Waterfronts · PDF fileHizer Machine Manufacturing ... displaying their pictorial vision of...

Waterfronts FloridaK E Y E L E M E N T S O F S U C C E S S

I N B U I L D I N G C O A S T A L C O M M U N I T I E S

A R E P O R T D E V E L O P E D B Y

THE COUNCIL FOR SUSTAINABLE FLORIDA

S P O N S O R E D B YTHE FLORIDA DEPARTMENT OF COMMUNITY AFFAIRS

FLORIDA COASTAL MANAGEMENT PROGRAM

W I T H F U N D I N G F R O MTHE NATIONAL OCEANIC ATMOSPHERIC ADMINISTRATION

J U N E 2 0 0 2

2001-2002Sustainable Florida Partners

PLATINUM ($10,000 AND ABOVE)

Bank of AmericaCargill FertilizerFlorida Department of Community Affairs,

Florida Coastal Management ProgramFlorida Department of

Environmental ProtectionFlorida Environmental, Inc.Florida Phosphate CouncilPCS Phosphate – White SpringsU.S. Department of Commerce-NOAAWCI Communities, Inc.Wragg & Casas Public Relations

SILVER ($2,500 – 4,999)

Ardaman & Associates, Inc.CF IndustriesCONSENSUS Builders, Inc.Florida Gas Transmission CompanyGulf Power CompanyITERA International Energy GroupPfizer National Healthcare OperationsThe Rayonier FoundationDorothy RouthThe St. Joe CompanyTECO EnergyUnited States Sugar Corporation

BRONZE ($1,500 – 2,499)

Calpine CorporationEnvironmental Consulting & Technology, Inc.Escambia CountyFarmland HydroHistoric Tours of America, Inc.Hizer Machine ManufacturingHydro MentiaIluka Resources, Inc.Lakeland ElectricMotorola, Inc.Phoschem Supply CompanyPublix Super Markets CharitiesRegatta Pointe MarinaSeminole Electric Cooperative, Inc.Vistakon

FRIENDS ($100 – 1,499)

Paul BarrettFlorida Rock Tank LinesThe Folsom GroupFranklin Industrial MineralsFringe Benefits ManagementGreen SmartHorizon Industrial Supplies, Inc.Hughes Industrial SupplyNorma LindseyBecky MatkovJulie MorrisThe Nature ConservancyBill NicholsonMary Lou Rajchel

GOLD ($5,000 – 9,999)

The Bonita Bay GroupConstellation Energy GroupCovanta EnergyFlorida Crystals CorporationFlorida Power CorporationFlorida Power & Light CompanyIMC Phosphates CompanyInternational Paper Company FoundationMontenay Power Corp.

Reintjes of the SouthRescar, Inc.Bob RoutaSolid Resources, Inc.Stuart StrahlSuzette Miller-ThomasonTidewater ConsultingTownley Manufacturing Co.Urban Principles, LLCEstus WhitfieldWilderness Graphics, Inc.Dreamal WorthenMarie York

CreditsWe wish to thank the Florida Department of Community Affairs,Florida Coastal Management Program, for sponsoring this report,

and the National Oceanic and Atmospheric Administration for providing the funding.

Paul H. Barrett, General Manager, PCS Phosphate – White Springs

Florette Braun, Principal Environmental Specialist, Florida Power & Light Company

Karen Childress, Environmental Stewardship Manager, WCI Communities

Michael G. Cooke, Shareholder, Carlton Fields

Jeremy Craft, Environmental Consultant

J. Allison DeFoor, II, State Coordinator, Florida Environmental, Inc.

John H. Fitch, Assistant Professor, Environmental Studies, Florida Gulf Coast University

Jay A. Fredericksen, Vice-President, Corporate Relations, Rayonier

Edward Genovese, Regional Manager, Safety-Kleen Corporation

H. Gray Gordon, Vice President, Cargill Fertilizer, Inc.

Clay Henderson, Vice President/Director, Conservation and Environmental Services,

Holland & Knight Consulting

Mary A. Kumpe, President, Kumpe & Associates

Christine Madsen, President, InterMedia Marketing and Advertising

Becky Roper Matkov, Executive Director, Dade Heritage Trust

Brenda Menendez, Intergovernmental Affairs and Special Projects Coordinator,

Florida Department of Community Affairs

Analee Moore Mayes, President, CONSENSUS Builders, Inc.

Julie K. Morris, Gulf of Mexico Fishery Management Council, New College

William R. Nicholson, Managing Director, Bank of America

Mollie Glover Palmer, Deputy Chief of Staff,

Florida Department of Environmental Protection

Charles G. Pattison, Executive Director, 1000 Friends of Florida

Mary Lou Rajchel, President and CEO, Florida Phosphate Council

Donald H. Ross, President, Florida Environmental, Inc.

Judy Sanchez, Director of Corporate Communications, United States Sugar Corporation

Michael H. Sheridan, Chairman of the Board, Fringe Benefits Management Company

Philip W. Simpson, Principal Scientist & Program Manager,

Environmental Consulting & Technology, Inc.

Kathleen Small, Community Relations Manager, Florida Power Corporation

Hugh W. Smith, Vice President, Energy Supply, Trading & Services,

Tampa Electric Company

Stuart D. Strahl, President/CEO, Florida Audubon Society

David G. Tillis, Vice President of Regulatory Affairs, The St. Joe Company

Keith Wilkins, Director, Neighborhood & Environmental Services, Escambia County

Dreamal Worthen, Assistant Professor, College of Engineering Sciences, Technology, and

Agriculture, and Agricultural Research, Florida A & M University

Otis O. Wragg, III, Principal, Wragg & Casas Public Relations

Marie York, Associate Director Northern Campuses, Florida Atlantic University, Joint

Center for Environmental and Urban Problems

Jora Young, Director of Science & Special Projects, The Nature Conservancy

Board of Directors

Disclaimer: “A publication (or report) funded in part by the Florida Department of Community Affairs, Florida Coastal Management Program, pursuant to National Oceanic and Atmospheric AdministrationAward No. NA17OZ1118. The views expressed herein are those of the author(s) and do not necessarily reflect the views of the State of Florida, NOAA or any of its subagencies.” JUNE 2002

WATERFRONTS FLORIDA Key Elements of Success in Building Coastal Communities4

Dear Fellow Floridian:

I believe most decisions that matter to Floridians are made at the

community level. This document compiles ten valuable lessons learned

by communities as they strived to maintain, or recover, their unique

character.

Governor Jeb Bush and I are proud of this public/private effort which

used the considerable skills of the Council for Sustainable Florida to

help us document these “Key Elements of Success.” There is great

value in learning from each other as we undertake the difficult

challenges of community building.

Very truly yours,

Steven M. Seibert

Secretary

A REPORT DEVELOPED BY THE COUNCIL FOR SUSTAINABLE FLORIDA 5

Council for Sustainable Florida

The mission of the Council for Sustainable

Florida is to improve Florida’s environment and

economy, while building a safer, healthier,

higher quality of life for all of its citizens. Now

in its eleventh year of operations, the

Council—governed by prominent business

representatives, environmentalists, government

officials, educators, and civic leaders—is

dedicated to promoting and expanding

sustainable practices and programs in Florida.


FLORIDA DEPARTMENT OF COMMUNITY AFFAIRSSTEVEN M. SEIBERT, SecretaryBRENDA MENENDEZ, Intergovernmental Affairs and

Special Projects Coordinator

U.S. DEPARTMENT OF COMMERCE, NATIONALOCEANIC AND ATMOSPHERIC ADMINISTRATIONROAN CONRAD, Director, Office of Sustainable Development

and Intergovernmental AffairsRICHARD J. PODGORNY, Deputy Director, National Oceanic and

Atmospheric Administration

PUBLICATION CREDITSDorothy Routh, Senior Consultant, Council for

Sustainable Florida, for text and photographsPerry Albrigo, President, Pomegranate Studio,

for graphic design and layoutNancy Wengel, for photograph of St. AndrewsSharon Cooper, Executive Director, Council for

Sustainable Florida, for final editing and production

WATERFRONTS FLORIDA COMMUNITIESWe appreciate greatly the time, hospitality and guided toursprovided by the Program Managers and other participants of theWaterfronts Florida Communities.

In 1997, the first year of the Waterfronts Florida Program, threecommunities were designated Waterfronts Florida Communities:MayportProgram Manager: EDWARD LUKACOVIC (Duval County)San CarlosProgram Manager: JOANNE SEMMER-JAMES (Lee County)St. AndrewsProgram Manager: NANCY WENGEL (Bay County)

In 1999, an additional three communities were designatedWaterfronts Florida Communities:CortezProgram Manager: JANET HOFFMAN (Manatee County)Oak HillBoard Chair: TOREATHA WOOD

Program Manager: RON MERCER (Volusia County)Vilano BeachProgram Manager: GEORGIA KATZ (St. Johns County) andCitizen Coordinator: VIVIAN BROWNING

In 2001, an additional three communities were designatedWaterfronts Florida Communities:Old HomosassaProgram Manager: CHARLES S. DIXON

PanaceaProgram Manager: PAM PORTWOOD

Port SalernoProgram Manager: HANK WOOLLARD

AcknowledgmentsThe Council for Sustainable Florida acknowledges the following organizations and individuals for their valuable contributions to

support the production of the Waterfronts Florida: Key Elements of Success in Building Coastal Communities publication.


In 1997 the Florida Department of Community Affairs

initiated an innovative program to work with selected coastal

communities to revitalize and preserve waterfront communities.

Six communities from throughout the state

were selected to be pioneers in this

unprecedented initiative. What can we learn

from the hard work and experience of the

people in these communities that can be

useful to others in attempting similar efforts?

The Council for Sustainable Florida was

asked by the Department of Community

Affairs to visit these communities, talk to the

participants and distill their reflections and

advice into a concise summary so that others

may benefit and learn from their years of

struggling to create more sustainable

waterfront communities. We greatly appreciate the time and

input given by Waterfronts Florida participants who are listed in

the acknowledgments section of this document. Also included is

a Key Elements Checklist that may guide others in community-

building efforts.

1. Create a shared vision of where you want to go,follow it and refine it. Develop clear and visiblegoals and action steps to implement the vision.

As one participant explained: “The Water-

fronts Florida grant gave us the opportunity

to recreate our own community for ourselves,

to create long-term sustainable goals, to unify

everyone in creating a strong foundation, and

to move forward.” Considerable effort was

put into the hard work of developing a

consensus around what the community

should be, or become. Most of the initiatives

went through extensive, structured visioning

processes that included community meetings,

surveys and the creation of documents that

clearly stated a consensus of the residents.

“Make sure the effort is wanted by the people who live there”

was articulated by a long-time resident. Another respondent

phrased it: “Find your niche—dare to be different than the

typical Florida beach scene.”

In one community, students, parents, merchants and senior

citizens were given cameras to photograph what they liked about

the area and what they considered to be eyesores. A gallery

displaying their pictorial vision of what they want for the

community wallpapers an area of the community center and

serves as a constant reminder of the shared vision for the

community.

Waterfronts FloridaK E Y E L E M E N T S O F S U C C E S S

I N B U I L D I N G C O A S T A L C O M M U N I T I E S


“A community loses interest if it doesn’t see results.” A

vision is no good if it is not put into action through clearly

articulated action steps. “It’s no good if it is only on paper.”

The importance of tangible results was emphasized by all and

included such accomplishments as boardwalks, pavilions,

statues, landscaping, new marinas, children’s parks, observation

platforms, nature and bike trails—all early evidence that things

were improving. Intangible results were equally valued and

explained by one project manager: “Participants respond and

carry the ball; they have a sense of ownership and pride in what

we are doing.”

One project manager cautioned, “Be

prepared to deal with adversity or naysayers—

be proactive in having everyone involved in

the planning process. There is always someone

who does not want change, or change the way

you plan it, so it is important to communi-

cate plans, educate and get involvement from

the start.”

Several community leaders emphasized that

creating and implementing a shared vision is a

long-term commitment. “It is a stair-step

thing” said one, communicating the need to

take one action step at a time and keep on going.

2. Define and maintain a sense of community.Several of the Waterfronts Florida communities were histori-

cally commercial fishing villages and concerned that their way of

life would change drastically as a result of the “net ban” amend-

ment. Suspicious of government, they were hesitant to partici-

pate in a state-sponsored program until they realized that local

decision-making really was valued and a key to the success. “The

desire to bring back a sense of community vitality overpowered

a fear of government,” explained one project manager.

In one location the Waterfronts Florida project focused on

creating a new community—a town center—that would be an

amalgam of native and new Floridians working together to

create a commercial center that would serve all of their needs to

have a sense of community. It is perhaps serendipitous that

Sinclair Lewis wrote the classic, Mainstreet, there in the 20’s.

In another instance, residents wanted to preserve a historical

fishing village atmosphere threatened by high-rise, expensive

homes competing for the same waterfront property. By focusing

clearly on what kind of community they wanted, they realized

they could create or preserve a community

spirit that defined their space in the world.

One community, hidden away in a peace-

ful enclave, surrounded by a fast growing

metropolis, explained: “We want you to feel

you are in Mayberry; we want our kids to

build happy memories of their home town.”

It is significant that two of the projects

chose to construct pavilions as a focal point

and symbolic representation of their sense of

community. They both described the impor-

tance of widespread involvement in the design

and construction of the pavilion to provide an

early tangible center for community life. “The design of the

pavilion brought the community together.”

3. Establish a management group that is committedto implementing the vision.

Having committed and competent project managers was

certainly a key to the success of the communities. While there

was variation in leadership—some were city or county employ-

ees, others talented and passionate volunteer residents— they all

were extremely resourceful and inspired the trust of community

members. They all agreed that it was critical to “get local


government to dedicate a person to the effort.” As one ex-

plained: “You have to be good at getting everyone involved and

have a passion for the community to do whatever it takes.”

Several Waterfronts Florida Boards established subcommit-

tees to spread the sense of ownership more broadly around

various community interests and talents such as 1) Design and

Planning, 2) Historical Preservation, 3) Economic Development

and 4) Special Events Coordination.

Most of the project directors emphasized the importance of

finding or creating a nonprofit group to spearhead the effort.

This was especially significant in a

community’s ability to raise both public and

private funding for their various projects. As

one stated, “Run grants through a nonprofit

organization; you can get more done,

quicker!” In securing private donations from

individuals and foundations, the formation of

a 501(c)(3) corporation was reported as

essential. And the proceeds of numerous

community based fund-raising events such as

fish fries, heritage waterfront festivals, fishing

tournaments and community craft sales could

be quickly processed and put to work for

improvements.

Also, an independent organization could accept and hold

property in the name of the community and benefit from

private land and building donations that provide significant tax

savings for the donor. The most successful projects relied heavily

on volunteers to lead the initiatives, and felt that private citizens

were more likely to contribute their time and money to a

nonprofit organization. In one community, architects developed

and donated design standards to preserve the historical look and

feel of the community. By donating to a 501(c)(3) tax exempt

organization, citizens, businesses and the community were all

winners.

In addition to the fund-raising benefits, several participants

noted the ability of a nonprofit organization to avoid the layers

of bureaucracy that can often slow down progress.

“A critical part of success is to have a management volunteer

leader or leaders” reported one county manager, “who are

diplomatic, goal-and strategy-oriented, have the ability to get

the group to work together as a team, and who can maintain

control of the implementation process.”

4. Reach out and recruit partners.“You can’t do it alone” was the common

refrain among Waterfronts Florida partici-

pants. The most successful leaders excelled at

getting others involved and in sharing

ownership of the various activities.

Collaboration and developing effective

partnerships is the name of the game in

successful community building. Several of the

Waterfronts Florida communities had been

“bypassed by the road and the affluence” that

many Florida waterfront areas have experi-

enced. In some cases, they had to work to change perceptions of

their communities and began by partnering with law enforce-

ment authorities and locating a police substation in the commu-

nity. Now, a policeman walks around, rides a bike, eats lunch,

and knows everyone in the community. Security is no longer an

issue.

There are numerous other resources that were employed. In

one community, Americorps volunteers built a new board walk

and the city built a new state-of-the-art clean marina. Historical

preservation grants were secured to refurbish some of the

historical buildings. The Department of Transportation Beauti-


fication program supported some of the landscaping projects.

New playgrounds for children were built with support from a

Department of Environmental Protection Division of Recre-

ation and Parks initiative.

The critical role played by talented retirees was evident in

several communities. In at least two communities, retirees

chaired the Waterfronts Florida Board and spearheaded the

community involvement effort. They knew everyone and their

history, children, and what they could contribute to the effort.

Resourceful project directors were good at finding volunteer

help. One met with the local judge, registered

with the court, and got reliable volunteers

through the community service requirements

for DUI offenders. High school and college

students were another source of volunteer

support, especially with new incentives in

place for students to provide community

service for future scholarship opportunities. A

local garden club was involved in the land-

scaping activities, and the American Legion

coordinated a fund-raising fish fry. In

comprising the management team, one

project manager emphasized, “You need to look for local

expertise for the management team that is going to get the job

done. We needed a graphic artist, so we went to a graphic artist

with a business in the Town Center and asked her to be a

member of the management group.”

Several of the communities were located in close proximity to

National and State Park sites and leaders noted how helpful they

were in supporting the expansion of ecotourism initiatives and

developing greenways, bike paths and boat shuttle services to

expand access that had low impact on the environment. In one

location the Commanding Officer of the U.S. Navy base located

adjacent to the community served as cochair of the Waterfronts

Florida Board and provided valuable ongoing support in

revitalizing the area.

5. Celebrate community work days and successes.All of the projects hosted community days where residents

work together for visible improvements of the area. A number of

them began with a landscaping project that enhanced the

entrance to the community; this reinforced a visible sense of

accomplishment every time residents entered the area. Several

refurbished a community center where they could congregate

and meet to discuss issues, solve problems and

facilitate communications. Pictures and

artifacts of historical significance were dis-

played to provide information and engender

pride in the heritage of the residents.

A couple of the communities had Marine

Science Centers which were a source of pride

to educate children and adults about the sea,

and a depository of marine life found by the

commercial fishing boats, including a fine

specimen of a rare foot-long crustacean,

otherwise known as a sea roach! This pro-

vided a sense of pride about the significance of the fishing

enterprise, as well as an opportunity to share information region

wide as students from local schools and from surrounding

counties visited and learned from these marine centers. They

also offered summer camp programs and were involved in the

development of hands-on curriculum for the schools.

Work days were scheduled periodically to clean up the

neighborhoods, paint the community center, or do whatever

was needed to build community pride and involvement. One

project manager advised that “it is important to identify the

good cooks early on and get them involved in organizing these

events. Nothing brings in people like good food!”


One community received a grant and tackled the task of

removing dozens of derelict boats from its pristine water. This

highly visible accomplishment helped all recognize how precious

a resource their waterfront is. They also constructed an observa-

tion tower overlooking their waterfront. “Audubon attended our

ribbon-cutting ceremony and announced that 372 species of

birds have been sighted in the area,” they proudly explained.

Another community raised money and erected a bronze

fisherman memorial by the waterfront to stand as a source of

community pride and a reminder to visitors to their fish houses

about the importance of Florida’s seafood

business. In several communities construction

of boardwalks and opening a police substa-

tion provided early visible evidence that

things were changing.

6. Work closely with the countyplanning office to establish specialdesign/development standards andoverlay districts where necessary.

Several of the Waterfronts Florida project

managers were employees of the county or

city planning departments and had offices in

the community. They explained that this enables one to “listen

to community members, get to know the personalities, and

know who the true leaders are.”

In one community, the residents were motivated to take

action when a dilapidated fish house was bought, torn down,

and a huge house was built in its place. Through close working

relationships with the county planning office, changes were

made in the development standards and guidelines for that

community to enable it to retain the fishing village atmosphere

that was at the heart of the community spirit and enterprise.

In a number of the projects, the city or county government

worked closely with projects to develop special overlay zones

that provided exceptions to the comprehensive plan. These

included such elements as special sign ordinances, building

height restrictions, and design elements. Establishing good

working relations with the planning office enabled project

directors to spend their precious energy moving forward instead

of “fighting with city hall” to accommodate the special character

of the community.

In one community there is a local Design Review Board to

implement the overlay zoning. When a building permit or

signage request is submitted to the county

planning office, it must first be approved by

the local community.

7. Connect with an outside indepen-dent group that can be a broker toexpanded resources.

In establishing the Waterfronts Florida

Program, the Florida Department of Commu-

nity Affairs wisely contracted with an outside

group to provide ongoing technical assistance

to the communities and to be a Tallahassee

broker in identifying and securing additional

funds. This enabled the communities to leverage their relatively

small initial grant to cluster significant other grants to enhance

their efforts. As explained by one respondent, “An outside

group can run interference with government bureaucracy and be

your advocate. You need someone from outside a state agency

who can go across agencies.”

The role of 1000 Friends of Florida, as the provider of

technical assistance, in its nurturing, advocacy, group facilitation

services, and knowledge of community development rules,

regulations and possibilities, was reported by all of project

managers as being most critical to their success. Their staff was


extremely helpful in identifying other state and federal grant

programs that could be used to leverage the impact of the

Waterfronts Florida seed grants.

It is a safe bet that the Waterfronts Florida designation and

process supported a substantial return on the initial grant

investment made by the Department of Community Affairs.

One community was able to secure a $4 million overhaul of its

sewerage and stormwater runoff infrastructure; another secured

a $2.5 million marina. Numerous smaller, but critically signifi-

cant grants, were received from the NOAA Coastal Manage-

ment Program, the Department of Transpor-

tation, the Department of Environmental

Protection, Florida Inland Navigation grants,

Clean Marina grants, and grants from the

Secretary of State’s Division of Historical

Resources.

8. Be proactive in managing tourismand development.

Tourists are drawn to Florida to explore

and enjoy the waterfront. This was viewed as

a blessing or a challenge to manage, depend-

ing on the community’s perspective.

Most of the Waterfronts Florida communities were very

interested in expanding ecotourism in their area. As one ex-

plained, “We want ecotourism, and we want to keep our fishing

business.” The compatibility of the two enterprises was not lost

on those who had given it some considerable thought.

Ecotourism helped preserve the water quality that supported the

fishing industry, while it provided an alternative source of

employment for those who had intimate knowledge of the

surrounding sea. An added boost was to expand the market for

fresh seafood and small, informal dockside seafood restaurants.

Several communities are pursuing status as a scenic drive

designation seeking a different type of tourist, generally more

mature and anxious to explore the path less taken. Attracting

tourists by bike and boat is another means of targeting tourists

who have a low impact on the environment and pedestrian

atmosphere, and where parking is a premium, as it is in most

Waterfronts Florida locations.

On the other hand, many of the communities sponsor a large

annual heritage seafood festival. Generally this is a successful

moneymaking enterprise, as well as an opportunity to educate

the public about the history and significance of the area. These

are well-organized and fun events with

maximum community involvement. Family-

oriented, they include such activities as a

shrimp boat box derby and a fishing tourna-

ment for children. Local merchants provide

prizes, and free lunches and drinks.

A common theme among project leaders

was that tourism and development must be

carefully managed. United in their opposi-

tion to high-density development, one

explained “It is important to get developers

to realize that the market is changing; smaller

communities are a good investment. Be

persistent in a proactive way; keep focused on the big picture.”

Another leader exclaimed, “Millions of dollars are being spent to

create the new communities of Celebration and Seaside; we have

the real thing here and need to preserve it!”

9. Garner support of political and other communityleaders.

The support of county and city leadership is critical to the

success of any community revitalization effort. As put by one

local leader, “They can make or break you!” In one location a

developer wanted to build high-rise condominiums that were


contrary to the vision of the community. The city bought the

property, and it is now a lovely park for all to enjoy.

Several projects invited members of the county/city commis-

sion to serve on the Waterfronts Florida local board of directors,

participate in community events and work projects, and attend

board meetings. Several project managers routinely sent

minutes of all meetings to commissioners to keep them fully

informed of both the hurdles and progress. This ongoing

education of decision-makers made it easier for the community

to be granted special exceptions when needed.

One project leader, who was a county

employee, reported that she was leaving the

area, having accomplished her mission. When

asked about continuity of the effort, she was

confident of future progress because the chair

of the local Waterfronts Florida Board had

just been elected to the County Commission;

“she will look out for the community.”

10. Maintain good communicationsand public information; invite themedia to participate.

Several project managers emphasized that

establishing a good relationship with local print and broadcast

media was critical to the success of their initiatives. “Send them

updates, put them on your mailing list, take them to lunch,

whatever it takes to get them to cover community activities,”

advised one manager.

“Shorelines” reporters were sent notices of meetings and

copies of minutes. In some cases they were invited to partici-

pate in local activities, and became advocates for the programs.

They were especially helpful in producing articles on upcoming

festivals, and doing special TV reports on festival activities. All

of this favorable publicity helped generate a source of commu-

nity pride and served as a highly visible reminder of progress

being made.

Newspaper clippings were then collected and gathered into a

community scrapbook that documents the progress being made.

Press stories also were useful in supporting proposals for addi-

tional grant funds that would provide future community

enhancements that could draw future media attention. “Each

reported success makes the next success

easier.”

ConclusionIn listening to the experiences and advice

of these Florida pioneers, it became clear

that the cycle of revitalization and commu-

nity-building is best seen as a continuous

process with great potential rewards.

Summed up by one project manager,

“Where we used to see possibilities, we now

see promise.”

As one veteran program manager sagely

advised, “You learn when you see what someone else has done.

You steal ideas from others every chance you get. Talk to

someone who has been down the road.”

We hope this summary of our conversations with true Florida

leaders will help others journey down the path to recreating

their own community for themselves, and to creating a more

sustainable future for our children.

Create a shared vision of where you want togo, follow it and refine it. Develop clear andvisible goals and action steps to implement thevision.

Define and maintain a sense of community.

Establish a management group that iscommitted to implementing the vision.

Reach out and recruit partners.

Celebrate community work days and successes.

Work closely with the county planning office toestablish special design/development standardsand overlay districts where necessary.

Connect with an outside independent group thatcan be a broker to expanded resources.

Be proactive in managing tourism anddevelopment.

Garner support of political and other communityleaders.

Maintain good communications and publicinformation; invite the media to participate.

CHECKLIST FOR COMMUNITY BUILDINGFrom Waterfronts Florida Experience

C O U N C I L F O R S U S T A I N A B L E F L O R I D A

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