12-1-15 Agenda PacketPledge to the flag
Call to order
CITY OF ATLANTIC BEACH
CITY COMMISSION AGENDA
December 1, 2015
SPECIAL CALLED MEETING AT 6:30PM
1. Courtesy of the Floor to Visitors.
2. Election for Vacancy on the City Commission.
(Applications received by the City Clerk on or before 12:00 PM, Noon on November 30, 2015
will be considered. To view the applications on file, please click this link. To ensure you have
seen the complete list of applicants being considered, check the link after the deadline.)
Adjourn
Please Note: This meeting will be live-streamed and videotaped and can be accessed by clicking on the
Commission Meeting Video tab located on the home page of the City's website at www.coab.us.
If any person decides to appeal any decision made by the City Commission with respect to any matter considered at any
meeting, such person may need a record of the proceedings, and, for such purpose, may need to ensure that a verbatim record
of the proceedings is made, which record shall include the testimony and evidence upon which the appeal is to be based.
Any person wishing to speak to the City Commission on any matter at this meeting should submit a request to the City Clerk
prior to the meeting. For your convenience, forms for this purpose are available at the entrance to the Commission
Chambers.
Every effort is made to indicate what action the City Commission is expected to take on each agenda item. However, the
City Commission may act upon any agenda subject, regardless of how the matter is stated on the agenda.
In accordance with the Americans with Disabilities Act and Section 286.26, Florida Statutes, persons with disabilities
needing special accommodation to participate in this meeting should contact the City Clerk by 5:00PM, Monday, November
30, 2015.
1
EXCERPTS FROM THE CITY CHARTER
ARTICLE II.-THE COMMISSION
Sec. 6. -Qualifications and disqualifications.
Members of the city commission shall have been full-time residents of the city for at least
two years immediately prior to qualifying. They shall be electors in the city. Full-time residency
shall be defmed as the person's principal place of abode during the year. Members of the city
commission shall not hold any other elective office. Any member of the city commission ceasing
to possess the foregoing qualifications or who shall have been convicted of a crime punishable
by more than one (1) year of imprisonment or a crime involving moral turpitude, shall fmfeit the
seat prior to the next meeting of the city commission. Absence from four consecutive regular
meetings of the city commission shall operate to vacate the seat of a member, unless the
member's absence is excused by the city commission by a resolution setting forth the fact of such
excuse duly entered upon the minutes.
Sec. 12.-Vacancies in the city commission.
If any vacancy occurs in the city commission, the city commission shall elect, within fifteen
(15) days of the vacancy, by the affi1mative votes of not less than three members, an eligible
person as defined in Sec. [Section] 6 of this article to fill the vacancy until the next general
election.
Mitchell R Harding
635 Jasmine Street
Atlantic Beach FL 32233
904352-6064
mitch.harding62@gmail.com
November 24, 2015
City of Atlantic Beach Mayor/Commissioners
Re: City Commissioner Seat 5 vacancy
Dear City of Atlantic Beach Mayor/Commissioners:
Received
NOV 2 5 2015
Office of City Clerk
I am writing to formally request consideration to fulfill the remaining term of the recently vacated seat 5,
District 1312. As a resident and business owner of district 1312, I understand the importance of having
appropriate representation within the city Government. I also understand the importance of having
someone who is Invested in our community. I chose to open my business in this district because I believe
in my city and neighborhood in which I and my neighbors live. I also believe that economic development is
equally important in Atlantic Beach. I grew up at the Beaches and attended Fletcher High School before
joining the Air Force in 1980. I have seen our beach community grow and believe I can best serve the
needs of our beach community since I have been invested in the beaches all my life. ·
Two years ago I chose to get involved and run for commissioner in my district and improve the
representation for our neighborhoods. I walked door to door for three months and found that a lot of
residents felt that they had lost their voice in government. I gained many supporters and this was evident
in the final results of the election by gaining 48.45% of the vote and winning two of the four voting
districts, inCluding district 1312. I have continued to stay involved even while experiencing a very tough
life event and starting up three business ventures. I have the Integrity, Experience and Motivation to be
an asset to the City of Atlantic Beach and a voice for the citizens. I live here along with my wife and
daughter and we truly love Atlantic Beach and our neighborhood. I have been asked time and time again
by the citizens of Atlantic Beach that supported me in the last election to step up and run for
Commissioner again and have decided to answer their requests and apply for this vacancy.
I have read Article 2 Section 6 of the Atlantic Beach Charter and I fully meet the requirements of this
position.
I have enclosed my qualifications for your review. I look forward to further discussing this opportunity
with the Atlantic Beach Commission.
If you have any questions please call me at 904352.:_6064.
635 Jasmine Street, Atlantic Beach, FL. 32233 •(904)352-6064•mitchlmrding62@grnail.com
Mitchell R. Harding
Qualification summary for Atlantic Beach Commissioner, Seat 5:
Appointing me to serve as the Seat 5 Commissioner validates the choice voters made in District
1312 in August 2013. Making the effort to run a campaign and canvassing every street in District
1312, seeking Seat 5 in 2013 educated me on the depth and variety of needs in my area. Meeting
and greeting citizens across-the City offered me a chance to learn how diverse and complex issues
can be in this small town. Having won the Seat 5 by a wide disttict vote count means Twill bring
the voice of the people in my district to the dais.
Public service for more than 30 years in the Air Force and out-of-state plus federal law enforcement
has taught me the importance of listening first to the facts, understanding the core problem, and
working with many people to solve complex issues without emotion or political bias col01ing the
outcome. Each Commission member brings unique skills to the table, and by working within a team
framework we can best represent the needs of the entire beaches community.
Even though commission members spend a fair amount of time "on-stage" it is clear far more goes
on in this city than meets the public eye. The focus on parks, redevelopment, fmancials, utilities,
long-term goals for business and residential matters require many hours of research, study and
commitment beyond the hours spent on the dais.
Our town of nearly 13,000 people has a bright future that will continue to be shaped by caring
residents who give their time to get involved with City government. By serving on the City
Commission I plan on being a conduit for citizen input and to gather, analyze and craft appropriate
options for action. I view citizen involvement in our municipal government as an important avenue
for extending the reach of the democratic process. What a great opportunity to build on Atlantic
Beach's legacy as a wonderful place to live and to preserve for future generations.
Returning with my family after growing up here allows me a unique opportunity to serve and be
committed to Atlantic Beach's continued prosperity and hometown values. I appreciate this special
opportunity to apply for this appointment to the City Commission.
Relevant Experience:
• Active in the business community as a small business owner in the City of Atlantic
Beach and both live and operate my businesses in the district I would represent.
• Wining two districts in 2013 indicate my ability to listen and be the voter's choice
in Atlantic Beach. The margin citywide for the 2013 race was only 88 votes.
• Teamwork comes second nature to me having been a member of a high
performance Air Force Squadron unit. I am used to working out complex issues as
a member oflaw enforcement management and dealing with people in difficult
situations and when rapid decision making is critical.
• Proficiency in dealing with emergency response and crisis management (during
Hurricane Katrina) plus incident management and police investigations.
• Have strong ties in the beaches community. Grew up at the beaches and graduated
from Fletcher, attended church and school at the beaches and can best represent the
needs of the beaches community.
• Have been actively involved in city government attending Commission Meetings
and events to keep myself aware of the issues involving my City's government.
635 Jasmine Street, Atlantic Beach, FL. 32233•(904)352-6064•mitchharding62(£i)gmail.com
Mitchell R. Harding
Summary
Skilled professional with more than 30 years management and Public Service experience interested
in representing his community and neighborhood as City Commissioner Seat 5. Works well as part
of a team. Have the experience and drive to get the job done.
Experience
02/20 13 -Present Business Owner-MRH Security Services Atlantic Beach FL
• Represent the Business Community as a small business owner in the City of Atlantic
Beach and both live and operate my businesses in the district I am requesting to
represent. I am connected to both the businesses and Home Owners in the district.
• Have been actively involved in city government attending City Commission Meetings and
events to enable me to keep myself aware of the issues involving my city and government.
• Have strong ties in the beaches community. Grew up at the beaches, attended church and
school at the beaches and can best represent the needs of the beaches community.
• Support Athletic Programs as a sponsor for Softball and Baseball Recreational leagues.
05/2013-08/2013 Campaign for Commissioner Seat 5 Atlantic Beach FL
• Qualified for and campaigned to represent my conununity as a candidate for City
Commissioner Seat 5.
• Canvassed the city of Atlantic Beach door to door and met with the citizens of my district
and other districts to identify concerns and issues with our city and government.
• Was successful in securing the confidence of two voting districts evidenced by whming
those 2 districts in the 2013 election and only being defeated by 88 votes city wide.
• Participated in numerous Political forums and was endorsed by the local Beaches Chamber
of Commerce during the election.
04/1990-01/2014 Police Supervisor/Manager Jacksonville FL
Gulfp01i MS
• Employed as a Police Mid Level Supervisor/Manager exercising general supervisory
control over all assigned Police personnel.
• Ensured teamwork of assigned personnel to achieve efficiency and expedite task
completion.
• Recognized by my Superior as exceptional performer in all assigned tasks.
• Assigned to Regional Critical Incident Task Force during and after Hurricane Katrina due
to my displayed Professionalism and decision making abilities.
• Developed procedures for the emergency response and ctisis management, physical
security, infommtion protection, incident management and investigation units
• Selected to lead the Field Training Officer program
(904)352-6064•bicpd3527@gmail.com
Mitchell R. Harding
08/1980-09/2008 United States Air Force-First Sgt Biloxi MS
Promoted and assigned to Top Enlisted position within the Squadron due to demonstrated excellence and
professional decision making abilities.
Managed more than 140 assigned enlisted personnel. Ensured morale and training proficiency as well as
personal, financial and emotional well being of assigned personnel and their families.
Acted as the Commanding Officer's advisor concerning administrative and disciplinary actions involving
enlisted members of the organization.
Education
2008 Community College Of the Air Force
59 Semester Hours awarded towards Associate in Science degree
Munitions Technology, Instructor Methodology and Management
1996 MS Gulf Coast Community College
12 Semester Hours awarded towards Associate in Science degree
Criminal Justice
1990 Fletcher High School
High School Diploma
lob Related Training
Communicating with Older Persons, 8 Hours, 1992.
Tactical Communications Course, 16 Hours, 1993.
Air Force Reserve Quality Awareness Training, 8 Hours, 1997.
Critical Incident Training, 12 Hours, 2000.
Traffic Occupant Protection Strategies, 8 Hours, 2000.
In Service Training-Cultural Diversity,
Bomb Detection and Investigations Course, 24 Hours, 2004.
Biloxi, MS
Biloxi,MS
Neptune Beach, FL
Introduction to the Incident Command System, IS-100 for Law Enforcement, 8 Hours, 2006.
Incident Command System for Single Resources and Initial Action Incidents, IS-200 8 Hours, 2006.
National Incident Management System (NIMS), IS-700, 2006.
Air Force Weapons Safety Managers Course, San Antonio Tx, 240 hours, 2006.
IPTM Hostage/Crisis h1tervention, Jax FL 40 hrs, 2006.
IPTM/FTO Manager Course, Jax FL 40 hrs 2006.
Air Force First Sergeant Academy, Montgomery AL, 120 hours, 2007.
References
References available upon request
2013 Atlanti c Beach Prim
8/27/20 13
Registered Voters: 9,217
Ballots Cast: 2,937
Voter Turnout: 31.87%
Re sults last updated : 9/11/2013 2:31:23 PI
11111 I
Document Name Document D
AIIBeachResyltsByPrecincl.xls Results By Pt
Vote Type: All
liD Vote type summ ery
Vote for 1
Mitchell E . "Mitch"
Reeves. Jr.
Caro lyn Woods
Vote for 1
Tim J. Anderson
JjmmyHIII
Vote for 1
1 I
Jonathan Daugherty
Mitch H ard ing
• I I
,. Precin ct: All ,.
El Pre
Percen1
,__,__ _ _.144.60%
L-.._...._ _ _.155.40%
II I !!I
Percent
.---....-----,149.11%
.___...._ _ _.150.89 %
Percent
r---""1',---,151 .55%
..___.._! _ _.148.45%
C OMMISSIONER S EAT FIVE t Vote For 1!
Jonathan Daugherty Mitch Harding
Precinct Registered G1 Electior G2 Absent• G3 Provisic G4 Unscar Total Vot~ G1 Electior G2 Absent• G3 Provisic G4 Unscar Total Vote ~ T otal
1306 2365 281 60 0 0 341 284 64 1 0 349 690
1307 2845 418 204 0 0 622 349 160 0 0 50 ~ 1131
1308 1915 330 60 1 0 391 287 66 0 0 35 744
1312 2092 92 19 0 0 111 144 21 1 0 16 277
Totals : 9217 1121 343 1 0 1465 1064 311 2 0 1377 2842
·'·
From: m!cbae!hotfmann@comcast.net
To: Bart1e. Donna
Subj ect: Introduction and application for vacant Commission seat
Date: Friday, November 27, 2015 6:24:07 PM
Mrs. Bartle,
I have read Sec. 6 and affirm that I am qua l ified to serve on the
Commission.
I will be available at 246-9370 on Monday morning if your office
should require further information or signatures .
The statement below serves as my c.v ..
Michael Hoffmann
Application to fill vacant Commission seat
I have been a resident of Atlantic Beach at 176 Camelia St.
since 1990 and active in local politics at the grassroots level
since 1999 . I offer a lengthy public record of civic engagement
as the basis for my appointment to the vacant seat on the
Commission.
Here are some examples of my civic involvement:
In 1999 I was a co-founder of the Marsh Oaks Neighborhood
Association; I served as secretary during its three years of
existence. MONA's purpose was to coordinate and address
neighborhood concerns being overlooked at city hall , especially
relating to the degradation of the quality of life resulting from the
construction of the Mayport flyover. Other concerns included
recreation, sidewalks , and public safety. (The papers of MONA
are archived at BAHS.)
The MONA membership in 2001 tasked me to negotiate with
JTA for a landscaped berm to be built around the perimeter of
what became Veterans Memorial Park. JTA announced that it
would build the berm and turn it over to the city at the
completion of the construction project. Later, the AB
Commission vetoed the berm. This is why today the park is
open to the ugly view, air pollution and noise from the roadway
of the Mayport Rd.-Atlantic Blvd. intersection. (I would like to see
the city wrap the park's hurricane fence in opaque windscreen to
buffer the noise, grime and ugly view.)
I took the neighborhood lead in criticizing substandard and
dangerous sidewalks that the city had contracted for on Orchid
St. while Jim Hanson was city manager. The Commission
ordered some segments re-built, and they created a transparent
schedule based on metrics for future sidewalk construction
priorities. The following year I successfully lobbied to get a
sidewalk built and an additional streetlight for West Third St. (I
would like to see a model project done to make streets safer at
night for older drivers. Also, revisit speed limits on residential
streets.)
Elected and appointed city officials at the height of the real
estate boom determined to sell off half of the city-owned lots on
West First St. that are adjacent to Tideviews Preserve. I spoke
out against this plan on numerous occasions and eventually
carried my criticisms to the COB, which voted to table the
proposal. This ended the discussion as a new Commission was
seated soon afterwards that was not in favor of selling the lots.
(These lots are a crucial buffer to six lanes of Atlantic Blvd.
traffic noise and pollution that would otherwise enter the
surrounding neighborhood. I would like the city to incorporate
these lots into Tideviews Preserve to make it more difficult for a
future Commission to attempt to sell all or part of the buffer.)
The FRA 290 fountain project committee employed me as
secretary and liaison for their cooperative beautification project
with the city to put up a lighted fountain in the retention pond on
Mayport Rd. between West Fourth and Fifth streets. This project
required two years, from proposal to completion. (An FRA 290
member put up one-quarter of the total costs of the fountain and
lights plus installation.)
Free and fair elections are the bedrock of representative
government. I have worked since 1999 to bring about single-
member representation on the Commission. The addition of a
residency requirement in 2006-7 was a first step, but the recent
defeat of a referendum on single-member districts means that
vote dilution remains an integral part of the election process. I
drew the highest number of votes among the three candidates in
our home precinct when I ran for the Commission in 2009 --
without spending a dime. I relied instead on a public record of
civic engagement that I explained and defended in the local
press and in the candidates' forum. I believe, as did the
Founding Fathers, that financial contributions or gifts make
elected officials susceptible to undue influence and potential
corruption.
Michael Hoffmann
176 Camelia St.
246-9370
Received
NOV 3 0 2015
Office of City Clerk
A. Brea Paui-Lombardo
330 Sorgo Road
Atlantic Beach, FL 32233
Dear City of Atlantic Beach Mayor and Commissioners,
November 30, 2015
I am formally and humbly submitting myself for consideration to fill the City
Commission seat recently vacated by Jonathan Dougherty. I have spoken with
Donna Bartle, City Clerk and I meet all of the requirements for consideration.
I have been a resident of Atlantic Beach for 18 years and have chosen
this wonderful city to raise my family. I feel so very fortunate to live on the same
street my husband grew up on. I am a small business owner; it is a family based
flooring installation company. I have a background in land development
/planning as well as Owner's Association Management. During my time in
Atlantic Beach I have truly seen things change for the better and the City
continually makes improvements to the community. In 2007 I was appointed to
the City's Tree Conservation Commission, where I served until2009; when it was
done away with by the City Commission. In 2011 I was appointed to the
Community Development Board where I am currently a member. I have
chaired the Community Development Board since 2013. I genuinely love and
enjoy being on this board.
Our City has some very hot button issues related to our zoning code and I
feel my knowledge and experience will benefit the situation. I have considered
running for a seat on the Commission after I have reached my term limit on the
Community Development Board however with the current vacancy, meeting
the criteria for consideration and the current zoning related issues our City is
experiencing I felt it prudent to submit myself for consideration. I thank you all
for your time and consideration.
A. Brea Paul Lombardo
Experience
Partner/Owner
PAL Flooring, Inc.
A. Brea Paui-Lombardo
330 Sargo Road Atlantic Beach, Florida 32233
January, 2007 -Current
PAL Flooring is a small family owned and operated company that installs various types
of flooring as well as providing home maintenance to a variety of clients. Our projects
include a combination of commercial and residential of all types and sizes. My role of
this company is purely administrative in nature; my title is the Vice President and
Director of Operations.
Project Planning & Permitting Manager
Dyer, Riddle, Mills & Precourt, Inc August, 2005-July, 2008
DRMP was a leading Civil Engineering firm. I was our client's primary point of contact
and responsible for study and analysis of all client projects for compliance with city, state
and federal requirements for property and building development. Created conceptual
project designs illustrating site layout and detailing all regulatory requirements.
Prepared and participated in client presentations and upon approval, developed full
documentation for site engineering and review of regulatory compliance. Prepared and
managed all "permitting submittals" for major government agencies through final
approval. Worked closely with a variety of clients, architects, structural, environmental,
geo-technical, traffic and mechanical engineers, land surveyors, real estate agents and
developers, attorneys and civil service employees at all levels.
Administrative Assistant to Corporate Vice President. Administrated full department of
civil engineers, land planners and computer drafters in diverse geographic locations.
Architectural Review Board Administrator
Queen's Harbor Yacht & Country Club Owner's Association March, 2002-August, 2005
Queen's Harbour is an upscale gated community of 1000 single-family homes and town
houses. I was the staff facilitator and principal administrator for an eight member
Architectural Review Board, consisting of residents and paid professionals that reviewed
(rejected, modified, accepted) all construction and renovation projects.
Volunteer/Community
Community Development Board, City of Atlantic Beach. Board Member from 2011 to
Present. I have been the chairperson since 2013.
Tree Conservation Commission, City of Atlantic Beach. Board Member from 2007 to
2009.
Education Associate of Arts Degree, December, 2005
Florida Community College at Jacksonville, Jacksonville, Florida
High School Diploma, June 1995
N.B. Forrest High School (now it is Westside High School),
Jacksonville Florida
Baile, Nancy
From:
Sent:
To:
Subject:
Donna,
Anda Brea Paul [andabrea@bellsouth.net]
Monday, November 30,201511:12 AM
Bartle, Donna
Vacant Commission Seat
This email is to confirm that have read and meet the requirements for section 6 of our code, to qualify for the vacant seat on the City Commission. I thank you for your time and assistance.
Cordially,
A Brea Paui-Lombardo
1
OBJ EC TIVE
1101 Sche id el Co m·t
Atl a ntic Beach, FL 32233
904.401.3090
tow nsencl n•@daav a lschools.org
Atlantic Beach r esident seeking to be appointe d rep lacement City Commissioner for District 1312.
WORI< EXPERIENCE
Instructional Coach; Teacher 8/2012-Present
• Ma nages team of 16 mathematics teache rs for largest Titl e 1 Hi gh School in DCP S
• Vice -Ch a irman of Shared Decis ion Making Committee
• Me mber of Sc hool Leadership Team a nd Administrative Design Te am
• Rated Hi ghly Effective as a classroom teacher
• Developed and manages s uccessful after-school tutoring program
• Developed a nd ran e ffec tive onsite professional d eve lopment works hops
Staff Pastor Beaches VIneyard Church 8/2002 -10/2005; S/2008-5/2012
• Titl es He ld: Executive Pastor; Student Pastot~ Educati on & Mi ssio ns Pastor
• Sup ervised 650 m e mbe r church with paid staff of 9 a nd more than 9 0 volunteers
• 1000+ speaking hours to groups of up t o 2000 attendees; 1500+ written pages of mate ri a l
• Bui lt and m a naged several co mmunity partnerships: Beaches Ha bita t; Young Life; City of Atlantic Beach
Small Business Owner /Real Estate Bro){er 10/2005-5/2008
• Top producer in b oth r eal es tate sales & mortgages [$1 6.5M in sales 2006-2008]
• Deve loped majority In-house marketing materials
• Signifi ca nt one-on-one, natio nal tra de s how, webinar a nd sales presentations includin g Chamber events,
B2B events, and other network opportunities
• Ma naged client relationships from first contact through contract closing
E DUCATION
University of North Florida
• M. Ed. Educati on Leadership
• B.B.A. Banking a nd Finance
LEA DERSH IP & ACCOMPLISHMENTS
2015
2001
• Beaches Habitat for Humanity Home owner [Sch e idel Court Com munity] 2010 · Present
• COAB "Mayport Corridor Community Asset Map" Research & Presentation 2013
• Volunteer with COAB Gail Balcer after school center [Gail Baker] 2008-2013
• Volunteer with Beaches Habitat for Humanity [Mi sc. Projects] 2010-Present
• DCPS School Board Intern [Honorable Jaso n Fischer~ Di s trict 7) 2013 • 2014
o Shared Research: "DCPS School Consolidation Policy Brief" & "DCPS District Finance Policy Brief"
• Volunteer wlth UNF's Center for Urban Education and Policy (Dr. Mary Lai Ro se] 2013
• Volunteer with the Center for Ethical Leadership [Dr. Chris Janson] 2014
November 24, 2015
Mayor & Commission,
I would like to formally present myself as a candidate to replace Jonathan Daugherty as City
Commissioner. Along with this letter of Intent, you will find my resume, alon g with a research project
concerning the Mayport Corridor that I conducted in 2013 and presented to the City Commission.
As I mentioned to the Commission last n ig ht, I admit to having mixed fe elings about serving in local
government. This has nothing to do with my pas sion to se rve my community, but is based solely on my
experience in dealing with local government during the years of a prior mayor and commission. During
that time, I found myself continually frustrated by the In-fighting that kept the Commission from
respo nding to the large r n ee ds of the community. I watched as personal vendettas re sulted In r emov a l
of critical City employees who, for the most part, had served the City well.
Regardless, I have stayed as active as I can working mostly behind the scenes with Beaches Hab ita t, loca l
churches, and of course the after-school programs. Now, I find that local residents have sought me out
and as ked me to serve on the Commission, and It Is to these re sidents that I agree to serve. The election
of a new commission and mayor also gives me hope of a more productive City government. You might
therefore call me a reluctant politician as I am not aware of having political ambitions. I am aware of an
Intense passion to see continued economic development In our city, and particularly fulfillment of a
drea m to see r edevelopment o f the Mayport Corridor.
I therefore offer the City my ex perience as a husband, father, pastor, educator, volunteer, organizer and
Beaches Habitat homeowner. I offer my ability to connect with residents (young and old) that r epresent
the wealthiest members of our community to those that live at or below the poverty line. I offer my
ability to think strategically, communicate effectively and make d ifficult decisions In a timely manner. I
offer any business or managerial acumen I have, led as best poss ible by a compassionate heart.
Based on Article 2 Section 6 of the Ci ty Charter, I m eet the full-time r es idency requirements for
Commissioners, having lived In the Scheidel Court Community located In District 1312 since 2010. If you
would like to meet with me to discuss my candidacy, please feel free to do so .
Sincerely,
Mike Townsend
1101 Scheidel Court
Atlantic Beach, FL 32233
904.401.3090
Mlketownsend622@gmall.com
Running Head: COMMUNITY ASSET MAP
Rethinking Revitalization: Maypmt 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
1
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 patemalistic 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-tenn
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 (Hmton & Freire, 1990, pg. 41)." One element oflearning from the local
people is to know their community's unique history (Hmton & Freire, 1990). Another element is
to know more about the people themselves, and the unique "capacities" they already have (ski11s,
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. 1 07). Asset
mapping as a process seeks to avoid the "ready, fire, aim" methodology that is typical of
traditional needs assessment development. It seeks to bting 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 fonn ofhandouts 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 {Hotion & 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 CotTidor 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 Maypoti Corridor area specifically. After this brief history, the
local capacities of the people living in the Mayport Conidor are discussed in very general tenns.
After discussing the people, the map moves to discussing the many known organizations that
work in the corridor, along with their prior or current effotis 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-1 0) 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 AlA that runs nmth-south through the heart of Atlantic Beach
from Atlantic Blvd. to Dutton Island Rd. is referred to locally as the Mayport Con·idor (see Map
A3 in Appendix A). While the city government, fire, and police are located in Atlantic Beach's
eastern pmtion, 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 Maypmt Village community. Atlantic Beach statted 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, bumed 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 Maypmt 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 qumters were segregated being built at the height of the
ideologies ofthe 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 counterpmts (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 constmction 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 Maypmt 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 Conidor was established.
For the next 3 decades, the Mayport Conidor 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 conidor were smaller service-based
businesses with some light industrial. In 2008, the City of Atlantic Beach made revitalization of
the Mayport Conidor a primary initiative (COAB, 2009). The goals of this revitalization were to
increase code enforcement and to hopefully create a public-ptivate partnership with local
organizations (COAB, 2009). A project coordinator was hired, and while code enforcement
increased, little occUlTed in the way of real economic development in the conidor. Available
commercial properties remain relatively unchanged. Employment opportunities were still limited
locally and property values along the con·idor remained depressed in relation to like-kind
propetties 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 southem 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 Conidor community. Of Atlantic Beach's 12,000 residents,
10.8% were black according to the 2010 census (Censusviewer, 2012). Evet; 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 conelation between race and povetty 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 Conidor.
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-tetm tutoring, health, and food services. Another positive change is a
notable decrease in the types ofbars and clubs historically located near Mayport Naval Station.
Most have either been shut down or relocated nmth, closer to the base. Yet in spite ofthe 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-tetm alternative of
expansion of Wastewater Treatment Plant 1 in Jordan Park will likely produce further long-tetm
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., 20 I 0). For more than a decade, gentrification has been occurring most
notably in the Royal Palms community along the Mayport Cotridor. This is occmTing simply as a
natural result of limited supply and increased demand for coastal properties. As price increases
due to a decrease in available supply ofpropetiies 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 cotridor. The most current evidence
of gentrification was the sale and remodeling of the Atlantic Anns 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.
Running Head: COMMUNITY ASSET MAP
Community Assets -People
10
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" (Hmion & 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
conidor 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 cmTidor 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,
Judea-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 pettains 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
patticipate 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 conidor is still higher than in other areas of Atlantic Beach.
Furthermore, a smaller percentage of conidor 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
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 ... patt is in a church community,
part is in the school community, and part is in a work community" (Hotton & Freire, 1990, p.
28). These organizations offer potential assets to be harnessed in the community development
process. They also represent the cun·ent capacity for development (Beaulieu, 2002). The
following description and cotTesponding list provided in Table B 1 in Appendix B, is far fi·om
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
12
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 con·idor attend.
Most of the VPK to 51h grade students that live west of Mayport Road and in the Scheidel Court
neighborhood attend Neptune Beach Elementary. Most of the VPK to 51h grade students that live
east of Maypmt 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 ofNBE and ABE's
minority students live in the cotTidor, 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 con·idor attend Mayport Middle School. Mayport
Middle has only achieved an "A" grade one time in the last 10 years, yet has never been
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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 cull'ent 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 Coll'idor.
All public school students in the coll'idor 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% ofFHS 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 con·elation between race and economic status in Duval
County (Baek, Lee & Gambhir, March 2011). Almost all ofFHS' minmity students live in either
the Mayport CmTidor or the Jacksonville Beach "Hill" communities. Many students from the
conidor participate in FHS's quality sports programs. However, while FHS offers accelerated
cull'iculum, a smaller percentage of minority students participate in these courses. In addition,
many of the students from the Maypmt Conidor represent the bottom quartile of academic
performers at FHS.
Running Head: COMMUNITY ASSET MAP
Churches
Judea-Christian values remain the most prevalent value system in Atlantic Beach.
14
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 Pt;esbyterian
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 maniage, 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
fmmal development projects. At this time there aren't any churches in or around Atlantic Beach
seeking to do long-tetm 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 patemalism, which is when well meaning organizations "do things for
people that they can do for themselves" (Corbett & Fikke11, p. 1 09).
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 conidor
or located nearby. Two of these organizations are related to the military: the American Legion
and Fleet Reserve Association Branch 290. Little is cun·ently known about their membership,
activities or work in the con·idor. Masonic Lodge #356 is located just offthe southem end of the
corridor. Again, due to its fratemal nature, little is known about its membership, activities or
work. Beaches Vineyard Church hosts the Fletcher High School YoungLife group, an
intemational parachurch youth ministry (YoungLife, 20 13). 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, ptimarily focuses on
providing affordable quality housing to those at or below the pove11y 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 conidor.
In light of all that Beaches Habitat offers in the way of real development in the conidor,
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 ofbusiness, 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 Conidor. In 2008, the city launched an official revitalization project
in the conidor 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
conidor, fmther 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 ctime and the general effectiveness of the
community centers, tangible social and economic development has not taken place in the
Mayport conidor. New anchor businesses that employ locally have not been established. Much
of this might be blamed on the cunent economic downtum, but it could also be due to the fact
that to most, the Maypmt conidor 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 Conidor," 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 fonnally
involved in any planning process and some have felt adversely encroached upon by well
meaning city works (Donner tennis courts, expansion of Wastewater Plant #I etc). A viable
strategic plan or vision was never created to entice community participation or commercial
investment. The Maypmt Corridor business association was never effectively fotmed. While
many church and non-profit organizations were approached to participate in revitalization
efforts, long-tetm vision for the corridor was never available to show them how their effotts
would produce viable development. Fmthetmore, 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 ctime reduction, are effectively stalled.
Conclusion
Development and revitalization of the Mayport Conidor 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 effmt. Or perhaps, the inability to produce viable socioeconomic development is
futther 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 conidor 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 instmction being offered to minority
elementary students in the corridor is exemplary. These efforts will be effective in poverty
alleviation in the very long-tenn (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-tenn. The education and
remedial instmction 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 cmTent 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 cotTidor, 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 fonn 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 conidor that
represent the lower socioeconomic specttum 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 vmiety of concems 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 conidor
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 CoHidor. It is impossible to entice business investment or residential development in
the coHidor 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 ofthe community. That plan has never been created. Prior attempts
by local govemment 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, patemalism, 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 conidor, 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 effmts of development are at best
paternalistic, and at worst, just another example of economic impelialism (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 ofthe conidor also have a variety of untapped and
undeveloped skills and services that could be offered to the local community. The assets
necessary for tiue, 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 ofthe 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
Bl 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 CotTidor. 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 cunently live in the conidor.
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 comptised 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.
Running Head: COMMUNITY ASSET MAP
Appendix A
Map Al: Location of Atlantic Beacht FL
~~ .,.. .. o..· ~ \
\
Source: http://www.nefla.com/atlantic beach/florida maps.htm
23
Running Head: COMMUNITY ASSET MAP
Map A2: City of Atlantic Beach, FL
Cltr el Adu Uo Bmh
t;lf!jiYr(Jhit:lll !JJJ/onmfiull
Cammunity Dm lop mt nt I GIS
100 s..Nolt 111M
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24
Zoning Districts
~ CBD l'corrol llurlor.u VIJttl(l
-CG l.'t>mmrrl'lol, General
-Cl £'ommcrrlol, Umll<'d
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-RG·M /kJid<'flllul, Grnrrot Mu/!J.I'ornl/)'
a ·rr of Atl.wtJ~ .&Jrh
Official Zoning Map
Dop.t OJII "'"''"'"'.'"' dwush Otdawlre Numb<r IJO./o.l/1
o•-•CO'l:::::.-•'.ocl::o==2.oco•--u~... ·$·
Source: http://fl-atl anticb each.civicp lu s.com/documentsll33 /204/209/0 ZM_90 -I 0-
2 12%20 %288 %20M ar%2020 I 0%29.PDF
Running Head: COMMUNITY ASSET MAP
Map A3: Mayport Corridor R evitalization Project
I -o
City of Atlantic Beach
Revitalization Priorities
~ M11yport Corridor (C ity of Jacksonvill e)
c::J Mayport Corridor (City of AUanUc Beach)
Royal Palm& (City of Allanllc Beach)
i
II N w+E
s
I
i
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So urce : http:/ /fl -a tl a nti cbeach.c ivi cplus.c om/do cum ents/ 13 3/205 /ab _fo cus200 9 .PDF
25
26
Running Head: COMMUNITY ASSET MAP
Appendix 8
Table Bl: Formal Organizations Working in Atlantic Beach, FL
Nam e Type Primary Focus
Atlantic Beach Assembl y of God Church ??
Beaches Vineyard Church Relief
Community Presbyterian Church 7?
First Baptist Church Atlantic Beach Church 7?
Freedom Independent Baptist Church ??
Ho l y Church of Living God Center Church Re l ief
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 ?7
St . John the Baptist Catholic Church Church Relief
Su nrise EFC Church Relief
Sunrise Worship Center Church Relief
Triumph Apostolic Faith Church Church 7?
American Legion Fraternity ?7
Fl eet Reserve Association Branch 290 Fraternity ??
Masonic Lodge #356 Fraternity ??
City of Atl antic Bea ch Government Development
Beaches Emergency Assistance Minist Non~profit Re l ief
Beaches Habitat Non-profit Development
Fletcher Young life Para church 7?
Monument Chri stian Academy Private Schoo l Education
Atl antic Beach El ementary School Public School Education
Fletcher High School Public School Education
Mayport Middl e School Public School Education
Neptune Beach Elementary School Public School Education
27
Running Head: COMMUNITY ASSET MAP
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