Population 1,001-5,000: City of Folly Beach
City officials created a riverfront park with a fishing dock and pavilion. They rewrote zoning laws to encourage year-round homes. They improved their only existing recreational park by resurfacing the tennis and basketball courts. Yet despite all this work, there still was no place for young children to play.
and Recreation Committee and solicited residents" ideas on amenities they wanted and where to locate them. Based on the input from the committee and citizens, officials decided to create a handicapped accessible children's park that would showcase Folly Beach's history.
Population 5,001-10,000: City of Hartsville
Population 10,001-20,000: City of Simpsonville
Communications: Town of Turbeville
Economic Development: City of Columbia
Public Safety: City of West Columbia
for a dedicated family violence investigator. This officer received specialized training in the dynamics of family violence and was able to devote time and attention to these sensitive cases.
against women. The device then verbally
translates the phrase to the victim or suspect in their native language.
Public Service: City of Spartanburg
Public Service: City of Spartanburg
a Web site created to reach the young, media savvy target audience. With permission from the city, artists spray-painted graffiti images of the Web site's name around town to publicize the program.
Other entries:
City of Aiken
The City of Aiken created its Healthy Lifestyles program in July 2003 as a way to promote overall health and combat the rising cost of health insurance.
The program began by planning a simple health fair where employees could learn about issues affecting their health. The city partnered with Aiken Regional Medical Centers to host events such as cardiac screenings and lunch and learn sessions. This partnership provided city employees with access to the medical community and to medical screenings.
The city also promoted healthy eating and regular exercise. A gym reimbursement program was started to assist those employees who workout an average of three times a week. A six-month fitness and nutrition program allowed employees the chance to work individually with a nutritionist and fitness counselor.
Aiken's wellness program has grown from an annual health fair into a fully evolved program that tries to reach every employee and make a meaningful difference in their lives.
Contact Al Cothran at 803.642.7785 or acothran@aiken.net
City of Anderson
The Anderson Police Department implemented a proactive tool to help reduce, prevent and solve crimes while strengthening lines of communication between the business community and law enforcement.
Anderson began its Business Watch program in May 2006. City leaders recognized business owners and merchants often are the eyes and ears of the community. Each day, the city sends out a listserv e-mail about crime activity to those citizens who may be able to help solve, prevent or reduce scams, burglaries, robberies, shoplifting, wanted persons, or property damage.
The city created the program with four existing police department staff members and $350 for software. The Business Watch coordinator handles daily data entry and distributes e-mails with timely information to the citizens.
During the first weeks of operation, 38 downtown businesses enrolled in the program. Currently, all city businesses participate in the Business Watch.
Contact Linda McConnell at 864.231.2474 or lmcconnell@cityofandersonsc.com
Town of Batesburg-Leesville
The Town of Batesburg-Leesville is unique in that it is the only consolidated town in South Carolina. Prior to 1993, the town existed as two separate entities, the Town of Batesburg and the Town of Leesville. Each had its own downtown district, town hall and fire department. Just prior to the consolidation, the Town of Leesville built a new fire station, and Batesburg relocated its equipment to outside the central business district. In 2001, Batesburg-Leesville's ISO rating slipped from a Class 6 to a Class 4. Fire officials determined they could raise the rating if the fire stations were better distributed within the town.
In 2006, the town voted to move forward on renovating a vacant bank building in the Batesburg Business District. Fire department members donated their time and expertise to demolish and remodel the existing building. The labor involved included everything from removing the bank's drive-through window and overhang to make way for the truck bay, to wallpapering and laying floor tiles.
The fire station opened for service in February 2007. The result is a new and much-improved fire station for the town not to mention the renovation of a vacant eyesore into a vital community building.
Contact Jason Hendrix at 803.532.4601 or jbtaylor@batesburg-leesville.org
City of Belton
The City of Belton decided to get aggressive about cleaning up vacant and dilapidated properties. The properties were problematic because they often housed vagrants and promoted illegal drug activity. Belton was not large enough to employ to full-time building inspector, making it difficult to enforce or initiate a clean-up program.
Belton officials worked with the county to come up with a plan to remove these buildings. Anderson County handled the inspection and codes enforcement for the projects, and the city adopted an ordinance and system for removing the buildings.
Property owners were notified about the problems and asked to attend a hearing. They were given time to either repair or remove the structure. If no action was taken, the city stepped in.
The city led by example and tore down a vacant building it owned on the main artery in the city. City officials then made a sweep through the city and identified 16 properties needing substantial repair or demolishing.
City officials appropriated $10,000 in the budget to remove buildings not torn down by property owners. The city also received grant money to help in the effort.
Residents have reported decreased drug activity in some neighborhoods and have renewed pride in their community.
Contact David Watson at 864.338.7773 or djwatson@cityofbeltonsc.com
City of Bennettsville
The City of Bennettsville Visitor Center is an example of how valuable and historic structures can be adapted and reused.
The Visitor Center is located in a two-story brick Victorian home built in the late 1800s. The home features a corner turret, an expansive wrap-around porch, original marble mantels and stained-glass windows. It's listed in the Bennettsville National Register Historic District as a "key structure contributing to the character of the Bennettsville Historic District."
The building houses the Visitor Center and the Chamber of Commerce. Both agencies have directors on duty during normal business hours and part-time individuals keep the Center open on weekends and after-hours. The city partners with the Bennettsville Downtown Development Association, the Bennettsville Recreation Department, the Garden Club Council and others as needed.
A computer with public Internet access is available to visitors, and a retail shop with Bennettsville memorabilia is open during operating hours. A conference room also is available for public meetings.
Through saving an historic building, officials also created a place where visitors can learn the history and heritage of Bennettsville.
Contact Ken Harmon at 843.479.3869 or bdda99@yahoo.com
City of Charleston
Faced with rising health care costs, the City of Charleston started a review of its health care plan. City officials decided to make a bold change and implement a comprehensive health and wellness program.
The first goal was to introduce three consumer-driven health care plans with an emphasis on promoting preventative care and disease management. While the preventive care and disease management have no cost for the employees, the remaining benefits in the health plans are based on cost sharing rather than co-payments.
Next, the city introduced several wellness programs, including a gym reimbursement program, a city-sponsored Weight Watchers at Lunch program, the Ten City Diabetes Challenge program and a smoking cessation program.
The rationale was that if city employees became more personally invested in their own health, their quality of life would improve and both the city and the employees would save money in the long term. The changes appear to be paying off: the city's overall health care budget has decreased in 2007.
Contact Joleen Deames at 843.724.7427 or deamesj@ci.charleston.sc.us
Towns of Cheraw and Chesterfield
The towns of Cheraw and Chesterfield have proven when two municipalities work together, an entire region can benefit.
The South Carolina Department of Commerce told officials from both towns they needed to address key issues before they could seriously be considered as sites for prospective businesses and industries. Each town had specific industrial sites, but none that would meet the needs of companies in the 21st century.
The leadership of both communities began discussing the creation of a joint industrial park between the two towns. While sites and plans for such a potential development were being debated, the communities were awarded large tobacco settlement grants by the state Department of Commerce. These funds were eligible to provide infrastructure to specific project sites.
The towns worked together to develop the Carolinas Centre Industrial Park located in the geographic center of the two Carolinas. Working with local county and state agencies and utility companies, Cheraw and Chesterfield were able to create an attractive, inviting and efficient industrial park that will serve as a beacon for economic growth and development in rural Chesterfield County. It is the only industrial park in South Carolina jointly owned by two municipalities.
Contact Bill Taylor at 843.537.8400 or townofcherawbill@bellsouth.net
City of Florence
Studies showed the City of Florence's traditional groundwater resources could not handle the city's future needs. The nearby Pee Dee River provided the most cost-effective source for additional water. Transitioning the city's water source from groundwater to surface water would be a monumental task, and potentially controversial. City officials had to figure out a way to let residents know about the need for the upcoming change and assure consumers the river water would meet their quality expectations.
Staff determined a newsletter would be the best way to communicate the changes and the project's progress. Funded through the Public Works and Utilities" budget, "Florence Fountain," named for the city's welcoming fountain near Interstate 20, debuted in November 2001.
Over the next year, the newsletter informed residents about the new water system with articles and photos. The newsletter was so effective the city continued to produce it even after the water project was completed. The "Florence Fountain" now includes information on everything statistical from financial data to events such as the local Pecan Festival.
City staff handles most of the work for the 28,000-copy newsletter, while an outside agency handles publishing and printing. Sanitation workers deliver the newsletters while emptying roll carts, and meter readers distribute the news-letters to water customers who live outside the city limits. Also copies are placed in city office lobbies and can be downloaded from the city's Web site.
Contact Tom Shearin at 843.665.3113 or tshearin@cityofflorence.com
City of Forest Acres
Over the past few years, it became clear that the City of Forest Acres police units typically arrive before Richland County EMS ambulances to the scene of calls for medical assistance. These calls often involve people suffering a heart attack or cardiac arrest. When CPR or cardiac defibrillation is provided quickly, it can often save a life.
The City of Forest Acres took the step of equipping its police patrol cars with Automatic External Defibrillators. The city also trained personnel on how to use the equipment and certified them in CPR.
The project called for enough AEDs so that all on-duty patrol units could be equipped and prepared for prompt response to calls from restaurants, shopping centers, schools and homes. The Forest Acres Restaurant Association became a partner in the project and supported City Council's decision to fund the purchase and training of the equipment with Hospitality Tax Funds.
In July 2006, the city authorized the state contract purchase of 23 AEDs for $46,200, up to $7,500 for training and 28 supplementary equipment kits totaling about $5,000. A total of 36 city personnel successfully received AED and CPR certification, 31 alone in the city's police department.
At any time, depending on police shift scheduling, there are at least five AEDs mobile in the community and available to save a life.
Contact Mark Williams at 803.782.9475 or mwilliams@forest-acres-sc.gov
City of Gaffney
When Gaffney city officials decided to build a new city hall in 2003, they wanted to include a bit of the city's history in the design.
Council chose to vacate three existing buildings which housed the Community Development Department, the Police Department, the Finance Department, Personnel, Court and Administration. Council members decided to construct one building to house all of these previously separated services.
First, they voted to keep the new city hall on its existing property, land deeded to the City of Gaffney by the heirs of Michael Gaffney, the city's founding father. Keeping the building downtown also was important to downtown revitalization efforts.
The new building was designed with many similarities to the original city hall, which was built in the late 1800s. The design also reflects much of Gaffney's past by including several features of the old Gaffney Manufacturing Plant, as well as the Carnegie Library building located across the street from the city hall.
The design was accented with a clock tower that would hold the 100-year-old bell from the original structure's clock tower.
Gaffney's new city hall is a proud reflection of the city's history and its future.
Contact LeighAnn K. Turner at 864.487.8507 or cityclerk@cityofgaffney-sc.gov
City of Greenville
Greenville is a city that prides itself on the high quality of life it offers its citizens and visitors. To complement its efforts, Greenville City Council enacted a no-smoking ordinance after talking with citizens, visitors and health care professionals about the dangers of smoking.
City staff worked with business owners and members of the medical community to create an overall marketing campaign called "Breathe Easy. You-re in the City." The campaign's goal was to evoke a positive feeling for the quality of life in Greenville in general and the smoking ordinance specifically. Members of the medical community provided health information to help shape the central message of the campaign and lend credence to its significance.
The campaign involved the creation and distribution of buttons, stickers, decals, pole banners and public service announcements.
The "Breathe Easy" initiative was a collaborative effort among City Council, city staff, restaurant owners, medical professionals, the general public and the media. It delivers a smoke-free message while emphasizing the "Greenville experience."
Contact Wanda Stokes at 864.467.4470 or stokesw@greatergreenville.com
City of Greenwood
In 2003, the City of Greenwood embarked on a downtown redevelopment planning process.
Local citizens had expressed concerns the city needed a clearly defined city center and outdoor gathering space. Also, citizens felt the downtown was oversaturated with professional office space, and some key downtown cultural assets, such as the community theatre and museum, were in serious decline.
The city's redevelopment report identified the need to establish a cultural center as an economic catalyst for new development.
Work focused on The Emerald Triangle, a nine-acre triangular shaped area in the heart of downtown. In the three years since the master plan's adoption, more than $7.5 million have been invested or committed to public projects within The Emerald Triangle.
In April 2006, the restored Greenwood Federal Building opened as the Arts Center, a 25,000-square foot facility with an art gallery and reception hall. In February 2007, the renovated Greenwood Community Theatre opened, creating a 300-seat performance venue.
Further downtown renovations in 2007 include the museum, streetscape improvements and the restoration of the facades for 26 buildings within The Emerald Triangle. Also in 2007, the first private investments are being made in downtown, demonstrating that an entrepreneurial spirit is developing in Greenwood.
Contact Charlie Barrineau at 864.942.8411 or charlie.barrineau@cityofgreenwoodsc.com
City of Greer
The City of Greer Fire Department and the Pelham-Batesville Fire Department banded together to save money for their communities and provide citizens with better service.
There had long been a need for a sub-station on the outer portions of Greer's coverage area. Yet the cost of adding one, staffed with personnel and apparatus, was not feasible for Greer alone.
The two fire stations made a joint agreement to share facilities, resources, personnel and equipment. Both entities have benefited from the agreement. It eliminates the duplication of services where boundaries overlap and credits both departments" Insurance Service Office (ISO) ratings, which means a decrease in insurance premiums for citizens.
The arrangement means extra personnel responding to calls and faster response times. It is the first-ever joint agreement between two fire districts in the state.
Contact Christopher Harvey at 864.848.2165 or charvey@cityofgreer.org
City of Hardeeville
When residents of Hardeeville want to find out what's happening in their community, the answer is as close as their television remote. They simply tune into the Hardeeville Television Network.
Hardeeville received its own cable channel and $7,500 for equipment as part of its franchise renewal with the Hargray cable company in 2003. The local programming channel was launched in 2004.
HTVN airs "round the clock, broadcasting Hardeeville City Council meetings, as well as county council and planning commission meetings. The channel also televises city and community events such as the Celebrate Hardeeville Festival and the National Night Out on Crime. A popular program is "This Week in Hardeeville," which gives a weekly wrap-up of local events.
When none of those programs are airing, HTVN televises a rotation of local and national public service announcements, a calendar of upcoming events and contact information for city officials.
The television channel also is a valuable resource when an urgent advisory is issued about a missing child or severe weather.
The hometown channel informs and entertains residents, and city leaders pledge it will grow as Hardeeville continues to grow.
Contact Paul Floeckher at 843.784.2231 or pfloeckher@cityofhardeeville.com
Town of Hilton Head Island
Tourism is the lifeblood of Hilton Head Island, and battling beach erosion is a constant for town officials. The town cannot afford to sit back and let nature take its course. It has to aggressively undertake costly, and sometimes disruptive, beach re-nourishment projects. When the Town of Hilton Head Island was faced with a daunting $16.5 million beach re-nourishment project, town leaders partnered with the Hilton Head Island-Bluffton Chamber of Commerce to develop a communications strategy to educate and inform residents, businesses and visitors about the project.
Officials wanted citizens to recognize beach re-nourishment was important for quality of life and for the island's economy. It was necessary to provide up-to-date and accurate information about the project's timing and how it might affect beach access. Town leaders
also needed to keep owners of accommodations businesses aware of the progress so owners could develop strategies to lessen the inconvenience to their guests.
The town used television, newsletters, brochures, videos, Web content, public and private meetings, newspapers and GPS technology to spread the word about the project.
In the end, more than eight miles of beach were re-nourished by 100 crew members on land and sea in about six months.
As a result of the comprehensive communications strategy, residents, the business community and visitors stayed well informed. Business disruption was minimal. Residents and accommodations businesses not only learned the value of the project but also were able to easily access information and plan accordingly.
Contact Greg Deloach at 843.341.4600 or gregd@hiltonheadislandsc.gov
Town of Irmo
The Town of Irmo planted more than 1,100 trees as part of its effort to promote the health and well-being of its citizens.
Trees offer health, environmental and beautification benefits. Research has shown that in a 12-month period, 100 trees remove 1,000 pounds of pollutants, 400 pounds of ozone and 300 pounds of particulate from the air. They also catch about 100,000 gallons of rainwater per year, resulting in reduced stormwater control costs.
With all of these factors in mind, Irmo officials decided in 1999 to embrace a clean air program. Irmo's Ozone Clean Air Program is designed to meet the U.S. Environmental Agency's ozone clean air standards.
The town planted more than 1,000 trees of different varieties over the past seven years. A combination of federal, state and local funds and private donations funded the $1.8 million endeavor.
Future plans involve the planting of additional trees and several landscaping projects through the town. Officials created an ambitious five-year plan to add another 1,000 trees and plants in the community. The long-range goal is to establish a pure, ozone-free environment where children and families can live, work and grow.
Contact Robert Brown at 803.781.7050 or rbrown@townofirmosc.com
Town of Jackson
The Town of Jackson's Community Center has been a landmark in the community for almost a century, hosting numerous community activities. However, after the Jackson Agricultural Club left the facility in the 1990s, the building fell into disrepair. Once the focus of the Jackson community, years of neglect made the Community Center an eyesore.
The Jackson Town Council made restoring the building back to its dignified state a priority. The town spent nearly $200,000 to upgrade the heating and air conditioning, repaint, resurface wood floors, install ADA-required restrooms, install a commercial-grade kitchen, install quality windows and rewire the electrical system.
The building now serves as a Senior Citizen Congregate meal and activity site, a community center and home of a future museum. It also serves as a meeting site for Westinghouse SRS subcontractors and employees. In addition, the town is negotiating with the YWCA to host year-round educational and recreational youth programs at the facility.
Contact Kevin Etheredge at 803.471.2221 or tojclerk@aikenelectric.net
Town of Lexington
To build upon relationships with local neighborhoods, the Town of Lexington created the Neighborhood Enhancement Action Team (NEAT) program in April 2006.
Each month, the Team visits a selected neighborhood and "brings Town Hall to the residents." The Neighborhood of the Month receives a variety of services on NEAT day, including a meet and greet with the mayor and Town Council; an information tent where residents can ask questions and voice concerns; illegal sign and unlicensed construction checks; bicycle and voluntary child safety seat inspections from the police department; abandoned vehicle and town maintained right-of-way checks; storm drain cleaning; street sweeping and litter patrol.
Residents are encouraged to complete surveys and offer feedback on town services, important issues and the NEAT program. Survey results are shared with Town Council and staff for follow-up.
To date, the Team has visited 13 neighborhoods and impacted approximately 1,800 households. Town officials have addressed and resolved numerous neighborhood issues as a result of the program.
This year, the NEAT program plans to expand to help establish neighborhood associations where they currently do not exist and to bring representatives of local neighborhood associations together to form a local Council of Neighborhoods.
Contact Laura McMickens at 803.356.8238 or lmcmickens@lexsc.com
City of Liberty
Randy, Paula and Simon may not be there, but Liberty's own version of "American Idol" brought out hundreds of people from around the region.
Liberty Idol is a karaoke contest with cash awards offered to the top five contestants. The singing competition began as the brainchild of Liberty citizen Roy Costner. Through a partnership between the city and local Chamber, the first Liberty Idol was held in the gazebo on the city's square on June 24, 2006. It ran every Saturday night for 13 weeks. Contestants competed down to the top five, with winners each week selected by audience votes.
About 500 people participated on the first night. Those numbers grew to 2,000 by the time of the finale. Visitors came from Liberty, Pickens, Easley and Central, and even from Upstate cities like Greenville, Anderson and Clemson. Many visitors spent time shopping and eating in Liberty.
Beginning as a form of entertainment for its community, Liberty Idol brought an economic boost to the city.
Contact Virginia Sue Woods at 864.843.3177 or swoods@libertysc.com
City of Myrtle Beach
The Historic Myrtle Beach Colored School Museum and Education Center was created as a faithful recreation of the city's first school building for African-Americans.
Segregation had forced area black students to be educated in churches, but that all changed when the four-room, wood-frame schoolhouse opened in 1932. The Myrtle Beach Colored School, as it was known, served the community until 1953, when Carver Training Academy opened. The Colored School Building became private property and was used for storage.
In 2001, a road-widening project put the building in danger. The City of Myrtle Beach formed a committee of former students and others to devise a plan to save the old school. The building was too deteriorated to move, but it was dismantled and stored so that pieces could be reused. Efforts turned to recreating the school on a nearby site.
The city, former students, neighbors, the property owners, the school district and a large, national homebuilder worked together on the project. The group generated cash and in-kind contributions totaling $715,000.
Pieces of the old structure were included in the new one. The students were adamant that its name and purpose continue, so the Myrtle Beach Colored School lives on as a museum to the past and an education center for the future.
Contact Mark Kruea at 843.918.1014 or MKruea@cityofmyrtlebeach.com
City of North Charleston
Following in the footsteps of the national State of the Union address and the State of the State, many local officials take the opportunity to provide their citizens with a State of the City report. Often, these "State of the City" addresses are dry events, filled only with facts and figures. While important to communicate the State of the City, the addresses are not necessarily exciting.
Rather than stand at a lectern and deliver a speech, North Charleston Mayor Keith Summey turned to technology to add a little "punch" to his annual address. The mayor delivered his speech through a 17-minute video highlighting some of the positive developments in North Charleston, including residential and commercial growth. Filmed in numerous locations around the city, the video let viewers do more than just hear about the developments. They could experience them. A complete fact package accompanied the video. The cost of the production was about $2,500 and a day's effort by the mayor.
The video set a positive tone for the annual event and has been well-received by viewers. The city has reproduced the video numerous times in response to citizen requests.
North Charleston officials see the video as an evolution in the way to communicate with their citizens.
Contact Raymond Anderson at 843.740.2504 or randerson@northcharleston.org
City of North Myrtle Beach
The City of North Myrtle Beach Department of Public Safety has a new way to reach out to residents. The Community Action Response Team (CART) officers visit neighborhoods throughout the city. The CART officers speak with residents about public safety issues that affect their quality of life. This community-based effort brings public safety officers into the neighborhoods and encourages interaction between officers and residents.
Officers set up in a mobile command post in one community then move to other neighborhoods after a week. Officers spend that time listening to the concerns of residents in the community. From there, the officers work on strategies for improving quality of life in these neighborhoods.
Community members have praised the program and thanked officers for making a difference in their neighborhoods.
Contact William Bailey at 843.280.5555 or whbailey@nmb.us
City of Orangeburg
In 2002, Orangeburg faced the dilemma of having to expand its water treatment facility in the Edisto Memorial Gardens. Studies indicated the facility needed to increase production by 10 million gallons a day.
The immediate concern was the impact on the gardens, which attract scores of visitors who come to see the award-winning roses, azaleas and other flowers. The site hosts the South Carolina Festival of Roses every April to celebrate the blooming of the city's roses.
After studying the alternatives, relocating the facility was not an option because of the cost.
Through careful planning and coordination between Orangeburg's Department of Public Utilities and the Parks and Recreations Department, this project was completed without disrupting the gardens. By expanding the facility, DPU was able to increase its reliability and quality of service at a fraction of the cost of relocating.
DPU has increased its capacity from 19 million gallons per day to 30 million gallons per day. The utility also laid the groundwork for future capacity storage by installing preliminary piping for an Aquifer Storage and Recovery System.
Contact Randy Etters at 803.268.4000 or retters@orbgdpu.com
Town of Port Royal
For decades, the Town of Port Royal had been saddled with an underperforming, underutilized port that had become a nuisance. Not only did it not perform
economically but, it also regularly covered the town in dust and operated noisily at all hours of the day and night.
In July 2003, the town had had enough. City officials wrote a letter to the governor saying the state of South Carolina would be better served by closing this facility and using the funds from the sale to improve existing facilities or improve the sagging state budget. The governor agreed.
What resulted was a long process of negotiation, involving the state Legislature, the South Carolina State Ports Authority, the governor's office and the Town of Port Royal. As indicated by the governor, the impact of the sale would have extensive ramifications on the disposal of other state property. The final outcome of the negotiations is the largest economic development project in the history of Port Royal and an effort to address the town's suffering shrimping industry.
Through an extensive planning process, the officials created a plan to reunite its inaccessible waterfront with the existing town, while creating economic development and opportunity in what has historically been a low to moderate income community in Beaufort County.
Contact Van Willis at 843.986.2205 or vwillis@portroyal.org
Town of Prosperity
With the Town of Prosperity's administrative offices and fire department running out of space, town officials decided to renovate the abandoned Prosperity High School to give them room to grow.
The 80-year-old structure has found new life as the home of the town administrative offices, the police department and mayor's office. It also houses an auditorium, gymnasium and public training room.
Meanwhile, town officials turned the site of the old Town Hall into a new, state-of-the-art fire station. The old fire station became the new home for the rescue squad.
The new auditorium and gymnasium are the ideal location for school and community plays, shows, pageants, industrial courses and rallies. Without the renovation, the town would have been forced to rent facilities to host these events at a cost to the taxpayers.
The former school building is located on a partially developed 25-acre tract, which has a lighted, regulation-size Dixie Youth baseball field, concession stand and restrooms. There also is a
basketball court, multipurpose field, covered picnic shelter and fully equipped playground on the property.
The town secured funding for the renovation through grants, fundraisers and donations. Officials did not raise taxes or utility rates to support the project.
Contact Karen Livingston at 803.364.2622 or klivingston@backroads.net
City of Rock Hill
The urban core of Rock Hill had struggled with deteriorating homes and rising crime rates. City leaders recognized these problems would impact the entire community and decided to take steps to address the inner city problems.
Rock Hill officials organized the Department of Housing and Neighborhood Services (HNS) in 2005 to address the decline of urban core neighborhoods. The Department's mission was to create partnerships between residents, area businesses and local government to create a safer community.
HNS's 22-person staff offers numerous services designed to empower and improve urban core neighborhoods. The Weed and Seed program, launched with the police department; land acquisition; new home construction; rehabbing; first-time home buyers program; credit counseling; and proactive code enforcement all empower residents to become responsible, engaged homebuyers. HNS's Inside Rock Hill is a 10-week civics course that educates citizens on city operation and services and underscores the fact that one involved citizen can effect positive change in a neighborhood.
By placing previously independent services and staff under one umbrella, HNS has successfully maximized resources, minimized costs and changed the lives of some Rock Hill citizens.
Contact Lyn Garris at 803.329.7009 or lgarris@ci.rock-hill.sc.us
City of Sumter
Officials with the City of Sumter recognize communicating with citizens is not just a one-time special project. Because communications is seen as an important part of daily operations, Sumter hired a full-time staff person in 2002 to coordinate the city's communication effort. The communications director has the job of evaluating and creating avenues for communicating with citizens as well as providing an outlet for them to voice their opinions and concerns.
The director uses a wide array of tools to accomplish the city's communication goals, from television and radio to the Internet and special events. In recent years, Sumter launched an e-newsletter and a new Web site with a feature that allows citizens to have direct communication with each city department.
The Tourism Department also falls under the communications director's responsibilities. The city's revamped marketing program focuses not only on tourism recruitment but also on educating the local community about what Sumter has to offer.
The city also reached out to the public by opening the historic Sumter Opera House for Citizens" Night. On these nights, the mayor and council invite the public to voice their opinions and watch a presentation on the state of the city produced by the communications director.
Keys to Sumter's success are the partnerships and relationships created through the communication director's position. The director is the city liaison to numerous committees, community groups and non-profit organizations.
Contact Susan Wild at 803.436.2586 or swild@sumter-sc.com
City of Travelers Rest
As part of its community relations effort, the Travelers Rest Fire Department acquired a Mobile Fire Safety Trailer. This trailer is used by trained staff to teach children how to react in emergency situations such as a house fire or severe weather conditions.
Recent tragic storms, such as the one in Alabama, vividly showed severe weather can strike at any time. The more aware residents are of how to respond, the greater their chances of survival.
The Fire Safety Trailer provides a realistic simulation of actual fire and weather-related conditions. It is a state-of-the-art unit featuring the latest in fire education props as well as a Severe Weather Training Simulator.
This public safety community outreach is being used by schools, civic organizations, church groups and businesses to reach as many children as possible. Several citizens have praised the unit for being highly effective and educational.
Contact Dianna Gracely at 864.834.8740 or dianna@travelersrestsc.com