Population 1 – 1,000: Town of Ridgeway
The Town of Ridgeway has been enjoying economic momentum in the last few years fueled by a strong business community and passionate residents. Maintaining the economic momentum demanded a new way of thinking, one that keeps retail businesses flourishing and visitors returning. This small town of roughly 360 people launched a massive public relations and marketing campaign.
The campaign evolved from the town's strategic plan, which is updated and prioritized each year by council with input from residents. The plan called for an updated website, a new slogan/brand and new community events.
Ridgeway's new slogan, "One Tank Town," refers to how little gas it takes to get to Ridgeway, which is centrally located in the state. Town officials and the local chamber of commerce harnessed excitement for the town's signature event, Pig on the Ridge, to promote other popular events like First Fridays downtown and a 43-mile garage sale held in cooperation with other Fairfield County municipalities. Bright, new signage greets visitors when they arrive in Ridgeway.
Local officials used technology and social media to share the town's assets. The custom-designed website allows town officials to include more information about the town, local businesses and special events. To complement this effort, officials began using social media to connect with both residents and visitors. QR codes direct visitors to the town's website then on to the websites of downtown businesses. These efforts were funded through a variety of sources, including town funds, revenue from Pig on the Ridge, and in-kind efforts and donations from local merchants.
Visits to Ridgeway's website and Facebook page are increasing, along with tourism revenue and overall interest in the town. Officials are confident that through these initiatives, prosperity will continue. The "One Tank Town" campaign has let the world know about the big things going on in this little town.
Contact Mayor Charlene N. Herring at charlenenherring@gmail.com or 803.337.3316.
Population 1,001 – 5,000: City of Manning
In an effort to promote community well-being, Manning City Council made it a priority to create recreational outlets across the city. With this initiative in mind, a group of residents urged council to convert a dilapidated, private recreational/baseball facility into a park in an area of the city without one.
Through the effort of multiple partnerships, the property became the Gibbons Street Park, a state-of-the-art facility providing a safe and secure green space. The park includes an 1800 square-foot facility with storage, restrooms and a large, fenced playground. It also has the capability to host parties and corporate events.
City officials collaborated on the project with the Clarendon Junior Chamber of Commerce, Clarendon County and the local business community. Each of the three entities involved provided funding, as well as fundraising efforts that included oyster roasts, giveaways and individual donations.
Because multiple parties participated in making the park a reality, a sense of joint ownership encourages a group effort in maintaining the space. The public has also embraced the park. Family and civic events are a common occurrence.
Plans are already in the works to make the park even better. Manning residents can look forward to a walking track, free Wi-Fi access and additional playground equipment in the near future.
Contact Scott Tanner at administrator@cityofmanning.org or 803.435.8477 ext. 115.
Population 5,001 – 10,000: City of Lancaster
Lancaster's police department and the county's sheriff's department had both outgrown their offices and needed more space to continue meeting the public safety needs of the community. Lancaster officials felt they found a solution with an abandoned, dilapidated building on the outskirts of town. Since acquiring the building in 2004, city officials could only use the 90,000 square-foot abandoned textile building as a storage facility because of inadequate water lines on the property.
Because the surrounding neighborhood desperately needed stabilization, rehabbing the building to house public safety officers seemed like it would be a good place to start.
City officials brought Lancaster County on board and soon plans developed for a multidepartment facility. Officials worked together to develop plans to provide adequate utilities to the building, For the most part, funding came from the city and county. Lancaster also received funding from Duke Energy and a Department of Commerce grant.
When the planning and fundraising efforts were completed, the building was transformed into a bustling community space for city and county services, including police, fire, EMS and public works offices. The building also has free meeting space open to civic and community groups.
A unique aspect of the project was converting the third floor into an indoor training facility, which is being used by departments across the state. On the third floor, Lancaster officials built a "city" with an apartment, doctor's office and convenience store, so that all facets of emergency services can prepare for almost any kind of scenario.
The city is committed to continually improving the facility and the surrounding neighborhood. There are plans to renovate the community rooms with an industrial kitchen and develop the outdoor space for family gatherings.
The Fifteenth Street Project provided much needed space for city and county staff while simultaneously creating safety and stability for a transitional neighborhood in Lancaster.
Population: 10,001 – 20,000: City of Conway
In 2007, Conway officials made a long-term commitment to bring about positive change in the community by creating the Rebuild Conway Program. The mission of the program is to identify neighborhoods in need of revitalization then infuse them with the necessary support and infrastructure to reverse their decline. The targeted areas were full of overgrown lots, abandoned buildings and inadequate infrastructure. They were places that promoted delinquent activity. Dialogue between residents and police was nonexistent, and crime in these neighborhoods was at an all-time high.
Representatives from city council and city departments serve on the Rebuild Conway Committee to spearhead the program. The committee evaluates potential projects, develops an action plan, and makes recommendations to city council about the best way forward taking into account the city's budget.
Concerned residents and volunteers actively took a role in clean-up days, beautification events and neighborhood crime watches city staff organized. Federal and state grants along with city general fund dollars paid for these efforts. In its six years, Rebuild Conway has put more than $700,000 to good use in the city's neediest neighborhoods.
The project is ongoing, but the program's success is clear. To date, the city has cleared 235 overgrown lots, demolished or rehabilitated 79 structures, and spent more than $500,000 on infrastructure needs such as sidewalks, landscaping and drainage. Conway officials are encouraged by a 23 percent decrease in crimes such as arson, homicides, breaking/entering, assaults and stolen autos.
Rebuild Conway's success requires coordination of city departments, elected officials and residents to identify needs and respond accordingly with action. Using a variety of sources and inviting numerous community stakeholders to take part, officials in Conway are rebuilding the city, one neighborhood at a time.
Economic Development Category: City of Greer
Joseph P. Riley Jr. Award
The City of Greer-some 200 miles from the Atlantic Ocean-may seem like a strange place to find a port. But the newly-opened Inland Port has already become an economic engine in the state, creating jobs, reducing pollution and connecting regions for a stronger South Carolina.
The idea for the port in Greer was born when global trade in the Port of Charleston began to pick up speed after years of deep recession. Officials with the South Carolina Ports Authority were thrilled with the increased traffic but worried about overcrowding in Charleston, as well as the negative impact on state highways and the environment. Located on both the Norfolk Southern Railroad and Interstate 85, Greer was the ideal location for the state's first inland port.
City officials acted quickly and committed to the port, knowing it would be an economic boon for Greer, as well as the Upstate region as a whole. With a $3.5 million loan, the City of Greer and the Greer Commissions of Public Works designed and will build a substation to provide electricity to the Inland Port and to serve additional industrial customers as the area around the port grows.
City building officials expedited reviewing plans, processing permits and performing inspections to keep the project on track. City employees used iPads to conveniently review the latest set of approved plans during site visits.
Many state and private entities contributed to the massive project, which resulted in a 400,000 square-foot warehouse and 300 new jobs. The City of Greer greatly expanded its tax base by annexing the Inland Port property. The port has also benefited the entire state by removing an estimated 25,000 trucks from the road annually, which means less fuel being burned and less wear and tear on the state's highways.
Seven months after breaking ground, the Inland Port offloaded its first cargo because of the swift work of city officials from Greer.
Public Safety Category: City of Orangeburg
In 2004, the City of Orangeburg and Claflin University forged a partnership to improve forensic laboratory services in the hope of reducing crime in the area. Officials from both entities recognized that forensic evidence critical to solving local criminal cases was not being processed quickly enough, resulting in a dangerous backlog of services necessary for convictions. Meanwhile, offenders who were out on bond and awaiting trial had ample time to commit additional crimes.
Members of the US Senate and House secured much of the funding for a full-service forensics laboratory at Claflin University. More than $1 million was spent to renovate existing space and buy equipment for the state-of-the-art facility.
The City employs two crime scene investigators, a forensic chemist and an evidence technician for the lab. Claflin employs two full-time staff members for the lab, which today is utilized by 17 municipalities, four counties, and several state agencies. More than 4,000 cases have been processed at the lab so far, often with results returned within a week.
Residents of the region are the ultimate beneficiaries of this partnership and the new forensics facility. As the lab processes the DNA, a profile is created in a local database to generate police investigation leads and to help identify suspects. Soon, officials hope the laboratory will receive additional accreditation that will allow it to analyze more serious crimes and a greater number of cases.
Orangeburg and Claflin's partnership is the only local law enforcement and private university alliance of its kind in the United States. It has meant safety and peace of mind for many in the City of Orangeburg and beyond.
Contact John Singh at jsingh@orangeburg.sc.us or 803.533.6000.
Public Service Category: City of Rock Hill
Last year, the City of Rock Hill and the Rock Hill School District joined forces in a progressive partnership that has touched nearly every member of the community in some way. The iRock initiative created a partnership between the city and the school system that uses students" natural talents, gives city officials new perspectives and uses resources more efficiently.
iRock reaches past the boundaries of a single city department, classroom or specific work assignment. The program leverages the talents of 800+ city employees, 17,400 students and 1450 teachers/administrators to create viable solutions to community challenges. The city's strategic plan drives each project undertaken.
The initiative gives students real-world examples to demonstrate learning. Now, fifth graders in Rock Hill can be proud of the civil rights walking tour that they created with city staff. Math and science students from the high school can boast that they developed community wellness campaigns designed by examining local eating and exercise habits. Residents have students to thank for the new bike racks around town, and students" illustrations have been integral to the development of Rock Hill's new Old Town East Park.
In a world of decreasing budgets and demanding workloads, this collaboration provides a unique opportunity for the city to accomplish tasks that would otherwise need to be funded through the general fund or not undertaken at all.
The city's approximate $75,000 in start-up costs for student iPads, travel and staff time was funded through the general fund. Through the projects completed in the first full year, city officials estimated they saved $100,000 in staff time and consulting services by using the students" talents rather than traditional service providers.
City employees at all staff levels and across all departments gain leadership and mentoring experience, encouraging cross-generational dialogue about core community values.
Participation in iRock establishes relationships between today's city leaders and the leaders of tomorrow. The initiative is leaving a legacy of responsible, engaged individuals who have left an indelible mark on priority areas including infrastructure, transportation, healthy living, historic preservation, recreation and quality of life.
Public Works Category: City of Florence
In 2004, Florence officials recognized the city's wastewater treatment plant was nearing the end of its service life. Though it had received multiple upgrades during its 50-year existence, the plant was inefficient and outdated, as well as prone to permit compliance issues. Florence officials also needed to increase the plant's capacity to support commercial and industrial growth.
To begin the process, the city established the Pee Dee Regional Water and Sewer Steering Committee, a committee of area water and wastewater providers. Partnerships soon developed that improved communication about the delivery and sale of water and wastewater services regionally.
Instead of constructing a new facility on "greenfield" property outside the corporate limits as originally planned, Florence officials ultimately decided to build a new 22 million gallon-per-day plant on the existing plant's site.
City officials knew they had a unique challenge before them: providing exceptional treatment capacity within a growing urban area while maintaining their commitment to regionalism and environmental stewardship. They were committed to constructing the new plant in a socially responsible way, giving consideration to improving the quality of life, resource allocation and educational opportunities for Florence residents.
During the design phase, the treatment process was specifically studied to determine the most cost-effective means to satisfy the goals of the community, effluent quality, energy conservation and operational needs.
Florence formed partnerships with surrounding municipalities, counties and regional septic haulers. They now use Florence's expanded treatment capacity, resulting in efficient delivery of wastewater treatment services throughout the region.
Florence's partnership with the school district and ScienceSouth, a science education program, led to adding an educational component within the facility's environmental laboratory. This allows students to learn about real-world applications of the science of wastewater management and their ecological challenges.
Soon the area around the new plant will be developed further with green space and a trail system.
Florence has demonstrated that wastewater treatment facilities, appropriately designed, can coexist with surrounding land uses and substantially benefit the community without compromising its ability to meet the city's wastewater treatment needs for years to come.
Contact Andrew H. Griffin at dgriffin@cityofflorence.com or 843.665.3113.
Other entries
Aiken
After a rash of violent crimes, Aiken officials committed themselves to finding an immediate solution. Over the course of a few months, city staff engaged the public in multiple community conversations to address what might be done to prevent violent crimes. What developed was a unique crime-prevention process, called the Aiken Safe Communities approach.
Instead of focusing on geographic areas or groups, this approach targets actual violent offenders in the community and works to prevent recidivism. Task forces made up of public safety staff, county officials, public agency representatives and community members respond to each offender personally. They confirm that the offender is getting the kind of support he or she needs and is making productive decisions.
Overall violent crime is down in Aiken, thanks in large part to the Safe Communities approach. Pleased with the results, officials expanded the program to reach offenders throughout Aiken County and to offer support to family members of offenders as well.
Bluffton
The DuBois family donated the DuBois Park to the Town of Bluffton more than 70 years ago. Over time, the urban park became dilapidated with blighted buildings and outdated playground equipment. In public forums and town meetings, residents asked officials to update the park.
Officials knew it would be a challenge to renovate the space with a tight budget. They received a grant through the South Carolina Department of Parks, Recreation and Tourism. Also, town council designated hospitality tax funds for the project, and multiple private organizations donated time and money for all aspects of the makeover.
These days, DuBois Park is a well-lit, manicured space with walking paths, a rain garden, bench swings, a new pavilion with restrooms and enhanced parking. The park's design incorporated local elements into the upgrade. Children love the new shrimp boat play structure. A recently installed historic marker educates visitors about Bluffton's role in the Civil War. DuBois
Park is once again a point of pride and a place to gather in downtown Bluffton.
Cayce
During Lexington County's population boom in the early 2000s, Cayce's existing wastewater treatment plant came dangerously close to capacity. Realizing that the aging facility would have to be replaced, officials initiated a planning process to fund and build the new plant.
Working with other municipalities in the county, as well as the local council of governments, Cayce officials took the lead on the project. During the planning process, officials established goals to build the new plant within a conservative budget, to protect the integrity of the Saluda River and to allow for shutting down smaller, less efficient plants around the county. They kept the public in the loop through public meetings and local media.
The state-of-the-art wastewater treatment plant opened in 2012 and now processes 25 million gallons a day. Officials designed the facility to allow for expanded capacity to meet growth needs for the next 30 years. Officials are already planning a companion facility to handle septic tank waste and cooking grease.
Clinton
Clinton's community-driven strategic plan called for more affordable and energy-efficient housing options and an appealing corridor into the Upstate city. To reach these goals, city officials worked with partners to redevelop the dilapidated properties along North Broad and Elizabeth Streets into a modern and attractive neighborhood.
They first reached out to the Upper Savannah Council of Governments to secure funding then to the nonprofit Homes of Hope for help with construction. The city acquired the land, cleared it and installed the necessary utilities. Clinton built four single-family, energy-efficient homes with more on the way. Soon an eye-catching neighborhood will greet visitors as they enter the city.
Columbia
Home to both Fort Jackson (the Army's largest training facility) and the Dorn VA Medical Center, Columbia has a large population of veterans and active duty servicemen and women. In 2013, Columbia officials demonstrated their commitment to these individuals by partnering with the Army on the Creative Journey program.
Formed in conjunction with Fort Jackson's Wounded Warrior Transition Unit, Creative Journey is an arts outreach program for soldiers suffering from Post-Traumatic Stress Disorder and traumatic brain injuries. Once a month at Fort Jackson, community artists work with these soldiers to draw, paint or create pottery. Soldiers receive art supplies of their own so that they continue to work on their projects between sessions. Soldiers can also work on their projects at the city's art center. All labor and materials for Creative Journey are volunteered and donated.
It is difficult to quantify the results of outreach programs like Creative Journey; however, soldiers" case managers have continually noted its positive impact on the soldiers, and the Army has given the program a glowing recommendation.
Dillon
Seven years ago, Dillon officials demonstrated their commitment to community health and well-being when they opened a state-of-the-art community fitness center. However, officials knew their work was far from finished. They continued to work to make the grounds outside the facility just as valuable to the public as the inside.
Their biggest challenge was securing funding for the project. After submitting multiple unsuccessful grant applications for an asphalt walking trail, city officials decided to use money from the city's general fund for a "crush and run" path instead. Local gardening groups stepped up to provide native plants for the trail, and community organizations donated benches. A Friends of the Wellness Center group is installing eight fitness stations along the trail.
When the project is finished, the new walking trail will boast canopy trees for shade as well as lighting for early-morning and late-night joggers. Five "education nodes" will allow visitors to learn about plants native to the area.
The fitness center and enhanced outdoor facilities benefit more than just local residents. Advertisements along I-95 for the center draw travelers into the city to work out, introducing new visitors and tourism dollars into the local economy every day.
Fort Mill
As Fort Mill continues to grow, officials remain dedicated to providing recreation space to residents. With town-leased baseball fields showing their age, town officials built Doby's Bridge Park in 2004 with an eye toward the future. The 15-acre park received playground equipment two years later, but few people used the space. Officials decided it was time for a full-blown renovation.
Council funded the project through bonds to pay for an architect, contractor, grading and equipment. When the town finished the renovations, two new fields, bathrooms, parking and a well-lit walking trail enhanced the space. The town now manages youth athletic leagues, instead of relying on a private entity to do so.
Doby's Bridge Park is rarely empty these days. Tournaments fill the fields in summer and fall, and residents enjoy the space year-round.
Hartsville
The Community Foundation for a Better Hartsville was originally formed as a nonprofit organization to oversee neighborhood revitalization in one of the city's oldest neighborhoods. The Foundation-composed of city officials, corporate professionals and leaders from the nonprofit sector-soon became a well-funded and organized machine, creating positive change throughout the city.
In just more than a year, the Foundation launched numerous initiatives, all of them aimed toward improving the quality of life for Hartsville residents.
The Residential Demolition Assistance program removes dilapidated residential structures. The new Duke Energy Center for Innovation helps develop new businesses in Hartsville, along with high-paying jobs for residents. In the city's Oakdale neighborhood, the Foundation established a neighborhood association to coordinate and facilitate projects that will transform the historic area back to its original charm.
Irmo
Irmo's famous Okra Strut grows in popularity and size every year. After changing venues multiple times, festival organizers and town officials wanted to find a permanent place for the Strut. When 14 acres of property went up for sale downtown, a new park and a new home for the event became reality.
Private donations, grants and money from the town's general fund paid for the Community Park project. Town officials were able to purchase the land and hire a landscape architect, civil engineer and general contractor to complete the work. A major goal was to conserve the trees and natural beauty of the space while ensuring events at the park did not disturb neighboring subdivisions.
The project included the construction of a 1,500-seat amphitheater, a large stage area, three playgrounds and a walking trail. Plans are in the works to establish a summer concert series and recruit other major events to the space in addition to the Okra Strut.
Lexington
Opening a business in the Town of Lexington is simpler and more streamlined these days, thanks to the new Business and Development Services Center. The Center is a one-stop shop that assists prospective entrepreneurs with the process of establishing a business within town limits. In addition, Center staff walks developers throughout the commercial and residential construction process.
Staff from multiple town departments developed the Center when they recognized that potential business owners were struggling with complicated application and licensing requirements. Staff is now available to both new and existing business owners to help them through these processes. The Center brings together planning and zoning, engineering, business licensing, GIS/mapping, economic development and building inspections into one centralized location. This has also helped improve communication among all departments involved with development. Staff meets weekly to discuss current and proposed projects and issues that might inhibit the development process.
This new focus on efficient and friendly customer service has paid off. In 2013, staff issued more than 1,000 building and zoning permits, 239 business location permits and 86 new sign permits.
Mauldin
The annual Mauldin BBQ Cook-Off is one of the city's most popular community events. A key element of the Cook-Off has always been providing programs for Mauldin's youngest residents. Last year, officials upped the ante and partnered with the South Carolina Department of Health and Environmental Control to promote active lifestyles and healthy eating to the community's youth.
They offered giveaways, educational programs and performances by a professional children's entertainer. More than 500 children took part in various exercises, dances, movements and sing alongs. Parents also participated and got information about keeping their children healthy.
The event-and partnership from which it stemmed-was so successful that the city is already planning more ways to integrate the message of children's health into future city-sponsored programs.
Mount Pleasant
Faced with significant increases in employee healthcare costs and diminished benefits, officials in Mount Pleasant implemented a new approach to address the inefficiencies in the town's existing healthcare model.
An employee committee, composed of junior and senior staff from each department, conducted research and made recommendations to improve the town's insurance benefits and wellness programs. Working with a third-party consultant and with the support of town council, the committee implemented a program that was beneficial to both employees and taxpayers.
The new program emphasizes employee empowerment. The town provides employees
with the tools they need to make informed healthcare decisions, such as price transparency and on-site primary care. Wellness incentives encourage employees to be proactive about their health and serious about disease prevention.
Employees have embraced Mount Pleasant's new healthcare model. Ninety-three percent of employees are participating in the plan, resulting in a 7 percent savings in the town's annual healthcare costs.
Myrtle Beach
As in many large cities, homelessness is a persistent issue for the City of Myrtle Beach. With the understanding that homelessness affects not only those experiencing it, but also the community as a whole, officials worked to streamline and expand services to those in need. These actions culminated in the New Directions initiative.
New Directions has three goals. The first is to ease the physical and emotional suffering of homeless residents. The second is to ensure efficient and targeted services to this population in crisis. The third is to eliminate the secondary effects-like crime and litter-of homelessness. Funded by the city, Horry County, grant dollars, nonprofit contributions and private donations, New Directions emphasizes "nontoxic charity," meaning recipients are required to participate in their own assistance and recovery.
As an umbrella initiative, New Directions is successfully coordinating efforts to help the homeless in Myrtle Beach. The initiative has also engendered fiscal responsibility for associated social programs, positive change at area shelters and an easing of the side effects of homelessness on the community at large.
Seneca
For many years, streets in downtown Seneca were empty and businesses stood dark after 5 p.m. Although the historic Ram Cat Alley had been revitalized with retail businesses and restaurants, officials knew they had to find a way to encourage residents to come downtown on weekday evenings. Jazz on the Alley was their solution.
The City of Seneca hosts Jazz on the Alley every Thursday night from April to October. The city funds the event through revenue from hospitality and accommodations taxes and with sponsorships from local businesses. For their sponsorship, businesses can have their logos printed on promotional materials. Sponsors can speak to the crowd about their services on stage at the event.
Jazz on the Alley has been well attended. Officials estimate the economic impact of the event has been $200,000 in direct revenue during its three years with businesses reporting an
increase in patronage and profit. Residents now have a place to gather at night, and downtown is dark no longer.
Spartanburg
Spartanburg officials knew people were ready to come back downtown to live, work and have fun; however, residential and retail options continued to be scant as many downtown buildings stood vacant. The city's economic development staff looked for programs and initiatives to push downtown to its tipping point.
The Main Street Challenge invited would-be entrepreneurs to compete for space in downtown Spartanburg, including $12,000 in incentives, as well as thousands of dollars of in-kind services from other businesses to help with the start-up process. Participants submitted an online application, and a panel of judges selected 12 semifinalists. After receiving a more detailed business plan from the semifinalists, the city culled the finalists to six.
Eventually, the city selected three business owners as winners of the Main Street Challenge. The three winners-an outdoor equipment store, a retail and education space for mothers, and a distillery-opened downtown, and they weren't the only ones. The contest and general excitement about downtown Spartanburg prompted dozens of other new establishments to open in the last year alone.
Sumter
City leaders wanted to reverse the trend of the community's per capita income continually lagging behind the rest of the state. Interested in developing a sustained, cooperative effort, they reached out to their counterparts with Sumter County to form Team Sumter, a partnership designed to promote economic opportunity and development.
The Team backed a penny sales tax to support economic development to help the community get through a difficult economic downturn. Officials created a business incentive package that included upgrading the city's water and sewer infrastructure to accommodate new industrial customers. They also upgraded an existing sports complex and built another to lure regional and national sports tourism to the area. Officials also worked to protect Shaw Air Force Base from development encroachment by preserving the more than 3,000 acres surrounding the base.
This kind of intergovernmental cooperation is paying off for the region, as city and county officials work together to improve the quality of life in Sumter.
Tega Cay
With their eye on an undeveloped lot at the entrance of town, officials in Tega Cay decided to create a garden space where residents could learn about different types of local plants and also enjoy a quiet spot to remember loved ones who have passed away. Staff on the city's beautification committee took the lead working with the Clemson Agricultural Extension and a local landscape architect to design the park and its many gardens.
Funding for the Living Memorial Gardens came from a variety of grants, in-kind donations from local businesses, sponsorships, private donors and city funds.
The space includes seven specific garden areas, offering visitors a different "room" showcasing plants in various environments. A veterans" memorial lies in the center of the gardens. The park provides a vibrant focal point directly across from Tega Cay's new city hall and will be adjacent to a new elementary school.
The Living Memorial Gardens gives residents a place to pause, relax, reflect and enjoy the beauty of nature. It also touches on a point of pride for Tega Cay: volunteerism. Residents and volunteers donated thousands of hours to develop the park and for its continual maintenance needs.
West Columbia
Officials in West Columbia had long been hearing complaints from residents about the city's troubling stray animal population. Unwanted and nonidentified dogs and cats were roaming neighborhoods, fighting, damaging property and breeding unchecked. Through community discussions, it became apparent that neither officials nor residents were satisfied with the status-quo solution of capturing these animals and euthanizing them.
City officials formed a coalition with local animal advocacy groups and a nonprofit animal adoption agency to reduce the feral animal population. The partners agreed they wanted to save these animals rather than destroy them. They established a trap/neuter/release program with each partner taking on responsibility for a portion of the program.
The city's animal control officer captured the animals; the adoption agency offered to assess, spay/neuter and inoculate the animals; and the support groups agreed to feed and monitor feral cats released back into the community. Residents responded with overwhelming support and made donations.
West Columbia is the first no-kill city in South Carolina.
