City of Abbeville – Christmas in Abbeville: The Light of Christmas
Seeking to elevate the holiday experience for its residents and visitors, the City of Abbeville embellished its existing Christmas programming by adding “The Light of Christmas” to its roster of seasonal citywide events. The inaugural event launched in December 2025 as an addition to the three-year-old “Christmas in Abbeville” experience. Using a collaborative approach orchestrated by city leadership, staff, and small business and community partners such as the Abbeville County Chamber of Commerce, the Catalyst Community Development Corporation and Cold Springs Mennonite Church, the season-long events drew a 42% increase in downtown traffic from the start of the programming in 2023, and a downtown holiday sales increase of 129%.
Funding came from hospitality tax dollars, and an initial investment of $147,000 by the city in the festival’s first year. Because of its economic impact, the efforts generated an estimated $5 to $7 were generated for every $1 spent.
Contact Mike Clary at mclary@abbevillecitysc.com or 864.366.1800.
City of Bamberg – Sanitation Captains Initiative: A Resolution-Driven Model for Community Pride and Environmental Stewardship
With limited municipal resources available, the City of Bamberg struggled to consistently deliver communitywide sanitation services. The city council adopted the Sanitation Captains Initiative to provide additional community-driven sanitation services by way of resident volunteers. Three “sanitation captains” in each district routinely provide information to the Sanitation Department during their daily commutes, which allows for greater monitoring of the community’s sanitation needs, while also providing volunteers with a structured framework for their operations, with minimal time commitments and little disruption to their personal schedules.
Support for the initiative came through existing sanitation resources, Keep Bamberg Beautiful and other community partnerships. By creating a sustainable working model, the city plans to enhance the initiative with more thorough sanitation issue reporting and communications tools, and by adding an incentive-based program for resident reporting of sanitation concerns.
Contact Corey Ramsey at councilmanclramsey@yahoo.com or 803.308.3990.
Town of Batesburg-Leesville – Batesburg-Leesville Water Regionalization Project
The Town of Batesburg-Leesville recently became a wholesale water customer of the Joint Municipal Water and Sewer Commission through a $35 million, two-phase infrastructure connection project, after closing its nearly 90-year-old plant. In 2019, the town contracted the engineering firm Hazen and Sawyer in 2019 to study potential solutions for addressing water capacity concerns, and town council ultimately decided to link the existing system with that of the JMWSC.
The town initially funded the engineering study through its enterprise fund. It also leveraged a $10 million SC Infrastructure Investment Program/American Rescue Plan Act grant through the Rural Infrastructure Authority, as well as a $4.25 million grant from the Emerging Contaminants fund through the State Revolving Fund. The town also contributed $228,466 in matching funds. The project opens the possibility to providing water services to unincorporated portions of western Lexington County through the Town of Batesburg-Leesville or through JMWSC.
Contact Jay Hendrix at jhendrix@batesburg-leesville.org or 803.413.7934.
City of Bennettsville – Bennettsville & Co.
In efforts to combat the retail leakage of residents purchasing goods outside of town, and vacant downtown storefronts, the City of Bennettsville created a retail cooperative, spearheaded by Main Street Bennettsville and the city’s Department of Tourism, Parks and Recreation. By revitalizing an underutilized former police substation, the city fashioned a storefront, gallery space and event venue for local vendors to showcase their wares and host book signings as well as other gatherings.
Member vendors pay a nominal rent and sell their goods in a low-cost, cashless environment. They also manage the co-op themselves, which saves the city on staffing. With its roster of 18 current vendors, the co-op features many locally produced products and services, from home decor and personal care items to honey and handcrafted goods. Funding for Bennettsville & Co. comes from a combination of city resources and programming funds from Main Street Bennettsville and Department of Tourism, Parks and Recreation.
Contact William Simon at william.simon@bennettsvillesc.com or 843.439.3879.
Town of Bluffton – Resident Resource Guide: A Municipal Model for Civic Clarity
Using research data and experience to identify the need for greater civic knowledge at the local level and the need to combat misinformation, the Town of Bluffton published the Bluffton Resident Resource Guide to help residents understand how their municipality and its services work. The 24-page guide breaks down barriers by providing valuable civic information, which level of government is responsible for what, and what the town can and cannot do. The printed guide was mailed to every household in 2025, and is also hand-distributed by realtors, property owners associations and chambers of commerce. By getting a printed guide into residents’ hands, the town shared accuate, useful information rather than simply telling them to source it themselves online.
Funding for the guide came from the town’s general fund. The town used its staff and a contractor to write, design, and translate the final work — saving on production costs. Bluffton integrates the guide into its other communications, and will update and mail out the guide every two years.
Contact Debbie Szpanka at dszpanka@townofbluffton.com or 843.540.2274.
Town of Clio – Marketing/Branding/Image/Social Media
After identifying gaps in the Town of Clio’s communication with residents, its mayor, who holds a graphic design degree, met with council and residents to discuss creating a new branding package to boost the town’s image. The town developed and adopted a new town logo and seal, and then launched its first official website and social media platforms. To further boost communications, the also established a CodeRED emergency alert system, and a new festival to the events calendar.
Clio’s marketing, branding, and communications campaign was able to integrate the needs of the town council while revitalizing the town’s image. The in-house approach of using Pate’s marketing and graphic design background saved the town from any costs associated with outside vendors. With its new branding and information sources, the town’s new “Ribs & Rods Festival,” launched in 2023, has brought in growing numbers of visitors, some from more than three hours away, and received almost 900,000 views on social media in 2025.
Contact Adam Pate at mayor@cliosc.gcom or 843.506.0204.
City of Conway – Holiday Alley
Aiming to revitalize an underused alleyway off of 2nd Avenue, the City of Conway — increasingly known for its holiday celebrations — reconceptualized the space as “Holiday Alley.” This fully accessible destination, adored with seasonal decorations and lights throughout the year, links to the city’s Town Green; the Terrace, a public gathering place; and the Riverwalk. A signature arch carries revolving, holiday-specific signage, like “Lover’s Lane” for Valentine’s Day, “Bunny Trail” for Easter, the “Tunnel of Bones” for Halloween, and “Merry & Bright” for Christmas.
This citywide collaboration included input from various departments, and utilized city staff and labor. Funding came from the city’s hospitality funds and from Tree City USA. With its first goal of realizing a safe way to connect the downtown area and keep the merriment going all year-round, the plan’s second phase will extend the alley toward the riverfront, adding landscaping, a digital kiosk, and a rotating public art display.
Contact Mary Catherine Hyman at mhyman@conwaysc.gov or 843.248.1780.
City of Dillon – City of Dillon Festival Marketplace
What was once a vacant lot in downtown Dillon recently transformed into the city’s Festival Marketplace, a multi-use outdoor pavilion that serves as a farmer’s market venue and gathering place. Without a permanent home to support Dillon’s farmers markets and community events, the city sought to create a marketplace while revitalizing existing vacant land. After securing funding through a combination of grants, legislative funds, private and donations, the $952,020 project was realized using input from vendors, community leaders, city staff and regional partners. Through the Festival Marketplace, the city realized its goal of increasing its annual market days, vendor participation and foot traffic.
The City of Dillon partnered with the Pee Dee Regional Council of Governments, its state representative, Dillon County Chamber of Commerce, Dillion County Health Initiative, and the Dillion Community Alliance to open the Festival Marketplace opened in fall 2025, fostering greater community engagement and driving economic growth.
Contact Tally McColl at nicholas.t.mccoll@gmail.com or 843.309.4577.
City of Folly Beach – Dune Infiltration System
Seeking a solution to chronic roadway flooding, especially for problematic points along East Arctic Avenue, the City of Folly Beach launched a multi-phased Dune Infiltration System Program. Working with partner WK Dickson, an Ardurra Company, the city developed a sustainability-focused solution that recognized its unique needs as a coastal community. The engineering firm conducted a feasibility study was conducted in 2022 in collaboration with the city stormwater and public works staff.
The study found that a dune infiltration system would be a sustainable option for Folly Beach’s flood-prone areas, diverting stormwater in an environmentally sensitive away. The city designed such a system for 10th Street, which will serve as a model to replicate in other targeted areas along East Arctic Avenue. The initial feasibility study was funded through the city’s established stormwater budget, while engineering designs are funded through the city’s capital stormwater program budget.
Contact Eric Lutz at elutz@follybeach.gov or 843.708.9982.
Town of Fort Mill – Fort Mill Connections E-Newsletter
With local newspapers and other news sources in decline in the Fort Mill area, the town wanted to find a way to keep its residents informed of town projects, meetings and events. In 2021, it established a monthly electronic newsletter, the Fort Mill Connections e-newsletter. Produced in-house, primarily by the communications and marketing manager with input from every department, the newsletter allows for direct communication with constituents, covering municipal projects, offerings, and department spotlights. The publication strives to deliver a variety of content through multiple voices throughout the town, including business news, event updates, and anecdotal stories from residents. This multimedia newsletter also offers videos, surveys and helpful links.
As of December 2025, the newsletter had a subscriber base of 2,661, and consistently receives a 70% open rate. Costs associated with the project are minimal as it is produced using staff resources and minimal subscriptions services.
Contact Christopher Sardelli at csardelli@fortmillsc.gov or 803.992.0021.
City of Greenwood – Waller Avenue Revitalization
Waller Avenue in Uptown Greenwood needed an infrastructure overhaul. Decades of utility repairs had left of patchwork of misaligned concrete and asphalt, reducing accessibility and creating tripping hazards. Through a multi-agency collaboration between city leadership, local businesses and engineering consultant Davis & Floyd, the city was able to fulfill part of its Vision Greenwood 2035 Comprehensive Master Plan by revitalizing Waller Avenue. Using a “dig-once” model, the infrastructure along the street was replaced to provide an accessible surface and streetscape, while at the same time, underground utilities were updated.
The total project investment of $1.2 million was primarily funding through a Community Development Block Grant, paired with its hospitality tax dollars. With the construction phase complete, the current focus is on sustainable economic growth tied in with the objectives of the master plan — create a cohesive, park-like feel for Uptown, encourage private investment and integrate streets with future pedestrian and bike paths.
Contact Becca Bowyer at rebecca.bowyer@gwdcity.com or 864.942.8417.
Town of Hilton Head Island – 2025-2026 Town of Hilton Head Island Beach Renourishment Public Information Program
In an ongoing effort to maintain its shoreline and protect against erosion, Hilton Head Island completes a beach renourishment program approximately every eight to 10 years. For the 2025-2026 project, the town devised a public information program = to keep information flowing to constituents through public presentations, media interviews, press releases, in-person meetings, mass mailings, newsletters, e-newsletters, a website and social media. Multiple town departments contributed to the project, as did stakeholder and community input.
The information program sought to create greater public awareness and to share information timely through each phase of renourishment. The minimal funding costs were sourced from the town’s communications budget, while staff and partners created the content. For the greater Beach Renourishment Project, replacing 2.2 million cubic yards of beach-compatible sand, the $47.5 million budget is funded primarily using tourism dollars through the Beach Preservation Fee.
Contact Heather Woolwine at heatherw@hiltonheadislandsc.gov or 843.341.4604.
City of Laurens – The Capitol Theatre: Revitalizing a 100-Year-Old Landmark into a Community Arts and Economic Catalyst
In 2026, the City of Laurens’ Capitol Theatre celebrates its 100th anniversary, and the city aimed to responsibly maintain this historic structure. It established a revitalization plan to transform the theatre into a mixed-use space that celebrates the performing and visual arts, civic engagement and economic growth. The multi-phased project included restoring several architectural elements to preserve their historic character while also modernizing the facility to meet current safety standards and functionality. Updates included a new audiovisual system, upgraded seating and reinforced stage infrastructure.
Funding for the project was made possible in part by a $200,000 Growing Rural Communities Grant through the SC Department of Commerce. The City of Laurens and is working on the next phase of the project by expanding its programming and special events, including a film festival, more live music across additional genres, and continued free movie nights.
Contact Lisa Canada at lcanada@cityoflaurenssc.com or 864.908.9874.
Town of Lexington – Communications Enhancements
When Lexington Town Council identified communications as among their top three priorities for 2024, the town reorganized its public relations team to include an economic developer, public information officer, digital media coordinator, marketing coordinator and special events manager. A communications survey provided feedback from residents that informed a new marketing communications plan.
With social media determined as the primary way that residents received information, the strategic plan outlined which social media channels were the most effective, as well as how to strategically post messages at a frequency that allows for maximum engagement. Planning also pointed to video content as critical. In 2025, the department produced 151 videos, nearly tripling the amount produced in 2022. No outside funding was needed as the project and its deliverables were managed completely in-house. Since communications enhancements began, the town saw a major increase in social media engagement — 7.5 million Facebook views and 2.4 million Instagram views.
Contact Laurin Barnes at lbarnes@lexsc.gov or 803.600.2533.
City of Mauldin – The City of Mauldin’s Theatre Company
The City of Mauldin transformed a vacant elementary school cafeteria and gymnasium into the Mauldin Cultural Center for theatre, activities, youth programming, and community arts over a 10-year span, with recent renovations in 2019 and 2020. The Mauldin Theatre Company, funded primarily by the city as public service initiative, operates in the cultural center and has historically focused on youth programs. As it grew in popularity, it became evident that the city needed to expand its offerings to allow for great access and participation from a broader range of constituents.
In addition to city support, the theatre company also receives funding from corporate sponsors, private donors, the Greenville County Council and the Mauldin Chamber of Commerce, and is backed by the work of many volunteers. As it has grown, the Mauldin Theatre Company has increased its attendance averages to an estimated 10,000 in 2025. Participation has increased from 75 performers in 2023 to 460 in 2025.
Contact Gregory Saxton at gsaxton@mauldincitysc.com or 864.914.0711.
Town of Mount Pleasant – Building a Culture of Wellness and Engagement Through Employee Feedback
Through feedback from its biannual Employee Engagement Survey, the Town of Mount Pleasant found that its employees were not immune to stress and burnout, and they needed greater career development and cross-departmental connection. The town therefore created an employee wellness and engagement program, tailored to employee feedback, with the goal of fostering improved organizational culture, wellbeing, engagement opportunities and retention. Partnering with the consultant Gallagher to conduct the biannual surveys, the town fully funds the project through its operation budget.
With insight provided by Human Resources, the employee relations committee and other municipal departments, the town has enacted initiatives including mentoring programs, engagement and wellness activities, and group outings, fostering greater employee satisfaction and retention. The next survey will take place in 2026. Future plans include expanding leadership development, refining wellness programming, as well as adding new cross-departmental outings and engagement opportunities.
Contact Eric LaFontaine at elafontaine@tompsc.com or 843.901.1649.
City of North Myrtle Beach – City of North Myrtle Beach Park and Sports Complex
Since opening in 2014, the City of North Myrtle Beach’s Park and Sports Complex has received 8 million visitors, generating $270 million in direct economic impact. A thriving, multifaceted complex focused on community recreation and sports tourism, it has 25 athletic fields, 6 miles of trails, five playgrounds, two dog parks, 12 picnic areas and an outdoor amphitheater.
In its most recent facility expansion, city leadership and staff met with residents and other stakeholders to assess major priorities. They developed a plan for generating more year-round use, especially in the off-peak months. The complex now receives 1 million visitors a year, generating an estimated $28 million annually in economic impact.
The complex was financed through an eight-year general obligation bond leveraged through a temporary millage rate increase. Operating costs are mostly sustained through the complex’s revenue, with minimal reliance on the city’s general fund. Phase II of the project completed in early 2026.
Contact Lindsey Banter at lrbanter@nmb.us or 843.280.5655.
City of Orangeburg – City Hall Renaissance
As the former Orangeburg City Hall, which served the community for more than 100 years, had become outdated, city leadership sought to transform another existing building into a state-of-the-art 18,000-square-foot facility. Large enough to accommodate key municipal departments under one roof, the new city hall is located in downtown Orangeburg, helping to drive the district’s economic growth and development.
Through a $2.5 million state grant, a $50,000 USDA Community Facilities Program Grant and a $7 million installment purchase revenue bond, the city realized its project goals of establishing a modern, fully accessible facility, on time and on budget. By collaborating with local stakeholders and contractors, the city cut the ribbon on its new headquarters in August 2025. Future upgrades will include an expansion of the city hall’s technology offerings to include digital kiosks, virtual meeting capabilities and updated cybersecurity, and the city also plans to add energy-efficient systems.
Contact Tonya Lott at tonya.lott@orangeburg.sc.us or 803.533.5923.
Town of Pacolet – Paddle the Pacolet
After a decade-long hiatus, Paddle the Pacolet returned in 2024 to fulfill objectives from the town’s comprehensive plan and master plan, including the expansion of outdoor recreation, river access and community events. This community-focused event leverages partnerships among businesses and local nonprofits, as well as volunteer and town resources to create a guided Pacolet River paddling experience. Thirty-five paddlers participated in 2024, and more than 100 paddlers participated in 2025.
Funding for the annual event is primarily sourced through event sponsors, with a small participation fee, as well as through grants including a $5,000 Elevate Upstate grant and a $30,000 Park and Recreation Development Fund program grant. Riverbend Aggregates also deeded a portion of land to the town for the creation of a new river access point. Planned enhancements for the event include education on Cherokee and Catawba history, soapstone use, native wildlife, and the river’s role in powering the historic mill and shaping the community.
Contact Patrick Kay at pkay@townofpacolet.com or 864.474.9504.
Town of Pendleton – Sensory Friendly Santa
Proposed by Anderson School District 4, a Sensory Friendly Santa activity complimented the Town of Pendleton’s holiday offerings during its annual Christkindlmarkt on the Square. Working in collaboration with the school district’s physical therapist and occupational therapist, the town used its staff to create an low-stimulation, all-inclusive, sensory-friendly experience providing photos with Santa. The event uses reduced noise and lighting, minimal crowds and a relaxed atmosphere to help every child feel comfortable and included.
The minimal funding needed to create the experience was provided through the town’s general fund. Anderson School District 4 also provided staffing and sensory friendly toys for participants. After the success of its launch, the town plans to partner with the school district again to host the event in 2026. The town will also continue to work with the district’s physical therapists and occupational therapist to evaluate and improve upon community events and programs.
Contact Lindsey Watley at lindseyw@townofpendleton.org or 864.502.4491.
Town of Timmonsville – Town of Timmonsville Revitalization Project
With more than half of Timmonsville’s population made up of residents age 55 and older, the town wanted to foster more social connection as well as health and wellness options for its seniors. It hosted a planning seminar with key stakeholders, city leadership and the Pee Dee Council of Governments, before devising a working plan to improve access to senior health and wellness amenities, while also driving economic vitality to historic Main Street. The town then transformed an unused, municipal-owned building into a full-fledged senior center to support engagement, health and wellbeing.
The project made use of American Rescue Plan Act funds and supplemental state funds. Working in partnership with Florence County Senior Citizens Association, the town’s state legislative delegation and Florence County Council, the town successfully created a dedicated place for seniors, all while revitalizing an unused facility and encouraging greater activity on Timmonsville’s Main Street.
Contact Thomas McFadden at thomasm@timmonsville.org or 843.319.7115.
City of York – Infrastructure Renewal in York’s Historic District: The Liberty Street Project
The Liberty Street corridor in York’s historic district needed an overhaul of its aging water infrastructure, and so the city pursued a plan to replace approximately 1.6 miles of 80-year-old waterlines with modern, 12-inch high-capacity water mains, capable of meeting projected needs for the next 50 years. After thoroughly evaluating existing utilities as part of York’s capital improvement program, city leadership devised a plan to not only upgrade this waterline, but also to pave Liberty Street, working in conjunction with the SC Department of Transportation. The city also engaged with affected residents and business owners through public meetings, and maintained ongoing project updates through its website and social media.
The city secured 62% of total project costs through external sources, including $5 million in grants from the SC Infrastructure Investment Program and through state appropriations. Additional local funding came from capacity fees and the city’s fund balance.
Contact Sarah Ramirez at sramirez@yorksc.gov or 803.818.0089.