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Special Meeting Called 12-01-15 v CITY OF ATLANTIC BEACH CITY COMMISSION AGENDA December 1, 2015 SPECIAL CALLED MEETING AT 6:30 PM Pledge to the flag Call to order 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 5:00 PM,Monday,November 30,2015. 1 • 1 Mitchell R Harding Received 635 Jasmine Street Atlantic Beach FL 32233 NOV 2 5 2015 904352-6064 mitch.harding62@gmail.com Office of City Clerk November 24,2015 City of Atlantic Beach Mayor/Commissioners Re:City Commissioner Seat 5 vacancy Dear City of Atlantic Beach Mayor/Commissioners: 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 9043526064. Sincerely, fr �i �1 635 Jasmine Street,Atlantic Beach,FL.32233•(904)352-6064•mitchharding62@gmail.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 district vote count means 1 will 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 coloring 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,financials,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 of law 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. 035 Jasmine Street,Atlantic Bca,;h,FL.32233•(904)352-6064•mitchharding62(uigmail.a,m 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 02/2013—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 1 am requesting to represent. [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. 052013-08/2013 Campaign for Commissioner Seat 5 Atlantic Beach FL • • Qualified for and campaigned to represent my community 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 winning 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 Gulfport 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 crisis management,physical security,information protection,incident management mid investigation units • Selected to lead the Field Training Officer program (904)352-6U64•bicpd3527Q.gmail.cum 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 Biloxi,MS 59 Semester Hours awarded towards Associate in Science degree Munitions Technology, Instructor Methodology and Management 1996 MS Gulf Coast Community College Biloxi,MS 12 Semester Hours awarded towards Associate in Science degree Criminal Justice 1990 Fletcher High School Neptune Beach, FL High School Diploma 3ob 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, S Hours,2000. In Service Training-Cultural Diversity, Bomb Detection and Investigations Course,24 Hours,2004. 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 Intervention,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 Atlantic Beach Prim 8/27/2013 Registered Voters:9,217 Ballots Cast:2,937 Voter Turnout:31.87% Results last updated:9/11/2013 2:31:23 PI Document Name Document D AtlBeachResuttsByPrecinct.xls Results By Pi Vote Type: All V Precinct: All v D Vote type summary D Pre Vote for 1 Percent Mitchell E."Mitch" NMI 44.60% Reeves.Jr. Carolyn Woods MN 55.40% Vote for 1 Percent Tim J.Anderson MEI 49.11% Jimmy Hill SIM 50.89% Vote for 1 Percent Jonathan Daugherty =NI 51.55% Mitch Harding EINE 48.45% COMMISSIONER SEAT FIVE (.Vote For 1 j Jonathan Daugherty Mitch Harding Precinct Registered G1 Electior G2 Absent,G3 Provisic G4 Unscar Total Votes G1 Electior G2 Absent G3 Provisic G4 Unscar Total VotesTotal 1306 2365 281 60 0 0 341 284 64 1 0 349 690 1307 2845 418 204 0 0 622 349 160 0 0 509, 1131 1308 1915 330 60 1 0 391 287 66 0 0 353 744 1312 2092 92 19 0 0 111 144 21 1 0 1661 277 Totals: 9217 1121 343 1 0 1465 1064 311 2 0 1377 2842 From: Inichaelhoffmann(alcomcast.ne� To: Bartle,Donna Subject: 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 qualified 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 BANS.) 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 CDB, 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 A. Brea Paul-Lombardo 330 Sargo Road NOV 3 0 2015 Atlantic Beach, FL 32233 Office of City Clerk November 30, 2015 Dear City of Atlantic Beach Mayor and Commissioners, 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 until 2009; 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. Cordially, a TAL-A30 41404) A. Brea Paul Lombardo A. Brea Paul-Lombardo 330 Sargo Road Atlantic Beach, Florida 32233 Experience Partner/Owner PAL Flooring, Inc. 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 • Bailey,Nancy From: Anda Brea Paul jandabrea@bellsouth.net] Sent: Monday,November 30,2015 11:12 AM To: Bartle,Donna Subject: Vacant Commission Seat Donna, 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 Paul-Lombardo 1 1101 Scheidel Court Atlantic Beach,FL 32233 904.401.3090 townsendm@duvalschools.org TOWNSEND, MICHAEL A. OBJECTIVE Atlantic Beach resident seeking to be appointed replacement City Commissioner for District 1312. WORK EXPERIENCE Instructional Coach;Teacher 8/2012-Present • Manages team of 16 mathematics teachers for largest Title 1 High School in DCPS • Vice-Chairman of Shared Decision Making Committee • Member of School Leadership Team and Administrative Design Team • Rated Highly Effective as a classroom teacher • Developed and manages successful after-school tutoring program • Developed and ran effective onsite professional development workshops Staff Pastor Beaches Vineyard Church 8/2002- 10/2005; 5/2008- 5/2012 • Titles Held: Executive Pastor;Student Pastor, Education&Missions Pastor • Supervised 650 member church with paid staff of 9 and more than 90 volunteers • 1000+speaking hours to groups of up to 2000 attendees; 1500+written pages of material • Built and managed several community partnerships: Beaches Habitat;Young Life; City of Atlantic Beach Small Business Owner/Real Estate Broker 10/2005 - 5/2008 • Top producer in both real estate sales&mortgages [$16.5M in sales 2006-2008] • Developed majority in-house marketing materials • Significant one-on-one,national trade show,webinar and sales presentations including Chamber events, B2B events,and other network opportunities • Managed client relationships from first contact through contract closing EDUCATION University of North Florida • M.Ed.Education Leadership 2015 • B.B.A.Banking and Finance 2001 LEADERSHIP&ACCOMPLISHMENTS • Beaches Habitat for Humanity Homeowner[Scheidel Court Community] 2010-Present • COAB"Mayport Corridor Community Asset Map"Research&Presentation 2013 • Volunteer with COAB Gail Baker after school center [Gail Baker] 2008-2013 • Volunteer with Beaches Habitat for Humanity[Misc. Projects] 2010-Present • DCPS School Board Intern [Honorable Jason Fischer,District 7] 2013 -2014 o Shared Research:"DCPS School Consolidation Policy Brief"&"DCPS District Finance Policy Brief" • Volunteer with UNF's Center for Urban Education and Policy[Dr.Mary Lai Rose] 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,along 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 night, I admit to having mixed feelings about serving in local government.This has nothing to do with my passion to serve 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 responding to the larger needs of the community. I watched as personal vendettas resulted in removal 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 Habitat, local churches, and of course the after-school programs. Now, I find that local residents have sought me out and asked me to serve on the Commission, and it is to these residents 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 dream to see redevelopment of the Mayport Corridor. I therefore offer the City my experience as a husband,father, pastor,educator,volunteer, organizer and Beaches Habitat homeowner. I offer my ability to connect with residents(young and old)that represent 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 difficult decisions in a timely manner. I offer any business or managerial acumen I have, led as best possible by a compassionate heart. Based on Article 2 Section 6 of the City Charter, I meet the full-time residency 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, 111 Mike Townsend 1101 Scheidel Court Atlantic Beach, FL 32233 904.401.3090 Miketownsend622@gmail.com 1 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 Al 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 AlA 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 Bl 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 Al: Location of Atlantic Beach, FL 5 @lack'Ha_mniock 0.._ 7• Rat0, .... ,■ ',, Shady Rest _ 1 kw. Seeghly Helgitt�% • �DUVaikw.is t ark 105 1 f' Plu ' or �.�,_I 245 r. ,� ed r. .lnt - - !' I nns• • `San I. { , t 8p.uidfng , .,Q 0 .-I:, k,.0 *. i i. 1 ` EPs. Oil Fort George Island 1. Lake P Est i■s Ri ar1l$W I L, i. o YiN�wBkdf Fort MaypoN �,� -"■ •: :PMc&U1tvil rim f'anarri$IP*„ Cosulo ,�l 0 ■^, ' . 0Mtanhallan Brtach f Carr�bon` irlar �a fall( o `- cks nvl tiantic Beach Hart Have -1 Atlantic Ocean -*r. 60 Varm�riay Saalbrbo Jacksonville Beach •Caiab ci-- Philips `■ Sprtri Glen . - +� ` 'l yde c3rowe LarseG:■ _' 1 r -_ ti Isle CA Psalms � : Cedar Hills _'(11:4 � � ...�.--.---._- ISt � . „Ponta Vecila Beach • Dee . . , Club t w 1 # Johns 'j O 1 Pante Vara ...:_i L V h� River i '-�`<_ ._ Stockade Duval --.a • _ a I. t. ■" 1 1 Gia �BeI Ir Palm Valie Y • •+i Orange Pa _■ _ MIcklnr Landing Ridgewood Mandarin •�_ C._8ayasd 1 1 Source: http://www.nefla.com/atlantic beach/florida maps.htm 24 Running Head: COMMUNITY ASSET MAP Map A2: City of Atlantic Beach, FL City.f Atlantic Brad) 6e9na�ifiimlgnfoiynaHon.5:yrfe»I ^�" • Can Development I Ga ` a ' fk__-_ .- Zoning Districts 9 I Swink ad B 904247$$45 - , W�Ae9esJ<0.>a'A F.9042429{46 ;s J S` ��� j� ®CBD Central Business District ■wa►ar ,+, y,� =s `�4 1 MI CG Commercial General �us`e .•�• T EN CL Commercial,Limited u' '','7 ',20 S1 Sfi an CPO Commercial,Professional Office 'gip T r � . e.a.��7-�ti��,,e: . - MI SP Special Purpose i + I ` ?!twin•um•4 MI UW Light lndustrial&Warehousing '��'`' — t L_ IMPUD Planned Unit Development \ 1 , .SPA Special Planned Area MI CON Conservation rte,, RS-L Residential,Single-Family,Large Lots RI � v ale s> s in le-F ml �• P �in T. _ I RS-1 Residential,S g a ly �` i°4. i�RS-2 Residential,Single-Family 5 j44'... .."4 = 1 z '' •'• , ,RG Residential,General Two-Family r - r w - �; 17 RG-M Residential,General Multi-Family rr ♦y: MPS L_.; � + Fc ,—..--t-±, .1`�: r ai. ircS Imo_ •_/ • .. . 443 F 1-=- ..., !.,-. I° ell% It iii.1:11;:nil:ViriLlii \ .{ , �`@ 3 :.1. �it. L+i!j'fna 1 ,.j {„t t7 r `"".-- 'iTlij �7, ` �i1 a 2•NT110,4*-' �r,�• .`ZI • u+�icrL7_] ,,-� CrA1 W n ul\lRRELII ''-tC �.; ` c, oras sz 'x:• �- �, ^ct n;;e s t Offila cial Zoning Map `�, is"�a': t r�r !„„t�t;a Lxpiaaa;AmendmentsdraglL n-7 -: _t t�t7 -T.,._a- a 7d Ot>3ia nceNumbc90.70.412 i. .ii - __ NOYa• 0 too loot 2,000 3.0•Yl {7 wdPA. NM Fen G,F 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 iCity of Atlantic Beach Revitalization Priorities . - . „ ...- . • _ ,.. Mayport Corridor(City of Jacksonville) Mayport Corridor(City of Atlantic Beach) Royal Palms(City of Atlantic Beach) •• ' ' ' I -17 i. • -' .. . . . , -- ,' Aquatic Gardens(City of Atlantic Beach) - -,,,..,Lnanes are -;,, C, .1 1 , . ra,?igon ave n --,-----g rudder, ,, , . i :, .pen....,, .. -Aj ,.% — r''' lili '. 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'.> : I, _, i, I_ -=' \::-\.---rt,-":,1-*Tilor ' . 1. )---.•\--!. --f-i F- 2. • i " S J, Lt.-4-- p.,;„„.„,,,,, c,....,..4,i. •e, ,.. wil . _, ,_ , _. • i •,_..., . , , \ §. •..*_.r.„1,..-: "-i , '11'...c.a...4...,• = _____-...- r / t * i-•4.:,:,. ..- i 1 / -"' '14: - •aa .—-..-- ' — ":- :,";46., ;-.8-4 • -, i ', - _ ..,., ', , z,'. ,.: -1` 1 4.j' t / ,.',, - , t 7 't--I—7 . 17,,,„ ,,'- ; , -4-‘, V--_.\---1...-,-.: .,-,Y,-,•..; 1 '4-,,,,ii , i 5 y..i g .....y ,..?..;::• —. __ ; warm"rd-1 '.'__i_E.,i_li.k,7. c--", .•,,,..-,, . it t...-;'..•.-' •"-',,,,.-:?:'2-''•- -1 3-1-', 14th st n I :,, --j"fan., -- '.- -.... ''''''''''•,7.1-i."....--....,1 7 7.'..._....2.' ----,.- ,,,4,1:si-ko,,,', ',., 4.,.,f-.1-_---.7.1, ,'' ' - E 7 . . - . ._ I- r, •v,,, .,-,,,,,P,d., . c.....4••.-; 4, ,., ,,,,-...- an.,,,ei.mcit fr -C."' •t 1:•=','.. ''''l'''. ,.'; 4 `--:„ V7;.---:' r V it 4 -6'-t..-"Ii 1 1 , ,/,;'•- - t:- „ I."..i''':.;., ':';';' ' •-. ' 7 -4 -,-.j I .''''',.i. 7 •-• -1- 4'. c.."' a 4'v., -. a t'.. O 1: .70 '-.- -- ,i,' °.- ._, '3, c z..., ,-- ....,,ii. ..- ,:.77/-.7"-i,-• ,.:, - 171 ..•-•ft-,ern e 6,, ; - -.6. ,,,,,,, 1 c. ff.. i .:•,- ,-- 1 .,', ,:•',.::il ".,. .„. -; tr, /iV l'•• ' '.7- 1 I -.. •-,4„ -v° ', . . '.- .._ -.,. ;I( "..4.:4•:-/ ..:•1'=''' '.•1'. , I ''''',46„ , ''''bv, ,• , , ,,'''.,,,::7, :,.....!,.....7 0 t.., 4 •:-''' e• i . • ,,,,,, , -'' ,2• f,,,,,, ______- .‘i'iii.ii;. 4''', '-`1 . .. __. 1 I LI ' m4"-,-1---- H 11:;-..:=1 -',•• , . li .,:'.-•t . q -/ .,-?i LI „ .„ _ :i , fffaa. I-0 50D- 1,000 00012 ,.,I --- '-. --Created by COA8Clef' )artment or'Con-moat/De Arlonrtent/GIS Di/L.4w Oa Febniary 23.2009 ab lows2009 Source: http://fl-atlanticbeach.civicplus.com/documents/1 3 3/205/ab_focus2009.PDF 26 Running Head: COMMUNITY ASSET MAP Appendix B Table B1: Formal Organizations Working in Atlantic Beach,FL 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 Minist 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 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#.UmgIi6x6Z 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 1 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-maj or-funding-wastewater-overhau l Find the Data(2013).Atlantic Beach, Florida ACS City Economic Census Data. Retrieved from http://acs-economic-city.findthedata.org/1/4147/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.hi storicaltextarchive.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