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townsend.johnsonASSET1 Running Head: COMMUNITY ASSET MAP Rethinking Revitalization: Mayport Corridor Community Asset Map EDA 6061 Submitted To: Jerry Johnson, Ed.D Masters in Education: School Leadership College of Education and Human Services University of North Florida Submitted By: Mike Townsend 1101 Scheidel Court Atlantic Beach, Florida 32233 904.401.3090 October 27, 2013 2 Running Head: COMMUNITY ASSET MAP Introduction Community development work has a long standing history in the United States. Sadly, in spite of good intentions, much of this work has been ineffective at producing positive, long-term socioeconomic change for the communities they seek to serve (Lupton, 2011). Invariably, social and economic relief never fully transitions to real community development. According to Lupton, “when relief does not transition to development in a timely way, compassion becomes toxic” (Lupton, 2011, p. 7). The end result is a paternalistic situation of entitlement that creates dependency, as well as a reinforced sense of shame and inadequacy in the people originally to be helped (Corbett & Fikkert, 2012). While the reasons behind the failure of many development projects are varied, one constant theme is that most begin with a focus on the myriad social and economic “needs” of a community, instead of the available “assets” usable for potential development (Beaulieu, 2002). Using the “needs approach,” development projects build a program around what is wrong and needs to be fixed with no thought of taking advantage of the available local capacity to help in redevelopment (Beaulieu, 2002, p. 3). The result is non-participation by local residents and often a “fragmentation in response” by the organizations seeking to help the community (Beaulieu, 2002, p. 4). The critical mass of relief and development necessary to produce systemic change is never reached. In addition, often the causes of the social and economic issues in a community are not fully understood by outside organizations. Therefore, the response that does come from development organizations can often cause more long-term harm than short-term good (Corbett & Fikkert, 2012; Lupton, 2011). 3 Running Head: COMMUNITY ASSET MAP Community Asset Mapping offers a different approach to community development. Instead of beginning with the needs or problems in a community, asset mapping allows development groups to focus on the capacities that are already available in a community and to build development around them. Taking this approach, community developers seek first to learn from the local people about the local situation (Horton & Freire, 1990). According to Horton & Freire, both of whom were success community developers in Brazil and the United States, “we all agreed we had to start learning from the people we were working with, and that we have to learn from each other (Horton & Freire, 1990, pg. 41).” One element of learning from the local people is to know their community’s unique history (Horton & Freire, 1990). Another element is to know more about the people themselves, and the unique “capacities” they already have (skills, experiences, and values etc.) that are existing positive assets to be developed (Beaulieu, 2002). A third element is to understand more about the organizations that exist within or around the community that can potentially participate in the development process (Beaulieu, 2002). Remarkably, asset mapping takes a common sense approach to development. The approach begins with “conducting an initial assessment to provide an understanding of the situation and to determine the nature of the response” (Corbett & Fikkert, 2012, p. 107). Asset mapping as a process seeks to avoid the “ready, fire, aim” methodology that is typical of traditional needs assessment development. It seeks to bring the people into the process through the usage of well constructed surveys that map the people’s own capacity (Beaulieu, 2002). It seeks to harness the building blocks for socioeconomic development that are available, fostering resilience and birthing a higher sense of efficacy in the people. The results are less paternalistic and less fragmented, as organizations work together with the people, and no longer for the people. 4 Running Head: COMMUNITY ASSET MAP The goal of community development should therefore not be to simply meet socioeconomic needs. Relief in the form of handouts can meet these short-term needs, but will never be a feasible long-term solution. The goal of development should be to “get the local people to act and then to react to that action” using all resources available in a well coordinated effort (Horton & Freire, 1990, pg. 43). With this goal in mind, a full asset map of a community provides the information needed to acknowledge history, build relationships with local people, and to creatively bring resources to bear on development. It allows community developers to realize what potentials exist in local residents, and to bring those residents fully into cooperation with organizations seeking to bring development. What follows is a first effort for community asset mapping of the Mayport Corridor in Atlantic Beach, FL. It should not be seen as a final product, but as a rough draft that will hopefully lead local groups to see the potential in an asset approach and to finish the full mapping of the community. This preliminary map is first built around the available history of Atlantic Beach in general and the Mayport Corridor area specifically. After this brief history, the local capacities of the people living in the Mayport Corridor are discussed in very general terms. After discussing the people, the map moves to discussing the many known organizations that work in the corridor, along with their prior or current efforts at relief and development. Finally, recommendations are offered for helping to further assist in the community development process. As a result, the community asset map begins with the end in mind. It seeks to help those seeking to end systemic, generational poverty, and all the social ills that come with it. This asset map isn’t seeking to “sweep all the problems under the rug” but to start with what is right and good and beautiful, and simply help it grow (Beaulieu, 2002, p. 2). 5 Running Head: COMMUNITY ASSET MAP Location and History of Atlantic Beach and the Mayport Corridor Atlantic Beach is located in Duval County approximately 16 miles southeast of Jacksonville, FL (see Map A1 in Appendix A). The city itself is bound by the Atlantic Ocean on the east and the Intracoastal Waterway on the west. Its southern boundary is marked by Atlantic Blvd. (FL-10) and its northern boundary wanders along the borders of Hanna Park, the Fleet Landing Community and Dutton Island Rd (see Map A2 in Appendix A). The approximate1.4 mile portion of Florida State Road A1A that runs north-south through the heart of Atlantic Beach from Atlantic Blvd. to Dutton Island Rd. is referred to locally as the Mayport Corridor (see Map A3 in Appendix A). While the city government, fire, and police are located in Atlantic Beach’s eastern portion, along with the bulk of its property tax base, at least half of its population can be found in the traditionally low to middle class neighborhoods around or west of the corridor. Local history is an important part of successful asset mapping. According to Freire, “Organizers must increase their historical and cultural sensitivity. One who mobilizes without that vigil should change professions.” (Horton & Freire, 1990, pg 124). Atlantic Beach began as a small, unincorporated ocean community in the late 19th century located nearby to the more established Mayport Village community. Atlantic Beach started to flourish in the early 20th century when railroad magnate Henry Flagler built his “Mayport branch” of the Florida East Coast Railway (COAB, n.d.). The needs for travelers on this railway soon led Flagler to build the 300 room Continental Hotel (COAB, n.d.). More than a hotel, the Continental offered all the amenities required by affluent travelers of the day: golf, tennis, bowling, dancing, fishing, horseback riding, and massive gardens (BMHP, 2013; Mabry, n.d.). Unfortunately, due to economic downturn related to U.S. entry into World War 1, the hotel and railroad fell on rough 6 Running Head: COMMUNITY ASSET MAP economic times. It was sold, and then shortly after, burned to the ground (BMHP, 2013). A smaller, less luxurious hotel was later built on the premises. The economic consequences of the loss of the Continental and Florida East Coast Railway resulted in a lasting negative effect on the Mayport Corridor, particularly its black residents. As an upscale resort, the Continental employed both white and black servants. These servants were provided housing by the company (Mabry, n.d.). While the location of these servant quarters is unknown, most likely they would have been built west of the resort grounds, in the direction of the current Donner and Jordan communities. This location would be away from the premium ocean front property but within walking distance to the hotel and train depot. What is known is that the servant quarters were segregated being built at the height of the ideologies of the Jim Crowe south, of which Atlantic Beach was not immune. Sadly, as blacks in this period of the south had much more limited employment and geographic mobility than whites, the loss of the hotel would have economically impacted the black servants much harder than their white counterparts (Payne, 2007). It is not known whether or not direct descendents of the original servants of the Continental still reside in the community. However, it is safe to assume that the Jordan and Donner Park communities in particular may have been established as the remainder of the Continental’s black servant quarters. The Atlantic Beach community began to rebound with the construction of Mayport Naval Station in the 1940s. U.S. entry into World War 2, along with the resulting national investment in the Navy, presented boom times for Atlantic Beach (COAB, n.d.). The road that connected the Naval Station to Atlantic Beach soon began to see the construction of small businesses built to serve the needs of seamen. While these new businesses offered opportunities for employment, they did not come without a social impact on the community. The businesses typically located 7 Running Head: COMMUNITY ASSET MAP near military establishments became widespread with the growth of Mayport Naval Station during the Vietnam War (Mabry, n.d.). This roadway between Mayport and Atlantic Beach soon proliferated with bars, men’s clubs, and the seedier motels and restaurants in the area. The negative identity of the Mayport Corridor was established. For the next 3 decades, the Mayport Corridor maintained its reputation as a blighted area. Even though Mayport Road offered prime commercial property, anchor retail stores, major restaurants, and grocers neither built nor leased property. Aside from a few service stations and smaller restaurants, the majority of businesses on the corridor were smaller service-based businesses with some light industrial. In 2008, the City of Atlantic Beach made revitalization of the Mayport Corridor a primary initiative (COAB, 2009). The goals of this revitalization were to increase code enforcement and to hopefully create a public-private partnership with local organizations (COAB, 2009). A project coordinator was hired, and while code enforcement increased, little occurred in the way of real economic development in the corridor. Available commercial properties remain relatively unchanged. Employment opportunities were still limited locally and property values along the corridor remained depressed in relation to like-kind properties in other parts of Atlantic Beach. The above history is far from complete, and is based only on a cursory reading of available historic documents online. However, what is certain is that the combination of historic socioeconomic oppression for southern blacks combined with the negative social consequences of the Naval Base has resulted in a strong need for community development, particularly for black residents in the Mayport Corridor community. Of Atlantic Beach’s 12,000 residents, 10.8% were black according to the 2010 census (Censusviewer, 2012). Even though Atlantic Beach’s median household income is above average for the State of Florida, 11.8% of its 8 Running Head: COMMUNITY ASSET MAP population currently lives under the poverty level (FTD, 2013). As in other areas of the country, there is a strong correlation between race and poverty in Atlantic Beach. Evidence of that was found locally by the Jacksonville Children’s Commission in a recent research project which found that 59.73% of black children, or 3.5 times that of white children, are living under the poverty line locally (Baek, Lee & Gambhir, March 2011). Even though a formal survey was not conducted, it is a fair assumption to say that the majority of those living under the poverty line in Atlantic Beach are black and that the majority of Atlantic Beach’s black residents live along the Mayport Corridor. In recent history, some positive changes do exist in the corridor. One development program that has maintained viability is the after-school programs at Donner and Jordan Park Community Centers. This is the result of a joint effort between the City of Atlantic Beach, Beaches Habitat, and other volunteers. Even though some would argue this program was effectively founded long before the current revitalization project was begun, local children are still being provided long-term tutoring, health, and food services. Another positive change is a notable decrease in the types of bars and clubs historically located near Mayport Naval Station. Most have either been shut down or relocated north, closer to the base. Yet in spite of the few advances in the corridor, unemployment and underemployment remains high in its residents, particularly its black citizens. In addition, the decision of the City of Atlantic Beach to consolidate wastewater treatment by closing the Buccaneer Bay treatment plant will likely have long-term economic impact to the Mayport Corridor (Dixon, December 15, 2010). The closing of Buccaneer Bay has drawn local attention as a developer “land grab” and detrimental to the sensitive ecology near Hanna Park (COAB, September 13, 2010). While local citizens and politicians, whom mostly 9 Running Head: COMMUNITY ASSET MAP live in the eastern sections of Atlantic Beach, argue over the loss of trees, the more significant long-term economic impact may have been overlooked. The cheaper short-term alternative of expansion of Wastewater Treatment Plant 1 in Jordan Park will likely produce further long-term depression of residential property values there, adversely affecting those that already historically have the lowest property values in the city (Bell, 2001). One final negative event in the history of Atlantic Beach that has yet to be addressed is the increased level of gentrification in the areas around the Mayport Corridor. A simplistic definition of gentrification is when poorer residents are residentially displaced by new, wealthier residents (Oka Jr., 2010). For more than a decade, gentrification has been occurring most notably in the Royal Palms community along the Mayport Corridor. This is occurring simply as a natural result of limited supply and increased demand for coastal properties. As price increases due to a decrease in available supply of properties desirable to upper class and upper middle class residents, these residents have begun to look west. A home along the corridor is still “on the island” and offers direct access to the beach. Wealthier residents have begun buying the less expensive, traditionally black-owned properties east of the corridor. The most current evidence of gentrification was the sale and remodeling of the Atlantic Arms Apartment complex, permanently displacing perhaps the poorest residents of Atlantic Beach. While many city planners see gentrification as a positive outcome, raising the available property tax base, the negative socioeconomic impact on the displaced, poorer, and traditionally black residents is very real (Oka Jr., 2010; Atkinson, 2004). Poverty is not eliminated. It is simply relocated to a new location. Currently, the nationwide recession has slowed the process of gentrification, and leaves any progress towards economic revitalization on hold. 10 Running Head: COMMUNITY ASSET MAP Community Assets – People When reflecting on his own successful experience in community development, Paulo Freire remarked “it’s essential that you start where people are” (Horton & Freire, 1990, pg. 99). In his experience part of starting where the people are is to ensure that community development groups “respect the knowledge of the people” (Horton & Freire, 1990, pg. 101). Traditionally, when asset mapping, a starting point in gaining knowledge of the assets and capacities a community’s people already have is to conduct either a widespread survey or interview (Beaulieu, 2002). Due to the limited scope of the assignment that produced this preliminary asset map, no systematic interviewing of people that live or work in the Mayport Corridor was possible. Hopefully, as local leaders realize the potential in asset mapping, resources will be made available to interview members of the corridor using the Capacity Inventory of Individuals made available by the Southern Rural Development Center (SRDC, 2007). Even though a completed asset map cannot be based on generalizations about the people, this preliminary map will provide a few insights into those that live in and around the Mayport Corridor. In general, the people that live in and around the corridor are social, a trait that is found regularly in much of Atlantic Beach. People simply know their neighbors and interact with them socially on a regular basis. Street parties and family events are parks are common. In addition, while unemployment is most likely higher in the corridor, there seems to be wide spread skill in its workers. Many locals work in service-based industries: food preparation, cosmetology, cleaning, landscaping, and mechanic work. Some work these jobs outside the corridor and some work at the local light industrial businesses common to the corridor. There remains a higher than average percentage of workers in the fishing industry in Mayport Village. However, there are almost no corridor workers in the more successful legal, financial, sales, and 11 Running Head: COMMUNITY ASSET MAP STEM careers that typically represent more affluent classes. Many informal community leaders from Donner and Jordan Park in particular work for the City of Atlantic Beach in various positions. In general, the entrepreneurial drive is as common in residents of the corridor as in other areas of Atlantic Beach. Sadly, many of these dreams of business ownership go unrealized due to primarily to lack of training and economic resources. As to moral values, the majority of the community appears to hold to traditional conservative principals. Even though many are not actively involved in a church community, Judeo-Christian values are most prevalent still as it pertains to marriage, parenting, and ethics. In spite of the moral negatives that are common to impoverished areas (addiction, abuse, out of wedlock pregnancy, etc.), none of these actions are openly excused as permissible by the community. As it pertains to parenting, a multi-generational approach is very common. Mothers, fathers, grandmothers, aunts, and uncles all regularly interact with a particular family’s children. At least 40-50 families in the corridor have taken additional steps to have their children actively participate in the education programs made available by the City of Atlantic Beach and Beaches Habitat. However, based on the personal work experience of the author, in general, the high school dropout rate in the corridor is still higher than in other areas of Atlantic Beach. Furthermore, a smaller percentage of corridor students enroll in college and go on to complete technical training or a 2-year or 4-year college degree. Community Assets – Formal and Informal Organizations Knowledge of the local people naturally leads to knowledge of local organizations. These organizations can be classified as either formal (church, school, fraternity, etc.) or informal (club, prayer group, sports leagues, etc.). Formal organizations are well organized and typically have 12 Running Head: COMMUNITY ASSET MAP officers, by-laws, and official membership (Beaulieu, n.d., p. 24). In speaking of these organizations, Horton remarks “that’s where the social life is…part is in a church community, part is in the school community, and part is in a work community” (Horton & Freire, 1990, p. 28). These organizations offer potential assets to be harnessed in the community development process. They also represent the current capacity for development (Beaulieu, 2002). The following description and corresponding list provided in Table B1 in Appendix B, is far from complete or specific enough to serve as a full community asset map. Hopefully, future efforts will be made to provide a complete catalog of all the organizations impacting the corridor. Public, Private and Charter Schools There are currently no charter public schools and only one small private elementary school in Atlantic Beach. There are four local public schools that students in the corridor attend. Most of the VPK to 5th grade students that live west of Mayport Road and in the Scheidel Court neighborhood attend Neptune Beach Elementary. Most of the VPK to 5th grade students that live east of Mayport Road attend Atlantic Beach Elementary. Both NBE and ABE have traditionally been considered “A” schools (FLDOE, n.d.). While ABE’s student proficiency scores were slightly higher than NBE, both schools regularly have more than 80% of their students on level (FLDOE, n.d.). This is well above the district average. While almost all of NBE and ABE’s minority students live in the corridor, many are on level academically due to the quality of instruction received at school and the additional academic support of participating in the Donner and Jordan Park after-school programs. All public school students in the corridor attend Mayport Middle School. Mayport Middle has only achieved an “A” grade one time in the last 10 years, yet has never been 13 Running Head: COMMUNITY ASSET MAP considered a failing school (FLDOE, n.d.). It receives some extra funding for being Duval County Public School’s marine science magnet school. While Mayport Middle is not a Title 1 school, its high concentration of students on free or reduced lunch (53%), places it very close to Title 1 status (FLDOE, n.d.). In the most current school year available, 55% of Mayport Middle’s students were on level for mathematics proficiency (FLDOE, n.d.). The reading proficiency was slightly higher, with 67% of students being on level (FLDOE, n.d.). In addition to its sports programs, many of the at-risk students at Mayport Middle School are served by the City of Jacksonville’s Team Up afterschool program (COJ, n.d.). It is unknown as to how utilized the Team Up program is by students from the Mayport Corridor. All public school students in the corridor attend Fletcher High School in Jacksonville Beach. Over the past 10 years, FHS has fluctuated between being an “A” school and a “C” school (FLDOE, n.d.). Mathematics proficiency is regularly higher than the district average, with reading proficiency being lower (FLDOE, n.d.). In 2010-2011, 28% of FHS students were on free or reduced lunch, the exact same percentage as the percentage of minority students. This is no coincidence, as there is a strong correlation between race and economic status in Duval County (Baek, Lee & Gambhir, March 2011). Almost all of FHS’ minority students live in either the Mayport Corridor or the Jacksonville Beach “Hill” communities. Many students from the corridor participate in FHS’s quality sports programs. However, while FHS offers accelerated curriculum, a smaller percentage of minority students participate in these courses. In addition, many of the students from the Mayport Corridor represent the bottom quartile of academic performers at FHS. 14 Running Head: COMMUNITY ASSET MAP Churches Judeo-Christian values remain the most prevalent value system in Atlantic Beach. Likewise, the area has a proliferation of churches. There are approximately 15 churches located within or near the City of Atlantic Beach. Of these, the largest and most established are St. John the Baptist Catholic Church, First Baptist Church of Atlantic Beach, Community Presbyterian Church, and Beaches Vineyard Church. The churches that are currently most active in cooperating with development efforts in the corridor are Sonrise Worship Center, New Community Baptist Church, Holy Church of Living God Center, Robert Mt. Pisgah AME Church, and Beaches Vineyard Church. Many churches in the area informally provide volunteers for the Donner and Jordan Park afterschool programs. They also regularly host community civic events that result in relationship building among the many residents of the corridor. Occasionally, they will offer seminars and retreats that focus on marriage, parenting and other common family themes. The larger churches have active youth and young adult groups that are attended by students from the corridor. While all of the churches in and around Atlantic Beach are of different size and demographics, their primary focus in the corridor is relief work: clothing, food, school supplies, utility and rent assistance, etc. A complete list of all the relief services provided by the churches in and around Atlantic Beach is beyond the scope of this preliminary map but will hopefully be made in the near future. Unfortunately, the relief provided by well meaning churches never materializes into formal development projects. At this time there aren’t any churches in or around Atlantic Beach seeking to do long-term community development in the corridor. While relief in the form of charity aligns with traditional church values, “true generosity lies in striving so that these hands – 15 Running Head: COMMUNITY ASSET MAP whether of individuals or entire peoples – need be extended less and less in supplication, so that more and more they become human hands which work, and working, transform the world” (Freire, 1993, pg. 27). According to Lupton, a well-respected Christian leader from Atlanta, churches that practice “giving to those in need what they could be gaining from their own initiative may well be the kindest way to destroy people” (Lupton, 2011, p. 4). This is because most relief results in paternalism, which is when well meaning organizations “do things for people that they can do for themselves” (Corbett & Fikkert, p. 109). Non-profit Organizations There are several non-profits located outside the corridor which regularly offer relief services to corridor residents. The most active is Beaches Emergency Assistance Ministry in Jacksonville Beach, which regularly provides utility assistance, dental services, food, and clothing to local residents. There are five major non-profits that are located either in the corridor or located nearby. Two of these organizations are related to the military: the American Legion and Fleet Reserve Association Branch 290. Little is currently known about their membership, activities or work in the corridor. Masonic Lodge #356 is located just off the southern end of the corridor. Again, due to its fraternal nature, little is known about its membership, activities or work. Beaches Vineyard Church hosts the Fletcher High School YoungLife group, an international parachurch youth ministry (YoungLife, 2013). YoungLife provides a weekly meeting, annual camp retreats, and informal mentoring and counseling to high school students. Several students from the corridor, including the Donner and Jordan Park communities, have participated in their events. 16 Running Head: COMMUNITY ASSET MAP The fifth non-profit located in Atlantic Beach, Beaches Habitat, has had the greatest notable impact as it pertains to development in the corridor. Beaches Habitat is the local Habitat for Humanity International affiliate and in keeping with the Habitat model, primarily focuses on providing affordable quality housing to those at or below the poverty line. Part of the homeownership process is also a preliminary education program for applicants. This series of workshops focuses on basic financial skills and home maintenance. Habitat homeowners and their children also qualify for the Scheidel College Scholarship, providing access to college level courses for free. There is also a “Prep Club” which works to encourage school attendance and good grades for Habitat children. In addition to these services, Beaches Habitat has actively partnered with the City of Atlantic Beach to help staff the Donner and Jordan Park afterschool programs with both paid workers and volunteers. These workers and volunteers offer reading remediation and homework help on a weekly basis to close to 70 students living in the corridor. In light of all that Beaches Habitat offers in the way of real development in the corridor, it is difficult to focus on their deficiencies. However, historically they have had difficulty keeping new homeowners engaged as volunteers in the community development process after they complete the work hours necessary to receive their new home. Even though close to a hundred local families have benefited from a Habitat home, most of Habitat’s daily volunteers are not members of the local community. They are a combination of business, military, college, and church groups that come from outside of the local area. Again, this could be viewed as another well meaning act of paternalism. In addition, the adult education programs offered are very limited in scope and frequency and are not made widely available to the community at large. In depth coursework on financial planning, entrepreneurship, consumer credit, budgeting, job finding, and career skills are typically not offered. 17 Running Head: COMMUNITY ASSET MAP Government As before mentioned, the city of Atlantic Beach is actively engaged in community development in the Mayport Corridor. In 2008, the city launched an official revitalization project in the corridor with a focus on code enforcement, public-private partnership, and crime prevention (COAB, 2009). A staff position with the city was created to help manage the project. The overall effects have been several beautification and enlargement projects in parks along the corridor, further crime reduction, as well as a general rethinking of zoning. As part of the project, the city agreed to maintain its afterschool programs for Donner and Jordan Park, providing community centers along with paid staff. In addition, the city has offered to assign Atlantic Beach Police department officers to act as community liaisons and to build relationships with the students that frequent the centers. To date, except for a further reduction in crime and the general effectiveness of the community centers, tangible social and economic development has not taken place in the Mayport corridor. New anchor businesses that employ locally have not been established. Much of this might be blamed on the current economic downturn, but it could also be due to the fact that to most, the Mayport corridor remains a blighted area without a positive future vision. While the city continues to offer financial resources, staff, and property usage, the Project Coordinator has been reassigned and not replaced. No “shareholders group” was ever formally created (COAB, 2009). While initial efforts were made to “encourage the creation and growth of private organizations that would support the goal of revitalization in the Mayport Corridor,” no organizations outside of Beaches Habitat are actively partnered with the city (COAB, 2009). 18 Running Head: COMMUNITY ASSET MAP While economy might be to blame, it could also be further evidence of the ineffectiveness of a “needs approach” to community development (Beaulieu, 2002). The asset mapping process was never attempted by the city. Residents of the corridor were not formally involved in any planning process and some have felt adversely encroached upon by well meaning city works (Donner tennis courts, expansion of Wastewater Plant #1 etc). A viable strategic plan or vision was never created to entice community participation or commercial investment. The Mayport Corridor business association was never effectively formed. While many church and non-profit organizations were approached to participate in revitalization efforts, long-term vision for the corridor was never available to show them how their efforts would produce viable development. Furthermore, internal politics continues to keep the city commission focused on issues perhaps more relevant to eastern Atlantic Beach residents. In spite of good intentions, to most, the revitalization efforts by the city, outside of the positives of the afterschool programs and crime reduction, are effectively stalled. Conclusion Development and revitalization of the Mayport Corridor has been a prominent political agenda in recent years. Even with a prominent amount of local resources in the form of facilities, staff, volunteers, relief, etc., being directed towards its development, this revitalization effort has been impotent to produce real, long-term change. Perhaps the downturn of the economy is to blame. Perhaps the right city staff were never hired or effectively empowered to direct the revitalization effort. Or perhaps, the inability to produce viable socioeconomic development is further evidence of the failures of a needs approach to development. As this point, completing a professional community asset map might invigorate current efforts. It would be a cost-effective 19 Running Head: COMMUNITY ASSET MAP measure to gain increased participation by local citizens in the creation of a new, common vision for the corridor. Without this vision, calls to develop the corridor appear to have been drowned out by the louder local issues surrounding community politics and the remodeling of ABPD police station. In general, the quality of education and remedial instruction being offered to minority elementary students in the corridor is exemplary. These efforts will be effective in poverty alleviation in the very long-term (Baek, Lee & Gambhir, March 2011). However, given the current levels of gentrification in the lower socioeconomic areas of Atlantic Beach, it remains to be seen whether these children will continue to be served in the long-term. The education and remedial instruction programs for older students in the corridor are currently ineffective. This is demonstrated in the increased level of students from the corridor not being on level in middle and high school. Aside from the seminars offered by Beaches Habitat to its potential new homeowners, there is essentially no current effort at adult education in the corridor. Even with an initial vision of creating a shareholders group, a small business association, and fostering private-public partnerships in the corridor, none has been effectively achieved. There hasn’t been any economic development whatsoever, though much blame can be placed on the state of the current economy. There remains enormous potential in the multitude of church and other formal organizations that regularly provide charitable relief to the corridor. However, these efforts are almost certainly paternalistic, and never transition from relief to viable development programs. In addition, much of the relief work is duplicated and fragmented due to the overall lack of partnership and communication between local churches, non-profits, and city government. In spite of the obvious difficulties, there remains potential for the Mayport Corridor. However, three over arching problems exist that continue to stall revitalization. 20 Running Head: COMMUNITY ASSET MAP First, there is no common understanding of what “revitalization and development” means in general. Does it mean development “in” the community, in the form of an influx of new businesses, increased property values, and the creation of civic amenities to be enjoyed by its residents? Does it mean development “of” the community, namely the people in the corridor that represent the lower socioeconomic spectrum of citizens in Atlantic beach? This type of development “seeks to uncover and expand the knowledge and skills of people in the community” with an “emphasis on finding the talents that exist in the community and locating people with the potential to be community leaders” (Beaulieu, 2002, p. 5). This type of development “builds on the skills that people already have and serves as the best foundation for dealing with the variety of concerns that exist in the community,” (Beaulieu, 2002, p. 5). The answer for Atlantic Beach is most probably “both,” and yet the groups working in the corridor have never collectively decided on a shared definition of development for the corridor. Second, there is no strategic plan for community development specifically for the Mayport Corridor. It is impossible to entice business investment or residential development in the corridor if no concise, well-planned vision can be shared with them before they invest. It is difficult to build long-term public-private partnerships without a common plan. Again, the Mayport Corridor has the reputation as a blighted area. A new picture must be painted that depicts the very real potential of the community. That plan has never been created. Prior attempts by local government or organizations at creation of this plan have not resulted in community participation, because the people themselves were not widely included in the process. Finally, and fundamental to the purpose of this paper, all attempts at revitalization have taken a needs assessment approach. As predicted by Beaulieu, Cobbert, Fikkert, Lupton etc, the result of this needs approach has been fragmentation of efforts, paternalism, and a general lack of 21 Running Head: COMMUNITY ASSET MAP participation from the citizens of the corridor. While there is an abundance of volunteering and relief services in the corridor, little of it finds its source in the local people of the corridor. Perhaps this is because many have never felt included in the planning process, which traditionally results in a limited “buy in” by participants (Beaulieu, 2002). It is here that the purpose of this asset mapping becomes prominent. Without surveying the local people, without hearing their voice, and without building their vision, all efforts of development are at best paternalistic, and at worst, just another example of economic imperialism (Freire, 1993). There is a vast amount of potential that exists in the Mayport Corridor. Geographically, it represents the true heart of Atlantic Beach. More non-residents travel the corridor daily than any other road in our community. There is a very real opportunity for long-term economic development here. While most would see the current recession as a negative, it can be a very real positive. It provides a planning window for those that seek to create a much needed strategic plan for community development. The citizens of the corridor also have a variety of untapped and undeveloped skills and services that could be offered to the local community. The assets necessary for true, long-term revitalization are available. All that is needed is willingness by those involved to agree to take an asset approach to community development, and to come to an agreement with the people as to the work to be done. Recommendations 1. Complete the asset mapping process by conducting a broad survey of corridor residents. The Capacity Inventory tool provided by Southern Rural Development Center, or a survey similar to it, should be used to map the available capacities of residents of the 22 Running Head: COMMUNITY ASSET MAP Mayport corridor (SRDC, 2007). While 100% surveying of the populace is unlikely, hopefully at least 35% of the corridor community could be included in the survey. 2. Complete the asset mapping process for formal organizations. Formal interviews should be conducted of the approximately twenty non-government organizations listed in Table B1 of Appendix B. The purpose of these interviews should be to map the types of relief, number of volunteers, and other community activities that each organization regularly provides to residents of Atlantic Beach in general, and the Mayport Corridor in particular. 3. Conduct at least five well advertised community focus groups. The purpose of these groups would be to share results of the completed community asset map and for re- envisioning the Mayport Corridor. These groups should include a wide spectrum of citizens from Atlantic Beach, including formal and informal community leaders, local merchants and organization leaders, as well as residents that currently live in the corridor. 4. Create a Corridor Stakeholders Committee that ultimately designs a short, medium, and long-term strategic community development plan for the Mayport Corridor. The data from the community asset map, along with the results of the community focus groups, should provide the basis for this development plan. The development plan should include appropriate timelines and resources necessary for its completion. 5. Consider the creation of a non-profit community development corporation that becomes the central agency in accomplishing the new strategic community development plan. A new CDC comprised of leaders from all major stakeholders might serve as a coalescing agent in development, increasing local participation and ending fragmentation. If a new CDC is formed, hopefully local government will not see this as permission to exit the revitalization process they are currently committed to. 23 Running Head: COMMUNITY ASSET MAP Appendix A Map A1: Location of Atlantic Beach, FL Source: http://www.nefla.com/atlantic_beach/florida_maps.htm 24 Running Head: COMMUNITY ASSET MAP Map A2: City of Atlantic Beach, FL Source: http://fl-atlanticbeach.civicplus.com/documents/133/204/209/OZM_90-10- 212%20%288%20Mar%202010%29.PDF 25 Running Head: COMMUNITY ASSET MAP Map A3: Mayport Corridor Revitalization Project Source: http://fl-atlanticbeach.civicplus.com/documents/133/205/ab_focus2009.PDF 26 Running Head: COMMUNITY ASSET MAP Name Type Primary Focus Atlantic Beach Assembly of God Church ?? Beaches Vineyard Church Relief Community Presbyterian Church ?? First Baptist Church Atlantic Beach Church ?? Freedom Independent Baptist Church ?? Holy Church of Living God Center Church Relief New Community Baptist Church Church Relief Oceanside Christian Church Church ?? Oceanside Church of Christ Church ?? Robert Mt. Pisgah AME Church Church Relief Robert's Temple of the First Born Church ?? St. John the Baptist Catholic Church Church Relief Sunrise EFC Church Relief Sunrise Worship Center Church Relief Triumph Apostolic Faith Church Church ?? American Legion Fraternity ?? Fleet Reserve Association Branch 290 Fraternity ?? Masonic Lodge #356 Fraternity ?? City of Atlantic Beach Government Development Beaches Emergency Assistance Ministr Non-profit Relief Beaches Habitat Non-profit Development Fletcher YoungLife Parachurch ?? Monument Christian Academy Private School Education Atlantic Beach Elementary School Public School Education Fletcher High School Public School Education Mayport Middle School Public School Education Neptune Beach Elementary School Public School Education Appendix B Table B1: Formal Organizations Working in Atlantic Beach, FL 27 Running Head: COMMUNITY ASSET MAP References Atkinson, Rowland (2004). The evidence on the impact of gentrification: new lessons for the urban renaissance? International Journal of Housing Policy, Volume 4, Issue 1. Retrieved from http://www.tandfonline.com/doi/abs/10.1080/1461671042000215479#.UmqIi6x6Z Baek, Mikyung, Lee, So-young & Gambhir, Samir (March, 2011). Mapping Child Well-being in Duval County, FL. Retrieved from http://kirwaninstitute.osu.edu/wp- content/uploads/2011/04/full_report_2011_0324_final.pdf Beaches Museum and History Park (2013). History: The Continental Hotel. Retrieved from h http://www.beachesmuseum.org/collections/hotels/FL-AtlanticBeach- ContinentialHotel.php Beaulieu, Lionel L. (n.d.). Uncovering Local Assets: The Foundation for Building Stronger Communities. Retrieved from http://www.docstoc.com/docs/159887582/Uncovering-L Local-Assets Beaulieu, Lionel L. (2002). Mapping the Assets of Your Community: A Key Component for Building Local Capacity. Retrieved from http://srdc.msstate.edu/trainings/educurricula/ asset_mapping/asset_mapping.pdf Bell, Randall (2001). The Impact of Detrimental Conditions on Property Values. Retrieved from http://www.realestatedamages.com/pdf/DetrimentalConditions.pdf Censusviewer (2012). Atlantic Beach, Florida Population: Census 2010 and 2000 Interactive Map, Demographics, Statistics, Quick Facts. Retrieved from http://censusviewer.com/ city/FL/Atlantic%20Beach 28 Running Head: COMMUNITY ASSET MAP City of Atlantic Beach (n.d.). The History of Atlantic Beach. Retrieved from http://coab.us/index.aspx?NID=16 City of Atlantic Beach (2009). Strategic Plan Quarterly Report 1-14-09. Retrieved from coab.us/DocumentView.asp?DID=2446 City of Atlantic Beach (September 13, 2010). Letter from Commissioner Carolyn Woods. Retrieved from http://coab.us/documents/227/265/Item%2010B.PDF City of Jacksonville (n.d.). Team-Up School Based Afterschool Program. Retrieved from http://www.coj.net/departments/childrens-commission/team-up-after-school-program.asp Corbett, Steve & Fikkert, Brian (2012). When Helping Hurts: How to Alleviate Poverty Without Hurting the Poor…and Yourself. Chicago, IL: Moody Publishers Dixon, Drew (December 15, 2010). Atlantic Beach approves major funding for wastewater overhaul. Retrieved from http://jaxairnews.jacksonville.com/news/florida/2010-12- 15/story/atlantic-beach-approves-major-funding-wastewater-overhaul Find the Data (2013). Atlantic Beach, Florida ACS City Economic Census Data. Retrieved from http://acs-economic-city.findthedata.org/l/4147/Atlantic-Beach-Florida FLDOE (n.d.). Search School Accountability Reports 1999 to 2011. Retrieved from http://schoolgrades.fldoe.org/default.asp Freire, Paulo (1993). Pedagogy of the Oppressed. New York, NY: Penguin Putnam Inc. Horton, Myles & Freire, Paulo (1990). We Make the Road by Walking: Conversations on Education and Social Change. Philadelphia, PA: Temple University Press Lupton, Robert D. (2011). Toxic Charity: How Churches and Charities Hurt Those They Help (and How to Reverse It). New York, NY: Harper Collins 29 Running Head: COMMUNITY ASSET MAP Mabry, Donald J. (n.d.). Neptune Beach, Florida before 1931. Retrieved from http://www.historicaltextarchive.com/print.php?action=section&artid=447 Oka Jr., Ebenezer (2010). Gentrification and Socioeconomic Impacts of Neighborhood Integration and Diversification in Atlanta, Georgia. Retrieved from http://www.nssa.us/journals/2010-35-1/pdf/35-1%2001%20Aka.pdf Payne, Charles M. (2007). I’ve got the Light of Freedom. Los Angeles, CA: University of California Press Southern Rural Development Center (2007). Capacity Inventory of Individuals. Retrieved from http://srdc.msstate.edu/trainings/educurricula/asset_mapping/capacity_inventory.pdf YoungLife (2013). Fletcher High School. Retrieved from http://fletcher.younglife.org/Pages/ default.aspx