Community Case Studies

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Waterfronts Florida Partnership Program

Community Case Studies


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Florida Department of Community Affairs

Thomas G. Pelham, Secretary2555 Shmard Oak BolevardTallahassee, Florida 32399-2100www.dca.state..us

The Florida Department of Commnity Affairswishes to express its appreciation to the followingindividals:

Agency Acknowledgments

Charles Gauthier, AICP

Florida Department of Commnity Affairs,Director, Division of Commnity Planning

Craig DiamondFlorida Department of Commnity Affairs,State Planning Administrator

Walker BanningFlorida Department of Commnity Affairs,Commnity Program Manager

Shawna BejiFlorida Department of Commnity Affairs,Waterfronts Florida Program Coordinator

Joshua WilksFlorida Department of Commnity Affairs,

Waterfronts Florida Program Planner

James MillerFlorida Department of Commnity Affairs,Public Information Ofcer

Community Acknowledgments

Roger B. AllenFlorida Glf Coast Maritime Msem at Corte

Tamara Bibb AllenProgram Manager, Carrabelle WaterfrontPartnership

David Bailly

Bagdad Waterfronts Florida Partnership

Margaret Beake, AICPSenior Planner, Citrs ContyOld Homosassa Waterfronts Florida Partnership

Barbara ButzCarrabelle Waterfront Partnership

Susan CreelBagdad Waterfronts Florida Partnership

Vernon ComptonBagdad Waterfronts Florida Partnership

Melody CoxProgram Manager, Steinhatchee Waterfronts FloridaPartnership

Gary Crumley, RLAProgram Manager, Mayport Waterfronts FloridaPartnership

Adrienne DessyPlanner, City of Fernandina BeachFernandina Beach Waterfronts Florida Partnership

Walt DicksonPanacea Waterfronts Florida Partnership

Doug DombroskiEconomic and Redevelopment Coordinator, City ofMelborneOlde Ea Gallie Waterfronts Partnership

David FisherMayport Waterfronts Florida Partnership

Jim GarthPort St. Joe Waterfronts Florida Partnership

Cindi GiamettaGrants Manager, City of ApalachicolaApalachicola Waterfronts Florida Partnership

Roger Goettelman (deceased)Redevelopment Director, City of Crystal RiverKings Bay Waterfronts Florida Partnership

Anita Gregory GroveExective Director, Apalachicola Bay Chamber ofCommerce

Kelly GibsonPlanner, City of Fernandina BeachFernandina Beach Waterfronts Florida Partnership

John HennesseePort Salerno Waterfronts Florida Partnership

Abraham JacksonOak Hill Waterfronts Working Grop

Georgia KatzPlanner, St. Johns ContyProgram Manager, Vilano Beach Waterfronts FloridaPartnership

Paige Killean

Panacea Waterfronts Florida PartnershipTeresa Lamar-Sarno, AICPCRA Coordinator, City of StartFormerly with Port Salerno Waterfronts FloridaPartnership

Bonnie C. LandryMartin Conty Commnity Development Department

Ed Luke LukacovicPlanner, City of Jacksonville

Marshall McCraryCommnity Development Director, City of FernandinaBeach

Missy McKimCommnity Development Director, City of Fort WaltonBeach

Sherrie Posey MillerPanacea Waterfronts Florida Partnership

Rhoda MoehringSteinhatchee Waterfronts Florida Partnership

Lisa Marie PhillipsProgram Manager, Bradenton Beach WaterfrontsFlorida Partnership

Pam PortwoodProgram Manager, St. Marks Waterfronts FloridaPartnership

Mike PruittSt. Marks Waterfronts Florida Partnership

Joanne SemmerSan Carlos Island Waterfronts Florida Partnership

Betty Taylor-WebbCity Administrator, City of ApalachicolaApalachicola Waterfronts Florida Partnership

Melinda ThomasCommnity Development Director, City of Melborne

Naomi WeissExective Director, Daytona Beach Partnership

Nancy WengelProgram Manager, St. Andrews Waterfronts FloridaPartnership

Pam WesselsSteinhatchee Waterfronts Florida Partnership

Linda WickerSteinhatchee Waterfronts Florida Partnership

Kurt WoernerCommnity Development Director, City of CrystalRiverKings Bay Waterfronts Florida Partnership

Julie WoodEconomic Development Consltant

Oak Hill Waterfronts Florida Partnership

Other OrganizationsThis book was prodced by the Florida Department ofCommnity Affairs in association with RenaissancePlanning Grop and Lampl Herbert Consltants.

Cover photos clockwise from top left: HurricaneDennis damage at Navarre Beach, FL (FEMAimage); Pineapple Peir, Eau Gallie, FL; Mayport, FL;St Andrew Church, St Andrews, FL; Vilano BeachNature Boardwalk, Vilano Beach, FL.

May 2009

Waterfronts Florida Program

AcknowledgementsCommunity

Affairs

FLORIDA DEPARTMENT OF


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Table of ContentsIntrodction 1

The Setting 1

History of the Waterfronts F lorida Partnerships 2

Application 2

Vision 3

Waterfronts Focs Areas and Accomplishments 4

Day-To-Day Strctre and Operations 4

alliances, partnerships and spinoffs 4

Challenges 5

Take Aways / Lessons Learned 6

Community Case studies 7

Apalachicola 9

The Waterfronts 10

Pictrese Bt Fragile: Threats to Waterfront 11

Revitaliation: a Case of Continos Improvement 11

The Waterfronts Florida Partnership 11

Sstaining the Waterfronts Initiative 12

Challenges 13

Bagdad 15

History of the Waterfronts F lorida Partnership 17

Sccession 19

Challenges 19

Bradenton Beach 21

W.A.V.E.S. the First Waterfronts Committee 22

Scenic Waves 23

Carrabelle 25

From Friends of the Waterfront to Waterfronts Florida 26

The Practicalities of Partnership 27

Sccession 27

Corte 29

Defying Destination 30

Preservation, Prevention, and Process 30

Its for the Case 31

Crystal River 33Daytona Beach 37

Ea Gallie 41

Fernandina Beach 45


Beyond Planning: the Realities of a Water-Based Life 47

Fort Walton Beach 49

Old Homosassa 53

Mayport 57


Sccession: a New Era 59

Oak Hill 61

History of the Waterfronts Florida Partnership 62

Developing a Vision 62

Views and Vistas 63

Panacea 65


The Vision 67

The Bsiness of a Waterfronts Florida Partnership 67

Accomplishments 68

Challenges 69

Sccession: the Ftre of the Partnership 69

Port Salerno 71


Preservation of Working Waterfront 72

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Sccession: the Ftre of the Partnership 73

Port St. Joe 75

San Carlos 79

A Healthy Bay = Healthy Seafood 80

St. Andrews 83

Steinhatchee 87


St. Marks 91

Visions of Revitaliation 92

Getting Things Done: the Nts and Bolts of a Startp Operation 93

The Dream 93

Vilano Beach 95

The Vision 96

The Vilano Beach Waterfronts F lorida Partnership 96

Challenges 97

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Snshine and sandy beaches top the list of Floridas best known assets, followedby a world class collection of natral resorces that incldes 1,200 miles ofcoastline, along with wetlands, marshes, inlets, and rivers. The waterfronts

those edge places and spaces sed historically by people for commerce, leisre,and commnity are part of the brand, often characteried as nspoiled, off-

the-beaten path, pictrese, or aint.

Floridas waterfronts and their inhabitants gained a champion in the mid-1990s soon after voters approved aConstittional Amendment that weakeneda key component in Floridas traditionalcoastal economy commercial shing.The Florida Department of CommnityAffairs established the Waterfronts FloridaPartnership Program (WFPP) soon after tospport commnity-based revitaliation of

waterfronts, selecting three commnitiesin 1997 for the rst designation cycle

to focs on the priorities of economicrevitaliation, environmental/cltralresorce protection, haard mitigation,and creating pblic access.

By 2008, 21 coastal commnities held thecoveted designation as a WaterfrontsFlorida Partnership Commnity. Thisbooklet presents the stories of these

settlements, villages, and small cities,some of which have 11 years of work to

their credit improving, protecting, andenhancing their waterfronts and otherswith barely a years work at reversingdecline of the local waterfront. The map on this page illstrates the locations of

the 21 designated commnities; red stars indicate those commnities designatedin 2007. A team of researchers visited each of the commnities between Apriland September 2008, spoke with the program managers and citien leaders,reviewed docments, and collected photos. Some commnities are moving

ahead, project-by-project; some have stalled, at least for the moment, bt areworking to boost the energy of the volnteer force and rekindle relationships

with local government; and others have redirected, incorporating waterfrontisses within a larger constellation of local initiatives. Yet each commnity hada story to tell and a set of lessons learned to share.

This Introdction provides an overview to give a sense of the kinds ofcommnities that seek designation in the Waterfronts Florida PartnershipProgram, what the designation means at the local level, and how the commnityresponds. The chapter begins with a discssion abot the history of the

Waterfronts Florida Partnerships, followedby commnity context, what the WFPPprovides commnities, and visioning amst-have action plan for each commnity.Other sections smmarie the ways thatcommnities strctre their organiationsand handle the day-to-day work; theWFPP priority areas; accomplishments,

and types of alliances or partnershipscreated to make positive change happenat the waterfront. Also highlighted ishow commnities handle sccession inother words, what happens to the localWaterfronts Partnership after becoming agradate commnity. The Introdctionis followed by 21 individal stories, all ofwhich are intended to inspire leaders inother commnities to revitalie this criticallegacy of their hometowns. Each story isillstrated with present-day and historicphotos, the latter collected from the onlineFlorida Memory Project, and featres aSnapshot to captre some of the keyinformation for each commnity.

THE SETTING

The commnities vary widely in their locations, histories, connections to localgovernment, physical featres, and demographics. The Waterfronts Florida

commnities are scattered along the coastline of the peninsla and thePanhandle; seven on the Atlantic, ve on the southwest-south central edge near

Introduction

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the Glf of Mexico, and nine in the Big Bend-Panhandle area. Eight of the commnitiesare located in nincorporated areas of aconty; the remainders are sitated withinincorporated cities.

Steinhatchee, Corte, Mayport, FernandinaBeach, Oak Hill, San Carlos, Old Homosassa,

Carrabelle, Apalachicola, St. Marks, PortSalerno, and Panacea all share a traditionin commercial shing; Bradenton Beach,Daytona Beach, Fort Walton Beach, VilanoBeach, and Olde Ea Gallie are linked morewith the bilt Florida environment and toristeconomy while Bagdad, Port St. Joe, andCarrabelle grew p as timber and mill townsbefore present-day conversion to commteror coastal shing communities. Economies

are changing: sport and recreational shingand boating are strong in most of the commnities. Kayaking, bicycling and hikingare emerging in areas sch as Bagdad, Carrabelle, and St. Andrews, amongothers, where passive recreation and ecotorism are envisioned as a centralpart of the future. Waterfront access means piers for shing or promenades atVilano Beach, Fort Walton Beach, Fernandina Beach, Port Salerno, and Olde EaGallie, all of which foster retail shops more than resorts or seafood processors.For Fernandina Beach, access means retaining a view of the Amelia River alongprivately owned property.

Crystal River, Fernandina Beach, and Old Homosassa are located along rivers

or intracoastal waterways while Steinhatchee is located at the point where theSteinhatchee River empties directly into the Glf of Mexico. Bradenton Beachand Vilano Beach are anked by two water bodies on each side. Bagdad ispriver on the Blackwater: boaters mst pass throgh East Bay and PensacolaBay to reach the Glf. Several of the commnities draw volnteers forWaterfronts revitaliation from extremely small labor pools: St. Marks, Bagdad,and Panacea have estimated poplations of approximately 300 residents. Somecommnities are tiny otposts within mch larger cities or conties. The historicVillage of Mayport located within the consolidated City of Jacksonville with a poplationof 774,000 is also home to 300 residents.

HISTORY OF THE WATERFRONTSFLORIDA PARTNERSHIP

The WFPP evolved from research condctedafter the net ban in 1994 to identify the factors

that facilitated or impeded revitaliation ofdeclining waterfronts. The rst communities

had to meet several prereisites: sponsorshipof a local government; a vision in place; asteering committee or board; and a paidprogram manager to keep the projects moving.For its contribtions to the local partnerships,

the WFPP provided technical assistance withplanning and policy from master planning

to comprehensive planning that cold besed to protect waterfront areas; small, seedmoney grants to fnd planning projects, schas visioning or design gidelines; workshops

on special topics, and, of prime importance to the commnities, a high levelof technical assistance to help the local commnity develop and implement awaterfronts protection strategy. The Waterfronts Florida Coordinators listened

to problems, talked throgh options, worked to keep the morale p, and pointedcommnity members in the right direction to take the next step.

The economies of the rst communities relied heavily on commercial shing. Bythe second rond of designations, the WFPP had expanded its own vision of whatconstittes a waterfront. One of the designated commnities was Vilano Beach,located near St. Agstine. Vilano was a planned development from the 1920s

that sffered economic losses in the 1990s becase of a Florida Departmentof Transportation (FDOT) decision to re-rote a bridge from the mainland awayfrom the commnitys main street. Vilano Beachs selection paved the wayfor participation by Olde Ea Gallie, Daytona Beach, Fort Walton Beach, andBradenton Beach in sbseent years.

The Program was solidied in 2005, when it was ofcially adopted into FloridaStatutes, stating that DCA would provide nancial and technical assistance tocommnities revitaliing their waterfront areas. The legislation also provided anofcial denition of a Recreation and Commercial Working Waterfront:

a parcel or parcels of real property that provide access for water-dependent commercial activities or provide access for the public to the

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navigable waters of the state. Recreational and commercial workingwaterfronts require direct access to or a location on, over, or adjacentto a navigable body of water. The term includes water-dependentfacilities that are open to the public and offer public access by vesselsto the waters of the state or that are support facilities for recreational,commercial, research, or governmental vessels. These facilities includedocks, wharfs, lifts, wet and dry marinas, boat ramps, boat hauling andrepair facilities, commercial shing facilities, boat construction facilities,and other support structures over the water.Chapter 342.201(2)(b), F.S.

APPLICATION

Commnities apply for Waterfronts Florida Partnership designation to receivetehnical assistance in developing reglations to protect the waterfront area aswell help assistance in bilding partnerships for fnding and planning.

The City of Apalachicolas reest for designation highlights the commnitysneed for technical assistance.

This area is experiencing great pressure from real estate speculationand development and there is a strong desire among the residents,the city government and the waterfront stakeholders to develop andimplement a plan for the future of Apalachicolas waterfront.

Other applicants are looking to network with sister waterfront commnities,and some are looking for strctre a way to getfolks on the same page and decide what tochange and what to keep. As an addedincentive, designated commnities

are awarded bons pointson other state fndedgrant applicationsgiven their provendedication to improve

their commnitiesand track record forsccessflly implementinglocal projects.

Some commnities applied for

designation becase they wantedrevitaliation of their declining

downtowns and waterfronts sch as Port St. Joe, St. Andrews, and CrystalRiver. Others were afraid of becoming too sccessfl and losing the heritage andcharm they already had, sch as Fernandina Beach, Corte, and Old Homosassa.Many have tried their hand at revitaliation more than once and in differentways. Several applied for Waterfronts designation more than once - in somecases, the third time was a charm. Others applied for Main Street designation,and several are within commnity redevelopment areas and have had varyingdegrees of sccess, depending on the levels of commnity and political spport.All commnities are sbject to reglar reporting reirements and oversight by

the WFPP which spports local efforts and keeps the grops on target.

The motto for the program might be Once a Waterfronts commnity, alwaysa Waterfronts community. While DCAs nancial support to designatedcommunities is limited to the rst two years in the program, the agency continues

to help the gradate commnities, providing the same kind of personal attentionto keep the commnities in the Waterfronts network. DCA is sometimes able toallocate additional fnding to help implement projects in their vision plans. TheWFPP sponsors arterly Program Managers Meetings at varios locations

arond the state: sally within a designated commnity, and sometimes in acommunity not afliated with Waterfronts that might have a successful programto share. The meetings featre speakers on a range of topics important toredevelopment or protection of the waterfront, inclding environmental isses,disaster resiliency, and new or proposed statewide laws and reglations.Waterfronts Florida commnities share information on a recent problem andsolicit sggestions for resoltion from the experiences of the other commnity

program managers.

VISION

As noted, the earlycommnities werereired to have

a vision in hand atapplication with the intent

that the Waterfronts FloridaPartnership Program wold

help with implementation. Thereirements changed over the

nine years since the programsinitiation. Some commnities

arrive with a vision, others prepare

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the vision during the rst year in the program, and others developed morecreative means of expressing their dreams in lie of a vision docment.Daytona Beach, for example, prepared an architectral model to illstrate what

the commnity wanted its downtown and waterfront to look like; Port St. Joedeveloped a graphic master plan and pt it on a mass mailer to citiens to get

the vision ot. St. Andrews, a distinctive commnity within the City of PanamaCity, prepared a vision prior to application with fnding from the Florida CoastalPartnership Initiative (CPI). The Vilano Beach Partnership developed its visionas part of a larger St. Johns Conty effort before designation as a WaterfrontsFlorida Partnership commnity. Some visions are faithflly followed, with thePartnership Board or Steering Committee ticking off goals and projects on aregular basis. Others have re-visioned to reect changes, particularly given

the changes at the waterfront in some commnities becase of the real estatemarket and recent reconstrction. Other commnities have abandoned theirvision, either becase political spport has waned or becase other agencies,sch as a Commnity Redevelopment Agency (CRA), have taken on many of thephysical projects.

WATERFRONTS FOCuS AREAS AND ACCOMPLISHMENTSWaterfronts Florida Partnership commnities mst incorporate the programs forpriority focs areas into their waterfront vision plans: economic revitaliation,environmental/cltral resorce protection, creating pblic access, and haardmitigation more recently known as resilience. Commnity projects oftenaddress more than one priority. The City of Apalachicola has received some$29.6 million since 2003 to prchase and improve waterfront property for pblicaccess and to design and install new stormwater/water re-se systems to improve water ality.The same projects pls implementation of

the Waterfronts Florida Partnerships visionfor pgrades to a commercial dock area alsospport economic revitaliation.

Vilano Beach is fnding development of a TownCenter and improvements to its main street withhelp from St. Johns Conty and CRA money forpblic access from the Intracoastal Waterway

to the Atlantic Ocean to create a bsiness-friendly environment. Over eleven years the St.Andrews Waterfronts Partnership developedcity docks available to sport, recreation, and

commercial boaters and fostered a dockside seafood market. The Partnershipalso developed boat ramps with waterfront access for canoes and kayaks.The Port Salerno Commercial Fishing Dock Athority (PSCFDA), a member gropof the Port Salerno Waterfronts Partnership, created docks and low-cost, low-maintenance kiosks in a high haard area that can easily be replaced.

Some accomplishments fall into what are known as the small wins categories;other commnities make contribtions to the social infrastrctre. In its early

years, the Panacea grop created partnerships with other commnity gropsto improve a park and a roadside wall with a mosaic composed of scenes of thearea. The same group recently set up a series of new clean-up-x-up projects

that incldes an award for yard cleanp. Separately, the Panacea Partnershiprallied after Hrricane Dennis in 2005 to boost the morale of the commnity bysponsoring a parade, importing snow, and serving p free food at the new event,which celebrated its 3rd anniversary in December 2008 and raised money for

their waterfront revitaliation efforts.

DAY-TO-DAY STRuCTuRE AND OPERATIONS

Some of the Waterfronts Florida Partnership commnities are incorporated asa 501(c)(3) non-prot organization. This IRS designation provides a long-termstrctre focsed solely on waterfront isses and allows the organiation toalso receive grants from non-governmental sorces sch as fondations aswell as donations from private sorces. These grops operate with a board ofdirectors, set of by-laws, and sb-committees. The work of the grop is donein the sb-committees, which are commonly chaired by a member of the board.For other Partnership commnities are closely associated with a local non-

prot, allowing for access to outside fundingstreams. Eight of the Partnerships were either

initially or recently instittionalied in the sensethat the boards fnction solely as an advisorygrop to local government.

The St. Andrews Partnership maintains afll-time program manager to work with thecorporations board of directors, implementplans, and oversee projects. Bradenton Beachis the only other commnity to employ a fll-timemanager who works solely on implementinggoals in the commnitys vision plan. Some

Partnerships depend on grant coordinators or

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planners from local government to handle the day-to-day work, while others relyon grassroots volunteers. Five of the Partnerships maintain ofces at or near thewaterfront, providing a place to meet and serving as a constant reminder of thewaterfronts importance to the commnity.

The day-to-day work of the program managers paid or npaid is similar. Theindividal keeps p with the board or committee, schedles meetings, preparesbrieng materials, and keeps up with the larger world, which usually starts with

local government and local organiations. The same person generally watchesfor grant opportnities and reirements and is always looking for fnding

to implement projects and programs in their waterfront area. The programmanager or in some cases the Board or Committee Chairman from a different

tact, makes speeches, attends commnity fnctions, and develops relationshipswith regional and state agencies also fnctions as a peacemaker, working tokeep internal relationships smooth and sb-committees rnning. These sameindividals make sre that the board revisits the vision from time-to-time and, inbest case scenarios, works to create a strategic plan on an annal basis.

ALLIANCES, PARTNERSHIPS AND SPINOFFSAll of the Waterfronts Florida Partnership Commnities work to developpartnerships with other local organiations, local government, and regionaland state agencies. For of the commnities developed a partnership withone another. St. Andrews, Panacea, Apalachicola, and Port St. Joe banded

together to create the Panhandle Peers, obtained a grant, and created abrochre that encorages travelers to follow scenic u.S. 98 to visit each of theFlorida Waterfronts Partnership Commnities. Other commnities have talkedabot creating a similar sb-grop by geography.At one point, several of thecommercial shing-oriented waterfronts discussed sponsoring a brochure to

rote torists to commnities that cold inclde Fernandina Beach, Mayport,Port Salerno, San Carlos, and Corte.

Daytona Beach, Fort Walton Beach, St. Andrews, and Fernandina Beach eachhave an active commercial district as well as a working waterfront. In somecases, these commnities also soght designation nder the Florida Main Streetprogram, which provides services to expand fnding and capacity-bildingopportnities for economic revitaliation in the commnitys historic downtown.

CHALLENGES

Waterfront commnities face many challenges. Over the last year, manycommunities faced signicant budget cuts and, in some cases, have lost nancial

spport from the local government agency that sponsored them. Fort WaltonBeach eliminated its program manager once it reached gradate stats. TheWaterfronts Partnership was encouraged rst to form a non-prot corporationbt the city ltimately decided to leave operations as is with the board being anadvisory grop to the commission. Withot spport from the local government in staff or overhead costs such as paper, ofce space, or computers and

telephones it is difcult for the committees to carry on or remain focused.Oak Hill lost support because the retraining of the local shermen to other jobsafter the net ban generally failed and the locals moved away; althogh mostrecently the city is once again gaining interest in the Waterfronts network de

to a strong citien leader. Mayport lost local government staff spport largelyin part becase of a battle between the Waterfronts committee and the Cityof Jacksonville, over a proposed crise ship terminal in the village. Othercommnities are strggling with the preservation of the exact indstry thatWaterfronts Florida was created to help save - the commercial shing industry.Crrently, property vale in Florida is assessed on its maximm potential se, noton what it is being sed for today, based on comparisons to similar properties in

the srronding area. Legislation that was passed in 2005 that was meant to help

waterfront property owners with tax relief throgh a tax deferral program wasgenerally considered a failre. In a srvey condcted by the university of FloridaConservation Law Clinic, less that 20 percent of the respondents indicatedinterest in the tax deferral program, citing that they have already experiencedan increase in debt in large part de to rising property taxes, and are concerned

that if they used the tax deferral program, their nancial situation would onlyworsen in the long rn (http://www.law.u.edu/conservation/waterways/waterfronts/pdf/property_tax_deferral.pdf).

The law has also been criticied for helping to encorage and allow hotels andmotels to alify as a working waterfront se land ses that sally edge ot

commercial shermen. Cheaper seafood from foreign sources does not help theplight of the indstry, and withot being able to make a living doing what theyknow, many local shermen have cashed out and sold their property to thosewho want to redevelop this ndertilied property. However, a November 2008ballot measre may help alleviate the working waterfront tax brden startingin 2010. Approximately 70 percent of Florida voters decided that assessmentsof working waterfront property shold be based on crrent se, with workingwaterfront property being dened as:

land used predominantly for commercial shing purposes; land that isaccessible to the public and used for vessel launches into waters thatare navigable; marinas and drystacks that are open to the public; and

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water-dependent marine manufacturing facilities, commercial shingfacilities, and marine vessel construction and repair facilities and theirsupport activities.

Additionally, Floridas growth management laws have long prohibited increasesin residential ses along what is known as the Coastal High Haard Area whichis currently dened as coastal areas subject to inundation by storm surged froma Category 1 hrricane. However, non-residential properties are not sbject to

this rle, and local governments have been able to change their oning and landse to designations that allow for the constrction of condominims and hotels,limiting pblic access and views to the waterfront. Faced with the choice ofkeeping a declining, blighted waterfront or encoraging re-development and anincrease in the local tax base, many commnities have chosen the latter.

In spite of these pressres, some commnities, like the Village of Corte,manage with the help of their local government to keepthe character of

their commnity intact throgh the skillfl se of oning, design gidelines, andraising money to leverage grant fnds to prchase waterfront property otrightso that it can never be developed.

The Waterfronts Florida Program acts as a commnitys advocate and ombdsmanto nd answers to specic waterfront issues raised by communities. Solutionsto the challenges above will contine to be explored throgh partnerships at thestate and local levels.

TAKE AWAYS / LESSONS LEARNED

Waterfronts program managers and activists in each commnity discssed thechallenges they have faced the short-term and the enduring, including nding

fnding, recriting volnteers, and learning to navigate political systems. Theywere also able to put these difculties into a framework that we have titledLessons Learned offered by the experienced partnerships in their ownwords to emerging leadership in other Florida commnities:

One-on-one contact with lots of different stakeholders isimportant. Kids for example, get to the kids; a lot of older peoplewont come to meetings go to senior center lnches.

Everything is at a local levelpolitical and personal.

Find the most effective person to send to ask for something,may be a brother, an ant, or somebody whos been arond for

a while.

We spent a year selling to one bnch of commissioners,then commnity switched commissioners in an election andwaterfronts wasnt their thing. Its been an phill challenge,selling this to them.

Every time the elected ofcials change, the staff changes. Itsscary when yo dont know the peole any more.

Persistency can be effective.

Develop and maintain relationships with the press. Develop and maintain relationships with the people that

want to stop yo.

Ask other clbs to help yo.

Involve yor commnity at the beginning.

Work with yor local government, follow p with the vision, letthem know yore there, these are the things were doing, wewant yo here to help.

Set realist goals goals yo can meet.

The for priority areas helped to keep the board focses.

Have local government staff, get a long-term writtencommitment by local government for monetary spport for astaff person or it wont matter.

Pblicie what the grop is doing, no less than once a month.

Keep p with the reports, the breacracy of the grant.

Make sre yo know who has the state lands sbmergedlands leases.

Were blaing trails, which is still a weakness. Everybody islearning something they didnt know before.

Get a liaison with the local government bt remember thatstaff change, they retire or move on.

Keep in toch with other local government grops, get a seatfor the Waterfronts grop on advisory boards.

Dont be afraid of the task everything is doable, have a goodattitde.

Be sure you nd and use all of the resources that areavailable.

The People are the most important thing with the peoplenothing happens, bt yove got to learn to get along, to nite.

Dont be afraid of opposition. Invite the lodest opponent to bea part of the committee.

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Waterfronts Florida Program Snapshots

Community Case Studies

Apalachicola

Bagdad

Bradenton Beach

Carrabelle

Cortez

Crystal River

Daytona Beach

Eau Gallie

Fernandina Beach

Fort Walton Beach

Old Homosassa

Mayport

Oak Hill

Panacea

Port Salerno

Port St. Joe

San Carlos

St. Andrews

Steinhatchee

St. Marks

Vilano Beach

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Apalachicola

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Apalachicola

Community SnapshotVISION: Maintain the unique character, scale and small-town feelof Apalachicola through support of the local seafood industry. TheWaterfronts Partnership will work to preserve and promote the

history and traditional commercial uses that make this district sounique.

DESIGNATION: 2003

APPLICANT: City of Apalachicola

STATUS: Active; the Chamber of Commerce turnedadministration of the Partnership over the City of Apalachicolain 2007. The city, in turn, appointed a seven-member advisorycommittee that reports to the City Commission; the committeemeets as needed by project. City staff serve as ProgramManagers and attend Waterfronts Florida functions including thequarterly Program Managers Meetings.

KEY ACCOMPLISHMENTS: Key waterfront property acquisition forpublic spaces and parks; upgraded walkways and car parks; docksand piers repaired; renovated Battery Park marina; marketingbrochures; design guidelines; named one of the National Trust forHistoric Preservations Dozen Distinctive Destinations for 2008.

CURRENT CHALLENGES: Identication of funding; derelict vesselremoval.

FUTURE ENDEAVORS: Implement Phase 1 at Scipio Creek (theMill Pond); work to connect waterfront to off-water parks; createa kids water park at the waterfront; establish a waterfront sitefor the sale of fresh seafood; make improvements to sewer andwastewater systems to protect Apalachicola Bay.

FLORIDA ASSESSMENT OF COASTAL TRENDS DATA:

Number of Active Volunteers: 6

Public Dollars Contributed: $12.5 million

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Doen Distinctive Destinations in 2008, a title bestowed by the National Trst forHistoric Preservation.

THE WATERFRONTS

Apalachicola and the whole of Franklin County are dened by waterthe river,

the creeks, the bay, the estary, and the Glf of Mexico. The Conty fnctionedas a major port p to and dring the u.S. Civil War, with warehoses andbsinesses spporting shipment of cotton and goods from inland plantations toother parts of the United States and overseas. The oyster and shing industryemerged by the 1880s, helped along by development of the ice machine byApalachicolas own Dr. John Gorrie in 1851. His story and local grave contribte

to the historical importance of the commnity.

Today, Apalachicola prodces roghly 80 to 90 percent of the oysters harvestedin Florida and is the home of the Florida Seafood Festival, where King Retsyo

(oyster spelled backwards) reigns over the oldest maritime event in the state.Oysters are hand-tonged by oystermen working from homemade wooden boats,landing the catch at the waterfront in Apalachicola, the Miles west of town,or alongside u.S. 98 in Eastpoint on the eastern shore, depending on time-of-year and long-term relationships with seafood dealers. Crabbers set traps in thebay and prodce soft-shell crabs or peelers in backyard tanks. Commercialshrimpers remain offshore for extended periods of time, depending on ice oronboard-freeers to process the catch at sea, then sell at the dock. Semi-

tractor trailers and local trcks hal seafood tomarkets in Florida, arond the Glf Coast, and to

other parts of the contry. Sport and recreationalshermen plow the same waters with hook-and-line. Timber and seafood sstained thelocal people for generations, both decliningin recent years with competition of globalmarkets, changes in corporate bsiness plans,government reglation, and loss of freshwater topstream cities. Government, tilities, and workin constrction and torism contribte to theconstellation of economic opportnities as thearea becomes a destination for short-term andseasonal torists interested in a water-based

Apalachicola

Apalachicola anks the Apalachicola Bay, an estuarine system that serves as anrsery grond for shrimp and seafood harvested inshore and in the north andcentral reaches of the Gulf of Mexico. The Panhandle Citys namesake theApalachicola Oyster, which is known to chefs across the nation is harvestedfrom the bay that is recognied as a national treasre and one of FloridasOtstanding Waters.

The City serves as the conty seat of Franklin

Conty, where some 85 percent of the land iseither preserved for conservation by federal andstate governments. The 12,000 or so inhabitantsare divided between two cities Apalachicolaand Carrabelle, another Waterfronts FloridaCommunity and a string of unincorporatedcommnities, sch as Lanark Village, St. JamesIsland, Alligator Point, and Eastpoint that mark thescenic coastal highway u.S. 98, and the offshorebarrier isles of St. George and Dog Islands. Withmore than 200 historic homes located inside the

city limits, Apalachicola joined the ranks of the

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REVITALIzATION: A CASE OFCONTINuOuS IMPROVEMENT

Apalachicolas work to revitalize its waterfront reects a continuum:the story is based on a collection of ideas, plans, and activities, somethat go back to the 1980s and the towns rst planner, John Myers.While the commnity became a Waterfronts Florida Partnership in2003, the City itself has long been active in the planning and grant-getting sphere, the life-blood of protecting, rebilding, and renovatingpblic property.

Fnding is bolstered in part by the potential for line item allocationsfrom the Legislatre and points awarded to commnities holdingstate designation as an Area of Critical State Concern. The Citywas awarded grants over the last eight years from local, regional,state, and federal organiations to prchase waterfront bildingsand open space, pgrade walkways and car parks at Veterans Park,repair Water Street docks damaged in the 2004-2005 hrricanes, and

renovate the Battery Park Marina at the soth edge of town.

THE WATERFRONTS FLORIDA PARTNERSHIP

The Apalachicola Bay Chamber of Commerce partnered with the City ofApalachicola to seek designation as a Waterfronts Florida Partnership Programin 2003 at the height of the nationwide real estate rn p. The Citys applicationpainted a pictre all too familiar to coastal commnities in that economic period:

This area is experiencing great pressure from real estate speculationand development and there is a strong desire among the residents,

the city government and the waterfront stakeholders to develop andimplement a plan for the future of Apalachicolas waterfront.

The area of interest is bonded by Water and Commerce Streets on the east,6th Street on the west, and the two marinas one known for sport andrecreational boats and another for commercial vessels to the south andnorth. The waterfront restarants, hotels, a Coast Gard otpost, and seafoodprocessors busy with the buying and selling of sh, oysters, shrimp, and crabsall frame Veterans Park, the crrent centerpiece for revitaliation and a part of

the walkable downtown.

The Waterfronts Committee rst encouraged property owners to think aboutwhat they cold do with their properties, individally and collectively; to

experience, ecotorism, and the world class beaches off St. George Island.Apalachicola, rich with historic and cltral activities, shops, pictresewaterfront and all within a walkable community has its own strong drawfor visitors. Torism has been a leading economic engine in recent years.

PICTuRESquE BuT FRAGILE:THREATS TO WATERFRONT

In 1985 the oysters and the local economy failed after Hurricane Elena anda series of tropical storms ooded the bay with freshwater and wind-whippedwaves scored the beds. In 1994, Florida voters amended the Constittion to ban

the se of most nets for seafood harvest in state waters, a decision that weakenedthe commercial shing industry and the sh house/seafood processing systemthat maintained the working waterfronts statewide. By 2003, ad valorem taxesshot up on individual properties, fueled by real estate ippers, threateningsmall, traditional waterfront bsinesses. In 2005, Hrricane Dennis damagedoyster bars and destroyed waterfront bildings and processing eipment. Then

the harmfl algal bloom known as red tide broke ot, closing the bay to harvesting

and leaving behind local damages that, componded by the wreckage of thestorms, tallied more than $40 million.

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think abot reasons to stay in bsiness instead of selling ot to waterfrontdevelopment; and to think abot how to preserve a place at the waterfront forofoading sh. This work led to the formation of a Waterfront Property OwnersCommittee.

By Agst 2004, after a year of committee and sb-committee meetings,the Waterfronts Grop was ready for broad-based commnity contact. Theschedled pblic workshop drew in 80 individals involved in the development

of a common vision, and more came for sbseent meetings.

The Partnership initiated work to revitalie the Scipio Creek marina area at thenorth end of the waterfront to add a restarant, dock space, and a market forselling seafood directly from the boats. In 2006, the grop worked throgh theCity Commission and obtained a $50,000 grant from the Governors Ofce ofTorism, Trade, and Economic Development (OTTED) to consider the feasibilityof hal ot services for large commercial and recreational boats and yachts.

The Partnership also prodced soft changes that strengthened the socialinfrastrctre beyond the traditional bsiness of revitaliation by speaking in

favor of the creation of an independent Seafood Advisory Committee, whichin 2008 spearheaded pblic acisition of waterfront property at Two Mile topreserve a seafood landing area for oystermen. The Partnership worked tobring disaster planning for historic homes to the attention of local government,

participating in a srvey of bildings condcted by 1000 Friends of Florida. On aregional scale, the grop participated in The Panhandle Peers, a collection ofWaterfronts Florida Partnerships, to market Northwest Florida as a destination.

SuSTAINING THE WATERFRONTS INITIATIVE

The Chamber of Commerce stepped back from the Waterfronts Partnership andpassed leadership off to the City Commission in 2007. In trn, the commissionersappointed a six-member Waterfronts Working Advisory Committee to oversee

the implementation of the commnity vision, inclding the start of Phase 1that wold make improvements to the Scipio Creek dock and set p hal otservices. Other projects for 2008 inclded contination of renovations at BatteryPark Marina and design and constrction of renovations at Riverfront Park thatinclude a 420-foot boardwalk/pier to create new space for ofoading seafoodfrom commercial boats. The City also has plans to begin to tie the waterfrontpark areas to off-water parks sch as the Three Service Men Soth VeteransMemorial. The City contracted the Fanning Institte at the university of Georgia

to develop visions of the pblic waterfront, with an eye toward landscape,physical improvements, and historical design.

Photo:PaulW.

Puckettwww.f

ickr.c

om/photos/paulstravelpic

s

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Two separate initiatives one sponsored by the City, the other by waterfrontproperty owners focus on updates to the local comprehensive plan. The City,which is an Area of Critical State Concern, will receive technical assistancefrom the Florida Department of Commnity Affairs to prepare its Evalation andAppraisal Report (EAR) for the plan, which has not been pdated since 1991.The recommendations will resolve, among other things, conicts between

the comprehensive plan and the land development code as applied to thewaterfront area. The goal is to maintain a historic working waterfront district

in the City of Apalachicola. Separately, the property owners, a continationof the Waterfronts Committee by the same name, hired a planner to condctresearch and draft an economic development element for the comprehensiveplan, which can be taken into consideration by the Commission.

CHALLENGES

The biggest challenge in Apalachicola, as in most commnities, is money.Where can the City get the fnding to take on the next phase of the vision, thenext project? Beyond the dollars and cents of bying, improving, and managing

waterfront property, the City contines to experience problems with derelictvessels the sunken or half-sunken boats abandoned by owners. Removalcan be difcult: owners have to be located and notied, in some instances aprocess that delays other projects. Yet the City moves on with its long-termvision melded with the Waterfronts Partnership plans, nderscoring whatcould be the motto for waterfront revitalization in Apalachicola steady asshe goes.

This area is experiencing great pressure from real

estate speculation and development and there is a strongdesire among the residents, the city government andthe waterfront stakeholders to develop and implement aplan for the future of Apalachicolas waterfront.

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Bagdad

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Bagdad

Community SnapshotVISION: A beautiful and safe community closely connectedto the water, the Village of Bagdad is a residential communitycommitted to maintaining and enhancing its unique historic

character and natural resources. Recreation and culturalopportunities abound, and small businesses complement thenatural and historic character of the area. Bagdad residentsenjoy a quality of life that fosters pride, welcomes visitors, andencourages families to remain for generations.

DESIGNATION: 2005

APPLICANTS: Blackwater River Foundation and Santa Rosa County

STATUS: Active; committee and sub-committees meet regularly;Partnership formed a separate non-prot corporation in 2007 towork solely on waterfront issues.

KEY ACCOMPLISHMENTS: Update to Land Development Codeclarifying Historic Zoning District development regulations,creation of design guidelines and conservation overlay; Mill SitePark Master Planning; Community Lighting Program; Vegetationsurvey of Bagdads waterfront; Creation of the Bagdad FrontPorch Art Stroll; Adoption and Development of the Ollinger &Bruce Shipyard Trail Pocket Park; Bagdad Community AwardProgram for Beautication and Historic Preservation; Community-wide Cleanups; Development of Intensive Outreach Program toEnhance Public Participation.

CURRENT CHALLENGES: Need for additional volunteers; seekingfunding to complete projects in vision plan.

FUTURE ENDEAVORS: Waterfront District Master Plan; constructionof Bagdad Heritage Trail; streetscaping.



Volunteer Hours Contributed: 20,735

Public Dollars Contributed:$5.2 million

Private Dollars Contributed: $2.5 million15


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Bagdad

The Village of Bagdad lays claim to a rich waterfront history toldin many chapters, each reliant on access to natral resorcesand the waterfront. The commnity grew p as a mill town,dependent on freshwater from Pond Creek for power and theBlackwater Rivers link to the Glf of Mexico for shipping.Lmber mills and shipyards appeared in this Florida Panhandle settlement by

1760, creating an infrastrctre for factories and freight handling operations thatsstained residents for more than 150 years. The waterways were the lifebloodfor all indstrial activity from powering steam engines to transporting goods

throghot the world.

After years of decline, the 1970s saw a revival on the Bagdad waterfront whena concrete plant set p shop to make pre-stressed concrete prodcts at theold lumber mill site located at the conuence of Pond Creek and BlackwaterRiver. Dring the 1990s asphalt prodcers sed the site for prodction btdeparted after a series of problems and legal action linked to alleged polltionand destrction of natral resorces. The owners, as part of a global settlement

with the state, eventally donated the 20-acre waterfront tract to the State ofFlorida for se as a park, now known as the Mill Site Park.

The once indstrialied waterfront stands vacant today. What bildings remainhave been damaged by hrricanes and vandals, and plans to trn the site intoa commnity park were delayed by Hrricanes Ivan and Dennis. The site is

littered with debris and barricaded by chain link fencing, gates, and locks. ThePartnership and Santa Rosa Conty developed a master plan which will gide

the evental development of the park.

The present-day village is a mix of one and two story hoses, mostly frame;some historic, all clstered nder a heavy canopy of live oaks draped withSpanish Moss. People sh and put in boats at Oyster Shell Pile Boat Landing.

Chrches, an elementary school, and the Bagdad VolnteerFire Department bespeak commnity life. Many of the peoplehave been here for generations. Residents old and new like

the character of the community the feel of a small, off-the-beaten-path village with the absence of big box stores, andwhere people know one another by name.

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The lack of a modern, local economic base is an isse in Bagdad, which servesas a bedroom commnity for nearby Milton and Pensacola. While no oneforesees revitaliation of the indstries that created the village, locals hope to

take a non-consmptive approach to draw attention to the areas abndantnatral resorces throgh its heritage and ecotorism, perhaps drawing insmall shops, a seafood restarant, and a bed and breakfast to complement thefew existing bsinesses.

HISTORY OF THE WATERFRONTS FLORIDA PARTNERSHIP

Bagdad needed a way to envision and set a path toward a positive ftre ofthe village. Yet, when commnity projects were discssed, they were met withskepticism and often viewed as items on someones private agenda or haphaardattempts to control commnity process.

Enter the Waterfronts Florida Partnership Program, which recognies visioningas the catalyst for change within a community. A local non-prot organization the Blackwater River Foundation partnered with the Santa Rosa Countygovernment to seek the designation in 2005, with the hope of developing acommnity-based vision to revitalie the waterfront area and protect the existingBagdad National Register Historic District.

The Partnership established a steering committee of 20 and hired a programmanager to oversee and manage the day-to-day bsiness. With an eye to thepast, the grop worked to involve the commnity. They established a separate,ad hoc visioning committee to gide development of the plan and to solicitbroad-based pblic participation. The committee staged a series of small gropsessions as orientation to maximize involvement, dene the process and build

trst.

The Partnership and its predecessor, the Blackwater River Fondation, beganto establish working relationships throghot the broader Santa Rosa Contycommnity soon after designation. Invitations went ot to civic organiations,churches, the re department, and the elementary school within the programarea. Members of the Partnership met with Santa Rosa County ofcials and

made presentations to the Conty Commission and the City Commission innearby Milton. The committee mailed invitations to property owners, postednotices in pblic areas, pblished articles in commnity newspapers, and sentvolnteers hose-to-hose to spread the word abot the pcoming visioning.The Partnership extended ofce hours, inviting those who could not attendmeetings at schedled times to drop by when convenient.

The hard work paid off. At its rst meeting, the Partnership welcomed dozens ofvillage residents and commnity grops, as well as nmeros representativesfrom Santa Rosa Conty, the City of Milton, state agencies, Main Street Milton,

the West Florida Regional Planning Concil, and The Natre Conservancy.

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Nearly 200 people took part in the visioning process. They expressed concernsthat focsed on gidelines for the historic district, environmental protectionfor the previosly indstrialied waterfront, opening now-closed waterfrontpublic lands, and recovery after hurricanes. The Mill Site Park was identiedas the focal point for a hoped-for ecotorism waterfront economy, in partbecase of its proximity to thosands of acres of pblic lands and waterways.The committee staged a separate visioning workshop for the Bagdad Mill SitePark to accommodate specic interest in the area. The creation of a cohesive,

all-inclsive commnity vision plan is credited with defsing criticism anddeveloping spport for new project ideas.

The Waterfronts Partnership worked closely with varios Santa Rosa Contyagencies to accomplish the following actions:

Develop the Bagdad Conservation Overlay District, creatingarchitectral gidelines for the historic district that incldesoning standards tailored to varios parts of the Village tonderscore the commnitys distinctive elements.

Work with the Santa Rosa Sheriffs Ofce to explore options

available to crb crime in Bagdad by creating a lighting andsignage program that is credited with a decrease in Villagecrime.

Held pre-visioning meetings to develop trafc calming optionsthat deters speeding throgh the Village.

In 2007, the Partnership adopted a one-acre riverfront parcel from the NorthwestFlorida Water Management District adjacent to the Oyster Shell Pile BoatLanding to develop a passive-se pocket park. Volnteers, in partnership withSanta Rosa Conty, cleared the land and bilt a picnic pavilion in 2008. Native

trees have been planted and a split rail fence set up to dene the park beside the

Blackwater River, which is designated as one of Floridas Otstanding Waters.

The people of Bagdad are determined to maintain the residential atmosphereof the Village while encoraging development of a small base of commercialactivities related to ecotorism. The Partnership intends to develop a masterplan for the Bagdad Mill Site Park and the srronding waterfront area toidentify commercial activity compatible with waterfront recreation and theVillages ality of life. The Partnership with local government paid off in otherways. In addition to providing administrative and professional services for theWaterfronts Committee, the Conty waived permitting fees and provided labor

for projects that inclded relocation and installation of signs, constrction of apicnic pavilion, and roadway improvements.

The people of Bagdad are determined to maintain theresidential atmosphere of the Village while encouragingdevelopment of a small base of commercial activitiesrelated to ecotourism.

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SuCCESSION

At the end of the two-year designation cycle, the Bagdad Waterfronts FloridaPartnership recommended creation of a non-prot organization focusingexclsively on implementation and extension of the Waterfronts vision. ThePartnerships steering committee served as the initial board of directors for

this inclsive new organiation. The Blackwater River Fondation transferredall grant assets to the Bagdad Waterfronts Florida Partnership. The Board of

Directors includes a Santa Rosa County planning ofcial, the districts CountyCommissioner, representatives from civic grops, and many residents. Allmeetings remain open to the pblic and decisions and recommendations aremade with broad commnity inpt.

CHALLENGES

The historic district was a lightning rod for disagreement in Bagdad throghotthe rst year of the Waterfronts Partnership. Soon after designation, a cadre ofBagdad residents petitioned the Santa Rosa Board of Conty Commissioners to

remove the Village from the National Register of Historic Places, a designationthat had been in place since 1987. The reest inclded elimination of alldevelopment reglations attached to land within the historic district. TheCommission nanimosly tabled the reest ntil after completion of theWaterfronts Partnership visioning process. The development of the BagdadVillage Historic Conservation Overlay District emerged from that work.

Like many grops in small commnities, the Bagdad Partnership is long on ideasand perpetally short on money, yet they persist, reaching beyond the waterfront

to meet the needs of the whole commnity and to recrit additional volnteers.In 2008, the Pblic Access Committee began to prioritie items from the vision

plan for the Mill Site Park, which inclded tasks sch as setting goals andactions to reduce invasive plants and replant native ora and nding funding toget the engineering work done. Beyond the mechanics of organiing and getting

the work done, the Partnership and its members maintain an enthsiasm andenergy for the ftre of their village.

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Bradenton Beach

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Bradenton Beach

Community SnapshotW.A.V.E.S.: Waterfronts: Accessible, Viable, Ecological,Sustainable

VISION: Bradenton Beach is a small, friendly island community

that values the civic pride of both permanent and seasonalresidents, maintains its Old Florida charm, and respects itsbountiful natural resources. History, hospitality and spirit are thehallmarks of our thriving waterfront, offering ease of mobility byland and sea.

DESIGNATION: 2005

APPLICANT: City of Bradenton Beach

STATUS: Active; meets at least once a month. The W.A.V.E.S.Committee combined with the Scenic Highway Committee in

2007 to become Scenic WAVES.PARTNERS: Scenic Highway; CRA; Island Chamber of Commerce;Manatee County FDOT; Manatee/Sarasota MPO; Sarasota BayEstuary Program; Historic Bridge Street Merchants Association;Anna Maria Island Historical Society; FWCC.

KEY ACCOMPLISHMENTS: Visitors Guide; Cloth Bag Project;parking master plan; Enviroscape traveling stormwatereducation program; Trolley~Up campaign; Eco Expo; gatewayenhancement; shoreline restoration; installation of biodegradabledoggie bags to reduce pet-waste runoff into the bay.

FUTURE ENDEAVORS: Recreational Boating Master Plan; ScenicByways plan update; Communities for a Lifetime.




Private Dollars Contributed: $3.8 million

Photo:darac

audill/islandphotography.o

rg

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Bradenton Beach

No matter where you stand, you are never

more than 350 feet from a waterway.The City of Bradenton Beach stretches for miles along the sothern end of AnnaMaria Island as a gateway to the Glf of Mexico. Beach-goers head for the sgarsand beaches, and boaters ply the waters of Anna Maria Sond and SarasotaBay. The commnity of some 1,500 persons is located in Manatee Conty and isknown for torism and beachside homes for permanent and seasonal residents.

The modern-day economy of the City is linked to tourism. The rst hotel herewas bilt in 1906. The commnity was accessible only by boat ntil 1922 when

the rst bridge was constructed between the mainland and the island. Originally

known as Corte Beach, Bradenton Beach eventally became the center ofcommerce on Anna Maria Island, sporting a grocery store, gas station, a dancehall, a bathhose, and an inn. A portion of the original wooden bridge serves

today as a community shing pier located at the end of the aptly namedHistoric Bridge Street.

W.A.V.E.S. THE FIRST WATERFRONTS COMMITTEE

The City of Bradenton Beach the entire ve square miles of the municipality was designated as a Waterfronts Florida Commnity in 2005. The committee known as W.A.V.E.S., an acronym for Waterfronts: Accessible, Viable,

Economical, and Sustainable worked with a program manager, who served

simultaneously as an elected ofcial during the rst two years of the partnership,to develop a vision, mission, and action plan.

The vision reects the residents intent to be known as a small, friendly islandcommnity that vales the civic pride of both permanent and seasonal residents,maintains its Old Florida charm, and respects its bontifl natral resorces.

Treasures and dreams identied in Bradenton Beach focused on access tothe water and waterfront by foot, boat, and atomobile and protection ofnatral resorces and residential areas. The vision also considered possiblebt ndesirable ftres; inclding:

We become a privatied, gated, naffordable commnity withfewer permanent residents and less commnity pride andinvolvement;

There has been a loss of historical strctres and everything isbrand new; and

We dont want to drive down the street, cant see the water andcant tell we are in a beachfront commnity.

With technical assistance from DCA, W.A.V.E.S. designed and pblished avisitors gide to the city, highlighting torist attractions that focs on thenatral amenities the commnity has to offer. The gide promotes bird, dolphin,

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and manatee watching, biking on the mlti-se trail that rns along the beach,kayaking, and scba diving at the Regina Shipwreck underwater ArcheologicalPreserve, as well as edcation information for torists regarding sea trtlesand the how to for disposing of trash, lling holes, and refraining from usingashlights or shining headlights on the beach.

The committee initiated programs to market itself and the goals of the vision. The4th annal Eco Expo was held in March 2008. The expo focsed on environmental

isses sch as water conservation, sea trtles, wildlife, biodegradable prodcts,native landscaping, and water ality. The grop added a native plant sale to lastyears event; local vendors offered plants and information to help attendees take

the guess-work out of nding drought-tolerant, native plants for landscaping.The committee also co-hosts the Bridge Street Festival, where the Citys mainstreet is closed to vehicular trafc and open for local merchants to sell theirwares on the sidewalk, where msicians and artists line the street.

Individal establishments and merchants also work to promote the BradentonBeach area. The Beach Hose restarant, whose owner is a committeemember, hosts an annal Sand Blast featring a sand sclpting competition.

Proceeds from the competition go to Keep Manatee Beatifl, a local offshootof the Keep America Beatifl program that organies volnteers to participatein litter cleanups, outdoor beautication projects, and tree and ower plantings.

W.A.V.E.S. sed the Girl Scot approach to increase membership and meetingattendance: members encoraged each other to bring a friend. The start-pgrop, comprised of local bsiness owners, residents and at least one jornalistwho reported committee activities in the local newspaper, met at least monthly.

SCENIC WAVES

The original W.A.V.E.S. committee merged in 2008 with BradentonBeachs Scenic Highways Committee to form the Scenic W.A.V.E.S.Partnership Committee, which serves as a sper advisoryboard to the City Commission. The grop fnctions with co-chairs,consisting of one person from each of the original grops. Theprogram manager, who worked with W.A.V.E.S., stayed on as a fll-

time employee to organie capital projects, grants, and meetingsrelated to the Citys Commnity Redevelopment Area.

While the timing of projects sometimes overlaps the organiational

shift, the Scenic W.A.V.E.S. committee recently obtained partialfnding from the Sarasota Bay Estary Program for two of its

signatre pblic awareness programs: these of cloth bags instead of plastic and

the pet waste eradication project. Thecloth bag program seeks to eliminate these of plastic shopping bags in the City,particlarly on the beaches. The cloth bagsshowcase the W.A.V.E.S. logo on the frontas well as local vendor sponsors. Scenic

Waves installed pet waste disposalstations that offer biodegradable bags topet owners in areas with high dog-walking

trafc.

The grop partnered with the SarasotaBay Estary Program, Sierra Clb, and Manatee Conty Volnteer Services

to remove 12,000 ponds of concrete rbble and replace it with salt marshcordgrass at the Herb Dolan Neighborhood Park. The new grass beds provideadditional marine habitat stabiliation of the shoreline.

Throgh a DCA technical assistance grant, Scenic W.A.V.E.S. also hired aconsltant to condct a parking stdy for the CRA to ensre accessibility to localbsinesses. Once completed, the committee weighed the options and decided

to prse a Trolley~up campaign, where signage and commnication with thebsiness commnity wold be improved to promote the se of the trolley thatprovides service along Anna Maria Island from Holmes Beach to St. ArmandsCircle and downtown Sarasota. While pblic parking is available at the localbeaches, the commnity wanted to redce the nmber of cars that se the roadand park on nearby neighborhood streets yet, at the same time, spport thegrowth of the local economy. A local artist donated her time and talent to sketch

the logo for the campaign.

The Bradenton Beach Partnership initiated and maintains manyaccomplishments. The Partnerships new organiational strctrewill allow for the Partnership to expand the list of commnityimprovements. upcoming projects for the City and ScenicW.A.V.E.S. include consideration of a mooring eld, development ofa recreational boating master plan, an pdate to the Scenic HighwayCorridor Management Plan, and boat lanches for non-motoriedcraft.

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Carrabelle

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Carrabelle

Community SnapshotVISION: Carrabelle is a community that cares about ourneighbors and our environment. We are committed to protecting,preserving, promoting and enhancing:

Our cultural and historical resources Our waterfront environment

Our aquatic ecosystem

Our access to the waterfront

Our unique history, character and sense of community

We are equally committed to:

Working to sustain marine industries and

Enhancing public safety and

Creating an environment for economic growth andprosperity

DESIGNATION: 2007

APPLICANT: City of Carrabelle

PARTNERS: Carrabelle C.A.R.E.S.; Friends of the CarrabelleWaterfront.

STATUS: Active; Steering Committee and Sub-Committees meetregularly.

KEY ACCOMPLISHMENTS: Establishing the Carrabelle WaterfrontsFlorida Partnership ofce at the waterfront; wharf-side

improvements for accessibility and education; historical resourcessurvey grant



Volunteer Hours Contributed: 11,329


Private Dollars Contributed: $112,000

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Carrabelle

The City of Carrabelle is located in Franklin Conty, some 80 miles soth ofTallahassee and 80 miles east of Panama City. The town of 1,300 is dened by theCarrabelle, Ochlocknee, New, and Crooked Rivers, the St. George Sond and theGlf of Mexico. The commnitys way-of-life is tied to its natral resorces. The

timber indstry began to thrive after the Civil War, contining in some form andvarying in intensity into modern times and characteried recently by corporate

plans for large scale land development. The City and other parts of coastalFranklin Conty are known for prodction of seafood and for easy access tothe Gulf for sport and recreational shing. Carrabelle was known in the 1950sfor party boats that carried tourists offshore for day-long shing expeditions.Carrabelle is the last deepwater port near the eastern termins of the protectedGlf Intracoastal Waterway that begins at Brownsville, Texas.

Often described as nspoiled, Carrabelle straddles u.S. 98, a designated ScenicByway that winds its way along the Florida Panhandle in an area known as theForgotten Coast. The City is sitated between Apalachicola to the west andPanacea to the east, both designated Waterfronts commnities. Low, single and

two-story homes prevail, located near the highway with commercial bildings

or perched atop a series of ancient dnes. Newer strctres claimed parts ofthe waterfront and some off-water locations over the last 10 years, jtting two-to three-stories into the sky to meet ood height restrictions imposed on newcoastal constrction, providing second homes or short-term rentals for torists.Three seafood processors remain active in the City, each operating at off-waterlocations. One packs and ships shrimp and sh, another is licensed to shuck and

sell raw oysters, and the third handles clams grown on leased beds at AlligatorHarbor at the eastern edge of the Conty.

Most of the commercial shrimp boats have moved on in recent years aswaterfront property once sed for tie-ps was sold for marinas and/or hosing.An eastside stretch remains home to two or three captains who anchor atabandoned piers. Another shrimper prchased waterfront property to secrea place for his boats, selling seafood nearby at The Fishermans Wife, a tinyestablishment located alongside u.S. 98.

A Coast Gard station sits at the end of Marine Street on the east side of theriver, sharing a spit of land with an Air Force defense tracking otpost. NearbyCity-owned docks, bilt in recent years with state grant money, provide landsideshing for non-boaters and tie-up space for sport/recreational boats. Traditionaldock space was lost on the west side of the river circa 2004, when state-ownedproperty at Timber Island was sold to a land development company. Theremaining island waterfront provides a conty boat ramp, condo developmentwith a restarant, a major marina, landing space for law enforcement and anoff-water site for dry stacks and a boat repair yard.

FROM FRIENDS OF THE WATERFRONT

TO WATERFRONTS FLORIDACarrabelle has faced dramatic changes in recent years. The frenied paceof real estate development in the early 2000s led to discssions abot heightrestrictions, changes in the oning codes, and estions abot what to do with

the waterfront. The local Chamber of Commerce and a developer condctedseparate visioning processes within a year or two of one another, neither ofwhich was accepted by the City Commission. The grondwork for a third vision with a goal xed on revitalizing the waterfront and the entire local economy began in 2006 with a group known as Friends of the Carrabelle Waterfront.The 16-member steering committee met every cople of months to consider

what cold be done. Committee members represented the local Chamber of

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Commerce, the library, the historical society, and a non-prot organizationknown as Carrabelle C.A.R.E.S. In 2007, the grop partnered with the City ofCarrabelle to apply for and achieve designation as a Waterfronts FloridaCommnity. In all, the Carrabelle Waterfront Partnership sponsored three townhall meetings, mailed ot estionnaires, and sent retired engineers and boatbuilders to Carrabelle boat ramps to nd out what boaters wanted. The groupkept the natical heritage of the commnity as it worked toward completing itsvision, Charting a Corse for the Carrabelle Waterfront, which was completed

in 2008.

The Partnership shows a strong interest in nding a way to make a place forcommercial as well as sport/recreational shing at the Carrabelle Wharf.Preservation of the commercial seafood industry or at least its place at thewaterside is a challenge here, where waterfront real estate still commandsa price far and above the revene generated by a food-prodcing indstry. Theidea is to make the dock space inclusive, to preserve the shing heritage andcltre and to retain space for other ses inclding transient boaters and non-motoried water craft sch as kayaks, paddleboats, and canoes. The grop is alsointerested in a yacht basin to spport the larger boats that ply the IntrascoastalWaterway and to integrate the waterfront and off-water economies, perhapswith the brand Carrabelle by land, Carrabelle by sea.

THE PRACTICALITIES OF PARTNERSHIP

The Carrabelle Waterfronts Partnership ofce has waterfront access. ThePartnership ofce, staffed by the programmanager and an administrative assistant,is located in a tiny dock masters hoseperched over the water alongside a walkway,

ramp and dock. The City Commission paysfor the rent, water, sewer, and phone. TheCarrabelle City Commission contracts withwith Carrabelle C.A.R.E.S., a non-protorganiation, for administration of theCarrabelle Waterfronts Florida Partnership.

The Partnership fnctions throgh a setof by-laws designed to make sre that thegrops work is done in the committees. TheBoard of Directors serves as the strategy

team and decision makers, and, jst as

importantly, intends to act as a catalyst,convener, and consenss bilder for thecommnity-at-large. The Partnership drawsvolnteers from a pool of long-time residentsand newcomers, many of whom are retireeswith expertise in research, engineeringand/or bsiness. Locals inclde a banker,a representative from the Chamber of

Commerce, and a commercial shrimper whoowns waterfront property.

SuCCESSION

As the second year of designation began, thePartnership looked back and saw the ftre.The grop applied for and received grants

to pgrade parts of the Carrabelle Wharf toprovide accessible dockage, a sh cleaningstation, and an historical information kiosk,seagrass restoration along the sea wall andother waterfront amenities. They also won fnding to srvey and inventoryhistorical and cltral resorces within the City.

With those projects funded, the Partnership began looking for nancialassistance to prchase and restore waterfront property along Marine Street to

develop a working waterfront that incldescommercial dockage and exhibits related

to the commercial shing and shrimpingindstry. The grop is also seeking grants

to by an environmentally sensitive anddegraded area known locally as the frogpond, located within the designated area torestore as conservation wetlands. With thevision and implementation plans in place andactive projects on the board, the Partnershipexpects to work toward the organiationslong terms goals and the estion of how tomaintain Carrabelles Waterfront Partnershipbeyond the initial two-year designation.

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Cortez28


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Cortez

Community SnapshotMISSION: The mission of the Cortez Waterfronts RondaCommittee is to protect and maintain the values andneighborhood spirit of the Village of Cortez by guiding change ina way that preserves our community and our commercial shingheritage.

DESIGNATION: 1999

APPLICANT: Manatee County

STATUS: Inactive as Waterfronts Partnership; still participates instate Waterfronts network.

PARTNERS: 1000 Friends of Florida; Manatee County PlanningDepartment; Manatee County Clerk of Court: Florida Institute ofSaltwater Heritage (FISH); Cortez Historical Society; the SelbyFoundation; FDOT; local shing families and residents of Cortez.

KEY ACCOMPLISHMENTS: Preservation and restoration of theBurton Store and 1912 School; purchase of 100 acres for the FISHpreserve; removal of invasive exotics from preserve property;zoning code overlay and design guidelines; establishment of theFlorida Maritime Museum at Cortez.

CURRENT CHALLENGES: Finding funding to purchase additionalwaterfront property




Private Dollars Contributed: $62,000

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There is a certain tolerance required of residents in Cortez, and thosewho move here are expected to understand that need. Corteziansbuild, refurbish and repair boats in their yards. They build crab trapsand mend shing nets. They store commercial shing equipment intheir front yards. These activities have been a part of community life inCortez for over 110 years. Putting up with the noise, unsightly clutter and

accompanying odors is not for everyone. Those who move here needto not only tolerate the impacts of this commercial shing culture, butembrace it. Almost all who live in Cortez understand that the sense ofcommunity is what makes this a special place.

PRESERVATION, PREVENTION, AND PROCESS

The Waterfronts Florida Program plays a signicant role in the Villages abilityto maintain its identity. 1,000 Friends of Florida, the stewardsof the Waterfronts Program in its infancy, condcted severalworkshops with the residents and the bsiness owners todevelop a vision plan in 2000. The vision can be smmed pin three words preservation, prevention, and process.Preservation refers to the preservation of the historic characterand shing economy; prevention refers to the prevention of landses that wold be incompatible with or intolerant of what can

Cortez

The Village of Corte is tcked away off of the highway connecting Bradentonwith Anna Maria Island. Nestled on the shores of Sarasota Bay and locatedoff Corte Road, there are a few visal ces that the village exists. Pedestriancrosswalks with red-stamped concrete pavers on Corte Road connect thevillage to the other side where an pscale commnity resides. The other cle

that civiliation exists off the beaten path is the cleared property where thefreshly restored 1912 school hose and an old cistern sit nder tall palms andpines. If yo hit the brakes and trn onto one of the side streets in the village, yowill see old cracker-style homes with a rstic patina, some of whose front yardsstill carry signs opposing the net ban; boats on dry docks that are in varios

stages of restoration or decomposition; and crab traps tcked away nder polebarns and carports.

DEFYING DESTINATION

Corte is not the torist destination that many coastalcommnities have become in Florida. In fact, it is nlike anyother Waterfronts Commnity, as it strives not to become adestination. There are no signs for boat tors or other attractions.It is a shing village stubbornly striving to maintain its family-based operations as well as celebrating its maritime heritage.

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ITS FOR THE CAuSE

Two other major victories for the village inclde the restoration of twohistorically signicant buildings, the 1912 school and the 1890 Burton Store. The1912 school has been almost completely restored and now serves as the FloridaMaritime Msem at Corte. The main room of the old schoolhose is sed todisplay local artists works and hoses a small library, while the remainder of thebuilding exhibits photos, boat models, shing tools and gear, and other maritime

related objects. Volnteers donated time and materials to hand-craft the beadboard displays, and most of the collection is on permanent loan from the villagefamilies items gradually pulled out of attics, drawers, and carports and given

to the msem for the case.

The Brton Store wasbilt in 1890 and was

the rst commercialbilding constrctedin Corte. It served asa post ofce, store,and commnity gath-ering place. In 1990,

the store was in a se-vere state of disrepairand slated for demoli-

tion, as was the fate ofmany other bildings inCorte over the years.

However, F.I.S.H., with fnding from Manatee Conty and the Selby Fondationin Sarasota, was able to prchase the store and move it to its present location

next to the schoolhose. The store, crrently ndergoing a complete restora-tion, will be a small classroom and research center to edcate visitors on thesymbiotic relationship of plands, hammocks, wetlands, and estaries and theirimpact on the health of sheries. The school and store are located on propertyadjacent to the F.I.S.H. preserve, and visitors will be able to walk throgh thepreserve and view its coastal habitat. For the gradate commnity of Corte, ithas been all abot leveraging money to meet its goal of edcation and preser-vation. Their contining efforts for self-preservation, and maybe isolation, havekept them one of Old Floridas best kept secrets.

be perceived as a nuisance living and working next to a shing operation;and process refers to establishing a formal process that wold allow the reviewof site plans and designs for compatibility with the working waterfront and scaleof existing historic bildings.

With the spport of the Conty, the village scceeded in making changes to theoning code to provide for a oning overlay, design gidelines, and a process

to review development plans. The most important element of the oning overlay

is that it specically allows for boat and shing equipment storage to bepermitted in a homes front yard. The overlay also limits ses on the waterfront

to sh houses, boat building and repair, aquaculture, marine research, maritimemsems, and restarants.

The WaterfrontsPartnership Committeemet on a reglar basisin the rst two years ofdesignation. Once Cortebecame a gradate

commnity, the grop nolonger met as part of theWaterfronts Partnership,bt its members are nowactive participants ineither or both the CorteHistorical Society and

the Florida Institte forSaltwater Heritage, orF.I.S.H. Both of these non-prot groups existed prior to the Villages Waterfronts

designation and are still going strong today. With small annal fndraisersand donations, F.I.S.H. has managed to prchase 100 acres of environmentallysensitive land jst east of the village that was once slated for development.Over the years, the site was sed as a dmping grond and was infested withinvasive exotic plants sch as Astralian Pine and Brailian Pepper. Throghnegotiations with organiations sch as the Florida Department of Transportationand grants fr

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