2011 Winners

Population 1-1000: Town of Ridgeway

Until recently, the Town of Ridgeway had not changed much in about 50 years. A small, unique community built along a ridge in the 1790s, Ridgeway offered only a few stable businesses in its downtown area. Today, however, Ridgeway residents are hearing their neighboring communities ask, "What's happening in Ridgeway?"

 

The town is undergoing a renaissance, thanks to a strategic downtown economic revitalization plan entitled "Ridgeway is En (Entrepreneurial) Business." These days, the population of the town doubles each month, as some 300 to 400 visitors and tourists come to shop, read and dine in Ridgeway's vibrant downtown area. Where only four stable businesses once existed, there are now 11 downtown businesses and eight on nearby streets. Every downtown storefront is occupied.

 

That was the simple goal of the town's strategic plan. Most of the new businesses are entrepreneurial in nature, including the top ranked tearoom in South Carolina. Nine of the businesses are owned and operated by women; the others are family-owned.

 

With input from residents, many local businesses, and other Fairfield County residents and government officials, the town's economic development committee put together the plan. A merchants" association emerged to support event planning, public relations and advertising.

Downtown Ridgeway business owners sponsor events and conduct special sales. Property owners reduced rents and made repairs for new businesses. The town improved the appearance of downtown with fixtures and maintenance. The town also upgraded its website and highlighted businesses in a newsletter.

 

The physical uniqueness of the town combined with its cleanliness, safety and welcoming environment is serving as a magnet to those who visit and a model for other similar municipalities.

 

The benefit to residents is clear. Aside from the growing sense of pride in the community, new businesses have meant increased revenue for the town, which helps provide for more services. That, in turn, makes Ridgeway a town where others will want to live and raise their children.

 

Thanks to a shared vision, a strong partnership between the town and its businesses coupled with a unified community effort, "Ridgeway is En (Entrepreneurial) Business."

 

Contact Mayor Charlene Herring at charleneherring@gmail.com or 803.337.3316.

 

 

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

The Town of Central has a rich railroad history. Established in 1875 as a railroad community, the town received the name "Central" because of its location halfway between Charlotte and Atlanta.

Today, the town has teamed with the Central Railroad Model and Historical Association, a local nonprofit organization, to capitalize on that history. The partners constructed the Central Railway Museum, located in downtown Central, which preserves the community's strong ties to the railroad and stands as a point of pride and economic development for its residents.

This unique partnership formed several years ago in an effort to save the old Allen House, built in the 1800s, which was slated for demolition because of its condition and age. Initially considered too costly, the project was able to succeed after the association members offered to provide labor for the renovation and new museum if the town purchased the property and provided the building materials. The town upheld its end of the partnership using funds from its hospitality tax.

The result is a unique museum that houses model trains to scale and exhibits the rich history of Central's railroad connections. The museum is now the focal point of Central's annual Railroad Festival, as well as a year-round tourist attraction that is expected to draw visitors and tourism dollars from across the region and the nation.

Part of Central's seven-year downtown revitalization campaign, the museum opened its doors at the 2009 Railroad Festival and had working train models in place for its 2010 festival. Because of the popularity of the project, Central's annual train show has grown from averaging about 300 people to averaging more than 2,500.

In addition, the project helped provide additional parking for the downtown area, which had been limited because of the existing railroad running through town. This additional parking serves the local restaurants that previously would lose customers because of the scarce parking.

The Town intends for the museum to anchor its long-term marketing strategy, which incorporates the railroad as a theme to be displayed throughout the town, on its signs, banners, brochures and other materials.

The Museum has helped preserve the history and tradition that put Central on the map.

Contact Tom Cloer at tcloer@cityofcentral.org  or 864.639.6381 ext. 108.

Population 5,001-10,000: City of Hartsville

On November 11, 2010, more than 5,000 people gathered in the heart of the City of Hartsville to witness the dedication of the Hartsville Veterans Memorial. The extensive dedication program was the culmination of a monumental undertaking by the city that took some 14 years from conception to completion.

The memorial is a five-sided monument clad in cast stone with bronze panels. Each bronze panel is a collage of events with detailed representation of military uniforms, weapons and symbolism from each of the five military conflicts of the twentieth century. It is more than 10 feet tall and 30 feet wide, weighing more than 25,000 pounds.

Population 10,001-20,000: City of Orangeburg

Tim and Sherri Adams of Orangeburg lost their daughter in a car accident in 2008 and wanted to provide a place of remembrance for all families in South Carolina who have lost a child.

Inspired by Richard Paul Evans" best-selling novel, The Christmas Box, about a woman who mourns her lost child at an angel statue, the Adams approached Orangeburg Parks and Recreation Director Buster Smith in 2009 to suggest establishing an Angel of Hope monument.

The purpose of the garden was to provide a place of quiet remembrance of children lost and a place of solitude and serenity to celebrate life.

A year later, the City of Orangeburg opened South Carolina's first and only Angel of Hope Garden in the picturesque Edisto Memorial Gardens. The Angle of Hope Garden features the 4-foot-tall Angel of Hope statue set atop a granite base, a Wall of Love and a Walk of Love.

The project was the extraordinary result of the Adams" unique and touching request that went beyond just an idea. The couple provided the start-up money and helped form a citizens" committee that raised on its own the entire $45,000 needed for the project.

The committee raised funds from residents attending the Orangeburg Festival of Roses. Local businesses, churches, civic groups and other foundations also donated, raising about 90 percent of the total. Granite markers commemorating the lives of individual children also helped raise funds.

City staff, primarily from the Parks and Recreation and Service Departments, planned and installed irrigation, lighting and landscaping as well as the Wall of Love, the Walk of Love and other walkways. A local brick mason and monument company donated their skills and labor, which greatly helped offset costs.

The city built the site large enough to accommodate an annual candlelight vigil it will host every December. The project is more than a physical structure. It is a place and means for surviving family members to share experiences and support each other.

Orangeburg's Angel of Hope statue is the 100th such statue built around the world. Fifty families affected by the loss of a child and some 200 attended the dedication of the garden, which memorializes children from five counties but stands to serve families statewide. Support for the garden continues to grow.

Contact John Yow at jyow@orangeburg.sc.us or 803.533.6000.

Communications: Town of Kiawah Island

For the Town of Kiawah Island, the beach and wildlife are two of the biggest attractions for visitors and residents. The town prints and distributes 12 brochures, posts general information about wildlife on its website, gives wildlife and environment presentations and provides information in its monthly newsletter. Despite these wide-ranging efforts, the town wanted to do more to educate its residents and guests, especially those visitors who may not be aware of some of the dangers posed by certain wildlife on the island.

To that end, the town created and published a new stand-alone website focusing on the Island's environment and wildlife. The town updates the site several times a week to provide timely information on a variety of the town's research projects and general information about wildlife species, regulations, viewing locations and more. The town wanted the site to be simple, straightforward and entertaining so that residents and visitors would visit frequently to learn more.

The town's Environmental Committee, made up of residents and representatives from community groups, discussed and recommended the website idea. The town used money from its general fund to pay for the site, which staff developed. The total cost (excluding staff time) was less than $300.

Town officials met with residents, the Kiawah Conservancy land trust, the Kiawah Island Golf Resort and the homeowners association to make sure the site would cover all-important areas. To measure the project's success, the town monitors a number of website statistics and counts to identify the pages and information that is most viewed by visitors. The town posts updates and changes to the site in its monthly newsletter.

The site's most popular feature is the Bobcat GPS tracking pages where visitors can access the latest collection data for each bobcat captured and fitted with a GPS tracking collar. Using an interactive map, visitors can find out the day and time that a specific bobcat may have been in their neighborhood.

Kiawah Island is a residential community in a natural coastal environment. Because the Island's long-term success is tied to environmental conservation, the wildlife website helps keep the public and guests informed and engaged in this vital component of the community.

Contact Tumiko Rucker at trucker@kiawahisland.org or 843.768.9166.

Economic Development: City of Sumter

For years, some Sumter residents lived among dilapidated buildings that had decayed at the hands of absentee landlords, heirs or financially strapped property owners. To alleviate the problem, city officials created a residential assistance program with the sole mission of fighting blight and cleaning up downtrodden properties.

After officials identified more than 200 vacant, boarded-up structures throughout the city, they decided to take action. Rather than let derelict dwellings define communities, invite crime and detract from safety, city officials removed them, as quickly as they could.

Local residents helped city officials identify dilapidated structures and contact homeowners. Staff met personally with residents to help contact owners, a component of the program city officials feel is vital to its success. Codes enforcement officers, property owners, neighborhood association representatives and local contractors worked together to clear the sites. A Community Development Block Grant helps fund the Residential Development Assistance Program.

The program has literally lifted up some residential areas and assisted struggling homeowners. The removal of just one boarded-up or burned down structure has given entire neighborhoods a renewed sense of pride.

Since the program began a decade ago, Sumter has demolished an average of 32 dwellings each year. With blight cleared, the neighborhoods have become healthier and safer for all residents. City leaders believe so strongly in the program's ability to bolster quality of life, they have vowed to find alternative funding should the current funding dissolve.

Contact Deron McCormick at dmccormick@sumter-sc.com or 803.436.2570.

Public Safety: City of Cayce

For the City of Cayce, better public safety is all about teamwork. Hoping to build a stronger relationship between police and the public, the city created a Public Safety Community Services Unit as an expansion to its community policing program.

 

One of the unit's primary goals is to address quality-of-life issues that negatively affect living conditions in the community. For example, in the last year the unit increased by almost 200 the number of citations for code-enforcement violations, which negatively affect property values, health and safety of any community. Better communication between the public and the unit made this possible.

 

To create the unit, the city had to address the challenges facing officers who were trying to fulfill all their law enforcement responsibilities while attempting to be community officers. This workload and constant shifting made it difficult for the public to get to know the officers and to work together.

 

The dedicated CSU unit does not change frequently and can therefore become more familiar with the needs and issues of residents in particular neighborhoods. It allows these CSU officers to interact more directly with the public and attend various community events and functions, which also provides a friendlier, visual
police presence.

 

CSU officers are able to participate in community and school activities such as visiting classrooms, engaging in reading programs and helping facilitate safe neighborhood events that promote city unity.

The unit works with the city's Community Police Advisory Board, a group of involved residents and leaders that meets regularly to discuss issues and solutions.

 

The city and the unit believe that community involvement and pride are the keys to a safer and better Cayce. Ultimately, the city expects that this "teamwork" approach to law enforcement will translate into population growth and economic development by greatly improving the city's quality of life and image.

 

Contact Mayor Elise Partin at elisepartin@gmail.com or 803.361.8280.

 

Public Service: City of Columbia

The oldest African-American community in Columbia, the historic five-block Waverly Neighborhood once thrived with affluent doctors, teachers, lawyers and entrepreneurs.

Public Works: City of Aiken

Located on the highest ground between the Savannah and Edisto River basins, the City of Aiken was searching for a way to battle stormwater erosion that negatively affected the downtown area and beautiful 2,000-acre Hitchcock Woods, the largest urban forest in America.

Other entries

Abbeville

Determined to not become just another small community with a dying downtown scene, the city created a comprehensive downtown redevelopment plan in 2004 to re-establish itself as a downtown revitalization leader. The Trinity Street Livery Stable Renovation, completed in 2010, became the centerpiece of the city's ongoing plan. The plan called for renovating the 1840s-era livery stable into a multi-use facility that could host a variety of special events.

The renovation of the stable into a multi-use special events facility has helped transform Trinity Street from a place of broken sidewalks and dilapidated storefronts into a vibrant corridor of businesses, entertainment and restaurants. The stable hosts special events and private functions every week. The stable has become a hub of activity that is a catalyst for ongoing and future phases of revitalization work in the City of Abbeville.

Funding for the restoration was secured in part from a South Carolina National Heritage Corridor grant, matching funds from the city and revenues from a local hospitality tax.

Contact Nolan Wiggins at wiggins@abbevillecitysc.com or 864.366.2109.


Blythewood
Between 2000 and 2010, the Town of Blythewood saw its municipal boundaries triple in size.  Faced with this unprecedented growth, town council sought to achieve several ambitious goals and a vision for its future despite limited resources and a difficult economic environment.

The Blythewood Executive Management Team allows the town to tackle major objectives such as economic development, planning, annexation, public relations, accounting and technology support similar to municipalities much larger than Blythewood.

The Blythewood EMT operates through a consultant/contract relationship with the town, which allows it to do more with less of the town's funds. The result is greater efficiency and community involvement, and a brighter future for the Town of Blythewood.

Contact Phil Hamby at phamby@harborsc.com or 803.457.2375.

Camden
Seeking a new way to communicate the annual State of the City of Camden address without having to spend additional funds, city officials put together a State of the City video that provided a more efficient, more expansive medium for getting the message out.

Camden Mayor Jeffrey Graham set out to reach residents and avoid a monotonous speech. Using no outside personnel and only very inexpensive equipment and software, city staff produced a short video outlining the progress of various projects and answering many frequently asked questions of the mayor.

The video included many staff members and introduced viewers to a wide range of city officials. It put a much more personal, casual feel on the State of the City speech than the traditional method.

The idea for a more conversational video approach to the State of the City address started in response to public feedback of previous speeches. The video, posted on the city's website, cost less than $100 and is available on YouTube and Facebook.

The positive response to the video reflects the value of innovation, creativity and social media as a way to communicate quickly and efficiently with the community.

Contact Jake Broom at jbroom@camdensc.org or 803.432.2421.

Chester
When only 15 people attended the City of Chester's 2008 Christmas Tree lighting ceremony, city officials, residents and business owners became concerned.

In response, the city revamped its annual Christmas Tree Lighting Ceremony with the hope business would return to the area during the busiest shopping season of the year. By all accounts, it worked. More than 500 people attended the 2009 ceremony.

The city worked with Chester County and hundreds of volunteers to provide electricity to the trees lining the streets, which had not been done before. The project also encompassed decorating the entire downtown area with new decorations and providing volunteers to work events.

Christmas in Chester has provided a boost for downtown businesses and has brought many more smiles. In 2010, Chester held its first Christmas children's festival, which city leaders hope to expand in 2011.

Contact Carla Roof at croof@chester.sc.gov or 803.581.2123 ext. 239.

Clemson
During a recent exchange visit to Pennsylvania, City of Clemson officials learned about a unique community project that involved documenting a day in the life of State College, Pennsylvania, home of Penn State University. They thought a similar project would be an ideal way to promote Clemson's motto, "In Season, Every Season" and simultaneously provide support for the nonprofit Arts Center of Clemson. 

The idea was simple: solicit photographs from people showing four days in the life of Clemson, one day for each season of the year, to be published in a comprehensive hardback photo book.
The city provided the needed $12,000 in start-up funds for the software to manage the project, including an extensive online photo archive accessible to everyone.

Photographers contributed more than 800 photos that were culled down to those that made the cut for the "coffee table" book which was created to serve the fund-raising objective of the project. The remainder of the photos are included in the "virtual" archive at the project's website.

The Arts Center hopes to publish more books in the future at lower costs, since much of the software and infrastructure already has been purchased. It expects to make at least $15,000 in profit from the project, which also provides a priceless snapshot of a day in the life of Clemson, South Carolina.

Contact Rick Cotton at rcotton@cityofclemson.org or 864.653.2033.

Clover
The Town of Clover's old post office building, two blocks from its historic downtown district, was a very important part of the town's history, even if it had become somewhat of an eyesore for many residents.

So when  town leaders realized a couple of years ago that they would not have the funds necessary to build a new recreation center, they decided instead to purchase the old post office building and use it to address several of the town's issues.

The result was a transformation of the old building into the Clover Community Center, a new and improved facility offering a variety of educational, social and recreational activities; office space for the Recreation Department; and meeting space for the Town Council and other committees.

The town's population growth since 2000 caused a need for such a facility, where events such as youth dances, team parties, training sessions and indoor recreation programs could be held. The building also now houses the SC Horseshoe Hall of Fame.

The Clover Community Center is an example of how a setback for one goal can result in a solution for many problems and a point of pride for all residents.

Contact Allison Harvey at aharvey@cloversc.org or 803.222.9495.

Conway
To improve the quality of life in some of its most neglected neighborhoods, the City of Conway implemented the Rebuild Conway project. The project was a multi-phased, multi-faceted program initiated in 2007 to identify neighborhoods in dire need of rehabilitation, infrastructure improvements and stabilization.

Drug traffic, crime and dilapidation had become prevalent in the four-targeted neighborhoods. Calls to police were at an all-time high. Residents simply did not feel safe. This was negatively impacting economic development creating a downward cycle.

Supported by a collaborative public-private partnership, the Rebuild Conway program has helped several communities become more productive, vibrant, safe and self-sustaining. City officials tackled crime problems, built new sidewalks, installed landscaping and drainage, resurfaced roads, planted trees, demolished and rehabilitated substandard housing, cleared overgrown lots and encouraged civic involvement and pride.

The city has invested nearly $435,000 over the project's four-year span. The program has given residents a fighting chance to rise above all the problems that typically bring a neighborhood -and the people in it - down. By reducing crime, rehabilitating homes and businesses, and providing infrastructure, the residents of Conway's once-battered neighborhoods have become empowered, business is on the rise and the entire community is reaping the benefits.

Contact Bill Graham at bgraham@cityofconway.com or 843.248.1760.


Denmark
Voorhees College and Denmark Technical College together had a long history of working together with the City of Denmark. The colleges and the city, after several discussions, decided that a more formal relationship would be mutually beneficial. In 2009-10, Denmark officials annexed both colleges into its corporate limits. 

All of the parties involved have benefited from the annexation. The colleges are able to enjoy the benefits of city services, while the city was able to benefit from having the student residents on campus counted in the 2010 census.

Additionally, the city and the colleges agreed to share facilities, allowing them, for example, to partner for a holiday program in a downtown city theater and to organize a community development conference on one of the campuses. In addition, the city is working with the students to become more civically involved in the community.

By annexing a private and a public college in the span of one year, the City of Denmark has learned the value of the wealth of talent within its local colleges, and has drawn the students and residents closer together for the good of the community.

Contact Heyward Robinson at heywardrobinson@bellsouth.net or 803.793.3734.

Edgefield
The Town of Edgefield was looking for a way to improve its attraction as a great place to live, work, raise a family and retire. A local college student was looking for a senior landscape architecture and design project. 

The result was a joint venture between the town and a Clemson University student, which led to forming a revitalization committee. When studying the town's natural potential, committee members discovered that downtown Slade Lake was underutilized.

The town advertised for proposals in spring 2010, and the Slade Lake Pedal Boat Company was open for business shortly thereafter. The committee's study and the pedal boat company, owned and operated by an Edgefield resident, brought new life to the lake area, a new activity for area residents and visitors, and a new business.

Working with the student, the committee gathered data to uncover Edgefield's assets. All of the student's work - design maps, data and PowerPoint slides used for his school presentation  - became property of the town, which saved money. The only expense was for supplies and advertising.

The project also inspired a larger vision. Local leaders wanted to connect Slade Lake directly to the downtown area via sidewalks. They hoped the area around the lake would become more vibrant by attracting new homes, restaurants, businesses and nature trails.

Contact Charlotte Cheatham at ccheatham@edgefieldsc.net or 803.637.4014.

Estill
In 2007, Hampton County ranked No. 1 in the state for the percentage of adults overweight or obese. A survey showed that only about 37 percent of South Carolinians reported using walking trails, parks, playgrounds or sports fields for physical activity.

In an attempt to address both of those shortfalls - and to improve the overall quality of life of its residents - the Town of Estill constructed a quarter-mile walking and nature trail in the southeastern part of the town. The trail consists of a natural walking surface, ten exercise stations, an outdoor classroom, two shade structures, four benches, eight learning stations and a parking lot.

Town officials have promoted the trail through marketing and advertising, and they hope to incorporate the trail into various health and wellness campaigns. A quarter of the $105,000 price tag was provided by the town, and 75 percent came from grants from various public and private partners.

Contact Danny Lucas at dlucas9185@embarqmail.com or 803.625.3243.

Fountain Inn
The City of Fountain Inn has taken a proactive approach to addressing the law enforcement needs of its residents. Seeking to provide the residents with better and more accurate information about the operations of the local police, city officials created a Community Patrol Division. 

Created as a way to change people's perception of law enforcement, the division has established multiple community-based outreach programs, including a Senior Watch, a summer camp for at-risk youth, a Citizens Police Academy, a Citizens Review Committee, a National Night Out and Christmas for Kids.

These programs, namely the Review Committee and the Academy, promote transparency and curb any misinformation that may have existed. They create an atmosphere of change by empowering people with knowledge that may overcome distrust of law enforcement.
This increased rapport makes people feel more comfortable about reporting crime, which in turn makes Fountain Inn a safer, friendlier, better place for its residents.

Contact Scott Nelson at scott.nelson@fountaininn.org or 864.862.4461.

Gaffney
Half of the City of Gaffney's firefighters do not live in Cherokee County; more than a third do not even live in South Carolina. Almost all recently hired firefighters live outside the county - Gaffney simply was not producing enough local qualified applicants.

City officials joined with several other community organizations to implement a program to educate local high school students about career opportunities in fire services and to provide them with an opportunity to earn job-qualifying certifications while in school. Local students are allowed to take Fundamentals of Firefighting, a 96-hour class offered by the South Carolina Fire Academy. The goal is for participants to begin a career with the Gaffney Fire Department.

City leaders teamed with S.C. Fire Academy and school district personnel to form a local Boy Scouts Explorer Post to offer Fire Academy training. The first classes were offered in February 2010.

Twelve of the 22 students completed the course. Gaffney will consider many of these students for future positions with fire department.

The Post now has 32 student members and eight adult advisors. Many of these students are volunteer firefighters or junior firefighters with other fire posts throughout the county, expanding the reach of the program and benefiting everyone in the community.

Contact Nathan Ellis at gaffneyfirechief@charter.net or 854.487.8517.

Georgetown
In an effort to build awareness of all that it has to offer tourists, residents and potential businesses, the City of Georgetown recognized a need to improve its main corridors into the city. Many thought the gateways into the city were confusing and disorienting.

City officials embarked on an intense design phase to overhaul its perimeter access points, namely the Sampit River Bridge on Highway 17 South and the two bridges on Highway 17 North. Included in this Bridge 2 Bridge project was an effort to connect travelers to key points within the city, such as the scenic Harborwalk and the Historic District.

After initially struggling with a revitalization plan, the city got assistance from the Georgetown Business Association, the Chamber of Commerce, and the Clemson Institute for Economic and Community Development in a more aggressive approach. A three-day charrette with substantial community input led to a report and several recommendations that were implemented by a Bridge 2 Bridge steering committee.

The project has resulted in improvements in wayfinding, updated signage, focused accommodations and hospitality tax distribution, boardwalk renovations, branding and marketing campaigns, corridor improvements and a new city website.

Contact Cynthia Howard at choward@cogsc.com or 843.545.4005.

Greer
The J.P. Stevens Victor Mill neighborhood in Greer was once a backbone of the community. Families took pride in their homes, and the mill was one of the Upstate's major employers. But the national decline of textiles, the mill's closure more than a decade ago and a 2006 fire decimated the area. Crime, graffiti and property abandonment were on the rise.

After the fire, city officials initiated a Victor Mill restoration project, calling on all its departments to band together with neighborhood residents to revitalize the once-vibrant area. The Victor Mill Community Association was formed, and plans were made to clear the Mill's remains and return the community to prominence.

Because the site was located in an enclave, city officials worked closely with the county and various other public and private partners.

The results speak for themselves: crime has decreased as police patrols have increased; the fire department raised safety awareness and donated smoke detectors; the public services department helped clean signs, improve lighting and increase security; and the parks and recreation department initiated community social outings to promote pride and formed a community association to increase communication.

City and county funds, EPA grants and volunteer efforts made the project possible. Greer officials hope to annex the property and restore the neighborhood as a focal point of the community in the near future.

Contact Steve Owens at sowens@cityofgreer.org or 864.416.0121.

Hardeeville
Like almost every city in the state and in the nation, Hardeeville found itself faced with a severe economic downturn that mandated a new approach to budgeting. The city did not just trim the fat and target unnecessary spending. It reduced the budget by nearly 24 percent while actually increasing services to its residents.

The city updated its comprehensive plan, as it does every 10 years. That update helped city officials identify priorities and weaknesses in the city. The city ended up saving nearly $1 million of the general fund in three budget cycles.

The plan included a variety of features. New finance software helped reduce some costs, and public safety programs, innovative intergovernmental agreements and public-private partnerships in economic development helped increase revenues. The police and fire departments secured federal grant funding to free up expenditures.

Hardeeville's budgeting plan in these tough times will allow it to maintain a competitive business environment, keep jobs, expand its tax base and make the city a better place to work, play and live.

Contact Carey Smith at csmith@cityofhardeeville.com or 843.784.2231.

Isle of Palms
A couple of years ago, beach erosion on the north end of Isle of Palms was creating significant problems. It was compromising public safety and negatively affecting the island's only industry, tourism. Sandbags kept debris from homes from washing into the ocean, and visitors avoided the eroded section of the beach.

City officials knew they needed to initiate a beach renourishment project, but they did not know how to pay for such an extensive undertaking that would cost about $10 million. Unable to fully fund the project, the City turned to its non-tangible resources-its experience, its credibility and its ability to organize and lead a public-private partnership in order to assemble funding.

The complex renourishment project required extensive regulatory permitting, and legal and fiscal participation from many parties. The city received support from private property owners, the Wild Dunes Resort, Charleston County and the state.

After years of meetings and regulatory compliance preparation, the city accomplished its goal. The beach was restored to a usable, non-eroded state by placing approximately 900,000 cubic yards of sand on the beach. The work of contractors and engineers allowed the removal of all sandbags.

Thanks to cooperative funding, support from local residents and careful planning, the City of Isle of Palms was able to tackle an extremely expensive, complex project that was necessary for a successful future.

Contact Emily Dziuban at emilyd@iop.net or 843.886.6428.

Lancaster
Like many municipalities nationwide, the City of Lancaster struggled because of the difficult economic condition. As a result, many families had a hard time providing their children with Christmas presents.

The City of Lancaster, the police department, local businesses and a community crime watch organization called Lancaster Alternative Policing Strategy together formed a Bridging the Gap program that lifts up and brings joy to many underserved and underprivileged children in the community.

The group set out to serve at least 50 children in four high-need areas. Volunteers went door-to-door to find those in the most need, providing gifts and holiday cheer. The city provided transportation and personnel costs as in-kind donations, and the local business community provided the toys.

Lexington
The Town of Lexington and the Lexington Beautification Foundation initially expected about 600 people to attend the inaugural Wine Walk on Main.  More than three times that number showed up.

The wine-themed "street fair" in downtown Lexington in May 2010 was the concept of the Beautification Foundation, a nonprofit organization dedicated to the pursuit of beautifying the scenic and historic Lexington community, as well as the promotion of civic pride and community partnerships. The fund-raising event, benefiting several future beautification projects, raised some $40,000 in its first year and is expected to grow in 2011.

Many young professionals organized task forces to help plan the event. The town's accommodations tax funds supplied the seed money, and local vendors and merchants covered the remaining costs. The event was a winner for all parties involved and drew the attraction of several major sponsors.  The town also contributed staff and logistical oversight to the event.

The event showed the importance of having a thriving downtown and Main Street corridor, as well as the kind of success a local event can have with widespread public involvement.

Contact Jennifer Dowden at jdowden@lexsc.com or 803.356.8238.

Marion
The City of Marion decided it needed a better way "to get the word out" to its residents about regular happenings and a better way "to hear back from residents" about things in the city affecting them.

Therefore, the city embarked on a comprehensive information blitz to communicate Marion's story to residents, visitors, fans and friends. City officials are now communicating through every available means: e-mail news blasts, an online calendar of events, a revamped website, a newsletter campaign to area churches, billboards, signs, social media outlets like Facebook, a monthly print newsletter, a local access television show and video access to council meetings.
This outreach project is allowing city officials to continuously and completely stay in touch with and inform all the city's audiences about news, services and events. Such a widespread project required the buy-in of all departments and employees.

Because of partnerships with local businesses and community organizations, this outreach has been practically free to the city, which also has asked more of its employees regarding public relations. As a result, city residents are more educated about the city and more engaged.

Contact Dianne Owens at dowens@marionsc.gov or 843.423.5961 ext. 21.

Mauldin
Mauldin officials wanted to reduce the amount of solid waste placed in the local landfill. The City started the "Don't Let Mauldin Go to Waste" as a way to revitalize its recycling program.

The city implemented a public outreach campaign to provide open communication and information to residents. It also held fairs and other events to educate residents about recycling and to encourage them to swap their bins.

Local residents and neighborhood associations worked with public works employees to help initiate the program. Because of those efforts, city officials expect to see a better environment, lower landfill fees and other savings.

Contact Greg Fincher at gfincher@mauldincitysc.com or 864.289.8891.


Moncks Corner
For more than 20 years, the Umphlet Lumber Mill property in the middle of Moncks Corner sat idle and abandoned, the lot overgrown with trees. Therefore, when the Moncks Corner officials went looking for a place to build a new recreational complex, they did not have to look very far. 

The complex will connect multiple neighborhoods, provide a new hang-out spot for local youths, rectify a dilapidated property, provide a lush green space in the center of town and give the town an additional draw for economic development. The town expects the complex to help draw major sporting events, such as large softball tournaments, to the area along with thousands of visitors.

The complex will be funded by revenues from a hospitality and local option accommodations tax, as well as bonds issued by the town. Two large churches in the town provided more than 200 volunteers to help with the project, and several local businesses donated equipment, time and money.

Contact Marc Hehn at town.administrator@twn-mc.com or 843.719.7900.

Myrtle Beach
After the closing of the historic Pavilion Amusement Park in 2006, the City of Myrtle Beach needed a new catalyst for economic development downtown, something to revitalize the core commercial and tourism district. Because newer attractions elsewhere were drawing more and more people away from the central downtown corridor, the city needed an iconic feature that would secure the amusement district's place as a must-visit destination.

The Oceanfront Boardwalk and Promenade has met that need, and then some. Extending 1.2 miles along the shore of the Atlantic Ocean in downtown Myrtle Beach, the $6.5 million boardwalk has three distinct sections featuring landscaping, shade sails and benches.
The northernmost section is a traditional boardwalk that meanders along the dunes. The wider, more populous central section abuts many restaurants, shops and arcades that feature sidewalk cafes and outdoor dining, live music and other shopping and entertainment outlets. The southernmost section is a paved promenade resembling a linear park.

The project was the brainchild of the Downtown Redevelopment Corporation, which sought to maximize the city's use of the sliver of public land between the beach and the downtown business district. Property owners provided input for the design of the three distinct sections, taking into account all commercial, tourism and environmental factors.

Funding was provided from a Tax Increment Finance district and a half-percent local accommodations tax. The total cost of $6.5 million was almost half the initial estimate of $12 million, thanks to strategic cost savings during the recession.

The boardwalk is a beautiful addition to a bustling oceanfront downtown district, a project that accomplishes several goals. New private investment will top $12 million in the boardwalk's first year. It provides an iconic amenity, spurs economic development, preserves the natural environment and promotes a lively atmosphere.

Contact Mark Kruea at info@cityofmyrtlebeach.com or 843.918.1014.

Ninety Six
After years of relative inattention to its economic development in the downtown area, the historic Town of Ninety Six embarked on a comprehensive economic development plan with a focus on tourism.

Visit 96! was the result of those efforts. The town appointed a director of tourism and began plans for the following: the beautification of the historic downtown area, the establishment of new community events, the adoption of a hospitality tax, the recruitment of new businesses to Main Street and the continued promotion of existing businesses.

Since Visit 96! was launched in 2010, the 2,000-resident town has created six new events and provided additional support to two existing events, which together brought in more than 28,000 visitors. The town has added three new businesses, a town clock and a sidewalk/brick/landscaping project on Main Street. The local visitors" center has seen a 29 percent increase in visitors.

Through teamwork, networking, communication and creativity, the town indeed has seen many people Visit 96!

Contact Margie Blalock at margieblalock@yahoo.com or 864.543.2900.

Rock Hill
Although the City of Rock Hill has consistently been named as one of the top places in the country to raise children, city officials felt they could do more.

With childhood poverty and homelessness on the rise everywhere because of the economic recession, city leaders decided to go even further to protect the well-being of its future generations. The city and 21 local businesses and agencies adopted a campaign called "The No. 1 Question: Is It Good for the Children."

The campaign challenges the city to question every decision it makes and the impact it will have on children. City Council adopted the campaign as a strategic goal in 2008, and an internal taskforce incorporated the campaign into the city's everyday operations.

The campaign has reached out to the city's 800 employees via an internal education campaign, challenging them to ask the central question before making all decisions in the workplace, at home and in the community.

The planning department added a children's play area for parents conducting business in their office. The utility department raised thousands of dollars for children's agencies. Public works staff provided food for more than 100 underprivileged children. The project has served as a catalyst for other programs to help area youth.

Contact Phyllis Fauntleroy at pfauntleroy@cityofrockhill.com or 803.329.5571.

St. George
For years, St. George residents had no organized, funded recreation program. A local ball field and tennis courts located on school district property were inaccessible and covered in kudzu.

Today, the ball fields and tennis courts not only have been restored, but the group was able to construct an accessory building and concession stands with restrooms. A thriving Little League program, men's, women's and mixed softball leagues, and a youth tennis program are now in operation.

Grants, fundraisers, concessions sales, registration fees, sponsorships and other donations funded the project.

This spring, where there once sat a lot overgrown by kudzu, hundreds of boys and girls were playing tennis and baseball.

Contact Anne Johnston at g_town@bellsouth.net or 843.563.3028.

Saluda
Saluda leaders wanted to provide something special for its underprivileged children during the holidays. It created the Blue Santa program to give toys, books and other items like clothing to poor children in the community.

The Saluda Police Department worked with area schools to identify those families without the capacity to provide presents for their children. The goal was to provide two gifts for each child. With generous public support, the Blue Santa program exceeded expectations.

Several days before Christmas Day in 2010, the mayor and local police delivered three gifts to more than 100 children in the community who would not otherwise have received any presents. Because of the overwhelming response, the town also was able to donate surplus gifts to a shelter for children whose parents were incarcerated or in treatment.

Contact Michael Clancey at clancey@townofsaluda.com or 864.445.7336.

Six Mile
The Town of Six Mile celebrated its 100th birthday in 2010, and it did so in style.

The result was five impressive accomplishments: the town (1) collected historical material that served as its foundation; (2) displayed 24 panels in the Six Mile Community Center with 325 separate items depicting the town's history via photographs and newspaper articles gathered from residents and businesses; (3) printed the "Six Mile Throughout the Years" brochure; (4) displayed "town trivia" items at Town Hall; and (5) hosted a centennial dinner and exhibit preview for guests and supporters, including U.S. Senator Lindsey Graham.

Thanks to the Six Mile Centennial project, the history of Six Mile should be well preserved for years to come.

Contact Kenneth Spears at kennethsspears@bellsouth.net or 864.868.3256.

Spartanburg
Spartanburg's old community center was in need of renovation or remodeling. Although highly utilized by the community, the center was aging and sat in an area plagued by high unemployment, drug use and gang activity.

It did not take long for officials to realize, however, that renovation or remodeling the old center was simply not feasible. Instead, they decided to construct a new community center, one that would serve as an anchor for the area, providing programs to help serve all residents, including those most underserved.

Thanks to a collaborative approach to funding and the buy-in of residents, businesses and local government officials, the city opened the new CC Woodson Community Center in March 2010. The $6 million, 27,000-square foot, state-of-the-art facility provides quality programming and access for after-school, recreation, senior, youth, academic, and health and wellness programming.

The city, the Spartanburg Housing Authority, private contributions, a New Market Tax Credit, and other loans and grants provided funding.

The Woodson Center also complemented revitalization efforts ongoing in the area and has become a point of pride for residents.

Contact Mitch Kennedy at mkennedy@cityofspartanburg.org or 864.596.2785.

Walterboro
By late 2009, crime had become synonymous with Walterboro. The city had been suffering from a flurry of criminal activity that was endangering the front porch of the Lowcountry's reputation as a desirable place to live and visit.

City leaders were determined not to allow the image to continue, and residents were fed up. The city spearheaded an action plan to address crime and ensure public safety - to take back the community from crime.

The 10-point plan included the following initiatives: providing more training and more police officers; forming neighborhood crime watch organizations; conducting night field interviews; enforcing residential codes; partnering with other local government entities, including the sheriff, SLED and Colleton County; improving lighting; and reaching out to church and community organizations.

Through collaboration and communication, city officials and residents pulled together, stood up to defend their neighborhoods and tackled Walterboro's crime problem. Walterboro saw a 17 percent reduction in violent crimes from 2009 to 2010.

Contact Jeffrey Lord at jvlord@walterborosc.org or 843.549.2545.

Williamston
After years of deterioration and decay, the sidewalks and walkways within Mineral Spring Park, the town gem of Williamston, were in many places inaccessible and in dire need of repair. It had become impossible for wheelchairs to navigate through the park, and many of the walkways were uneven and offset because of tree roots, resulting in trip hazards.

With a public-private partnership that included substantial community input, the town renovated the sidewalks and reset the rock walkways to permit better access and to restore the pathways to their original condition. The project also added handicap ramps and included the construction of a handicapped-accessible gazebo, which was built to resemble the original gazebo that housed the spring around which the town was founded.

Hospitality tax revenue funded the restoration project while the town provided much of the labor. The result is a better, more beautiful center-town park that is more accessible and more user-friendly.

Contact David Rogers at davidrogers@williamstonsc.us or 864.844.6892.