopted in 2008.
Beyond citizen support, Mount Pleasant relied on many partners. The Lowcountry Housing Trust, a regional advocate for affordable housing, provided valuable insight to the advisory committee. Various non-profits around the Mount Pleasant area also provide feedback when called upon by the committee.
There are plans to develop more workforce housing. With affordable housing located in town, businesses are more likely to move in and the streets are less crowded with cars. Most importantly, essential employees can both work and live in town.
Contact Christiane Farrell at cfarrell@townofmountpleasant.com or 843.884.1229.
Public Works: City of Inman
City councils can undertake many glamorous projects, but sewer improvements are not one of them. However, wastewater treatment is one of the most essential services a municipality can provide. It is critical to the quality of life for current and future residents as well as attracting new businesses to the area.
Many factors created an immediate need for Inman to make wastewater system improvements.
Spartanburg County dissolved a non-viable water district and transferred the service to the City of Inman. City officials learned the condemned district's current treatment plant could not handle the volume feeding into it. Construction of a new high school put additional pressure on the existing system, and an old pump station needed replacing. Inman officials knew they had little time before their overwhelmed system would back up or flood.
Improving the system was a big task for the small town, and city officials reached out for help. They partnered with Spartanburg County, Spartanburg County School District and the Department of Health and Environmental Control. A private engineering group assessed the situation and provided plans for the overhaul. Residents weighed in on the plans at a public hearing.
Loans and grants from the USDA Rural Development program provided the majority of the funds with the school district provided additional funds.
The wastewater treatment plant received two new influent screen structures. Inman added two new pump stations and a new maintenance facility. Also, they installed a Supervisory Control And Data Acquisition system that allows city workers to monitor local and remote facilities. If a backup occurs across town, employees can respond immediately.
The city is already planning future upgrades and system expansion.
Contact Mayor Wright Gaines at tcinmn1@windstream.net or 864.472.6200
Other Entries
City of Barnwell
In 2006, the City of Barnwell realized it needed to plan ahead to maintain its charm while meeting the economic challenges faced by small towns. Thus, the City of Barnwell Master Plan was born.
Although the city hired a professional team to jumpstart the process and partnered with the Department of Commerce, city officials implemented the plan independently. By focusing on recruiting new businesses and retaining existing ones through gradual improvement projects, Barnwell increased the quality of life for its residents and revitalized the community.
The Master Plan called for revitalizing the downtown area and adding parking. Also, it recommended constructing the Lemon Park Sports Complex. Due to open this summer, the park is expected to significantly increase sports tourism in Barnwell.
By partnering with the county and receiving grants, the city funded the projects without raising general taxes. Officials worked with more than 50 organizations and businesses during the planning and implementation process and are proud to show planning for economic development is not reserved for big cities anymore.
Contact John Zawacki at jzawacki@bellsouth.net or 803.259.3266.
City of Beaufort
The Beaufort Fire Department knows the best way to fight fires is to prevent them from ever starting. That is why the department's prevention and education program has been so valuable.
Designed to develop "unconscious competence", the fire department's training program teaches the skills needed to prevent or survive a fire.
The program's goals are simple: prevent fires from starting, prevent existing fires from growing in severity and provide the knowledge necessary to escape an uncontrollable fire. The results are clear. The number of fires dropped from 26 in 2001 to 10 in 2008.
The program was funded by the Assistance to Firefighters Federal Grant program and matching funds from the city. The program has reached all elementary school children in the area, from pre-kindergarten to fifth grade.
Also, the department adapted the program to use with adults, businesses, senior citizens, Hispanic citizens and special needs citizens.
Contact Daniel Byrne at dbyrne@beaufortfiredept.com or 843.322.7909.
City of Bennettsville
In the early 1900s, Bennettsville citizens could count on the city's siren to warn them of emergencies. The city used the siren as recently as 1984, warning citizens of a Category 4 tornado that ripped through town. Eventually, however, the city took down the water tower where the siren was located.
Since then, citizens wanted a way to be warned about potential emergencies. After numerous discussions between the mayor and council, the city decided to bring back the siren. The restored siren was placed above the Marlboro County 9-1-1 facility. The Marlboro County Dispatch Services operates the siren.
To the people of Bennettsville, the siren represents more than just a way to be warned about impending storms and fires, it is an operational piece of the city's long history.
Contact Angela Ward at awward@mecsc.net or 843.479.9001(319).
Town of Bluffton
Challenged with managing a burgeoning population while maintaining a relaxed coastal atmosphere, Bluffton leaders developed the Old Town Master Plan.
The town, once a one square mile tract of land, grew in population from 738 in 1990 to 4,885 in 2005. The 2010 Census will likely push the population to more than 13,000. To maintain the quaint environment that defined Bluffton, the plan focuses on the original square mile of land and radiates the old town feel outward to the new parts of town.
The plan identified 34 goals, broken down into six categories: policy and regulatory changes, planning strategies, capital improvements, promotion, economic development, and funding mechanisms. It is detailed and comprehensive, but the end result is simple - maintain and improve the things that make Bluffton a great place to live.
Contact Marc Orlando at 843.706.4500.
City of Cayce
The City of Cayce created a popular and economical way to inform citizens of important city events - a community calendar.
The first was a simple black and white basic calendar. Since then, the calendar has grown to a full-color, high-quality publication. To generate more interest, city officials held a photo contest. The winning photographs, depicting sites around Cayce, are used in the calendar.
The complimentary calendars are distributed at city hall, chosen for its central location. City officials also wanted to a way to encourage residents to visit city hall.
The calendars are a big success, especially with senior citizens, and have become an annual, much-anticipated Cayce event.
Contact Tammy Barkley at tbarkley@cityofcayce-sc.gov or 803.796.9020(3023).
Town of Chapin
Chapin residents know a project that would take one man a year may take only a day with the help of others. The hard part is finding that help. Chapin officials made it easier by developing the Character Service Day.
More than 800 volunteers took part in Chapin's Character Service Day, an annual community service effort. The day involves as many segments of Chapin's population as possible: old, young, new residents and longtime community members. Residents and organizations submit projects for volunteers to tackle on the work day. When teams of volunteers from diverse groups work together to complete the projects, bonds are forged between groups that would otherwise not likely interact.
Participation in the Character Service Day has grown over the last nine years, and local leaders look forward to tackling bigger projects and expanding the spirit of community service.
Contact Mayor Stan Shealy at MayorStan@sc.rr.com or 803.345.2444.
City of Columbia
Cities and businesses need each other to succeed. To promote this important partnership, Columbia leaders created the City of Columbia Business Spotlight Program.
The Program, initiated in 2007, highlights local businesses that are setting a positive example within the community and are thriving, both in terms of revenue and employment. It rewards businesses with good reputations among residents and the business community by spotlighting the business on the city's television station and Web site. The business is also featured in a display on Main Street.
The program encourages local businesses to be active members of the community. In the future, the city plans to partner with the Greater Columbia Chamber of Commerce to expand the spotlight program and provide an even greater incentive for businesses to thrive in Columbia.
Contact Angelo McBride at aamcbride@columbiasc.net or 803.545.3960.
Town of Duncan
For many Spartanburg County residents, economic restraints make a trip to popular attractions like Carowinds impossible. With no public parks in the Duncan area, residents did not have many options when searching for outdoor entertainment. That all changed when Stoneledge, a 22-acre park, opened in Duncan.
The park's construction took place in three phases. The first phase, construction of the Stoneledge Park Recreational Facility, opened in February, 2008. The second phase, Shipwreck Cove Waterpark, opened in June, 2009. The final phase, Seven Acre Wood, will have a series of nature trails set in a large forest area with a natural stream. It will open in Spring, 2010.
The park is already a huge success. An Easter egg hunt in April attracted almost 900 visitors, and the town is developing four seasonal festivals for the park. The community has been incredibly receptive, and the town looks for the park to be a large part of the Duncan community for years to come.
Contact Mayor John Hamby at 864.439.2664.
City of Florence
Ten years ago, a planning committee known as Florence 2010 referred to Jeffries Creek as a "green necklace" around the city. Today, that necklace is intertwined with city parks and green spaces to form the Florence Trail System.
The trail system links natural resources and green spaces with city parks to create distinct trails winding through the city's green space. The system has three groupings of trails across the community, each designed to highlight the area's existing natural beauty and to promote conservation and appreciation.
The trail system spans 21 miles within the city, and officials have adopted a green space plan to manage future conservation efforts. While the city's parks commission initiated the project, the Florence Trail Committee manages it now.
The Committee includes members of both public and private entities with an interest in seeing the city's natural beauty preserved for the future.
Contact Tom Shearin at tshearin@cityofflorence.com or 843.665.3113.
City of Greer
As recently as March 2008, city employees occupied space in 14 different locations around the City of Greer. Municipal facilities could not keep pace with the rapidly growing population, and residents were frustrated by having to conduct city business at multiple locations. The Greer Civic Center Project unified municipal office space and created a new identity for downtown Greer.
The $20.3 million project included three facilities located within two blocks of each other. The first facility constructed was a two-story, 37,000 square-foot police and courts complex. The second project was a 12-acre city park with an amphitheater, fountain, pond, picnic shelter and ample green space. Finally, the newly constructed city hall, a 35,000 square-foot structure, opened in July 2008. It was the first city hall ever constructed by the city.
The construction project was more than a decade in the making, with local leaders choosing to build in the city's central business district rather than take advantage of property lying on the outskirts of town. The new Civic Center provides a one-stop experience for citizens and revitalized Greer's downtown.
Contact Steve Owens at sowens@cityofgreer.org or 864.416.0121.
City of Hardeeville
Though Hardeeville is experiencing new growth, small businesses remain the community's heart and soul. To support local businesses and promote economic development, the City of Hardeeville partnered with NBSC and USC Beaufort to create the Hardeeville Business Assistance Program.
The program has three main goals. First, it strives to link businesses to available services in the community. Second, it spreads the program's message by utilizing available publicity mechanisms. Finally, it builds regional partnerships by creating long-term relationships between the business community and the Hardeeville community.
Each program partner serves a specific role. The city is the hub of the program, distributing reminders and hosting meetings. NBSC officials educate small business owners on available financial programs that may help them expand. USC Beaufort (recently joined by the Technical College of the Lowcountry) helps local businesses with training, development, education and advertising.
Even though the city hopes to expand the program in the future to welcome new businesses, the emphasis will remain on existing businesses. The program has given the business community a strong foundation on which to build.
Contact Ted Felder at tfelder@cityofhardeeville.com or 843.784.2231.
Town of Hilton Head Island
The Town of Hilton Head Island is known worldwide for its natural beauty, an undisturbed atmosphere that attracts tourists year round. To preserve that beauty, the town annually sponsors the Household Hazardous Waste Roundup for residents to dispose hazardous material in an environmentally responsible way.
Run by members of the town's fire and rescue department with the help from a recycling contractor, the program's goal is to reduce the amount of hazardous material dumped into rivers, drains and landfills. By ensuring materials, such as fertilizer, paint and pesticides, are properly disposed, the town can better maintain the fragile environment that makes Hilton Head Island such an attractive place to live and visit.
The program has been popular with residents who have completed construction projects and have large amounts of hazardous materials remaining. As of April, 2009, the town recycled or reclaimed more than a quarter of a million pounds of hazardous household materials.
Contact Ed Boring at ebwardb@hiltonheadislandsc.gov or 843.341.4600.
Town of Irmo
The Town of Irmo developed a way to improve the quality of life of its elderly population. The Serving Our Seniors program, coordinated by the police department, creates a strong relationship between the town's oldest citizens and the government that serves them.
On a regular basis, town employees check on seniors enrolled in the program. Employees developed a contact list of phone numbers to make it easy for seniors to file service requests and have their concerns heard. The town also distributes blankets in the winter and fans in the summer.
Officials hold quarterly meetings to gauge the seniors" needs and educate them on specific topics presented by guest speakers. Although the program was founded to promote safety, it has become a great social networking opportunity for seniors living alone.
The program is funded in large part by donations but also relies on the police department's budget.
Contact Robert Brown at rbrown@townofirmosc.com or 803.781.7050.
Town of Jackson
To a small town like Jackson, an abandoned gas station can be both an eyesore and an environmental threat. Town officials teamed with the Department of Health and Environmental Control and other agencies to rehabilitate the Campbell Station into a popular town park.
An annual DHEC water quality test determined that leaking gas from the abandoned station was contaminating Jackson's water supply. Something had to be done. Officials from the Town of Jackson and Aiken County worked with federal and state agencies to not only clean up the site but turn it into something useful.
The bike-friendly town park, featuring a gazebo, has become a popular area for residents and visitors, especially cyclists.
Contact Mayor Todd Etheredge at tojclerk@aikenelectric.net or 803.471.2221.
Town of Kiawah Island
When approached by visitors, rental agencies and regime managers to expand recycling pick-up throughout Kiawah Island, town leaders were not sure they could make it happen. Financially and logistically it would be a large undertaking. Creating a pick-up route to cater to everyone's needs would be difficult.
However local leaders stepped up to the challenge. After gathering ideas from the public, town officials used various outside consultants to help design everything from signage to recycling containers. Officials funded the project with a grant from the Department of Health and Environmental Control and accommodations tax money.
In the end, officials met the challenge of expanding recycling throughout the tourist-based community. Beyond properties that already had recycling pick-up, 12 multi-family homes, six single-family homes, two public facilities, a multi-purpose community facility and the entire 10-mile stretch of the beach have recycling containers, specifically designed for each location. Not only is there less garbage in Kiawah Island, but there is also less garbage in area landfills.
Contact Tumiko Rucker at trucker@kiawahisland.org or 843.768.9166.
Town of Kingstree
Kingstree police officers are doing all they can to protect the town's most vulnerable residents. Senior citizens, many of whom lived alone, were worried if they had a health emergency, no one would know. Some suggested having the police check daily on these citizens.
Police contacted most of the town's elderly population to gauge interest. After receiving positive feedback, officers advertised the Senior Citizens Patrol though fliers in businesses, local papers and churches. As the requests came in, a member of the police department began visiting each citizen on a daily basis. Local businesses donated fans and blankets to give out, and every participant receives a fruit basket during the month of their birthday.
Senior citizens say they now feel more secure about both their well-being and safety. It is rare for the senior citizens to not see a squad car in their neighborhood. The officers have formed relationships with each of their residents by, not just visiting them but sometimes helping them with chores around the house.
Contact Robert Ford at chiefrford@yahoo.com or 843.355.7484.
Town of Lexington
The Town of Lexington passed its smoke free ordinance in October, 2005. Because Lexington is the only city in the county to be smoke free, many restaurant and bar owners feared they might lose business. Town officials decided to step in with a positive marketing campaign called "Glad to be Smoke Free!"
Town officials got input from local business owners and other smoke-free municipalities. The town held a news conference covered by all the local television stations as well as major newspapers. Staff provided stickers and decals for local restaurants to advertise their family friendly, smoke-free atmosphere.
So far, the response from businesses has been positive. Also, citizens are pleased that no special funding was needed to fund the campaign. Officials used money within the general fund budget and used internal staff to design the marketing pieces.
The town plans to use these marketing methods again to promote its new "green" effort.
Contact Laura McMickens at lmcmickens@lexsc.com or 803.356.8238.
City of Newberry
Responding to concerns about Newberry's declining downtown, a group of residents led by councilmembers proposed an aggressive downtown revitalization program. Newberry renovated the Opera House into a first class arts center, improved public parks, beautified streetscapes and successfully negotiated bringing a hotel to the downtown.
These efforts spurred downtown property owners to renovate their buildings and restaurants to match the new face of Newberry. Not resting on its success, council knew it must maintain momentum. Council set its sights on a derelict fire station located next to the Opera House to fulfill the need for a meeting and event facility.
A steering committee quickly formed, comprised of officials from the Opera House, city management, the parks and recreation department, and a preservation specialist. The committee oversaw the transformation of the abandoned building into a state-of-the-art conference center.
Money for the $2.3 million project came from a variety of resources including the SC Coordinating Council for Economic Development, proceeds from a local sales tax referendum, a local utility, lease-purchase financing and local hospitality and accommodations taxes.
Newberry has achieved its primary objective of encouraging groups based outside of Newberry to utilize the facility, frequent downtown retailers, dine in the restaurants, attend a performance at the Opera House and spend the night in an area hotel. More importantly, the cooperative spirit of the project has manifested itself throughout the city, as downtown revitalization projects continue.
Contact Jeffrey Shacker at jshacker@cityofnewberry.com or 803.321.1000.
City of North Augusta
Industrial activity left North Augusta's riverfront area full of holes, literally. Clay excavation pits covered a 30-acre area that had been used for pottery and brick manufacturing. After the industry moved, these brick ponds became flooded with stagnant stormwater.
City officials partnered with the North Augusta Riverfront Company to develop the area into a viable wetland and nature park for residents. Together, they secured a grant from the National Fish and Wildlife Foundation.
Citizens were eager to help. Boy and Girl Scout troops offered their service installing duck boxes and planting vegetation. Other non-profit organizations donated their time as well.
When all the clean-up and restoration was done, local wildlife had a new habitat and residents had a new park to enjoy. Local schools have also benefited. Everyone from middle school groups to USC Aiken are using the brick pond park as an outside classroom.
As an added benefit, the city has a new way to handle stormwater run-off. Stormwater from the downtown area and a nearby highway empties into the ponds where it is naturally cleansed.
Contact Tanya Strickland at tstrickland@northaugusta.net or 803.441.4246.
City of North Myrtle Beach
Johnny Causey, North Myrtle Beach's first director of public safety, suffered a fatal heart attack in 2003. His name lives on in the form of a scholarship for children of public safety department employees.
When deciding how to honor the late Causey, city officials formed a committee of fire, police, and public safety department employees. Committee members wanted to offer current employees an incentive to stay with the city. They suggested creating a college scholarship for children of public safety employees.
Initially, profits from the vending machines located in the public safety department funded the scholarship. Currently the money is supplemented with proceeds from an annual citizen-run fish fry, hosted by Causey's surviving family members. Local businesses donate money and supplies for the event.
Each student meeting the scholarship requirements receives $500 per semester, up to $4,000 in total funding. Using citizens to screen the applicants, the city has awarded 14 scholarships and has a $60,000 balance.
Contact William Bailey at whbailey@nmb.us or 843.280.5555.
City of Orangeburg
An upstairs room in city hall was not the best place for the Orangeburg City Council to meet. It was not handicap-accessible, and large columns made it nearly impossible for attendees to see or participate.
Officials decided to give council a new home and incorporated it into the larger downtown redevelopment efforts. When a historic fire station was vacated in 2006, officials decided to convert the building into a new council chamber.
The new building meets the American with Disabilities Act standards and has reserved floor space for individuals in wheelchairs. It also has 20 additional spectator seats and a new parking lot. All of this was completed while maintaining the structure and integrity of the historic fire station.
Future plans include displays and pictures within the building to honor former firefighters.
Contact John H. Yow at jyow@orangeburg.sc.us or 803.533.6000.
Town of Ridgeland
When a 25-year dispute over who owned the abandoned Jasper County Farmer's Market came to a head, Ridgeland officials stepped in to avoid the market's demolition. Town leaders knew the market could once again serve as the meeting place and center of commerce.
A task force of town and county councilmembers, Clemson Extension staff and the Ridgeland administrator organized to secure funding for the project. They received a grant from the United States Department of Agriculture, a legislative appropriation and private donations.
The group spoke with citizens and historic preservation groups about the renovations.
Now the old, dilapidated market is a renovated and inviting place, surrounded by lush landscape and plenty of parking. Success has been swift; a number of events have already been held at the market, including the first "Taste of Jasper". Farmers use the facility every weekend, providing locals with fresh produce.
Soon, Ridgeland will undertake a marketing campaign to promote its new market. County and town officials have set aside money for annual events at the market including a concert, small film festival and a home and garden show.
Contact Jason Taylor at Lowcountry@GMail.com or 843.726.7500.
Town of Ridgeway
Residents of Ridgeway are proud of their hometown. To encourage strong community relationships, they organized events to promote Ridgeway's diverse and eclectic identity.
The Cultural and Historic Committee created Arts on the Ridge as a way to draw attention to Ridgeway in the spring. The town has a large population of amateur artists, but there was no in-town gallery to promote their work. Arts on the Ridge solved that problem as well as brought many visitors to the town. The town financially supports the festival, with the remaining funding coming from the SC Arts Commission and the Fairfield County Arts Council.
Pig on the Ridge is another town festival also by residents. Each fall, teams compete in what has become one of the largest barbecue cook-offs in the state. The festival is completely funded by local business sponsorships and barbeque sales. Town employees help with setting up and promoting the event.
Enthusiastic residents conceived and carried out both events. Town officials have fostered and supported their exuberance every step of the way.
Contact Mayor Charlene Herring at cherring@richland2.org or 803.337.2213.
City of Rock Hill
Rock Hill's mission to provide its citizens with affordable housing is two-fold. Officials want Rock Hill's urban population to be able to afford to own a home, but not just any home, an energy efficient home. Building green homes also fit into the city's overall plans.
City officials partnered with the Housing Development Corporation of Rock Hill to research methods for building green and affordable homes. They called in various community leaders and formed a task force to create an action plan. After considering its options, the task force settled on two building techniques: insulated concrete forms and closed cell spray foam technology.
Rock Hill has built four Energy Star-rated homes and 10 LEED certified housing units. These homes have been sold to residents who previously could not afford to buy one. Because of the energy efficient design, their monthly utility bills are minimal.
The project was financed solely with grants from organizations such as the SC Housing Finance and Development Authority and Community Development Block Grant funds.
Contact Jason Weil at jweil@cityofrockhill.com or 803.326.8783.
Town of Santee
The Town of Santee's water meters were 20 years old and badly in need of replacement. With recent development and growth in the area, officials realized they needed a new system to sustain the town. The system also had to be affordable and easy to use.
The United States Department of Agriculture Rural Utilities Service provided a grant to fund the entire project.
The new automated meter reading system allows for quick and accurate reading using radio frequency technology. Remote transmitting devices send data to laptops for drive-by readings. Now meters are read in two hours, instead of four days.
Contact Mayor Silas Seabrooks at silas.seabrooks@townofsantee-sc.org or 803.854.2152(206).
Town of Summerville
Summerville officials found it challenging to keep up during an unprecedented period of growth. The existing town hall was not large enough to house all employees, and downtown merchants were suffering due to a severe lack of parking. Council wanted to remedy the problem without disrupting downtown's unique character.
After receiving a professional assessment, the town's architectural review board reviewed conceptual drawings and proposed plans. Town leaders held public meetings and used revenue from a general obligation bond and local hospitality tax to fund the project.
After construction, town employees had a new home in a 23,000 square foot building. The town also built a multi-level parking deck, expanding parking spaces from 52 to more than 200 spots. Also, the project created new retail and office spaces to promote downtown businesses.
The new structures remain true to the original design of downtown Summerville, and each has room to grow. Officials already have their eye on the next step: landscaping downtown and create a new park.
Contact Dennis Pieper at dpieper@summervillesc.gov or 843.871.6000.
City of Sumter
Sumter officials have been proactive in luring new businesses into the area to ensure its economic well-being. While it has had considerable success, officials were not satisfied with the city's economic outlook, namely the median home income. They decided to aggressively market the community to retirees, who generally come with disposable income in tow. The city partnered with a local real estate developer to conduct focus groups of residents who had recently retired to Sumter.
The resulting marketing campaign included ads in various retirement magazines and a direct mail campaign. In addition, the city launched a new Web site aimed at potential retiree residents. The site covers topics such as healthcare, education and real estate. To ensure the site's visibility, officials purchased a Google Ad-Words account to return the retirement Web site if certain search words were used.
The city's goal was to recruit at least 50 retiree couples a year in the first five years. Based on data provided from local realtors, retirees purchased more than 100 homes in the Sumter area last year alone.
Contact Susan Wild at swild@sumter-sc.com or 803.436.2586.
City of Tega Cay
Located in one of the nation's fastest growing corridors, Tega Cay is poised to grow exponentially over the next decade.
Recognizing this growth will hinge upon the city's ability to provide exemplary service, city leaders charged staff and key volunteer groups with developing a future financial model.
Members of the volunteer finance committee, the city's finance director and city manager worked together to project the city's future operational, capital and debt service budgets. They also met with every department director to obtain current and projected expenditures. With this data, the team made certain universal assumptions to frame the model.
The result of the committee's work was an interactive financial tool. If one department's revenue changes, the numbers within other affected categories in the model change as well. The financial model was developed at no additional cost to the city and mostly using volunteer time.
Contact Grant Duffield at grant@tegacaysc.org or 803.548.3512.
City of West Columbia
West Columbia police officers took a proactive stand against gang violence. The department's Anti-Gang Mentoring Program helps at-risk youth resist the lure of gang activity. An officer is assigned one child to visit weekly at his/her school. The officer becomes a positive role model for the student, offering guidance in areas like academics, family life and community involvement.
Project Safe Neighborhoods and South Carolina Project Ceasefire grants fund the mentoring program in large part. Beyond officers" time while on duty, the police department does not incur any costs.
However, the program involves more than the officers and students. Parents and school administrators are important partners.
Although quantifying results is difficult, the police department knows its program is effective and plan to expand it.
Contact Shane Phillips at sphillips@westcolumbiasc.gov or 803.791.1880.