A Vision for Port Elizabeth by AF_CxD

A Vision for Port Elizabeth

Bequia R/UDAT Report

Table of Contents THE BEQUIA R/UDAT

BEQUIA SPEAKS

DESIGN VISION

INFRASTRUCTURE

IMPLEMENTATION

COMMUNITY IN ACTION

TEAM ROSTER

THE R/UDAT PROGRAM – HOW IT WORKS

Community Engagement and Partnership. Community building requires collective public work. Each design assistance project is a public event, an act of democracy. The ‘citizen expert’ is central to the design assistance process. The AIA has a five decade tradition of designing community-driven processes that incorporate dozens of techniques to engage the public in a multi-faceted format and involve the community across sectors. This approach allows the national team to build on the substantial local expertise already present and available within the community and leverage the best existing knowledge available in formulating its recommendations. It also provides a platform for relationship building, partnership, and collaboration for implementation of the plan.

The Regional and Urban Design Assistance Team (R/UDAT) program is a public service of the American Institute of Architects. The Bequia R/UDAT represents the 158th R/UDAT project the AIA has held since 1967. The program has served a variety of communities over time, with populations ranging from less than 1,000 people to large jurisdictions of several hundred thousand. Through the program, over 1,000 professionals from more than 30 disciplines have provided millions of dollars in professional pro bono services to communities all over the country, engaging tens of thousands of participants in community-driven planning processes. It has made major contributions to unique and authentic places in America, such as the Embarcadero in San Francisco, the Pearl District in Portland and the Santa Fe Railyard Redevelopment in New Mexico. The process has also been widely adapted around the world.

Public Interest. Successful communities work together for the common good, moving beyond narrow agendas to serve the whole. The goal of the design assistance team program is to provide communities with a framework for collective action. Consequently, each project team is constructed with the goal of bringing an objective perspective to the community that transcends the normal politics of community issues. Team members are deliberately selected from geographic regions outside of the host community, and national AIA teams are typically representative of a wide range of community settings. Team members all agree to serve pro bono, and do not engage in business development activity in association with their service. They do not serve a particular client. The team’s role is to listen and observe, and to provide an independent analysis and unencumbered technical advice that serves the public interest.

THE DESIGN ASSISTANCE PHILOSOPHY The design assistance philosophy is built around a whole-systems approach to communities. While the normal public decision-making process is conducted within the parameters of representative government, design assistance transcends the political process and expands the public dialogue to include other sectors with the intent of building a platform for cross-sector collaboration, civic leadership, and a new approach to public work. The design assistance process brings together government and civic leaders, the business sector, non-profit leaders and the general public in an integrated, ‘whole-community dialogue’ to build collective action plans for the future. The Design Assistance program operates with four key considerations:

“Consultants work for somebody. R/UDAT works for everybody.” - Chuck Redmon, FAIA

Context. Every community represents a unique place that is the product its own history, tradition and evolution. There are no one-size-fits-all approaches to community building. Therefore, each project is designed as a customized approach to community assistance which incorporates local realities and the unique challenges and assets of each community. National experts are matched by subject matter expertise and contextual experience to fit each project. Public processes are designed to fit local practices, experiences and culture.

HISTORY OF THE BEQUIA R/UDAT The idea of the Bequia R/UDAT dates back several years. In 2016, a group led by Bequia resident and former R/UDAT volunteer Charles Brewer approached the American Institute of Architects concerning the possibility of hosting a R/UDAT project on the island. After consulting the AIA about the possibility, a Local Steering Committee formed and an application was prepared. Following additional consultations, an AIA Staff Team visited Bequia in July 2018 and conducted an initial assessment of the potential project. Upon a review of their report to the Institute, the project was accepted and an interdisciplinary team of volunteer professionals was recruited to address the key issues cited in the Bequia R/UDAT application. The Bequia Local Steering Committee proposed that the ideal project dates would be May 31 – June 1, 2019 and the AIA accepted those dates and moved forward in planning the project.

“We aren’t going to rebuild our cities from the top down. We must rebuild them from the bottom up.”- David Lewis, FAIA Systems Thinking. Successful community strategies require whole systems analyses and integrated strategies. As a result, each design assistance team includes an interdisciplinary focus and a systems approach to assessment and recommendations, incorporating and examining cross-cutting topics and relationships between issues. In order to accomplish this task, the Center forms teams that combine a range of disciplines and professions in an integrated assessment and design process.

BEQUIA’S IMPORTANCE One of the key reasons that the American Institute of Architects has made a commitment to Bequia is because the island holds an important place in our global 1

dialogue about community. Bequia may be a small community, but it is relevant to conversations happening at the regional Caribbean level concerning the future of the islands as well as global conversations about the maintenance of place and culture in the face of increased visitor pressures and the negative impacts of the tourism economy on local communities. Jurisdictions all over the world are struggling with the pressures of increased visitor numbers at popular destinations. For example, during the production of this report news broke that a cruise ship had collided with a tourist boat at a dock in Venice, Italy – a city that has lost half its population as the combined pressures of sea level rise and mass tourism have contributed to a declining sense of place for residents. Conflicts between competing economic and community needs are not unique to Bequia, but the island has (so far) been able to define itself as distinct from some of the major tourism hubs in the region. Its self-image of an authentic community where visitors can experience the “Old Caribbean” gives it an advantage in the struggle to find balance between the needs of the community and the parameters of the local economy. Therefore, the need to resolve the current conflicts on its waterfront represents a defining challenge for Bequia and an opportunity to both learn from other communities’ mistakes and offer an alterative model that strikes a balance and provides both high quality of life for residents and a valued visitor experience to expand economic opportunities and performance.

interprets history and culture and inspires pride. Under its current design and use, the prime waterfront real estate in Bequia – the property that historically served as the central civic commons that brought together people from all over the island – has been reduced to a chaotic parking lot and degraded gateway by the pressures created to serve visitor transportation needs. Ironically, the result has been that everyone has suffered. Local residents have lost the central civic commons that feeds the needs of community by offering a gathering space and nourishing important cultural traditions such as liming. Local culture has been subjugated to perceived foreign convenience, but the impact has led to the deterioration of the entire waterfront experience – for both visitors and residents alike. In an effort to serve the local tourist economy, the visitor experience after debarking the ferries has actually declined and local businesses have suffered. It is time for the community to reclaim the public realm for the benefit of all. The R/UDAT application identified this challenge as a key focus for the R/UDAT, noting that, “there is need for the recovery of the ‘town square’ — the iconic area of the waterfront known as ‘the Almond Tree’ — a popular gathering place and focal point for both residents and tourists. It has deteriorated over the years and little has been done to organize it efficiently to provide ambiance, maintain traditional appearance and make it iconic.” A welcoming public realm for all should be a hallmark feature of the future waterfront experience in Port Elizabeth.

PROJECT VISION AND OBJECTIVES

KEY ISSUES

The R/UDAT application identified the project vision to be a “redeveloped Bequia waterfront” that would “meet the needs of the citizens and the expectations of visitors in a sustainable way.” In addition, it expressed the need to “work in concert with dedicated authorities to see that the major issues of concern are addressed,” and to “protect the amenities and traditions of Bequia that make this venue attractive to visitors while maintaining the local culture and citizens’ sense of physical ownership that give the island its special character.”

The Bequia Local Steering Committee identified several key components as the main concerns and focus points for the project. As outlined in their application to the AIA, they included drainage, traffic and parking, vending, garbage disposal, and lack of enforcement of existing regulations.

THE R/UDAT PROCESS The AIA R/UDAT team arrived on Bequia May 30th and the process kicked off on Friday, May 31, 2019 with a series of community tours. The team toured the harbour by water taxi. They toured the waterfront and downtown by foot, stopping and interviewing shop owners, taxi drivers, vendors on Front Street and in the markets as well as business owners and visitors. In the afternoon, the team held a key stakeholder meeting with public officials and public sector representatives. In the evening, a public workshop was held at Paget Farm Community Centre. The team reviewed several key previous studies, including the 2007 Waterfront Plan and analyzed dozens of community survey forms to help frame its thinking about community priorities on the waterfront. The following report represents a narrative summary of the findings shared at the Community Presentation on June 3, 2019 at the Bequia Anglican Primary School.

PROBLEM STATEMENT The R/UDAT problem statement was characterized as follows: “A major issue in Bequia, as in many developing small islands, is in the planning for an influx of visitors. We are encouraged by the government’s understanding of the importance of tourism as a component of the new economy, while stressing that development for tourism must be done in a way not detrimental to the existing physical and cultural amenities that make Bequia a destination of choice. Our problem is: How to sustainably reinforce the identity and utility of Port Elizabeth’s waterfront area as a ‘gateway’ and a focus of public activity for residents and visitors alike.”

THE IMPORTANCE OF THE PUBLIC REALM TO THE WATERFRONT The public realm of the Port Elizabeth waterfront should provide the central civic space for cultural expression and community narrative to thrive in Bequia. It should represent the unique individuality of the Bequia community in a manner that 2

Bequia Speaks

OVERVIEW The Bequia community loves their island, with Port Elizabeth as its gateway and hub. Residents, visitors, workers, government representatives, investors, and the business community have their share of frustrations about Port Elizabeth, but there is also excitement about opportunities for short- and long-term improvements. The problem statement the local steering committee sent to the AIA R/UDAT, address Port Elizabeth’s waterfront, focused on The Almond Tree, drainage, traffic congestion, parking, vending, garbage, and management. These issues were reinforced in our R/UDAT stakeholder and community meetings, in 110 surveys collected by the Bequia R/UDAT host committee, and in our random conversations in the streets and restaurants with residents and workers.

Community members report that Bequia is a great community, with Port Elizabeth as its hub. “The Almond Tree is our local parliament… our gathering place... our hub.” “The Almond Tree and the Port Elizabeth waterfront is the front yard for everyone.” “The harbour is the pulse of Bequia…. The most beautiful harbour in the Grenadines if not the Caribbean.” “When you come to Bequia you always want to come back.”

Translating Bequia Speaks to Design Principles As a principle, any interventions must improve the life of Bequia residents directly or indirectly. Interventions should help both residents and the tourism sector that drives the local economy, without trading away the very values (e.g., The Almond Tree, the sense of place, the history) that make Bequia such an amazing and unique place. The chaos, the smells, the environmental damage can all be addressed while strengthening the economy and making the harbour a more desirable place. Interventions include physical changes to the built environment, protecting the natural environment, and improving management practices. Our priorities, our design principles, build off of what we heard in Bequia. The design principles focus on sustaining Port Elizabeth’s long-term success by:

“The people of Bequia are genuine… We have each other’s back.” “It’s a really safe place to life.” “It’s just our sense of community.” “Port Elizabeth and Bequia is an authentic community.” “Port Elizabeth is calm… fun… busy… friendly… resourceful… amazing… magnificent… quiet… beautiful… breathtaking… unique… colorful… alive… peaceful… passionate… inviting… tranquil… diverse… small… convenient… luxurious…captivating… charming… social… enchanting… welcoming… compact… historic… exciting… exotic… sweet… lovely… paradise…”

Improving the quality of the resident and the visitor experience on the waterfront, under the Almond Trees, and in Port Elizabeth.

Advancing social equity, by empowering residents in the decision-making process, by preserving and improving opportunities for local jobs and economic activity, and by avoiding actions that displace local residents.

Mitigating environmental damage to the harbour from contaminated drainage stormwater and, in the long-term, sewage effluent from leaching into the harbour.

Adapting to sea level rise, in a series of steps over the next century. Sea level rise poses an existential threat to Port Elizabeth’s beach, much of its commercial areas, and its quality of life.

Encouraging good behavior by making the desired behavior the easy behavior, such as vending and taxi stand locations where customers will find them, trash receptacles where Sometimes the randomness along the waterfront distracts from the visitor there is demand, and incentives for abutters to clean out the drainage ways by their properties. experience. 7

Community members share their opportunities for improvement. “Bequia needs to honor its history and not lose it to development.” “Tourism yes, but not over the edge.” “If locals are comfortable, tourists will be comfortable.” “Taxis at the Almond Tree are convenient, but conflict with the sense of place.” “The sand pit and its buildings detract from the landscape.” “We are embarrassed about the green smelly drainage water.” “We need to separate the bad apple vendors from good apples.” “Yachting [and its economic benefits] is attracted to services… ours are limited.” “Vendors and taxi chaos threaten the beauty of the waterfront.” “We need to protect the livelihood of vendors, taxi drivers, and workers… We must serve local economic needs... Caribbean life is its vendors.” “The harbour should become a place to linger, not to go through.” “Elizabeth Harbour needs a decent place to sit and relax.” “The Vegetable Market are stuffy walled compound… The garbage dump doesn’t invite visitors to the markets… It is hard to compete with free vendor stalls on Front Street.” “Who wins and who loses with changes?” “Port Elizabeth is dirty… disorganized… smelly… noisy… dangerous… expensive… abhorrent… tired… overwhelming… boring… poor… unattractive… unkept… polluted… infested… hot… congested... corrupt… unsanitary…run-down… jammed”

The beloved Almond Tree, the community hub, doesn’t always invite people in. 8

Own the Story and its Future The R/UDAT process ends with the delivery of the team’s final 3rd June 2019 presentation and this final report. The community’s part of this project, however, just begins with this report. Bequia needs to create an inclusive organization to own the future. Bequia is blessed with an incredible civic dedication, including, for example: 1.

The local R/UDAT steering committee that invited the R/UDAT to town

Civic non-governmental organizations (NGO) like Action Bequia (e.g., drainage channel harbour beautification project, Belmont Waterway Restoration, Princess Margaret Trail, and trash and recycling bins) I

NGOs covering Bequia and areas beyond like the Grenadines Partnership Fund (e.g., Port Elizabeth public restrooms, waterfront trail restoration), the Community Foundation for St Vincent and the Grenadines (e.g., trash and recycling bins), and the Bequia Mission Foundation / Anderson Family Foundation (education investments).

International development partners, like Canada (Vegetable Market), The World Bank’s Global Partnership for Social Accountability (Sargassum control), United Nations Development Programme (climate change public awareness), European Union (airport assistance) and the World Bank (adopting to climate change and drought).

Houses of worship and their community support structures (e.g., social services and education)

The business and service community (e.g., visitor and resident services, and supporting the community in countless ways)

National government and related entities such as Bequia Tourism Association, Ministry of Transportation, Works, Urban Development & Local Government Bequia Council, and Central Water and Sewage Authority.

Universities and research institutions such as the Caribbean Community Climate Change Center and the University of the West Indies (Bequia climate change adaptation research).

Many of these organizations will, play key roles in advancing some of the recommendations in this report, as organizers, funders, and partners. Developing stronger partnerships and inviting their participation is critical to success. Some of these partners will have transactional relationships, that is they will get involved in

Show us a clean environment, don’t tell us. 9

specific projects and not otherwise be involved in long-term implementation. For many funders and technical partners, however, focusing on transactional relationships is not an especially efficient strategy for funding and assistance. The most successful partnerships require true partnerships, identifying shared interests and missions, and cultivating relationships.

The tourism sector

The development community

The business community

The environmental community

Taxi drivers

Vendors

Life-long residents

Transplanted residents

Houses of worship and/or social agencies

10. Non-government organization partners 11. Government partners

Management Practices Improvements are physical, changing the built environment to better serve the community, preserving and enhancing the natural systems that provide much of Bequiaâ&#x20AC;&#x2122;s beauty, or managing built and natural resources. While much of the R/UDAT work focuses on physical and natural system improvements, management practices are critical to ensure success. These â&#x20AC;&#x153;softâ&#x20AC;? solutions are often the most cost-effective solutions, but they require more community buy-in and consensus. The recent pavement marking of no parking areas on some Port Elizabeth streets is a good example of very low-cost management solutions that require minimal investment but provide an immediate improvement. This kind of approach can provide both immediate results and build momentum that can move the community to more substantial and deeper improvements. Ideally, however, these kinds of changes take place with a community conversation.

Inclusiveness is critical for successful actions. None of the existing groups, however, have the broad inclusive membership needed to represent the community to build community agreement and coordinate the implementation of these recommendations. Without such inclusive membership, major reform efforts may divide instead of unite the community and will create obstacles to success. Empowering the community to make decisions requires the community to pull together and find appropriate compromises and, when possible, consensus. The existing local R/UDAT steering committee can and should be a part of this process, but its membership must grow to be inclusive or some of its members should become part of a new coordinating process. Include inclusive representation needs to include, at a minimum, stakeholders representing:

Whether it is vendors, taxis, or almost any other element of Port Elizabeth, relegating those uses to places that are hard for customers to access is an exercise in futility and will divide the community. The most important step is to find the locations and layouts that can strengthen the economic needs of those workers, serve their customers, and not detract from the community, can be a win-win. Managing their location without those improvements is almost certainly not feasible. 10

Once the community reaches an agreement on the proper functioning of those services, some kind of active management will be critical. The best kind of management is when they can self-regulate, a taxi cab association and vendor association enforcing the rules on their recalcitrant colleagues. This, of course, itâ&#x20AC;&#x2122;s part of the reason all voices, including vendors and taxi drivers, need to be helping write the future story (see above section). Likewise, drainage system functioning requires both the physical improvements discussed later in this report, but they also require simple management solutions. The most cost-effective way to improve drainage channels is to have abutters clean out and dispose of debris from channels along the edge of their property. Physical improvements, such as trash racks, can make the clean-up easier. They also can provide an incentive to clean out the channels because the channels are more likely to overflow if they are not cleaned out. The most important aspect of getting abutters to clean-out their drainage channels is to build that as part of the community culture. Some communities do this by social and other messaging, by regular cleanout parties, by student-involved projects, or by deep engagement by respected opinion and community leaders. This kind of culture change is difficult at first, but becomes easy and normalized after a short while.

Self-management of taxis and vendors, within a orderly system, can create a more predicable system and probably increase visitor utilization.

A larger institutional investment is needed to better manage the harbour by strengthening the role of the harbour master, Bequia Tourism Association or, eventually, a Bequia local government post to manage anchorages and services. This change may be scalable over time, starting with simple improved information services and culminating in the improved harbour management and services recommended later in this report. Ideally, Saint Vincent and the Grenadines will reinstate local government, creating some local governance for Bequia and hopefully some locally dedicated resources. Relying on government, however, to take care of all management is both financially infeasible and undesirable, because it reduces the need for community buy-in and consensus, and ultimately creates a bigger risk of retrenchment with the next change of government or other political change.

Tactical Baby Steps Addressing current challenges requires a new approach, beyond that from past public, private, and civil society investments. Just as any journey begins with the first step, implementing actions starts with baby steps. One of the most effective ways to build excitement, momentum and test new approaches is pop-up installations or tactical urbanism, often referred to as lighterquicker-cheaper. These can be simple permanent installations (like a simple public art project) or temporary installations. They can be quickly installed, quickly uninstalled, and consume few resources.

Drainage systems require both physical and management improvements. 11

Many of the suggested improvements later in this report can be tested and demonstrated using methods. This can build consensus and give the community a chance to tweak the final design. It is important, however, to be thoughtful even in pop-up projects. A poorly thought out option can also build opposition; opposition that may remain even when a better design is created.

Future Studies This report represents only a beginning. Many of the simple changes recommended in this report could begin tomorrow. Some will require more studies and analysis. Three areas in particular would benefit from additional studies. Partners and funders for this work potentially could include Saint Vincent and the Grenadines, local or international non-governmental organizations and development agencies, and universities in the Caribbean and beyond. 1. Analysis of Port Elizabeth Harbour water quality and threats. It is clear from our analysis, that one of the biggest threats to both Port Elizabeth and the harbour is the discharge from drainage. They flush debris, especially plastics, nutrients (phosphorus and nitrogen), and potentially pathogens (from intercepting sewage effluent) into the harbour. As the lowest hanging fruit, and the environment threat with the greatest immediate impact on quality of life, addressing debris and stagnate water has been our short-term focus. In the long term, however, with higher sea levels and related higher groundwater, and more wastewater generation, partially treated sewage effluent escaping in the harbour poses a potential threat. Understanding current threats and projecting future threats is critical for the large capital investments that may eventually be needed, even if that is decades out, to address wastewater effluent. 2. Climate Change Adaptation and Resiliency. There have been several past reports examining Bequiaâ&#x20AC;&#x2122;s ability to adapt to climate change. For example, the World Bank and Caribbean Community Climate Change Center focused on desalination to address drought risk at Paget Farms and the University of the West Indies researched the effects of climate change and sea level rise in Bequia. There is not, however, a comprehensive climate adaptation and resiliency strategy, even though such an effort might well attract NGO, university, or development partner investments. In particular, this effort could examine the effects of sea level rise and climate change on beach erosion, Port Elizabeth flooding risks, stormwater drainage backups, sewage effluent releases, fisheries damage, and drought risks and mitigation.

Art installations can change how the public views different areas of the community.

Pilot patios (parklets) can test opportunities. 12

3. Energy reduction and climate mitigation, and related reduction in local energy costs. The Energy Action Plan for St. Vincent and the Grenadines sets the stage for energy supply planning, with other efforts examining more renewable and locally produced energy (solar photovoltaics and wind energy). Energy costs are especially high on Bequia, with most electricity (2.9 megawatts capacity installed 2007) powered by diesel delivered by tankers to the island and all of the costs representing money leaving the island. There are some isolated solar photovoltaic (PV) and solar hot water installations, and the Paget Farms water desalination project discussed above included a PV array because of the high energy requirements for desalination. There may be opportunities for updated feasibility studies that could both lower energy costs in the long run, potentially retain more money on the island, and improve the Bequiaâ&#x20AC;&#x2122;s ability to withstand breaks in energy supplies. As part of this study, there are clear opportunities to reduce electric demand, easily paying for these investments in a reasonable time horizon. Two areas in particular are switching indoor and outdoor lighting to LED and reducing air conditioning loads.

Design Vision

Making Port Elizabeth a Success

Most people and goods arrive in Port Elizabeth by boat: yachts, cruise ships, and ferry. The needs for each mode are very different, yet there is an inadequate alignment between needs and services, multiple conflict and pinch points, and an overall disorganized community. Addressing the needs of visitors and the Port Elizabeth economy has led to a decline in the public realm and the public spaces that attract visitors to Port Elizabeth; taxed the capacity of Port Elizabethâ&#x20AC;&#x2122;s most critical intersection; created vehicle and pedestrian conflicts; and ultimately harmed the user experience.

Bequia, Port Elizabeth and the Port Elizabeth harbour are beautiful places and continue to attract visitors, the economic lifeblood of the island. Port Elizabeth, however, is looking tired and, from a visitor perspective, is in decline.

Current conditions create conflicts and harm the public realm. 15

Bequia residents refer to The Almond Tree as its “parliament… hub… front door… back yard,” yet the disorganized needs of Port Elizabeth have made this a somewhat chaotic parking lot and taxi stand, whose very use degrades the Almond Trees and the area, and undercuts the visitor experience. Cars, taxis, lorries, and vendors, all of which serve critical needs, conflict with each other and with visitors.

Fortunately, Port Elizabeth has great bones and there are ample opportunities for both short- and long-term solutions to serve everyone’s needs. Aligning the points of entry of each user with the services that they need will reduce conflicts and restore the public realm and public experience. Yachties want to experience the public realm and easy access to services, and they have the potential

Align the points of entry for yachtie dinghies and water taxis, ferries, and cruise ship tenders with the services they need. 16

for high per capital spending to support the local economy. Ferries bring goods, services, residents, and some visitors, most of whom know exactly where they want to go and want to move their efficiently. Cruise ship tenders bring the biggest visitor point load, high volume short-duration visitors with little local knowledge, elastic spending habits and often under-utilized economic contributions to Port Elizabethâ&#x20AC;&#x2122;s economy.

Overall, we can dramatically reduce conflicts and significantly increase spending when cruise ships are in port. Taxis can both serve these arrivals and encourage their clients to explore Port Elizabeth at the end of their fare. With these changes, cruise ship visitors will have a welcoming and inviting experience which they currently lack. The first view from land, which sets the stage for their entire experience, sends them through a welcome arch and lets them see and make their own choices about what is next. Taxi cabs are located to their left, commercial front street is in front of them, and the harbour walk is to their right. A gathering place at the almond tree behind the rehabilitated seafood, fruit, and vegetable market creates a gathering spot for their journey into Port Elizabeth and Bequia, and a centralized location when, sadly, the time comes to leave Bequia. Through this all, the Sand Pit remains a reminder that Port Elizabeth still has a working waterfront, endearing to all if they donâ&#x20AC;&#x2122;t have to traverse it.

Sending cruise ship arrivals to a new tender dock at the Sand Pit, while still preserving enough of the Sand Pit to serve its industrial function, will provide opportunities for less confusing access to taxi cabs and new opportunities to explore and spend money at a revitalized vegetable market, Front Street commercial district and the waterfront. A new harbour walk can extend the waterfront experience from the Sand Pit and a rehabilitated Vegetable/Fruit/Fish Market to the existing waterfront and Almond Tree public area, with an alternative route along Front Street past the clothes market.

Entering Bequia from a cruise ship should be a welcoming experience.

also as a focal point and a relaxation area. Some visitors want efficient connections and others want to relax, lime, and explore. A history pavilion, benches and shade, relocated tourist office, a path along the water to the cruise ship tender docks, and improved taxi and bus access can provide all of these things. Nearby, the Almond Tree area provides more opportunity to explore and relax. An open-air pavilion provides opportunities for formal and spontaneous events and liming.

Ferry arrivals for people, goods, and services can be made more efficient (further reducing conflicts) with a dedicated roundabout and a taxi and bus hub, thereby leading to a far more attractive experience with a clean ferry-to-customs house alignment. A roundabout at the ferry dock will not only serve as a transportation hub, but

The ferry dock entrance as a transportation and visitor information focal point. 18

The history pavilion and nearby relocated tourist office can provide simple low-key interpretation in alignment with the ferry and the customs house, and serves as a

teaser to draw cruise ship visitors into town, first to learn about and then experience Front Street services.

Explore history, wait for transportation, lime, and just relax at the ferry dock entrance.

Precedents for sharing history and sense of place include ephemeral chalk, wall panels, imbedded sidewalk panels, and bench installations.

The view of a chain link fence and tired sign is most visitorâ&#x20AC;&#x2122;s first view from the dock. Hardly inviting.

Yacht dinghies and water taxis can benefit from a rehabilitated and more attractive dock and harbour master house, a cleaner and more attractive waterfront and Almond Tree, and opportunities to linger, enjoy Port Elizabeth, and take advantages of its services.

parking and taxis from the Almond Tree and prohibit vehicles from entering. Then add additional seating and sit back and watch as members of the public walk, allowing want and desire lines to develop over time. This approach is very low budget and responds to demand.

Like the cruise ship passengers, visitors from yachts need to be welcomed and invited in a way that they are not today. The moment a yachtie gets off their dinghy or water taxi, instead of being greeted with a tired fence and welcome sign they should be greeted with a welcome sign and a commanding view of what is to come. The town, the waterfront, the interesting vender clusters, and the local shops can all be visible and inviting. Moving taxis and parking out of the Almond Tree area allows this area to be restored as the crown jewel in Port Elizabethâ&#x20AC;&#x2122;s public realm. We show paths through the Almond Tree for illustrative purposes. However, we recommend that path development happen organically. First move 21

Port Elizabeth waterfront real estate is very limited and therefore is of incalculable value. Uses that clearly add to the value of the waterfront should be invited, especially the youth sailing school. The waterfront, however, should never be used to serve non-functional uses, such as the storage of abandoned or salvaged boats that are not designed to enhance the user experience.

Entering Bequia from the dinghy dock should become a welcoming experience.

Restoring the public realm improves the Port Elizabeth experience and leads to increased visitor spending.

Flipping the layout on the one-way section of Front Street would allow wider pedestrian space in front of commercial Front Street (with the opportunity for more spending and separation from vendors), and, with a slightly widened waterfront side of the street (to three meters) continue to allow clean circulation. New angle parking can then be installed on Front Street where it will not conflict with trees.

or barriers to beach access or wandering through the Almond Trees. This will locate vendor opportunities primarily in the shade, which will generate enough pedestrian traffic or footfall to provide customers while simultaneously reducing conflict points for waterfront visitors and Front Street businesses.

To reduce conflicts further and improve the experience, lorries (especially large ones) should be prohibited on Front Street during peak visitation times (e.g., when cruise ships are docked and the peak visitation hours). In addition, during key events and away from Ferry off-loading times, traffic may also be limited or prohibited from the Almond Tree/Front Street/Back Street connecting road.

In the short-term, this work could be done with this simple widening of the waterfront side of Front Street to accommodate the relocated travel lane and parking. In the long-term, the sidewalk should be raised in elevation (0.7 meters, more or less) to rise above storm surges and sea level rise.

Vendors should be invited in clusters of vendor pockets on the waterfront side of Front Street, especially opposite the Anglican Church. These must be laid out to avoid creating conflict points

Collectively, these changes will make Front Street far more desirable to residents and visitors. In doing so, it will increase visitor spending and contribute to the local economy. A visitor walking down the wider sidewalk in front of Front Street businesses will enjoy the businesses with a sweeping view of the waterfront, the harbour paths, vendor clusters, and the Almond Trees. This would all result in fewer conflicts and better experiences for everyone. Instead of destroying the near sacred Almond Trees with taxis (while the existing disorganized layout works for local residents, it can be off-putting to visitors), the entire islandâ&#x20AC;&#x2122;s taxi fleet can be queued at a combination of the Ferry roundabout (10 +/- taxis) and, 150 meters away, a taxi queuing lot (35 +/- taxis) at the cruise ship tender dock and the fruit/vegetable market. Instead of destroying the trees with parking, short term parking can be accommodated with angle parking on Front Street (15 +/- spaces) and longer-term parking off Back Street (34 +/- spaces) with a walkway the short distance from the parking lot to the dinghy/water taxi dock.

Short-term on-street parking is less chaotic than Almond Tree parking and better serves businesses. 24

Ultimately, to reduce conflicts and improve the user experience, lorries need to be re-routed away from Front Street and Port Elizabethâ&#x20AC;&#x2122;s core. Unlike many, if not most, of the recommendations which might attract a variety of local and outside funding, this project is probably only possible with national funds or international development assistance. It is easy, however, to make a strong business case for this re-routing, making it eventually possible to attract such funding after more detailed feasibility and needs analysis. Fortunately, existing roads past the cemetery and down to Front Street provide most of the route. While the route would require the construction of new roadway, adjusting the corners of existing roads for lorry turning radius, and rebuilding existing roadway, it is far less expensive than many comparable re-routings in other communities.

Raised sidewalks and, as buildings get rehabilitated and replaced, raised buildings, will be needed in the long term to protect from sea level rise and related storm surges.

Front Street businesses with a sidewalk and sweeping views of the best of Port Elizabeth.

Moving taxi and car parking provides better services and allows Almond Tree restoration.

Rerouting lorry traffic goes with the previous transportation improvements discussed, the new cruise ship tender dock, the new hub at the ferry dock, and the rebuilt yacht dingy and water taxi dock. Other harbour improvements that should be explored are having the harbour master charged with a more formal assignment of berthing points, far away from the reef, a fixed route water taxi service, and eventually some reef restoration work. Port Elizabeth and Bequia are exciting and beautiful places, but utilitarian decisions without thinking about the visitor experience are harming the quality of life, the visitor experience, and the economy. We want to encourage casual exploration and discovery, build joy in residents and visitors alike, and strengthen the economy for all, from small scale taxi and vendor operators to the largest business owners, and everything in between. Fortunately, the path forward is relatively simple IF the community can come together and work together.

Lorries need to be eventually rerouted away from the heart of Port Elizabeth and the harbour needs more formal management.

Infrastructure

STORMWATER INFRASTRUCTURE & DRAINAGE Port Elizabeth’s stormwater infrastructure consists of a network of “open” concrete drainage channels. Small upland channels are generally square in cross section and are approximately 10 inches to 20 inches (0.3 to 0.6m) wide. These channels are generally located on one side of the street, and connect street runoff locally as well as pass the flow from upstream catchments. As the system nears the shore of the harbour, the channels increase in size—from approximately three feet to six feet (1m to 2m) wide.

From cursory field observations, the drainage network appears to be in generally good condition. Throughout the system, some sections have been repaired. There is evidence of recent concrete repair to several of the channels. There does not appear to be any form of water quality control in the existing drainage system. We understand that the roads and presumably the channels are cleaned periodically. During our visit, we observed one channel section near the harbour being cleaned. The large channels outfall onto the sandy beach. Sand and vegetation can block the draining of the culverts after a storm, resulting in standing water in the outfall channels leading to stagnant water with its associated nuisances such as insect breeding and foul water conditions. The open channel drainage system appears to be adequately conveying runoff through Port Elizabeth, 30

however we did not perform any capacity calculations of stormwater study (which would be well beyond the scope of this R/UDAT effort). One advantage of the existing open drainage system is that it is relatively easy to maintain. Unlike underground (piped) drainage, most of the open system is easily to visually inspect and identify areas where there are physical problems

Goals We believe the main focus of work on the drainage system should be to improve stormwater quality, as runoff pollution is a major threat to the health of the harbour. We believe that by modifying and adapting the current drainage system, the measures we are promoting can be implemented with minimal disruption and cost. Retrofitting the existing open drainage system is preferred to replacing it. Our ideas are based on the concepts of resilience, and to a certain extent can be modified and adapted to rising sea levels. Accordingly, we have developed several goals: 1.

Improve stormwater quality to protect the harbour

Improve the drainage system’s effectiveness of collection, treatment and maintenance

Maximize current value of storm drainage system

Plan for Sea Level Rise (SLR)

Strategy: Source Control

Strategy: Public Awareness and Education

The first and highest-value strategy is to reduce the source of pollutant load entering the system. Stormwater pollutants include trash and rubbish, sediments, suspended solids, metals, nutrients and fertilizers. Many of these potential pollutants can be managed best at their source, rather than once they enter the drainage system. Removing sand, debris and trash from the roads and upper collection channels at regular, frequent intervals is an effective water quality control measure.

As mentioned above, engaging the residents in street/channel cleaning will help make resident aware of how pollutants in the neighborhoods can lead to pollution in the harbour. A Stormwater Task Force should be established to lead this effort. Consisting of a mixture of interested and dedicated public officials and residents, the Task Force could create and manage an education and outreach program to reach the community. In addition, the Task Force could arrange and implement the source control program.

We recommend, coupled with the current street cleaning procedures, that complete cleanings of the road and drainage system channels be done 3-4 times per year. One of these cleanings should be done at the start of the rainy season. Engaging local residents in a residential “block” cleaning will increase awareness about how important these cleanings are for the health of the harbour, as well as develop community stewardship.

Water is a precious resource. SVG and Bequia have a long history of harvesting rainwater from roofs to use for their needs. This practice not only provides water for the residents’ use, but in turn reduces the quantity of runoff that passes downstream. 31

Strategy: Improve Existing Infrastructure

Making residents aware of this vital connection can help reduce runoff impacts while providing much needed water resources. Education programs can be developed to underscore the importance of how rainwater harvesting and stormwater management go hand in hand.

To improve the performance of the existing system, there are several improvements we recommend within the existing drainage system. We believe that using the existing system and strategically inserting control measures will result in implementable, lowest-cost solutions to measurably improve water quality.

Strategy-Infrastructure: Re-Fit Low-Flow Channels For the larger, wider channels, sediment and debris can tend to get trapped on the broad, flat channel bottom unless there is a significant depth of flow to push it along. Creating a â&#x20AC;&#x153;low-flowâ&#x20AC;? channel will improve the carrying capacity for small storms, resulting in a cleaner channel bottom between storms. Remnants of such a channel shape can be found in some of the larger channel segments, but we recommend that concrete fill be added to positively redefine the channel bottom geometry.

Many communities have found that labeling their drainage inlets with a painted stencil such as shown in the figure below can become an effective, permanent way to remind residents of the importance of keeping harmful materials out of the drainage system. Taken further, the creation of the stencil itself could be the object of an elementary school art project, dovetailing with a lesson in stormwater management. The actual painting of the gutters can also be a community-led activity.

Strategy-Infrastructure: Trash Racks. We recommend that trash racks (see figure below depicting a trash rack) be installed in the minor upstream channels, marked with “R” on the adjacent map. These racks can easily be fabricated from steel reinforcing bar and affixed to the channel walls so they swing up for cleaning. These racks will trap the floatable trash upstream and prevent it from running into the harbour. As they collect trash and debris, they are cleaned by swinging the rack up and removing the rubbish by hand or with a small rake. Trash racks should be installed at every intersection and at intervals of approximately 400-500 feet (125 to 150m) intervals on straight runs. Each trash rack should be located so it is very visible and accessible from the street it serves. As these racks will intercept pollutants upstream, there should be a system of policing and cleaning them frequently.

Strategy-Infrastructure: Sump Pits At the end of each large channel (marked as “S” on the adjacent map), we recommend a sump pump and pit be installed as shown in the figure on the next page. These pits can be cut into the existing channel near the downstream beach end. The pit could be covered with removable timber planking for maintenance purposes similar to the adjacent photo. A weir wall would prevent seawater from the harbour from backing into the channel, while providing a place for sediment to accumulate and be removed with frequent cleaning. Stormwater flow over the weir and discharge to the beach. After the storm subsides, any remaining stormwater would be pumped out by a solar-powered low capacity 33

Conclusion

pump. This water would discharge into a landscape swale nearby and seep into the ground. Remaining sediment should be removed from the pits at regular intervals.

We are proposing an implementable, low-resource strategy to improve water quality in the harbour. Through a combination of community engagement and education coupled with minor infrastructure modifications, we believe that significant stormwater quality benefits and stormwater resilience can be achieved

For resilience and protection from SLR, additional height could be added to the weirs to prevent backflow into the channel from increasing water levels in the harbour. At some point in the future, however the sump pit at these locations would need to be moved upstream should the harbour level increase and threaten the current stormwater operation of the channel. 34

Implementation

BEQUIA HAS A SOLID FOUNDATION FOR SUCCESS

of each specified project. Within two weeks, 10 items were moved forward to City Council for implementation. Next the City promoted an additional public meeting for members of the public to publicly rank each of the SDAT team recommendations.

During interviews with residents and stakeholders it was clear that Bequia has inherent principles and qualities that will ensure the success of implementation. Most noteworthy is pride in the community and pride in the quality of Bequia as a tourist destination and place to live.

Immediate items included comprehensive plan changes and policy oriented issues which shifted focus towards specific capital projects and code changes. The first ten (10) included the introduction of 5 new items in the City Capital Facilities Plan and 5 new policy items for insertion in the Cityâ&#x20AC;&#x2122;s Comprehensive Plan:

Another important foundation for success is the existing agreement on key issues and problems facing the island. While there is some difference in opinion on the future. Stakeholders and residents agreed consistently on the value and importance of the Almond Trees and the cultural significance of the gathering space they create.

Capital Projects

The sense of place and community in Bequia is strong and has the potential to demonstrate the perseverance and dedication required for successful implementation. The Almond Tree area illustrates community ownership and a vested interest that surpasses the stewardship of a government created park or amenity.

Port Angeles Case Study As a starting point for implementation it is beneficial to review examples of success or lessons learned from similar projects. The City of Port Angeles offers a good example of a successful implementation in a tourism destination. In order to enhance the value of the Port Angeles case study as it relates to Bequia it is important to point out some commonalities between the communities and desired outcomes. Like Bequia, the Port Angeles plan was focused on enhancing tourism. Enhancing the tourism product for visitors and improving the sense of place for residents. Both locations have an economic vitality that relies on ferry transportation. If further significance is the fact that the waterfront and harbour areas are the heart of both communities.

Signage and wayfinding system for pedestrian and vehicles

Improve existing buildings (appearance, facades, etc. in downtown and elsewhere)

Provide visitor information kiosks

Create an entryway monument in the vicinity of the First/Front Street and Golf Course Road intersection (or similar at the east end of the City)

Create nodes / centers at the intersections of First Street, Front Street and Race Street.

Policy Items

In 2009, the City of Port Angeles was inspired by the concept of bringing in individuals with an outside eye to review development trends and community issues. City staff prepared an application focused on tourism and community development. In March of that year five (5) team members engaged the community to learn more about local challenges and to present a series of resolutions to those issues. An intense three (3) day planning exercise ended with thirty (30) new recommendations for the community to pursue. Allured by the quality and respect given to the American Institute of Architects organization participation was widespread resulting in a high level of interest far beyond that of a typical planning process.

Conduct a comprehensive parking study in the downtown area.

Increase housing opportunity and multi-use buildings in downtown.

Institute the use of form based codes rather than conventional zoning.

Remove the parking regulations in downtown and let the market drive parking.

Return the Farmer's Market to the downtown area.

By the time the final report arrived implementation was well under way. The movement coincided with a key local challenge in the community. The State had planned a significant bridge replacement that closed of the primary access route to the community for a six week period. This challenged brought the community together with a commitment towards self-created success. During this time the following an ordinance was passed for the FaĂ§ade Improvement Program and Parking Code changes for the Downtown. Additionally, the City began removal of unnecessary and cluttering signage. These initial steps created inertia that propelled implementation for the remainder of the year and beyond.

Community members filled Council chambers and anxiously sought follow up to the recommendations. City staff made a commitment to move forward with recommendations. Specifically they utilized the a City Council sub-committee known as the Port Angeles Forward Committee assisted in getting things done. Instead of waiting for the final report, the Committee dissected the power point presentation from the final evening meeting of the SDAT process and developed a detailed list 36

Excitement

Seven years later public processes and planning efforts experience continued demands from the public for continued follow through with the initial 30 recommendations and overall SDAT report.

The three (3) day intensive SDAT process created a community wide sense of excitement. City staff kept the excitement alive by taking a live feed of the implementation process on the road in the form of a presentation to all area service clubs and organizations. One year later the excitement was still intense and thriving and SDAT Team members came back for a return visit. They attended a Downtown annual meeting where they were presented with a key to the City.

Key Components of Success Outside Eye (Honesty) There were many reasons for the success of the SDAT Program in Port Angeles. As with all DAT programs a lot can be said for the â&#x20AC;&#x153;Outside Eyeâ&#x20AC;? view of the community. Like many communities Port Angeles was challenged with having perspective on the changes necessary to create successful change. SDAT team members brought forward honest criticism that rises above a local political reluctance to mention something that may be bringing the community down. For Port Angeles, the predominate issue was that visitors were bombarded with visual clutter that detracted from the beauty of area surroundings. Additionally, comments relating to the state of local buildings drove community leaders to demand change of property owners throughout the community.

Inspiration The Port Angeles Community was inspired by the SDAT team. Team recommendations focused on low hanging fruit or easy to accomplish implementation items convinced local community members that change was easy to achieve. The City Council Port Angeles Forward Subcommittee. Reiterated this by categorizing recommendations in order of their cost, time, impact, and community support emphasizing those that were achievable. This approach inspired and convinced community members that implementation was possible. Momentum

Pride

Another key to the Port Angeles success was momentum. Immediately following the last SDAT team presentation, the momentum started and has not stopped since. Building on the excitement and inspiration, of the process the AIA SDAT program was identified as the foundation or driver of new projects and policies as they were implemented. In 2016 the City of Port Angeles initiated a public engagement process for the re-writing of its comprehensive plan. A consistent theme of public input was the request that the City continue to follow through with implementation of the 2009 SDAT plan.

Essentially, the comments of the SDAT team awakened community pride uniting lifelong residents and new comers in an effort step up the overall appearance of the community. Through a program entitled Community At Work: Painting the Town, over 43 downtown buildings were painted in one summer. The project involved local leaders pressuring property owners to do the right thing by painting and maintaining their property.

Summary The success of the Port Angeles SDAT implementation is a direct result of being honest about the challenges your community faces, being willing to listen and understand the benefit of an outside eye perspective and to tap into local Pride, Excitement. The SDAT process has the unique ability to inspire and through the momentum of implementation a community can see great changes driven by grass roots engagement.

Outcomes The Community has come a long way since 2009. A, FaĂ§ade Program, Waterfront Transportation Improvement Plan, Signage and Wayfinding program, and major policy changes are just a few of the accomplishments to date. Change has not gone unnoticed with the community having been highlighted and recognized in numerous ways since 2009. 37

Façade Improvement Program

Waterfront Transportation Improvement Plan

Following the March visit of the SDAT team, City Council obligated $115,992 from the City’s Housing Rehabilitation Fund to establish a continuing Facade Improvement Program for locations within core commercial zones throughout Port Angeles, focusing on the Central Business District, and on arterial roads within other commercial zones. The program provides a matching grant of up to $10,000 for façade improvements and a $1,000 grant for signage improvements. Most importantly, the program incentivizes changes that benefit the appearance of the public realm.

In an effort to demonstrate continuous and efficient implementation of the SDAT recommendations, the City combined ten (10) capital projects into one manageable project. Primary projects include a $17M waterfront redevelopment project in the downtown and major changes to principle arterials that link the community to Olympic National Park.

Since the inception of the program over 40 businesses have been awarded grants. The program has significantly changes the visual quality of the City’s commercial corridors.

Also part of the plan is the Race Street Corridor project which links Highway 101 to Olympic National Park. Through a federal grant the entire street is being redesigned with a Complete Street approach including landscaped median, dedicated bike paths, pedestrian walkways and street trees. The corridor sees over 4 million vehicles annually.

As the focal point of the plan, the Waterfront Development Project has been the priority project and it is now over 50% complete. The project received the 2012 Washington American Institute of Architects Excellence in Civic Design award as well as the Washington American Planning Associations Best Physical Plan Award in 2011. The Waterfront design incorporates alternative energy, stormwater management, multimodal transportation and an array of cultural elements important to the local Klallam Tribe.

Other projects included in the plan are entryway monuments, landscaped street nodes, and multiple other transportation improvements.

Signage and Wayfinding One of the most important perceived impediments to Port Angeles moving forward was the clutter of signage as one drives into the community from the east. As a starting point, the City worked with private property owners, service clubs, and the Washington State Department of Transportation to remove unnecessary signs and prevent new signage from being introduced without detailed review and consideration. Sign policy was introduced as part of a signage and wayfinding manual to guide the future implementation of new signage. The manual also provided construction drawings for new wayfinding signs to replace outdated directional signage for visitors. Details for historic district signage and emergency management related signage were also taken into consideration. 38

Policy Changes Multiple policies were changed including an impact fee style parking approach in the Downtown, residential parking Community Recognition Changes in Port Angeles have not gone unnoticed. In 2015 Port Angeles was recognized in the top 10 of Best Small Towns in the country by Livibility. com. The same year Port Angeles was recognized by Outdoor Magazine as runner up in the Best Town Ever competition. Smithsonian Magazine also identified Port Angeles as one of the 20 Best Small Towns to Visit in 2016. As part of the SDAT implementation the City has worked to integrate the culture of the local Klallam Tribe. As an example the City worked to integrate nine (9) cultural elements in the recently completed waterfront park. One of the highlights of the project was the introduction of bilingual street signs on Downtown Streets. In 2016 this element received positive attention from media sources at the national level including National Public Radio and the Indian Country Today Media Network.

Port Angeles Wayfinding

Reflection/Analysis/Learning and Application The SDAT approach has a unique ability to inspire change and improvement for local communities due to the fact that team members arrive with a nothing to lose mentality that drives honest and uninhibited feedback on community issues. Communities that participate in the process can greatly benefit by the attention demanded by a team of visitors coming into the community to critique, review and recommend positive change. Success, however, is highly dependent on immediate implementation and follow through.

Getting Started in Bequia Implementation in Bequia will take the dedicated effort of the community deciding which elements of the plan have the backing of local citizens. It is critical to recognize the importance of working together with the understanding that no one person or entity can successfully implement the plan. A multi-faceted approach is required that includes the private sector, public sector and stakeholder committee. Private Sector Considering the limited government directed attention to the island of Bequia forward momentum cannot be dependent on the public sector.

Port Angeles recently cme in second place in a competition for best places to live in the US. 39

Government will need to have a role, but, waiting for them to step up and invest is not an option. At least three local business owners should volunteer to spearhead change. Leadership representatives should be established for Retail, Taxi, Vendor and Recreational businesses. The leaders and the groups they represent must have ownership of vision and outcomes. They must be vested in changes and part of all design related conversations. Most important is that the leaders involved be committed to building relationships. By building bridges with fellow business owners, citizens and potential funding partners a conduit for success can be created. Non-Government Organizations Numerous non-governmental organizations (NGO) will likely have an interest in the project. Individual recommendations can be aligned and packaged to effectively achieve interest and financial resources. The categorization of implementation steps will help to sort individual projects in to focus areas that can align with individual NGO missions. Public Sector Government should have a strong role in the implementation and policy related changes associated with improvements. Project proponents must rise above politics. Create an interest level and passion so high that all parties will want to see the project be successful. Find local or external funding sources and leverage them for government support. Make proposals to the government that if a certain level of funding is achieved that they provide a match or gap funding to cover the rest. Embrace St. Vincent based Physical Planning Unit enable them to be a non-political ambassador of the project. They have a duty to ensure the government is serving the public interest. It is likely they will see the value of a community ready and willing to make things happen that ultimately make their job easier.

Committee Driven One of the most important elements to success is momentum. The Committee should schedule the next meeting immediately. The committee itself should reflect the diversity of the community and be as inclusive and open as possible. The Committee cannot afford to alienate any member of community. As a founding principle of the Committee relationship building should be priority one. The more positive relationships the Committee builds and maintains the higher the likelihood of success. The Committee should also have depth of individual skillsets to carry the project forward. The first meeting should be used to itemize, prioritize and/or rank projects for implementation. The Committee should take a community stakeholder trip of at least 20 people to Legislature to provide education on the plan. It should also be responsible for presenting revenue suggestions to legislature that are win/wins for Bequia and the Grenadines.

Starting the Implementation Rank and Sort recommendations by: Category, Cost, Ease of Implementation, and Impact. Find common ground on items of lowest hanging fruit. Pick items that demonstrate progress. Pick items that will further community pride. Assign an individual to be accountable for each item. If you donâ&#x20AC;&#x2122;t reach consensus on an item move on and save it for later. As implementation moves forward sentiment towards implementation elements change and there is a good chance that other small successes may open the door to non-consensus items later in the project. Short Term Recommendations Start by finding little improvements that have high community visibility. Refurbish small signs, paint buildings and deteriorated structures, complete landscaping projects, repair and remove fences. Pick up garbage and establish a group to watch for new garbage so that it is immediately addressed or removed.

Consider targeting a tourism exchange or sister City relationship with a high income US or Canadian City. Bequia can offer richness through quality of experience that they cannot find at home and they may have financial wherewithal to fund projects on the island. Use videos and graphics to sell your vision to government officials. Graphics and visuals will be far more effective than words and letters. The R/UDAT team has provided multiple graphics that can be the starting point for further conceptualization.

Long Term Recommendations

and maintaining a strong team relationship with defined roles and responsibilities will be every members responsibility. Have confidence in your fellow team members. Maintain the attitude that together we can get it done and it will become a reality.

Many of the plan elements will take patience. They should not be expected overnight but are critical to long term success. A key funding element moving forward will be the creation of a Business Association. Each member will pay an Improvement Area Assessment Fee. Relationships should be leveraged to ensure each business joins and pays a small fee. This can be a revenue source for implementation and will be most successful when the dollars spent go to projects that have direct benefits to businesses.

Embrace Change That Is In Community Interest Set standards for change that align with community values. Once those standards are set recognize that change is necessary and good. In some cases community members that cannot accept the change desired by the majority will have to be left behind. Maintaining respectful relationships and communicating that the change is an investment in Bequiaâ&#x20AC;&#x2122;s future can prevent unnecessary conflict.

Whether the government steps forward or local businesses have to fund a position, long term success will depend on successful enforcement of the plan. Hiring an enforcement officer a local individual respected by all with a strong voice would be essential. Engage local banks or financial institutions to establish a Community Fund where they give back to the community. Banks and financial institutions can be partners in funding low interest loans for future sewer infrastructure connections.

Ingredients to Success Pride Utilize Bequiaâ&#x20AC;&#x2122;s strong community pride to leverage success. Talk to neighboring businesses about keeping things looking good and clean. Excitement Share your excitement with others in the community and beyond. Tell the story about Bequiaâ&#x20AC;&#x2122;s future and the vision of where things will be in the near future. Keep the conversations positive and share progress to date. Inspiration Inspire investors, friends and family members to get involved in the project. Visit clubs and organizations and talk about the plan inspiring them to get involved. Momentum Set a goal for how many things you will get implemented each year. Make it realistic and follow through. Work towards getting three to five items completed immediately. Strive to broadly communicate each successful implementation. Together We Can Attitude Working together as a community is a key to success. Implementation is a team activity 42

Community in Action

MOVING FORWARD The waterfront belongs to everyone. It is the central civic space where Bequia’s people and culture should be best represented. Each resident has a role to play in creating a waterfront that best represents who you are as a community, provides a central place for community expression and creates a dynamic and inviting space for people from all over the world to interact with local residents. The future of the Port Elizabeth waterfront is in the hands of the people of Bequia. The contributions of every resident matter, and collectively they hold more power than anything that government or the private sector can do alone. One of the reasons that the AIA chose to work with the Bequia community was that you have demonstrated that you are capable of conceiving and realizing community projects when there is vision and partnership. The history of the R/UDAT program is replete with examples of communities that took control of their future by involving everyone in the transformation process. The following examples concern communities of comparable size and with comparable economic and demographic profiles as Bequia.

Newport, Vermont (pop. 5,000) Newport, Vermont provides one example of the power of the process. The small town of 5,000 is located in an isolated rural region known as “the Northeast Kingdom.” It was experiencing double-digit unemployment and severe strains when they brought an AIA team to town in 2009. The civic mood was nostalgic. As one resident remarked, “I’ve seen Newport come, and I’ve seen it go.” Following the process, a dramatic transformation took place. Patricia Sears, the Executive Director of the Newport Renaissance Corporation, described the Newport’s dilemma in 2009. “We were the last city in the state to achieve downtown designation. We had some of the highest unemployment in the state. We decided we were done being last. We decided, ‘we are going to be first.’” The city held a traditional festival kick off for the process, which involved hundreds of residents, generating community momentum. Over 10 percent of the population participated directly in the community process, contributing ideas to the team’s work. As Mayor Paul Monette stated, “it wasn’t the usual political process. Everyone was heard.” Kevin Dorn, who served as what would be an equivalent Minister for Community Development in the state, remarked that “I don’t think this is one of those things that will sit on a shelf. This is about stimulating thought about what could happen. Above all, you have to be patient. When you see the right things coming together – and you see that in Newport – it’s cause for hope.” Newport was able to achieve success through broad partnership and

involvement. It also leveraged small actions to build momentum for larger investments. For example, the R/UDAT team included a recommendation to create a community garden downtown after the process revealed food security issues and a strong resident interest in gardens as a concept. Newport created a community garden with over 32 organizational partners and dozens of community volunteers. They took advantage of existing capacity – a downtown parking lot that was donated – and not only created a garden but programmed it to have a transformational impact. From the community garden the “Grow a Neighborhood” program was created, teaching neighborhood residents about urban agriculture, providing space for family plots, and engaging local restaurants in a farm-to-table initiative. Six new restaurants opened in the downtown during the first two years of implementation. Several years later, this initiative expanded citywide as a community farming program with plots all over town. Food became central to the local culture and the visitor experience. Newport also took advantage of widespread community participation in the R/UDAT to engage citizens in land use changes, designing a participatory process to create the first form-based code in the state. New investments include boutique hotels, a tasting center featuring regional agriculture, and a waterfront resort. The city also created the state’s first foreign trade zone, attracting a Korean biotech and other firms. They implemented a branding strategy, and formed partnerships on tourism, and a host of other initiatives. They began programming their waterfront with seasonal events, including an International Winter Swimming Competition and a Speed Skating event. Mayor Paul Monette stated, “I attribute our success to the successful R/UDAT in 2009 followed by the great public/ private partnerships which have developed.” As one local resident explained, “When you have people working together, things can happen and do happen. That’s the most important change that has occurred – a change in attitude. All of a sudden, nothing is impossible.”

Newport was the recipient of the Platinum Award for Facilitation Impact from the International Association of Facilitators in 2013. In addition, the US Federal Reserve’s New England Community Development Advisory Council chose Newport as a host location for a 2013 convening to highlight its successful model.

Helper, Utah: The Little Town that Can (population 2,200) Helper City, Utah was incorporated in the late 19th century as a result of surrounding mines and the railroad, which runs through town. It developed a thriving local mining economy in the early 20th century. The town got its name from the ‘helper’ engines that were stationed at the mouth of the canyon to assist trains in reaching the Soldier Summit up the mountain. The natural resource economy began to suffer economic decline over the past 20 years, and in 2015 the Carbon Power Plant in Helper was closed. It had been in operation since 1954. The economic impact resulted in de-population and increased poverty, putting a strain on resources and capacity. The population of the town is 2,095, and the per capita income for the city was $15,762, with almost 13 percent of the population living below the poverty line. In September 2017, Helper City hosted an AIA Sustainable Design Assessment Team (SDAT) to build a community-driven strategy for its downtown. Over 200 people participated in the process, which produced a 53-page report with recommended implementation strategies that focused on strengthening the public realm, activating the downtown and enhancing the historic fabric. At the conclusion of the process, one citizen stood up and declared, “You’ve given us hope.” In the first year of implementation efforts, the town of 2,000 mobilized hundreds of volunteers in a grassroots effort to remake the public realm and activate downtown. Citizens were involved directly in a series of hands-on projects that included the redesign of Main Street, pop-up retail stores, redesigned public parks, restoration of the riverfront, and other initiatives. The impact has been transformational, stimulating private investment and momentum for positive change. Helper City Mayor Lenise Peterman notes that, ”The plan created from the SDAT event is driving continuous improvement in Helper City. By giving voice to the community we have also given it hope in creating a sustainable environment which is respectful of our past, values our environmental assets and maximizes the opportunity for community engagement.” Recently, Carbon County leaders hired a consultant to do an assessment of the entire jurisdiction. Regarding Helper, he had this to 45

say: “I have never seen a community like this. You guys are the poster child for how to get things done…We really believe Helper is setting the Gold Standard for Utah.” That sentiment is felt locally as well. The Mayor and Steering Committee wrote that “The three-day immersion by the SDAT team has impacted, and continues to impact, our community on a daily basis. People in our community have something they haven’t had for some time, hope for a sustainable community. Key tenants of creating that sustainability include replenishing human capital (drawing young families to our city), caring for our environmental assets, and finally recreating an energy-based economy to a destination based one. And we are doing just that – everywhere in Carbon County people say it’s happening in Helper” – and it is!” Helper is living up to its namesake and living its motto, “The Little Town that Can.” As one local report noted, “Within the last 18 months, all but one of the available buildings on Main Street has been purchased and has undergone some degree of renovation.” In 2018, Helper was recognized with a Facilitation Impact Award for its revitalization efforts. As Mayor Lenise Peterman wrote, “The SDAT program was the catalyst for what we have done and is the road map for what we will do to create our best version of a sustainable community. The community, at the final presentation during the SDAT visit, literally cheered. And we are delivering on the vision in lockstep with our citizens. A community with hope is unstoppable – I can’t imagine being where we are today without the support, guidance and expertise the SDAT program afforded a small, struggling rural community in Utah.”

The Path Forward for Bequia As the preceding examples demonstrate, communities of similar and smaller size have achieved significant success by mobilizing and involving residents directly in the process of change. The team believes Bequia can achieve the same level of transformational change on the Port Elizabeth waterfront if the community can come together and build partnerships to implement the strategies outlined in this report. The waterfront belongs to everyone and the time has come for the people of Bequia to reclaim their waterfront for the community and elevate its place once again as the central place for people to gather and interact. By doing so, the waterfront will once again develop the vibrancy and deep cultural meaning that have attracted people to it for generations, thereby becoming an attractive place for visitors as well.

THANK YOU BEQUIA! On behalf of the AIA R/UDAT team, we would like to extend our profound gratitude to the people of Bequia for sharing your thoughts about the future waterfront with us. It has been a privilege to learn about your community and experience the hospitality and culture that you have created. In the years to come, the team will look forward to returning to Bequia to see your dreams for the waterfront realized. We look forward to liming on the future Port Elizabeth waterfront with our friends here on the island.

Team Roster

STEVE BENZ, PE, HON. ASLA, LEED FELLOW

white paper, “Materials Transparency and Risk for Architects”. Mike has participated on or led AIA Sustainable Design Assessment Team (SDAT) and Sustainable Design for Resilience Team (DART) charrettes in Ithaca, NY, DeKalb County, GA, Augusta, GA, Tremonton, UT, St. Helens, OR, Louisville, KY, and Bath, ME, as well as the AIA’s first International R/UDAT charrette in Dublin, Ireland. Mike’s recent professional projects include a modular student residence hall at Endicott College, a LEED Certified facility for Hostelling International Boston in an adaptively-reused historic building, and a deep-energy retrofit of public housing units for the Boston Housing Authority at the Cathedral Family Development, which achieved LEED Platinum certification. He blogs about his firm’s work as signatory to the AIA 2030 Commitment at http://mikedavisfaia. wordpress.com. Mr. Davis advised the Boston Planning and Development Agency as a Member and Chair of the Boston Civic Design Commission from 1996 to 2018 and served on Boston Mayor Thomas Menino’s Green Building Task Force and Massachusetts Governor Deval Patrick’s Net Zero Energy Building Task Force. He holds a Bachelor Degree in Architecture from the Pennsylvania State University and a Master of Architecture from Yale University.

With over 35 years in the fields of civil engineering and landscape architecture, Steve brings a wealth and diversity of expertise to site development planning and construction projects. Leveraging Steve’s background of leadership in the sustainable site development community through his experience in leading the development of LEED® and SITES™, SITEGreen Solutions helps clients develop plausible yet cutting-edge green infrastructure solutions that can achieve their sustainability objectives. SITEGreen specializes in helping landscape architects and civil engineers achieve sustainable site development goals on their project. With his unique point of view being a registered civil engineer who works extensively with landscape designers, Steve can “bridge” between the disciplines to effectively collaborate with both designers and engineers to develop performative sustainable site solutions. As an licensed civil engineer, he understands the role of performance in design, and works to develop tangible and measurable sustainability goals for his projects. Once ideas are developed, designs are constantly checked throughout the design development process against the green goals established early on.

WAYNE FEIDEN, FAICP Wayne is Director of Planning & Sustainability for the City of Northampton and Lecturer of Practice in planning and sustainability at UMass. His focus includes sustainability, resiliency, regeneration, urban revitalization, open space, alternative transportation, and public health. He led Northampton to earn the nation’s first 5-STAR Community for municipal sustainability as well as “Bicycle-Friendly,” “Pedestrian-Friendly”, “APA Great Streets,” and “National Historic Trust Distinctive Communities” designations. His research publications include “Conservation Limited Development” (in press), “Building Sustainability and Resiliency into Local Planning Agencies” (APA PAS Memos), and Local Agency Planning Management and Assessing Sustainability (APA PAS Reports). Wayne’s Bellagio Residency (Italy), State Department Professional Fellowship Exchange (Malaysia), German Marshall Fund fellowship (United Kingdom and Denmark), Fulbright Specialist fellowships (South Africa and New Zealand), Eisenhower Fellowship (Hungary) all focused on revitalization and sustainability. He has served on 33 multidisciplinary teams to other communities on revitalization and sustainability issues. Wayne is a fellow of the American Institute of Certified Planners. His awards include honorary member of Western Mass AIA, professional planner and advocacy planner awards from APA-MA, and American Trails Advocacy Award. Wayne has a BS Natural Resources from the University of Michigan and a Masters in City Planning from the University of Northampton Carolina.

Steve’s most successful collaborations have resulted in several award-winning and head-turning projects, including the Ray and Maria Stata Center at MIT, Yale’s LEED Platinum Kroon Hall, and SITES™-certified Washington Canal Park—a contemporary example of urban green infrastructure applied at the eco-district level.

MIKE DAVIS, FAIA Michael R. Davis, FAIA, LEED AP, Principal and President at Bergmeyer Associates, Inc., is a practicing architect and an advocate for sustainable public policy. He was 2013 President of the Boston Society of Architects and 2015-2016 Chair of the Board of Trustees of the BSA Foundation. For the American Institute of Architects, Mike currently serves as Advocacy ambassador for the National AIA Committee on the Environment and as a newly-appointed member of the AIA Board Government Advocacy Committee. He participated on a national AIA Materials Knowledge and Transparency working group and was a contributing author for an April 2016 AIA sustainability 48

CHERYL MORGAN, FAIA

In Washington State he has worked creatively to address regulatory requirements and land use barriers. In the Caymans, Nathan was part of the Governor’s Vision 2008 Round Table developing a strategy for the sustainable development of all three Cayman Islands. In recent years, Nathan has participated in multiple community assessments including American Institute of Architects Sustainable Design Assessment Team (SDAT) and Your Town Design Workshops. He has prioritized the implementation of assessment related recommendations. Presently he is overseeing the implementation of a $17 million waterfront improvement project for the City of Port Angeles. During his career Nathan has focused on action-oriented planning that produces on the ground changes and results. Nathan has a Bachelors degree in Environmental Science from Willamette University and a Masters in Urban and Regional Planning from the University of Tennessee. Nathan is a member of the American Institute of Certified Planners.

Cheryl is a licensed architect and Emerita Professor of Architecture in the School of Architecture, Planning and Landscape Architecture of Auburn University. In thirty years of teaching she worked with architectural programs at Georgia Institute of Technology, Oklahoma State and California College of Arts and Crafts. For the last 12 years of her teaching career she was the Director of Auburn’s Urban Studio in Birmingham, Alabama. Under Cheryl’s leadership, the Urban Studio’s Small Town Design Initiative Program worked with over 75 small towns and neighborhoods in Alabama. Morgan practiced architecture and urban design in the San Francisco Bay Area. She worked with a number of firms including Environmental Planning and Research, Gensler, and the Gruzen Partnership. Before coming to Auburn in 1992 she was an associate with the Berkeley firm of ELS/Elbasani and Logan. Morgan’s professional practice now focuses on urban design, community revitalization and graphic design. She is also an experienced facilitator. Cheryl holds two degrees from Auburn University: a Bachelor of Architecture and a Bachelor of Arts (Sociology). Her Master of Architecture degree is from the University of Illinois, Champaign/Urbana. She is certified by the National Council of Architectural Registration Boards and is a member and Fellow of the American Institute of Architects. In 2010 she received the Thomas Jefferson Award from the Jefferson County Historical Commission as well as being named to a Woman of Distinction Leadership Award by Auburn’s Women’s Resource Center. In 2011 she was presented with the Alabama Chapter of the American Planning Association’s Distinguished Leadership Award recognizing her as a “Friend of Planning.” In 2012 she received one of Auburn University’s highest awards for Achievement in Outreach. She is a member of the Rotary Club of Birmingham which honored her in 2016 with the Spain Hickman Service Award.

AIA Staff:

ERIN SIMMONS Erin Simmons is the Senior Director of Design Assistance at the Center for Communities by Design at the American Institute of Architects in Washington, DC. The Center is a leading provider of pro bono technical assistance and participatory planning for community revitalization. Through its design assistance programs, the AIA has worked in over 250 communities across 47 states and has been the recipient of numerous awards including “Organization of the Year” by the International Association for Public Participation (IAP2) and the “Outstanding Program Award” from the Community Development Society. Erin is a leading practitioner of the design assistance process, providing expertise, facilitation, and support for the Center’s Sustainable Design Assistance Team (SDAT) and Regional and Urban Design Assistance Team (R/UDAT) programs. In this capacity, she works with AIA components, members, partner organizations and community leaders to provide technical design assistance to communities across the country. Her portfolio includes work in over 100 communities across the United States. A frequent lecturer on the subject of creating livable communities, Erin contributed to the recent publication “Assessing Sustainability: A guide for Local Governments”. Prior to joining the AIA, Erin worked as historic preservationist and architectural historian for an environmental and engineering firm, where she practiced preservation planning, created historic district design guidelines and zoning ordinances, and conducted historic resource surveys. She holds a Bachelor of Arts degree in History from Florida State University and a Master’s degree in Historic Preservation from the University of Georgia.

NATHAN WEST, AICP Nathan has over 21 years of community development experience. He is presently the City Manager of Port Angeles, Washington. Prior to coming to the Port Angeles Area, Nathan managed the Policy Development Section of the Cayman Islands Government Planning Department. Nathan has a demonstrated history of policy development and regulatory reinvention by implementing incentive based municipal codes and policy documents. Throughout his planning career he has been responsible for the development of local, regional, and national long range plans in the U.S. and abroad.

JOEL MILLS Joel Mills is Senior Director of the American Institute of Architects’ Center for Communities by Design. The Center is a leading provider of pro bono technical assistance and democratic design for community success. Its programs have catalyzed billions of dollars in sustainable development across the United States, 49

helping to create some of the most vibrant places in America today. The Centerâ&#x20AC;&#x2122;s design assistance process has been recognized with numerous awards and has been replicated and adapted across the world. Joelâ&#x20AC;&#x2122;s 26-year career has been focused on strengthening civic capacity, public processes and civic institutions. This work has helped millions of people participate in democratic processes, visioning efforts, and community planning initiatives. He has delivered presentations, training content, workshops and public processes in over a dozen countries across 5 continents. In the United States, Joel has provided consultative services to hundreds of communities, leading participatory processes on the ground in over 80 communities across 35 states. His work has been featured in over 1,000 media stories. Joel has served on dozens of expert working groups, boards, juries, and panels focused on civic discourse and participation, sustainability, and democracy. He was a founding Board Member of the International Association for Public Participationâ&#x20AC;&#x2122;s United States Chapter. He has spoken at numerous international conferences concerning democratic urbanism and the role of democracy in urban success, including serving as the Co-Convener of the Remaking Cities Congress in 2013. Joel is an Academician of the Academy of Urbanism in London, UK. He is the author of numerous articles on the relationship between democracy, civic capacity and community.

A Vision for Port Elizabeth Facilitated by Communities by Design, a program of the American Institute of Architects