A Vision for Winter Haven's Future

Following is the complete text of the technical document that resulted from the Winter Haven community visioning effort.  This document outlines the "Vision Statement" and the "Genesis" of rationale behind the formation and pursuit of a long-range plan. Any collection of viewpoints regarding a community's dreams and hopes for the future contains goals that are somewhat easy or obvious, as well as a dose of idealism to stretch the imagination.

In many areas, timelines and actual costs are to be determined as the Steering Committee works with Vision Partners . . . any organization, business, civic group, government entity, church, etc., who have the passion to make these dreams a reality.  The end result will be limited only by our collective will.  The Steering Committee Chairman is Mike Kingham.  

You are invited to become a part of this massive undertaking. There is a convenient e-mail option on the home page.  

Specific sections of the report, titled by Key Performance Area, are as follows:

     Community

     Economic Development

     Education

     Growth and Redevelopment

     Healthy Lives, Healthy Choices

     Lake Preservation and Enjoyment

Winter Haven Vision Statement

Winter Haven is a community of beauty, quality, and harmony. We embrace our cultural, ethnic, racial, and religious diversity. We nurture and promote healthy families. Our citizens participate and cooperate for the greater good of our community. We encourage a friendly, small-town spirit while nurturing the evolution of our community.

We live in a community with a unique lake-centered environment that is continually enhanced and preserved in a manner that ensures healthy ecosystems. Our citizens use and appreciate our water resources.

We have nationally recognized schools, libraries and institutions of higher learning setting the pace as models of innovation. These facilities feature the resources and technology to give everyone in our community the opportunity to gain knowledge, skills, and the character to thrive.

We have an exceptional, accessible health-care system that promotes the public health and well being of all citizens. There are a rich variety of social, cultural, and recreational activities for citizens of all ages. We promote a crime-free and drug-free environment.

We have a thriving, sustainable, diverse economic engine, the nucleus of which is a vibrant, historic downtown. Our local businesses promote economic opportunity for all citizens and attract people from around the country to our distinctive lake-centered environment. We have an infrastructure that capitalizes on our strategic geographic location and encourages visitors to our community. We enjoy convenient access to areas around Winter Haven as well as to other cities, attractions, and cultural opportunities. The community’s government entities and public officials foster a spirit of high cooperation; each understands stewardship of the public trust requires consideration and actions that transcend traditional political boundaries.

Winter Haven is the pride of its citizens and the envy of visitors. It is a community that many of our children want to make their home.

 Genesis

The concept: That citizens can, and should, take an active part in shaping the destiny of their community.

The initial participants: Our Future by Design: A Greater Winter Haven Community - A diverse group of 150 "stakeholders" representing a cross-section of our community and articulating a broad range of perspectives, ideas, and expertise embarked on this vitally important community planning effort.

The challenge: To determine a collective vision for Winter Haven’s future that would capture the imagination of our citizens and empower them to act as a force for change over the next 20 years.

The process: To strive for broad-based ownership and participation, the stakeholders proactively formulated a vision statement reflecting our dreams and hopes for our "ideal" community as we enter the new millennium. Using this vision as their guide, the stakeholders formed six task forces, each focusing on a different "key performance area" essential for our community’s future. They identified Winter Haven’s strengths and assets and targeted specific areas for improvement.

The plan: To address the needs and goals of the community, each task force formulated a series of specific action plans with measurable means of implementation.

The vision: To dedicate ourselves to achieving the plan and by doing so accomplishing the vision. The difference between the possible and the impossible is simply the measure of our collective will.

The Key Performance Areas

1. Community

Bringing Neighbors Together

Creating Recreational Opportunities

Taking Pride in Our Image—The City Beautiful

Promoting Tolerance

2. Economic Development

Adapting for the Future

Building on Our Strengths

Growing our Economic Base

Capitalizing on Our Geographic Location

Examining the Value of Professional Baseball

3. Education

Starting at Birth

Ensuring a Quality Education

Placing a Value on Our Teachers

Exceeding Expectations

The Computer Literate and Connected Community

Educating Each Other

4. Growth & Redevelopment

The Downtown Core

Historic Preservation

Transportation

Responsible Growth

Neighborhood Revitalization

Affordable Housing

5. Healthy Lives, Healthy Choices

The Greater Winter Haven Healthy Community Coalition

Defining Our Priorities

6. Lakes Preservation & Enjoyment

          Our Gift – Our Legacy

          Accessibility to Lakes

          Improving Water Quality and Wildlife Habitat of Our Lakes

          Designating Urban Lakefront Development Areas

          Lakes Public Education Program

          Ecotourism - Sharing Our Lakes with the World

          Lakes Project Selection Policy

          Proposed Projects/Programs Addendum

Vision

The Greater Winter Haven area is a community in harmony. We practice tolerance and celebrate diversity among our citizens. We thrive on effective leadership, open communication, innovative recreational programs and cultural opportunities. We work to preserve the beauty of our community. These elements are accomplished through the collective efforts of our neighborhood associations, businesses, churches, and public institutions.

Bringing Neighbors Together

Anyone who has lived in or visited Winter Haven knows that our greatest natural resource is our people. We must bridge our communities to become interdependent, increasing our understanding of each other’s needs, gifts, interests, and culture. To achieve this ideal, we must develop an effective system of neighborhood associations for the Greater Winter Haven community.

Goal 1: To develop an effective system of neighborhood associations for the Greater Winter Haven community.

Rationale: A community’s success is better assured if there is pro-active involvement on the part of those who live in the community. One proven way to develop this involvement is through neighborhood associations. Neighborhood associations can become a viable part of city and county in many ways. Areas involving safety, code enforcement, beautification, volunteerism, and interaction as a sounding board for proposed county or city plans come to mind. Achieving this objective requires the leadership and commitment on the part of city and county government.

Action Steps:

1. Achieve an agreement between city and county government so that these bodies will cooperate with the Implementation Committee to support the development of a system of neighborhood associations within the Greater Winter Haven community.

Implementers: Community Subcommittee, City, and County elected officials.

Time Line: To be determined.

Resource Needs: Time

2. Define the potential neighborhoods of greater Winter Haven within which viable neighborhood associations could be formed.

Implementers: Community Subcommittee, City of Winter Haven, Polk County Board of County Commissioners

Time Line: To be determined

Resource Needs: City, County and Community Subcommittee staff support.

3. Have county and city provide adequate staff to support the development of neighborhood associations. Put into effect a connecting local agreement that will define the working relationships between the city and county with respect to neighborhood associations. (Note: Hillsborough County has a neighborhood coordination office and might serve as a model for Polk County and Winter Haven.)

Implementers: City and county-elected officials, Community Subcommittee
Time Line: To be determined
Resource Needs: To be determined

4. Recruit persons within defined neighborhoods who are interested in taking part in the formation of neighborhood associations.

Implementers: Community Subcommittee, City, and County staff
Time Line: To be determined
Resource Needs: To be determined

5. Develop curriculum and train persons interested in serving on neighborhood associations.

Implementers: Polk Community College, City and County staffs, Community Subcommittee

Time Line To be determined

Resource Needs: To be determined

Goal 2: Develop and maintain a community web site which facilitates communications within and between neighborhoods.

Rationale: Technology offers new and efficient ways to communicate with each other. A review of the Internet reveals excellent web sites and flexible systems for the exchange of community information: government to government: government to people; people to government; and people to people. Some of the cities involved are similar to Winter Haven in size. The city needs to emulate this practice.

Action Steps:

1. Form a committee with representation from the Community Subcommittee, County government, City government, Polk Community College, Winter Haven Chamber of Commerce, and potential web-site providers to develop a plan for the creation of a community web site linking neighborhoods, government, and other community organizations.

Implementers: As listed above
Time Line: To be determined
Resource Needs: To be determined

Creating Recreational Opportunities

Currently, not all recreational and cultural opportunities are easily accessible to all residents. Too often our youth feel there is nothing to do in Winter Haven, and, as a result, many of them become involved in unhealthy activities.

Goal 1: To develop diverse and innovative recreational and cultural opportunities for all.

Rationale: Recreation, arts, and culture are activities that help define us as a community. They are avenues of communication between people, between cultures, and between neighborhoods. They stimulate our intellectual and physical energies.

 Action Steps:

1. Create a task force to examine recreational and cultural resources and needs of the community.

Implementers: Community subcommittee
Timeline: To be determined
Resource Needs: To be determined

2. Survey community needs, evaluate existing facilities, investigate options, list resources available, and determine additional funding required to (a) enhance and expand neighborhood parks and facilities and to (b) build a centralized state-of-the-art facility.

Implementers: Recreation, Arts, and Culture Task Force
Timeline: To be determined
Resource Needs: To be determined

3. Expand recreational youth sports leagues to reach those not served by competitive leagues.

Implementers: City and county recreation departments, representatives from neighborhood associations

Timeline: To be determined

Resource Needs: To be determined

4. Establish a permanent exhibit of local history and a gallery of art by citizens representative of the various cultures in our community.

Implementers: Neighborhood associations, Historic Winter Haven, Ridge Art Association, representatives from cultural organizations

Timeline: To be determined

Resource Needs: To be determined

Taking Pride in Our Community - The City Beautiful

We are blessed with a tremendous resource of natural beauty in the Winter Haven area. We must empower all citizens in our community to take greater responsibility for their neighborhoods and inspire a sense of pride among them for the beauty of our community. Litter prevention, neighborhood beautification, and minimizing the impact of waste can sell our city to prospective residents and businesses. Education and communication are the foundation for inspiring responsible individuals into action. Monies will come from donations, grants, in-kind services, City/County Government, and citizen volunteers. 

Goal 1: To instill in all members of the community a civic duty to protect and enhance the beauty of our community.

Rationale: We are blessed with beautiful natural resources. Knowing that appearance affects the quality of life of our residents and the appeal to prospective businesses, we must ensure attractiveness with regular clean-up efforts.

 Action Steps:

1. Develop principles and standards by which we define and measure our community's beauty.

Implementers: Keep Winter Haven Clean and Beautiful, beautification liaisons from each neighborhood association

Timeline: To be determined

Resource Needs: To be determined

2. Develop an annual clean-up and education program to be conducted by every neighborhood.

Implementers: Keep Winter Haven Clean and Beautiful, neighborhood associations, city and county coordinators

Timeline: To be determined 

Resource Needs: To be determined

Goal 2: Enhance aesthetics of public spaces and commercial areas.

Rationale: Entryways into our community and commercial buildings and grounds also project the image of who we are. Our community identity should be as attractive as possible.

1. Support the city's plan for consistent gateways to the community.

Implementers: Keep Winter Haven Clean and Beautiful, Chamber Beautification Committee, Neighborhood associations, Beautification liaisons

Timeline: To be determined

Resource Needs: To be determined

2. Design a beautification plan for the Downtown area that might include aquatic landscaping and/or fountains in highly visible areas.

Implementers: Main Street Winter Haven, City of Winter Haven
Timeline: Consistent with Main Street consultants' recommendations
Resource Needs: As per plan of consultants

 Goal 3: Support Effective Code Enforcement

 Rationale: Attractive surroundings will enhance the quality of life for residents in addition to presenting a positive image to visitors.

 Action steps:

1. Create a task force of city and county residents to study how the enforcement process can be improved and expedited.

Implementers: Community Subcommittee
Timeline: To be determined 
Resource Needs: To be determined

2. Establish uniform standards of aesthetic acceptability for both city and county.

Implementers: Code Enforcement Task ForceTimeline: To be determined Resource Needs: To be determined

3. Research the possibilities of underground utilities downtown and in new developments, more effective noise abatement, and aesthetically pleasing use of signs, billboards, etc.

Implementers: Code Enforcement Task Force
Timeline: To be determined 
Resource Needs: To be determined

Promoting Tolerance

Goal 1: To achieve harmony and understanding and to increase sensitivity, tolerance and respect among diverse groups of people.

Rationale: A responsible and committed group and organized structure must be in place to advocate change and ensure that the vision is implemented.

 Action steps:

1. Diversity Issues Group will grow into core group of 100 (name to be determined).

Implementers: Diversity issues Group
Timeline: Initial group organized by December 15
Resource Needs: To be determined

2 .  Group will articulate goals, assign tasks, and create system for reporting activities
      and progress toward goals to the Implementation Committee.

Implementers: Group of 100 Community Subcommittee
Timeline: To be determined
Resource Needs: To be determined

Goal 2: Provide sensitivity and tolerance-training to a broad-based group of leaders and others, including key elected officials, leaders of the visioning effort, leaders of the Chamber of Commerce, and others.

Rationale: Training is necessary to help well-intended people achieve a new level of understanding, sensitivity and tolerance.

 Action Steps:

1. Organized training for key individuals and groups.

Implementers: Group of 100, Community Subcommittee
Timeline: To be determined
Resources Needs: To be determined

2. Provide Tours and familiarization activities expose key leaders and others to critical areas of the community, including homeless and migrant areas, as well as other areas that need to be addressed relating to diversity and sensitivity.

Implementers: Group of 100, Community Subcommittee
Timeline: To be determined
Resource Needs: To be determined

Goal 3: Actively promote and encourage social interaction among key individuals and groups in order to assure that the community achieves superior levels of understanding, sensitivity, tolerance and respect.

Rationale: The effort must move beyond formal activities associated with organized groups, training, and workplace to be meaningful and effective.

 Action Steps:

1. Encourage individual members of the Group of 100 and others to socialize or interact in a meaningful way at least once monthly with members of other minority, economic or ethnic groups.

Implementers: Group of 100, Community Subcommittee
Timeline: To be determined.
Resource Needs: To be determined

2. Create series of Heritage Weekends to celebrate and focus attention on diverse groups and to promote understanding and tolerance.

Implementers: Group of 100, Community Subcommittee
Timeline: To be determined
Resource Needs: To be determined

3. Encourage key organizations, civic clubs, Chamber of Commerce, local government agencies and other organized groups and institutions to examine and improve their practices and policies with regard to diversity issues.

Implementers: Group of 100, Community Subcommittee
Timeline: To be determined.
Resource Needs: To be determined

Vision

The greater Winter Haven area has a diverse and progressive economy that provides employment opportunities for persons of differing ages, racial, social, and cultural backgrounds. We seek to create an economy that expands and enhances our existing businesses while attracting new business growth. We seek to effect this without degrading our area’s unique physical assets and superior quality of life.

An integral component of our economy is a vibrant and thriving downtown that provides our citizens with broad business, social, and artistic choices and activities. Winter Haven’s central geographic location between the Tampa and Orlando areas will be utilized to attract growth in businesses that are more information- and technology-driven and which will provide higher caliber, better paying jobs for employees.

To achieve our goals, we will utilize more fully our area’s unique educational resources and encourage shared financial responsibility, cooperation and planning among government, education, organizations, facilities, businesses, and citizens.

Goal: Expansion and diversification of the economy in the Greater Winter Haven area that will provide increased opportunities and higher compensation for area employees.

Adapting for the Future

The economy of Winter Haven has a rich historical legacy. But as our world is changing, so are the economic needs of our community.

Objective 1: Coordinate and align our local education, infrastructure, and technology resources with the changing needs and requirements of current and desired employers and economic activities.

Rationale: In order to meet the ever-changing needs of our present employers as well as those of desired future employers and economic activities, our community must have a trained and educated work force, along with the necessary infrastructure and technology to support it.

 Action Steps:

1. Identify the current and future educational and training needs of employers and businesses through communication with existing resources and organizations.
2. Identify and promote all of the specific education sources and programs currently available and those that need to be developed or implemented.
3. Identify the current and future infrastructure and technology needs of employers and businesses.
4. Identify and promote all of the existing infrastructure and technology resources and players in our community.
5. Promote and encourage greater communication and cooperation between the business sector and our educational, infrastructure, and technology resources.
6. Encourage existing groups and organizations to work with our educational, infrastructure, and technology resources to accomplish our goals and implement these action steps.

Implementers: Central Florida Development Council, Greater Winter Haven Chamber of Commerce, Inc., East Polk County Committee of 100, City of Winter Haven, Polk Community College, Polk County School Board, Visioning Economic Development Subcommittee, Florence Villa Development Corporation, local businesses, trade groups & Organizations

Timeline: Three years and continuously thereafter

Resource Needs: Some implementers identified above have already established agencies and personnel. Additional funding would come from governmental, educational, and private resources.

Ojective 2: Promote and encourage growth and expansion of our existing economic drivers with particular emphasis placed upon medicine, tourism, and sports activities.

Rationale: While it is important to attract certain new types of business and economic activity to our area in order to diversify our economic base, we cannot ignore our existing economic resources. It is easier to expand our existing economic strengths than it is to attract new business.

 Action Steps:

1. Identify key business sectors and players that drive the economy in our community and assess their needs for growth and expansion.
2. Promote and encourage coordination and alignment among existing businesses or sectors in ways that will benefit such sectors and our entire economic community.
3. Promote and encourage better communication and cooperation between our economic drivers and the business community, local government, and other organizations and players in our community.
4. Coordinate efforts in tourism related economic activity through existing resources such as the Central Florida Visitors and Convention Bureau and the Greater Winter Haven Chamber of Commerce.
5. Take advantage of the tremendous economic impact that local sports marketing activities have generated such as the Youth Basketball of America and Youth Softball events, to better coordinate and attract new sports-related opportunities for our area.
6. Encourage and promote greater coordination and communication among government, existing organizations (such as Polk County Sports Marketing), and the local business community to enhance sports-related activities and events in our area.

Implementers: Greater Winter Haven Chamber of Commerce, Inc., East Polk County Committee of 100, Central Florida Development Council, Polk County, Polk Community College, Polk County School Board, Visioning Economic Development Subcommittee,Winter Haven Hospital, Gessler Clinic,P.A., Bond Clinic, P.A., Cypress Gardens, Florence Villa Development Corporation, local Business and Trade Organizations, Polk County Tourism Development Council, Central Florida Visitors and Convention Bureau

Timeline: Three years and continuously thereafter

Resource Needs: Some implementers identified above have already established agencies and personnel. Additional funding would come from government, educational, and private resources.

Objective 3: To develop, implement, and promote an ongoing, sustainable plan to expand and grow the geographical, leadership, and economic base of the City of Winter Haven.

Rationale: The City of Winter Haven, as the governmental center of the greater Winter Haven area, will need to significantly expand its economic and leadership base in order to make the "Vision" being described in this document a reality. Many of the individual objectives being set forth require significant funding and leadership. In order for our Vision to be successful, we must develop the economic base for funding of these projects, as well as an expanded geographical area to draw upon for leadership and citizen participation.

 Action Steps:

1. Create a public/private partnership in the form of a standing committee sponsored by the Greater Winter Haven Chamber of Commerce to be charged with implementing the above objective.
2. Enlist the help and participation of the business community, as well as local neighborhood and community groups and organizations to assist in communicating and promoting the benefits of joining the City of Winter Haven. Determine ways to counteract any negative feelings that have been generated through prior efforts of annexation.
3. Better communicate and promote the benefits to be obtained through growth and annexation.
4. Enlist the help and participation of the business community and news media to assist in the promotion and marketing of the campaign to "grow" our city.
5. Position the City of Winter Haven strategically to participate in the economic growth along the U.S. 27 corridor.

Implementers: Greater Winter Haven Chamber of Commerce, Inc., East Polk County Committee of 100, City of Winter Haven, Local News Media, Visioning Steering Committee, Florence Villa Development Corporation, Local Businesses, Trade Groups & Organizations, Neighborhood and Community Groups

Timeline: Three years and continuously thereafter

Resource Needs: Some implementers identified above have already established agencies and personnel. Additional funding to come from government, educational, and private resources.

Capitalizing on Our Geographic Location

Objective 4: Capitalize on our advantageous geographic location and superior quality of life to attract new businesses and employers to our area. Particular emphasis should be placed upon bringing new businesses that provide "brain power" type employment to the area. Target industries include: corporate back office; medical; telecommunications, and other "high tech" endeavors.

Rationale: The Greater Winter Haven area is ideally situated halfway between the major urban centers of Tampa and Orlando. This strategic geographic location, coupled with our less urban quality of life, position us well to attract new businesses and employers to our area. These jobs are typically higher paying and will increase the average income in the Greater Winter Haven area. The industries providing such jobs are typically environmentally friendly and would further diversify the economic base of our community.

 Action Steps:

1. Identify and target specific industries for recruitment. Among the industries to be considered are corporate back-office, medical, telecommunications, call centers, and other "technology" related businesses.
2. Develop a plan to reposition and repackage the greater Winter Haven area’s economic image. We should be marketed as a highly desirable economic location at the center of the very large Tampa/Orlando urban market.
3. Develop a marketing plan specifically addressing the needs of the target industries. The marketing campaign should address the specific advantages of locating in the Greater Winter Haven area and should contrast our less urban setting and superior quality of life without the congestion, traffic, and expense of Orlando and Tampa.
4. Encourage the efforts of developers and existing building owners to develop and build facilities in which new businesses can be located.
5. Publicize and promote Winter Haven’s unique location with respect to telecommunications infrastructure.

Implementers: Greater Winter Haven Chamber of Commerce, Inc., East Polk County Committee of 100, City of Winter Haven, Private Building Owners and Developers, Visioning Economic Development Subcommittee, Florence Villa Development Corporation, local businesses, trade groups & organizations

Timeline: Three years and continuously thereafter

Resource Needs: Some implementers identified above have already established agencies and personnel. Additional funding to come from government, educational, and private resources.

Examining the Value of Major League Baseball

Few issues in our community are as polarizing as the issue of major league baseball. Many people feel that baseball is part of Winter Haven’s identity; it is what makes us recognizable to the rest of the country. Others feel it is an unnecessary economic drain on our finite resources.

Objective 5: Examine and assess the economic impact of Major League baseball on our community. If a determination is made that Winter Haven wants to continue to have a major league baseball team in our area, we must seek and determine new funding sources to defray the cost. At the same time, we must formulate a viable contingency plan in the event that our city is unable to retain professional baseball, so that funds previously allocated for baseball can be earmarked for other economic development incentives and programs.

Rationale: Our community must first determine the pros and cons of having a Major League baseball team and have a fair grasp of the economic impact that professional baseball has on our community. Only after such a determination of the merits is made, can we coordinate a plan of action concerning this issue.

 Action Steps:

1. Review efforts currently being undertaken by the Tampa Bay Business Group and the State of Florida to assess the economic impact of major league baseball upon our specific area.
2. Identify and quantify the current cost involved in retaining professional baseball and the anticipated cost in the future.
3. Identify and seek new and creative sources of funding that could be utilized in defraying the City’s cost in keeping professional baseball, such as funding from Polk County, special taxing districts, tourist-related taxes, etc. Work to formulate a contingency plan for utilization of existing funding toward other economic endeavors, should there no longer be a baseball team in our community.

Implementers: Greater Winter Haven Chamber of Commerce, Inc. East Polk County Committee of 100, City of Winter Haven, Polk County, Visioning Economic Development Subcommittee, Florence Villa Development Corporation, Local Businesses, Trade Groups & Organizations, Central Florida Development Council, local neighborhood and community groups, Tampa Bay Business Group

Timeline: Within the next 18 months, identify and quantify the economic impact of professional baseball. Within three years, formulate alternative contingency plans in the event we are without a baseball team.

Vision

We have a customized, nationally recognized education system led by innovative, dedicated personnel. This system capitalizes on the resources, technology, and diversity necessary to provide our community with the knowledge, skills, and opportunities that promote lifelong learning in an environment where education and educators are highly valued and held accountable.

Starting at Birth

Ensuring our children’s future means targeting the specific resources we have available which can most effectively influence our children at each stage of their critical development period.

Goal 1: To provide meaningful parent and child education from prenatal to age 5.

Objective 1: To encourage the importance of prenatal education.

Rationale: A healthy mind starts with a healthy baby. Current brain research suggests that the developing brain thrives best when nurtured from conception. We must encourage the importance of prenatal education to parents as vital to ensure a healthy start for their developing baby.

 Action Steps:

1. Identify existing programs and targeted audiences in order to analyze current programs and identify gaps.
2. Convene stakeholders to develop an action plan to maximize education of all expectant parents.
3. Coordinate the dissemination of information through distribution points such as grocery stores, pharmacies, obstetricians, and hospitals.
4. Develop a comprehensive, ongoing strategy for parenting education through the media, to include billboards, public service announcements, newspaper articles, etc.

Implementers: Education Subcommittee, Area obstetricians, Health Department, Regency Medical Center, Greater Winter Haven Healthy Community Coalition

Timeline: 1-20 years

Resource Needs: To be determined.

Objective 2: To strengthen the curriculum in early childhood learning centers by assuring uniform quality standards for children ages 0-3.

Rationale: To maximize brain development and to ensure the best possible start for our youngest children.

 Action Steps:

1. Analyze the training curriculum, quality research and current brain research to determine if improvements are necessary.
2. Require state certification for employees of early childhood learning Centers

Implementers: Ecucation Subcommittee

Timeline: 10 +

Resource Needs: To be determined

Objective 3: To establish a pre-kindergarten program for 3 - 4 year olds at every elementary school.

Rationale: In the information age, the knowledge and skills needed for success in school have increased dramatically. All young children deserve access to pre-kindergarten programs taught by certified teachers.

 Action Steps:

1. Dialog with school board members to garner support for the pre-k program.
2. Lobby state legislators to fund pre-k at 100% programs and facilities.

Implementers: Education Subcommittee

Timeline: 1-5 years

Resource Needs: To be determined

Ensuring Quality

An outstanding school system is vital to our interests as a community. It provides the foundation for the quality of life we are seeking and is essential for attracting new residents and businesses to our area. Winter Haven should be a nationally recognized center for learning.

Goal 2: To improve the quality of education received in the school system.

Objective 1: To provide a full-time registered nurse in every school in the Greater Winter Haven area.

 Rationale: Injured or ill students cared for by a school nurse are often able to return to class rather than go home for the day.

 Action Steps:

1. Lobby for state funding
2. Contact Polk Community College and Traviss Vocational Techical Center for internships from their nursing programs.
3. Investigate Health Department for help with funding and personnel.

Implementers: Education Subcommittee, Winter Haven Hospital, Polk Community College, Polk County Health Department

Timeline: 6-10 years

Resource Needs: To be determined

Objective 2: To provide the resources to enable schools to identify and meet the academic and special talent needs of each student in every school.

Rationale: Children learn best when learning through their strengths.

 Action Steps:

1. We must support the "Learning for All" mission adopted by the Polk County School Board and monitor the development of these programs and activities in the greater Winter Haven schools.
2. Contact state legislators for additional funding.
3. Support the Leadership Learning Academy to enhance teacher training.
4. Utilize World Class education partnership to enhance awareness and gain business support.
5. Increase the number of specialized schools in the county, especially at the high school level to help meet the continual academic and special needs of our students.

Implementers: Education Subcommittee, School Board MembersT
Timeline: 5-15 years
Resource Needs: To be determined

Placing a Value on Our Teachers

We must attract high quality individuals into the education system. The only way to do this is to compensate our teachers at a level that emphasizes the value we place on them.

Objective 3: Urge the state legislature to adopt an appropriate state-wide salary base for all teachers.

Rationale: The best and the brightest teachers will bring out the best and brightest students.

 Action Steps:

1. Support a competitive pay scale for Polk County.

1. Create an award to recognize teachers who demonstrate superior performance.
2. Provide other incentives to attract and retain teachers.
3. Seek additional local business support for financial and human resources.

Implementers: Education Subcommittee, Chamber of Commerce, Education Committee, Polk County School Board, School Advisory Councils

Timeline: 5-10 years:

Resource Needs: To be determined

Goal 3: To ensure the educational level of all citizens exceeds national standards.

Objective 1: To assure a system is in place for the community to receive continued updated information about educational opportunities and events.

Rationale: One "super source'' for information would enhance opportunities and prevent duplication of activity.

Action Steps:

1. Develop a community website.
2. Use media to communicate the calendar of events to the public.
3. Explore hiring of a community information officer to coordinate and communicate the schedule of events in the community.
4. Include library as a vital source for information on community events.

Implementers: Education Subcommittee, Winter Haven Public Library, Local Web-Site Development Consultants, Local Media

Timeline: 2-4 years

Resource Needs: To be determined

The world is experiencing an explosion of information technology. The Internet is now the best and fastest way to access and disseminate information.

Objective 2: To have a computer with Internet access in every home in the Greater Winter Haven area.

Rationale: The availability of electronic, long distance learning will help improve the educational level of all citizens and help bind us together as a community.

Action Steps:

1. Investigate national initiatives to provide a community model.
2. Contact hardware and software manufacturers for donations & grants

Implementers: Education Subcommittee, Hardware & Software Developers

Timeline: 5-7 years

Resource Needs: Unknown

Educating Each Other

Professional educators are only one component of a complete learning system. We must pool the vast human resources available to us to complement the school system whenever possible.

Objective 3: To encourage the use of community centers as a focal point of the community.

Rationale: Community centers will unite community members as well as fulfill educational, recreational, social, and health needs.

 Action Steps:

1. Identify parents, grandparents, senior citizens, older students, business people, and community leaders who could help tutor or volunteer in other ways.
2. Use schools as community centers for parenting classes, community meetings, tutoring, and job training resources.
3. Develop training programs for tutoring, parenting, computer literacy to increase the economic base of Greater Winter Haven.
4. Investigate proven programs for adult education, recreation, computer education, health-related services, and tutoring to increase the quality of life in our community.

Implementers: Education Subcommittee, Neighborhoods Associations, City and County Commissioners

Timeline: 7-10 years

Resource Needs: To be determined

Vision

The Greater Winter Haven Community strives for the distinguished rather than the ordinary. It continues to assess, define and redefine its infrastructure by planning for sustainable growth and redevelopment. It inventories and evaluates its assets and liabilities; ever mindful of its lake- centered environment, its historic heritage, its thriving economy, vibrant downtown, distinctive neighborhoods and affordable housing opportunities. Blight is eliminated. Steps are taken to ensure its extinction. As a result, our neighborhoods are places people are eager to join. Old commercial areas within the core find new life with a variety of uses. Docks and pavilions are community activity areas. Our citizens have access to a variety of transportation choices. We are aware of visual relationships... one building to another... buildings to tree line streets and parking lots... parks to lakes. Our community is the jewel it deserves to be.

The Downtown Core

Objective 1: To effect the redevelopment and revitalization of the downtown core.

Rationale: The image of any community is defined by its downtown core. It is the center of economic, cultural, and social activity. A healthy, vibrant downtown is an essential part of our community’s healthy self-image, spirit and economic viability. It will also be a catalyst for growth and healthy change in the rest of our community.

 Action Steps:

1. Develop and implement the downtown Design Strategy.

Implementers: Main Street Winter Haven
Timeline: Completed by July 2000
Resource Needs: City Funding

2. Ensure compatible planning of areas contiguous to the downtown Design Strategy (public buildings and public spaces).

Implementers: Main Street Winter Haven, City Planning Department
Timeline: Completed by July 2000
Resource Needs: City Funding

3. Encourage community support for downtown revitalization.

Implementers: Main Street Winter Haven, Greater Winter Haven Chamber of Commerce

Timeline: Ongoing

Resource Needs: Main Street & Chamber

4. Encourage city to budget the resources necessary for implementation of the downtown Design Strategy.

Implementers: Main Street Winter Haven, Greater Winter Haven Chamber of Commerce, City of Winter Haven, Private Sector

Timeline: Annually, beginning October 1999

Resource Needs: To be determined

5. Develop tax/economic incentives to encourage downtown investment.

Implementers: Main Street Winter Haven, Greater Winter Haven Chamber of Commerce, City of Winter Haven, East Polk County Committee of 100

Timeline: To be determined

Resource Needs: To be determined

6. Address zoning definitions and changes (i.e. mixed uses, parking considerations, set back requirements).

Implementers: Main Street Winter Haven, Greater Winter Haven Chamber of Commerce, City Planning Department, City Attorney

Timeline: To be determined
Resource Needs: To be determined

7. Support effective code enforcement.

Implementers: City of Winter Haven, Private Sector
Timeline: Immediate & ongoing
Resource Needs: City budget

8. Encourage increased levels of quality housing on upper floors of commercial buildings.

Implementers: Main Street Winter Haven, Private Sector
Timeline: To be determined
Resource Needs: To be determined

Historic Preservation

Objective 2: To preserve, enhance, and appreciate our historic heritage.

Rationale: Winter Haven has a rich historical legacy both in its economy and its architecture. A commitment to historic preservation and appreciation will lead to both commercial and residential enhancements and revitalization.

 Action Steps:

1. Adopt a historic preservation ordinance.

Implementers: Historic Winter Haven, City Planning Department
Timeline: Completed by September 2000
Resource Needs: City staff time & legal counsel charges

2. Work with County/City to adopt ad valorem tax abatement for qualified historic buildings and neighborhoods.

Implementers: Historic Winter Haven, City Staff, County Staff
Timeline: To be determined
Resource Needs: City staff time & legal counsel charges

3. Work with City to establish a program of small grants for qualified owners of historic residences.

Implementers: Historic Winter Haven, City of Winter Haven
Timeline: Feasibility 2001; Implementation 2002-2003
Resource Needs: To be determined

4. Encourage City to support Historical Museum.

Implementers: Historic Winter Haven, City of Winter Haven
Timeline: Evaluate feasibility during 2000
Resource Needs: Maintenance of grounds and structure

5. Adopt a plaque or marker program to designate historic structures.

Implementers: Historic Winter Haven
Timeline: To be determined
Resource Needs: $3,000 seed money

6. Publish brochures and visitor’s guides to historic buildings.

Implementers: Historic Winter Haven, Main Street Winter Haven
Timeline: Research in 2000; Print in 2001
Resource Needs: $5,000

7. Publish a historic preservation guide for homeowners as to benefits and incentives available.

Implementers: Winter Haven Chamber of Commerce, City of Winter Haven

Timeline: Relative to local, State, & Federal incentives

Resource Needs: $1,000

Transportation

The growth of a city can be a nightmare to its residents if that city does not have the infrastructure to support such growth. However, if managed intelligently, the growth of our city can mean an enhanced quality of life while minimizing the inconveniences frequently associated with larger metropolitan areas.

Objective 3: To develop an effective system of transportation alternatives that are sensitive to our unique lake-centered environment and the beautification of our community.

Rationale: Long-term impacts from growth can be managed and minimized by proactively addressing our infrastructure needs to enable and sustain our community’s aesthetic, fiscal, physical and environmental health.

 Action Steps:

Enact lake sensitive ordinances with regard to transportation.

Develop alternative transportation corridors.

Explore and develop creative inter-city and county transportation alternatives (e.g. sidewalks/bike-lanes/boats/other).

Promote the viability of Winter Haven Area Transit.

Implementers: City of Winter Haven, Department of Transportation, Winter Haven Transit Advisory Board, Chamber of Commerce, Main Street, Private Sector

Objective 4: To develop our community in a fiscally and environmentally responsible manner.

Rationale: If Winter Haven is to evolve into the dynamic, thriving place that we imagine it can be without sacrificing all the things which make our community unique, we must actively develop a sustainable economic base, while protecting and enhancing the rich natural resources which make our city so beautiful.

 Action Steps:

1. Work with municipal leaders to ensure relevance of Winter Haven’s Comprehensive plan.

Timeline: Immediate & ongoing
Resource Needs: To be determined

2. Review, revise and enforce zoning laws.

Timeline: Immediate

Resource Needs: Within jurisdiction of Planning Department, possible research/legal assistance

3. Create an inter-governmental planning organization with neighboring cities and county.

Timeline: To be determined
Resource Needs: Research, Legal, Coordination, Facilitator

4. Create a plan and incentives for orderly annexation where appropriate, including contiguous unincorporated areas and the entire Chain of Lakes (e.g. Boggy Bottom, Eloise, Inwood).

Timeline: To be determined
Resource Needs: To be determined

5. Maximize the effective use of our established core area.

Timeline: Immediate/Ongoing
Resource Needs: To be determined

6. Create and preserve open spaces and parks

Timeline: Immediate/Ongoing
Resource Needs: To be determined

7. Encourage redevelopment of existing buildings vs. new development.

Timeline: Immediate/Ongoing
Resource Needs: To be determined

8. Create and promote areas of economic activity and development (e.g. Lake May/Shipp redevelopment, Winter-Lake/Parkway)

Implementers: Main Street Winter Haven, City Planning Department, Greater Winter Haven Chamber of Commerce, East Polk County Committee of 100, Private Sector, Central Florida Regional Planning

Timeline: To be determined

Resource Needs: To be determined

Objective 5: To support and revitalize our neighborhoods.

Rationale: For our community to thrive, each neighborhood needs to reach its maximum potential for safety, beauty, and livability. Wherever necessary, we must lobby to enact or change laws so they become consistent with our objectives.

 Action Steps:

1. Lobby for adequate Resource Needs for residential rehabilitation programs.

Implementers: Lending institutions, State & Federal Housing Agencies, Private sector

Timeline: Three to five years & ongoing

Resource Needs: To be determined

2. Strengthen code enforcement.

Implementers: City & County Code Enforcement Division, City & County Attorneys, private sector

Timeline: Immediate & ongoing

Resource Needs: City & County Planning Department budgets

3. Support adequate community policing.

Implementers: Private sector, Winter Haven Police Department, Florence Villa Community Development Corporation, Polk County Sheriff’s Office, Neighborhood Coordinator, Community Development Manager, Wahneta/Eloise/Inwood/Jan Phyl Village Community Groups

Timeline: Immediate / ongoing

Resource Needs: To be determined

4. Evaluate and strengthen our current Neighborhood Coordination Program within the Greater Winter Haven area.

Implementers: Neighborhood Coordinator, Community Development Manager
Timeline: To be determined
Resource Needs: To be determined

5. Promote installation of street lights and sidewalks for all neighborhoods.

Implementers: City of Winter Haven, Neighborhood Coordinator, Private sector,

Timeline: To be determined

Resource Needs: Neighborhood partnerships, Existing City Budget

6. Implement neighborhood park improvement and creation program.

Implementers: City & County Parks & Recreation Departments.
Timeline: Ongoing
Resource Needs: To be determined

7. Develop incentives to revitalize existing housing stock.

Implementers: City & County Planning & Community Development Staffs
Timeline: To be determined
Resource Needs: To be determined

Affordable Housing

Many people who work in the Winter Haven area commute from neighboring communities. But it is the local residents who have the vested interest in the success and progress of our own community.

 Objective 6: To ensure desirable and affordable housing opportunities.

 Rationale: By attracting new residents and businesses to the area, affordable housing is a fundamental building block in the foundation of a healthy community.

 Action Steps:

1. Lobby for increasing the limits for government assistance programs for housing purchases.

Implementers: Private sector, City & County Commissions
Timeline: Immediate & Ongoing
Resource Needs: To be determined

2. Lobby for necessary changes in rules, regulations and laws that encourage affordable housing

Implementers: Legislative delegations, Private Sector, City & County Commissions, City & County Affordable Housing Staff

Timeline: Three years

Resource Needs: To be determined

3. Develop incentives for resident ownership of a variety of affordable housing options (e.g. condo, single family, duplex).

Implementers: City & County Commissions, City & County Community Development

Timeline: Two years

Resource Needs: HOME resources (Home Investment Partnership Program –HUD)

4. Encourage the private sector to review lending practices in order to creative alternatives to facilitate borrowing.

Implementers: Lending Institutions, City & County Community Development

Timeline: One year

Resource Needs: To be determined

Vision

Health is more than the absence of disease. It is an optimum state of well being: mental, physical, emotional and spiritual. Health is wholeness. It includes a sense of belonging to the community and maintaining control over one’s own circumstances. Winter Haven is a community that promotes a quality of life and spirit that encourages diverse backgrounds to live, learn, work, play and grow in harmony while developing physically, spiritually, mentally, and culturally.

The Greater Winter Haven Healthy Community Coalition

Goal: To improve the health status of the community.

Objective 1: To create the Greater Winter Haven Healthy Community Coalition--a perpetual, nonprofit, nonpartisan, broad-based community organization.

Rationale: The community is a living organism. Just as the health status of an individual varies over time, so does that of our community as a whole. The important health issues are changing as some problems are solved (hopefully) and others emerge. The function of the coalition will be to improve the quality of life in the community by positive change resulting from informed participation of citizens in public affairs, through open dialogue, impartial research (both primary and secondary) and consensus building. It will coordinate existing efforts in the community and eliminate duplication of services.

Action Steps:

1. Identification of a pool of stakeholders to form an advisory committee which will choose the members to serve on the coalition. These participants will be drawn from the following groups:

Local Hospitals Government
Physicians Insurance Companies
Employers Allied Health Professionals
Social Services Educators
Volunteer Groups Media
Civic Organizations Long-Term Care

Implementers: Local Media, Winter Haven Hospital Marketing Personnel, Health KPA, Representatives of above groups

Timeline: To be determined

2. Communication of the mini vision, goals, and objectives to the advisory committee to obtain consensus and buy-in.

Implementers: Health KPA, Representatives of Above Groups
Timeline: To be determined

3. Solicitation of the above groups for voluntary participation in the coalition.

Implementers: Health KPA
Timeline: To be determined

4. Seating of the Coalition.

Implementers: Health KPA, Representatives of Above Groups
Timeline: To be determined

Objective 2: To identify the most pressing health needs of our community

Rationale: The needs of the community evolve over time. We must continually identify the important health problems in our community based on empirical secondary research, while being sensitive to problems as they are perceived by our citizens. We can then target specific problems for solutions.

 Action Steps:

1. Distribute the Community Health Survey. We have created a simple and easy to understand survey of fifteen to twenty questions in order to obtain a community assessment of the health care issues and needs. This is considered the primary research. We are presently investigating the most cost efficient and effective way to distribute and obtain the data.

Implementers: Greater Winter Haven Healthy Community Coalition, Health KPA

Timeline: To be determined

2. Study the secondary research. This is material available from the Health Department which reports the objective demographic data regarding key indices of community health. This information has already been obtained by the KPA.

Implementers: Greater Winter Haven Healthy Community Coalition, Polk County Health Department

Timeline: To be determined

3. Identify the baseline status of our community health.

Implementers: Greater Winter Haven Healthy Community Coalition
Timeline: To be determined

4. Ascertain existing resources/assets which are currently tackling those problems.

Implementers: Greater Winter Haven Healthy Community Coalition, Winter Haven Hospital, Local Community Public Health Organizations, local schools

Timeline: To be determined

5. Identify the gaps and choose target projects. It would be impossible for the coalition to tackle every issue; therefore it has been suggested to take one issue from the primary research and one issue from the secondary research each year as the focus projects of the WHHCC.

Implementers: Greater Winter Haven Healthy Community Coalition
Timeline: To be determined

6. Set benchmarks with measurable indices for success.

Implementers: Greater Winter Haven Healthy Community Coalition
Timeline: To be determined

Vision

The Winter Haven community is a recognized leader for the management and enjoyment of its lakes. We have enhanced compatible recreational opportunities while improving and protecting the water quality and wildlife habitat values of our lakes’ environment.

Our community has developed an aesthetically pleasing lake-centered recreational greenway that ties the city and redeveloped waterfront properties to the surrounding lakes.

Winter Haven reaps social, economic, and environmental benefits from the responsible and strategic use of our valuable lake resources.

Our Gift-Our Legacy

The city includes 55 lakes within the greater Winter Haven area, which includes 22 lakes that are connected by canals. Human activity around the lakes during the past 60 years has resulted in a significant decline in water quality. Additionally, some desirable lakefront properties have deteriorated, resulting in blight and under-utilization of our lake resources. We believe the lakes are unique to this community and would like the Winter Haven area to become a recognized leader for the management and enjoyment of them. We plan to enhance compatible recreational opportunities while improving and protecting the water quality and wildlife habitat of our lakes. We also plan to develop aesthetically pleasing lake-centered recreational greenways that link city and redeveloped waterfront properties to the surrounding lakes.

Our community will reap social, economic, and environmental benefits from the responsible and strategic use of our valuable lake resources.

We have identified five focus areas to realize our vision.

 Accessibility to Lakes

Goal: To provide for and encourage our citizens to use and enjoy our lakes.

Objective: Create and implement a broad-base, long-range plan to increase accessibility to lakes for all.

Rationale: Increasing accessibility will increase awareness of the importance of protecting our lakes and increase the number of people with a vested interest in improving lake water quality and maintaining their beauty.

 Action Steps:

1. Establish lake-project selection policy based on Lakes Preservation and Enjoyment Committee (Lakes KPA) objectives. (Note: See attached list of specific items covered in policy, page 48.)
2. Select a broad list of potential lakes and projects. (Note: See attached list for proposed projects and programs the Lakes KPA has prepared to present to the community for approval, pages 49-50)
3. Survey the community for input and comments.

Implementers: Lakes Management District, Lakes KPA, Implementation Committee and City of Winter Haven

Timeline: June 30, 2000

Resource Needs: Print and mail, possibly with City water bills

4. Develop a plan for lakes and projects.

Implementers: Responsible parties: Lakes Management District, Lakes KPA, Implementation Committee, and City of Winter Haven

Timeline: December 31, 2000

Resource Needs: Staff time--City and Lakes Management

5. Target agencies responsible for implementation of plan.

Implementers: Lakes Management District, Lakes KPA, Implementation Committee, and governmental agencies

Timeline: Beginning January 1, 2001

Resource Needs: Limited by available funding

Goal: To protect and improve the natural environment of our lakes.

Objective: Create and implement a broad based, long-range plan to enhance wildlife values and assure that the lakes are swimmable, fishable, and aesthetically pleasing.

Rationale: As citizens of the greater Winter Haven area, we have a responsibility to reverse the decline in lake water quality and to begin the process of improving the water quality and wildlife habitat.

 Action steps:

1. Identify governmental and regulatory agency resources for the lakes.

Implementers: Lakes KPA
Timeline: December 31, 1999
Resource Needs: Nil

2. Schedule a conference to discuss plans and resources available to meet our objectives.

Implementers: Lakes KPA, Implementation Committee, City of Winter Haven, and Lakes Management District

Timeline: June 30, 2000

Resource Needs: Nil

3. Develop a plan to make the lakes more swimmable, fishable, and aesthetically pleasing, and to enhance wildlife values.

Implementers: Lakes KPA, Implementation Committee, City of Winter Haven, and Lakes Management District

Timeline: December 31, 2000

Resource Needs: Staff time – Staff time--City and Lakes Management District

4. Target agencies responsible for implementation of plan in action step three.

Implementers: City of Winter Haven, Lakes Management District
Timeline: Beginning January 1, 2001
Resource Needs: Significant funding required

5. Ensure that there are active public-interest groups to review progress and assess actions by the various agencies in meeting our objectives.

Implementers: Lakes KPA, Implementation Committee, and other environmental groups

Timeline: Ongoing

Resource Needs: Nil

Designating Urban Lakefront Development Areas

Goal: To develop lakefront areas to utilize Winter Haven’s greatest natural resource.

Objective: Identify and establish urban lakefront development areas.

Rationale: Some lakefront properties have not been developed in a way that enhances the recreational, aesthetic, and economic values of our lakes.

 Action steps:

1. Identify urban lakefront area.

Report: The Lakes KPA has identified the areas from the Chain of Lakes Complex northwest to downtown, bordering Lakes Shipp, May, and Howard on the west, as a Redevelopment Zone.

2. Schedule a meeting of interested parties to include: property owners; Chamber of Commerce; Developers; Economic Development Committees; Main Street Winter Haven; Lakes Management District; City and County planners; and other interested parties to discuss opportunities and alternatives for lakefront redevelopment areas.

Implementers: Lakes KPA and Implementation Committee
Timeline: December 31, 1999
Resource Needs: Nil

3. Develop a plan for urban lakefront development based on Lakes KPA objectives and project criteria.

Implementers: City of Winter Haven, Lakes Management District, Greater Winter Haven Chamber of Commerce, Economic Development agencies, Lakes KPA, and Implementation Committee

Timeline: June 30, 2000

Resource Needs: Consultant’s Costs not determined

4. Create incentives and identify financial resources for urban lakefront development area.

Implementers: City of Winter Haven, Lakes Management District, Great Winter Haven Chamber of Commerce, Economic Development Agencies, Lakes KPA, and Implementation Committee

Resource Needs: City of Winter Haven staff and Consultant

Timeline: September 30, 2000

5. Promote areas for redevelopment.

Implementers: City of Winter Haven, Lakes Management District, Greater Winter Haven Chamber of Commerce, Economic Development agencies, Lakes KPA, and Implementation Committee

Timeline: December 31, 2000

Resource Needs: Brochure costs and mailing $10,000

Lakes Public Education Program

Goal: To preserve the water quality of our lakes and increase wildlife habitat through public education programs.

Objective: Create a continuing public education program to include the intrinsic and economic value of lakes, pollution prevention, wildlife species and native habitat protection, and exotic species prevention and control.

Rationale: To be successful in preserving and improving our lake water quality and wildlife habitat, we must educate and make our community aware of good lake management practices.

 Action steps:

1. Ask the Lakes Education/Action Drive to create a continuing education program that includes newsletters, lake-care tips, brochure distribution, and periodic educational programs on lakes.

Implementers: Lakes KPA, LE/AD
Timeline: March 31, 2000
Resource Needs: $2,000 - $5,000

2. Establish a public education program for lakes.

Implementers: Lakes KPA, Implementation Committee, City of Winter Haven, and Lakes Management District

Timeline: January 1, 2001

Resource Needs: $10,000

 

Ecotourism—Sharing Our Lakes with the World

Goal: To promote community awareness and pride in our lakes through activities that provide economic and environmental benefits.

Objective: Identify and promote lake centered ecotourism activities.

Rationale: To be successful in preserving and improving our lake water quality and wildlife habitat, we must identify activities, on or around our lakes, which promote economic and environmental benefits.

Action steps:

1. Identify areas and activities in the greater Winter Haven Area for possible ecotourism activities.

Implementers: Lakes KPA, Implementation Committee, City of Winter Haven, Lakes Management District

Timeline: September 30, 2000

Resource Needs: Nil

2. Develop and distribute promotional material for identified areas.

Implementers: Lakes KPA, Implementation Committee, Greater Winter Haven Chamber of Commerce, City of Winter Haven

Resources required: Brochure costs and mailing $10,000

Timeline: Beginning January 1, 2001

3. Establish an annual Lakes Festival to focus public attention on our lakes.

Implementers: Lakes KPA, Implementation Committee, Lakes Management District, Chamber, City of Winter Haven, Civic clubs, Economic Development Council

Timeline: Beginning January 1, 2000

Resource Needs: Staff time – City and Lakes Management District

 

Lakes Project Selection Policy

Projects must meet one or more of the following policies to be affirmatively recommended to the implementing bodies:

Water Quality Improvement

Project improves water quality by removing or reducing one or more sources of pollution including, but not limited to, stormwater, lake sediments, nutrients from sheet flow, and substandard sewer lines, septic systems, or lift stations.

Lake Access Improvement

Project provides an effective waterfront area that allows public access for sightseeing, recreation, passive activities, pedestrian traffic, and other lakefront activities.

Habitat Enhancement or Preservation

Project creates, enhances, or preserves habitat for fish and/or wildlife or provides a significant opportunity to control exotic vegetation and reintroduce native species.

Aesthetic Value

Project creates, improves or preserves the visual resource values of a lakefront for the public.