Population 1 - 1,000: Town of Wagener
During the January 2004 ice storm, Wagener town officials realized they didn't have a way to check on the town's senior citizens. Police officers began a door-to-door check which developed into the Wagener Well-Being Program. However, town officials realized they needed to put together an all-inclusive list to make sure the town knew of all its senior citizens. Two senior citizens volunteered to canvass the town to compile initial lists. These lists were sent to local churches to verify the names and add others.
Wagener officials sent each citizen on the list a letter explaining the program. If they wanted to participate, seniors could choose from three options - a periodic visit by local police, a visit just during and after inclement weather or a combination of the two. Police officers interviewed each participant to document emergency contact information and any special needs.
The program has grown from 44 participants to 71, due largely to neighbors and friends telling others about the program. In addition, police officers visit new members of the community and the recently widowed to inform them of the program. Participants say the well-being checks give them piece of mind, and they enjoy the relationships that have developed with the police department as a result of the visits. For a $50 investment, Wagener is providing a valuable community service with its Wagener Well-Being Program.
Contact Mayor Steve Carver at 803.564.5289 or carverhs@westinghouse.com.
Population 1,001 - 5,000:City of Hardeeville
Population 1,001 - 5,000:City of Hardeeville
By reconstructing an exact replica of Hardeeville's 1928 Consolidated School complex, the city lived up to its motto of "New Horizons, Traditional Values." Hardeeville is experiencing an unprecedented economic boom. To prepare for this growth, Hardeeville needed to expand its City Hall and chose the old Consolidated School complex as the site for the new City Hall.
Although it had fallen into disrepair, the complex served as an emotional and physical centerpiece for the community. The mayor established a committee of former students to provide guidance to the architects and administrators during the process. They would replicate the building's external footprint, while adapting the interior space to serve new functions. A combination of general obligation bonds along with local accommodations and hospitality taxes financed Phase One of the project. Phase One included reconstructing the 10,000-square foot main building and renovating six ball fields.
Although it had fallen into disrepair, the complex served as an emotional and physical centerpiece for the community. The mayor established a committee of former students to provide guidance to the architects and administrators during the process. They would replicate the building's external footprint, while adapting the interior space to serve new functions. A combination of general obligation bonds along with local accommodations and hospitality taxes financed Phase One of the project. Phase One included reconstructing the 10,000-square foot main building and renovating six ball fields.
The building houses council chambers, administrative offices, the building and planning department, the community development department, the recreation department, a community room and the city's first museum. Hundreds of citizens and businesses donated treasures such as class rings, letterman's jackets, yearbooks and photographs to display in the museum. Display graphics depicting historical milestones line the building's main halls, as well as display cases of city and school artifacts, mementos and vintage photography.
With an additional 70 acres of donated land adjacent to the campus, Phase Two will add more ball fields, a new stadium, playground, tennis and basketball courts, an open-air performance center and a 27,000-square foot gymnasium.
Hardeeville's new City Hall and Community Campus offers its citizens a place to build strong community connections with the past and for the future.
Contact Shane Haynes at 843.784.2231 or rshaynes@cityofhardeeville.com.
Population 5,001 - 10,000: City of Lancaster
By partnering with the Communities In Schools (CIS) program, the City of Lancaster has found a way to deliver cost efficient services while helping its youth develop important skills. The CIS program helps students at risk of dropping out of school and those who have already dropped out. CIS works with the students to teach them important life skills and a trade, while continuing their education.
The City of Lancaster first turned to the Communities In Schools" Youth Build program when several houses in the community had code violations and the homeowners could not afford to make the repairs. City Council appropriated $10,500 over two years for Youth Build to purchase materials to make the repairs. Youth in the program provided labor at no cost and learned home building skills, while helping homeowners bring their houses up to code.
The city's fire department also uses the Communities In Schools" Youth Build program when building its Habitat for Humanity homes. The department benefits by the extra helping hands, and the youth benefit from the mentoring and hands-on experience.
The city looked to the CIS program again when it needed to replace its inmate labor program. CIS youth help the city with landscape work such as collecting litter and maintaining the grounds at two of the city's cemeteries.
In 2005, the city received a summer youth employment grant from the South Carolina Department of Transportation. The city and CIS officials selected nine students to provide landscaping and horticulture work the 10 gateway areas into the city. Beyond earning summer cash (the participants received an hourly wage), they learned important life skills through classroom activities.
Contact Steve Willis at 803.286.8414 or swillis@lancastercitysc.com.
Population 10,001 - 20,000: City of Newberry
With the help of strong partnerships, the City of Newberry provided needed affordable housing for its senior citizens when it renovated a neglected neighborhood hospital.
Through the 1990s, city officials watched as the surrounding neighborhood began to mirror the abandoned hospital building and grounds. A needs assessment, conducted in 2001, identified affordable senior housing as one of the community's needs. City staff proposed converting the former hospital into affordable senior housing. The community hospital, built in 1925, would be preserved as a local landmark listed on the National Register of Historic Places while once again providing useful services to Newberry citizens.
Through the 1990s, city officials watched as the surrounding neighborhood began to mirror the abandoned hospital building and grounds. A needs assessment, conducted in 2001, identified affordable senior housing as one of the community's needs. City staff proposed converting the former hospital into affordable senior housing. The community hospital, built in 1925, would be preserved as a local landmark listed on the National Register of Historic Places while once again providing useful services to Newberry citizens.
The City of Newberry partnered with the Newberry County Council on Aging, the Newberry Housing Authority and a developer experienced in rehabilitating and adaptively reusing large, historic properties. This group later formed a corporation, Newberry Hospital LLC, and was charged with securing funding, overseeing the construction and providing long-term property management. With funding from a Community Development Block Grant, HOME program funds, a low interest loan, and state and federal tax credits, the $4.1 million project became a reality in 2004.
The 35 one-bedroom apartments, restricted to low- and moderate-income senior citizens, were all leased within five months of the grand opening. Residents have access to services provided by the Newberry County Council on Aging's Senior Center, adjacent to the renovated hospital. The Senior Center offers lunches, a wellness center, a computer room with Internet access and entertainment such as bingo, musical performances and holiday programs. Senior Center staff also deliver meals from the cafeteria to handicapped tenants and provide transportation to non-emergency medical and dental appointments.
By partnering with numerous local, state and federal agencies to fund, build and staff the new facility, the City of Newberry has found a creative way to provide needed services and resources to its citizens.
Contact Jeff Shacker at 803.321.1018 or jshacker@cityofnewberry.com.
Economic Development: City of Aiken
By educating its citizens and empowering them to invest in themselves, the City of Aiken's comprehensive plan to revitalize its deteriorating north side neighborhoods is showing remarkable results.
The first step of the North Side Revitalization Strategy involved several initiatives. Aiken offered incentives to qualified owners to demolish abandoned buildings. After the city created Dial-A-Dumpster - a free service to community groups cleaning up the streets and vacant lots - trash and junk began to disappear. Grants through the city's emergency repair program helped homeowners make needed repairs. Then the city worked with local churches and hundreds of volunteers to paint houses and clear lots.
To prepare citizens for homeownership, the city offered educational programs such as a Neighborhood University to teach how city departments work, plus home buyer education and credit repair classes. The city has helped hopeful homeowners identify financial resources through partnerships with a local bank, the Aiken Housing Authority and a local church. Where there were once abandoned buildings and neglected yards, Aiken began building new homes sitting on landscaped lots in neatly trimmed neighborhoods with sidewalks, storm drains and streetlights.
To prepare citizens for homeownership, the city offered educational programs such as a Neighborhood University to teach how city departments work, plus home buyer education and credit repair classes. The city has helped hopeful homeowners identify financial resources through partnerships with a local bank, the Aiken Housing Authority and a local church. Where there were once abandoned buildings and neglected yards, Aiken began building new homes sitting on landscaped lots in neatly trimmed neighborhoods with sidewalks, storm drains and streetlights.
City Council vowed to invest $2 million annually to build 50 new houses each year for 10 years to transform all north side neighborhoods. Now that the neighborhoods have turned around, developers are taking an interest and investing in more than 30 homes.
The north side neighborhoods are coming to life. People sit on their front porches and children play in their yards without worrying about crime. Aiken's North Side Revitalization Strategy has added value to the city and its residents by increasing the tax base and reducing the need for police and fire services. At the same time, this initiative adds value to the lives of the north side residents by empowering them to live self-sufficiently in quality housing and a safe neighborhood.
Contact Bill Huggins at 803.642.7654 or bhuggins@aiken.net.
Public Service: City of Myrtle Beach
Myrtle Beach is a popular destination for job seekers with its lure of plentiful jobs. When the tourist season ends, some find it difficult to make ends meet and find themselves living on the streets. Instead of ignoring its homeless population, the City of Myrtle Beach addressed it head-on by developing partnerships to provide transitional housing and resources to get these citizens back on their feet. The first of its kind in South Carolina, the Alliance Inn is a $5 million, three-story building with 54 apartments built for homeless families and individuals.
To lead the project, the city established a nonprofit corporation, the Home Alliance, Inc., made up of board members from agencies and churches already providing services to the homeless population. Home Alliance, Inc. partnered with Douglas Company, a low-income housing builder to construct and manage the property. Once the city purchased the land, funding for the project came from a creative mix of grants, loans and tax credits from local, state and federal organizations.
To become an Alliance Inn tenant, an individual must be referred by a participating agency or emergency shelter. Before being accepted, the individual must meet Myrtle Beach Housing Authority's requirements for rental assistance. Once accepted, tenants must attend housekeeping classes, budgeting seminars, job training and childcare instruction.
Apartments are fully furnished, and the complex includes a community room, laundry facilities, a playground, police substation and an on-site medical center. With an on-site case manager and an array of support services available, such as Alcoholics Anonymous and counseling, residents have the tools and support to get back on their feet. Tenants must seek work and move out within two years. The Myrtle Beach Housing Authority helps find permanent affordable housing for those ready to make it on their own. Two families have already found permanent housing and four are ready to graduate - all well ahead of their two-year schedule.
By offering transitional housing and coordinated, concentrated assistance to homeless people, Myrtle Beach is achieving its goal of reducing the homeless population and helping people return to society.
Contact Mark Kruea at 843.918.1014 or mkruea@cityofmyrtlebeach.com.
Public Safety co-winner: City of Orangeburg
In an effort to improve emergency services and the quality of life for its citizens, the City of Orangeburg combined its fire and police departments into one public safety department. The city went from 45 police officers and 40 firefighters to 85 cross-trained and cross-functioning public safety officers.
Orangeburg focused on training, equipment and personnel to reduce the department's ISO rating. After reducing its ISO rating from a Class 6 to a Class 4, the department knew its efforts were working.
With a proactive approach to improving the quality of life in Orangeburg, the department adopted a community policing philosophy. Initiatives such as crime watch, business watch and a TV program entitled "Orangeburg Fights Back" were started. The department also established a comprehensive fire inspection program. These community programs have fostered respectful relationships between the community and the department. The department was rewarded for its hard work and professionalism when it received accreditation from the International Commission on Accreditation for Law Enforcement Agencies in 2003.
Continuing to improve services, the city established two more fire stations and built a new multi-million dollar public safety facility. The new facility doubles the department's workspace and provides state-of-the-art facilities to help meet the community's needs.
The department hired a full-time forensic chemist to examine drug evidence and testify for law enforcement agencies in the 1st Judicial Circuit. To encourage increased professionalism in the department, the city started a tuition assistance program for advanced education. Three officers have received master's degrees and 16 have bachelor's degrees. Several others are working toward their degrees.
Proactive law enforcement, dedicated fire service, public fire education and community outreach have helped the Orangeburg Public Safety Department improve its emergency services, reduce crime rates and increase the quality of life for its citizens.
Contact John Yow at 803.533.6000 or jyow@orangeburg.sc.us.
Public Safety co-winner: City of Cheraw
The Town of Cheraw found a creative way to acquire additional space for its police department, while maintaining the department's downtown presence and saving taxpayer's dollars. In the 1980s, the police department renovated and moved into a former train depot located in Cheraw's historic downtown. The facility not only met the department's needs but also preserved part of Cheraw's history. A decade later, the department had outgrown its new facility. Twenty-four officers shared two 10x8 spaces, and computers were stationed in the hallways.
Cheraw's officials embarked on an ambitious project to remodel the police department's current facility and connect it to an adjacent building. This renovation more than quadrupled the department's space to 14,000-square feet. With the depot still serving as the nerve center, renovations allowed for larger offices, dedicated storage spaces, a communication center, a larger public lobby and an evidence locker. The renovated annex houses additional offices, locker room and shower, kitchen and eating area, and interrogation room.
Once only large enough for five people, the department's new training room can accommodate 100. Also, the space is used for training by other criminal justice agencies and police departments as well as for community meetings and social gatherings. What was once the annex's garage service area is now South Carolina's only two-lane indoor shooting range with controlled lighting to simulate nighttime conditions.
Using a creative approach to give its police department additional needed space, the Town of Cheraw was able to save tax dollars while maintaining its police department's downtown presence.
Contact Bill Taylor at 843.537.7283 or townofcherawbill@bellsouth.net.
Public Works: City of York
Public Works: City of York
The City of York went trenchless to upgrade its sewer infrastructure. With the age of the infrastructure, rising maintenance costs, the need for constant repairs and the inconvenience to business owners and residents, this public works project had been one of the city's top priorities for three years. Funding came from a partnership between the city and the Catawba Regional Council of Governments to secure a Community Development Block Grant.
York chose to use pipe bursting, a trenchless method of sewer infrastructure replacement, for the project. Pipe bursting eliminates large open-cut trenches that are costly and dangerous. This method eliminated the need to cut streets and sidewalks and didn't interfere with residents" landscaping. The most obvious benefit was the speed of the installation. The contractor installed sections of new sewer main from 300 to 750 feet long within the same working day. The pipe is heat fused together so there is no potential for root intrusion or blockages. It has a lifespan of 75 to 100 years resulting in reduced maintenance costs.
Working closely with the contractor and engineering firm, the city reduced costs to its citizens by replacing the water service while the sewer was being replaced. Two hundred and sixty residents and several businesses benefitted from the project.
By planning ahead, using new technology and working together with several partners, the City of York was able to accomplish the goals of its project with as little inconvenience as possible to its citizens.
Contact Trey Eubanks at 803.684.2341 or teubanks@yorkcitysc.com.
Other Entries
City of Belton
The City of Belton was plagued by dilapidated vacant houses, which attracted vagrants and illegal drug activity. City officials decided it was time to take an aggressive approach to cleaning up Belton. Without a full-time building inspector, it was difficult to enforce any program to repair or remove vacant houses. So city officials approached the county's building and codes department to handle inspections and codes enforcement. To set an example, city officials first demolished a piece of property it owned along the main artery in town. They identified 16 properties in need of substantial repair or demolition. Since the project began in 2004, nine buildings have been removed, six repaired and four are pending. Council appropriated $10,000 to remove buildings not torn down by property owners, but so far the city has only had to pay for two demolitions.
The City of Belton was plagued by dilapidated vacant houses, which attracted vagrants and illegal drug activity. City officials decided it was time to take an aggressive approach to cleaning up Belton. Without a full-time building inspector, it was difficult to enforce any program to repair or remove vacant houses. So city officials approached the county's building and codes department to handle inspections and codes enforcement. To set an example, city officials first demolished a piece of property it owned along the main artery in town. They identified 16 properties in need of substantial repair or demolition. Since the project began in 2004, nine buildings have been removed, six repaired and four are pending. Council appropriated $10,000 to remove buildings not torn down by property owners, but so far the city has only had to pay for two demolitions.
Belton has received a CDBG grant to continue its work. The project has led to other cleanup efforts, including participation in the Palmetto Pride anti-litter program and a downtown revitalization effort.
Contact Alan Sims at 864.338.7495 or alansims@cityofbeltonsc.com.
City of Bennettsville
After being named South Carolina's first GREAT Town in the late 1990s, Bennettsville took on the ambitious project of creating and implementing a downtown master plan. The plan focused on three projects: renovating a downtown building for the police department, creating downtown upper-story housing and creating a chamber of commerce to promote local businesses.
After being named South Carolina's first GREAT Town in the late 1990s, Bennettsville took on the ambitious project of creating and implementing a downtown master plan. The plan focused on three projects: renovating a downtown building for the police department, creating downtown upper-story housing and creating a chamber of commerce to promote local businesses.
With the police department growing out of its building, city officials knew it was time to make a change. The former department building was built in 1972 and could only accommodate 15 police officers. To house the police department and a fitness center, City Council voted to lease a 6,000-square foot downtown building with the option to purchase to house the police department and a fitness center. The building now has room for the 41 law enforcement employees. As an added benefit, the fitness center, which is available to city employees and the public, aims to keep the community healthy and happy.
The City of Bennettsville also helped create 22 low- to moderate-income apartments in Bennettsville's Historic Downtown District. An innovative public-private partnership developed the Downtown Upper-Story Housing Project to provide residences on the second and third floors of commercial buildings that had previously been vacated. The project provided a jump-start for rehabilitating other downtown properties.
The city provided funding to create a local chamber of commerce to sponsor events and bring community leaders together. The chamber is unique because it is the only one in South Carolina funded and operated by a municipality.
Contact Angela Ward at 843.479.9001 ext. 319 or awward@mecsc.net.
City of Camden
Downtown merchants and visitors to Camden enjoy free wireless Internet access. The service is through a city-provided wi-fi mesh system covering much of the central business district. City officials decided to pursue the wi-fi project to improve the communications ability of the city's service departments and to provide valuable new services for residents. Based on conventional wi-fi technology, the system was designed for easy expansion. Officials hope to provide city-wide coverage of the network so the police and fire departments can move a step closer to paperless administrative procedures. The public works department also hopes it will lead to wireless Supervisory Control and Data Acquisition (SCADA) operations and remote power and water meter reading.
Downtown merchants and visitors to Camden enjoy free wireless Internet access. The service is through a city-provided wi-fi mesh system covering much of the central business district. City officials decided to pursue the wi-fi project to improve the communications ability of the city's service departments and to provide valuable new services for residents. Based on conventional wi-fi technology, the system was designed for easy expansion. Officials hope to provide city-wide coverage of the network so the police and fire departments can move a step closer to paperless administrative procedures. The public works department also hopes it will lead to wireless Supervisory Control and Data Acquisition (SCADA) operations and remote power and water meter reading.
The city's electric line crews installed the equipment in just three weeks, and Camden has experienced no technical issues to date. Most important, residents have expressed pride they live in a city that would offer such a sophisticated service - and offer it without charge.
Contact G. Frank Broom Jr. at 803.432.2421 or gfbjr@camdensc.org.
Town of Chapin
The Town of Chapin joined with the Crooked Creek Art League, the chamber of commerce and local businesses to showcase original art for the holiday season. Artists painted festive pictures on one side of large red banners. The reverse side displayed the new "Stop "n Shop Chapin" logo. The banners were auctioned off at the annual Chapin Chamber of Commerce awards dinner and auction with proceeds divided between the Chamber and the Art League. The banners were hung throughout the town for the holiday season. In addition to giving the town a festive mood, the banners promoted local businesses and supported the arts community. The town already plans to work with the Art League again when the town's new logo is developed.
The Town of Chapin joined with the Crooked Creek Art League, the chamber of commerce and local businesses to showcase original art for the holiday season. Artists painted festive pictures on one side of large red banners. The reverse side displayed the new "Stop "n Shop Chapin" logo. The banners were auctioned off at the annual Chapin Chamber of Commerce awards dinner and auction with proceeds divided between the Chamber and the Art League. The banners were hung throughout the town for the holiday season. In addition to giving the town a festive mood, the banners promoted local businesses and supported the arts community. The town already plans to work with the Art League again when the town's new logo is developed.
Contact Stanley E. Shealy at 803.345.1873 or MayorStan@sc.rr.com.
City of Chester
Residents in Chester have learned the ABCs of recreation. City leaders wanted to take steps to improve the quality of life for families in the area. The City of Chester Parks and Recreation Department created the ABCs Building Blocks of Recreation - "Advancing Opportunities, Building Relationships and Cultivating Minds." These steps allow the city to reach across age and economic barriers by providing various programs that cater to citizens" unique needs.
Residents in Chester have learned the ABCs of recreation. City leaders wanted to take steps to improve the quality of life for families in the area. The City of Chester Parks and Recreation Department created the ABCs Building Blocks of Recreation - "Advancing Opportunities, Building Relationships and Cultivating Minds." These steps allow the city to reach across age and economic barriers by providing various programs that cater to citizens" unique needs.
The parks and recreation department has senior programming that offers bingo games and various exercises. Children and teens have opportunities to learn and socialize through the "Building Relationships" project. Basketball leagues and summer day camps, as well as special sessions on teen safety and health, are offered. The program also aims to cultivate the minds of both the young and old. With its partners, Teens United For the Future, a juvenile justice police officer and an aerobics instructor, Chester sponsored a "girls night out." The event educated girls of the dangers of being sexually active and the importance of being healthy.
Through its ABC program, Chester is enhancing its citizens quality of life.
Contact David Linder at 803.581.7429 or CCPR@Chestertel.com.
City of Easley
As in most cities, Easley citizens want to see growth and improvements to the place they live. City officials and business leaders worked together to begin revitalizing downtown improving the quality of life and increasing business opportunities. The first step was building a downtown parking lot for businesses and citizens. The only parking available had been behind stores, which was inconvenient and a safety hazard, as emergency vehicles could not gain access to the back of most of the stores. Work began with the demolition of three warehouses. Utilities were moved underground. As the nine-month project came to a close, the city hired a professional landscaping company to add an underground sprinkler system and plant grass, trees and flowers. What once was an eyesore to the downtown area has been changed to a beautiful, convenient parking lot to serve citizens for years to come.
As in most cities, Easley citizens want to see growth and improvements to the place they live. City officials and business leaders worked together to begin revitalizing downtown improving the quality of life and increasing business opportunities. The first step was building a downtown parking lot for businesses and citizens. The only parking available had been behind stores, which was inconvenient and a safety hazard, as emergency vehicles could not gain access to the back of most of the stores. Work began with the demolition of three warehouses. Utilities were moved underground. As the nine-month project came to a close, the city hired a professional landscaping company to add an underground sprinkler system and plant grass, trees and flowers. What once was an eyesore to the downtown area has been changed to a beautiful, convenient parking lot to serve citizens for years to come.
Contact Tommy R. Holcombe at 864.855.7908 or tholcombe@easley-sc.org.
City of Greenville
The public was tired of empty storefronts, vacant lots and increased crime in Greenville's West End community. City leaders came up with a redevelopment plan to facilitate major infrastructure improvements and growth. The master revitalization plan involved some big changes like removing the Camperdown Bridge over the Reedy River to erect the new Liberty Bridge. The plan also called for bringing in community police patrols to deter crime and adding mixed-use development. Today the West End is home to a number of new amenities, including the multi-million dollar, state-of-the-art Greenville Drive Baseball Stadium. The West End also features the Peace Center for the Performing Arts, the Governor's School of the Arts, West End Market, and dozens of restaurants, shops, offices and homes. The West End now is the most sought-after location in the City of Greenville.
The public was tired of empty storefronts, vacant lots and increased crime in Greenville's West End community. City leaders came up with a redevelopment plan to facilitate major infrastructure improvements and growth. The master revitalization plan involved some big changes like removing the Camperdown Bridge over the Reedy River to erect the new Liberty Bridge. The plan also called for bringing in community police patrols to deter crime and adding mixed-use development. Today the West End is home to a number of new amenities, including the multi-million dollar, state-of-the-art Greenville Drive Baseball Stadium. The West End also features the Peace Center for the Performing Arts, the Governor's School of the Arts, West End Market, and dozens of restaurants, shops, offices and homes. The West End now is the most sought-after location in the City of Greenville.
Contact Wanda Stokes at 864.467.4470 or stokesw@greatergreenville.com.
City of Greer
The need for more fire and emergency services increased along with population growth in the City of Greer. Greer needed another fire sub-station, but the cost of building and staffing it was not economically feasible. Fire department officials approached the Pelham-Batesville Fire Department about possible joint operations to cover the area in where a sub-station was needed. The departments agreed sharing a station would be beneficial to both. The arrangement saved taxpayers from paying for a new sub-station. Officials also can modify the agreement to utilize other Pelham-Batesville stations if needed.
The need for more fire and emergency services increased along with population growth in the City of Greer. Greer needed another fire sub-station, but the cost of building and staffing it was not economically feasible. Fire department officials approached the Pelham-Batesville Fire Department about possible joint operations to cover the area in where a sub-station was needed. The departments agreed sharing a station would be beneficial to both. The arrangement saved taxpayers from paying for a new sub-station. Officials also can modify the agreement to utilize other Pelham-Batesville stations if needed.
Contact Christopher Harvey at 864.848.2165 or charvey@cityofgreer.org.
Town of Hilton Head Island
The Town of Hilton Head Island is steeped in military tradition. Parris Island Marine Training Facility, Beaufort Marine Corps Air Station and Savannah's Hunter Army Airfield are all within a short drive. The area also is home to a large number of active and retired servicemen and women. With such a deep military presence, town leaders thought it only fitting to find a way to honor veterans. Previous veteran's ceremonies had been scattered throughout the town. Yet town leaders wanted a central location to gather the Island's veterans. The idea of a veterans" memorial was born.
The Town of Hilton Head Island is steeped in military tradition. Parris Island Marine Training Facility, Beaufort Marine Corps Air Station and Savannah's Hunter Army Airfield are all within a short drive. The area also is home to a large number of active and retired servicemen and women. With such a deep military presence, town leaders thought it only fitting to find a way to honor veterans. Previous veteran's ceremonies had been scattered throughout the town. Yet town leaders wanted a central location to gather the Island's veterans. The idea of a veterans" memorial was born.
The town agreed on Shelter Cove Community Park for the site. The town and coalition members worked on the design with a local architect, who donated his services.
The Hilton Head Island Veterans" Memorial was finished in time for the 2005 Veterans" Day Ceremony.
Contact Mike Roan at 843.341.4688 or miker@hiltonheadislandsc.gov.
City of Mauldin
A Mauldin businessman was inspired when he learned about the National Miracle League Program and decided to bring a Miracle League to Mauldin. One of the hallmarks of the Miracle League organization is a sports field with an injury-free surface. The National Miracle League has partnered with an organization that designs, creates, manufactures and installs the fields using recycled tires. The special field allows players to roll, slide, run or even fall without getting hurt. The Miracle League field would give children with almost any type of disability the chance to play ball. Mauldin's Sunset Park already had an asphalt softball field for wheelchair softball. Mauldin City Council approved resurfacing the asphalt field, and work began. Opening Day ceremonies for the Mauldin Miracle League were held April 16, 2005. Donations of time and money came from local churches, civic organizations and businesses. Mauldin's Miracle League is the first in the Upstate and the third in South Carolina (along with Myrtle Beach and Charleston). The Mauldin Miracle League provides a safe opportunity for disabled children to play baseball, and it allows families to interact and build support networks.
A Mauldin businessman was inspired when he learned about the National Miracle League Program and decided to bring a Miracle League to Mauldin. One of the hallmarks of the Miracle League organization is a sports field with an injury-free surface. The National Miracle League has partnered with an organization that designs, creates, manufactures and installs the fields using recycled tires. The special field allows players to roll, slide, run or even fall without getting hurt. The Miracle League field would give children with almost any type of disability the chance to play ball. Mauldin's Sunset Park already had an asphalt softball field for wheelchair softball. Mauldin City Council approved resurfacing the asphalt field, and work began. Opening Day ceremonies for the Mauldin Miracle League were held April 16, 2005. Donations of time and money came from local churches, civic organizations and businesses. Mauldin's Miracle League is the first in the Upstate and the third in South Carolina (along with Myrtle Beach and Charleston). The Mauldin Miracle League provides a safe opportunity for disabled children to play baseball, and it allows families to interact and build support networks.
Contact Van Brannon at 864.288.4910 or mauldinrec@charter.net.
Town of McCormick
The Town of McCormick was looking for ways to promote growth and enhance tourism. Officials struck gold when they decided to restore a piece of the town's rich mining heritage. In the 1850s, mines, mine tunnels and mining operations were scattered throughout the town. One of the richest strikes was the "Billy Dorn Mine," which yielded more than $1 million in gold. In 2002, the Town of McCormick bought the mine from the county. An engineering firm developed plans to turn the mine property into a safe park that would enhance heritage-based tourism. The town created parking areas and sidewalks, and constructed fencing, a covered concrete gold panning sluice, restrooms and a ticket/souvenir booth.
The Town of McCormick was looking for ways to promote growth and enhance tourism. Officials struck gold when they decided to restore a piece of the town's rich mining heritage. In the 1850s, mines, mine tunnels and mining operations were scattered throughout the town. One of the richest strikes was the "Billy Dorn Mine," which yielded more than $1 million in gold. In 2002, the Town of McCormick bought the mine from the county. An engineering firm developed plans to turn the mine property into a safe park that would enhance heritage-based tourism. The town created parking areas and sidewalks, and constructed fencing, a covered concrete gold panning sluice, restrooms and a ticket/souvenir booth.
The grand opening for the Heritage "Gold Mine" Park was held on May 14, 2005. Operated by volunteers, the park draws about 100 visitors monthly who take guided tours, pan for gold and learn about McCormick's history of gold mining.
Contact Bernard Welborn at 864.852.2225 ext. 24 or bwelborn@nctv.com.
Town of Mount Pleasant
Faced with skyrocketing growth, the Town of Mount Pleasant embarked on a unique growth management program. The town's Building Permit Allocation Program (BPAP) limits the number of new residential building permits issued each year. Through the pro-rata program, the town can maintain a 4 percent growth rate through Dec. 31, 2010. That's significantly lower than its 2000 rate of 9 percent. The Building Permit Allocation Program allows the town time to complete its seven-year Capital Improvement Plan, which was based on a 3 percent rate of growth. BPAP is a way for the town to control growth, keep taxes low, protect quality of life and provide for the health and safety of residents.
Faced with skyrocketing growth, the Town of Mount Pleasant embarked on a unique growth management program. The town's Building Permit Allocation Program (BPAP) limits the number of new residential building permits issued each year. Through the pro-rata program, the town can maintain a 4 percent growth rate through Dec. 31, 2010. That's significantly lower than its 2000 rate of 9 percent. The Building Permit Allocation Program allows the town time to complete its seven-year Capital Improvement Plan, which was based on a 3 percent rate of growth. BPAP is a way for the town to control growth, keep taxes low, protect quality of life and provide for the health and safety of residents.
Contact Martine Wolfe at 843.884.8517 or publicinfo@townofmountpleasant.com.
City of North Myrtle Beach
North Myrtle Beach residents wanted a place for their families to swim and exercise. The administration and city council set out to create a facility that would not only meet the health and fitness needs of citizens but also become a place that brings the community together. In November 2005, North Myrtle Beach completed the $8.6 million, 64,000-square foot North Myrtle Beach Aquatic and Fitness Center. The facility offers an indoor swimming pool, a therapy pool, fitness area, aerobics studios, racquetball courts, walking track and gymnasium. The fitness center was designed to be accessible to everyone in the community, including young families, older adults and the disabled. Equipment in the fitness room is specially designed to be used by individuals with disabilities. There also are special bikes that are easier for older people to use. A child watch area is available for the youngest members. The fitness center partners with Seacoast Medical Center to provide on-site health and wellness information and programs. The center operates solely on membership fees and facility rental revenues. In its first four months of operation, the center enrolled 2,000 members.
North Myrtle Beach residents wanted a place for their families to swim and exercise. The administration and city council set out to create a facility that would not only meet the health and fitness needs of citizens but also become a place that brings the community together. In November 2005, North Myrtle Beach completed the $8.6 million, 64,000-square foot North Myrtle Beach Aquatic and Fitness Center. The facility offers an indoor swimming pool, a therapy pool, fitness area, aerobics studios, racquetball courts, walking track and gymnasium. The fitness center was designed to be accessible to everyone in the community, including young families, older adults and the disabled. Equipment in the fitness room is specially designed to be used by individuals with disabilities. There also are special bikes that are easier for older people to use. A child watch area is available for the youngest members. The fitness center partners with Seacoast Medical Center to provide on-site health and wellness information and programs. The center operates solely on membership fees and facility rental revenues. In its first four months of operation, the center enrolled 2,000 members.
Contact Don Campbell at 843.280.5574 or decampbell@nmb.us.
Town of Pendleton
In 2004, Pendleton was devastated by the accidental death of a local 12-year-old, Barrett Beck. Pendleton Pride in Motion, a group of concerned and involved citizens, approached town officials about building a new playground in honor of the boy and call it "Barrett's Place Playground." Already aware of the deteriorating facilities at its existing park, town leaders enthusiastically supported the project.
In 2004, Pendleton was devastated by the accidental death of a local 12-year-old, Barrett Beck. Pendleton Pride in Motion, a group of concerned and involved citizens, approached town officials about building a new playground in honor of the boy and call it "Barrett's Place Playground." Already aware of the deteriorating facilities at its existing park, town leaders enthusiastically supported the project.
Pendleton Pride in Motion hired a company specializing in custom-designed community-built playgrounds. The company designed the playground using ideas and suggestions from local children. Pendleton Pride in Motion raised more than $180,000 to build the park, and more than 1,700 volunteers gathered to work on it over several days. Pendleton Pride in Motion also was able to present a $5,000 check to town officials to cover annual maintenance costs. In December, more than 400 children attended the park's dedication.
Improvements continue to be made on the 24- acre park. Plans are in the works to build a new restroom facility and pavilion. A local family approached the town about raising funds to create a nature trail in memory of its son, who died of cancer. What started out as a tragedy turned into a project that drew the community together with pride and enthusiasm.
Contact Teri Perry-Sloan at 864.646.9022 or tperry@townofpendleton.org.
City of Simpsonville
Citizens and city leaders wanted to provide a park that would offer a quality experience for children and their families. Working together, they created Heritage Park, a 90-acre recreational facility. Leaders wanted the family-friendly park to serve local baseball and softball leagues and strengthen the local economy by hosting regional tournaments.
Citizens and city leaders wanted to provide a park that would offer a quality experience for children and their families. Working together, they created Heritage Park, a 90-acre recreational facility. Leaders wanted the family-friendly park to serve local baseball and softball leagues and strengthen the local economy by hosting regional tournaments.
The recreation complex includes six regulation-sized baseball/softball fields, two score towers, paved and lighted walking trails, bike paths, picnic shelters, three football/soccer fields, two playgrounds and a fully operational miniature replica steam engine which is open for rides. An activity center, called the CentrePlex, offers an arcade, food services, eating areas and a police substation. The park also has a practice facility for children featuring batting cages and a full-size infield.
The city plans to add a skate park, roller hockey rink, playground, additional walking trails and picnic shelters.
Contact Russell Hawes at 864.967.9526 or rhawes@simpsonville.com.
City of Sumter
While Sumter has long been proactive in recruiting new industries, most of the industrial parks are located outside the corporate limits and typically don't add to the city's tax base. City leaders began exploring the potential of increasing commercial development. City officials realized that Sumter needed to embrace retail as the cornerstone of its economic development strategy to grow its tax base. Many national retail chains have reached expansion capacity in large markets and are considering smaller markets like Sumter for their future projects. City officials didn't want to wait for the developers and national chains to find Sumter. They decided it was imperative to put their marketing message in front of retail prospects. City leaders expanded the downtown redevelopment office and created an office of growth and development. Sumter officials have worked to create awareness of their market among national retailers and developers. Currently, three large developers are competing to do a "big box" development that could be as large as $50 million. The growth and development department also has structured incentive packages to encourage "smart growth" to redevelop former Wal-Mart and Kroger sites.
While Sumter has long been proactive in recruiting new industries, most of the industrial parks are located outside the corporate limits and typically don't add to the city's tax base. City leaders began exploring the potential of increasing commercial development. City officials realized that Sumter needed to embrace retail as the cornerstone of its economic development strategy to grow its tax base. Many national retail chains have reached expansion capacity in large markets and are considering smaller markets like Sumter for their future projects. City officials didn't want to wait for the developers and national chains to find Sumter. They decided it was imperative to put their marketing message in front of retail prospects. City leaders expanded the downtown redevelopment office and created an office of growth and development. Sumter officials have worked to create awareness of their market among national retailers and developers. Currently, three large developers are competing to do a "big box" development that could be as large as $50 million. The growth and development department also has structured incentive packages to encourage "smart growth" to redevelop former Wal-Mart and Kroger sites.
Contact Susan Wild at 803.436.2586 or swild@sumter-sc.com.
Town of Trenton
The Town of Trenton is proud of its heritage and wanted to preserve its Town Square, which is listed as a site on the South Carolina National Heritage Corridor. The Town Square has been the site of memorials, military recognitions and community festivals. Yet the mayor and town council agreed it needed improvements to be better used by residents and visitors. The South Carolina National Heritage Corridor provided two signs for the square, one detailing Trenton's history and the other depicting additional regional sites in the corridor. Through a South Carolina Department of Transportation grant, the town made numerous improvements to the square, such as adding underground utilities, period lighting, a clock, benches and landscaping.
The Town of Trenton is proud of its heritage and wanted to preserve its Town Square, which is listed as a site on the South Carolina National Heritage Corridor. The Town Square has been the site of memorials, military recognitions and community festivals. Yet the mayor and town council agreed it needed improvements to be better used by residents and visitors. The South Carolina National Heritage Corridor provided two signs for the square, one detailing Trenton's history and the other depicting additional regional sites in the corridor. Through a South Carolina Department of Transportation grant, the town made numerous improvements to the square, such as adding underground utilities, period lighting, a clock, benches and landscaping.
To further enhance the beauty and safety of the town, Trenton worked with the Edgefield County Transportation Committee to expand its sidewalks. More than 6,000 feet of sidewalks were built throughout town.
Contact Bernard Welborn at 864.993.4335 or bwelborn@nctv.com.