By Kristen Poland
Staff Writer

From his office, Kevin Mills must have one of the grandest views in the Lowcountry. Outside the glass walls, the mighty Cooper River licks the shores beneath the familiar diamonds of the Ravenel Bridge. Dolphins frequent the Charleston Harbor, as do pelicans, egrets and other birds making nose-dives for their breakfast.    

This spectacular view would be pure luxury to most people, but for Mills it serves a reminder of what his job means to the harbor, the dolphins, the birds and the community. As president and CEO of the South Carolina Aquarium, Mills oversees more than one of the biggest tourist attractions in the Lowcountry—he heads up conservation efforts that he hopes will affect the entire state for generations to come.

“The reason we are in business is wildlife conservation. At first, people see us as an attraction. But now there’s a broader mission that speaks partly to the community,” Mills said.

Mills took the helm at the aquarium in January 2006 after spending a decade as vice president of marketing and external affairs for the St. Louis Zoo. It was in St. Louis that Mills whetted his appetite for conservation.

“The deeper I got (into conservation), the more meaningful it became. I began to realize what an effect we can have on the community at large and the animals themselves,” Mills said.

Mills replaced the aquarium’s founding president and CEO, Chris Andrews, who held the position since the aquarium opened in May 2000.

“He was a great creator,” Mills said of Andrews. “I think I bring a different perspective in the aquarium’s time of growth. I bring a strategic approach to the aquarium’s future.”

Mills recently led the aquarium through the strategic planning process, outlining goals for growth from 2008-2012. The new strategic plan aims to increase the aquarium’s presence as an authority for animal and environmental conservation in the state. Serving as both an attraction and a resource for conservation makes the aquarium a valuable resource for educators, parents, business owners, community members and politicians.

“We are blessed to be in the midst of a community that definitely cares for wildlife and wildlife preservation,” Mills said.

While an emphasis on conservation permeates the strategic plan, improvements to the aquarium’s exhibits and infrastructure are also included. New and expanded exhibits will include hands-on learning opportunities for visitors, particularly children.

A semi-permanent exhibit, Camp Carolina, will take the place of the current Amazon exhibit. Camp Carolina will simulate a camping expedition in the upstate. Guests will encounter animals like a skunk, a bald eagle or a hellbender--a slimy amphibian that is vital to the ecosystem and the health of the streams and rivers. As part of the exhibit, children can climb “trees” and cross “rivers.” The purpose of the exhibit will be to encourage families to get outdoors and visit the state in an environmentally friendly way.

In addition, plans include upgrading other exhibits and facilities, increasing paid staff including a full-time veterinarian and building relationships with other businesses and organizations that can help support the aquarium’s mission of education and conservation.

One such partnership already in place is the Sustainable Seafood Initiative, a five-year-old program through which more than 80 restaurants in Charleston, Beaufort, Hilton Head and the Grand Strand agree to make every effort to obtain seafood from sustainable and, whenever possible, domestic and local sources.

“It is a true collaboration,” Mills said. “It brings together the fishing industry, local restaurants and other environmental organizations. They all come together to extend the message in the community of the value of local consumption.”

Mills envisions similar partnerships in both education and conservation as the aquarium grows its presence within the community. One reason Mills has no trouble envisioning the community embracing the aquarium’s mission is the proof that the type of dedication he envisions exists already, amongst his own staff and volunteer corps.

“This is a place where people love to come to work and believe in what they’re doing,” Mills said. “It’s infectious. It’s hard to have a bad day here.”

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