Population 1-1,000: Town of Trenton
The Town of Trenton had no idea the opportunities that would come about when town officials accepted a donation of an abandoned historic building in the heart of its downtown. Initially, the Town could not decide what to do with the building, but the pieces of the puzzle started coming together when Trenton's Town Square was designated an official site along the South Carolina National Heritage Corridor. Because of the designation, the Town wanted to create a visitor's center. Officials received a Heritage Corridor grant to locate the center in the donated building which was adjacent to the Town Square. Faced with the problem of staffing the center, the Town asked the regional library system to relocate its branch to the building.
With help from the Edgefield County Building Department, the Town developed its own renovation plans. Volunteers from the Experience Works Program (a national program that gives community service opportunities to older workers) saved the Town an estimated $20,000 by doing much of the demolition needed to prepare the building for renovation. In addition to the Town's financial contribution and grant money, the Town received funding from First Citizen's Bank, SCE&G and the Edgefield County Transportation Committee.
Once the renovation was complete, Trenton moved its 150 square foot library to a 2,700 square foot facility with five computer workstations and a computer card catalog with access to all books and materials in the Edgefield Regional Library System. The library usage grew 20 patrons per month to over 100 per month. Requests for library cards tripled. The Visitor's Center is located in the front of the building and houses brochures, maps and other historical information about Trenton and its surrounding areas located along the National Corridor. Library personnel staff the center.
With the generous donation of an historic building and the vision to see opportunities, the Town of Trenton was able to pull the pieces together to create a picture perfect project.
Contact Bernie Welborn at 803.275.2538
Population 1001-5,000: City of Woodruff
The City of Woodruff's Fire Department made small dollars do big things when it was given the go ahead to renovate and relocate its headquarters to the City-owned, yet abandoned, National Guard Armory. Fire Chief Godfrey approached Council with the idea because of the small size and aging condition of the department's facility.
The chief, sensitive to the concerns of residents living nearby, met with them before the renovations began. The citizens welcomed the fire department after policies were established, such as a no-siren policy, to address their concerns.
Several years of neglect had taken its toll on the Armory. With determination and elbow grease from volunteers, the building began its transformation. The department turned the budgeted $20,000 for the project into a $50,000 project by using donated items and state and federal surplus materials along with a lot of volunteer labor. Surplus and donated materials included paint, drywall, drop ceiling materials and lockers. Twenty-five volunteers and 12 paid firefighters spent more than 2,500 hours on the renovation project.
City funds paid for a bay door, carpeting and a glass partition to separate the offices from the bay area. Innovative ideas helped save even more money. The department decided to park the trucks diagonally in the bay area so only one bay door would be needed. Another innovative solution was heating the bay area with a wood burning stove instead of installing a traditional heating system. The stove not only warms the bay but also serves as a gathering spot for the firefighters.
In the new facility, all of the department's vehicles are housed under one roof where several were stored outdoors at the old station. Response times have improved now that firefighters can drive any vehicle directly out of the building.
With a $20,000 budget, volunteer labor, donated materials and sheer determination, the department moved into a building three times the size of its original home. If built new, it would have cost over $500,000.
Contact Scott Slatton at 864.476.8154
Population 5,001 - 10,000: City of Marion
Population 5,001 - 10,000: City of Marion
Restoring the abandoned Marion High School campus allowed the City of Marion to create opportunities for its community to grow both culturally and economically. The school's C.D. Joyner Auditorium was the area's only major venue for the performing arts, but it was in a serious state of disrepair. Seeing the possibility for economic development through tourism, the City decided to restore the facility by partnering with the Arts Council of Marion County. The Arts Council would promote cultural events at the auditorium, and the City would provide office space for the Council. With seating for more than 900 people, the auditorium hosts concerts, public service programs and community events. Recent performances include the U.S. Air Force Band and the Columbia Ballet production of Cinderella. The City plans to implement a 2 percent Hospitality Tax to fund additional renovations to attract more visitors.
The City decided to utilize the classroom space connected to the auditorium. After receiving a FEMA grant for physical fitness equipment for its firefighters, the City created a fitness center open to all City employees. The City's Recreation Department offers aerobics classes to the public on a regular basis and plans to offer additional programs in the near future.
The City also worked with the Marion School District One as well as other county agencies and local businesses to utilize the main campus building, a designated National Register site. District One moved its offices into the building and created a technology center and community room for professional development programs.
Renovation of both the C.D. Joyner Auditorium and the old Marion High School has made an aesthetic contribution to the historic downtown. To make the plan a reality, the City partnered with the Historic Marion Revitalization Association, Arts Council of Marion County, the Marion Chamber of Commerce and Marion School District One. The City also received help from congressional officials, state elected officials, citizens and businesses. Because of these partnerships, an entire city block has been transformed from a state of disrepair to a beautiful campus that has increased property value, quadrupled the cultural opportunities for the community and boosted the city's economy.
Contact Tim Harper at 843.423.5961
Population 10,001 - 20,000: City of Orangeburg
Population 10,001 - 20,000: City of Orangeburg
The City of Orangeburg wanted a place for its children to go during the hot summer months to cool off and have fun. Using part of its award-winning Edisto Memorial Gardens, Orangeburg developed the only city-owned and operated water park in the state.
Orangeburg funded the project using the local Hospitality Tax, a federal grant through the Land Water Conservation Fund, Orangeburg County's Capital Project Fund and a generous donation from the Dick Horne Foundation. Orangeburg received more than $500,000 to develop the park.
The park includes a 6,000 square foot rubberized mat with spray features. The rubberized mat not only allows the children to run around and be kids, but it eliminates the need for a lifeguard. The City met Department of Health and Environmental Control requirements by installing a recirculation/filtration system. The park also has other amenities such as a picnic shelter and traditional playground. There is a building with restrooms and office space as well as fencing, lighting and landscaping.
Seven part-time employees, trained in first-aid, staff the park. The park is open on weekends during May and August and daily during the summer months. Because admission to the park is affordable, it drew over 14,000 visitors during its regular operating hours. Children ages 12 and under are charged $1, and all others are charged $2. The spray park is especially popular with local day care centers that bring busloads of children for a fun, safe outing. Additional revenue comes from after-hour rentals for family gatherings and birthday parties. Church groups and schools also have rented the park.
Although the park was not created to generate revenue, the City was pleased the operation costs exceeded revenue by only $2,000. Compared to the fun and enjoyment provided by the park, city officials felt the shortfall was inconsequential. The Children's Spray Park is another step by the City of Orangeburg to enhance the quality of life in its community.
Contact John Yow at 803.533.6000
Economic Development: City of Rock Hill
With an overall economic impact of $5.2 million from the 44,000 people visiting Rock Hill for the 2004 Cherry Park softball tournaments, city officials know firsthand sports tourism can have a large economic impact. The City decided to capitalize on this knowledge and increase its sports tourism efforts. Rock Hill Rocks included a marketing campaign, constructing two premiere sports venues and establishing the Rock Hill Parks Foundation.
Rock Hill developed a well-executed sports marketing campaign to showcase the City's world-class venues and attract visitors from across North America. With a dynamic slogan - Rock Hill Rocks, a sports Web site and a visually bold sports marketing brochure, the City received grant funds from the Tourism Marketing Partnership Program to distribute its message.
The City is utilizing Hospitality Taxes, Accommodations Taxes, York County Recreation dollars and private donations to complete renovations and construction of the Rock Hill Tennis Center and the Manchester Meadows Soccer Complex. With eight courts and a pro shop, the new Tennis Center will host numerous tennis tournaments. The $10.5 million, 65-acre soccer complex will be a tournament destination as well. The complex will have eight regulation-size soccer fields and seating for 750 spectators.
The recently created Rock Hill Parks Foundation, administered by the Rock Hill Parks Commission, will provide additional funding for these projects. Fundraising opportunities allow donors to earmark dollars for specific projects or for existing venues such as Cherry Park. The Foundation has already secured more than $230,000 in donations.
By realizing the economic impact of sports tourism and using a creative marketing strategy, the City of Rock Hill is bringing economic development to the City by making itself a major national sports destination with a competitive edge.
Contact Ed Thompson at 803.329.5622
Public Works: City of Aiken
The City of Aiken Public Works Department seized an opportunity to create a program that would change the lives of some of its employees. The Department created the Changing Direction program to teach reading to those who cannot read, enhance the reading skills of those who can and offer life skill courses, such as workplace Spanish and computer classes, to those who excel.
The Public Works Department partnered with Aiken Technical College to determine a reading baseline scale for each job classification. All Public Works employees, including managers, took a reading evaluation test to determine their baseline reading level.
All employees scoring below baseline were contacted confidentially and invited to participate in the Changing Direction program on a voluntary basis. Literacy classes were offered at the Public Works Department to those employees. Public Works employees, trained by the Greater Columbia Literacy Council, teach reading skills to the non-reading employees. Those scoring above baseline (Level 3) were invited to attend Work Keys sessions offered at Aiken Technical College and paid for by the City. The classes are designed to enhance workplace reading skills and are taught during work hours. Once an employee reaches Level 6, he can participate in Life Skills courses, such as workplace Spanish or computer classes, at Aiken Technical College. Although the City pays for these classes, they must be taken during the employee's personal time.
Sixteen employees entered the Changing Direction program. Seven have achieved Level 6 or above and are enrolled in the Life Skills courses. Not only have the lives of these sixteen employees benefited from this program, but the City has benefited as well. Fewer jobs have to be completed again, workplace accidents have reduced, and the Department has less employee turnover.
Contact Larry Morris at 803.642.7610
Contact Larry Morris at 803.642.7610
Public Safety: City of Columbia
Columbia officials were concerned about the city's high crime rate and demand on police services. The Police Department formed a Strategic Management and Planning Team to assess the department's strengths and weaknesses and to give recommendations for improvement. One recommendation from the Team was to implement COMPSTAT.
COMPSTAT is a crime analysis and police management process in which crime data is collected, analyzed and mapped on a regular basis. Police personnel are held accountable for performance as measured by the data.
Using the COMPSTAT process, police officers use real-time data and collaborative efforts to solve crime. Information from police reports is input into computers. Using GIS software, the data is compiled and organized into different reports. In weekly COMPSTAT meetings, the real-time data is shared with commanders, investigative sergeants and line officers. A brainstorming and problem solving session occurs to formulate a plan of action to solve problems revealed by the data. Once a tactical plan is developed, patrol and special units coordinate their resources and expertise.
Community outreach is an important component of the COMPSTAT process. Everyone from the line officer to the region commander is expected to interact with the community both to solicit help and information as well as to educate them about the crime trends in their community. Now empowered with real-time information, line officers are allowed to use more independent judgment on their daily patrols. This has improved officer morale. Officers receive immediate recognition on their job performance at the weekly COMPSTAT meetings and receive certificates of appreciation in front of the command staff and fellow officers.
COMPSTAT has allowed the Columbia Police Department to take a proactive, rather than reactive, approach toward policing.
Contact Captain Hines at 803.545.3570
Contact Captain Hines at 803.545.3570
Other Entries
City of Bennettsville
Less than a decade ago, city officials hired a consulting firm to help develop a master plan for the downtown area. With citizen input, civic leaders identified three major projects they felt would play a key role in the city's future. These projects included constructing a new police department/fitness center, developing downtown housing and reestablishing a Chamber of Commerce.
Less than a decade ago, city officials hired a consulting firm to help develop a master plan for the downtown area. With citizen input, civic leaders identified three major projects they felt would play a key role in the city's future. These projects included constructing a new police department/fitness center, developing downtown housing and reestablishing a Chamber of Commerce.
In 2004, the City committed $275,000 to purchase a vacant downtown building to house the police department and a fitness center. The department went from a 1,200 square foot building to a 6,000 square foot facility. The City also began a public-private partnership known as the Downtown Upper Story Housing Project. The project called for property owners to sell their property at a "rock-bottom" price so they could be renovated and leased for residential and commercial use. The project created 22 low- to moderate- income apartments. Finally, the City decided it was in the best interest of the businesses and citizens in Bennettsville to reestablish the local Chamber of Commerce that had been dissolved due to financial reasons. The Chamber of Commerce has been instrumental in revitalizing the community by sponsoring a number of events that have not only entertained, but brought together, the community.
Contact Angela Ward at 843.479.9001 x 319
Contact Angela Ward at 843.479.9001 x 319
City of Clemson
Downtown parking is scarce, especially in college towns. The City of Clemson viewed building a parking deck an essential infrastructure project to ensure private investment continued in the downtown area. The project also sent a strong message that the community cared about its downtown, and business investors can feel comfortable in making a long-term investment in the downtown area.
Downtown parking is scarce, especially in college towns. The City of Clemson viewed building a parking deck an essential infrastructure project to ensure private investment continued in the downtown area. The project also sent a strong message that the community cared about its downtown, and business investors can feel comfortable in making a long-term investment in the downtown area.
The parking deck also provides "special event parking" for the Downtown Trick or Treat, Christmas Parade, Picnic in the Park and athletic events that bring customers to downtown retail and restaurant establishments. Hourly parking fees and monthly reserved parking fees fund the deck's operational costs. The deck's electronic parking meters take more than the usual silver coins; they take "Shop Clemson" tokens. The tokens are available to area merchants at a discounted rate to encourage their customers to use the parking deck.
The City is already seeing the benefits of the parking deck. A private investor is completing construction of a five-story mixed use building adjacent to the parking deck.
Contact Chip Boyles at 864.653.2081
Contact Chip Boyles at 864.653.2081
City of Clinton
When a local industry closed in 2001, the once thriving textile city faced many challenges. The City was not prepared for such a change but knew it had to do something. The City brought together dozens of concerned citizens who volunteered their time to analyze six areas of the community: infrastructure, health care, appearance, quality of life, city government and economic development. The project was called the Clinton Challenge 007. To help the local economy, Clinton needed to market itself as a community and promote economic development. Clinton also needed an identity - a brand - to market itself to the local area, the state and the region. Clinton took advantage of its location along two highways and a major interstate. Partnering with local landowners, several corporations and a development firm, the City developed ClintonPark. The multi-phase ClintonPark project includes constructing a Hampton Inn and a new frontage road, expanding current manufacturing facilities and constructing new sites. By discovering where changes needed to be made along with marketing the local community, Clinton was able to completely turn around the fate of their town and local economy. Residents are no longer wondering "if" they will get a job in Clinton. ClintonPark will not only bring jobs back to the area but also money into the local economy.
Contact Sam Bennett at 864.833.7505
When a local industry closed in 2001, the once thriving textile city faced many challenges. The City was not prepared for such a change but knew it had to do something. The City brought together dozens of concerned citizens who volunteered their time to analyze six areas of the community: infrastructure, health care, appearance, quality of life, city government and economic development. The project was called the Clinton Challenge 007. To help the local economy, Clinton needed to market itself as a community and promote economic development. Clinton also needed an identity - a brand - to market itself to the local area, the state and the region. Clinton took advantage of its location along two highways and a major interstate. Partnering with local landowners, several corporations and a development firm, the City developed ClintonPark. The multi-phase ClintonPark project includes constructing a Hampton Inn and a new frontage road, expanding current manufacturing facilities and constructing new sites. By discovering where changes needed to be made along with marketing the local community, Clinton was able to completely turn around the fate of their town and local economy. Residents are no longer wondering "if" they will get a job in Clinton. ClintonPark will not only bring jobs back to the area but also money into the local economy.
Contact Sam Bennett at 864.833.7505
Town of Edgefield
After the South Carolina National Heritage Corridor opened one of four Discovery Centers on Main Street in the Town of Edgefield, the Town made a major effort to create a self-sustaining tourism economy by improving the look of its downtown area. A two-part streetscape project was designed years earlier, but the second phase remained unfinished. Work on the second began in 2004 and included making improvements to bring back an "old time" image to the streets. Funding became an issue, but with help from community organizations enough money was collected to complete the project. The improvements included installing new lighting, burying utility lines and planting oak trees along Main Street. All played a large part in helping to beautify the main entrance into the Town of Edgefield and the rest of the downtown area.
Contact Olin Gambrell at 803.637.4014
After the South Carolina National Heritage Corridor opened one of four Discovery Centers on Main Street in the Town of Edgefield, the Town made a major effort to create a self-sustaining tourism economy by improving the look of its downtown area. A two-part streetscape project was designed years earlier, but the second phase remained unfinished. Work on the second began in 2004 and included making improvements to bring back an "old time" image to the streets. Funding became an issue, but with help from community organizations enough money was collected to complete the project. The improvements included installing new lighting, burying utility lines and planting oak trees along Main Street. All played a large part in helping to beautify the main entrance into the Town of Edgefield and the rest of the downtown area.
Contact Olin Gambrell at 803.637.4014
City of Florence
The City of Florence is a doing a tremendous service to its citizens and the city's future through the development of North Point Subdivision. After extensive research, the City recognized no development or residential expansion had been taking place in the northern or eastern parts of Florence. City leaders knew they needed to take action to ensure the survival and validity of these regions. Using eight acres of city land, the Community Services Department developed a planned neighborhood of 27 affordable, single family homes. Using an upscale approach, the neighborhood will have curbs and gutters, decorative lighting, underground utilities and a sidewalk. A Community Development Block Grant will provide partial funding for this $2.5 million project. City planners believe new residential areas will be a positive opportunity for low- to moderate-income families in the housing market. Leaders also know that investing in the development of this region will be a catalyst for further growth.
Contact Scotty Davis at 843.665.3175
City of Greenville
Protecting historically significant property is an important task of any government, especially when the property is a cemetery where many influential civic leaders have been laid to rest. Protecting the property not only preserves history but acknowledges the importance of the leaders' contributions to the community. The City committed to not only preserve but revitalize both Richland and Springwood Cemeteries in the downtown area. Both cemeteries contain the burial sites of citizens who served the city and surrounding areas. City officials, along with Clemson University students, developed a comprehensive plan to beautify and protect the two cemeteries. After extensive planning, the City outlined the project's goals, determined the perspective benefits and created a feasible plan. This sort of investment of time and resources shows Greenville respects its past and is determined to not only beautify its city but honor those who made it the successful city it is today.
Contact Cheryle Ratliff at 864.467.4431
The City of Florence is a doing a tremendous service to its citizens and the city's future through the development of North Point Subdivision. After extensive research, the City recognized no development or residential expansion had been taking place in the northern or eastern parts of Florence. City leaders knew they needed to take action to ensure the survival and validity of these regions. Using eight acres of city land, the Community Services Department developed a planned neighborhood of 27 affordable, single family homes. Using an upscale approach, the neighborhood will have curbs and gutters, decorative lighting, underground utilities and a sidewalk. A Community Development Block Grant will provide partial funding for this $2.5 million project. City planners believe new residential areas will be a positive opportunity for low- to moderate-income families in the housing market. Leaders also know that investing in the development of this region will be a catalyst for further growth.
Contact Scotty Davis at 843.665.3175
City of Greenville
Protecting historically significant property is an important task of any government, especially when the property is a cemetery where many influential civic leaders have been laid to rest. Protecting the property not only preserves history but acknowledges the importance of the leaders' contributions to the community. The City committed to not only preserve but revitalize both Richland and Springwood Cemeteries in the downtown area. Both cemeteries contain the burial sites of citizens who served the city and surrounding areas. City officials, along with Clemson University students, developed a comprehensive plan to beautify and protect the two cemeteries. After extensive planning, the City outlined the project's goals, determined the perspective benefits and created a feasible plan. This sort of investment of time and resources shows Greenville respects its past and is determined to not only beautify its city but honor those who made it the successful city it is today.
Contact Cheryle Ratliff at 864.467.4431
City of Greenwood
When making a community a better place for its citizens, partnerships with those willing to invest in the community's future are key. The City of Greenwood found those partners after it acquired, along with the County, the historic Federal Building in its Uptown area. The Partnership for a Greater Greenwood County and Economic Alliance was formed. After a market analysis, the group decided to create the "Emerald Triangle," a cultural centerpiece for the area, using the Federal Building and the surrounding Theatre and Museum. City officials received a Self-Family Foundation grant and partnered with the Arts Council and the County to revitalize the Federal Building. The City also acquired a Department of Transportation grant for streetscape improvements. The revitalization has encouraged businesses to relocate and renovate their own property. Because the City of Greenwood was successful in developing good partnerships, the community will now reap the rewards.
Contact Charles Barrineau at 864.942.8411
City of Greer
To achieve long-term success, civic leaders must have a unified vision and thoughtful plan for where they want their city to be in the future. In 1998, Greer officials recognized its fast-paced growth made such a plan not a luxury but a necessity. They started to ask residents what issues they thought were most important. While forming the plan, Greer officials discovered four independent groups were doing similar work regarding planning. All parties recognized the importance of joining forces and resources to make a significant impact on Greer's future. Together, they formed the Partnership for Tomorrow coalition. The coalition reached out to the community. With a 31-member board and 187 investors, the coalition is community run and funded. Its mission is to craft a vision for Greer's future through a focused economic development strategy encompassing downtown revitalization, parks and recreation development and civic pride initiatives. The City of Greer is a model for its efforts in establishing partnerships among businesses, education, government and community leaders to create a thriving workforce capable of supporting existing business and industry as well as new and emerging industries within the Greer area. Contact Edward Driggers at 864.848.5387
Town of Hilton Head Island
Many natural disasters such as hurricanes, flooding and tornadoes have threatened Hilton Head Island throughout the years. To effectively manage the recovery from such an event, the Town adopted a Comprehensive Emergency Management Plan. The plan recommended burying the power lines to prevent power loss. However, burying the Island's 76 miles of power lines would cost almost $35 million and would take 15 years to complete. An opportunity arose when the Palmetto Electric Cooperative's franchise agreement needed to be renewed. Under the previous agreement, the Town charged a $50,000 annual fee. Most franchise fee agreements range from 3-5 percent. A 3 percent franchise fee represents an annual payment of $1.8 million. The Town decided to dedicate this revenue to pay for costs associated with burying power lines. As part of the renewal agreement, the Cooperative agreed to bury all existing and future lines within 15 years, to assist with the Town's efforts to build pedestrian pathways and redevelopment projects, and work with residents and commercial customers as they hookup to new power lines. The Town adopted an ordinance requiring customers to hookup to the newly buried power lines. Using the proceeds from the franchise fee, the Town decided to reimburse all customers for reasonable hookup costs. With buried power lines, the Island will be less vulnerable to power outages, residents will be able to operate their businesses and reenter their homes soon after a natural disaster, and public service districts will be able to quickly restart their operations. As an added benefit, the aesthetics of the Island are improved as the power lines move underground.
Contact Gregory DeLoach at 843.341.4634
City of Isle of Palms
For years, the City of Isle of Palms wrestled with what to do with the area known as "Front Beach." The enormously popular destination was wide, unsightly, difficult to maintain and impossible for pedestrians to safely navigate. Over the years, private redevelopment in the area exacerbated the problem by decreasing the number of on-street parking spaces. The local business community became concerned because of decreased access to the beach and stores.
When making a community a better place for its citizens, partnerships with those willing to invest in the community's future are key. The City of Greenwood found those partners after it acquired, along with the County, the historic Federal Building in its Uptown area. The Partnership for a Greater Greenwood County and Economic Alliance was formed. After a market analysis, the group decided to create the "Emerald Triangle," a cultural centerpiece for the area, using the Federal Building and the surrounding Theatre and Museum. City officials received a Self-Family Foundation grant and partnered with the Arts Council and the County to revitalize the Federal Building. The City also acquired a Department of Transportation grant for streetscape improvements. The revitalization has encouraged businesses to relocate and renovate their own property. Because the City of Greenwood was successful in developing good partnerships, the community will now reap the rewards.
Contact Charles Barrineau at 864.942.8411
City of Greer
To achieve long-term success, civic leaders must have a unified vision and thoughtful plan for where they want their city to be in the future. In 1998, Greer officials recognized its fast-paced growth made such a plan not a luxury but a necessity. They started to ask residents what issues they thought were most important. While forming the plan, Greer officials discovered four independent groups were doing similar work regarding planning. All parties recognized the importance of joining forces and resources to make a significant impact on Greer's future. Together, they formed the Partnership for Tomorrow coalition. The coalition reached out to the community. With a 31-member board and 187 investors, the coalition is community run and funded. Its mission is to craft a vision for Greer's future through a focused economic development strategy encompassing downtown revitalization, parks and recreation development and civic pride initiatives. The City of Greer is a model for its efforts in establishing partnerships among businesses, education, government and community leaders to create a thriving workforce capable of supporting existing business and industry as well as new and emerging industries within the Greer area. Contact Edward Driggers at 864.848.5387
Town of Hilton Head Island
Many natural disasters such as hurricanes, flooding and tornadoes have threatened Hilton Head Island throughout the years. To effectively manage the recovery from such an event, the Town adopted a Comprehensive Emergency Management Plan. The plan recommended burying the power lines to prevent power loss. However, burying the Island's 76 miles of power lines would cost almost $35 million and would take 15 years to complete. An opportunity arose when the Palmetto Electric Cooperative's franchise agreement needed to be renewed. Under the previous agreement, the Town charged a $50,000 annual fee. Most franchise fee agreements range from 3-5 percent. A 3 percent franchise fee represents an annual payment of $1.8 million. The Town decided to dedicate this revenue to pay for costs associated with burying power lines. As part of the renewal agreement, the Cooperative agreed to bury all existing and future lines within 15 years, to assist with the Town's efforts to build pedestrian pathways and redevelopment projects, and work with residents and commercial customers as they hookup to new power lines. The Town adopted an ordinance requiring customers to hookup to the newly buried power lines. Using the proceeds from the franchise fee, the Town decided to reimburse all customers for reasonable hookup costs. With buried power lines, the Island will be less vulnerable to power outages, residents will be able to operate their businesses and reenter their homes soon after a natural disaster, and public service districts will be able to quickly restart their operations. As an added benefit, the aesthetics of the Island are improved as the power lines move underground.
Contact Gregory DeLoach at 843.341.4634
City of Isle of Palms
For years, the City of Isle of Palms wrestled with what to do with the area known as "Front Beach." The enormously popular destination was wide, unsightly, difficult to maintain and impossible for pedestrians to safely navigate. Over the years, private redevelopment in the area exacerbated the problem by decreasing the number of on-street parking spaces. The local business community became concerned because of decreased access to the beach and stores.
In 2002, the City tasked an engineering company with creating a more visually-pleasing, pedestrian-friendly area while not compromising SC Department of Transportation's line of sight requirements. The City wanted to slow vehicular traffic and improve pedestrian access to the beach and stores without the loss of "on street" parking spaces. Additional project requirements included installing a solar-powered, multi-space parking system and a lighting system, which would provide adequate safety lighting but not create ambient light adversely impacting turtle nesting. The solution involved removing a portion of the area from the state system. While this gave the City the responsibility for future maintenance, the positive result allowed the City to move forward with a more creative layout and the proposed road reconfiguration captured approximately one-third of an acre of undeveloped property for the City's future use. The City met with and shared the plan with every area business and all community groups that might be affected. At each of these meetings, new ideas and recommendations were made which resulted in a positive "give and take" and tweaking of the project. The final addition to the project is a piece of public art being created by a local artist.
The Front Beach Enhancement Ocean Boulevard Beautification Project is a $1.3 million project funded predominately with local accommodations tax revenues. In addition, the City raised nearly $100,000 by selling bricks, benches and palm trees for the project area.
Contact Linda Tucker at 843.886.6428
Contact Linda Tucker at 843.886.6428
Town of Johnston
Unclean water and low water pressure caused by deteriorating, half-century-old water pipes plagued Johnston for many years. Residents grew accustomed to orange-tinted water and water pressure that rarely allowed for a comfortable shower. Town officials solicited input from citizens, the Edgefield County Water and Sewer Authority and the Upper Savannah Council of Government on how to address the water supply problems. The Town secured two grants totaling more than $900,000 to make significant improvements to the water supply system. As of May 2005, the Town replaced over 47,000 linear feet of pipe and added 54 new fire hydrants. The perseverance of Johnston's residents and city leaders resulted in cleaner water, a safer community and a dramatically improved quality of life in Johnston.
Contact Olin Gambrell at 803.275.2488
Unclean water and low water pressure caused by deteriorating, half-century-old water pipes plagued Johnston for many years. Residents grew accustomed to orange-tinted water and water pressure that rarely allowed for a comfortable shower. Town officials solicited input from citizens, the Edgefield County Water and Sewer Authority and the Upper Savannah Council of Government on how to address the water supply problems. The Town secured two grants totaling more than $900,000 to make significant improvements to the water supply system. As of May 2005, the Town replaced over 47,000 linear feet of pipe and added 54 new fire hydrants. The perseverance of Johnston's residents and city leaders resulted in cleaner water, a safer community and a dramatically improved quality of life in Johnston.
Contact Olin Gambrell at 803.275.2488
City of Lancaster
Lancaster faced a problem common to many towns: how to rejuvenate a downtown while at the same time generating interest in economic development for the entire city. For many years, Lancaster was identified with Springs Mills, then later Duracell batteries. In the 1990's, the central business district left Main Street for the bypass. City Council knew it had to do something to attract new businesses downtown and to Lancaster in general. City officials used a charrette process to get public input about what made Lancaster unique. The charrette also helped Lancaster determine ways to market and brand its notoriety of being the "Red Rose City." City Council selected the SEE LANCASTER Board to implement the charrette's recommendations. With the help of a marketing firm, a logo and brochure using a red rose graphic were the first materials developed to help market the restaurants, hotels and historical buildings. Lancaster has illustrated the planning necessary for a municipality to thrive by drawing on its uniqueness and strengths.
Contact Steve Willis at 803.286.8414
Lancaster faced a problem common to many towns: how to rejuvenate a downtown while at the same time generating interest in economic development for the entire city. For many years, Lancaster was identified with Springs Mills, then later Duracell batteries. In the 1990's, the central business district left Main Street for the bypass. City Council knew it had to do something to attract new businesses downtown and to Lancaster in general. City officials used a charrette process to get public input about what made Lancaster unique. The charrette also helped Lancaster determine ways to market and brand its notoriety of being the "Red Rose City." City Council selected the SEE LANCASTER Board to implement the charrette's recommendations. With the help of a marketing firm, a logo and brochure using a red rose graphic were the first materials developed to help market the restaurants, hotels and historical buildings. Lancaster has illustrated the planning necessary for a municipality to thrive by drawing on its uniqueness and strengths.
Contact Steve Willis at 803.286.8414
Town of Lexington
Lexington knows it can reduce crime rates by having a more visible and interactive police force in the community. To accomplish this, the Town implemented a Mobile Records Management/NCIC (National Crime Information Center) project. This initiative integrates state-of-the-art technology in providing remote access and reporting capabilities to a variety of police data. Right at their fingertips, officers can access the National Crime Information Center data, the Lexington Police Department's warrant list, a victim or subject's history and booking photos. Being able to perform this research on their own has increased officers' NCIC data lookups 39 percent from last year.
Lexington knows it can reduce crime rates by having a more visible and interactive police force in the community. To accomplish this, the Town implemented a Mobile Records Management/NCIC (National Crime Information Center) project. This initiative integrates state-of-the-art technology in providing remote access and reporting capabilities to a variety of police data. Right at their fingertips, officers can access the National Crime Information Center data, the Lexington Police Department's warrant list, a victim or subject's history and booking photos. Being able to perform this research on their own has increased officers' NCIC data lookups 39 percent from last year.
The Town purchased 14 laptops and the needed computer software with grants from the SC Department of Public Safety and other funding sources. With this equipment, the officers also can complete incident reports in the field eliminating the need to handwrite the reports. The project saved over 14,000 man hours because officers no longer needed to return to the station to complete in incident reports. Once completed, the officers send the reports to the station wirelessly from the laptop in their vehicles. This translates to adding 1.5 patrol officers to the payroll without increasing staffing levels.
Contact Chief Stace Day at 803.359.6260
Contact Chief Stace Day at 803.359.6260
City of Loris
Redevelopment and revitalization are two essential components of any city plan that strives to ensure economic prosperity and civic pride over the long term. For the last five years, the City of Loris has illustrated a tremendous commitment to both of these values by implementing a comprehensive plan to improve the core of the Central Business District. The five-phase plan dealt with issues ranging from encouraging business relocation to extensive beautification projects. The plan far exceeded the residents' expectations, and Loris has reaped the benefits of hard work. Since January 2000, the City has issued almost $25 million in construction permits, 22 businesses have opened, and Loris has received $500,000 dollars from a Community Development Block Grant. The grant dollars will be used for a storefront facade and parking improvements in the Central Business District. Loris has done a tremendous job of regenerating the charm, vitality and economic validity of the Central Business District. Likewise, city officials have shown the type of commitment necessary to achieve great results.
Contact David Stoudenmire at 843.756.4004
Redevelopment and revitalization are two essential components of any city plan that strives to ensure economic prosperity and civic pride over the long term. For the last five years, the City of Loris has illustrated a tremendous commitment to both of these values by implementing a comprehensive plan to improve the core of the Central Business District. The five-phase plan dealt with issues ranging from encouraging business relocation to extensive beautification projects. The plan far exceeded the residents' expectations, and Loris has reaped the benefits of hard work. Since January 2000, the City has issued almost $25 million in construction permits, 22 businesses have opened, and Loris has received $500,000 dollars from a Community Development Block Grant. The grant dollars will be used for a storefront facade and parking improvements in the Central Business District. Loris has done a tremendous job of regenerating the charm, vitality and economic validity of the Central Business District. Likewise, city officials have shown the type of commitment necessary to achieve great results.
Contact David Stoudenmire at 843.756.4004
City of Mauldin
Since purchasing Automatic External Defibrillators (AED) in 1998, Mauldin has seen firsthand the life saving rewards of having these devices available when the need arises. Firefighters saved three lives, including a 16 year-old basketball player, using an AED. City officials saw the need to equip city facilities with AEDs. Mauldin purchased six units, which could be used with both adult and pediatric patients. They placed units in City Hall, the police department, the street department, the sanitation department and the City's community building. A unique aspect of these devices is they can guide an untrained person through the process of using the AED. However, Mauldin requires all employees be trained in the use, maintenance and location of the AEDs. The City is doing all it can to ensure its motto remains true, "Quality Life You'll Love to Live."
Contact Chief Russell Sapp at 864.289.8925
Since purchasing Automatic External Defibrillators (AED) in 1998, Mauldin has seen firsthand the life saving rewards of having these devices available when the need arises. Firefighters saved three lives, including a 16 year-old basketball player, using an AED. City officials saw the need to equip city facilities with AEDs. Mauldin purchased six units, which could be used with both adult and pediatric patients. They placed units in City Hall, the police department, the street department, the sanitation department and the City's community building. A unique aspect of these devices is they can guide an untrained person through the process of using the AED. However, Mauldin requires all employees be trained in the use, maintenance and location of the AEDs. The City is doing all it can to ensure its motto remains true, "Quality Life You'll Love to Live."
Contact Chief Russell Sapp at 864.289.8925
Town of Mount Pleasant
When the Town needed to replace nearly 23,000 90-gallon trash containers because of worn-out bottoms, town leaders needed to find a less costly, more environmentally friendly alternative. The Public Services Department approached a local plastics manufacturer to develop a professional-looking, cost effective and easy-to-install liner to fit the containers' bottom. The manufacturer developed/engineered a prototype liner that would cost only $15 each. Compared to replacing an entire container at $60 each, the Town projects the NuBottomTM could save Mount Pleasant over $1 million in future sanitation service costs. By doubling the container's life span, NuBottomTM saves the Town money while protecting the environment.
Contact Martine Wolfe at 843.884.8517
When the Town needed to replace nearly 23,000 90-gallon trash containers because of worn-out bottoms, town leaders needed to find a less costly, more environmentally friendly alternative. The Public Services Department approached a local plastics manufacturer to develop a professional-looking, cost effective and easy-to-install liner to fit the containers' bottom. The manufacturer developed/engineered a prototype liner that would cost only $15 each. Compared to replacing an entire container at $60 each, the Town projects the NuBottomTM could save Mount Pleasant over $1 million in future sanitation service costs. By doubling the container's life span, NuBottomTM saves the Town money while protecting the environment.
Contact Martine Wolfe at 843.884.8517
City of North Myrtle Beach
After months of careful research and planning, the City of North Myrtle Beach decided to build an $8.6 million Aquatics/Community Center. While public opinion polls showed residents wanted the facility, they were unwilling to pay more property taxes. Using proceeds from a small increase in the local accommodations tax and obtaining lease agreements from other agencies wanting to use the facilities, the city was able to issue bonds to finance the Center's construction. Loris Health Care Systems leased space and provided exercise equipment for the Center. It will supply a full-time health professional and offer wellness programs, health fairs and other seminars. The Center includes an indoor swimming pool, therapy pool, fitness area, aerobics studios, racquetball courts and gymnasium. It will be open to both residents and tourists. North Myrtle Beach served its residents well by developing a plan that not only has the potential to improve public health but will also be an economic catalyst for the community.
Contact Don Campbell at 843.281.3713
After months of careful research and planning, the City of North Myrtle Beach decided to build an $8.6 million Aquatics/Community Center. While public opinion polls showed residents wanted the facility, they were unwilling to pay more property taxes. Using proceeds from a small increase in the local accommodations tax and obtaining lease agreements from other agencies wanting to use the facilities, the city was able to issue bonds to finance the Center's construction. Loris Health Care Systems leased space and provided exercise equipment for the Center. It will supply a full-time health professional and offer wellness programs, health fairs and other seminars. The Center includes an indoor swimming pool, therapy pool, fitness area, aerobics studios, racquetball courts and gymnasium. It will be open to both residents and tourists. North Myrtle Beach served its residents well by developing a plan that not only has the potential to improve public health but will also be an economic catalyst for the community.
Contact Don Campbell at 843.281.3713
Town of Patrick
In 2004, Town Council embarked on a project to design a town flag that would represent the town's beauty and charm. The longleaf pine tree found throughout the town became the focal point for the flag. Two circles surround the tree to represent the 95,000 acres of land surrounding Patrick. The flag's blue background represents the springs and streams that flow through the area as well as the waters of the Atlantic Ocean (Patrick was once considered the beach. Sand dunes, which resemble the ones along the ocean front are prevalent in the area.) Placed under the two circles are the words "Town of Patrick established 1906." The flag was presented to the Town of Patrick during a ceremony in December.
Contact Rosa Millsaps Privette at 843.498.6994
In 2004, Town Council embarked on a project to design a town flag that would represent the town's beauty and charm. The longleaf pine tree found throughout the town became the focal point for the flag. Two circles surround the tree to represent the 95,000 acres of land surrounding Patrick. The flag's blue background represents the springs and streams that flow through the area as well as the waters of the Atlantic Ocean (Patrick was once considered the beach. Sand dunes, which resemble the ones along the ocean front are prevalent in the area.) Placed under the two circles are the words "Town of Patrick established 1906." The flag was presented to the Town of Patrick during a ceremony in December.
Contact Rosa Millsaps Privette at 843.498.6994
Town of Port Royal
For many years the Port of Port Royal was a drain on the town's economy. Residents and leaders always dreamed of a day when the Port's 40 acres of waterfront property could be used to benefit the area's economic and social life. In 2003, Governor Sanford announced plans to close the Port. With strong support from area legislators, the General Assembly passed a bill allowing the closure. Closing the Port opened the door for redevelopment. Also, it represented an excellent example of a local government partnering with state elected officials to benefit the entire area. Civic leaders, with public input, combined their efforts to create a conceptual plan that attempts to remesh the property with the existing town, while providing ample economic opportunity with appropriate scale and access. By stating from the onset that the vision had to be based in economic reality, reasonable parameters were established and worked within. With assistance from a Baltimore design firm and input from the community, the Town developed a realistic and logical approach to redevelopment and conducted an extensive amount of research to determine the economic impact of the proposed plan on the community, both now and in the future. The economic component gave legitimacy to the planning effort. Because citizens took such a vested interest in the issues facing the Port of Port Royal, redevelopment is no longer a distant dream. Soon the citizen's will benefit from the Port's redevelopment and will be able to reap the rewards of their hard work.
Contact Van Willis at 843.986.2205
City of Seneca
It is always positive when a city undertakes a project that benefits the community in multiple ways. Seneca found such a project when it renovated the Gignilliat Community Center, a rundown building that once hosted high school athletic events, into a much needed community center. With the City's current Shaver Recreational Center bursting at the seams and a vision of bringing tourism to the City by hosting regional tournaments, the City purchased the 1950 historical landmark for $1.5 million using its hospitality and accommodations tax. Local businesses helped make the renovation a reality by donating materials, equipment and manpower. The new Center houses the original gymnasium with restored hardwood floors, bench seats and a state-of-the-art sound system. There are also meeting rooms with Internet access, a kitchen and concession area as well as office space. In addition to sporting events, the new Center hosts meetings, conventions and weddings. With the renovation of the Gignilliat Center, the City increased the aesthetic value of its downtown while transforming the building into a highly utilized Center.
Contact Greg Dietterick at 864.888.0880
City of Simpsonville
Simpsonville City Council felt the community needed a gathering place that would also commemorate the men and women who served in the armed forces. Veterans Corner became a reality through the efforts of the City of Simpsonville with minimal expenditures of City funds and no corporate funding. A council-appointed committee spearheaded the Veterans Memorial project, which features a monument dedicated to veterans. Fundraising efforts included seeking individual donations and selling engraved bricks for the monument's base. The bricks are engraved with veterans' names. The City's Public Works Department contributed labor and equipment to prepare the site and install the monument. Clemson University students designed a wooden model of the monument, which was then used to cut the actual monument out of Georgia marble. The monument sits on a prominent corner in the downtown and is the focal point for the city's Veteran's Day and Memorial Day observances. The monument is surrounded with flagpoles displaying a flag from every branch of the military, the State, the United States and POW/MIA flags. The Upstate South Carolina Association of Lawn and Landscapers landscaped the area surrounding the monument. Veterans Corner, with its marble sculpture of a waving American flag, is a source of pride and remembrance for the citizens of Simpsonville.
Contact Russell Hawes at 864.967.9526
Town of Summerville
Several accidents in the downtown area influenced the Council to find a way to make the downtown area safer for pedestrians and motorists. The Town leaders felt having a more traditional downtown environment would increase safety and make the area more aesthetically pleasing. Also, they felt improving the area would enhance economic development efforts in the downtown area. With the Town's engineering staff members managing the project, portions of Main Street were narrowed to one lane on each side, giving a 12- to 15-foot buffer between the road and sidewalk. This provided a safer environment for pedestrians. Dedicated left- and right-turn lanes were incorporated into the plan to keep traffic moving fluidly. Also, on-street parallel parking was made safer by adding a 3-foot buffer between the travel lane and the parking space. The staff incorporated "Streetprint," an economical alternative to brick pavers, in several medians and crosswalks. With the downtown area more functional and safer, businesses and shoppers are encouraged to come to Main Street.
Contact Charlie Miller at 843.871.6000
For many years the Port of Port Royal was a drain on the town's economy. Residents and leaders always dreamed of a day when the Port's 40 acres of waterfront property could be used to benefit the area's economic and social life. In 2003, Governor Sanford announced plans to close the Port. With strong support from area legislators, the General Assembly passed a bill allowing the closure. Closing the Port opened the door for redevelopment. Also, it represented an excellent example of a local government partnering with state elected officials to benefit the entire area. Civic leaders, with public input, combined their efforts to create a conceptual plan that attempts to remesh the property with the existing town, while providing ample economic opportunity with appropriate scale and access. By stating from the onset that the vision had to be based in economic reality, reasonable parameters were established and worked within. With assistance from a Baltimore design firm and input from the community, the Town developed a realistic and logical approach to redevelopment and conducted an extensive amount of research to determine the economic impact of the proposed plan on the community, both now and in the future. The economic component gave legitimacy to the planning effort. Because citizens took such a vested interest in the issues facing the Port of Port Royal, redevelopment is no longer a distant dream. Soon the citizen's will benefit from the Port's redevelopment and will be able to reap the rewards of their hard work.
Contact Van Willis at 843.986.2205
City of Seneca
It is always positive when a city undertakes a project that benefits the community in multiple ways. Seneca found such a project when it renovated the Gignilliat Community Center, a rundown building that once hosted high school athletic events, into a much needed community center. With the City's current Shaver Recreational Center bursting at the seams and a vision of bringing tourism to the City by hosting regional tournaments, the City purchased the 1950 historical landmark for $1.5 million using its hospitality and accommodations tax. Local businesses helped make the renovation a reality by donating materials, equipment and manpower. The new Center houses the original gymnasium with restored hardwood floors, bench seats and a state-of-the-art sound system. There are also meeting rooms with Internet access, a kitchen and concession area as well as office space. In addition to sporting events, the new Center hosts meetings, conventions and weddings. With the renovation of the Gignilliat Center, the City increased the aesthetic value of its downtown while transforming the building into a highly utilized Center.
Contact Greg Dietterick at 864.888.0880
City of Simpsonville
Simpsonville City Council felt the community needed a gathering place that would also commemorate the men and women who served in the armed forces. Veterans Corner became a reality through the efforts of the City of Simpsonville with minimal expenditures of City funds and no corporate funding. A council-appointed committee spearheaded the Veterans Memorial project, which features a monument dedicated to veterans. Fundraising efforts included seeking individual donations and selling engraved bricks for the monument's base. The bricks are engraved with veterans' names. The City's Public Works Department contributed labor and equipment to prepare the site and install the monument. Clemson University students designed a wooden model of the monument, which was then used to cut the actual monument out of Georgia marble. The monument sits on a prominent corner in the downtown and is the focal point for the city's Veteran's Day and Memorial Day observances. The monument is surrounded with flagpoles displaying a flag from every branch of the military, the State, the United States and POW/MIA flags. The Upstate South Carolina Association of Lawn and Landscapers landscaped the area surrounding the monument. Veterans Corner, with its marble sculpture of a waving American flag, is a source of pride and remembrance for the citizens of Simpsonville.
Contact Russell Hawes at 864.967.9526
Town of Summerville
Several accidents in the downtown area influenced the Council to find a way to make the downtown area safer for pedestrians and motorists. The Town leaders felt having a more traditional downtown environment would increase safety and make the area more aesthetically pleasing. Also, they felt improving the area would enhance economic development efforts in the downtown area. With the Town's engineering staff members managing the project, portions of Main Street were narrowed to one lane on each side, giving a 12- to 15-foot buffer between the road and sidewalk. This provided a safer environment for pedestrians. Dedicated left- and right-turn lanes were incorporated into the plan to keep traffic moving fluidly. Also, on-street parallel parking was made safer by adding a 3-foot buffer between the travel lane and the parking space. The staff incorporated "Streetprint," an economical alternative to brick pavers, in several medians and crosswalks. With the downtown area more functional and safer, businesses and shoppers are encouraged to come to Main Street.
Contact Charlie Miller at 843.871.6000
City of Sumter
Realizing the need to develop a strategy for commercial growth and redevelop former commercial sites, the City of Sumter appointed the Downtown Committee. The City had a detailed market analysis performed to determine the best areas in the community to market for growth. For the downtown component, the City created new streetscapes with $1.5 million in grants, renovated parking lots and public spaces with a Tax Increment Financing bond and developed two open space parks with donated money from local organizations. One of the parks, the Brody Pavilion area, hosts monthly concerts from April to October. The City invested in dilapidated buildings, demolished them and gave them to developers to build new buildings. A former Western Auto and former Federal Building will soon bring over 1,200 students to the downtown area when Central Carolina Technical College programs move in. For the commercial component, the City is working to bring a blend of restaurants, retail shops and other businesses to the city. These are only a few examples of the significant changes city officials have made to their community. By using existing staff and refocusing efforts placed on commercial growth, the citizens of Sumter will enjoy being able to shop at home while the local government receives the permit fees, utility fees, tax stream and licenses associated with new growth.
Contact Susan Wild at 803.436.2586
Realizing the need to develop a strategy for commercial growth and redevelop former commercial sites, the City of Sumter appointed the Downtown Committee. The City had a detailed market analysis performed to determine the best areas in the community to market for growth. For the downtown component, the City created new streetscapes with $1.5 million in grants, renovated parking lots and public spaces with a Tax Increment Financing bond and developed two open space parks with donated money from local organizations. One of the parks, the Brody Pavilion area, hosts monthly concerts from April to October. The City invested in dilapidated buildings, demolished them and gave them to developers to build new buildings. A former Western Auto and former Federal Building will soon bring over 1,200 students to the downtown area when Central Carolina Technical College programs move in. For the commercial component, the City is working to bring a blend of restaurants, retail shops and other businesses to the city. These are only a few examples of the significant changes city officials have made to their community. By using existing staff and refocusing efforts placed on commercial growth, the citizens of Sumter will enjoy being able to shop at home while the local government receives the permit fees, utility fees, tax stream and licenses associated with new growth.
Contact Susan Wild at 803.436.2586
Town of Wagener
After surviving severe weather in January 2004, the Town of Wagener developed a list of improvements needed to confidently face future natural and man-made disasters. Two priorities included developing emergency procedures and creating a plan to identify and assist senior citizens and other residents with special needs. All departments developed emergency procedures to cover what actions should be taken in case of power outages, inclement weather or other incidents causing an evacuation. Each procedure was written such that someone unfamiliar with the process could complete any task described. To provide a true test of the procedures, the Town held a tabletop exercise that simulated a disaster with all groups that would respond during an emergency. Lasting over two hours, everyone involved walked away with a better appreciation of the roles and expectations of the various responders. To address the second priority, town officials identified senior citizens within the town limits and those with special needs. They were invited to participate in a program that had three options from which to choose. The first option was having police officers check on the individual during and immediately after inclement weather. The second was wellbeing checks that involve either periodic visits or phone calls from a town employee. The third option was a combination of the previous two.
Contact Steve Carver at 803.564.3412
After surviving severe weather in January 2004, the Town of Wagener developed a list of improvements needed to confidently face future natural and man-made disasters. Two priorities included developing emergency procedures and creating a plan to identify and assist senior citizens and other residents with special needs. All departments developed emergency procedures to cover what actions should be taken in case of power outages, inclement weather or other incidents causing an evacuation. Each procedure was written such that someone unfamiliar with the process could complete any task described. To provide a true test of the procedures, the Town held a tabletop exercise that simulated a disaster with all groups that would respond during an emergency. Lasting over two hours, everyone involved walked away with a better appreciation of the roles and expectations of the various responders. To address the second priority, town officials identified senior citizens within the town limits and those with special needs. They were invited to participate in a program that had three options from which to choose. The first option was having police officers check on the individual during and immediately after inclement weather. The second was wellbeing checks that involve either periodic visits or phone calls from a town employee. The third option was a combination of the previous two.
Contact Steve Carver at 803.564.3412
City of York
Effective municipal management often means tackling a number of very important issues at once. In the fall of 2003, York City Council adopted a five-year Capital Improvement Plan. The broad scope of the projects funded, the innovative revenue sources, and the open, public process resulted in a comprehensive plan for the City. The Plan includes police department renovations, city hall expansion and improvements, renovations to the city gymnasium including a new roof, new sports floor, a master plan for the downtown area, a new public works building and enhancements to the gateways into the city. The projects totaling almost $4 million will be funded via General Obligation debt, a Hospitality Tax, the County and an increase in revenues from a franchise fee.
Effective municipal management often means tackling a number of very important issues at once. In the fall of 2003, York City Council adopted a five-year Capital Improvement Plan. The broad scope of the projects funded, the innovative revenue sources, and the open, public process resulted in a comprehensive plan for the City. The Plan includes police department renovations, city hall expansion and improvements, renovations to the city gymnasium including a new roof, new sports floor, a master plan for the downtown area, a new public works building and enhancements to the gateways into the city. The projects totaling almost $4 million will be funded via General Obligation debt, a Hospitality Tax, the County and an increase in revenues from a franchise fee.
The creative process associated with creating the Plan was a major factor in its success. York conducted a needs assessment, studied the City's Comprehensive Plan and reviewed a previously adopted Redevelopment Plan. Officials also opened up the process by advertising the plan and discussing it in open, public meetings. The openness and availability of the "work in progress" resulted in community-wide support for the Plan. The extensive planning and innovative funding used illustrates that York's leaders and citizens alike are committed to improving their community for years to come.
Contact Trey Eubanks at 803.684.2341
Contact Trey Eubanks at 803.684.2341