Population 1-1,000 Category: Town of Six Mile

Recently, the Town of Six Mile found itself without a community bank for the first time since 1919. In 2013, the regional bank that had occupied a downtown bank building made the decision to close, leaving Six Mile's nearly 700 residents without a bank within a 10-mile radius. Town officials knew that many residents enjoyed the convenience of a local bank. Plus the town's small businesses and merchants depended on it. Officials began work on recruiting a new financial institution to downtown.

Their first step was to secure and refurbish the 94-year-old bank building. Officials convinced the outgoing bank to deed the property to the town in exchange for a potential Community Reinvestment Act credit. Officials then worked with a regional bankers' association to identify an institution to open a branch in Six Mile. The incoming bank could also receive Community Reinvestment Act credit for opening in an unbanked community and bear no capital expenditures to relocate.

Town officials called on the public to help convince a new bank to relocate downtown. At community meetings, residents provided testimony about what having a bank nearby meant to them. Once a bank agreed to locate in Six Mile, even more residents volunteered to help gut the building to reduce renovation costs.

Hundreds of residents turned out to celebrate the grand opening of Our Bank in downtown Six Mile. More than just a boon for the public, the town will receive payment for use of the building once the bank becomes profitable.

Contact James Atkinson at james_atkinson@sixmilesc.org or 864.979.6075.

Population 1,001-5,000 Category: City of Travelers Rest
 

The former Travelers Rest High School is located in the middle of town, close to the highway and adjacent to the Swamp Rabbit Trail, a popular walking and bike path. Officials were dismayed when they learned that the school district was planning to leave the abandoned school buildings standing and use the parking lot as a bus hub. Worried about a highly visible blight in a central area, they acted quickly to convince the school district to sell the property instead.

Once the school district agreed to the plan, officials soon envisioned the 31-acre parcel as a municipal recreation complex that could house city facilities in a park setting. Travelers Rest was in the planning stages for a new city hall and was also in need of additional festival space and a permanent location for the farmers market. City officials believed the newly acquired land was a perfect fit for these endeavors and more.

Travelers Rest partnered with Greenville County to make the ambitious project a reality. The city and county worked together to come up with money for the project, tapping hospitality tax revenue bonds and applying for an Appalachian Regional Commission grant. In the end, each entity purchased half of the land.

While the county is still raising money to rehabilitate the football stadium and build a baseball complex, the city has already built an amphitheater for events and a pavilion for the farmers market. A new City Hall and a fire station are next. Meanwhile, the public has embraced the project and even chose the name "Trailblazer Park" in a citywide contest to come up with a moniker for the city's new gathering space.

Contact Dianna Turner at dianna@travelersrestsc.com or 864.834.8740.

Population 5,001-10,000 Category: City of Camden
 

When the Department of Health and Environmental Control deemed Camden's wastewater lagoon violated a consent order limiting effluent toxicity released in the Wateree River, officials faced a conundrum. Should they update the outdated facility knowing it would be only a matter of time before it became noncompliant again? With an eye on the future, officials committed to constructing a new facility to add capacity and support economic development in the area.

The biggest challenge officials faced was finding money for the massive project. City finance staff worked with the South Carolina State Revolving Fund to secure a low-interest loan for the $35 million facility. They used the funds for plans, design, legal fees, construction, equipment and engineering observation.

They selected the site of an underutilized portion of the existing treatment plant property as the location for the new plant. After months of construction, the plant was up and running. The facility incorporated an ultraviolet disinfection system, the first of its kind in the United States. This new system eliminates the release of toxic effluent into the river and produces biosolids for land application on local farms.

City officials kept residents in the loop through many public meetings and even a blog during construction. For the plant's opening, officials invited the public to tour the modern facility after attending a celebratory ribbon-cutting ceremony.

City leaders are not resting after their initial success. Plans are in the works to turn the old lagoon into an environmental education center, complete with an artificial wetland, walking trail, wildlife observation area and canoe launch on the Wateree River.

Contact Caitlin Corbett at ccorbett@camdensc.org or 803.432.2421.

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

When Conway's downtown was built, overhead power lines were the conventional method of delivering electricity to the area's homes and businesses. Over time, the overhead wires, utility poles and other heavy-duty equipment became eyesores and detracted from the city's historic skyline of steeples and spires. When Santee Cooper, the electric provider, approached Conway officials about moving the utility lines underground, the city jumped at the idea.

To finance the endeavor, the city and Santee Cooper established a fund dedicated solely to the project. The city amended its franchise agreement with Santee Cooper to provide for the project's funding. The city contributes 2 percent of its franchise fee to the fund, which is matched dollar-for-dollar by Santee Cooper.

Completely reconfiguring the city's grid was time-consuming and sometimes messy. The city worked with merchants to mitigate the economic impact of construction and asked the contractors to schedule their work around peak shopping seasons and special events. Conway homeowners were patient with the project as well, understanding that progress isn't always fast and easy.

In a dramatic transformation, Santee Cooper removed 13,200 feet of aerial power lines from the downtown and commercial areas. As the poles, transformers and overhead wiring came down, the distinctive character of Conway's historic district was revealed. To enhance the conversion, the city installed new, decorative street lights and lamp posts to illuminate the facades.

Using downtown as a blueprint, Conway officials hope to begin a multiphase conversion project along the city's main thoroughfare through town soon.

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

Communications Category: Town of Mount Pleasant

Mount Pleasant officials are always trying to find ways for the public to have meaningful interactions with town staff—especially police officers. To provide such an experience for the community's youth, two police officers partnered with the Town's communications staff to host the Reading Patrol. Held on the third Saturday of every month, the Reading Patrol is a free program for children ages 4–11. After officers read several stories, the children enjoy arts and crafts.

The planning process for Reading Patrol was two-pronged. Officers developed business relationships, solicited sponsorships, scheduled readers and selected monthly reading themes. The town's communication office designed flyers, generated press releases and engaged the public on many media platforms. Funding for the project was minimal and came directly from town funds. Local businesses donated giveaway bags and craft materials.

Even though the program was an instant success, town officials knew they could do more. To promote even more face-to-face interaction between police and children, Mount Pleasant created a reward system called the Buddy Card. Reading Patrol participants collect officers' signatures on their Buddy Cards. Once their card has ten signatures, the children can redeem them for a prize.

Response to the program has been significant. To date, officers have hosted 14 readings and reached out to more than 400 children. Young readers have redeemed 57 Buddy Cards after gathering 570 signatures from officers. Mount Pleasant's communications department regularly posts pictures and videos of the events on Facebook where grateful parents regularly comment.

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

Economic Development Category: Town of Hilton Head Island

Joseph P. Riley Jr. Award

Hilton Head's Mall at Shelter Cover was built in the mid-eighties and remained the town's largest commercial center for many years. With its back to the scenic Broad Creek and with little connection to the surrounding community, the property served solely as a shopping destination. When the mall began experiencing numerous vacancies, officials as well as private stakeholders were eager to redevelop the parcel into a more modern, multifaceted destination.

The process began with talks among the developer, landowner and town officials. Quickly a plan developed to enhance the property with residential options, a library, a waterfront park, new pathways and attractive views of the marsh. They identified other beautification efforts like relocating power lines and roadbeds. With a powerful public-private partnership in place, it wasn't long before these goals became a reality.

The developer purchased the land from the mall and paid for all commercial and residential elements, as well as pathways, power line and road relocation, on-street parking and approximately half of the new waterfront park. The Town paid for the remaining half. Impact fees from construction of the new apartments will offset any necessary transportation improvements, as well as park and library needs.

Community members stayed involved with the construction by attending multiple hearings and development review meetings to have a voice in how the project proceeded. They also turned out in full force when the complex finally opened. The bustling Shelter Cove Town Centre is a prime example of repurposing existing property to meet a community's changing needs.

Contact Heather Colin at heatherc@hiltonheadislandsc.gov or 843.341.4607.

Public Safety Category: City of Sumter

Sumter officials initiated two unique projects tied together by a common theme: compassionate outreach to the community's neediest residents. Project CheckMate commits one police officer to regularly visit the homes of the elderly and disadvantaged adults, while Random Acts of Kindness provides the city's homeless and transient population with care packages. These packages contain hygiene products, as well as contact information for various service organizations.

Both programs meet the needs that police officers had identified around the city and ensure that all Sumter residents are able to live with dignity despite their social or economic status. Project CheckMate and Random Acts of Kindness have enhanced the relationship between these target populations and Sumter police. For example, officers are helping seniors with tasks like taking out their trash or replacing batteries in fire detectors. Area homeless are grateful to have the necessities that other charities often overlook, as well as the knowledge of where to go for additional help.

The police department's budget absorbed the minimal start-up cost for Project CheckMate and Random Acts of Kindness. Both programs are now fully funded through the generosity of private partners.

These two projects have encouraged a new level of trust between officers and the community. The number of seniors participating in Project CheckMate has doubled. By addressing the needs of its most vulnerable populations, Sumter has shown a continued commitment to the quality of life for all who call it home.

Contact Shelley Kile at skile@sumter-sc.com or 803.774.1661.

Public Service Category: City of Seneca
 

The City of Seneca can boast it is the first city in the country with an all-electric, fare-free bus system. The five electric buses, built by a South Carolina manufacturer, replaced the city's diesel buses that were polluting the air and expensive to fuel. Each electric bus runs on six large lithium batteries and has a lifespan of 12 years and 500,000 miles.

To purchase the buses, city officials applied for multiple grants. The Federal Transit Authority awarded the city $4.1 million to replace its old fleet and provided additional funds for charging stations and shelters. Seneca also received funds from the South Carolina Department of Transportation's vehicle acquisition program and an FTA Livable Communities grant.

By switching to an all-electric system, the city is saving $45,000 in diesel costs and even more in fleet maintenance. The project has also eliminated the emission of 640 tons of greenhouse gases annually. Beyond the financial and environmental benefits, the key goal remains serving the public safely and efficiently.

Residents are embracing the new system. They like how quiet the ride is and are patient when the bus needs to stop momentarily to recharge. During the last few years, the city has seen double-digit increases in ridership. The 23 permanent jobs that the project created are another plus. Officials are now looking to expand those benefits, as well as bus routes, to riders across Oconee County.

Seneca officials have received a great deal of attention for their hard work, even being honored at the White House for their innovation. Despite such lofty praise, they prefer the accolades they receive closer to home and the gratitude of the city's many bus riders.

Contact Greg Dietterick at gdietterick@seneca.sc.us or 864.888.0880.

Public Works Category: City of Florence

Small towns with economic challenges often experience technical and financial trouble operating a public water and sewer system. This was the position that the Town of Timmonsville found itself in when officials approached the City of Florence for assistance. Concerned for the quality of life and services in a nearby town, Florence officials agreed to help Timmonsville achieve regulatory compliance, financial stability and restore public confidence in the system.

Before they could finalize an agreement, conditions in Timmonsville became desperate. Federal and state regulatory agencies cited and fined the town multiple times. Drinking water was often found unsafe for consumption, sewage frequently escaped manholes, and fire services were compromised by low pressure in the system. After discussions among the two municipalities and other interested parties, Florence agreed to take total control of Timmonsville's utility system.

To make the necessary repairs, Florence officials secured several state and federal grants with system revenues providing the rest of the funding. To relieve Timmonsville from the overwhelming financial obligations of unpaid fines, Florence assumed its debt by issuing a revenue bond that Timmonsville will pay back over 40 years.

With funds and a financial plan in place, officials began work to address Timmonsville's many utility problems. After months of work, the small town's system is now in total compliance and the public's confidence in its drinking water has returned. The improvements were completed without an increase to existing utility rates in both communities and with all debt obligations met.

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

Other entries
 

Town of Allendale
Market data showed Allendale was losing (or leaking) potential sales to other communities. The same data also showed that surrounding communities were experiencing a similar loss. Armed with this knowledge, town officials assembled a group of local stakeholders to develop and implement a downtown master plan that would recapture a share of the market

The task force set goals to increase downtown business, create public-private partnerships, promote walkability and improve housing for University of South Carolina – Salkahatchie students. A design team formed to rebrand the town and create messaging that would promote Allendale as a commerce destination. They chose the tagline "Alltogether Allendale" to reflect the community's pride and unity.

Through dozens of newly formed local partnerships and using money from a USDA Rural Development grant, the downtown master plan came to fruition. Allendale now has a downtown farmers market, men's clothing store and a new women's hair salon. The town renovated a former auto parts store into a library and workforce center.

The town's new look and new businesses are just the beginning of a rebirth that is truly "Alltogether Allendale."

Contact DeWayne Ennis at dewayne.ennis@gmail.com or 803.584.4619.

City of Cayce
Burnette Park—located in a low-income neighborhood of Cayce—desperately needed repairs. Plus, it needed upgrades to meet Americans with Disabilities Act standards. Also, an increase in crime created the need for security cameras and fences at the park. Already with a goal to revitalize the neighborhood, Cayce officials decided fixing the park would be the starting point.

Following public forums to elicit suggestions from residents, city officials met with architects, landscape artists and the neighborhood association to begin work on plans. The city budget, donations from nonprofit organizations and private contributions provided the funding for the project.

Because the renovation was key to the neighborhood's health, officials focused on making the space amenable for all age groups, including the elderly who frequently visit the park. They constructed a walking trail and installed security cameras. New tables and benches adorn the green space that's perfect for gatherings and family reunions. The refreshed Burnette Park is just the beginning of the neighborhood's rebirth.

Contact Tara J. Greenwood at tgreenwood@cityofcayce-sc.gov or 803.550.9506.

City of Clinton
During the last decade, budget reductions have forced Clinton to reduce the number of its full-time firefighters. Noting that Laurens County is one of only 11 counties in South Carolina without a career technology center, city staff forged a partnership with Clinton High School to develop a firefighting curriculum that would benefit both the students and the fire department.

While Clinton's public safety department budgeted money from its general operations fund, the school district and local volunteer fire departments pitched in with equipment and donations. The Boy Scout Explorer Program, as well as the State Fire Academy, have supported the project, too.

The city's fire commander and training officer are the instructors for the course that provides students with a Firefighter I certification upon completion of the class. The curriculum ensures career opportunities for students and deepens the pool of potential full-time and volunteer firefighters for Clinton.

Contact Mary-Wallace Riley at mriley@cityofclintonsc.com or 864.684.2763.

City of Columbia
Officials with the City of Columbia and Richland School District One formed a task force to strengthen the relationship between local schools and the community. This led to a citywide reading initiative to encourage students to get to know their state as well as to read a new book.

Together We Can Read places a local business leader, elected official or celebrity in each third-grade classroom in the Richland One school district. That community member reads aloud from that year's chosen book—a book that in some way celebrates the state of South Carolina, or was written or illustrated by a South Carolinian. The city buys the books for each student.

To date, more than 700 community and business leaders have visited the district's elementary schools, reaching more than 14,000 students. The program has done more than simply improve the relationship between the city and its schools, it has engendered a love of reading and state pride in thousands of Columbia students.

Contact Leshia Utsey at pio@columbiasc.net or 803.545.3020.

Town of Donalds
Residents running errands at the bank or post office in Donalds had to blindly back out into traffic from their diagonal parking spot along Highway 178. Concerned about this safety hazard, Donalds officials decided to convert an unused, town-owned plot of land into a downtown parking lot that would reduce accidents and beautify the commercial area.

After gathering input from local business owners, town council requested C-Fund revenues from the county to pay for just over half of the project, with the remainder coming from the town's budget. A local engineering firm designed an attractive, handicapped-accessible parking area complete with new trees.

The new parking lot is both convenient and safe. It sends a message that the town takes pride in its appearance and is interested in attracting new businesses to downtown. The project was so successful that town officials are exploring additional ways to bring new life into town-owned property, including rehabilitating a nearby vacant building into an event space.

Contact Terri Stone at terri@wctel.net or 864.379.2163.

City of Folly Beach
Folly Beach teenagers wanted a designated space for skateboarding. Homemade skate ramps and trick skating in the streets were common throughout the city. Officials set out to find an appropriate space for a skatepark and a way to construct it with minimal cost to taxpayers.

A civic club, community members and skating enthusiasts stepped up to offer suggestions for a suitable location. All eyes soon turned to an underutilized basketball court that could be resurfaced and redesigned to accommodate a skatepark.

In addition to the civic club's fundraising efforts and local donations, the city secured a South Carolina Parks and Recreation Department grant to resurface the courts. In the end, city officials did not have to use any money from the general fund for the skatepark, and countless Folly Beach teenagers have a place to meet and practice their sport.

Contact Aaron Pope at apope@cityoffollybeach.com or 843.513.1839.

Town of Fort Mill
For many years, Fort Mill grew steadily as a bedroom community to Charlotte. Nearly all developed parcels in town were residential. While this growth was encouraging, the commercial tax base was very small. Making matters worse, most commercial development was taking place in the unincorporated areas just outside the town, meaning most residents had to leave Fort Mill to work. To encourage economic development and promote investment in the town's urban core, Fort Mill officials created an urban development district for high-density residential, mixed-use projects.

The mixed-use zoning distinction came into play when the town annexed a 600-acre site within months of the zoning change. Soon, the site was approved for 1 million square feet of commercial development and more than 1,000 residential units. Meanwhile, a developer constructed a four-story, 64-unit boutique apartment building along Main Street. These two projects alone will generate $200 million in investment and bring 500 jobs to town.

Contact Kimberly Starnes at kstarnes@fortmillsc.gov or 803.547.2116 ext. 253.

City of Greer
Greer employees were responsible for 11 at-fault accidents while driving city vehicles in 2013. These accidents cost the city more than $55,000 in repairs and payouts. At the direction of the city manager, two Greer police officers became certified AAA Driver Improvement Program instructors so that they could teach driving courses to all employees who drive city vehicles.

The mandatory courses—taught by and for city staff—emphasize defensive driving, the latest driving tactics and best practices in a variety of situations. Officers held 18 one-day classes over the course of a year to ensure each required employee could attend.

After implementing the program, at-fault accidents fell by 36 percent. Insurance and repair costs for the city plummeted by 60 percent. Many employees were also eligible for a reduced auto insurance premium because they completed the course.

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

Town of Holly Hill
Holly Hill High School closed its doors in 2004, and the school district deeded the building to the county for a small price and a handshake. Meanwhile, the old building housing town hall in Holly Hill was falling apart and too costly for the town to repair. Town officials initiated a conversation with the county to transform the former high school into an intergovernmental complex.

City and county staff quickly agreed to work together on the ambitious project. After the public voted to pass a penny sales tax to help pay for the renovations, officials secured funding for the rest of the project through USDA Rural Development Agency grants and loans. Project staff designed plans for the complex that focused on providing facilities for town and county administration, as well as services to the residents of rural eastern Orangeburg County.

The $4 million overhaul of the former high school was completed in 2015. The Holly Hill town hall, council chambers and the police department have all relocated to the new building, and the county now operates a library, magistrate office and clerk of court office there. The city/county partnership benefited both the town and the county, and provided streamlined services for Holly Hill residents.

Contact Mayor William R. Johnson at william.skinner.johnson@gmail.com or 803.496.3330.

City of Isle of Palms
In any given July, approximately one million vehicles cross the Isle of Palms Connector Bridge on their way to the beach. Most of those vehicles end up parked along Palm Boulevard, a main road bustling with visitors on both wheels and foot. Despite signage indicating that cars must park within four feet from the pavement, motorists continued to park incorrectly, resulting in additional congestion and pricey citations for motorists.

The city held multiple public hearings and committee meetings looking for a solution to the problem. Though many ideas were vetted, the simplest suggestion was the best: draw a chalk line to demarcate the four feet. This method would be cheap—less than $1,000 per beach season—and require only a few hours of staff time per week. Best of all, the chalk would have a negligible impact on the delicate coastal ecosystem.

"White Line Fever," as it is affectionately called by city staff, has been an undeniable success. Violations are at an all-time low, proving that sometimes the easy answer is the right answer.

Contact Linda Tucker at ltucker@iop.net or 843.886.6428.

City of Lancaster
Lancaster's second oldest brick structure, an 1862 church in a downtown neighborhood, was in danger of being lost to the ravages of time, vandalism and a devastating bat infestation. The bats created nearly ten tons of waste, causing deplorable conditions and significant structural damage. Looking to preserve a city landmark—as well as spur downtown revitalization—officials invested in renovating the old church into a cultural arts center.

Momentum for the project came from the Lancaster Society for Historic Preservation. Lancaster City Council agreed to provide $200,000 for the project. An oversight committee comprised of historians, business leaders, tourism representatives and arts professionals kept the project on track.

The church received quite a makeove. Walls and entrances were repaired, windows were replaced, the exterior was landscaped and broken stones in the neighboring cemetery were restored. The bats were carefully relocated as the old structure came to life again. The new cultural arts center is now used by visitors to the many events and performances held in Lancaster's newest cultural asset.

Contact Helen P. Sowell at hpsowell@lancastercitysc.com or 803.286.8414.

Town of Lexington
For 36 years, the Town of Lexington hosted a carolighting the first Thursday of December in the park behind city hall. When councilmembers adopted a new vision plan, they seized the opportunity to expand the two-hour event into a three-day festival for the community to celebrate the holiday season. Officials also saw the festival as the perfect way to showcase the new Lexington Square Park with a tree lighting in the center of downtown.

Town staff orchestrated the event, using general fund money, vendor fees and sponsorship dollars. The town formed partnerships with Lexington County to provide needed equipment, a local nonprofit to coordinate a 5K race, the Lexington Jaycees to sponsor a parade and a local drugstore to offer pictures with Santa.

In addition to the race, tree lighting and pictures with Santa, the Snowball Festival also boasts a dance and a concert. The family-friendly weekend is free and constantly evolving to include more fun and festive events.

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

City of 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 such as annual memorial rides and road dedications. Proceeds from these events go to state and national branches of Concerns of Police Survivors, an organization that provides counseling and other critical services to family members of fallen officers. Palmetto Patriots also donates money to pay for the travel and lodging expenses of family members taking advantage of the COPS program.

In addition to memorial rides and road dedications, the Patriots print a yearly calendar honoring fallen officers and last year published a magazine for the first time. They hold bake sales and bazaars. Families of fallen officers are invited to participate in an annual zoo trip and Christmas banquet.

The events are funded entirely through individual donations. Community members have stepped up to provide venues, food, hotel rooms and ad space for the Patriots' events and fundraisers. Since 2010, the number of South Carolina family members utilizing COPS services has tripled, and revenue from fundraising has increased by nearly 50 percent.

Contact Anthony S. Tanner at administrator@cityofmanning.org or 803.435.8477.

City of Marion
In 2010, the City of Marion's recreation facilities were facing a crisis. The city's only pool was in danger of closing, and the municipal tennis courts were unsafe. One of two gyms in the city had to close and the other was near condemnation for health and safety concerns. Even the playground equipment was out-of-date and hazardous.

Knowing they couldn't fix such a momentous problem alone, Marion officials forged new partnerships with residents and other Marion County municipalities to raise funds to update the facilities. Revenue from the county's capital improvement penny sales tax helped pay for the repairs, while local businesses and the high school booster club also raised a significant amount of money. The city even partnered with the United States Tennis Association to aid in the efforts.

The new initiatives and partnerships paid off in a major way for Marion residents. Officials renovated both gyms, the swimming pool and tennis courts and brought them up to code. Even the playgrounds received a makeover. Participation has increased at all the sites, and plans are in the works for new baseball and softball fields.

Contact Vickie J. Nichols at vnichols@marionsc.gov or 843.423.5961.

City of Mullins
Activity in downtown Mullins dwindled in the last few decades as its tobacco warehouses and markets closed their doors. The following years saw little public or private investment in the area. In 2012, a fire in an adjacent building damaged city hall. As officials planned to renovate the downtown building, they decided to expand the scope of the project to include more of the central business district.

The revitalization of downtown Mullins included many separate projects carried out by different entities brought together by a common mission: to make downtown thrive again. For its part, the city restored city hall using money from the general fund, insurance proceeds and proceeds from the county's capital projects sales tax. The city also used money from the capital fund to demolish old buildings and install a memorial clock. A downtown bank invested in updating its building façade to be similar to city hall's with a shared parking lot between the two. Florence-Darlington Technical College showed their support by opening a downtown campus.

On their own, each of these projects is beneficial to the city. Together, these developments have brought a new look and new life to downtown Mullins.

Contact David Hudspeth at dhudspeth@mullinssc.us or 843.430.1403.

City of Newberry
When Newberry's Oakland Mill Village lost its textile mill, the low-to moderate-income neighborhood quickly began showing signs of urban decay. Properties deteriorated and gang activity increased. When a development company purchased the mill with plans to renovate the space into a multipurpose, adaptive reuse property, the city acted quickly to initiate a revitalization effort of its own.

Officials reached out to stakeholders and funders. They met with the neighborhood association and applied for grants from multiple state agencies. Long-range goals included infrastructure improvement, housing rehabilitation and demolition, streetscaping and other beautification efforts to spur economic development.

Using private investment as a catalyst for neighborhood revitalization, the city has seen encouraging results. The population of the neighborhood has risen. The mill's luxury apartments are 55 percent leased, and a dormitory for Newberry College occupies half of the building. Retail and warehouse space is now available in the area, and neighborhood pride is at an all-time high.

Contact Matthew T. DeWitt at mdewitt@cityofnewberry.com or 803.321.1000.

Town of Pamplico
In 2008, South Carolina Department of Health and Environmental Control required the Town of Pamplico to remove its oldest water tower from service after discovering lead paint on the tank. This loss meant that Pamplico was left with only one serviceable water tower, putting the town in a precarious position. If the remaining water tower needed any repairs, town officials would have to shut off all potable water to schools, homes and businesses for the duration—virtually shutting down the town.

Officials knew they didn't have the money for a new water tower, so they aggressively pursued grants to renovate the existing tower, ultimately securing one through DHEC's Revolving Fund. Pamplico also received revenue from Florence County's one-cent sales tax for the new tower.

The $1.2 million water tower is more than just a critical community asset. Standing prominently along State Route 51, the newly renovated tower now features a welcome message for tourists and visitors to Pamplico.

Contact Mayor Gene R. Gainey at pamplico-mayor@sc.twcbc.com or 843.493.5551.

City of Rock Hill
It is a nationwide problem. During the summer months, students' reading skills slip. Each school year must start with remedial lessons instead of new coursework. The situation is no different in Rock Hill. To address this problem from multiple angles, officials from the city, school district, council of neighborhoods and county library teamed up to form "Rock Hill Reads."

Initially they held several book drives and distributed books, but they had a hard time reaching students on summer break. Then Rock Hill's city manager saw an article on "little free libraries"—or take a book, leave a book boxes—and brought it to the group. The group members immediately saw value in the project and pursued it.

Area students built the library boxes for the little free libraries from inexpensive materials provided by the city and council of neighborhoods. Donated books came from several sources including schools, libraries and individual residents. Once the boxes were complete, any neighborhood, school or organization could adopt one for a $35 registration fee.

With free boxes of books scattered all over the city, Rock Hill students now find it difficult not to read during their summer vacation.

Contact Jeremy Winkler at jeremy.winkler@cityofrockhill.com or 803.326.3850.

Town of Sellers
Community members have a new place to gather, learn and grow in Sellers thanks to a collaborative effort that included everything from bake sales to block grants. The Sellers Resource Center is a significant development for the Marion County town of just more than 200. Residents now have a
place to conduct online job searches, read books and hang out after school.

The idea for the center evolved from a series of public hearings town officials hosted to assess community needs. Residents said the need for youth development programs, as well as access to technology, were the town's most pressing concerns. Town officials consulted with the Pee Dee Regional Council of Governments about securing a community development block grant to pay for the proposed center.

In addition to securing CDBG funding, the town received funding from the county's one-cent capital projects sales tax, corporate donations and the industrious fundraising efforts of Sellers residents. With the money in place, the Sellers Library and Resource Center took shape inside an old church that was deeded to the town and renovated for the project. The next item on the town's wish

list is to offer tutoring for students and job skills training for the community at the facility.

Contact Mayor Barbara Ann Hopkins at bhopkins@sellerssc.org or 843.752.5009.

Town of Surfside Beach
In 2008, the Insurance Services Office evaluated Surfside Beach's fire department. The ISO is an organization that determines insurance rates for a community's businesses and residents based on the quality of fire protection offered. The ISO assigned the department a rating of three out of ten (where one is best), meaning that insurance rates in the town were higher than other communities with more adequate fire protection.

To ease the insurance burden of local businesses and residents, Surfside Beach officials made it their mission to achieve a higher rating. Using the ISO's report as their roadmap and with funds from their operating budget, the fire officials set to work. They recruited experienced volunteer firefighters and created an empowerment plan to keep volunteers engaged. Officials signed a mutual aide agreement with the county to provide an ambulance and additional firefighters at the Surfside Beach firehouse. They drastically improved training and hired a part-time fire marshal.

In 2014, the ISO assigned the department a rating of one, and Surfside Beach became one of only 84 municipalities in the country with that distinction.

Contact Micki Fellner at micfellner@surfsidebeach.org or 843.913.6372.