2012 Achievement Awards

Population 1-1,000: Town of Edisto Beach

When tourists visit Edisto Beach's beautiful Bay Creek Park to fish, picnic or enjoy the waterfront vista, they never would guess they were standing on a previously derelict and environmentally contaminated site. A public-private project spearheaded by the Town of Edisto Beach overcame numerous challenges to turn the once undesirable property into a public gathering place that is an asset to the community.

In 2006, when the Town of Edisto Beach purchased 247 feet of frontage property along Big Bay Creek, town officials inherited an almost insurmountable challenge. There was actual and perceived contamination in the tidal wetlands; a site configuration that made redevelopment for a park almost unworkable; and the area was prone to flooding. Town leaders faced numerous regulatory hurdles to redevelop the property.

Edisto Beach used a conservation grant, a voter-approved, general obligation bond and a sizeable donation from the property owner to acquire the site. Next, town officials contracted with an environmental consulting firm knowledgeable in Brownsfield remediation. Edisto received a Brownsfield grant through its local council of governments to help fund the cleanup. The remediation involved extensive cooperation between town officials, consultants, the public and regulatory agencies.

Edisto Beach officials sought public involvement throughout the project, from conception to completion. Community members were involved in decisions regarding property purchase, site design, remediation and potential use. Together, they transformed the site into a public space complete with a dock for fishing and crabbing, boardwalk, picnic tables and a vast open area. The park and its amenities were designed to showcase Edisto Beach's shrimping heritage.

The imaginative public space also provides deep-water access to the creek while enlarging the area protected by the region's ACE Basin Land Protection and Enhancement Plan. It provides the area with additional venues for recreation including important public access to Big Bay Creek's marshes and bays.

Involving the community promoted ownership from the public's point of view and helped build the framework of volunteerism for maintaining the park as a showcase property on Edisto Beach.

Today, Edisto Beach officials and residents continue to work together to maintain the park and plan for future growth.

Contact Meagan Chaplin at mchaplin@townofedistobeach.com or 843.869.2505, ext. 213.

Population 1,001-5,000: City of Isle of Palms

Erosion is a problem for many beach communities, and the Isle of Palms is no exception. Also like other communities, the city did not have millions of dollars to renourish its disappearing beaches.

To protect the island's tourism livelihood and ensure public safety, city officials organized a group of stakeholders to help beach renourishment become a reality, and city staff took on the role of project manager for the endeavor.

City council committed $1.9 million of funding but required other stakeholders to cover the balance of funds. Stakeholders included individual property, condominium and resort owners, and community associations. Grants from Charleston County and the state helped finance the renourishment project. In its role as project manager, city staff maintained an escrow account for the funds and reported all fund activities at each month's Ways and Means Committee meeting.

With funding underway, the longest part of the project began - permitting and compliance. The process took several years. Regulatory agencies required pre-project surveys and three years of post-project surveys to assess the project's environmental impact. With permitting finally approved, the city finished the project within months. In 2008, Isle of Palms restored nearly 900,000 cubic yards of sand to the beach.

With crews working 24/7 during the peak tourist season, officials anticipated complaints. The public demonstrated incredible support, and the project became a showpiece for the City and its residents.

Collaboration among the stakeholders was a hallmark of the project. From providing funding to public education to dealing with dredging equipment discharging a historic cannonball on the beach, project stakeholders worked together.

The north beach on Isle of Palms is again an oasis for local families and tourists. And the City of Isle of Palms and other stakeholders have proven they are stewards of the local economy as well as protectors of the island's beautiful natural resources.

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

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

The Town of Cheraw has a significant history to share but a very limited present-day tourism budget, making it extremely difficult to reach tourists that visited in the evenings or on weekends. Town officials undertook an innovative, modern way to share information about the town's signature architecture and history.

Officials created a free self-guided cell phone tour of a 10-block historic area. At more than 25 points across the city, callers to the Historic Cheraw Cell Phone Tour can learn facts about the town's past and discover interesting points and information about historically significant homes, churches and businesses. Each location has an exterior sign printed with the tour's local phone number.

The town promotes the cell phone tour through a brochure placed at high-traffic locations such as Town Hall, the Chamber of Commerce office, restaurants, shops and motels.

The tour itself is easy to revise and can be expanded to add more locations. Town officials plan to add the tour's audio to the town website. Just three months after its launch, the Historic Cheraw Cell Phone Tour had more than 700 callers from 17 states.

Contact David Sides at dsides@cheraw.com or 843.537.8400.

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

If you asked Conway residents to name the one city amenity they wanted in their community, many would come up with the same answer. They wanted an indoor recreation facility for exercise and fitness and a dedicated space for the city's growing youth athletic program.

City council worked on a master plan for a recreation complex and involved interested residents. The final plan included an indoor recreation facility and an expansion of an existing outdoor recreation complex that would add more ball fields, walking trails and other options for passive recreation.

A $6.5 million price tag required the city to put together a multi-year funding package drawing from several sources, including offering naming rights. The largest amount came from tax increment financing, which required intergovernmental cooperation among the city, county and local school district. Event space rentals and membership fees currently cover operational costs.

The resulting 60,000 square foot indoor facility houses two gyms; cardio, weight and fitness rooms; an indoor pool; walking track and meeting space. Conway officials also made improvements to existing recreation facilities by adding four athletic fields, parking areas, walkways and a concession stand with restrooms.

Conway residents are enjoying the new community space. The indoor facility has created a trend among residents of all ages to make health and wellness a priority. More than 3,000 individuals across every segment of the city's population have joined the center. Also, the city sponsors recreation programs and exercise classes open to the public. Community members can also rent meeting rooms and spaces for large gatherings.

Contact Foster Hughes at fhughes@cityofconway.com or 843.248.1740.

Communiations: Town of Fort Mill

Fort Mill had enjoyed both success and failure through the years with local annual festivals operated by independent organizations; however, they never attracted more than a few thousand attendees and did not draw visitors from the larger regional market surrounding Fort Mill.

After a two-year break to reorganize, rebrand and revitalize the festival, town officials transformed the local event into the South Carolina Strawberry Festival in 2010. The town formed a marketing team to develop a comprehensive strategy to pursue new promotional opportunities, develop partnerships, and engage local businesses and organizations.

With greater regional appeal and revitalized activities, festival organizers marketed the four-day festival beyond the local Fort Mill-Rock Hill area to the major metropolitan market of Charlotte, NC.

The town began with a new festival website listing all of the festival events and contests. The site received more than 30,000 hits from all 50 states. Festival organizers connected with online visitors with a Strawberry Festival Facebook page. Friends of the festival participated in photo contests, received updates on the strawberry crop and learned more about the festival strawberry recipe contest.

The marketing team also used more traditional advertising tools to reach York County and the Charlotte metro area. Organizers relied on direct mail, billboards, display posters, brochures, festival merchandise, and newspaper, magazine, television and radio ads to spread awareness of the event.

Thanks to a comprehensive marketing plan, the festival has grown from a small community event into a major regional attraction drawing nearly 50,000 visitors.

Contact Joe Cronin at jcronin@fortmillsc.gov or 803.547.2116.

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 Greer

In 2011, Greenville County ranked at the top of the state for most driving fatalities. Greer, a city where several driving fatalities involved teens, felt the impact deeply. Noting a dangerous trend of distracted or impaired teen driving, city leaders sought a way to reverse the trend.

Through its police department, Greer offers Alive at 25, a one-day driver education program targeting 15-24 year-old drivers. Alive at 25 is a program designed by the National Safety Council. The first Alive at 25 programs began in South Carolina in 2007. Since then, deaths among 15-24 year olds decreased 38 percent.

Greer went a step farther and partnered with two other municipalities (the towns of Duncan and Lyman) to purchase a Simulated Impaired Driving Experience package, the first of its kind in the state. During the interactive experience, young people get behind the wheel of a specially designed go-kart for a safe, effective experience of driving while distracted or impaired. The go-kart functions in two modes - normal and impaired. The vehicle responds to the driver's steering and breaking in normal mode. Once switched to the impaired mode, the driver experiences a slight delay in breaking, steering and accelerating.

To fund SIDNE, Greer used funds confiscated by the police department and matching contributions from the other two municipalities sharing the equipment.

Greer's municipal court uses Alive at 25 and SIDNE as alternative sentencing options for young traffic violators, and officers can offer completion of the program as a way to reduce a fine or dismiss a citation entirely.

When local media began reporting on the new system, requests to bring SIDNE to schools began pouring in. In fact, some schools require students attend the course before getting a school parking permit or include the program in the school's physical education curriculum. Greer officials also make the program available to community organizations.

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

Public Service: Town of Estill

Hampton County's health picture is not pretty. In fact, it's so stark Estill officials formed an action-oriented working committee to address the problem head-on.

A 2009 DHEC report cited Hampton County as first in the state for percentage of adults overweight or obese. To combat growing obesity, high blood pressure, diabetes and coronary heart disease in the community, town officials developed a comprehensive Healthy Lifestyle Challenge program.

The plan came to life at the hands of a 19-member committee working with area schools; state, county and town governments; and the private sector.

To get people moving more and on a more regular basis, Estill officials constructed a walking and nature trail; instituted a weight loss contest; added Zumba dance classes to the town's recreation program; started an Eat Smart, Move More chapter; and updated playground and exercise equipment at two parks.

The Town of Estill has funded the program along with grants from entities such as the SC Department of Health and Environmental Control; SC Department of Parks, Recreation and Tourism Development Fund; and Lowes. The Coastal Community Foundation and the Community Foundation of the Lowcountry also contributed to the $118,000 initiative.

The work of getting healthier has just begun. In coming years, town leaders plan to provide youth and adult soccer leagues, more weight loss contests, more Zumba classes and increase utilization of the Estill Medical Center for treating obesity, high blood pressure and diabetes.

Contact Danny Lucas at dlucas@centurylink.net or 803.625.3243.

Other entries

Abbeville
The City of Abbeville was a pioneer in downtown revitalization. In the 1970s, the city redeveloped the historic downtown and, for years, enjoyed a vibrant, bustling downtown business corridor. Thirty years later, however, it was time to refresh the once-popular tourist destination.

City officials - with the help of partners - hoped to transform a dilapidated 1840s-era livery stable into a multi-use venue for hosting special events and private functions. But first, they needed the building. When the family who had owned the building since the 1900s saw the vision for the building and the plans for downtown, family members decided to donate the building to the city.

After the building was renovated and opened as The Livery Stable, the renewal efforts in the surrounding area took off. In a part of town once known for crumbling sidewalks and dilapidated storefronts, there is new life. The Livery Stable now hosts special events and private functions nearly every week. Business and social activities are again on the rise. In fact, the stable's renovation has led the city to undertake an additional $2 million in downtown redevelopment projects.

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

Aiken
On Monday afternoons in November, April and May, many local children age 8-18 meet with Aiken public safety officers. They are not there to discuss enforcement or safety related issues. They are there for Putters and Pencils, a unique community program that links tutoring, golf instruction and a wholesome meal.

Off-duty Aiken public safety officers, First Tee of Aiken coaches and other volunteers meet at the city's recreation center to help the children with homework for an hour then move to a local park to teach them golf rules and skills. Afterward, the participants and mentors bond over a nutritious, donated meal.

Putters to Pencils began when local First Tee volunteers discovered inner-city youths were unable to access the First Tee program at the local country club. With a full cast of volunteers and restaurant donors, First Tee transformed the original program into Putters to Pencils.

Attendance nearly doubled after the first session, and plans are underway to teach the more structured First Tee curriculum. The Aiken public safety officers who sponsor the program continue to reach at-risk children and build bonds within the community.

Contact Richard Pearce at rpearce@cityofaikensc.gov or 803.642.7654.

Beaufort
The City of Beaufort is rich with history that reaches back 300 years. However, city leaders knew the past couldn't save the city from a future made bleak by fading businesses and stagnant population growth. Leaders in the historic city created a new approach to city planning: blending civic infrastructure and private development to create civitas - the complete city.

When it came time to update the city's comprehensive plan, city council decided to aim for not only survival but also a renewed, sustainable urban economy. Council took a big picture approach to revitalize the entire city - starting with a focus on the core commercial area.

City officials created Beaufort's Civic Master Plan with extensive public involvement. Almost 1000 people participated in the various planning charrettes, and the city continually sought new ways to engage its residents and those of nearby communities. Officials created a website that provided weekly, sometimes daily, updates on the Master Plan process.

In addition, city officials created a new form-based zoning code to guide future development and redevelopment efforts. Utilizing the new code, developers are transforming a once vacant block into small cottages and live-work space.

Contact Scott Dadson at sdadson@cityofbeaufort.org or 843.525.7070

Bluffton
When Bluffton officials created the Bluffton Explorer, they created a multi-functional web mapping application that puts key community data in a very easy-to-use, online format. In short, they gave one-stop access to so much community data and information that city departments use it every day. Also community residents who once called city staff to request the information can access the data 24/7.

The application, which was developed by the town's geographic information systems department and with very little external expense, allows users to find addresses, view property information, search businesses by name or type, view Google Street View and Bing Birds Eye photos, create and print driving directions, see schedules of upcoming local events, check the daily Groupon deal and much more.

Staff studied the most commonly requested information and questions, and then incorporated them into the Explorer's base functionality.

Town staff and residents are happy to have county and town property information in one user-friendly comprehensive database, which gives quick online access to all.

Contact Ryan Coleman at rcoleman@townofbluffton.com or 843.706.4570.

Blythewood
Blythewood officials needed to attract more community and statewide attention to its family-friendly Halloween event, the Balloons, Blues and BBQ Festival. Working with a tight marketing budget, organizers developed a communications strategy for the festival to increase attendance, vendor participation and exposure for the town.

Town leaders approved a distinctive new graphic identity for the event and decided to use the town's website as the hub for their social media marketing efforts. Also, planners promoted the newly-branded weekend and its 20 hot air balloons, 18 professional BBQ cooking teams, live music and regional vendors and amusements through the town's website, blog, email newsletter, social media outlets, radio and traditional promotional items, such as T-shirts, hats and posters.

Organizers measured an uptick in festival attendance and noticed a growing pride among residents and town merchants in their community.

Contact Henry Hunter at hunterh@townofblythewoodsc.gov or 803.754.0501.

Camden
City of Camden residents had made their voice clear for years. They yearned for a public downtown venue for hosting concerts, festivals and other community gatherings. In response, city leaders came up with a plan for just such a place on a site that happened to house an aging stormwater infrastructure which after 100 years needed to be updated.

What came to pass was the Camden Town Green, an infill redevelopment and adaptive reuse project that benefitted City of Camden residents. The Camden Town Green includes pervious parking areas, light imprint stormwater mitigation, a pedestrian walkway and a flexible green space used for civic events, festivals, a farmer's market or simply a place for residents to gather.

Throughout planning and construction, city officials involved the public in both charettes for downtown revitalization and focused project visioning.

Once a parking lot in ruins, the space's redevelopment has increased downtown parking, created a public gathering space, eliminated blight, increased property values and replaced a 100-year old stormwater infrastructure with a new system.

Contact Wade Luther at wluther@camdensc.org or 803.432.2421.

Clover
The Town of Clover wanted to provide a recreation center for residents. By the time it completed the center in 2010, Clover ended up with something much more.

After significant population growth in the 2000s, Clover officials experienced an increased demand for a wider variety of services. Town officials had included a recreation center in its comprehensive plan and in capital improvement plans. With a proper facility, staff could provide recreation programs to residents it was not currently serving, such as seniors and those with disabilities.

The town received a state competitive grant to construct a new facility, but it was not enough to build the type of facility officials wanted to offer the community. Instead, town officials used the grant funding along with reserves to purchase the community's old post office that had fallen into disrepair. Town staff performed much of the necessary improvements to transform the historic building from an eyesore to a community asset.

When the building opened in 2010, Clover's beloved historic town building had been repurposed for a new life. Residents enjoy a variety of educational, social and recreational activities at the facility, while the building also provides office space for the town's recreation staff and meeting space for town council and others.

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

Fountain Inn
In response to a growing national mistrust of police, Fountain Inn leaders took a proactive approach and formed the Community Patrol Division to change perceptions about local law enforcement. Even though it has a relatively small department, 24 sworn officers, Fountain Inn has three officers assigned full time to its Community Patrol Division. The officers oversee the department's community-based initiatives such as Senior Watch, Summer Camp for At-Risk Youth, Citizens Police Academy/Citizens Review Committee, National Night Out and Christmas for Kidz.

The combination of Citizens Police Academy and Citizens Review Committee is unique to the upstate and one of a very few in the country. Residents who complete the Academy are eligible to serve on the committee. Committee members review formal complaints against officers and cases where officers use force.

The department has earned the trust of many in the community including local churches, volunteers and local merchants who provide funding and manpower critical to maintaining the quality of the community-based programs.

The program has helped create a positive atmosphere between law enforcement and local residents by building strong relationships with the community and promoting transparency in law enforcement. With little manpower and funding but a very good idea of the areas in which it could make an impact, the police department created innovative, new ways to educate local residents on the philosophies, policies and principles of local law enforcement.

Contact Melissa Woods at Melissa.woods@fountaininn.org or 864.862.4461.

Gaffney
When the City of Gaffney reopened its 100-year-old post office as the Gaffney Visitors Center and Art Gallery, the event was big news. Even bigger news was that Gaffney kicked off the celebration by being the first South Carolina host site for New Harmonies Smithsonian traveling exhibit.

Gaffney partnered with several organizations to host an inclusive, free 50-day music festival called New Harmonies: Celebrating American Roots Music. The festival featured educational programs, cultural activities and exhibits showcasing music's influence on America and the local music heritage. The festival lasted throughout the exhibit's stay and offered free programs to encourage residents of all income levels, races, ages and abilities to enjoy the prestigious exhibit.

The event was just the right kick-off for the newly renovated Gaffney Visitors Center and Art Gallery, which the city hoped would become a hub of information and a host site for cultural events. Gaffney welcomed almost 5,000 attendees to the events. It was so successful, local businesses have taken on some of the events and continue to offer them to the community.

Contact LeighAnn Snuggs at lsnuggs@getintogaffney.com or 864.487.6244.

Goose Creek
At a time when many cities are simply struggling to survive, Goose Creek had an unusual problem. Incorporated in 1961, the city struggled with a lack of identity - a downtown. City leaders wanted visitors and residents to have a feeling that they had arrived in Goose Creek.

A formal downtown redevelopment planning process began in February 1999, and 150 key community stakeholders participating in a three-day charrette. With the results of the charrette, community leaders developed a master plan for downtown. Once the plan was complete, design and engineering began with construction kicking off in January 2010.

While the project required no tax increases, city leaders enjoyed support from two key business partners. Google, with a nearby data center, installed free Wi-Fi throughout the city, and Berkeley Electric Cooperative moved overhead utilities underground.

The city's commercial core is already more pedestrian friendly and has more of a downtown feel to those who visit. As the city continues to grow and evolve, the downtown area will better connect the city to her residents.

Contact Jesica Mackey at jmackey@cityofgoosecreek.com or 843.797.6220, ext. 117.

Hartsville
In January 2011, a war veteran with community building experience joined with his local church to bring new life to an aging part of Hartsville, the Oakdale neighborhood. Built by a local textile mill a century ago, the neighborhood was home to the mill's workforce. Today, the neighborhood had fallen into disrepair with crime a growing problem.

A planning committee - comprised of the veteran, city planners, Habitat for Humanity representatives and neighborhood residents - worked for nearly a year to organize a neighborhood crime watch. Hartsville received CDBG funding for the plan's second phase, which will include installing sidewalks, lighting and security cameras throughout the community.

The renaissance has received strong support from city residents. Future phases will address exterior housing issues including helping residents install wheelchair ramps, demolishing derelict structures, improving facades and completing energy efficient upgrades.

Contact Adam Mathews at Adam.Mathews@Hartsville.org or 843.339.2868.

Hilton Head Island
The Town of Hilton Head Island's Fire and Rescue Division took a long look at the cardiovascular care on the island and made a decision. Officials determined they would take a proactive approach to strengthening the survival rate of a heart attack or cardiac arrest victim by a measurable difference.

By implementing the comprehensive Emergency Cardiovascular Care Program, Hilton Head Island officials are holding themselves to a high standard of responsibility, accountability, transparency and commitment to patient safety and clinical excellence. The program is also unique because of the level of collaboration and cooperation between the general public, emergency/rescue personnel and health care providers. Partnerships are critically important to the success of the program.

Aspects of the program include increasing public awareness of heart attacks and sudden cardiac arrest symptoms, public access to defibrillators, improved field treatment and a more streamlined transition of care from the field to the hospital. Based on best practices, Hilton Head Island instituted a system to transmit electrocardiograms from the "field" to the emergency department prior to the patient's arrival.

Technological advances will allow Hilton Head Island officials to continue strengthening its "chain of survival." Town leaders plan to create an AED registry and GIS map layer so emergency dispatchers can connect bystanders with nearby lifesaving equipment. Leaders also hope to increase use of smartphones to push notifications to bystanders trained in CPR that help is needed nearby.

The Emergency Cardiovascular Care Program is helping create a safer and more secure environment for everyone who lives, works and vacations on Hilton Head Island and enhances the island's quality of life.

Contact Lavarn Lucas at lavarnl@hiltonheadislandsc.gov or 843.682.5100.

Kiawah Island
Kiawah Island visitors and residents share a love of two island attractions: the beach and wildlife. Town leaders do all they can to foster appreciation for both. Staff created a wildlife website but still needed printed materials to complement the site. After struggling with keeping the information current and printing 12 different brochures, staff decided to discontinue the series and provide a 72-page wildlife field guide instead.

The field guide combined the brochure content into one publication and added useful information such as how to limit disturbing birds, animals and the environment; safety information and contact numbers.

The guide was created entirely by town staff with photography assistance from the Kiawah Photo Club and Kiawah Garden Club. Island residents, the Kiawah Conservancy, the Kiawah Island Golf Resort and the Kiawah Island Community Association all contributed to planning the guide.

Town officials are proud to provide such valuable, sought-after information at no cost to island residents, guests and visitors. When the guide is reprinted, the town plans to add information about more species and increase the number of distribution points.

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

Kingstree
While bustling train depots once dotted the Southeast, most have vanished. Kingstree's old train depot was lucky to still be standing. For years it had been crumbling and sorely in need of repair and restoration. The irony was the depot was still in use as an Amtrak stop.

To spur the weakening local economy, Kingstree officials initiated a project to renovate the depot. Renovating a building is difficult enough, but this one had historic details to preserve and major damage to repair.

Undeterred, the town leaders enlisted the community's help, including representatives of Amtrak and the Williamsburg Chamber of Commerce.

After securing funding, the restoration began in earnest. Today the train depot once again stands strong in the heart of the community. The revitalized landmark warmly welcomes town residents and Amtrak travelers. Kingstree leaders hope the depot becomes a major attraction and is pursuing designation on the National Register of Historic Places.

Contact Daniel Wells at dwells@kingstree.org or 843.355.7484.

Lexington
Lexington has experienced significant growth in the past 10 years. Like many other growing communities, Lexington officials knew that more people meant more crimes and arrests. To ensure local youth understood the layers and consequences of crime and the legal and judicial systems, the town leaders created Kids in Court, an educational mock trial program hosted by the Lexington Police Department.

As part of the program students hear court testimony and evidence and deliberate as a real jury to determine the guilt or innocence of a defendant. The participants, along with adult volunteers, serve in all roles of the trial - judge, attorneys, witnesses and jurors. This gives them first-hand experience in the courtroom and a birds-eye view of how unlawful actions result in consequences.

Lexington created the program with limited funding but the support of many community volunteers, allowing the program to be offered free to participants. As the program grew, it received funding from South Carolina Educational Television as an educational tool for schools throughout the state.

While fun and educational, Kids in Court provides a critical learning experience. Students learn the importance of either making correct choices or experiencing the consequences of choosing otherwise.

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

Marion
For years, Marion has struggled with chronic high unemployment - often reaching 20 percent or more. Even worse, higher education opportunities that could help were 25-50 miles away, out of reach to many Marion residents.

That changed when the city opened the Swamp Fox Higher Education Center in a vacant Main Street building. Rather than partnering with just one higher education institution, the city officials collaborated with three, giving local residents access to multiple learning opportunities from different institutions.

In a space tailor-made for learning, residents can access courses and classes from Francis Marion University, Coastal Carolina University and Florence Darlington Technical College. One back-to-work focused program brought SCWorks to the Center for a week to help residents with resume development, interview coaching and work skills training.

In addition, the Center now has a lab with 14 computers and is being used as a rental space for private events.

The Center has brought residents back to the downtown area and given residents a place to learn and develop work and life skills. Best of all, Marion created a center of opportunity easily within residents" reach, right on Main Street.

Contact Rodney Berry at rberry@marionsc.org or 843.423.8235.

Moncks Corner
When Boeing announced plans for a new assembly plant in nearby North Charleston, it was big news for Moncks Corner too. In hopes of drawing some of the relocating employees to the community, town officials produced a video which showcased Moncks Corner. Employees could access the video from Boeing's employee website.

Several local subdivision developers funded the project. The goal was to entice the relocating Seattle workers to purchase a home in Moncks Corner.

With assistance from the Charleston Regional Development Alliance, Moncks Corner contacted the Boeing's human resources department, which agreed to make the educational video available on the internal employee website.

After the video launched, town officials noticed that two-thirds of all new housing starts were related to the Boeing plant. The video was deemed a success as residential building permits actually increased and new home purchases rose during an economic downturn. Moncks Corner continues to grow and will also enjoy increased property tax revenue for its efforts.

Contact Marc Hehn at town.administrator@twn-mc.com or 843.719.7910.

Mount Pleasant
Mount Pleasant has been growing and trying to contain two challenges that accompany growth: inadequate infrastructure and traffic. The solution was a two-year road reconstruction plan with $160 million in road improvement projects, but town officials knew the project had a downside. It could deeply impact the health of the businesses located in the construction zones.

The solution was an innovative public information plan. The "No Hard Hat Required Mitigation Plan" kept the community informed about the construction and supported local businesses. As part of the plan, Mount Pleasant created a new staff position and an off-site transportation office.

Town staff visited affected businesses to address signage and ingress/egress issues, kept plans out in front of the public and ran a light-hearted ad campaign to acknowledge the frustration and support local businesses.

Mount Pleasant leaders took a proactive role to limit the massive project's impact. There are plans to expand the town's website to include upcoming road projects and to create a radio campaign that will run during evening rush-hour traffic.

Contact Eric DeMoura at edemoura@tompsc.com or 843.884.8517.

North Charleston
In years past, North Charleston relied on local media to share information with residents. Worse, there was no real mechanism to interact with residents. When the city embraced social media, that all changed.

Now residents - and the world for that matter - have access to all that the city offers through the city's website and social media outlets including Facebook, Twitter, YouTube, Google+, flickr, ustreamtv and the city's blog. Now city residents hear the direct voice of the city and can share their opinions, comments and commentary in the process.

The city simply used free, web-based services to create accounts and now maintains them. The video, photo and data posts, fueled by social media, reach vast audiences without the need of television and print outlets. Social media is another avenue residents can use to communicate with their government.

The city and residents now enjoy a two-way dialogue in a simple, cost effective manner. City officials plan to keep adding content to various outlets daily while expanding their offering to include live streaming of city council meetings, recorded videos, and tourism and event photos.

Contact Ryan Johnson at rjohnson@northcharleston.org or 843.740.2520.

North Myrtle Beach
A city on the water cares about water safety, especially for residents who are afraid of water or cannot swim. That was one reason North Myrtle Beach leaders instituted a weeklong program of free swimming lessons.

The city's aquatic and fitness staff crafted a step-by-step program to help participants overcome their fear of water and teach them basic swimming and water safety skills. The staff then partnered with the Grand Strand Masters Swim Team to help teach the valuable skills.

More than a group lesson, the weeklong program gave staff and volunteers the time to work with each participant, catering to their individual needs and enabling them to progress at their own speed. The program also had the support of the U.S. Masters Swimming foundation, which provided free promotional banners and gifts for participants.

Through local schools, churches and word-of-mouth, 120 participants learned to enjoy being in the water and became water-safe. Many still continue to swim and have shared the program with their friends who want to participate in future programs.

Contact Diane Bartlett at dcbartlett@nmb.us or 843.280.3738.

Orangeburg
Safety is essential to any growing city. Faced with data from a university-conducted study, Orangeburg leaders learned 40 separate gang or gang-type activities were occurring in or near Orangeburg. Officials knew they needed to face the issue head on, be proactive and become part of the solution to eradicate the threat of gangs.

The city's Department of Public Safety launched a holistic approach, the Orangeburg County Gang Initiative Project, which combined Intelligence-Led Policing and grassroots community involvement. Intelligence-Led Policing entails using crime analysis, GIS software, intelligence analysis and exchange of information.

After gathering together a group of community stakeholders and leaders to build consensus, city officials led a three-level program involving an awareness campaign, intervention strategy and focused efforts to suppress gang activity.

With the goal of improving the quality of life in the community for children, young people and adults, the Orangeburg Gang Initiative Project has done just that and more. City officials credit the program with producing a 7 percent reduction in crime since its launch.

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

Ridgeland
For years, two of the most prominent government buildings in Ridgeland were connected by an odd-shaped, neglected piece of town-owned land. As part of the town's ongoing streetscaping and beautification efforts, the property received new life.

To honor the town's rich military history and many distinguished veterans, town officials decided to repurpose the land into a memorial park that also serves as a pedestrian connector to the Jasper County Courthouse and the Ridgeland Town Hall. Rather than creating a standalone monument, officials envisioned a public space that was accessible, useful and blended with the streetscaping effort.

After surveying the land, planning and fundraising kicked into high gear. The group identified five funding sources, one being the sale of bricks into which donors could etch names of veterans that would be immortalized in the park's walkways. More than just creating the park to honor veterans, the town also welcomed veterans" input and assistance throughout the entire project.

When the Ridgeland Veterans Memorial Park was formally unveiled and dedicated, more than 500 people attended the ceremony, including representatives from all four branches of military service.

Contact Jason Taylor at ridgelandsc@gmail.com or 843.726.7500.

Rock Hill
For years Rock Hill was home to the nation's largest manufacturer of cellulose acetate. Now dormant, all that remained of the facility was a 1,000-acre, contaminated riverside site with a $45 million cleaning tab. The land was so contaminated it was one step away from Superfund designation by the U.S. Environmental Protection Agency.

Today the story is very different. The City of Rock Hill and a development partner, Greens of Rock Hill, are nurturing the one-time wasteland back to health and economic vitality. Through a unique public/private partnership, the mixed-use development project is expected to produce $600 million in private investment and more than $59 million in public investment, increase property taxes by $4 million annually, and generate 4,000 new jobs.

The site, once a brownfield site, is now a sustainable part of the community that draws cycling and outdoor enthusiasts of all levels to play and, eventually, live on the banks of the Catawba River. The site will eventually be home to 770 single-family homes, 300 townhouses and 500 apartments, plus 650,000 square feet of office and retail development.

Contact Holly Eskridge at heskridge@cityofrockhill.com or 803.326.3850.

City of Walterboro
While the City of Walterboro had for years enjoyed a reputation of being the front porch to the Lowcountry, growing crime had taken a toll on the residents" safety and threatened tourism. Fed up with the growing situation, city leaders, supported by frustrated residents, fought back with a 10-point plan. The plan is credited with reducing violent crime by 30 percent from 2009 to 2010, and local officials predict another 30 percent drop for 2010 to 2011.

The 10 initiatives include cross training and adding public safety officers; forming neighborhood crime watch groups; conducting night field interviews; enforcing codes for neighborhood improvement; partnering with the county sheriff, SLED offices and Colleton County Council; improving street lighting; advocating for legislative initiatives; partnering with key church and youth groups; and, ramping up a gun buyback program.

The community has pulled together to tackle the crime issue. Leaders vowed to root out the criminals and restore the community's reputation. Corporate citizens and local nonprofits also took part in the effort. The work has paid dividends. People are happily out on the streets again, and tourists are back to rock on the Lowcountry's front porch once again.

Contact Jeffrey Lord at jvlord@walterborosc.org or 843.782.1011.

City of West Columbia
When the West Columbia Police Department purchased 12 Automatic License Plate Readers and one speed trailer equipped with ALPR technology, officials hoped it would help stem crime in the community and help its small force apprehend at-large criminals. The systems automatically read license plates and compare them against numerous databases including stolen cars, gang or terrorism watch lists, and unlawful drivers.

The technology has been a force multiplier for the small department, which has struggled to control crime in the city. West Columbia has several major thoroughfares to Columbia, a high percentage of rental properties, drug treatment facilities and halfway houses for released inmates which would be difficult to manage even for a large police department.

In the first year of using the new technology, officers gathered and stored more than two million reads. In addition, officers identified more than 500 suspended tags, served more than 40 warrants, and discovered almost 200 stolen vehicles and tags as a direct result of the data.

Contact Jackie Brothers at jbrothers@westcolumbiasc.gov or 803.939.3182.