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Voices. Knowledge. Solutions.

Population 1-1,000: Town of Trenton

For years, citizens in Trenton wanted access to the comfort and convenience of natural gas service. However, the cost of constructing a gas transmission pipeline to the town was not economically feasible.

An opportunity arose when a manufacturing company looking to locate in Trenton required that natural gas be available. With the prospect of bringing an industry to the town, the Town Council, along with SCE&G and the S.C. Department of Commerce, acquired over $200,000 in grants to bring natural gas to the town limits.

Unfortunately, no provisions were made to extend the service throughout the town for residential, commercial and other industrial uses. After vigorous negotiations with SCE&G, numerous meetings and a survey of residents to determine the demand for natural gas service, Town Council approved a one-time payment of $45,000 to SCE&G to extend the pipeline into town and give access to everyone.

Adding the natural gas service has greatly enhanced not only the lives of its citizens, but also Trenton's economic development opportunities. Over 40 homes, two apartment complexes, two churches, the town hall, the fire department, several businesses and the local elementary school are being served by natural gas. Also, the pipeline has attracted other industries, bringing jobs and a brighter future to the Town of Trenton.
Contact: Bernard Welborn, 864.993.4335



Population 1,001 - 5,000: Town of Bluffton

Looking to the future, councilmembers recognized the potential growth Bluffton would soon face due to Hilton Head Island reaching the 'build-out' stage of development. Instead of ignoring the inevitable growth, Bluffton began annexing land to have some local control over future development. In less than five years, the town grew from one-square mile to almost 50-square miles. Geographically, the Town of Bluffton is now the fourth largest municipality in South Carolina. While most of the property is large, undeveloped parcels, they are zoned for future homes, businesses and parkland.
 
Officials knew the anticipated growth and high land costs would cause affordable housing concerns. One-third of an acre of non-riverfront land costs $85,000. Once again, the Town chose to be proactive instead of reactive. It passed a Density Bonus Ordinance that encourages subdividing land parcels to make them more affordable and encourages uniqueness in planning, design and housing type. The Town Council and Planning Commission reviews each proposed development with density bonuses.
 
Bluffton did not stop there. Currently, the town has a mix of housing ranging from antebellum historic houses to mobile homes. The Bluffton Historic Small House Program was created to revive, restore and reinforce the town's architectural heritage throughout the entire town. The Program offers pre-approved, affordable and historically correct house plans aimed at the small house buyer. A local architectural firm developed the first series of plans, called the Bluffton Historic Small House Series. The plans take design principles used in larger homes and put them to work in homes ranging from 1,200 to 2,000 square feet. As the mobile home properties begin to upgrade or sell, the Town hopes offering these low-cost, easy alternative designs will enhance the town's architectural fabric. The Lowcountry Community Development Corporation, Architectural Building Solutions and local banks offer grants to make house payments for these homes comparable with those of a similar-sized mobile home.
The Bluffton Historic Small House Program exemplifies a partnership of public and private agencies to ensure continuation of affordable, historically correct housing.
Contact: Josh Martin, 843.706.4510
 


Population 5,001 - 10,000: Town of Cheraw

Cheraw wanted to honor its famous native son, "Dizzy" Gillespie since his death in 1993. Like many well-meaning projects, the plans never became a reality because of the lack of funding and community support.
 
In 2000, PBS ran a documentary mentioning Gillespie and how his hometown wanted to erect a memorial statue for the famous jazz artist. The national recognition renewed interest in the project and financial support started to come in. A state representative helped acquire a special state appropriation for the project.
 
A memorial steering committee was formed consisting of the Town's Parks, Recreation and Cultural Services director, other town officials, Gillespie family members and other interested citizens. The committee's goal was to involve the public and not use any local government funding for the memorial that would honor its famous son and draw visitors to the town. In addition to the statue of Gillespie, the committee wanted to develop the Gillespie home site into a historic park and create a college scholarship to help area students with their musical education goals.
The committee increased public awareness by sending press releases to local, state and national media and encouraged the community to help fund the project. In addition to grants, school children collected money in penny jars, businesses pledged donations and a local doctor purchased the Gillespie home site and donated it to the project. Entertainers across the country donated money.
 
Finally the dream became a reality. Designed by a nationally acclaimed sculptor, the Town unveiled a life-size bronze sculpture featuring Gillespie's trademark bent trumpet and famous bulging cheeks. The statue is complemented by stainless steel sculptures and jazz theme inspired benches designed and created by local students.
Contact: William Taylor, 843.537.8400
 
 

Population 10,001 - 25,000: City of Greer

The Greer Police Department firmly believes early intervention diverts at-risk children from the juvenile justice system and improves their quality of life. Greer's Cops for Tots program provides an unforgettable experience for these at-risk children. The program began in 1988 when two police officers bought a Christmas tree, food and toys for a family that would not have had a Christmas otherwise. A Greer businessman heard about the officers' generosity and personally donated the needed items the following year.
 
Recognizing the program's potential to impact at-risk children, the City invited the entire community to participate in Cops for Tots. The public generously responded. Toys and money poured in to provide Christmas for 40 needy children. Each year, the number of children the program helps has increased. Last year, Cops for Tots provided a bag full of high quality gifts for over 500 qualified, needy children. This was possible only because of community involvement. Local businesses gave generous monetary donations. Local clubs and groups contributed money and toys. High schools competed to collect the most toys. Sunday school classes raised money for toys, and a local church provided its meeting hall space for Santa's Workshop.
 
On the day the children visit Santa's Workshop, a local restaurant provides a free lunch for the children and their parents. The children get their picture taken with Santa and receive a copy of the photo. Children are individually escorted into the Workshop by an officer who encourages them to pick out their gifts.

The uniting of a community and its law enforcement officers to better the lives of at-risk children makes the Cops for Tots program an award-winning endeavor.
Contact: Captain Jolene Vancil, 864.848.2159
 


Economic Development: City of Orangeburg

Orangeburg County and the City of Orangeburg had the dubious honor of being named one of South Carolina's least developed regions. Local leaders agreed that economic development and job creation needed to be a top priority; however, there was a lack of readily available industrial property within the city limits. Not being dissuaded, the City joined hands with the County to develop a "build it and they will come" Class A industrial park plan to stimulate development for the benefit of the entire community.
 
The Orangeburg City/County Industrial Park sits on a 443-acre site at a prime interstate interchange located approximately eight miles outside the city's limits. Even though the City receives no direct tax dollars from the park, it provided $4.7 million in infrastructure costs, knowing it would benefit down the road from having utility revenues and added jobs to the community. Amenities such as utilities (electric, water, sewer and gas), curb and gutter, fiber optics and landscaping complement the Class A industrial park. Three new companies recently located in the park, two of which are Fortune 500 companies and the other is a biotech company which will be contracting with local farmers. 
 
The City and County have equal ownership of the industrial park. After its completion, the management transferred to a seven-member Commission. The Commission is comprised of two members of City Council, two from County Council, the Department of Utilities manager, the county administrator and one at-large Orangeburg County Development Commission appointee. The industrial park has enabled the Commission to attract and retain high wage industrial jobs with all the associated benefits to the community.
Contact: John Yow, 803.533.6000
 


Public Safety: Town of Lexington

The Lexington Police Department created the Adopt-A-Cop Program to develop an effective public and private partnership to support community-based law enforcement. Marketing the Adopt-a-Cop program is done through presentations at Chamber of Commerce meetings, briefings to local civic organizations, and meetings with individual members of the business community.
 
The Adopt-A-Cop program allows individuals and businesses to support specific programs or purchase specific items such as bulletproof vests, school resource officer emergency kits, traffic safety promotional materials, Ident-A-Kid child identification program, police vehicles, teddy bears for crime victims, car safety checks, community fairs, forensic laboratory equipment, and uniform laundry and dry cleaning.
 
Although the Town provided the original funding and staff time, the goal is to make the program self-sustaining. The Adopt-A-Cop program has been successful in receiving funding from both major corporations and private contributors. Because of community support, the Police Department can now provide additional public safety services that would not have been possible without the Adopt-A-Cop Program.
Contact: Mary Louise Resch, 803.356.8238
 
 

Public Service: Cities of Cayce and West Columbia

Since the 1960s, leaders of the two neighboring cities of Cayce and West Columbia have dreamed of providing a public space with recreational facilities along the Congaree River. In 1997 the River Alliance, a non-profit organization, developed the concept of The Three Rivers Greenway, a nature-based urban park and passive recreation area along the Broad, Lower Saluda and Congaree Rivers.
 
The Riverwalk Park offers over two miles of lighted paved pathways with fishing areas, canoe access, picnic areas, benches, parking and scenic overlooks. The Cayce Women's Club donated park benches. These amenities provide opportunities for bird watching, walking, biking, picnicking, fishing, canoeing, rafting and kayaking. The amphitheater next to the Gervais Street Bridge provides a site for cultural, educational, and entertainment activities. Comfort stations and storage buildings in the park are modeled after 18th century-style buildings, and local elementary students painted the tiles that adorn the walls inside the comfort stations. The entire park conforms to ADA standards to serve disabled visitors.
 
The Riverwalk Park is a truly collaborative effort between the two municipalities. To finance land acquisition and improvements, Cayce adopted a funding strategy based upon Tax Increment Financing and an ISTEA grant. West Columbia received a Transportation Enhancement Act grant and provided matching funds to purchase property and construct its portion of the park.
 
Cayce and West Columbia officials worked with the South Carolina State Museum to produce 21 interpretive educational panels that are placed along the pathway depicting different historical and ecological aspects of the park, river and region.
 
Even the operation and upkeep of the park is a joint effort as is ensuring the park's safety. Officers from both police departments provide 24-hour security, patrolling on bicycles, four-wheelers and foot patrol, while emergency call boxes are located throughout the park.
 
By working together, the two neighboring cities have created Riverwalk Park that brings an economic boost to the area, provides recreation for citizens and visitors alike and will be a legacy for generations to come.
Contact: John Sharpe, 803.796.9020 or Jennifer Cunningham, 803.791.1880
 


Other Entries

City of Aiken
A win-win situation" that is what the City of Aiken found with its Senior Tax Work-off Program. The City accomplished many tasks for a fraction of the usual cost, and experienced senior citizens found a way to reduce their tax bill while doing something useful to help their city. Imagine paying engineers, computer programmers, business executives and even lawyers only $5.15/hour. To qualify, citizens must be at least 60-years old, own property in the city and live at the location where property taxes are due. Seniors complete an application listing their occupation, hobbies and preferred areas of work. City personnel match the seniors with jobs submitted by city departments. The number of hours the seniors work depends on the amount they owe in property taxes. To completely pay off a $515 property tax bill, a senior would work 100 hours. Many continue volunteering even after their taxes are paid. The city saves thousands of dollars in wages, and seniors eliminate their property tax bill while providing a much-needed service.
Contact: Roger LeDuc, 803-642-7564
 
City of Beaufort
Construction of the Woods Memorial Bridge Walkway was a three-year project involving cooperative efforts and funding from the City of Beaufort, Beaufort County, the S.C. Department of Transportation and the S.C. Department of Parks, Recreation and Tourism. Linking the City of Beaufort and its neighbor Lady's Island, the pedestrian walkway is a vital part of Beaufort's Greenway Plan. The Plan calls for a series of connected trails to provide transportation alternatives and recreational access throughout the city. A nine-inch vertical concrete curb, a post and rail system, an access gate and video cameras were added to the bridge for pedestrian and biker safety.
Contact: Susie Wood, 843-525-7072
 
City of Georgetown
Residents, tourists, city workers and officials noticed a problem washing up on the shores of the city's major asset, the Sampit River. Although river cleanups were held regularly to pick up litter, the problem was overwhelming for volunteers. The City challenged the entire community to get involved with a one-day event, the Sampit River Sweep. City employees volunteered two hours of paid time to clean debris. City trucks, front-end loaders and boats assisted the volunteers. Residents, students and several corporate employees got involved by picking up debris by walking the riverbanks or riding in canoes and kayaks. The Chamber of Commerce held a picnic lunch overlooking the cleaned-up river to thank the volunteers. The first Sampit River Sweep involved over 100 volunteers who collected 7.5 tons of debris from the river and its banks. Because of its success, the Sampit River Sweep is scheduled to be an annual event.
Contact: Judy Liston, 843-545-4000
 
Town of Hilton Head Island
Making it through the thick sand between the boardwalk and the hard-packed sand on the edge of the water in Hilton Head can be a challenge for anyone. But it especially is challenging if you are confined to a wheelchair, pushing a stroller or riding a bike. The Town of Hilton Head Island and the Access Disability Action Center teamed up to make the beaches on Hilton Head Island more accessible. They found their answer in Mobi-Mat, a 6'9" x 82' polyester mesh "carpet" that is placed and staked at strategic locations with large staples. The mat runs from the end of the boardwalk to the hard-packed sand. The $14,000 project was funded through the Town's Beach Preservation Fee. The fee is an additional 2% local accommodations tax the Town levies for public facilities related to beach use. Lifeguards ensure the mats are secure and remove any sand build up. Mobi-Mat has enabled Hilton Head Island to proudly boast it has an all-access beach.
Contact: Tripp Ritchie, 843-342-4582
 
Town of Johnston
Because the West Nile Virus continues to be a health threat nationwide, the Town of Johnston developed an innovative community watch program to rid its town of the potential virus carrying mosquitoes. The S.C. Department of Health and Environmental Control trained police officers on the proper procedures for conducting fieldwork for mosquito control. Once trained, the officers went door-to-door on courtesy visits to alert citizens of potential mosquito breeding grounds and encourage them to address the problem areas. The Public Works Department, who sprays for mosquitoes twice a week, began alternating the chemicals to lessen the chance of making the mosquitoes immune to the chemicals. Public Works also placed briquettes with mosquito killing chemicals into storm drains and put chemically treated pellets in the town's creeks and waterways. Although these chemicals are lethal to mosquitoes, they are environmentally safe and will not harm humans, wildlife, plants or pets. By working together, the Town and its citizens hope to decrease its mosquito population and protect itself from a potentially deadly disease.
Contact: Olin Gambrell, 803-275-2488
 
Town of McCormick
Concerned with the quality and capacity of the Town's electric, water and sewer systems, the Town Council and the McCormick Commission of Public Works began setting goals for future upgrades. To upgrade the sewer system alone was estimated to cost $8 million. The cost to upgrade the electric system was projected at $1.8 million, and upgrading the water system would cost $2.9 million. With good planning, creative funding and strong local government relationships, the Town managed to make $11 million of infrastructure improvements to its town with $8.5 million in grants, $841,500 in loan proceeds and $1.8 million from capital reserves. The town now has ample electric, water and sewer capacities, operational efficiency and cost saving operations. The town has enhanced its future needs and ensured its economic security.
Contact: Bernie Welborn, 864-993-4335
 
City of Mullins
Losing several major industries sent Mullins' economy into a downward spiral, leaving abandoned buildings and 15% fewer citizens in its wake. To encourage businesses and tenants to move back into the heart of the town, the City rebuilt five empty, rundown buildings in its downtown. Funding sources included a Community Development Block Grant, a HOME grant, historic tax credits, a private equity loan and the City of Mullins. The $2.5 million project sparked additional infrastructure improvements. A high point of the revitalization efforts was locating a satellite campus of Florence-Darlington Technical College to the downtown area. In addition to the infrastructure improvements, the City wanted to make the downtown area more inviting for potential businesses and tenants. It began a streetscape project, which was funded by a separate grant and private funding from a bank. The City added brick pavers, decorative lamps and benches to the downtown area. The City hopes this is the beginning of an upward spiral for Mullins.
Contact: Howard Garland, 843-464-9583
 
City of Newberry
By renovating the Newberry Opera House into a first-class performing arts center, the City hoped to spur economic development in the downtown area. With a steady stream of patrons to the Opera House, the private sector began reinvesting and developing a diverse retail and hospitality base. Coupled with significant streetscape and public space improvements, a total of twenty buildings have been substantially renovated, six restaurants have been added as well as a new hotel. In an effort to maintain the momentum, Newberry City Council began partnering with public and private organizations to form a multi-agency advertising consortium with the sole objective to encourage more people to visit Newberry. Using direct mail, billboards, magazines, newspaper, radio and television, the campaign focuses on the performing arts culture, the many fine restaurants and shops as well as a uniquely designed hotel. Now visitors come not only for a night of entertainment but for a night or two to enjoy everything Newberry has to offer.
Contact: Jeff Shacker, 803-321-1000
 
Town of Patrick
Matching a community need with a preservation need gave the Town of Patrick just the right mix to renovate its 100 year-old Train Depot and create a community/senior center. The Pee Dee Regional Council of Governments helped the Town acquire a $30,000 Community Development Block Grant for the project. While architects worked to preserve the historic qualities of the building, Chesterfield County Council on Aging helped ensure the building would be accessible to seniors. The Depot renovation included stabilizing the exterior, painting, adding heat and air conditioning, adding restrooms and providing handicap access. The Patrick Train Depot has been accepted as a National Register site and is frequently used by senior citizens for recreational and social functions. Also, the Chester County Arts Alliance has used the preserved building for art exhibits.
Contact: Rosa Millsaps Privette, 843-498-6994
 
City of Sumter
The Harvesting Opportunities to Promote Empowerment (H.O.P.E.) Center concept was developed after a series of public meetings held in various low to moderate-income neighborhoods throughout the city. Residents discussed their needs and ideas of how to improve the quality of life in their communities. Community involvement was a key aspect of the project from conception through design to programming. Through its three H.O.P.E. Centers, Sumter has provided after-school programs in which youth are assisted with homework, as well as engaged in recreational activities. Other programs provided are adult education classes, health and nutrition services and business/entrepreneurial programs. Each H.O.P.E. Center costs an average of $1 million to construct and furnish in addition to an initial operational budget of $100,000. Sumter used grants available to it from being a nationally designated Empowerment Zone. Empowerment Zones are administered by the U.S. Department of Housing and Urban Development and designed to provide grant assistance to municipalities trying to develop innovative approaches to improving the quality of life for low to moderate-income areas.
Contact: Talmadge Tobias, 803-436-2577