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2007 - Revitalization Guide
FLORIDA 1DIEiPAIR M'E'NT OF �COM!I���UNd TY AFFA'JRS 9 T; r -i oL. O- T y as n o { O y :. r, o a a 0 o < o o�y ti < a G a o a o a° a' W S X O? y ro a 7 to ? O b O m 3°= s nM3 HW Q 0 S O R y �Ln O �i a n c CL N o ET Oie T 3 0 0 o n A O a rp` ti O fto 0 I 7 Q N 'n "om n(n s� CL � U N G, MO -C 7 US N j ty Q Q a Ul C 0 W o N M. 01 Ilb 103 .D. `� D 7 G rt a zi a a a 3 r3D `o D p Q 7 0 n o o -s Qi 'd N a 7z GI m 3 33 a O. (D d w 0� (D 3 y 3 ° 3 (D <' n, in r�r N 0 C 3 o' M d�o w c rt ro o< r? -Z rt . (D O< r r O D v D Cr O in 3 N a '^ a=T u w N 3 S rt l.- Q `c _ (D ca v ° ,W Ort (A -h O rt O y m ' e o n T 0 0 T 4 0 T o o O 'Ti O T (n o T r o T to a o T 'O T V a o0 'O T i- o a _ n n. 3 iD a 7 N tD a 07 N 8] l�D ^� M 0. a a= s a rD n a. w d 7 �, a 7 a D. 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TIAbLE Or CONTENTS A RN T RO®UCY101il 2' tfUATERFF10CQ - 4 Working Waterfronts 6 Recreational Waterfronts 7 Private Waterfronts 2 REVITALIZATION OF 'WATERFRONTS 8 City Waterscapes and Ports 8 Beyond the Urbanized Areas 9 WATERFRONT PROGRA14S AROUND ii HE LJia`;" 10 Approaches to Waterfront Revitalization or Protection 11 Case Study: Maine Waterfronts Initiative 12 Case Study: Waterfronts Florida Partnership Program `tel4 BEST FPRACT%CES nffi LR)L..GIiy9NNGES 16 Getting a Vision 18 Mapping the System 18 Looking for Help 19 Tool Tips 20 Case Study: Apalachicola 22 Case Study: Mayport Village 24 Get Organized 26 Learn to be an Advocate 26 Get Recognized 27 Case Study: Port Salerno 28 Case Study: Mayport Village 29 Case Study: San Carlos Island ` U, !He � Tuts Cid — PLANNDMG, PAftTi�ERX G, Ain P0 ERFORFJANCE 31 Planning 31 Planning for the Projects 31 Planning for Challenges 32 Tool Tips 33 Partnering 34 Performance 35 Case Study: Panacea 36 Case Study: St. Andrews 7 SUSTAIPIABILITV 38 Succession 38 Keep Up with Current Events 39 Make Connections 40 Case Study: Cortez Village 4r_." tvACSTOit�E 43 Waterfronts Florida Partnership Program Priority Items PROTECTING d HE I-it��tr'f R0NivdENT tAbHD CUE b'URAL RESGURC"ES `-"WATERFRONT HAZARD 14d nTn1,-';k "X0Wq STRATEGIES 8 PUBLIC AcCESS, TO THE WVfATE(RFR0fJ o 49 TRADITIONAL WATERFRONT [FECOet906v m- 50) LEssews LEAK :ot-:L�, 51 THE VOICES OF EXPERIENCE 51 Cautionary Tales 52 Community Relations/Volunteers 52 Funding 53 Governmental Relations 54 Small Wins 54 Visibility 54 Visioning 5 AROUND D THE WATERFRONT ( 3 BIBLIOGRAPHY Best Practices, Guiding the Way to Waterfront Revitalization is offered by the Waterfronts Florida Partnership Program (WFPP), Florida Department of Community Affairs, as a how-to guide for individuals and communities with an interest in preserving or making changes at the local waterfront. This guidebook draws from the ideas and on -the -ground know-how of people who work in citizen groups, state and federal agencies, special topic associations, or non-profit organizations to foster change or protect a way of life in water -dependent districts and communities. The Waterfronts Florida Partnership Program was created in 1997 by the Florida Coastal Management Program to assist coastal waterfronts with revitalization. The program contributes technical assistance, support, and startup grants as part of its partner- ship with designated communities among 168 municipalities and 35 counties in Florida that are required to prepare a Coastal Management Element for Local Government Comprehensive Plans. WFPP is Florida's approach to revitalization of waterfront areas, a topic of national interest that began soon after World War II and continues into the 21st Century. Waterfronts Florida and this guide are both in part sponsored by the National Oceanic and Atmospheric Administration (NOAA) and by the Florida Department of Environmental Protection (FDEP)/Florida Coastal Management Program. This guidebook is divided into five parts. The first section, Waterfronts, provides an overview of what is happening at water- fronts in general around the United States and introduces case studies on current programs and legislation from Florida and Maine. The second section, Best Practices, presents a series of best practices in a framework that includes Beginnings, Com- mitments, the Three Ps (Planning, Partnering and Performance), and Sustainability. Each set of practices is illustrated by one or more case studies based on the work of designated Waterfronts Florida Partnership Communities. The third section, Lessons Learned, brings together the advice of individuals who have worked to protect, revitalize, or sustain the waterfronts in their communities. The suggestions are presented in the voices of the experienced. The fourth section, Capstone, focuses on the key elements of the Waterfronts Florida Partnership Program and illustrates them through case studies from designated communi- ties. The fifth section, Around the Waterfront, points the reader to additional information on such topics as funding sources, planning tools, and project management. Much of the information offered here is applicable to community initiatives beyond the waterfront. Readers are invited to think broadly, change the keywords as appropriate, and get started! 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(D rt fl) 'D a 3CL' M O Q Q � (D 3 om � (D Ln N d0 0 fD (p rt ,crtn O fD o ° Ln 3 3 a rt -a cn m QJ O Q3r� fD c OL � 3 3 0-0 <M Ln O Ln CL rt O 77 O rt Ln � O O 1 Ln N Nrt N O O m � 3 O Ln O � 3• � 3kC M cG 3" ni (D M q• -1 4 M O O OO0 ii=r n rn V, M =�r 1 PHOTO: www.LAmPL-HERBEFtT.COM Q'LU QUO Q C n N aJ < M LAN N rpt 3 n. �, (D cno°oo am3� CA r 3 f r CD (D rr O o n o -� n 3. 3 (n c -, n O rt CD - o rt =; :w3 a-li Ln = O N 3 W w � 'a rt 0) D ON C < (rtD (D 3 O rt n n) aj Q) M N n r* cn = N O O Q v 3 m � 1 3 N m c �, w o o� �0= 3 rta•r) w O rt0 3 aj o 3 `�° Ort NLO rt o-<Ln M -1 o°) N < aU D n n -0 E 5. M c � � 0 Lo CL O -30 o O �al�D (DnO_ 3 rnr "Z r. 3 a 3 N rt 0 O N O fD OO '< Q cn n o 0 n rtLA (3j rpt (npl0 _rtc 3 (n O-1 O O 3 p N aj `G (n -r rt 3 0 O n R3 �n3-LnLac 70 ° ° 3 (u -o ' �, �, 7 3n o O rt 3 a (�D O N p�, N ,n3 r) m o°) C -D 3 0 Ln 1 'o- 0 w N rt — N �? 3 rt LnO) N� N 0) On< Ln CL w O a 3 V)i Ln Ln 3 LrnD (D M r N (D C° 3 -0 CL M r*rO- = VI ni Ln O CL O 3' O -z n Lo !D n =r O 6 O < 3 fD 3 N to CL -0 M O O O c n 3 N��rr ,(D 'n -0�Ln Q Ln r* O C � Ln CD rt individuals go to the waterfront to watch workboats, buy some seafood, eat a meal, listen to water lap against boats and seawalls, promenade on a boardwalk, and visit retail shops. Tourists book visits at waterfront hotels or resorts. Recreational boaters launch, moor, or rent space in dry stor- age at or near the waterfront. Marinas, large and small, line the waterfront of rivers, bays, and lakes. Such activities, while not water -dependent, are enhanced by the proximity to the waterfront. A Florida research team once labeled these areas "modern working waterfronts because they support more contem- porary commercial uses ... "5 Administrative rules associated with preparation of local government comprehensive plans in Florida include recreation in the water -dependent uses of waterfronts .6 The Florida Legislature recently made a place at the working waterfront for recreational as well as commercial water -dependent facilities that provide services or access for the public (see box). °u f T.77$" 3 _ 3 3 0 a "RECREATIONAL AND COMMERCIAL WORKING WATERFRONT" MEANS A PARCEL OR PARCELS OF REAL PROPERTY THAT PROVIDE ACCESS FOR WATER -DEPENDENT COMMERCIAL ACTIVITIES OR PROVIDE ACCESS FOR THE PUBLIC TO THE NAVIGABLE WATERS OF THE STATE. RECREATIONAL AND COMMERCIAL WORKING WATERFRONTS REQUIRE DIRECT ACCESS TO OR A LOCATION ON, OVER, OR ADJACENT TO A NAVIGABLE BODY OF WATER. THE TERM INCLUDES WATER -DEPENDENT FACILITIES THAT ARE OPEN TO THE PUBLIC AND OFFER PUBLIC ACCESS BY VESSELS TO THE WATERS OF THE STATE OR THAT ARE SUPPORT FACILITIES FOR RECREATIONAL, COMMERCIAL, RESEARCH, OR GOVERNMENTAL VESSELS. THESE FACILITIES INCLUDE DOCKS, WHARFS, LIFTS,. WET AND DRY MARINAS, BOAT RAMPS, BOAT HAULING AND REPAIR FACILITIES, COM- AERCIAL FISHING FACILITIES, BOAT CONSTRUCTION FACILITIES, AND OTHER SUPPORT STRUCTURES OVER THE WATER. SECTION 342.201, FLORIDA STATUTES, WATERFRONTS FLORIDA PROGRAM LJCJ��/t�JUL�- 5 FAU/FIU Joint Center for Environmental and Urban Problems. 1995 A Profile of Florida's Working Waterfronts. A Report to the Florida Coastal Management Program. Fort Lauderdale: Florida Atlantic University, iv. 6 Chapter 93-5, Minimum Criteria for Review of Local Government Comprehensive Plans and Plan Amendments, Evaluation and Appraisal Reports, Land Development Regulations and Determinations of Compliance, Florida Administrative Code (FAC). PHOTO: (91STOCKPHOT0.0014/BIANSON i rte •3iM�f— r�, p p>res.'.ws�.c� �iie0 i - t==77 is O C) °-- r-r (=r fD < O < 0) (D to O (D IL rt O O rr Iy (D VI rP D1 zr- n 0 O rt n O ( 7 — C7 10 � n,(D30 nu -) 3r* M L n o -0 o Qom CD o -0 0Ln - .-0 n ((DD Dcl (D O a rt O O3_� O cJ QJ Ln <O (Dm3�O O X' n C -� n cn E a3 S iL (D G (D to Ln rt 0- d (D n cn 3 Ln a = SL La 77 O (D n Di FA o 3. sv _. ao x Ij -o 0 0: a) P* (D ZI Z3 a I^^ n :3VI U) Q L ci =$ rr U') 3 ip -1 n , a � n Di m � to Q (D Lo Ln O � n � D 0� o O a z� O N I (D (n (D REVITALIZATION Of WATERFRONTS CITY WATERSCAPES AND PORTS Redevelopment or revitalization of large-scale waterfronts and ports are associat- <.ed with major cities. For example, the City of Cleveland, Ohio, along with other local, state, and federal agencies and public and private organizations, conducted a 32 -month planning process to develop Connecting Cleveland: the Waterfront District Plan,7 which was adopted by the Cleveland City Planning Commission in 2004. In- dividual projects are expected to be developed along or adjacent to the eight -mile, 3,000 -acre waterfront over a 50 -year planning horizon, funded by multiple sources including grants from federal and state governments as well as private foundations. Port redevelopment is an ongoing process, done over and over as tenants move in and out and long-term businesses revamp their operations. Separately, the National Oceanographic and Atmospheric Administration (NOAA) and the U.S. Environmental Protection Agency (EPA) have developed "portfields," which is an interagency initia- tive intended to support reclamation of contaminated areas for redevelopment, a program modeled after the "brownfields" cleanup and redevelopment concept." 0 c c a THE LOOSELY COUPLED NETWORt OF AGENCIES AND ORGANIZA TIONS o COMMONLY KNOWN AS A PROCESS OF 1°PARTNERING" OR "PARTNERSHIPS" — ALLOWS GOVERNMENT, NON—PROFIT, AND PRIVATE SECTORS TO POOL COL- LECTIVE FINANCIAL, POLITICAL, AND CONCEPT DEVELOPMENT RE— SOURCES TO TACKLE LARGE—SCALE PROBLEMS. BEYOND THE URSANIZED AREAu- mailer working and recreational waterfronts are found at the margins of industri- ._ "alized areas and in the towns and small cities beyond the urban centers. Revi- talization may begin with a local initiative or because of state or federal programs. Vehicles of change may include a policy process such as legislative action, local plan amendments, or physical improvements such as boardwalks, installation of under- ground utilities, and signs. Local revitalization efforts - at the non -urban waterfront and in other venues - tend to aim for what are known as "small wins." A small win is: ...a concrete, complete, implemented outcome of moderate importance. BY itself, one small win may seem unimportant. A series of wins at small but significant tasks, however, reveals a pattern that may attract allies, deter opponents, and lower resistance to subsequent proposals. Small wins are controllable opportunities that produce visible results." Communities tackle small problems that can be solved, one at a time, to establish what amounts to a record of success. Cleveland City Planning Commission. Home page, http://Pianning.city.cleveland.oh.us, accessed August 22, 2006. e Environmental Protection Agency. Portfields-The Wave of the Future. www.epa.gov/swerosps/bf/success/portfields.pdf, accessed August 22, 2006. 1 Weick, Karl. Small Wins. Redefining the Scale of Social Problems. American Psychologist 39(1):40-49. < n LO \ /k-1� s§7\ƒ� ƒ o r \§=m/ g 0 / 3 e G < _ /\3 N K ƒ 2 7 / § o & = / \ n ? % � j / /_%/\ 0 M --(D 3 ] k � § —00�\� n c 0 » 2 G (D° f R aj n / k / \ \§rt��-J 7�J$rD n� 2 -0 0 c & crL 0- )&3m % 0 / = m 7rD \ (D§ / vLn ° 0 0� °®70 n \ \/ m f 63-0 _ � @ — -1 c0MC, r e�®La o G e G@ 7 e$J]rat) W c =®r'r 7 § � C3 Ln l Ln •® rf ¥� \ "a o 5 rD --h a n -0 Lo = o n 2 < # E§ / §/7� / } \ /��k�/ 0 :3 0) / c q / o \ �ƒk\k oa7TE (D < & ::r_ 2 m — — w o ] = n \ »?- = a Ln r -1 n :3 J�rD3 / ��7/ ] M � � TO V� i A T1 E �_- R r R 0 N T R,E\/1TP%L_17_NF10N OR PROTLCTION ��-he face of the waterfront is changing across the United States. Florida and Maine are at the forefront among the states with established programs that address access for the public and water - dependent business. -these programs are highlighted as case studies on the next several pages. New York State also offers a Local Waterfront Redevelopment Program (LWRP)12 to help communities prepare a land and water use plan for waterfronts along with a companion set of strategies for action. The implemen- tation program includes policy changes and approval of plans by the Secretary of State. Communities are eligible for technical assistance and for grants for implementation. While New York's state- wide program is aimed at communities with waterfronts, the topical focus may include issues that range from water- front access to environmental concerns. New Hampshire agencies partnered in 1997 to create the Natural Resources Outreach Coalition (NROC) to help com- munities in the southeastern part of the state expand the use of science in local management of the coastal watershed and develop community capacity. New Hampshire, like other coastal states, is experiencing rapid growth that can overwhelm communities. The coalition initiates up to three community cycles a z Local Waterfront Revitalization Program (LWRP). LWRP What is it?. http://nyswaterfronts.com/aboutus_LWRP. asp, accessed August 22, 2006. year, matching coalition expertise with community determined needs coupled with three months of intensive mentor- ing. 13 Other states are beginning the search for solutions. In April 2005, the Great Lakes Commission and the Wisconsin Depart- ment of Natural Resources, Commerce and Administration sponsored a Water- front Revitalization Conference. In April 2007, the North Carolina Waterfront Access Study Committee released its final report and recom- mendations and in May 2007, Maine Sea Grant published a report on issues of and solutions for wa- terfront access across the nation. -1- -he issues are the L' same from state to state — more and more users compete for increasingly scarce waterfront access. Lo- cal government officials, planners, and industry and community activists come together to increase awareness of the situation; define and refine the working waterfront concept; pool ideas for how to maintain or preserve some semblance of water- front access for the public and working interests, and look for best practices and lessons learned to guide the way to revitalize and/or protect the waterfront for water -dependent uses. For additional information on these programs, see Around the Waterfront, page 55. " University of New Hampshire Cooperative Extension. NROC Information Sheet, http://extension.unh.edulConi- mDev/Pubs/NROCISF.pdf, accessed August 22, 2006. CASE STUDY MAINE WORKING WATERFKONT_S INITIATIVE The State of Maine is bounded in part by 5,300 miles of coastline, yet barely 25 miles of working waterfront remain accessible to water -dependent users. The Maine experience mirrors problems seen in other coastal areas of the United States - pressure to develop shorelines for private residences, cou- pled with escalating property values and corresponding taxes, steadily reduces the pool of affordable property that is available for water -dependent commer- cial uses. Maine Senator Dennis S. Damon sug- gests that the term "working waterfront" should be changed to "struggling -to -sur- vive -waterfront" as recreational busi- nesses such as restaurants and hotels work to redefine themselves as legiti- mate members of the working water- front. 14 The loss of access for ferries, commercial fishing vessels, and marinas affects an economic sector that provides 39,000 jobs and $750 million in rev- enues in that state. Maine is taking several approaches to maintain or protect waterfront access for water -dependent businesses. The Maine Coastal Program sponsors the Working Waterfronts Initiative to foster public access to the shoreline, particularly for 14 Damon, D. S. 2005. "Struggling -to -Survive -Waterfront." Fishermen's Voice, 10(5), April 2005, www.fisher- mens voice. com/archives/strugglingtosurvive%23246E38. html, accessed August 22, 2006. commercial fishing." Long-standing coastal policies support promotion and preservation of working waterfronts. Grants and loans are available for proj- ects that include reconstruction of piers, creation of new boat launching areas, and recruitment of water -dependent businesses. Maine coastal planners work with local governments and local harbor committees to support working water- fronts. eparately, Maine voters approved two =1 referenda in 2005 to address issues associated with property values and tax- ation at the working waterfront. The first i; -he second ballot item established the ,, Maine Working Waterfront Access Pilot Program. 16 The Pilot Program is part of a $12 million statewide initiative to protect sensitive or important properties through the purchase of land and con- servation easements. Approximately $2 million will be set aside to protect stra- tegically significant working waterfront properties. The program provides grants for profit and non-profit private organi- zations for amounts of up to 50 percent of the cost of purchase for property and/or development rights to maintain waterfront areas for commercial fishing and support activities. measure changed the state Constitution to allow lawmakers to give preferential treatment to property owners who use the land for commercial fishing. Under this provision, working waterfronts can be taxed at the "current use" instead of a "highest and best use" rate which 16 State of Maine Office of the Governor. Governor Balda- cci: 2005 Bond Package, www. state. me. us/governor/bal- dacci/issues/bond proposal/g5.html, accessed August 22, 2006. is tied to the price of recent sales that _ reflect increasing demand for what is - becoming a scare resource - waterfront property. This ballot initiative recognizes ,^ r the economic difference between the dollar value of activities associated with the production and sale of food (sea- �- -,, food) to the public and the production r- and sale of condominiums for individual, private use. Is Maine Coastal Program. Maine Working Waterfronts Initiative, www.state.me.us/spo/mcp/wwi/community_ac-, '°14911111 tions. php# waterfront ordinance, accessed August 22, I y 2006. 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WFPP provides small grants to individual communities to help with different aspects of specific projects, including design work. Grant money may be used to create plans, conduct surveys and studies, develop brochures, and otherwise develop and implement plans. The WFPP staff also works with local waterfronts committees to develop partnerships with various organizations to expand the pool of financial and human resources. Technical Assistance. The WFPP staff works with the advisory groups and program managers to get the organization started, develop community based ideas for projects, create an action plan, and implement the local vision for the waterfront. WFPP contracts separately with consultants to offer specialized training on topics such as conflict resolution, grant writing, and economic development. WFPP staff also provides hands-on support to communities that experience problems in the course of plan implementation. Technical assistance may include training in organizational development and effectiveness and may provide exposure to subject matter experts who deal with environmental, economic, hazard mitigation, and public access issues. FDCA also facilitates workshops for visioning, citizen participation, and community planning. The Waterfronts Planning Network. The network is a hallmark of the Florida program. Program Managers and interested persons come together for a day -and -a -half at waterfront locations in Florida on a quarterly basis to hear from agency personnel and other professionals on topics that may include storm water management, historic preservation, economic development, or formation of non-profit organizations. The Quarterly Meetings are educational and motivational, and provide Program Managers with an opportunity to share problems and solicit solutions among peers. 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In the simplest sense, in a vision- ing process people get together, talk about what they want, and produce what is commonly known as a vision state- ment or a conceptual map of what the community or designated area could or should look like. The meetings may be informal and formal, unstructured to highly structured, and may take place over a period of months. The develop- ment of a vision that can be accepted by the community takes involvement by an array of stakeholders with broad inter- ests as well as those individuals who are focused on the waterfront. Think of the vision as a beginning, a place to launch a long-range project that will include a series of smaller projects. Someone or some group of individuals needs to get things started and needs to make sure the work gets done. Plan- ning for the visioning process will help the leaders assess community readiness Readiness will include consideration of such topics as: leadership, involvement, meeting skills, conflict resolution, and plain old-fashioned willingness to work. —he visioning process needs to be de- signed, the meeting place secured, people invited ... the list of tasks goes on. Sonic communities hire consultants to handle the work, other communities seek technical assistance from state or federal agencies, while still others prefer to develop a vision on their own. The planning team may be expected to in- clude the following groups of people: cz:rimnitteee Someone needs to take the helm. The steering commit- tee will guide the overall work of the visioning and will probably be on hand to start the post -vision work. The steering committee may be the only committee needed to get started, if the members are willing and able to handle day-to-day tasks of planning and execution. The opera- tions committee, if created, could be responsible for the day-to-day work of the group, from securing meeting space to inviting participants. Consultaric.- Consultants may be hired to manage the entire process. The con- sultants should not replace the steering committee but may supplant the opera- tions group. The stakeholders should include the general population, govern- ment, business people, and any other categories of individuals or organizations who have an interest in the future of the community or the waterfront. See "Around the Waterfront" in this guidebook for readings on the visioning process, including a booklet from the Waterfronts Florida Partnership Program. u\\pFJ:-DE c l]@O- lk,q PU Adi- ) r-- he visioning may take place over the course of several months. You'll want enough time to get organized and focused but not so much time that everyone gets worn out by the exercise. In most cases, the development process will include activi- ties that help people see their community and express their ideas and hopes. Activities may include but not be limited to: °1-eeete an inventory. Consider a three di- mensional inventory - the past, the present, and the future. For a glimpse of the past, visit your historical society or newspaper ar- chives. Look at state or local projects mod- eled after the Library of Congress' American Memory.19 Flor- 'd advance. Some communities - and some waterfronts programs - inventory the areas according to commercial, residential, indus- trial, and public or institutional uses. se the results of the inventory to cre- ate a backdrop for the visioning ses- sions. Enlarge the photos and mount them on foam board. Create stations that follow the path of the current waterfront so that participants get the "feel" of the area. i, ai � There's no such thing as a dumb idea in the brain- storming process. Initially described by Alex Osborn in 1939 as a technique for solving problems, the I a Is among , brainstorm - the states that Will ,� �' .� �' ing process provide links is central to IN to manuscriptsgenerating and photos of _.___.,_ __ _ _ -_ _ - --_.. _ new ideas for _ _— ��$rrrrwrnr what used to be; try searching the Florida Department of State website using "waterfront," "harbor," or "boats" as the keywords .20 Check to see if your state has publications or websites spe- cific to waterfronts or maritime history. To capture the present, encourage community members to participate in data collection. Give away disposable cameras, to be re- turned to the steering committee to produce a photographic collage prior to community visioning. To see the future, check with the city or county land use planning department or its equivalent; many of these agen- cies prepare future land use maps years in 19 The Library of Congress. American Memory, http:11memory. loc.gov/ammem/index.html, accessed August 21, 2006. �0 The Florida Memory Project. FMP Home, www.Ploridamemory. corn, accessed August 21, 2006. waterfront revitalization .21 The basic premise rules out the use of critical comments or judgments during a brainstorming session and encour- ages the quantity rather than quality of the ideas at the beginning of a project. Capture the thinking. - Get a map or aerial photograph of your wa- terfront. The local Land Use Planning De- partment or its equivalent may be a good source, or you might try Google Earth" mapping services. Transfer the ideas gener- ated in the brainstorming session to a hard copy map. Use acetate and color markers to create hand -drawn overlays. 11 Osborn, A. 1948. Your Creative Power. New York: Charles Scribner's Sons. j very project, whether it be develop- ment of the vision or rejuvenation of the waterfront, takes place within a so- cial context that includes the past, pres- ent, and future agendas of federal, state, and local governments and of industries, organizations, and individuals who live in or have interests in the community. Gov- ernments have laws and rules; business- es have balance sheets, and community groups have issues of interest. Get to know what groups - elected, appointed, and self -started - populate the land- scape in your community. Get to know the issues, interests, and calendars of each group. Look back at history and keep up with current events. What's been happen- ing at your waterfront over the last five years? Are landowners riding the real estate rocket? Have hurricanes or other natural disasters bottomed out the prop- erty boom? Has storm damage slowed change at the waterfront? Identify attempts to change or keep the waterfront area the same. Who was involved, what were their positions? You want to get to know the names and faces of individuals and organizations •f 0 o . 3Ir a 0 j1 Jr 6 who get involved in local situations. What community or service groups are active in your community? What issues do these groups work on? Learn to draw a mind map (see next page), either by hand or with software. Use the map to sort out the issues and players who will influence renovation of your waterfront. The map will give you a place to start when you need to get a permit to install a sign at the entrance to your community. Will your group need permission from the city, the county, or the state Department of Transportation? This type of map can give you a place to identify potential conflicts and, eventu- ally, help identify the social networks you'll need to get things done. Try your hand at transferring the information about organizations and government to the hand -drawn base map. i. ap out your political system. Do you have a city commission or council? A county commission? How do these work? Who are the current mem- bers of each elected group? What are their terms? When are the elections? Do members of your group know the elected officials? Are there appointed advisory boards or quasi -governmental organi- zations? Does your community have a zoning board or a harbor committee? Are the members elected or appointed? What are their terms? What are their responsibilities? When and where do they meet? Who are the staff contacts? Put this information on the mind map. A sample mind map and definition is pro- vided on the next page. See 'Around the Waterfront" in this guidebook for further information on mind mapping. LcPuKmG rroR HELP ` earth the Internet with the key "'words "waterfront programs" or "wa- terfront revitalization." Transfer the basic information to the base map and the names, telephone numbers, and email addresses to your contact list. Learn more about these programs and what they have to offer. The Florida Coastal Management Program administers the Coastal Partnership Initiative (CPI), a grant program that funds projects in coastal counties, including projects that prepare a community to become des- ignated as a Waterfronts Florida Part- nership community.22 Any community seeking funds to enhance its traditional waterfront economy, protect resources, and mitigate hazards may also apply under the Working Waterfronts category of the CPI. (www.dep.state.fl.us/cmp/ grants/index.htm, accessed August 21, 2006). Make sure to check with local commu- nity planners and consultants if your group wants help with visioning and/or construction of a preliminary road map. State-sponsored programs may be avail- able to provide training and technical as- sistance to help your community prepare for action. For example, the Waterfronts Florida Partnership Program provides a variety of tools including help with or- ganizational development and strategic planning for its designated communities. " Florida Department of Environmental Protection. Coastal Partnership Initiative Working Waterfronts, www dep. state. Fl. us/cmp/grants/types/waterfronts_ Florida. him, accessed August 21, 2006, $ IT, It " ff I ff ft _r' a a l ar Lid Ij if M L V) C L V) (d c– > >,v, v U ° c E 0 O� ,c >. co: c 4J o L ro -0 rru Y c O +' p O C C C O ro :�: 41 O V) O O u Ca)U O 4' (0 V) C C fu C a) (0 0 vi Cooc.a) 4' N a) U vL n an mc4-m0`n o a) ,L -C > .- U O L O Q) -o E CL o C v C: M > L C ra 1" cnra N 0. 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IV -fhe, f zestgk, By 2006 the City of Apala- chicola had contracted for a study on the expansion of docks and support facilities to make way for both seafood and char- ter boats at the city -owned Scipio Creek Commercial Boat Basin within the project area. Conceptual site ` plans developed as part of the WFPP work show a 200 -acre proj- ect area. Phase I calls for creation of a repair yard for large and small boats, a lift ramp, a maritime heritage center, and an open-air market. Phase II shows an expanded boat basin and the ad- dition of 138 slips configured on 40 - foot docks. GRAPHIC: ROSSER INTERNATIONAL arunding Strate- gies. The City of Apalachicola applied for a $50,000 grant from the Florida Office of Tour- ism, Trade, and Economic Development in 2005 to move the Scipio Creek project from concept to reality. The City was able to gain points on the application for its experience with the WFPP. A Complementary Vision. The Scipio Creek project is expected to complement the City's long-term vision in progress for nearby Veterans Park, which sits amidst the waterfront fish houses that line the river in Apalachicola. The Vet- eran's Park property was purchased and infrastructure installed through a series of grants from the Florida Recreation Development Assistance Program and the Florida Communities Trust starting in the 1980s. The City of Apalachicola hopes to begin construction at Veterans Park to repair and expand the linear dock space with a grant from the Florida Fish and Wildlife Conservation Commission. Additional money from the Federal Emergency Management Agency is expected to pay to repair damage to the docks caused by Hurricane Dennis in 2005. The City an- ticipates additional funding from Florida Recreation Development Assistance Program to complete the project by the end of 2007. 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Post a notice in I' the corner convenience store; pass out flyers. Talk up the project - word of mouth is the strongest form of advertising! Political awareness. Sooner or later every project will run into the need for a permit or other type of governmental approval. Every board should include at least some politically savvy individuals who can talk the language of rules and regulations. This person may be capable of helping the group through difficult in- teraction if projects require government approvals. AH Handso Fund-raising. Every community proj- ect needs money; revitalization of wa- terfronts is no different. Studies and plans may be paid for with grants from local, state, or federal sources. Capi- tal improvements may require a more extensive financial commitment and the development of partnerships across organizations. Check for volunteers who know how to get grants and/or perhaps create non-profit organizations that can solicit donations from foundations and other pri- vate groups. See "Around the Waterfront" in this guidebook. Think ahParll Got energy, ideas, time, and an interest in helping your community? The Waterfronts Committee is looking for volunteers to help revitalize the Waterfront area. We've got the ball rolling; now all we need is YOU! Visit www.mywaterfront.orglmyhornetown for more information and directions to years of service to your community. reate an inventory of skills and re - ,sources needed so that when volun- teers appear, you can make the best use of their talents; consider recruiting at least some individuals with these types of connections or interests, if these skills are not evident in the first wave of re- sponders. "�m�� �o,,raagear�era Revitalization of a waterfront generally will consist of more than one project, and each project is likely to have sub -projects. Consider it a plus to have individuals with knowl- edge and experience in the methods of project management. See "Around the Waterfront" in this guidebook for books, organizations, and software on Project Management. Mandl -holding and Cheer- deading. Some services are best provided by individuals or organizations outside the core group or waterfront partner- ship. These persons may be referred to as hand -holders or consultants. Consider hiring a professional to keep the group on target. aCulture broker. This person knows how to create a path through organizational and governmental pro- cesses to get things done. The individual or individuals will have experience in the governmental network; he or she may be willing to share contact informa- tion for key individuals in the regulatory system. P F STRUCTURE THE (GROUP tructure the group to fit your com- �.Ymunity. Select an organizational model that works best for local expecta- tions and practices. Some work groups create a formal structure to satisfy re- quirements associated with funding but operate in a more laissez-faire or organic style. Other groups establish a Board of Directors, then create subcommittees chaired by a board member to do the work of the organization. In such ar- rangements, the Board may meet regu- larly to hear progress reports or field problems - the board does not do the work of the various committees. New members or participants may join or drop out of the organic group on a continuing basis, while new members may be limited to specific subcommit- tee roles in the more structured model. Some groups use subcommittees as a type of proving ground where newcom- ers have a chance to show their com- mitment and skills before they're asked to take a place on the existing Board or other governing group. The use of sub- committees can reduce the possibility of over -commitment among the members of your group. Get ready for succession. Sooner or later, the founders will get tired or move on to other pursuits. Who will take the helm? Will the work on the waterfront be a short-term planning exercise or a long- term commitment to the community? It is best to make plans at the beginning. If possible, create a permanent orga- nization to take over. Perhaps you will want to create a non-profit group that will focus on the waterfront over time. The same group may be able in the short term to expand eligibility to receive grants and donations or to raise money through community events. AIRE A PROGRAM MANAGER ,7 evitalization of the waterfront takes -commitment to day-to-day planning and execution that is often beyond the job description of a volunteer. Experi- enced community workers - volunteers and professionals - stress the need to hire someone full-time to handle these tasks. The new employee may be selected from the group of volunteers or may be pro- vided by local government. You will need to know who will pay the salary for this position, sometimes called a program manager, and you will need to develop a job description. Look for someone who is a "people person" and has a "hands- on" style. Make sure both pieces of information are in hand before you advertise and set up interviews. Sit• .p, � ,dir, _.W_ 1 Flo idta n C� r:Occ z�skifl)09 FO@nr' A n advocate is someone who can /%plead a case. Learn to be an advo- cate for the waterfront project. While you know all about your project, chances are many others in the community do not. Work schedules and busy lives keep individuals from attending many meet- ings; make sure you take the time to set up a number of get-togethers, and invite the public to learn about the vision for the waterfront. Go back to the map of organizations and individuals - including the local govern- ment officials, staff, and others. Make appointments with each elected person, then go get acquainted - before you need to ask for a favor. Go to city or county commission or council meetings. Become a familiar face, not a face in the crowd. Keep up with changes in staff; the person who favored your program may move on to be replaced by some- one with no interest in waterfronts - or, conversely, the person who created obstacles could be replaced by someone who is friendly to your topic. Here's what you want to do: Q. Get organized to be a voice for your organization - whether the goal is to improve the waterfront area or to influence construction of a roadway through your neighborhood. Be clear about what your organization wants and intends to do. Knock on doors in the governmental arena. Ask for support. Build reciprocal relationships to mini- mize disruption of your plans. Ask for guidance as to how to get things done. Offer solutions. G Be prepared to communicate person- to-person with officials, staff, and stakeholders outside formal struc- tures such as the visioning process, workshops, and the mass media. C) Learn how to make presentations - both formal and informal. Learn how to create a series of "leave behinds" - brochures, presentations, calling cards - so that your group stands out. Repeat all of the above. o ahead! Put your Waterfront Group mon the mind map. You will need the support - and cer- tainly not the animosity - of the general public and other community groups. Communicate - talk with others outside your group "early and often." Schedule get-togethers and invite the public to participate. Hold a fish fry! Support local seafood or other waterfront festivals. Do something that screams WATERFRONT. Get buy -in for the waterfronts revitaliza- tion across organizational lines. Make sure to reach out to all parts of the com- munity, and be prepared to account for differences in language - across political and ethnic boundaries and government sectors. Recognize the contributions of others, and expect to revise the original vision as more people get onboard. In- volve other groups in the community in the changes at the waterfront. ASE STUD) STEP up Tc) ADVOCACY — POKT SALEKNO, rLVKIDA Port Salerno is situated at the Manatee Pocket, a secluded harbor south of Stuart, Florida, in unincorporated Martin County near the mouth of the St. Lucie River and the Atlantic Ocean. Known for its fishing fleet during much of the 20th Century, Port Salerno's last fish house converted to an art gallery in recent years. Yet the commercial fishing industry and other water - dependent users including a marina, dry -storage facility, and off -shore charter boats retain a visible presence at the waterfront Port Salerno is a designated Waterfronts Florida Community, a member of the Class of 2001-2003; however, the route to wa- terfront revitalization and protection began with roads. Community organizers came together in the mid-1990s to oppose, and later to influence, changes proposed for nearby Florida Route A1A. Next leaders lobbied commissioners to establish Port Salerno as part of the county's Community Redevelopment Agency (CRA). Over time, community members learned how to negotiate with government and work with diverse groups of stakeholders. They learned to collect data to support requests, held fish fries to raise money, and signed up to stay involved with the CRA's Neighborhood Advisory Committee. Community activists also learned the fine art of politicking and came to recognize the need to support the projects of others in exchange for support for Port Salerno. adopted a "no net aterfront access for rty converts from com- auiring developers to location of equal size looking for ways to usiness as the value of waterfront property continues to climb. Separately, inde- pendent commercial fishers organized a non-profit corpo- ration in 2005 to protect waterfront access for off-load- ing and selling fish and seafood. 26 Martin County Commissioners. 2005. Comprehensive growth management plan amendment #05-14, commercial waterfront "no net loss" policy. http://www.martin.fl.us/GOVT/ depts/1eg/ords/ord687.pdf, accessed August 22, 2006. A TALE or Twp-) CONANAITTEF -, ayport Village and San Carlos Island are synonymous with seafood and fish- , ling in Florida. Shrimp boats and offshore charters share dock space near the mouth of the St. Johns River near Jacksonville; shrimp boats line the waterfront at San Carlos off mainland Lee County. Mayport Village and San Carlos Island part- nerships were among the first designated waterfronts communities in Florida. Yet the style and structure of the two organizations differ widely, designed to fit the needs of the individual communities. NdAV 0='Y eji'S@.LW.-f2= The Mayport Waterfronts Partnership formed shortly after designation as a Waterfronts Florida Community. Up to 25 persons can serve at one time on the board of the Mayport Waterfronts Partnership. After nearly a decade, the group f meets monthly at the Waterfronts Partnership office in { 'Mayport and functions as an advisory group to the City of oi ,i Jacksonville, which provides program management sup - w, - port, and to the City of Atlantic Beach. Special topic meet- _ ings are scheduled on an as -needed basis; workshops are sl held on special topics. The Waterfronts Partnership, in its advisory capacity with the City of Jacksonville, conducts �. public hearings on Mayport-related issues, as required. Subcommittees are appointed on an as -needed basis. While special topic groups must be chaired by a member of the Board, the commit- tees provide a point of entry to the official process for other community members. Committee work can provide a track toward service on the board. The now -re- tired Zoning Subcommittee worked to develop an ordinance and zoning overlay to protect waterfront uses in this tiny village, which that faces increasing pressure from condo development. One current committee is working to install a marker at Historic Old Mayport Cemetery Memorial, while another group recently organized to develop a landscape plan for a roadway easement. E '"eve k�e .i � e� _° �� � ,. x s,+sem= .� � _ •7� :, E -"he San Carlos Island Waterfronts Partnership reflects an evolutionary path to organizational struc- G ture and function. The foundation was the San Carlos Business and Homeowners Association, which formed the nucleus of one of Lee County's 11 Community Redevelopment Areas in the mid-1990s.This positioned the area for participation in the Waterfronts Florida program. More recently, San Carlos has been designated as a Community Redevelopment Corporation. Historically, most of the board members are San Carlos residents or own or operate businesses that pro- cess and sell seafood or provide support to commercial fishing, recreational, and other types of water - dependent uses. While the group maintains an official formal structure, participants can expect to be in- cluded immediately by simply volunteering. Whoever attends the meetings participates in the decisions. The goal is to maintain working relationships within the community. The San Carlos group does not work through a formal committee structure, yet over the years individual community members have stepped forward to hire consultants to study the area; to sponsor workshops by The Waterfront Center; to create and regularly lead tours of the commercial shrimping docks, and to create zoning options specific to the waterfront community. Z O THETHREE PS - PLANNING, PARTNERING, AND PERFORMANCE Move into action! Planning, Partnering, and Performance will be critical to change at the waterfront. You will need to define a long-term plan that includes how-to strategies to manage the host of individual projects that contribute to the grand scheme known as the Revitalization of the Waterfront. Likewise, you will need to find partners - many hands make light work - and you will need to perform to get the job(s) done. The goal here is to stay on target. Key activities commonly associated with the Three Ps are: Planning for Success Partnering Performance Some of the questions, concepts, and tools that are commonly associated with each of these tasks are explained here. Cid IM ook at planning from two perspec- tives - plan for projects and plan for challenges. On one hand, the group will plan the overall program, identify indi- vidual projects that may be expected to contribute to the vision, then breakout the steps or tasks that must be accom- plished to make things happen. Sepa- rately, the group will need to consider and plan for challenges and changes to the overall vision for the waterfront. PLANNING FOR THE PROJECTS The Waterfronts project may be the group's first opportunity to work to- gether. If you hired a full-time program manager, the process should be easier, since you will have someone to tend to the nuts and bolts of day-to-day tasks and scheduling; however, the Steering Committee will still need to understand and direct the overall flow of events. If a project manager is not hired or does not emerge from the list of volunteers, start looking for ways to get some training for one or more of the individuals in the group. Make sure your program manager has basic skills in project management; consider training as an option. Most projects consist of many smaller projects, each of which must be man- aged in its own right and coordinated within the larger scheme of things. You will be working with planners, engi- neers, and researchers. Here are some questions to consider if you use outside consultants: Who will develop a scope of services? How will you find the consultant - ad- vertise, accept word-of-mouth recom- mendations? W Does your local government have a defined process for contracting with professionals? Does your grant require a specific method for contracting? What are the expectations of your group for hiring consultants? W How will you manage those persons or companies that provide outside expertise? How will you judge the quality of the work? See "Around the Waterfront" in this guidebook for books, organizations, and software on project management. PLANNING FOR CHALLENGES Think strategically. Who might oppose changes at the waterfront at some point in the implementation process? Anticipate the issues. Might these indi- viduals or groups mount a legal chal- lenge? Be ready to defend the commu- nity developed vision of the waterfront, yet be willing to understand other points of view. The outsider, opposing point of view can make a project better. Expand your ways of looking at things. Investigate tools common to the busi- ness arena that foster recognition and analysis of the potential for problems within and outside of the effort to revi- talize the waterfront. Try doing a SWOT analysis (see next page) with the Steer- ing Committee; use the framework of a Force Field Analysis (see next page) to consider what forces may work for or against the waterfront project; check out the technique known as Six Hats (see page 33), which helps the group develop a 360- degree view of the project or topic at hand. Reach back to Beginnings in "Best Practices" to revisit brainstorm- ing techniques to generate ideas, only this time ideas will emerge within a pre -defined or focused structure. Repeat as necessary throughout the life of the program. TOOL DIPS OVS0I7 AWALVSXS The SWOT analysis sets up a structured process that can be used to consider the waterfront vision or other topics by its Strengths, Weaknesses, Opportunities, and Threats (SWOT). First envision the Strengths and Weaknesses that might occur within the group, the project, or the long-term vision; focus on the single level of the organization at a time. Next identify the Opportunities and Threats that might occur outside the group. Record the data. Use this method to discover new perspectives - then put the information to work in the planning pro- cess. Use the SWOT as an exercise for your committee or advisory group. See "Around the Waterfront" in this guide- book for more detail. FORCE FIELD ANALYSIS Strictly speaking, a Force Field Analysis provides a framework for thinking about what forces might support/drive or un- dermine/restrain revitalization of the wa- terfront. The planners or group members identify the forces, then try to figure out ways to strengthen the support or re- duce restrictions. Again, record the data, and use the information accordingly. 31MOY Analysis _—_-- 7hreacs i Forcefield Analysis Desired Outcome Status Quo e�+ a e' e SMV •L ue u - L Et tL _ c TOOL TIPS SIX HATS Edward DeBono's Six Hats exercise works to make sure that everyone has the opportunity and the responsibility to think broadly about a topic or proj- ect. No one in the group needs to be locked into the role of the naysayer; everyone takes a turn with the Black Hat to think about the negative aspects of the project. Similarly, all members of the group get the opportunity to think positively. Separately, feelings and emo- tions - sometimes banned from the work of planning and implementation - are legitimized during the Red Hat round of thinking. c Focus on Facts fir" Positive Asipects Negative raspects - Creativity Feeli;igs, F --motions MOP __ Administration ofthe Six Hats Exercise 91 T LI ' See "Around the Waterfront" in this guidebook for specific links on the SWOT analysis, Force Field Analysis, and the Six Hats. Begin to develop your own set of resources on these and other tools. Check the Internet for more information on SWOT, Force Field Analysis, and Six Hats. Develop your own versions of these tech- niques. Partners are individuals and organizations that share a common interest and are willing to contribute financial, staff, or political resources to accomplish a goal. Large organizations - private and governmental - partner on a routine basis to get more done for the money in a shorter period of time or to get a better product or process. At the federal level,.the National Oceanographic and Atmospheric Administration (NOAA) partners with other agencies to focus on the waterfronts; in New Hampshire, 11 agencies partner or form a coalition to take training and scientific concepts to local communities in the coastal watershed to enhance decision-making; in Florida, the Waterfronts Florida Partnership Program partners with individual communities in coastal areas to create small wins and to foster long-term grassroots organizational capacity. Bring partnerships to the waterfront in your community. By now you are practiced in the development of relationships with gov- ernment officials and other members of the community, including the owners and operators of businesses, groups such as the Chamber of Commerce, industry and environmental associations. Each of these groups warrants a node on your mind map under "Partnerships" and a record in your contact manager. each out. Look for local non-profit organizations, even if the waterfront is not the mission of the group. Find out who in local government makes deci- sions about sidewalks and other "parts" of the waterfront. Learn about the De- partment of Transportation in your state for ideas on how to improve and beautify road access to your community. Vf fi , e ii fro fit r o m m u n Y J , - 17 77 i, PiEn-ommcr, ost projects consist of many small projects. You will need to priori- tize the individual projects and plan the steps for each project. Break each proj- ect into manageable bites. Get commit- tee members and others in the commu- nity to take on specific responsibilities or assignments. Have the hired manager track tasks for problems, completion, and quality. Revise, revise, revise. SMALL WINS Think in terms of success. Small wins are building blocks. Prioritize your projects to accomplish one or more highly visible outcomes early in the work to revitalize the waterfront. Some communities build a boardwalk, others create nature walks and put up signs, while others create bro- chures to inform other parts of the community about the waterfront or conduct tours of the waterfront. Vary the scale, the scope, and the timing of projects. You will want to avoid overloading the group's human and financial resources. Get a track record. Look for something that the group can get done in a short period of time with little or no out-of-pocket financial commitment. Make sure the community can see the project - preferably several times a day. Small wins are intended to be the building blocks for success of larger endeavors. Show the community at large that your first blocks are in place. P M All A _� sIt-,-, - 3 �= O -' UI rt rtw O < O =3- O(D O O• a O p Ln U �. 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The business of sustainability is made easier if someone or some group takes charge after the initial work is complete. Succession will be a "next step" if it is planned at the beginning of this endeav- or. Perhaps your group incorporated as a non-profit corporation with a mission to sustain the waterfront in the com- munity for water -dependent purposes or for economic development. If so, you will already be familiar with the power of such an organization to become a focal point for elected and appointed officials, to attract grants, and/or to seek dona- tions. If your group has not formalized the organization, get started with the re- search that will be needed to investigate the possibility of creating a 501(c)(3) non-profit corporation. Look around for models. Chances are non -profits already exist in your com- munity; these groups are just focused on a different mission. Ask other com- munity leaders how they established a non-profit to carry on after key individu- als stepped aside. Such an organization could keep the waterfront in the fore- front of public thinking for years to come — making the overall mission and goal of your work sustainable. Learn about the financial benefits of a non-profit. Such a group can develop access to funding sources beyond those available to unincorporated groups or lo- cal governments. separately, elected officials might choose an institutional path to sus- tainability at the waterfront. Local gov- ernment may create a special district or some other type of tax increment financ- ing mechanism to finance continued work. See "Around the Waterfront" in this guidebook for further information on tax increment financing. Some communities simply add water- fronts to the list of appointed advisory groups that provide input to councils, commissions, or boards. Such groups may be responsible for identifying new projects and grants to fund the work. Regardless of the method, your group needs to consider how to sustain com- munity interest in the waterfront. KEEP BJP WITH CURRENT EVENTS �xpect the project area to change over time. The waterfronts non-prof- it or advisory group can monitor events and stay involved in the politics of the waterfront. The idea is to keep up with current events, not to micro -manage. Is the real estate market active? Have properties changed hands? If so, has anyone talked with or applied for amend- ments to the waterfront ordinances just established? Are there any plans afoot to undo the changes that have been agreed to? Any intent to change the character of the waterfront? Assumino your group or its successor is in business, go back to the original vision on an annual basis. Has the group met its goats and objectives? What are the priorities for the next year? Does the group or its successors need to re -vision the waterfront? Keep an eye on changes in the regulato- ry system that may alter the use or look of the waterfront. For example, have federal rules, perhaps from the Federal Emergency Management Agency (FEMA), changed? Stay in touch with individuals and organizations who monitor public policy. Changes in flood maps may lead to corresponding changes in require- ments for elevation of buildings in coast- al areas. Separately, state building codes may be in transition in areas subject to wind damage from hurricanes. ST rom a different perspective, watch for adaptation at the waterfront. For example, what happens if commercial fishing or charter operations lose a spot at the waterfront? Do the businesses dis- appear or can they adapt? How can the successor organization support adapta- tion? Make it a mission to keep the waterfront visible after the initial vision is achieved. Remember that the opposite of "small wins" is the infamous "death by a thou- sand cuts." Small changes can under- mine the benefits of your hard work. MAKE CONNECTIONS tay connected to broader waterfront interests. Attend conferences and workshops. By now, your mind map, started in "Beginnings" in the Guide- book, should be populated with a num- ber of organizations and communities with an interest in waterfronts. Take advantage of the Internet; research your topic - waterfronts - from time to time to update information and look for new opportunities. Keep an eye out for new issues and for new solutions for the waterfront. Create a peer group among communities trying to revitalize or protect waterfront areas. Learn to mentor individuals and organizations with an interest in improv- ing the waterfront in their communi- ties. Create an advisory group and/or a "Friends of the Waterfront." Sponsor a workshop or series of workshops on your waterfront or waterfronts in your area. Create a network of like-minded organi- zations. Your waterfront may become a how-to model for others. How did you get start- ed? How did you organize your group? What worked best, what did not work at all? Capture and pass on your own best practices. Look back at other models for revitaliza- tion or preservation. What "solutions" have other groups tried? Have zoning overlays and ordinances held up in the face of development pressures? n Florida, the Waterfronts Florida Partnership Program sponsors work- shops on a quarterly basis for persons interested in waterfront topics. The Quarterly Program Managers meetings include speakers and opportunities for networking with like-minded folk and are open to the public at large. Look for similar events in your community and state. Stay connected. See "Around the Waterfront" in this guidebook for further information on events. CASE STUDY PROTECTING A TRADITIONAL COMMUNITY --- THE VILLAGE OF CORTEZ The Historic Village of Cortez is lo- cated in Manatee County to the west of Bradenton, Florida, near the Gulf of Mexico. The people of Cortez are known for taking charge of their destiny; they conducted a visioning exercise years before the practice became accepted and worked through government pro- cesses to attain designation as a Na- tional Historic District. More recently, the citizenry joined with Waterfronts Florida and Manatee County planners to cre- ate a local approach to protecting the area's heritage as a fishing community, in part as a response to a proposal that would have installed cottage -style resort condominiums amid traditional coastal cottages, crab traps, boats, trailers, and fish houses. Cortez entered the Waterfronts program in the Class of 1999-2001. The commu- nity formed a committee and the county installed a full-time project manager who worked out of an office at Cortez. E� ':lssic n. The community based Project Manager worked with the people to survey resources and come up with a vision based on local values. The series of visioning meetings were informal and planned to fit local schedules. Cookies or other kinds of food were always served. The intent was to have enough meetings to get the job done, but not so many meetings that people stopped coming The visioning confirmed that the people of Cortez wanted the community to re- main the same. They did not want gated communities; they did not want houses or other buildings that would block the view of the water. In short, they wanted Cortez to remain their home, not a desti- nation for tourists. After all, Cortez had maintained itself as a fishing village from generation to generation. ikewise, the Waterfronts Committee crafted a work style that fit with the community. Meetings were informal and inclusive; anyone who showed up had a vote. The committee did not want to sacrifice input and buy -in. The primary difference between the elected officers and the rest of the community was that the officers were expected to show up all of the time; other participants could come and go. Meetings were sometimes fol- lowed by pot -luck suppers. Sub- committees worked to find an artist to commemorate fishermen lost at sea or in military service, or the reconstruction of a dock. The Village of Cortez benefits from Manatee County planning and from a local initiative that began before Waterfronts Florida. From a planning perspective, the Waterfronts group worked with Manatee County to develop a special set of overlays to preserve Cortez. The area was already subject to an historic overlay or special zoning category within the county com- prehensive plan, but the provision was generic and did not address the needs of a fishing village where boats and other fishing paraphernalia are a common site. Separately, the owner of a local fish company established a 501(c)(3) non- profit corporation - Florida Institute for Saltwater Heritage (FISH) - to purchase waterfront land slated for development. FISH provides an organizational struc- ture that can be used to sustain a focus on the waterfront. 1_* r MW Cary F_Q � m ND a n o � d� :3 m rD a n 0 0 33 c 0 o CL < z n (D o_ fo U-) � ty n � I N n zr a f, a m �o �a �a �S l � c a� r� �C 3 a� n = Nv N II n b D T �o C rinr � W (1) n N ffDD O o� Q' a o W 0 m A> r a• ti wooia3aeaH idaiv��rn�nM oioH 2�L i2 Eula E ma) FU LL C (n p Q 0 01 4) _ (6 E E) O a) L � L U C O E E •� C a1 .0 U O U U 0 �n U L ra U fu v eL i rro L 4-1 a) .� C a� 0 -Fa O O LO U O -C a-, C ra N O C� O E V) I E M� a) .C- rn A,In C Ql O raa A L L C LL O (a o 4-1 a N ° E QQC EvD L�,raY L C D(n Q o C a).O o+�v f6 p i (n O N L ,vQ tl t6 L U L) L w L o O O s p, (a (a U� C ra U Q 0O p" u O A.- p� L p C roOp IQ ro (OL a) Lu 4-- - c c U c `n 04 r2 0 LA V1 a) a) Lu;�,, M C a) > L 'L Q J-.+ > VI 4-J'L E m L O fl.. a) Q _O _� v1 Q t U p LL C '— Q) > C Q) O -0to LL Ln E O ro O a) L_ L fill O 0 ro F ro O C O ,� Q1 Ln C LA ra L .0 C a� (a 0 Ln (a .% ® Ln Q) "C-Fj ra ,� Li E C �LCNrv�Ln o� °'v ui ru Z oEQL.� LEm ,,.,,� C Y E~UCE�i ra �� Amu CL aLC °� �1 ECHE° -o o 0) 4D E4. pU°�E�A_ •�� b,Mm -W vow Q) o�p ra O O �c�rEaao C ra pO ' �+ u rl _0Ew C: O C: O U 01 O J; C y�j C E fa O Q QJ '� V to Ul O Q) L 4, a�j a C L i71 Q) (n Q Ln a ra C � � U a) •C u p C 7 In v a. ra L Jd ni u L E� C i a,0- E w E C (nom J: N ��_ ao LJ P 1 m y AA_ o U i U S E ra o C, 0). ;> +� L o1._ Ln N• ro E -0 E a) E ! i C N ro Ln L U O ra ro -C N 0 ra ; ,1: C ® , O +, QJ 4- (a C (n 'O a) � > ® A C U O C fu O C v Ln L O O v L L •� cL6 L L C O E p O> pof" � ra � t O vCL Q ra Eo E O�a�c C _(ate > C E E L oro U 0 3 ro OU O C C U Q (L6 -0 to On O O O L m� Cl .� L C p1 C Q '> � O ra U M ate.+ .p L .L Q asp C Q O d C, ro � p > L_4. 0) z O y > Qp p ra Q) C > QJ a) L L. Q) Q) N u a) a1 Q A p Oro E ro o �'N w ra o (�w E i i (n v ra a; u E C °�' ra In n m L �- M L QC 0 j 4L. -j N L fa C � u O p EE Q) n N p 4- Q S- o "C r0 A A C C T D.. w O (La U \ L 4s Q m 4-+ O Ln � ro C ro O � � L� � Ln � Q) (n r � (n ra a) O > 0 U) � �� M C L Q) O u -C � p aJ O U E v C LL C C QJ E 4. C a1 s (n Q) O� U C -0 L 0) CL Q) ti LO e ro N p C C -0 E C00° Cru U �� a a; Fu N aJ ra i s O O U N L C U cnv L n Q p 0E+� C aJ C O U C L a..+ +-� O L to ra a) Q) E d O V) _O O 2 � O (n O 0) Oro ate+ Q) rj U QQ a + ra aJ UN Zw. aJ QL Cp p1 3;: E 'CO o O fav -0 14— o rfoa a) �0)ua rCaE �� u��� 3 U Lu 6)E Q, o� E E Ln F- w A> r a• ti wooia3aeaH idaiv��rn�nM oioH PAiR lTHE(i S- HEI P PROGRAM PRZOple.Y HyrzcJis (Environmental/Cullturafi Resources. Waterfront projects are by definition within environmentally sensitive areas. Environmental resources may include shallow water areas approved for shell- fish harvesting or areas with sea grasses frequented by manatees. Upland areas may include wetlands. Waterfront revi- talization could focus on enhancement or protection or require alteration of these existing resources. Either way, regulatory permitting agencies such as the Florida Department of Environ- mental Protection and the U.S. Army Corps of Engineers should be involved at the planning stages. Similarly, cul- tural resources might be present at the waterfront area under consideration. In older waterfront areas, buildings 50-100 years old can be subject to historical re- views before renovation or preservation. Waterfront areas may also be subject to archaeological studies. Hazard Mitigation. Waterfront areas are subject to inundation by floods and storm surges during hurricanes and similar events. Waterfront revitaliza- tion projects must consider require- ments in flood zones and must be built to the highest possible engineering and architectural design standards to withstand winds and flooding. Planning for flood hazards may be as simple as not building on the waterfront but rather designating such areas for open space, parks, and walkways that can stand periodic inundation with little or no damage. Docks and piers may receive little or no damage if boats are properly moored or removed during storms. Waterfront projects near inlets, open dunes, or beaches should be planned and operated for minimal impact to dunes and veg- etation. Public ;aiccess. Visitors, vendors, and commercial operators need access to and parking at waterfront areas. Publicly sponsored projects require access for the general public to enjoy the amenities offered by a park or promenade. Public- ly sponsored projects that envision private commer- cial components will also require access via parking areas, trams or buses. "traditional Waterfront Economies. Traditional waterfront economies typi- cally are water -dependent uses that require locations adjacent to the water. In bygone years, the docks, piers, warehouses, ice houses, freez- ers, ship repair facilities, boat builders and traders — as well as the streets and alleys that provided access to the water — could not be located elsewhere. Many of these traditional uses, while still criti- cal for the commercial and recreational fishing and boating industries, have moved off the waterfront. f FemaO' beach B� �a6i.pc\,���.,; _�yy •, a Beach WPalacMio\c ` = \ �9aYtoaa Beach 0 arvc, tee p\dola Homosa:t / Ea" Ga1Ue t!; Sa1et°° Sax,EJ1W�`` i CASE STUDY PROTECTING THL ENVIRONMLNT AND C ULTURAL RESOURCES Id Homosassa and the Village of Cortez occupy waterfront areas along the Gulf of Mexico on the Florida Peninsula. Old Homosassa is located in an unincorporated area of Citrus County; Cortez is located in an unincorporated area of Manatee County. Both communi- ties are beset by encroachment acceler- ated by the real estate boom. ®lei Homosassa Old Homosassa sits at the end of a two-lane road just off U.S. 19 near the Homosassa Springs Wildlife State Park. Single-family homes, an old style water- front inn, low-rise motels, and art galler- ies cluster among live oak trees draped with Spanish moss. Waterfront restau- rants hug the water's edge, boat ramps offer access for recreational boats, and several fish houses maintain a place at the waterfront for commercial fishermen who catch grouper in the offshore areas and stone crabs, blue crabs, and mullet nearshore and inshore. Community Work. Old Homosassa ap- plied for and received the Waterfronts Florida Community status in the class of 2001-2003. A steering committee was appointed and a Citrus County planner served as Program Manager. The com- munity conducted two visioning sessions and agreed that it wanted to: U Preserve the character of the community Protect the environment Promote uniform development and redevelopment Promote pedestrian connectivity and public access to the river Support the commercial fishing Industry The Community Look. Unincorporated areas are sometimes hard to identify as a community or "brand" given the absence of welcome signs commonly associated with cities and towns. Visitors are left to interpret such areas by visible trappings such as boats, crab traps, or art galleries. The Old Homosassa Wa- terfronts group used grant money and county support to finance the design and construction of a sign to identify the area and a covered kiosk to describe the com- munity's important features and history. Planning for Protection. The committee also worked with WFPP staff, the Citrus County plan- ning staff, and a loose -knit collection of other community groups to create the Old Homosassa Area Redevelopment Plan, which since has been referenced in the Future Land Use Element of the Citrus County Comprehensive Plan. Next the committee developed the Old Homosassa Spe- cial Overlay District, which provides standards for design of new and renovation construction; building -to -lot -size ratios, and surface and storm water management systems to protect wa- ter quality in the Homosassa River and nearby creeks and streams. The overlay was adopted by the Citrus County Commission in July 2005. The aesthetic standards apply to non-residential structures, but the environmental standards and conventions regarding coverage of lots are man- datory for all properties .29 G9 See "'Old Homosassa' Area Redevelopment Plan -Standards" at www.bocc.citrus.fl.us/commdev/old homosassa_overlay_rev.pdfforan example of language used for an overlay district in a coastal area (ac- cessed August 21, 2006). oreseeing the Future. The visioning exercise onducted in Old Homosassa was a first for Cit - us County. Other communities in unincorporated reas of Citrus County have since requested ipportunities to create a vision for their areas. separately, the Waterfronts group became inac- ive after completion of the redevelopment plan nd adoption of the overlay district but reacti- 'ated recently when developers requested per- nission to exceed adopted restrictions for build- ig heights. The overlay provides a foundation Dr long-term protection of Old Homosassa and nay be used as the basis of legal challenges if uture developers intend to deviate from adopted tandards. The Tillage of Cortez 'he Village of Cortez, introduced earlier for its bility to sustain rather than change the tradi- ional working waterfront, returns for an encore nd a closer look at the details of how this com- nunity manages to preserve itself. :ommunity of Activists. Cortez has a long history )f community participation. The Village of Cortez Ind other coastal communities have struggled ;ince the 1970s to educate the public - particu- arly the newcomers who flood the coastal areas ,f Florida - about the service provided by and raditions of commercial fishing. The Cortez Vil- age Historical Society formed in 1984 to "pre- ;erve the history and protect the future of this ;pecial unique Florida Fishing Village" in reaction o encroachment from development.30 Key indi- iiduals and members of several local organiza- ions created the Florida Institute for Saltwater -leritage (FISH) in 1991 to find a site within Allen, Roger B. 2006. Cortez Abstract. Personal Communication. the village to situate a museum for the commercial fishing industry. These same groups of people came together in 1999 as a Waterfronts Florida Community and created a long-term vision and plan. Persistent People, Some 20 years after the formation of the Historical Society and 15 years after incorporation of FISH, the Florida Maritime Museum at Cor- tez moved to a home in the summer of 2006 in the newly renovated 1912 Cortez Village School. The building will house a permanent collection on commercial fishing, rooms for changing exhibits, an auditorium, and classrooms. The Burton Store, which functioned waterside for years as the primary point of access to Cortez before the advent of roads, will be moved from its temporary perch atop a trailer to a position next to the museum. In addition to the historic structures, the people of Cortez, through the FISH non- profit, purchased adjacent waterfront property to save it from development. Paying the Way. The Waterfronts com- mittee helped the community establish a vision, develop a long-term plan, and eventually get the Cortez Vision Plan into the Manatee County Land Use Code.31 Much of the work has been financed by volunteer work or county resources; yet hard goods, property, and renovations 31 see "Design Guidelines, Vision Plan, and Land De- velopment Code Information, Cortez Village Historical and Archeological Overlay District" at www.co.manatee. ti. us/documents/planning/CortezVillageDesignGuidelines VisionP1anLDC1nf6.pdf for an example of language used for concepts and language used for an historical overlay district (accessed August 21, 2006). require funds. Grants have been received from sources that include: • National Humanities Council Community Development Block Grant Selby Foundation Ocean Trust Florida Endowment for the Humanities Florida Communities Trust U.S, Fish and Wildlife Service Sarasota Bay National Estuary Pro- gram In addition, FISH and other groups raise money from donations and from an an- nual seafood festival. CASE STUDY WATERFRONT HAZARD MITIGATION .STRATEGIES lorida is subject to the dangers of wind, storm surge, flooding, and shoreline erosion associated with the hurricanes that have become all too familiar in coastal areas over the last decade. The 2004 and 2005 hurricane seasons brought multiple disasters to coastal and inland areas of states along the Gulf of Mexico. Coastal communities have begun to ask "when" not "if" they will be subject to major storms. Hazard mitigation is defined as "...any action taken to permanently reduce or eliminate long-term risk to people and their property from the effects of haz- ards ... "3Z Hazards by definition refer to risk to humans and human -valued prop- erties. HAZARD h ITYGATEG N9 AT THE ATERFRIOH Coastal communities can take action to reduce local hazards. Some local gov- ernments are adding hazard mitigation components to local comprehensive plans. Communities may also work to 'Z Florida Department of Community Affairs. 2001. The Florida Hazard Mitigation Strategy. Tallahassee FL: FDCA. remove abandoned or "derelict" vessels from waterways, raze or secure aban- doned buildings, and encourage water- front businesses to plan ahead for how and where to secure boats, install re- movable docks, or otherwise take action to reduce risk to property and personal safety. The Waterfronts Florida Partnership Program provides speakers and training as part of its Quarterly Program Manager Meetings to raise community aware- ness of hazard mitigation as a priority for planning. The Florida Department of Community Affairs provides a series of guidebooks that address hazard mitiga- tion from a land use planning perspec- tive. See "Around the Waterfront" in this guidebook for additional information on current and forthcoming titles. (Looking for Solutions Several Waterfronts Florida communities and other coastal areas are exploring approaches to reduce or eliminate dam- age. These include: Port Salerno, Florida. The Port Salerno Commercial Fishing Dock Authority has developed low-cost docking facilities that . w , 7Z F_' ,. ti �7 Isrl:�iio olunl�4;'.��nfi11C91r1 '_•-.. are expected to be resilient to storm damage. Fishermen off-load products at one of four vendor locations on the docks leased from Martin County. Each vendor maintains an area for off-load- ing, icing, and transporting seafood to a separate location. The waterfront invest- ment is limited to a sun shade, portable ice/water containers, and a small forklift for off-loading. Vendors transport fish and other seafood to separate facilities for processing. The traditional waterfront fish house commonly associated with coastal areas of Florida is absent at Port Salerno. IEastpoint, Florida. Franklin County is known for production of oysters from Apalachicola Bay. Eastpoint is one of three primary seafood process- ing areas in the Pan- handle county. Several processors or shucking houses were destroyed by a storm surge associ- ated with Hurricane Den- nis in 2005. Consequent- ly, the county is exploring off -water options for relocation to less vulner- able areas. The feasibility study is financed by the state Office of Technol- ogy, Trade and Economic Development. 4r Ii�� 44 -Am d _ Fes_ l ,. ti �7 Isrl:�iio olunl�4;'.��nfi11C91r1 '_•-.. are expected to be resilient to storm damage. Fishermen off-load products at one of four vendor locations on the docks leased from Martin County. Each vendor maintains an area for off-load- ing, icing, and transporting seafood to a separate location. The waterfront invest- ment is limited to a sun shade, portable ice/water containers, and a small forklift for off-loading. Vendors transport fish and other seafood to separate facilities for processing. The traditional waterfront fish house commonly associated with coastal areas of Florida is absent at Port Salerno. IEastpoint, Florida. Franklin County is known for production of oysters from Apalachicola Bay. Eastpoint is one of three primary seafood process- ing areas in the Pan- handle county. Several processors or shucking houses were destroyed by a storm surge associ- ated with Hurricane Den- nis in 2005. Consequent- ly, the county is exploring off -water options for relocation to less vulner- able areas. The feasibility study is financed by the state Office of Technol- ogy, Trade and Economic Development. 4r PUbUC ACCESS TO THE WATERFRONT The public at large can sometimes he excluded from waterfront areas because of environmental constraints or property issues. Some waterfronts are bounded by marsh grass or rocks that make walking dangerous, and working waterfronts may be off-limits because of liability or safety issues associated with the use of heavy equipment or access to slippery surfaces. Separately, water- fronts are increasingly closed to public access as condominiums and single-fam- ily residences replace water -dependent businesses. The San Carlos Island Working Waterfront Trail. The San Carlos Island Waterfronts Partnership in Lee County, Florida, used seed money from the Waterfronts Florida Partnership Program, county matching funds, and sweat equity in 1997-1999 to develop a self -guided walking trail that provides public access to a waterfront area lined by mangrove swamp and shrimp boat masts. Kiosks established at selected lo- cations explain different vistas - Matan- zas Pass, the San Carlos Island working waterfronts, and Estero Island. The com- munity's theme for the trail is "A Healthy Bay = Healthy Seafood." Brochures were prepared to complement the information kiosks. The goal was to promote a sense of place and to convey the community's seafood traditions. Trail development required preparation of cost estimates for supplies and professional services, coordination with the Florida Department of Transportation regarding location of one of the kiosks, and decisions related to the display content. Manatee Pocket Walk. The Manatee Pocket Walk eventually will rim the wa- terfront of this tiny safe harbor at Port Salerno in Martin County, on Florida's Atlantic Coast. Port Salerno joined the ranks of the Waterfronts Florida Commu- nities in 2001 under sponsorship of the Martin County government. The Pocket is home to a waterfront resort, marina, boating support facilities, commercial fishing docks, single-family homes, multi -story condominiums and apart- ments, and small shops and restaurants. Port Salerno prepared a vision as a Community Redevelopment Agency prior to designation as a Waterfronts Community; the boardwalk was among the goals. Phase I of the Pocket Walk includes 200 square feet of boardwalk, kiosks to inform walkers of what they are seeing, lighting, and parking. Phase 2 includes expansion of the boardwalk through the commercial fishing docks area. The project required negotiation of submerged land leases for boardwalk ar- eas and for the commercial fishing dock, as well as creation of a lease agreement between the county and the commercial fishing organization. Other Waterfronts Florida communities are considering boardwalks to enhance public access to the waterfront. Mayport Village hopes to develop a public- private partnership with a developer who proposes construction of condominiums at the waterfront; the public walkway would create a path or buffer between the residential units and shrimp boats tied up at the docks. Plans to build a boardwalk along the waterfront in the City of Apalachicola have been consid- ered but are on hold due to seafood processors' concerns about potential liability. N y N n rt rt G* (i1 < 0 V) 5 77< 0 < 0 O (3D rt n (D �7 N-1 rt 0 (�—D rpt to r) rD rD fOn 0 0)— Lo0 (D < a ? ° a D O to �. O fl N rt O O O rD N a_ a, rD M Nap m°'p DrD OJ �o < (D (D (DLC V) Ort ,< Q � w = QO_Ln !' 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Then ,t1,ei/'re g6n-g to hear and rundersland. r� Get the data on what people are thinking. Take a survey at public events; use focus groups. 1�1 Tt's crucial to keep oven fines of cm;fnmu-nicati:on with 'eve?ijane in the com0'`d9ufnit@/, everyon-- at the wa,tenfront. �a VSecognize that different groups communicate differently. rood idea to do double Fluty wiith ;coM:rn,unEZV roands. o,gzn.y, .communit,les have a limn ted pool cif p,otenblaJ voltuntzers. �b If you stretch out the volunteer staff, your Vose focus. I£A Get tV,e rig, ht ildnd of peopV-fl on the 0-0,2' rd, .or nelcte'd, pe,opVe. Tfulerre might .be sornerthing trheV can do W Vourr project in-Jclheir e,uorVd —„ The rule is pers:everanoa. You"ve glut to ego back and balclk and back You've just got to go back untH then Ue,arr e/,ou a Viitdz rtroicneNi. Look for Vocal foundations, not just the nadonvvude non -profits. L'ook?or spe.ca.a], soTnetirnes smraaH pots ou rr 0n,eY in &&cal Md Stz]'t Igla^v'12irInment. Doe's vaur cart`,/ hw,/'(e a foudgeit cabelgor\y for 5Whavualks or l.an;tls,cz)pin9,? ;soles the state trzin spDatl atilon department 'have Monsey for road, sifrj, e lote.au utiwlca tdloru� I� Learn to leverage. Think in terms of partnerships to get things done. Think in terms of a package of grants or series of grants instead of getting a grant. L� l� 1 Most people don't know how to interact with government. They mr ssed their civics lessGriis. Get to know the people in government offices. slaving a contact inside really helps. Communities know what they vsanL Partnerships vv@th agency staff can cut through proMemy. It's important to have friends along the way. You have to be able to make a personal connection with an agency, with an elected person, to get their ear for a while, to be able to impart the passion that you have for your project. YouT need the cooperation of ali the county departments at some poirss, from recreaticii to rnaentenance to the people responsible for the restrooms is you're doing a part, or paviiian or a boardv,,F,lk. The local government that goes into this with you needs to be appreciated. The citizens need to respect the government. Always have food. Try to pull in an outside speaker. Know the limits of participation in your cammun t),. Have the meetings on Saturdays or whatever day's best in the community. Space meet[ngs so people do not get tired of the topic or lose interest in <<ohzt's haapp&—b[,rtg. Make it simple to participate. Make it fun and excfUna to paulc[c[pate. S) M, A L L °RyXNF, You have to use small projects to ger going - for the community and For the committee. Work on things within your control. When you start dressing up public roads ... all of a sudden people get t. It's synergistic... people see it can look good ... they try to make it look better. VIS -M AUT ir Pass out bumper stickers with the name of the waterfront. Send out newsletters. Get on the speaker circuit - give a talk at the local Kiwanis, rotary, or other service club. Get to know the Editorial Board of your local newspaper. Write a column for the local newspaper. Watch out for vision exhaustion. If they've gone through visioning before and are saying 'we've done that,' focus on new or specific 'topics. Use the vision to set priorities and stay focused. Use the vision like a spur. o sv to n O rt n (D W _ ® • . 0 (D rt O M ,, (D :0O tL pr O O € 73rt _3 < O t4. < a)N (D Ln Gu O O n = (D (DO t0 O -o fD -s' Q7 (D o XT fl�o �N to _ -7 = O 1 O °n n ° a oCL n NaN. Ln rD n = -n (D @� °- 0) O p N Cm1 to n' C (D =' O 1L �. z (DnO i D fl) (D 4= O rD UO �O O Ln °O r° l � l l 3 0 Ln LO no?rt NY m r°" =N°1 (MD ort (D(D OO--O 0 =(D �< _0 n orD Nn .< o p � -r-?170 Z; 0 d D o r�O 7 Ln < '^= �o � rD 03 _� o Nan (D (D O(D (D r.� ro no -(n 3 Dn—m o_°° D_0 C -o>° O o o OW Lrr� r 0--o to OL o C: "O O `S p O S (D r -r � � (D `� (D pl 0 CD _ fl) � = t (D IIl � o O n N r,) 3 -,; Q (D N Z 3 O) O> C O3 = C n N' O _ i3 II) ° rte" ill W O _� rD -V�? "O fll t 3 (pj O Q O M fi O O. * N r Q °- ^ M =O pa _ CL ,. O a BOl n o rD a i1 \ p 0- t1 CT "6 n fl) -D t0 w o. (D -1 7.7 G "O -V� a) ® n o n o L a) ocr0)-0Qo CD (Dp���o w aa < oo o cro- a o t0 o n 0 O 9pl y i- 3 -4' © r y to � 0 O rpt -0 O O pF) t0 3 �9 r�r r0r O )Z ni j r cn = ® o`CD A O n °O =1 C i D (' O OO (D Ln nl = v(D O_b7 ap U) O rorDr o. (DO tp' `o = a N n n 'a C: -1 -1(D 3 ° o® �, -t rD0) -n CD °°- ° Ln D on- p cpo D 3. rr ° um, a - Lo 0flL n 0) 0 n ort vi to o n a Cl ror a , u� D Q (D to O �� o u' O �� Y N tD D1 ? (nD O (U 4J c� Zj vl (D O = v n Pv O O < rr cn !_ �� cn o O O p ° to ° = n fll O O 3 O ni aj Ln to yl ! © r=r -0-- 0- (D fl1 rr t9 01 nv < r=D o 7 c\ SO =rD O OC LD OO csn N Oo n D p =. D i� pO CO. < nQ o ° n �D D (D - (D -t O0 ? OO n°O= ) M = O n y rr O IO < O Ka? ) o 3 O_ (D tail -Ci = n a (D -rl On 7J Q in. N _0 O' Q � - 'ri 0 3 0 0 = rt n to -0 N N to a) '"r — (D r�s \ -c -s ^ \ O rt C La _ `. r�r En � v' C- CA CL 0 m r-" w p ° O O v=i L D (D o C 70 rr; 0_ 3 OL 0 CL n O• o' n to O -0 D O n 4ni �� \ tC O' Q N CD t� _ O O O o= (D o_ m rt 4) p O O C r�r Qjj r* � al Z3 4) o o o 3� o (D fl, m M 0 Lo 0 -7 0 C N� o n 3� --T Lo toil o fD nQ -r o N_ p.n O O �< = OfD l0 U, (D rt r" rni :T - \ �' vOi O o � = C r� O = -o' (D rt rr lD < 3 --" O _ \ O O —i l0 y (p to :D (D rt O 0 -z -+ N N a 2 recreation and natural resource protection needs identified in local government comprehensive plans. For additional infor- mation see www.floridacommunitydevelopment.org/fct (Au- gust 2006). Florida aoattiangq IZmroprrovemrne nt Grant is an annual program for all coastal local governments to help serve the needs of motorized recreational boating on marine or estuarine waters. For more information, contact the Florida Fish and Wildlife Conservation Commission at (850) 488-5600, x173. Florida Greenways and Trails program works directly with local agencies, organizations, and citizens to plan and acquire properties that help establish Florida's statewide network of greenways and trails. For additional information see www.dep. state.fl.us/gwt/default.htm (August 2006). Florida Humanities Council awards grants to support public programs that help preserve Florida's cultural heritage, promote civic engagement and foster connections among humanities scholars, cultural organizations and community groups. These grants are available in different levels of funding to non-profit organizations for use in public programs In the past, grants have been awarded to libraries, civic groups, universities, colleges, museums, historical societies, theaters, churches, and ad hoc groups such as Friends of the Library. For additional information see www.flahum.org/ sections/grants/partnership_grants.html (August 2006). Florida? IZwiaandl Rgaeicgaffon District (F ZP\YD) is a special taxing district responsible for maintenance or navigation in waterways along the Atlantic Intracoastal, Okeechobee Waterways and lower west coast of Florida. Grant funding assistance is available to local government entities for projects related to waterway maintenance and improvement. For additional information see www.aicw.org (August 2006). of Historical Resources, Florida Department of State, for historic commercial corridors, which can include waterfront areas. The program offers manager training, consultant team visits, design and other technical assistance, and the benefit of experience from other Florida Main Street programs. Main Street is not a grant program but provides technical assistance. For additional information see www.flheritage. com/preservation/architecture/mainstreet/index.cfm (August 2006). Florida Recreation Deveflopmr a ntr AssiseaPncces Pro -gram (FRDAP) is a competitive program available to municipal and county governments or other legally constituted entities with the legal responsibility to provide public outdoor recreation. FRDAP provides grants for acquisition or development of land for public outdoor recreation use or for construction or renovation of recreational trails. For additional information see www.dep.state.fl.us/parks/OIRS/factsfrdap.htm (August 2006). Florida Rasofsrrcces Var Planning and Yi-iooniancq is a formal program available to local communities to obtain technical and financial assistance on waterfront issues from a wide range of sources that include the Department of Community Affairs Waterfronts Florida Partnership Program and the Visioning Assistance Program. Outside Florida government, statewide university programs such as Florida State University's Dailey Institute of Government in Florida can be accessed for planning and visioning services through the Tallahassee campus and affiliate universities around the state. Additionally, communities may gain direction from the staff members of the regional planning councils across the state. For additional information see the following websites: www. dca. state. fl. us/fdcp/dcp/visioning/index. cfm (August 2006). Florida Xaen Street is a technical assistance program http://iog.fsu.edu (August 2006). administered by the Bureau of Historic Preservation, Division 0h (D r- -o C = o o a Q m 3 &� � I . 3 ®� ru'r ,-6D o 0 in rOv = N 3 cj : O t� O ® Q p a N O C rr 3 rt lD O ---ti 3' p rt N '� a 3 rev cn o' <® p N rte+. T raj. lD fD D fl' o n o ! D-0 OQ II"" nj � Q) NLO (D�° � 3LODJ n LO (Da a �. 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