Winning Entries

Population Category: 1-1,000: Town of Trenton

Like many municipalities, Trenton was plagued with numerous vacant, deteriorating structures posing health and safety hazards to citizens. Trenton's small size made it economically unfeasible for the Town to use solutions that have worked in other municipalities, such as having the public works department clear properties or creating strict code enforcement demolition programs. As a first step, the Town pushed for voluntary compliance, which worked well for clearing vacant lots but not for removing dilapidated structures.

To avoid the substantial financial costs of demolishing the buildings, the Town passed a slum and blight removal ordinance to help it qualify for a Community Development Block Grant. Using grant money, the Town would demolish all the condemned properties. To qualify for the grant, the Town had to provide a 10 percent match. The Town sought the matching funds from the Edgefield Department of Education because the most costly building to raze was an old school. The School Board approved $35,000 for the Town's matching funds, which was 50 percent less than the School Board's estimated demolition costs.

The School Board funds gave Trenton a 20 percent grant match, which was double the required match. The additional matching funds helped secure CDBG funds totaling $123,000. Receiving the grant was possible because two local government entities worked together to save each other money and reach a common goal of making the community a better place to live.
Contact: Bernie Welborn, 803.275.2538

Population Category: 1,001-5,000: Town of Ridgeland

When an exit on I-95 opened near Ridgeland, gas and fast food businesses prospered near the exit while downtown stores went out of business. The Town Council commissioned a study to determine the best way to revitalize downtown. The study suggested promoting a more traditional downtown identity and extending that identity one mile between downtown and the interstate. Council began the Ridgeland Redevelopment project using accommodations/hospitality tax money and grant funds from the Jasper County Transportation Committee.

Phase I, which focused on three blocks of downtown, began in 1998 when utility companies agreed to absorb the cost of placing utility lines underground. The Town administrator negotiated separate contracts with local contractors for each aspect of Phase I, saving the Town $840,000. The Town made arrangements with a local bank to offer favorable loan terms to downtown property owners who wanted to renovate their buildings. Also, the Town installed brick sidewalks, palmetto trees and old-fashioned street lights in the downtown area. Phase II extended the downtown improvement theme along the corridor from downtown to I-95.

To offer an interesting tourist attraction, the Council created a nature trail through existing wetlands located in the middle of major developments such as hotels, restaurants and gas stations. Although the land was not for sale, the Town met with the property owners who granted conservation easements or donated portions of their land to establish the trail. The Blue Heron Nature Trail, which includes a boardwalk with observation platforms, covers 10 acres close to downtown. Local naturalists labeled native plants with signs to educate trail visitors. Aggressive pursuit of grants generated more than $100,000 for the trail. Local businesses provided matching funds through in-kind contributions.

In 2000, the Council decided to capitalize on heavy holiday traffic in November and December by offering the Holiday Trail of Music and Lights on the Blue Heron Nature Trail. The display of more than 40,000 lights has attracted more than 9,000 visitors from as far away as Canada.

Ridgeland's redevelopment has revitalized the downtown area with almost 60 new businesses, confirming one small town's miracle journey from a slow death to a bright future.
Contact: Penny Daley, 843.726.7500

Population Category: 5,001-10,000: City of Fountain Inn

When the Greenville County School District built a new elementary school, City Council saw great potential for using the old elementary school building as a community civic center. The main building of the school was built in 1939 as part of the Federal Emergency Administration of Public Works under President Franklin Roosevelt. The building's age and architecture made it eligible for the state and national historic registers. With the vision of a civic center complex in mind, City Council convinced the County to sell the former elementary school to the City for $550,000. The City then donated a portion of the land to the Greenville County Library to construct a large satellite library facility.

After purchasing the old school, the City sought grants and private donations for renovations. The City partnered with Senior Action to renovate the school cafeteria into an activity center for seniors. Seniors now meet there daily for catered meals and various activities ranging from line dancing to health screenings. With the help of a grant from the S.C. Department of Health and Human Services, the City completed many renovations including installing new wiring, plumbing, a heating and air system, a handicapped-accessible restroom and ramps. The City also created an attractive courtyard area outside the activity center.

Besides installing the handicapped-accessible restroom and ramps, the City needed to install an elevator to meet Americans with Disabilities Act requirements. To not disrupt the exterior appearance and to preserve the building's historic aspects, the elevator was added to the rear of the building. The elevator opens into a stairway to maintain the interior appearance.

Greenville County School District donated 10 computers for a computer classroom, and the City offers classes on such topics as Microsoft Word and building computers. Private donations totaling more than $30,000 allowed the City to restore the 500-seat auditorium. The auditorium has hosted events such as the Nutcracker Suite Ballet, musical concerts and local theater groups. To assist in the oversight of civic center activities, the City relocated the Public Works, Building Standards and Clerk of Court offices into the civic center. Local civic groups volunteered their support in many ways, such as assisting in landscaping and donating pianos for the auditorium.

Creating the Civic Center Complex brought the Fountain Inn community together to provide educational and cultural activities for people across the Upstate.
Contact: Kelly Tucker, 864.409.3334

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

The City recognized it needed to increase its treated water storage capacity. The existing water treatment plant, located in the middle of Edisto Memorial Gardens, required Orangeburg to think of a creative way to install a 4 million gallon tank without destroying the gardens" beauty. To meet the City's water needs and blend in with the gardens, the City decided to place the tank below ground and build a park complex above it.

Because regulations require the top of a finished water reservoir be at least two feet above the ground surface, the City needed to make special provisions to qualify for a variance to allow the tank to be located completely underground. The area around the new reservoir was graded to prevent any standing water within 50 feet of the tank. The top of the concrete tank was sloped and covered with gravel to direct sub-surface water to collection pipes. A heavy-duty, flexible membrane was used to cover the top of the tank. Orangeburg received the first variance for this type of project, which will pave the way for future similar projects in other municipalities.

The new City of Orangeburg Department of Utilities Centennial Park, located directly above the new reservoir, commemorates the Department's 100 years of service to the community. The complex includes an upper plaza with brick pavers, a fountain and a amphitheater-style lower plaza leading to a gazebo and stage area. Benches, landscaping and decorative lighting enhance both plaza areas. Also, the City purchased additional land to expand parking for the gardens and construct new restrooms. The entire facility is handicapped-accessible. Since its completion, the park has been used for numerous community functions and weddings.

This project, which received a first-place Engineering Excellence Award in Water and Wastewater from the Consulting Engineers of South Carolina, allowed Orangeburg to continue supplying high-quality drinking water while providing a scenic outlet for outdoor recreation.
Contact: Mark Weber, 803.268.4103

Economic Development: City of Newberry

During the 1970s and 80s, downtown Newberry experienced a slow but steady decline. To combat this issue, the City Council made it a priority to renovate the Newberry Opera House, built in 1882. The Council envisioned a first-class performing arts center to serve as a catalyst for economic development and downtown revitalization. To accomplish this mission, the Council created the Newberry Opera House Foundation and charged it with:

• Renovating and expanding the Opera House into a first-class performing arts center with an elegant but intimate setting.
• Developing a diverse performance schedule to host more than 150 world-renowned performers during each nine-month season.
• Marketing the performances locally and regionally to establish Newberry as a performing arts destination.
• Using the Opera House renovation to motivate private property owners to improve their downtown buildings.
• Using the high-disposable income customer base generated by Opera House performances to support existing businesses and create a market for new businesses.

Using tax increment finance funding, donations and grant money, the City opened the restored Opera House in 1998. Since the opening, the 462-seat facility has averaged 170 performances per year ranging from chamber music to country music to acrobats. More than 200,000 patrons - 70 percent of whom reside outside Newberry County - have attended these performances.

The Opera House has been a catalyst for downtown revitalization. Since the renovation began, 20 downtown buildings have been restored, 17 second-floor apartments have been constructed and six restaurants have been added. In 2002, a 72-room Hampton Inn opened adjacent to the Opera House - the first Hampton Inn to be located in a downtown outside of a major metropolitan area. During the first six months of fiscal year 2002, restaurants reported a 26 percent increase in sales. The City and the Opera House have been featured in numerous publications including the Wall Street Journal, Governing Magazine, Southern Living and the New York Times. In 1995, Macmillan Publishing Company named Newberry one of the "100 Best Small Towns in America." In 2001, Peachtree Publishing named Newberry as one of the "50 Best Small Southern Towns."
Contact: Eric Budds, 803.321.1000

Public Safety: City of Bennettsville

Like many municipalities, Bennettsville struggles with juvenile delinquency. To combat this problem, the Police Department implemented three programs focusing on the reasons for delinquent behavior instead of simply punishing the students.

The first program, called Crossroads, is a voluntary program designed as a suspension alternative. Suspended students normally are free to roam the streets with no supervision, and their learning is stalled because they are out of the classroom. The Crossroads program allows students to remain in their regular classes while attending a three-hour after-school session for 15 days. The Police Department runs the program, which is headed by a sergeant who instructs the students in military-style drill and physical fitness. He also tutors and counsels the students. The program's goals are to teach the students discipline and responsibility, improve their self-esteem and offer them an opportunity to interact with police mentors. Representatives from agencies such as the Department of Social Services, the Department of Juvenile Justice and Tri-County Mental Health spend one hour per week with the students and refer the students to additional assistance at their agencies if necessary. These representatives help determine the reason behind the students" misbehavior.

Crossroads allows suspended students to receive needed discipline and attention without interrupting their education.

The second program, Officer Read, works to improve community relations and communication between elementary students and police officers. Officers spend time each week reading to students at the local elementary schools. Also, officers teach the children about such topics as bicycle safety and drug awareness.

The final program, Explorer's Cadet Program, provides students who are interested in a law enforcement career an opportunity to experience a police officer's daily activities. Cadets participate in mock police events including arrest and search, bomb threat response, finger printing and crime scene searches. In addition, cadets participate in law-related education classes, a ride-along program and monthly field trips to law-enforcement institutions. These activities offer insight into South Carolina's criminal justice system.

Working together, these three programs are addressing the issue of juvenile delinquency in Bennettsville.
Contact: Angela Ward, 843.479.9001 x319

Public Service: Town of Honea Path

Concerned Honea Path citizens began exploring ways to create a healthier living environment and improve their quality of life. Citizens met with representatives from AnMed Health Systems, DHEC-Appalachia I Public Health District and Partners for a Healthy Community to develop a process to positively improve life in Honea Path. AnMed chose Honea Path as a pilot community to receive funds for community outreach programs aimed at improving the quality of life. The Town identified four focuses for the pilot initiative: education and recreation, health and medical services, safety and economic development, and beautification, culture and historic preservation. The Town created Partners for a Healthier Honea Path (PHHP), a group of concerned citizens, to address the four focus areas.

PHHP developed a comprehensive town health improvement plan to secure grant funds for beautifying the Town park, provide a satellite facility for DHEC's Women-Infants-Children (WIC) and immunization services and provide a speaker series for the local assisted living and senior centers. One of the most notable accomplishments was establishing the first satellite office of the Anderson County Free Clinic. The free clinic was desperately needed because recent economic troubles forced a local textile mill to close and another to stop offering health insurance to its employees.

All these goals were accomplished using donations of time and other non-monetary resources from Honea Path's residents. The residents have worked together to improve the Town's quality of life and instill a greater sense of community.
Contact: Thomas Martin, 864.369.2660

Public Works: City of Rock Hill

Rock Hill began one of South Carolina's first recycling programs in 1990. The recycling program services more than 15,000 homes and boasts a participation rate of 40-50 percent. In 1996, the City began a commercial recycling program and a corrugated cardboard route. In 1997, the commercial collection expanded to include schools. During fiscal year 2000-2001, Rock Hill kept more than 6.5 million pounds of materials out the landfill because of its recycling program. That represents more than 125 pounds for every man, woman and child in the City of Rock Hill.

The City funds a full-time environmental educational specialist to bring the recycling message to local classrooms and civic groups. The City's educational program has won numerous awards from Keep America Beautiful and the S.C. Department of Health and Environmental Control. As part of its annual Earth Day Birthday celebration, the City sponsors a T-shirt design contest for students. The winning design is printed on promotional literature.

In 2001, City Council voted to consolidate its recycling processing operations with York County to allow the City to pursue an additional area of solid-waste reduction: composting. The City partnered with Winthrop University to supply an intern majoring in biology to monitor the materials at the composting facility. Besides yard waste, DHEC allows food waste to be included in Rock Hill's composting program. This facility will keep 125,000 cubic yards of material out of the landfill and save more than $600,000 per year in landfill tipping fees.
Contact: Dana McKnight, 803.329.5539 

Other Entries

City of Aiken
The City was spending an inordinate amount of time and money making copies of SLED-required videotapes of DUI cases. The City began copying the videos onto computer disks (CD-Rs), which cut the copying time in half. In addition, CD-Rs are significantly cheaper than videotapes. In one month, Aiken saved almost a week and a half of staff time and saved almost $190 by copying onto CD-Rs instead of videotapes. CD-Rs offer other advantages as well. They allow users to locate specific segments of the video quickly instead of having to rewind or fast forward a videotape, which is especially important when using them in court. They are less cumbersome, which makes them easier to transport and store. Also, they allow copies of relevant documents to be stored on the same medium as the arrest footage.
Contact: Dwayne Courtney, 803.642.7665

Town of Batesburg-Leesville
After the towns of Batesburg and Leesville consolidated into one town in 1993, municipal services were steadily combined. In 1994, the volunteer fire departments were joined under one chief appointed by the manager. With the consolidation came the goals of uniting the volunteers and improving communications, training, equipment and the Town's water system. To achieve these goals, all Town departments had to work together. The Town hoped these improvements would lead to a lower ISO rating, which would lower insurance rates for citizens. To help finance new equipment, the fire department created three fundraisers which continue to bring in $20,000 per year. With all departments working toward common goals, the Town's ISO rating has dropped from a Class 6 rating to a Class 4 rating.
Contact: Tommy Shealy, 803.532.4601

City of Belton
The Belton Area Partnership (BAP) joined the City to spearhead a downtown revitalization effort focusing on the Town Square. They commissioned a charrette to gather input from area leaders and citizens, leading to a master plan for downtown. The BAP and the City applied for grants to help fund the project. Area citizens - including many who did not reside in the City - volunteered equipment and manpower to assist with the revitalization, saving the City more than $330,000. The efforts included restoring the Square to its historically accurate appearance by replacing awnings, broken windows, parking areas and sidewalks as well as planting trees and installing shutters. Anderson County, whose library is located in the railroad depot on the Square, purchased the railroad property and is working on a new library and walking track. The Depot Committee is preparing to renovate the depot and improve the community room in the depot. With the combined efforts of the Belton Area Partnership, the City and citizens, the Town Square has experienced a significant, visible improvement that encourages the community to continue its downtown revitalization efforts.
Contact: David Watson, 864.338.6613 ext. 206

City of Cayce
Recognizing that young people are our future, Cayce's School Resource Officer Program has two goals: to enhance the safety of schools and to develop a positive relationship with students and their parents. As a way to continue this relationship during the summer, Cayce created Camp Cayce, a two-week summer camp for middle-school students. Camp Cayce allows public safety officers to interact one-on-one with students and offers instruction on topics and skills that will help the students become positive role models for their peers. Topics include the judicial system, first aid, conflict resolution and horticulture. The Camp concludes with an awards banquet recognizing students who have excelled in each instruction area. The mayor, councilmembers and police chief present the awards.
Contact: John Sharpe, 803.796.9020

Town of Cheraw
After the area veterinarian passed away in 1994, the Town realized its local pet and farm animal owners were forced to travel to neighboring counties for vet services. Using a donated building as an incentive, the Town began advertising online and at vet schools nationwide for a veterinarian to serve Marlboro and Chesterfield counties. After more than two years of searching, a local animal activist placed an ad in the S.C. Association of Veterinarians monthly newsletter. As a result, Dr. Bethany Tapp met with the Town's administrative staff and agreed to relocate her practice to Cheraw. The Council agreed to make improvements to the building and approved a five-year rent-free lease agreement. During its first eight weeks of operation, the new Sandhills Animal Clinic's doctor saw 582 patients, performed 108 surgeries and gave more than 550 vaccinations. Three local citizens have been hired to help at the clinic, and plans include hiring three more employees.
Contact: Bill Taylor, 843.537.8401

Town of Chesterfield
Following the Sept. 11 tragedies, public safety moved to the forefront of the public's mind. Prior to that event, however, the Town recognized public safety's importance and embarked on a two-year journey to strengthen the safety of the Town's citizens. The Town installed a helipad for medical evacuations, became the state's only National Weather Service StormReady-certified municipality, arranged assistance for citizens to clearly display their house numbers for quicker identification by emergency responders and provided extensive training in first aid, school security and critical incident command for public safety officers. Also, the Town acquired a new fire truck, purchased more police equipment and fingerprinted local children at the community's annual Kids Fest. The Town worked very hard to keep costs down, including getting help from the Chesterfield High School building and electricity classes to construct the helipad. By continually working to improve its public safety efforts, Chesterfield is ensuring its citizens" safety while living in a peaceful community.
Contact: Mayor John Douglas 843.623.2131 ext. 4

City of Clemson
Although Clemson's train depot was once a busy center of activity, only about 10 percent of the depot's available space is in use for cargo and passenger needs. As a result, the structure and grounds were poorly maintained and beginning to deteriorate. City Council decided to preserve this landmark in cooperation with Norfolk Southern Railroad (NSRR) and AMTRACK. Many potential tenants were deterred because of the expensive retrofitting costs, so Clemson applied for and received grants and other funds totaling $325,000. NSRR agreed to a "bargain sale and donation" of the property to the City for $100,000. The Chamber of Commerce relocated to the depot and worked with City officials and the community to plan the exterior and interior designs of the depot. The building and grounds are no longer an eyesore but a landmark for all to admire.
Contact: Arlene Young 864.653.2072

City of Conway
Like many communities during the mid-1980s, downtown Conway began to decline. In response to this trend, Conway developed a plan to combat the death of its downtown. A major part of this plan was creating the River Walk and Riverfront Park to enhance the natural beauty of historic Conway. The River Walk and Riverfront Park showcase the beautiful hardwood trees by the peaceful Waccamaw River while providing a serene public space. Floating docks provide access to the river. The park became a reality as a result of community partnerships and dedicated employees, businesses and citizens. The City saved thousands of dollars by capitalizing on existing employees, who helped plant shrubbery, install electrical wiring and apply asphalt. Attracting tourists and positive economic development to downtown, the River Walk and Riverfront Park area is now the center of activity for the Waccamaw Riverfront District.
Contact: Fred Morris 843.248.1760

City of Easley
Easley's Municipal Court and Police Department were outgrowing their facilities. The Court occupied four tiny offices in the back of City Hall and operated in a courtroom that held less than 50 people. The Police Department worked out of 5,000 square feet in City Hall's basement. All the Department's office, dispatch, records, evidence and overnight lock-up facilities were housed in this space. To provide more space, the City issued a $3 million bond to construct a new Law Enforcement Center. The new facility includes 25,000 square feet shared by the Court and the Police Department, as well as 8,500 square feet of unfinished space to fill future needs. The Center has two courtrooms, private meeting rooms for attorneys and their clients, fire-resistant records storage area, evidence laboratory, interrogation rooms and enhanced security for the Court and police staff. The Center includes technological enhancements, such as new computer stations for police officers to enter reports, an inkless automated fingerprint system, a new radio system and a computer-aided dispatch system.
Contact: Charles Helsel 864.859.7900

Town of Edgefield
The Town of Edgefield completed one of the premier rail trails in South Carolina during 1999. The Ten Governors Rail Trail is a one-mile trail that accommodates pedestrians, skaters and bicyclists. Because it is lighted, citizens can use it 24 hours a day. The Edgefield Bike Patrol provides security for the Trail. Edgefield's rich political history is highlighted by granite markers located every tenth of a mile with a bust of one of the 10 governors from Edgefield and a brief biography. The Rail Trail averages more than 120 users per day. It offers an alternative mode of transportation, links neighborhoods to downtown, connects other recreational facilities and provides a recreation and casual-use facility with breathtaking vistas of Slade Lake and the adjoining greenways.
Contact: Olin Gambrell 803.637.4014

City of Georgetown
The City noticed a decline in the number of volunteer firefighters because of the substantial amount of required state and federal training. Most volunteers had to attend the training at night or on weekends. To solve this problem, the Georgetown City Fire Department began offering an interactive training program on its computer network to replace much of the classroom instruction. This allows volunteers to "attend" the training sessions at their convenience. It does not replace the required hands-on training, which still involves instructor supervision. Each computer training module contains audio and video presentations demonstrating specific skills and techniques. After completing each module, the volunteers take an online test that requires a 70 percent score to pass. In its first three years, the program has provided more than 10,000 hours of training. The City is planning to offer the training over the Internet, which will allow the firefighters to access training at home.
Contact: Elizabeth Krauss, 843.545.4005

City of Greer
To form partnerships with the community and enhance the quality of life for its citizens, the Greer Police Department began the Community Action Project (CAP). CAP was created during a time of financial strain for the City when all salaries and hiring were frozen. Officers" morale plummeted as their workload increased. As an alternative, the police chief developed several community policing projects to allow officers to work overtime and earn extra money. The City used funds from a Local Law Enforcement Block Grant to help pay the overtime costs. CAP projects include holding community meetings, picking up litter, holding a teen cruise-in and forming a gang action team that, among other activities, removes graffiti from community buildings and signs. These projects helped increase officers" morale as well as their presence in the community, both by being visible and by media coverage. The CAP program helped reduce turnover during a hiring freeze and helped citizens feel safer in their neighborhoods.
Contact: Sgt. Jeff Smith, 864.989.0087

Town of Johnston
The Town undertook a comprehensive project to enhance the quality of life for its citizens and those of surrounding communities. By revitalizing a dilapidated but historic cotton warehouse located downtown, the Town encouraged historical preservation along the S.C. National Heritage Corridor route, created a new 4,200-square-foot state-of-the-art Town library, made 7,500-square-feet of building area available for economic development and improved the look of the central business district. The Town was careful to maintain the warehouse's historic and architectural features, making the warehouse a showplace along the National Heritage Corridor. The new library boasts a space almost 10 times larger than the previous one. Because of its central location, many underserved citizens now have access to the public library's services. The Town worked closely with the County Council, which had to provide additional funds to add staff and expand operating hours. The library is now a draw to downtown, increasing downtown foot traffic to help new and existing businesses.
Contact: Olin Gambrell, 803.275.2488

Town of Kingstree
School violence incidents across the country led the Town to create the Youth Deputies Council to help prevent such occurrences from happening in Kingstree. The eight-member youth council consists of two students from each school within the Town's limits. They meet monthly for lunch to discuss ways to keep the lines of communication continually open between the police department and their classmates. Students can tell the youth deputies about any possible threats without worrying about being labeled a "snitch." Also, the Town created a telephone hot line for students to make anonymous tips to the police, and the Youth Deputies Council Web site provides information and a way for the students to confidentially report criminal activity in the schools. The Youth Deputies Council allows students to feel safer by allowing them several ways to anonymously and safely communicate criminal behavior.
Contact: Michelle James, 843.355.7484

City of Lancaster
The City of Lancaster had an underutilized local government access cable channel that showed information pages accompanied by "elevator music." Through a partnership between the City and the Lancaster County School District, the government access channel is now a very popular station. Known as Learn TV - The Lancaster Connection, the production is aired from Lancaster High School and is manned by students. With donations from the local cable company, a nearby regional production facility of ESPN and local civic groups, the City of Lancaster provided equipment for the studio. The Lancaster County School District provides staff, and the City of Lancaster annually provides funds to help cover both staff and operating costs. The show lineup includes "Police Perspectives," "County Line" and "It's Your City," as well as shows covering local animal life, teen topics and senior topics.
Contact: Steve Willis, 803.286.8414

City of Laurens
Laurens Commission of Public Works (LCPW) decided to back up its pledge of providing exceptional customer service by offering a money-back guarantee on all customer service interactions. The guarantee covers scheduled appointments, preventive maintenance, service interruptions, establishing new services and responding to customer service inquiries. If the response goals set by LCPW are not met, the customer receives $20. LCPW researched similar programs and found only two cable television companies offering a similar guarantee in South Carolina. LCPW informed customers of the new policy in their utility statements, placed ads in local newspapers, distributed press releases and provided information on its Web site. With more than 10,000 customers and thousands of work orders every month, the LCPW has failed to meet the service guidelines only twice since July 2001. Both customers received a $20 check with an apology letter from the general manager.
Contact: John Young, 864.984.0481

Town of McCormick
The Town of McCormick took action to prevent one of its historic and most beloved homes from being razed. The Joseph Jennings Dorn home, built in 1917 and owned by a non-family member, was going to be sold then demolished. Town leaders decided to find someone to purchase the home who would restore it so it could be used as a museum and genealogy center. The Town presented a proposal to the Joseph Jennings Dorn family foundation. The foundation provided $900,000 in one-time funding for the home's purchase and renovation. The foundation also provides $30,000 a year to help support the facility. The house, open to the public since December 2000, has become a popular tourist stop. It has greatly enhanced the historic and aesthetic quality of downtown McCormick.
Contact: Mayor Miriam Patterson, 864.465.2225

Town of Mount Pleasant
When faced with a huge residential growth rate of 9 percent, the Town embarked on a unique growth management program. The program required a referendum in which the citizens voted to allow the Town to borrow millions of dollars in general obligation bonds for transportation and recreation improvements. If the referendum failed, growth would have overtaken the Town and set back the transportation plan by 20 years. To inform citizens about the referendum and gain their support, the Town began an information campaign. The campaign worked with the local media to remind citizens how crucial the proposed road projects were to a timely implementation of the transportation plan. The Town included referendum information in an existing newsletter, LeaderLink, that Public Services personnel posted on more than 20,000 residential garbage cans. Town representatives spoke at local civic club meetings. The staff also produced two live television shows for the community channel. In addition, information was available on the Town's Web site. As a result of the extensive - yet affordable - information campaign, the referendum passed with a 65 percent approval vote. By working with existing services and local media, the Town spent less than $1,600 on the successful campaign.
Contact: Martine Wolfe, 843.884.8517

City of Myrtle Beach
In an attempt to create a scenic gateway into downtown Myrtle Beach, the City began redeveloping 11th Avenue into a "Gateway to the Sea." The City wanted to include elements that reflected the 1950-1970 beachfront architecture, made the street more pedestrian-friendly and placed all utilities underground. The result exceeded expectations. Concrete pavers swirl in architectural patterns along the sidewalk, which are dotted with palm trees and widened to provide ample space for pedestrians and sidewalk cafes. To further enhance the area, the City partnered with local developers to acquire three properties blocking 11th Avenue's view to the Atlantic Ocean and demolished the structures. The area was used to create Oceanfront Park. The Park offers ample space for citizens and tourists to enjoy the view and has become a popular location for performances. As an additional redevelopment effort, the City instituted a fa-ade improvement loan program for business and property owners adjacent to the streetscape and park projects. The Myrtle Beach Downtown Redevelopment Corporation (DRC) agreed to provide loans up to $15,000 per property at 3 percent interest. Several local banks agreed to match or exceed the DRC's loan at a rate negotiated between the bank and applicant. Several businesses have taken advantage of the loan program. The project has created a beautiful gateway to downtown, showcasing the natural beauty of the ocean and the City's commitment to attractive architectural style.
Contact: Kelly Mezzapelle, 843.915.1055

City of North Myrtle Beach
A city that enjoys many tourists, North Myrtle Beach became concerned about national reports warning bacteria in beach waters may pose a health risk. The City took a proactive step to minimize water-quality risks associated with swimming at the beach. The City started a surf-monitoring program and a program to eliminate storm drainage pipes that opened onto the beach. During the surf-monitoring program, the City discovered elevated bacteria levels during wet weather, although the high levels normally dissipated within two days after rainfall. The City continues to monitor the water quality and posts swimmer advisories to alert the public of any potentially hazardous water conditions. In an effort to improve the water quality, North Myrtle Beach began the process of relocating 50 storm drainage pipes emptying on the beach. In conjunction with a road-widening project, the City worked with the S.C. Department of Transportation to design drainage improvements that eliminated six pipes. So far, eight additional pipes have been consolidated into two outfall locations extending a quarter-mile into the ocean.
Contact: Kevin Blayton, 843.280.5538

Town of Patrick
The Town Council wanted to apply for a Transportation Enhancement Program grant in June 2001 but lacked the required matching funds. As a solution, Patrick's Senior Quilters agreed to help the mayor compile a cookbook filled with recipes and historical photographs donated by local citizens. The mayor used her personal computer and scanner to lay out the book, and the Town paid for the book to be printed and bound. After selling its inventory of 500 copies, the Town projects its net profit will be $4,300. The profit will be used as matching funds for the grant. By using local photos and recipes, the project became one of special ownership for the citizens while helping the Town apply for much-needed funds.
Contact: Mayor Rosa Millsaps Privette, 843.498.6994

Town of Pendleton
The Town believed developing the leadership skills of those in the Pendleton community would help citizens become more informed about their Town and be more involved in the community, as well as benefit the individuals personally. To help develop these skills locally, the Town created the Palmetto Leadership for Pendleton Program. Attendees pay a minimal tuition fee for the 10 to 12 sessions, which are held biweekly for about two hours. The attendees decide on a project that will benefit the community and put into action the leadership skills they have learned. Sessions include personal leadership skills and teambuilding, economic development, local and state government, arts/culture/festivals, education and public safety/recycling/health/human services. The program has been in place for four years. Program graduates have helped initiate several community projects, including an annual Heritage Day Festival, a Community Center Summer Program for at-risk children and a beautification project at a local intersection. With the town encouraging local leadership development, Pendleton is becoming a better place to live, work and play.
Contact: Teri Perry, 864.646.9022

City of Sumter
To maintain a Class II ISO rating, the City needed a new fire training facility but had limited funds to build one. As an alternative, the City chose a piece of surplus property for the new facility with firefighters providing most of the construction labor. Other departments, such as police and emergency medical services, are now conducting training programs in this building. To build the required training tower, the City negotiated a trade of land for a pre-stressed concrete tower, saving the City $265,000. The final ISO requirement the City needed to meet was having a confined-space training facility. The City purchased five mobile containers that firefighters connected and painted with high-temperature paint. The firefighters then installed a roof. With teamwork, public/private partnerships and ingenuity, the entire fire training facility was built for approximately $168,000 instead of the original projected cost of $700,500. It has become a regional training site and will improve service to citizens as local firefighters become better trained.
Contact: Talmadge Tobias, 803.436.2500

Town of Surfside Beach
The Surfside Beach Police Department now requires its officers to complete an emotionally challenging, interactive training program for officer survival. The program combines In the Line of Duty videotapes with dramatic scenarios requiring officers to apply the lessons learned from the videos. By providing an extraordinary amount of training for emergency survival, the Town hopes to reduce the number of police injuries and to decrease the potential of unwarranted civil suits for negligence or excessive force. The scenarios elevate the levels of emotional stress and anxiety while providing an adrenaline rush similar to what officers experience in actual emergencies. Student officers get a chance to correct their mistakes before they actually happen on the streets.
Contact: Michael Kovacs 843.913.6111

City of Travelers Rest
Travelers Rest's Christmas Bicycle Program began with one child in 1999. While talking to the child, Sgt. Ronardo Bowser realized the boy received only a basketball for Christmas, while a boy down the street was about to throw away his old bike which had been replaced with a new one for Christmas. Sgt. Bowser asked for the old bicycle, refurbished it with new paint and other small improvements, and delivered it to the boy who had received only a basketball. Seeing how much joy it brought the boy, Sgt. Bowser began asking others in the community for old bikes. Local businesses, such as a bicycle shop and a hardware store, donated materials to help repair the bikes. The following Christmas, Sgt. Bowser delivered 25 bicycles to needy children. In 2001, other officers, administrative staff and community leaders joined the effort. The Christmas Bicycle Program received enough cash donations to purchase 25 new bicycles and 50 helmets. Other items were donated, such as toys, videos and non-perishable food. Local churches and civic organizations helped the officers identify 36 needy families with a total of 90 children. These families "shopped" through the donated items with Sgt. Bowser. In addition to helping families in need, these families were exposed to a positive image of police officers, which has helped foster trust and partnerships between citizens and the police.
Contact: Chief Tim Christy, 864.834.9029

Town of Winnsboro
In addition to providing water service to Winnsboro citizens, the Town supplies water to surrounding areas. Faced with a continuing threat of drought, the Council began investigating an alternative water source. It found a water-filled abandoned granite quarry. The Town contacted DHEC, who agreed the water was usable for consumption. Because the quarry was three miles from its existing water reservoir, the Town needed a way to transport the water from the quarry to the reservoir. The Town received a permit from the Highway Department to use the highway right-of-way for part of the distance and gained permission from local landowners to install pipe on their private property. After installing the pipe, a meter and a floating pump, as well as contacting SCE&G to supply power to the quarry area, the Town began pumping water from the quarry to the reservoir. This has allowed the Town to help additional communities with emergency water needs.
Contact: Beth Bonds, 803.635.5287

City of York
In recent years, York has experienced a high level of turnover in its public safety department. The cost of advertising for, training and equipping new officers proved staggering. To combat this problem, the City created a career ladder policy that established guidelines for promotion based on specific criteria. This gave a continuous opportunity for officers to advance in rank and pay during their first two and a half years of employment. The officers are made aware of the criteria they must meet to advance, and they are able to see their growth potential in the York department. Since the policy was implemented, the City has noticed increased morale and job satisfaction within the police department. Officers have become more involved in the community because of required community service hours. The career ladder has enabled the City to retain skilled personnel, which allows the department to better serve and protect the citizens of York.
Contact: Chief William Mobley, 803.684.4141