Population 1-1,000: Town of Edisto Beach

The improvements to Edisto Beach's 38 public beach access points began in 1994, when officials committed to renovating two per year. The project's goals were to provide beachgoers safer and more convenient access to the sandy shores and to make the town eligible for state funds that are awarded only to municipalities that meet standards set forth by the Beachfront Management Act of 1991.

Each public access is a road terminus that was deeded to the town in 1975. During the 18-year project, officials collaborated with many groups in the community-nonprofits, businesses and resident committees-to upgrade the access points to meet state standards.

Each access point had its own characteristics, but almost all of them were being encroached upon by private property. Officials worked with property owners to delineate boundaries. Another concern officials addressed was the health of the nearby dune system. Where appropriate, the town constructed dune walkovers to protect critical areas.

Funding came from a combination of grants and local taxes. Plans for each access point evolved over time, and although each one received upgrades, no two are alike.

The improvements are impressive. Better parking and reflective signage accommodate Edisto Beach's day-trippers. New rope fencing, as well as trash and dog waste receptacles, protect the coastal ecosystem. The town installed safety stations to educate visitors about seaside dangers like riptides. Volunteers constructed bike racks and beach-viewing benches.

Getting to the shoreline in Edisto Beach is easier and more enjoyable these days, thanks to the town and its residents who had a long-term vision and saw it through to the end.

Contact Iris Hill at ihill@townofedistobeach.com or 843.869.2505 ext. 211.

Population 1,001-5,000: City of Loris

The old Loris public safety building was so cramped that police officers were doing their paperwork from jail cells. Important fire equipment was crowded into garages, and firefighters lacked meeting space and sleeping quarters. Officials understood that a new facility was vital and that outside funding would be essential for such a massive project.

Officials asked their local council of governments for help in pursuing grants. A team was put together to identify and secure funding. Grants from the South Carolina Department of Commerce, Horry County and the USDA Office of Rural Development kick-started the project. Various individuals made donations to furnish and landscape the new building.

To get the public on board with the necessary expenditures, town officials held an open house so that residents could see for themselves the outdated facilities. After the event, residents voted resoundingly to pass a bond referendum for the city to fund the project. With the money in place, construction began.

The new public safety building is practical and modern. Firefighters are enjoying a comfortable day room, sleeping quarters, kitchen and showers while police officers now have their own offices as well as secure evidence and interview rooms. The departments share conference space and a training area. A backup emergency generator ensures police and firefighters will be ready for a city-wide crisis. The facility meets the community's current needs and has space in the event of future growth.

The new building is one that firefighters and police are proud to call home and that residents are proud to visit.

Contact Mayor David E. Stoudemire, Jr. at mayor@cityofloris.com or 843.756.4004.

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

Downtown Lancaster needed an anchor. The University of South Carolina Lancaster needed space to store and showcase its large collection of Catawba pottery and artifacts. A partnership was born.

Plans for the Native American Studies Center began when Lancaster municipal officials met with community groups to discuss cultural tourism and historical assets as catalysts for downtown revitalization. They brought faculty in on the conversations. The faculty shared that they were in desperate need of more room for the half-million Catawba artifacts-the world's largest Catawba collection-in the school's possession, as well as space for a growing number of students attending USCL.

The City of Lancaster purchased a long-empty furniture store on Main Street using funds raised from hospitality taxes and a Duke Energy grant. Officials worked with faculty from USCL's Native American Studies department to design classrooms, labs and galleries in the renovated space. The city improved existing parking and created additional parking areas. Working with regional tourism and preservation groups, the city then developed a marketing plan to promote the new center.

Locating a cultural attraction downtown has been a boon for tourism in Lancaster. Even better, there are more college students spending time-and dollars-in the city center. The project has been so successful that officials are working with USCL to relocate more of the University's departments downtown. Workshops, festivals, seminars and other public events are in the works as well to draw more people to the Native American Studies Center.

A once-empty building is now a cultural asset, and downtown Lancaster is once again the center of conversation.

Contact Helen Sowell at hpsowell@lancastercitysc.com or 803.289.1699.

Population 10,001-20,000: Town of Bluffton

The population of Bluffton has surged by 1,700 percent in the last 20 years. This sharp and sudden boom brought soaring land costs, making it almost impossible to build affordable homes within town limits. Worried about the impact of pervasive development on the outskirts of town and hoping to encourage growth in an underutilized area of Bluffton's historic district, officials pledged to redevelop run-down Wharf Street into affordable housing.

Numerous grants funded the project, including money from the Neighborhood Stabilization Program and HOME funds. The town donated the parcel of land for the new homes. Although spearheaded by Bluffton officials, many partnerships-at the county, regional and state levels-were formed to ensure the project was a success. The public as well as the town's planning and historic preservation commissions played important roles in the project, providing volunteers and advice about maintaining the historical integrity of the neighborhood.

In the end, six modular homes were constructed on Wharf Street in the center of Bluffton's Old Town District. The environmental impact on the land and community was lessened by the modular construction process. These affordable homes were built to fit in with the historic nature of their surroundings, and took the place of two vacant lots. The modular homes feature energy-efficient mechanical systems and appliances which provide lower utility bills and maintenance costs to homeowners. Through this project, officials demonstrated that it is possible to integrate affordable housing into an existing city center-even a historic one. The six houses on Wharf Street are now an integral part of the diversity and economic stability of Bluffton.

Contact Danny Wilson at dwilson@townofbluffton.com or 843.706.4521.

Communications: Town of Mount Pleasant

The Mount Pleasant Employees Public Service Announcement campaign originally began as an internal communications strategy. Seeking to improve employee morale and promote public safety internally, communications staff invited Mount Pleasant employees to stretch their acting muscles in low-cost, light-hearted videos about various safety practices. After they were placed online, however, the videos became a hit around town.

When communications staff sent out a casting call of sorts for the first anti-texting video, 40 employees answered the call and four PSAs were shot. Recognizing that the videos had become a point of pride for the employee-actors, communications staff created an awards program as part of the new initiative. More than 120 employees voted for their favorite video. The winners were honored with an Oscar-like statue and a gift card at a town committee meeting. But the internal success of the program was just the beginning.

As an added benefit, the public embraced the PSAs. The videos received almost 20,000 views on the Mount Pleasant website. Communications staff began posting the videos to the town's Facebook page, where each one averaged 500 views. Staff also reached an estimated 27,000 households via advertisements in various print media.

Town employees and communications staff immediately got to work on producing more videos featuring more of Mount Pleasant's finest. Video titles include "Lock It or Lose It," and "Don't Let Scrooge Burn Your Christmas Tree!" Currently, 30 employees are on the waiting list to act in a future PSA.

This inexpensive project spread awareness about various public safety issues. It also allowed Mount Pleasant employees an opportunity to be town ambassadors while enjoying their moment in the spotlight.

Contact Martine Wolfe-Miller at mwolfe@tompsc.com or 843.884.8517.

Economic Development: City of Florence

In 2005, the City of Florence hired a consultant to create a master plan for downtown redevelopment. The plan identified arts and cultural development as a necessity to encourage renewal for the city center. In the years that followed, a new library and theatre were constructed, and the city anticipates the opening of a new museum this year. But the crown jewel of these new developments is the state-of-the-art Francis Marion Performing Arts Center, located in the heart of downtown Florence.

The $37 million facility boasts a main stage and outdoor amphitheater, a garden courtyard, an academic wing, and upper and lower lobbies for events and receptions. It has been honored with architectural awards for its innovative use of sustainable materials.

Officials formed partnerships with private entities to secure the land and fund construction of the Center. The partnership formed between the city and the university is a mutually beneficial one. Francis Marion handles the ongoing costs and daily operation of the performing arts center and, in return, the university's theatre and fine arts department is in the academic wing of the facility. Pee Dee residents are winners as well, as they now have a venue to enjoy musical and theatrical performances close to home.

Using culture and the arts as an economic development tool is working in Florence. After the performing arts center was constructed, a boutique hotel opened downtown. New businesses and restaurants are flourishing as well, and office and retail space in the city center is being redeveloped for new merchants.

Contact Andrew H. Griffin at dgriffin@cityofflorence.com or 843.665.3113.

Public Safety: City of Sumter

The City of Sumter's Fire Department struggled to recruit new firefighters. During the past two decades, the city recruited only half of the number of firefighters it had been able to previously. Extensive training requirements made the job a tough sell to college-bound kids, and the department grappled to find qualified candidates while dealing with an ever-tightening budget.

In 2011, the Sumter Fire Department approached the school district to create a training program that would satisfy Department of Education standards while allowing students to earn a Fire II certification. The course is a two-year endeavor designed for juniors and seniors, and takes place at the county's career center.

Paying for the initiative is a team effort. The school district pays for the costs of the classroom facility and the instructor's salary. The city assumes all costs associated with using and maintaining the emergency vehicles and fire-training grounds. The fire department provides the personal protective equipment and also received a grant from the South Carolina Firefighters Association for medical equipment.

Thirteen students enrolled in the first year. News of the program increased interest in the city's regular certification classes, which saw a 30 percent increase in participation. By hiring from a pool of 25 perspective firefighters trained through the program, the city can cut training costs by 60 percent through partnerships and collaborative efforts with the school district.

Officials anticipate enrollment in next year's class will double based on the interest of area high school students.

Contact Shelley Kile at skile@sumter-sc.com or 803.795.2463.

Public Service: Town of Blackville

For many years, the Town of Blackville has struggled with poverty, racial disparity and crime. After a devastating trend of violence in 2011, officials and residents had had enough. The mayor and town council hosted a well-attended community forum to discuss the radical changes the town needed to thrive again. The Community Action Team - made up of residents, youth groups and government officials - formed as a result of the forum.

The team's first objective was to identify initiatives that might combat apathy and violence in Blackville. After a comprehensive community survey, the team decided to focus on developing youth and neighborhood watch programs while encouraging community events and economic development.

The team developed the Crime Buster Summer Camp for children that incorporated robotics and athletic activities as well as character development exercises. The Boy Scouts are back in Blackville, and the Blackville Youth Council now organizes a monthly movie night.

Crime has dropped 10 percent since the neighborhood watch groups were formed. Fifty-five residents are now members of one of the groups.

To encourage civic engagement and economic development, the team hosts one community event per quarter. The Taste of Blackville is a popular occasion, and residents enjoyed the first annual Music and Arts Festival. The team invites new vendors to each event in an effort to attract new businesses to town.

The Community Action Team is more than an event-planning committee. It is the central engine for communication, development and engagement in Blackville.

Contact Mayor Mike Beasley at mike.beasley@barnwell19.net or 803.284.2444.

Public Works: Town of Kiawah Island

Officials in Kiawah Island faced an uphill challenge when they decided to improve two waterfront recreational sites in town. Land on the island is some of the most expensive in the state, and environmental restrictions can constrain certain oceanside projects. Officials persevered, renovating the sites to ensure public access and safety.

The Kiawah bridge embankment had long been a popular kayaking and fishing area but lacked a safe route to the shoreline. Beachwalker Pond had been originally conceived as an engineering structure but had grown into a popular fishing spot. However, there were no guardrails or boardwalks to protect the public. Realizing the recreational boon these sites could be for the town, these two projects became a priority for local officials.

The first hurdle officials had to jump was funding. Because the town could not afford to purchase the land outright, officials worked with Charleston County to make the projects eligible for funding from the Greenbelt Program, a land conservation program initiated within the Charleston County Road Wise Program. After receiving the funds, officials faced permitting challenges due to environmental restrictions on coastal land. The town had to receive approval through the county, DHEC's Office of Ocean and Coastal Management as well as the Kiawah Island Architectural Review Board. When the approval process was finally complete, officials collaborated with a construction company to acquire environmentally-sound materials for the projects.

The bridge embankment now features an access plaza with ramp, stairs, kayak-staging area and guardrails. Beachwalker Pond is a fisherman's dream with a boardwalk, benches and rod-holders. Thanks to the town's persistence, these sites are now safer and more accessible for Island residents and visitors.

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

Other entries

Aiken
In the 1980s, Aiken was recognized as one of the top ten places to retire. Officials have remained proactive about preserving the distinction while caring for the city's aging population. The Aiken Senior Commission makes recommendations to city council on ways to ensure and advance the well-being of its seniors.

Created initially as a task force, the commission took on its first assignment to determine the best way to care for the city's seniors. After completing a comprehensive survey, the task force concluded that seniors had numerous and diverse needs which would be best accommodated by a permanent commission. The commission is made up of seven volunteers representing different governmental and human service groups.

Comission members meet monthly and have developed a strategic plan outlining goals to ensure Aiken remains a popular senior destination. The goals - currently in different stages of implementation - include improved transportation options, more activity and companionship opportunities, senior housing and better access to healthcare.

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

Anderson
Anderson officials hoped to encourage economic growth by offering incentive programs to potential businesses. After seeking advice and best practices from other municipalities, officials created an economic toolkit - with three distinct programs - to stimulate growth.
Anderson's grant incentive program bolsters businesses by supporting them financially. Applicants must meet general eligibility requirements.

The Advantage Program provides small, short-term loans to new businesses to cover startup costs. Funds come from Community Development Block Grant funds. To qualify for the money, the business must satisfy an unfilled niche in the community.

The "I Wish I Was"" program makes creative use of vacant space. Officials used general fund revenue to produce temporary and portable storefront graphics. The graphics included the phrase, "I Wish I Was"" followed by a type of business the community lacks, such as a candy store or toy shop. These graphics are placed in vacant storefronts to spur interest and attract new businesses.

The toolkit is working. Last year five businesses took advantage of programs offered through the toolkit creating more than 38 jobs.

Contact Arlene Young at ayoung@cityofandersonsc.com or 864.231.5933.

Cayce
During Lexington County's population boom in the early 2000s, Cayce's wastewater treatment plant came dangerously close to capacity. Realizing that the aging facility would have to be replaced, officials initiated a decades-long planning process to fund and construct a new plant.

Working with other municipalities in the county and the local council of governments, Cayce officials took the lead on the project. Officials set the following goals: construct the new plant within a conservative budget, protect the integrity of the Saluda River and allow for shutting down smaller, less efficient plants around the county. The public was kept in the loop through public meetings and newspaper articles.

Opened in 2012, the state-of-the-art wastewater treatment plant processes 25 million gallons a day. Even more impressive, officials designed the facility to handle growth for the next 30 years. Officials are already planning a companion facility to handle septic tank waste and cooking grease.

Contact Tara Yates at tyates@cityofcayce-sc.gov or 803.796.9020.

Clemson
When the mayor of Clemson and president of Clemson University decided they would like to host an autumn charity event to bring residents and students together, their attention turned to the University's 11,500 square-foot boat house and training facility on the banks of Lake Hartwell.

The Team Up for Clemson Community Regatta would pair skilled university rowers with amateurs in a race to raise money for six local charities. The Joint City-University Advisory Board, a committee dedicated to fostering a mutually beneficial relationship between the City of Clemson and the University, organized the event.

Members recruited business sponsors, encouraged resident involvement and invited nonprofits to take part. More than 297 rowers signed up for the regatta, and approximately 400 spectators came to cheer them on.

The University donated the space and equipment for the regatta and student rowers volunteered their time. The event raised more than $8,000 for charity, and officials hope the regatta will become an annual tradition.

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

Clover
When Clover officials met with their Roosevelt Community Watch and local school district representatives, the conversation revealed two needs could be met with one initiative. The community members were concerned about a dilapidated building in Roosevelt Park that needed renovations. The school district officials felt struggling elementary students could benefit from a tutoring program. The new Stellie J. Jackson Enrichment Center would replace the decaying building and become the venue for a new tutoring center.

The Center - named after a Clover native and education advocate - was restored using funds from the town, as well as donations from the community watch and local rotary club. The local school district donated furniture and equipment. The district also developed the tutoring program, installed computers and provided other educational materials. The district oversees the tutoring program, ensuring each student's academic needs are met. The local YMCA provides the day-to-day management.

Improved test scores and grades indicate that the new tutoring center is having a positive effect. As an added bonus, the active Roosevelt Community Watch has a new place to hold its meetings.

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

Columbia
Columbia boasts multiple entertainment districts. When these high-traffic areas began to experience an increase in crime, city officials and law enforcement took a multifaceted approach to solving the issue. Along with a greater police presence and a renewed dialogue between officials and local merchants, the city formed a public-private partnership with existing retail associations.

To install surveillance cameras in the affected areas, the city provided each association with grant money from its hospitality tax fund on a dollar-for-dollar matching basis. Participating merchants paid for half of the material and installation costs for the initial 70 cameras installed around the city. The merchants own and operate the cameras and agree to help police prevent and solve crimes.

The program has been a big success. Violent crime in these areas has dropped 16 percent, and the cameras have already been used to solve several high-profile cases. This success has led to a network of approximately 2,000 cameras that keep Columbia safe.

Contact Chris Segars at cmsegars@columbiasc.net or 803.545.4143.

Eutawville
For many years, an overgrown, vacant lot sat in the heart of Eutawville. Hoping to encourage tourists on their way to popular nearby lakes - as well as local residents - to stop for a while in downtown, officials decided to turn the eyesore into an asset with a new community park.

After contacting their state representatives for support, officials set out to get area businesses on board. Large companies provided materials and labor for the more complex features like the walking bridge and bandstand gazebo. A team of local residents landscaped the area, and one resident furnished the new playground equipment.

The Eutaw Village Community Park took nearly two years to complete while some components, like the walking trail and surrounding fence, are still a work in progress. But the once-empty lot is now full of residents and visitors taking time to enjoy Eutawville.

Contact M. Jean Akers at Eutawtownof@yahoo.com or 803.492.3374.

Fort Mill
There are more than 100 monuments scattered throughout Fort Mill that memorialize local servicemen and to women. However, local officials noticed that residents lacked one centralized location to honor all veterans from all wars. City leaders partnered with local veterans" groups to repurpose a vacant lot on a prominent street into a veterans park.

Funding for the project came from veterans" groups, festival proceeds, capital fund money and individual donations. Residents purchased paving bricks inscribed with the names of an active or former service member. Hundreds of personalized bricks now pave the park's "walk of honor."

The park features stunning structural elements. A statue of a World War I doughboy looks over a column engraved with names of Fort Mill's fallen soldiers, and five granite walls stand in the shape of a star to represent the five branches of the military. Residents now have a quiet place to say "thank you" to all those who have served.

Contact Kimberly Starnes at kstarnes@fortmillsc.gov or 803.547.2116.

Fountain Inn
Ten years ago, downtown Fountain Inn was deteriorating. More than 50 percent of building owners reported losing tenants. Foot traffic had dwindled to almost nothing. Declining business license fees and hospitality tax income, as well as depressed property values, heightened the need for downtown revitalization.

Officials organized a team of residents and community leaders. Over the course of a year, Fountain Inn Forward met to discuss ideas to restore downtown. These ideas and solutions were used to formally develop a master plan which council adopted.

A downtown fa-ade program helped business owners restore historic buildings and city parks received a facelift. The city purchased an entire downtown block, then demolished the existing dilapidated structures. The city built a facility that can serve as a visitors center, farmers market, history center and amphitheater.

Thanks to city efforts and volunteer labor, downtown Fountain Inn is buzzing again. Festivals and events are now held regularly downtown and attract crowds of people.

Contact Eddie Case at eddie.case@fountaininn.org or 864.862.4421.

Greenville
It's not every day that an entire city anticipates and celebrates the birth of a baby. But that's what happened in Greenville when the Greenville City Zoo's beloved Masai giraffe, Autumn, became pregnant. City officials wanted to harness the energy surrounding Autumn's bundle of joy by devising a comprehensive communications campaign to keep the public engaged, while simultaneously bolstering attendance and fundraising at the zoo.

Using free platforms like Facebook and Twitter, as well as traditional channels like press releases, city officials gave daily updates about Autumn's pregnancy. They installed a webcam in the giraffe's living quarters, and a local radio station worked with officials to host a name-the-baby contest. The station received more than 2,000 entries.

The campaign came to a culmination when the baby giraffe finally arrived. Akiko was born in October. In the next few months, the zoo experienced record foot traffic and visits to its website. The zoo's fundraising efforts also saw a considerable surge. Through this creative and engaging campaign, officials strengthened support for the zoo while celebrating the birth of its new resident.

Contact Jeff Bullock at jbullock@greenvillesc.gov or 864.467.4300.

Greer
As stories of former football players" head trauma continue to fill the airwaves, Greer officials wanted to take steps to prevent and treat concussions in the city's recreation leagues. At a 2012 Greer Recreation Association board meeting, two board members - one a former football coach and the other a physical therapist - volunteered to train the city's youth football coaches on concussions.

The training provided stressed the importance of properly fitted equipment and showed coaches how to recognize and manage concussion-related symptoms. Coaches received cards that listed the signs of head trauma and on-the-field cognitive testing procedures. The Greer Parks and Recreation Department also purchased first aid kits for the coaches.

The concussion workshops have been so well-received. Greer officials plan to offer the training to coaches of other city sports like baseball and soccer. They will also place videos of the workshops online to reach a wider audience.

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

Hanahan
Hanahan officials wanted to reach out to the city's youth and get them involved in local government. They developed four projects that connected city employees with local students. All four were free of charge and relied on volunteers and cooperation from the school district.
The Lunch Buddies program matches one city employee or volunteer with one elementary student for a mentoring meal once a month. This positive interaction has boosted the students" test scores and curiosity about local government.

The mayor and city staff work with Hanahan's young women, showing them how science, technology, engineering and math - fields that have traditionally been male-dominated - are integral to local government.

Each month, one lucky student is chosen to serve as honorary mayor for a city council meeting in the Honorary Mayor program. For the Trails program, city staff collaborates with local high school students to design and improve bicycle and walking trails.

Through these initiatives, city officials have fostered a relationship with this important group of Hanahan residents.

Contact Johnny Cribb at jcribb@cityofhanahan.com or 843.576.5250.

Kingstree
At 100 years old, Kingstree's water and wastewater infrastructure desperately needed upgrading. The high maintenance costs were a burden, unaccounted-for water loss was excessive, and the water storage volume did not meet DHEC standards. Knowing they had to take action, Kingstree officials secured a low-interest USDA Rural Development loan and began the improvement process.

Town officials divided the large construction project into manageable parts, which in turn encouraged more competitive bidding from outside consultants. They considered water needs for fire services and made improving Kingstree's fire protection capabilities and ISO ratings a part of the project's goals. Through town council meetings, public hearings and weekly press releases, officials kept residents updated about the infrastructure improvements.

The exhaustive efforts drastically improved Kingstree's water and wastewater infrastructure. The new system is efficient and up to government standards. A solar powered drying bed allows the town to create a Class A biosolid that can be given away to local residents instead of transported to the landfill.

Perhaps most importantly, this project provided sewer service to a previously underserved and impoverished part of town, which is home to a number of residential, special-needs facilities.

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

Lexington
Because their town is one of the fastest growing in South Carolina, Lexington officials understood the need for a comprehensive plan to guide the community's progress in a smart and efficient way. Town council began collaborating with a consulting firm and solicited input from businesses and residents about how they'd like to see the town develop in 10, 15, and 25 years.

Some of the goals set in this year-long planning session were identified to improve traffic flow, create a vibrant downtown, improve pedestrian walkways and preserve Lexington's rich history. Council also sought ways to preserve the town's rural character and promote its location near Lake Murray. A few of these goals have already become a reality. Officials recently implemented a downtown fa-ade grant program, and the united traffic plan is making it easier to drive around town.

Contact Jennifer Dowden at jdowden@lexsc.com or 03.356.8238.

Manning
The Manning police bicycle team founded the Palmetto Patriots in 2010. The group's mission is to honor fallen law enforcement officers and support surviving families through community events. Annual memorial rides were just the beginning. Soon the Patriots were hosting multiple creative events throughout the year.

The Patriots printed a calendar, held bake sales and bazaars, and participated in a zoo trip and Christmas banquet with the families of fallen officers. The group also sponsored a memorial service in Clarendon County and was an integral part in developing roadside memorials. To keep the community informed, the Patriots developed a video for civic and government presentations, and prepared press releases for media coverage.

The events are funded entirely through business and individual donations. In three years, the group has raised more than $50,000 for the families of fallen officers. Community members have stepped up to provide the venues, food, hotel rooms and ad space for the Patriot's events and fundraisers. The group's future plans include becoming a recognized 501(c)(3) organization and developing a bicycle safety course for community schools.

Contact Scott Danback at sdanback@clarendonsheriff.com or 803.460.2120.

Marion
Marion officials wanted to channel residents" Christmastime generosity into a tangible project everyone could feel good about. Realizing the need of the poor and elderly in the community, officials worked with the chamber of commerce to develop the Food for Friends program. For every $36 of residents" donations, deserving families would receive a food box filled with everything they need to make a holiday meal.

Officials garnered support for the program through emails, letters and stories in the newspaper. They worked with the local grocery store to put together the meal-in-a-box at a discounted price. The Marion Department of Social Services agreed to participate and identified the families who needed help the most. Once the funds and food were in place, police officers and firefighters delivered the food to each doorstep.

The program's success has grown each year. Last year, 150 families who otherwise might not have had a holiday meal received holiday food boxes. Because of residents" generosity, small items like milk and eggs have had a big impact on families in Marion.

Contact Bobby L. Davis at DPOBOB@aol.com or 843.423.5961.

Mauldin
Mauldin's core is more of a crossroads than a downtown. Though many shops and restaurants exist along the busy US 276 corridor, residents lacked a slowed-down space to gather and socialize. Noting the success of other upstate communities with flourishing downtowns, officials committed to creating one of their own in Mauldin.

City leaders assembled a steering committee to create a master plan for the new downtown. This group was comprised of local business owners, real estate professionals, downtown property owners and city staff. Working with an outside consultant, the committee first tackled plans for improving traffic flow through the downtown, as well as providing adequate infrastructure for bicyclists and pedestrians. The committee  identified a 12-block area just north of the existing municipal complex as a location for new buildings to house potential downtown merchants. The committee also delineated areas for outdoor public spaces to accommodate parks and cultural programming.

Now that the master plan is complete, officials are taking steps to implement the aggressive strategy. The city is working on purchasing property, marketing the area and creating policies to create the new downtown.

Contact Olivia Vassey at ovassey@mauldincitysc.com or 864.289.8903.

North Myrtle Beach
Residents in North Myrtle Beach wanted a permanent farmers market to support local farmers and artisans. City officials knew the amenity would be an asset for the community, encourage healthy habits and serve as a venue for local producers to reach out to new customers. They chose an empty lot adjacent to city hall as the market's location and received help from the Clemson Cooperative Extension.

The farmers market consists of two open-air structures that can accommodate 28 vendors. It was built using funds from the city's capital improvement budget. Officials held public hearings to gather input from residents about the market's design.

Vendors now gather at the market to sell local produce and meat as well as arts and crafts. The sound system provides a festive atmosphere, and ceiling fans keep customers cool. As a bonus, the site can be used on off-days by community groups and for special occasions. The city-owned market will be an asset and a gathering space for years to come.

Contact Jim Wood at jwwood@nmb.us or 843.280.5556.

Orangeburg
For several years, the City of Orangeburg and the Downtown Orangeburg Revitalization Association, a volunteer committee, have worked to attract businesses and visitors to the city center. Realizing the need for enhanced parking options, the city began fundraising and forming partnerships to add more parking to the downtown area.

They used tax dollars for a portion of the project, but private donors provided the vacant land for the new parking area. During the planning stage, the Association held well-attended events downtown to generate excitement and money for the project. Once funds were in place, multiple city departments got to work turning the blighted area into a parking area.

Bounded by two downtown streets and adjacent to businesses as well as a cultural center, the 75 new parking spaces fill up quickly. Decorative lights, landscaping and benches make the area not just useful but pleasing to the eye. Local businesses report an increase in patron traffic, and officials have seen an uptick in private investments downtown.

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

Port Royal
In Port Royal, dense housing developments stand next to treasured wetlands. Over the years, stormwater runoff had been diverted into these wetland systems. This was destructive to the fragile ecosystem and caused flooding in town. Not satisfied to simply fix the problem, officials undertook an ambitious project to restore the wetlands and create a public park in the process.

After remedying the stormwater issues and installing a new drainage system, officials set to work on creating a recreational space in the wetlands. They built an amphitheater for special events and constructed more than 800 feet of boardwalk. They restored bird rookeries and harvested non-native plants.

The town used stormwater fees and TIF money to fund the project and relied on strong partnerships to get the work done. The local Audubon Club inventoried the bird species, trained tour guides and gave advice on signage. The Lowcountry Institute, a conservation and education nonprofit organization, made recommendations on wetland restorations. Beaufort County produced a short educational video featuring the wetlands for the local public access channel.

Truly a collaborative effort, the new wetlands park is good for the town and good for the environment.

Contact Van Willis at Vwillis@portroyal.org or 843.986.2205.

Rock Hill
Rock Hill residents who participated in the 2011 National Citizen Survey indicated a high level of Satisfaction with the city's employees as well as a high level of public trust. However, the respondents gave low ratings regarding city services and public awareness. These results indicated to officials that individuals were not connecting their experiences with city employees to the city as a whole. They designed the "Always On" campaign to reinforce the city's commitment to provide quality services 24 hours a day, seven days a week.

They incorporated the "Always On" tagline into the city's logo and revamped the website to reflect the new initiative. Officials improved media relations by expanding the city's presence on social media sites and the public access channel. City employees came together to shoot a 30-second video promoting the "Always On" campaign. Presentations to community groups were also a vital component for reaching the public. Garbage trucks and other city vehicles received colorful new graphics that promote city services.

As a city-wide initiative, employees from every department participated, and the campaign was integrated into new employee training.

Contact Katie Quinn at kquinn@cityofrockhill.com or 803.326.3791.

Simpsonville
A few years ago, Simpsonville terminated its curbside recycling service. City employees were sorting materials at the curb, which was both labor-intensive and dangerous. After the economic downturn, the city couldn't afford to keep the cumbersome program going. Effects of this decision were felt at local landfills, where more than 5,000 tons of additional materials were disposed. Residents were also unhappy and demanded a curbside service.

Officials discovered that partnering with a South Carolina-based private recycling service would keep costs low for the city while preserving manpower and equipment. They used funds from the public works budget to construct a transfer station and purchase roll carts. Residents pay directly for the service.

To promote the new service, city officials partnered with a number of governmental agencies and local businesses. Residents responded positively and quickly signed up for the service. Plans are in the works to expand the service to small businesses.

Contact Jay Crawford at jcrawford@simpsonvillepublicworks.org or 864.962.5723.

Society Hill
Building unity, restoring pride and changing lives: that's the motto of Society Hill's Community Policing Outreach Program. The nonprofit organization, founded by the town's police chief, is working to improve the lives of residents, specifically school-aged children and senior citizens. Comprised of residents from all walks of life, the CPOP holds two popular annual events: a back-to-school bash and a free Thanksgiving meal.

Because most students enrolled in Society Hill's public schools live below the poverty level, the start of a new school year can be an anxious time. The CPOP recognized that most families could not afford the long list of supplies most students would need for the upcoming term. The back-to-school bash provided students with everything from glue sticks to book bags, as well as parents with the opportunity to meet teachers and police officers.

The volunteer team organized the free Thanksgiving meal a few months later. Grocery stores offered extraordinary discounts for the food, and a local church provided the venue. Funding came from local businesses in and around Society Hill.

The CPOP is far from finished. Members are planning for an expanded back-to-school bash that will offer supplies to adult students seeking higher education or their GEDs.

Contact Kaynnera Terrell Capers at shpdchief601@gmail.com or 843.858.1439.

Walterboro
Even though I-95 passes less than two miles from the city center, travelers were not making their way to downtown. Walterboro city officials knew that luring motorists away from the exits and into downtown could be a huge boon for the local economy. Attention focused on turning 1,000 acres of swampy, undevelopable land in the heart of downtown into the Great Swamp Sanctuary.

Government and private-sector representatives formed a commission to develop a long-range plan for the new park. Together, they imagined a trail system for local residents and tourists alike, as well as the vital connectors from those trails to the interstate and downtown. They gave careful consideration to protecting the local ecosystem. Funding came from a variety of sources, including a significant number of grants secured by the Friends of the Great Swamp Sanctuary, a local volunteer group.

The City of Walterboro's Welcome Center has seen a sharp increase in visitors since the Sanctuary opened. Officials hope to open a discovery center and offer more trails in the near future.

Contact Bill Floyd at bfloyd@walterborosc.org or 843.782.1060.