HomeMy WebLinkAboutEndorsing Metro Augusta Vision
Augusta Richmond GA
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RESOLUTION
RESOLUTION ENDORSING METRO AUGUSTA VISION.
WHEREAS, it is the desire of the Augusta-Richmond County
Commission to endorse the "Metro Augusta VISION" as set forth in
Exhibi t "AJ' attached hereto i
NOW, THEREFORE, BE IT RESOLVED by the Augusta-Richmond
County Commission that the Augusta-Richmond County Commission will
at a future date take the steps necessary to implement the specific
elements of the "Metro Augusta VISION" under its jurisdiction and
control and support the efforts to influence other members of the
Community to implement the strategies set forth in the VISION.
This Resolution shall be recorded on the minutes of the
Commission.
Duly adopted by the Augusta-Richmond County Commission
this ~ day of November, 1996.
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THE METR01 AUGUSTA VISION
The Premier Mid-size Southeastern Community
APPROVED
NOV 1 9 1996
Metro Augusta in the year 20.05 will.have:
(AUGUSTA-RICHMOND COUNTY COMMISSION)
· Education systems that prepare our citizens to compete in the 21 st
century global economy.
· A diverse community committed to an excellent quality of life.
· Infrastructure that support education, quality of life and economic
development and provide global competitive advantage,
· A community wide. partnership that produces a pro-active, dynamic and
innovative business culture sought globally,
· Metro area governments that cooperate to efficiently provide
infrastructure and services.
· Private sector leadership that provides sustained commitment to
attain the shared VISION for the entire community,
This is a bold VISION that will become reality as the citizens of Metro
Augusta work together.
FINAL STEERING COMMITTEE DRAFT 11/13/96
1 "Metro Augustan throughout this VISION includes the five county Augusta-Aiken Metropolitan Statistical
Area (MSA) plus Burke County, GA. A major action step during the 1990's is to persuade the OMB to
include Burke County in the MSA. Burke's 1990 population of 20,579 Included in the MSA would change
the US population ranking from 107 to 101.
BENCHMARK UPDATE
The focus of the VISION and Strategies will be to provide:
1, An opportunity for our children to have a quality job. The measurement will be
consistent positive in-migration requiring at least 25,000 net new jobs per
decade,
History-During the 1980's, the Metro Augusta MSA provided
strong positive in-migration and added 33,000 2 net jobs in the
1970's, 62,000 in the 1980's, lost 4,570 jobs in 1991 during the recession and
added 7,920 jobs 1992-1996 despite losing 9,000 value added jobs at SRS,
The unemployment rate in August 1996 was United States-5. 1 %, Georgia-
4.9%, South Carolina-5.9%, Augusta/Aiken MSA-6,9%, Burke-16,7%,
McDuffie-11.1%, Richmond 7.5%, Aiken-7,2%, Edgefield-5.7%, Columbia-4.1%,
Augusta-Aiken MSA Net New Job Growth
.4,000
-"-Net New Job Growth
6 ~GoaI
.c
~ 2,000
...
CJ
.a 0
~ 1
~ -2,000
Gl
z
_ -4,000
Gl
Z
-6,000
2 Job, per capita income ranking and population data are from the "Bureau of Economic Analysis" and the
"1996 Economic and Demographic Data Source" by Woods & Poole Economics, Washington, DC.
Woods & Poole has adjusted the data to include the same five counties for the entire data series.
Employment data is for all jobs including 2nd and 3rd jobs, military and govemment and is located by place
of work. Population, employment and income data are for July 1 of each year. This employment definition
is broad and Includes wage and salary workers, proprietors, private household employees and
miscellaneous workers, Because of the brQml. definitions and place of work counting the number of jobs
are frequently larger than other employment data series. MSA data was used for a Benchmark
Comparison series because consistent data is available for 50 MSA's comparable in size to Augusta-
Aiken, The net new jobs data for 1995 and 1996 is from the Georgia Bureau of Labor and does not
include all jobs in the Bureau of Economic Analysis 1970-1994 series and therefore is subject to
substantial revision.
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2, A per capita income ranking among the 310 MSA's in the United States that
increases and exceeds the increase in the national average.
History- The Augusta-Aiken MSAs per capita income rank improved 99
positions from 250th in 1970 to 151 st in 1990, declined 41 positions
to 192 in 1992, and further declined 15 positions to 207 in 1994.
Augusta MSA Per Capita Income as % of US Per
Capita Income
100.0
98.0
96,0
94.0
_ 92,0
; 90,0
o 88,0
... 86.0
:. 84.0
82.0
80.0
78.0
76.0
74.0
1970
.....
/ - -
/
/
/
-7
...
1980
1990
1992
1993
1994
3
,
.
,
.
3. A reduction in the crime rate to the lowest quartile among the 50 comparable
population MSA's in the United States.
History- In 1992 and 1994, the Augusta-Aiken MSA ranked in the 3rd
quartile. 3
Crime Index Total
CIl
-
C
ca 7,000
:=
,g
ca
.t: 6,500 I-...
c
-
g 6,000 ~
Q -- Augusta MSA
g 5,500 ~ - --Georgia
... --
~ 5,000 -Ia- United States
Q, ~
~ 4,500 ......
ca 1992
a: 1993 1994 1995
Murder Index
C/l
-
; 15
-
:c 14
ell
~ 13
o 12
Q
~ 11
Q
~ 10
~ 9
Q, 8
CD
a; 7
a: 1992
~ Augusta MSA
~Georgia
-6- United States
1993
1994
1995
3 The source for the crime data is .Uniform Crime Reports for the United States · which is printed annually
by the Federal Bureau of Investigation, US Department of Justice, Washington, DC 20235.
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4. An education opportunity that results in a Graduate Outcome Index4 exceeding
the US average of 100,
History- The well known Expansion Management Magazine .
annual education data series listed the Richmond County Sub-Indices asshown
in the chart and in 1996, Columbia County's Resource Index was 70 and the
Graduate Outcome Index was 95,
A Graduate Outcome Index below the Resource Index indicates a school
system that is less productive in the use of its resources than other systems
measured by the index,
Richmond County Education Quotient Sub-Indices
-
0 150
-
0
c; 140
(,)
0" 130
..
0.2 120
11)-
......
.,
00 110 -+-Graduate Outcome Index
..
0- 100 a -Resource Index
11)0 - -
0 90 --.-US Average
ca.J:.
(,)
c(/) 80
0 - -
><(/) 70 - ..........
0::) ~ ~
'tJ 604
C
"'i' 50
.Q
:I
(/) 1993 1994 1995 1996
4 The "Education Quotienr is from the September-October issue each year for Expansion Management
magazine. On a 50-to 150 scale, with 100 being the average, it provides a capsule summary of how a
school district stands on a continuum of US school districts with enrollments of 450 students or more,
considering seven indicators of education quality In three sub-Indices. The three sub-Indices are the:
Graduate Outcome Index 1) graduation rate, 2) average college board scores; Resource Index 4) per pupil
$'s on instruction only,S) student-to- teacher ratio; and Community Index 6) surrounding community's
average level of education and 7) average income level. "The Education Indices" for an unranked school
system can be obtained for $150,00 by calling Ladene Morton at (816) 363-8229,
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EDUCA rlON
VISION
Metro Augusta educational systems will prepare our citizens to compete in the 21 st
century global economy,
Strategies
A. K-12 Education Systems
1. Create revolutionary change. Expect school boards to develop policies
and delegate the authority for the administration to implement a disciplined
and safe environment in schools. The community must support the school
board, administrators and teachers in implementing policies that allow
learning to take place efficiently and effectively while demanding respect
and civility of all students. With this support, hold teachers and
administrators responsible for results and remove those who are
Ineffective.
2. Produces a functionally literate work force that meets the needs of the
Metro Augusta work force and provides competitive advantages in the
technology-oriented global marketplace. Provide a seamless school-to-
work transition by providing the opportunity for students to prepare for one
of three areas: college prep, tech prep or apprenticeship. Assist young
people In understanding the work place and determining their
opportunities in the job market.
3. Require achievement-based advancement at all grade levels with globally
competitive performance standards for receiving a high school diploma.
4. End the court supervision of the Richmond County School system in order
to allow the school administration to make changes required by
international competitive pressures.
5. Expect performance and responsibility from all students and for parents to
be responsible for their children's conduct and performance.
6. Develop aggressive dropout prevention programs including remedial tutorial
programs, mentoring by volunteers, and alternative schools.
7, Explore potential new delivery systems that are mastery based, self-paced,
computer driven and highly interactive.
8, Recognize the critical drug- and alcohol-related problems of our youth and strive
for zero tolerance of such activity,
9. Consider advantages and disadvantages of alternative ideas, including but not
5 The Task Force participants voted by ballot to establish priority for the strategies within the six
foundation areas. The highest priority strategies within each foundation are indicated by bold type.
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limited to a year-round calendar, expanded number of days in school year,
charter schools, voucher systems, and different testing and passing standards.
10. Expect graduates to be proficient in English and at least one foreign language.
11. Allow school principals to examine learning systems in place currently and
change the delivery system where necessary to improve learning, allowing for
different rates of learning and different leaming objectives.
12. Provide students with the tools necessary for intellectual development to enable
all students to
. Read analytically
· Move from quantitative to qualitative thinking using numbers.
13. Implement and utilize an evaluation tool for measuring current strategy for
determining future directions.
14. Develop an international school to provide achievement opportunities for the
children of international citizens.
B. Higher Education
1. Ensure that the institutions of higher education in Metro Augusta provide a broad
based education preparing its citizens to accept civic responsibility, and
continually earn and meet the personal challenges of a changing world.
2. Maintain a world class position at MCG in education, research, and interaction
between MCG and the community.
3. Ensure that Augusta State University, Paine College, Augusta Tech, U.S.C.
Aiken and Aiken Tech meet employers' educational needs for the Metro Augusta
Area to be globally competitive.
4. Use higher education distance learning systems to coordinate the delivery of the
best science, physics, engineering and comprehensive curriculum in the world in
the Metro Augusta area.
c. Opportunity
1 . Concentrate on raising standards and expectations in all schools.
2. Expect each person to be responsible for constantly improving this productivity
through training in job skills, leadership and technology utilization. Industry,
higher education, government, libraries and civic organizations will work together
to provide lifelong learning opportunities that vigorously increase productivity per
individual and result in Metro Augusta becoming a Certified Literate and
Manufacturing Community.
3. Ensure fairness in the delivery of quality education to all students.
4. Encourage religious institutions, community organizations, and
employers/employees to stand in the gap with parents to support children and
provide encouragement and motivation to enhance education and learning.
5. Access national and regional resources to enhance educational opportunity.
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D. Community Effort
1. Expect parents to increase their involvement in the educational system.
2. Commit to a sustained involvement by businesses in education.
3. Create smaller schools, with smaller classes, even if more than one school is
housed in the same facility.
4. Educate the community on workforce skill requirements and emphasize the
value of technical education in a globally competitive marketplace.
Communicate the fact that in the next century less than 30% of jobs will require a
4-year college education, but all jobs paying livable family incomes will require
high school graduates with technical skills training.
5. Expect a continuous and sustained effort by loco: government to make this
education VISION reality.
6. Create an educational system that communicates and cooperates through a
strategic alliance among all the components of the system.
7. Maximize the educational advantages of the National Science Center in math
and science achievement.
8. Encourage the media to communicate a broad spectrum of the region's
educational activities, opportunities and issues in a scheduled format.
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QUALITY OF LIFE
VISION
Metro Augusta will be a diverse community committed to an excellent quality of life.
Strategies
A. Paradigm Shift
1. Advocate Metro Augusta as The Premier Mid-size Southeastern Community
B. People
1. Build civic capitol and create a strong sense of community.
2. Develop a spirit of volunteerism in a broad spectrum of Metro Augusta
citizens. Create a section in the newspaper outlining volunteer opportunities
available on a monthly basis.
3. Maintain a committed and conscientious effort to achieve racial harmony and
equality. Increase our understanding that diversity with unity is a strength.
Increase the level of trust.
4. Provide a community where all citizens are safe.
5. Nurture stronger families.
6. Commit to effective leadership that provides quality living opportunities in all areas
of the community, for all citizens.
7. Recreate urban neighborhoods by targeting two individual neighborhoods at a time
for a coordinated assault on neighborhood decline by all agencies of government,
the school system, neighborhood citizens and the private sector.
8. Aggressively target and strive to eliminate drug and alcohol abuse.
9. Reduce teenage pregnancy.
10. Create a caring community that strives to eliminate hopelessness.
11. Maintain a spiritually vital community.
12. Promote the rehabilitation of housing in the urban area using innovative approaches
and aggressive pursuit of public and private funding.
13. Provide a health and human service delivery system that meets citizens' needs with
emphasis on youth and elderly.
14. Foster communication and collaboration between entities and programs in strategic
alliances.
15. Eliminate culture and gender biases while honoring differences.
16. Produce responsible and well rounded empathic citizens who reflect community
values.
17. Promote wellness among all citizens.
18. Maintain our close harmonious relationship with the military, recognizing service
men and women as equal partners in our community.
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C. Activities
1. Appreciate, celebrate and support sports, the arts, parks, libraries, recreation and
quality cultural organizations.
2. Encourage the community to set the standard for the media and make them
accountable for reporting positive events.
3. Provide excellent recreation facilities and opportunities including the enhancement
of the J. Strom Thurmond/Clarks Hill Lake area.
D. Environment
1. Maintain a great place to live and work that is clean, attractive,
environmentally safe and easily accessible.
2. Develop community sign ordinances that protect our environment.
3. Nurture a community of excellence in every endeavor.
4. Respect our cultural, historical, archaeological and botanical assets.
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INFRASTRUCTURE
VISION
Metro Augusta infrastructure will support education, quality of life and economic
development and provide global competitive advantage.
Strategies
1. Provide effective and efficient internal transportation:
· Roadway transportation including completion of 1-520
· 1-520 extension beyond North Augusta in South Carolina
. Public transportation
. Taxi service
. Sidewalks and bikeways
· County wide highway and street lighting
2. Become a transportation hub providing:
. Improved air service
· Interstate quality highways linking Augusta to Macon, Savannah and
Greenville
. Effective and non-disruptive railroad service .
· High-speed rail linking Charlotte, Columbia, Augusta and Atlanta
3. Provide competitive educational infrastructure.
4. Aggressively seek infrastructure funding from federal, state and private
sources. Create operational efficiencies that allow money to be redirected to'
infrastructure.
5. Provide infrastructure that maintains global competitive advantage in the
following areas:
· Competitive access to the global information highway
. Potable water
· Waste disposal systems including land fill
. Drainage
· Parks and Recreation (Development of the Augusta Canal Park)
. Electricity and natural gas
. Sports venues
6. Build world-class research and development parks; expand the MCG Research
Center.
7. Aggressively create an excellent library system.
8. Clean up pollution problems including the offensive odor near Bush Field.
9. Hold regular Metro Augusta economic summits to coordinate infrastructure for
economic development.
10. Create and maintain attractive entrance ways and thoroughfares throughout the
community.
11. Privatize infrastructure where effectiveness and efficiency can be improved.
12. Develop the 1,500 acre South Richmond industrial park.
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13. Maintain an adequate supply of speculative buildings (or buildings designed but on
the shelf) to be competitive in economic development recruiting.
14. Develop competitive meeting facilities for the metro area.
15. Build substations for public safety and health.
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ECONOMIC DEVELOPMENT
VISION
A community-wide partnership that produces a proactive, dynamic and innovative business
culture sought globally.
Strategies
A. The Program
1. Maintain a f,lroactive Metro Augusta economic development program to create
value-added jobs6 balanced between expansion and retention of existing
business, creation of new business enterprises and recruitment.
2. Provide value-added products and services to the Southeast, the United
States and the world in the following economic clusters:
. Technology
. Manufacturing
. Service
. Medical
. State and federal government
. Visitor market - tourism and conventions
. Retirement
. Corporate headquarters
3. Position Metro Augusta for selection as the site for the $20 billion
International Thermonuclear Experimental Reactor (ITER). The site proposal
is due by July 1997 with selection scheduled for July 1998.
4. Link the technological talent of SRS, the military, manufacturing, education
and the medical community to provide a critical mass for expansion,
momentum for technology transfer and other potential projects.
S. Benefit from the international name recognition of Augusta as the home of
The MastersQi) Golf Tournament.
6. Compete for the new tritium source and other potential projects; obtain SRS clean
up funds and advance the total SRS installation.
7. Enhance the culture that stimulates entrepreneurial activity, and aggressively
encourages and supports small business expansion.
&value Added Jobs - In every region, there are jobs that add value for export of goods or services outside
the region to the rest of the US and the World. Export of services includes residents or non-residents
bringing cash dollars to the region as conventioneers, tourists, students, medical patients, as the back
office operation for a major financial organization or as a Federal or State installation. These value added
jobs produce the cash income for the region that provides the opportunity for jobs that are internally
focused. These internally focused jobs are either 1) local personal service jobs like barbers, accountants,
lawyers, teachers, government workers and bankers, or 2) jobS that sell products primarily produced
elsewhere such as cars, appliances, or clothes.
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8. Develop specific approaches to generating job opportunities that will improve the
earnings and benefits of temporary employees, the underemployed, individuals on
welfare and the lower-skilled unemployed.
9. Aggressively market Metro Augusta and all its museums, attractions and historic
sites as a tourist and convention destination.
10. Complete and promote the Augusta Canal project, the arts corridor, and riverfront
projects including the Georgia Golf Hall of Fame, National Science Center Fort
Discovery, Springfield Village and park, Augusta Commons and Riverfront Golf
Course.
11. Build a downtown that serves as a focus for visitors and residents and provides
downtown jobs.
12. Develop Metro Augusta using the unique strengths of Georgia and South Carolina
while pursuing all possible strategic ::illiances. Hold regular economic summits to
coordinate the economic development activities of the region and the marketing of
Metro Augusta as a region.
13. Develop Fort Gordon as the Signal Center for worldwide communications training.
14. Develop Southeastem Technology Center as a world-class model for technology
transfer.
15. Place emphasis on encouraging and supporting export trade development.
16. Maintain Eisenhower Army Medical Center as a multi state regional medical center,
a DOD center, a center for telemedicine and teaching hospital.
B. The Business Climate
1. Provide a strong international support structure.
2. Provide educational resources and infrastructure to be globally competitive including
K-12, higher education and remedial education.
3. Pass and maintain proactive legislation for economic development that addresses
workmans' compensation rates, incentives, creative financing and other
requirements to provide competitive advantage.
4. Create and maintain a business climate that supports and stimulates economic
growth in the competitive international arena.
5. Maintain a competitive tax and regulatory structure.
6. Ensure a strong appreciation of small business.
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GOVERNMENT
VISION
Metro area governments will cooperate to efficiently provide infrastructure and services.
Strategies
1. Expect elected officials to provide leadership and help make this VISION
reality .
2. Expect every unit of government within Metro Augusta and our elected State
and Federal representatives to adopt the Metro Augusta VISION, incorporate
It into long term planning, identify key strategies for Y..'~h::h they will be
responsible, and place action steps for implementation in their operating
plans. Each government department should develop benchmarks to measure
annual progress and be held accountable for the results.
3. Expect government to be effective, efficient and accountable using the best
quality management techniques.
4. Expect government commissioners and board members to avoid micro-
management by setting policy, hiring the most competent staff available and
then leaving the implementation to staff.
S. Support an internationally competitive economic development program for
Metro Augusta including Georgia and South Carolina.
6. Ensure that government has integrity and trust.
7. Re-engineer local govemment to provide immediate major productivity increases
while customer service also increases.
8. Develop and promote a process that facilitates public input into the government
decision making process.
9. Promote and use the talent bank to register volunteers to fill positions available on
committees, boards and authorities.
10. Develop regional strategies for Metro Augusta including Georgia and South
Carolina.
11. Create and maintain a positive business environment.
12. Regionalize services and enterprise activities for efficiency and effectiveness.
13. Reduce duplication of services.
14. Privatize services when it is the most cost effective approach.
15. Create productive public/private partnerships.
16. Maintain a reasonable and fair tax structure that is competitive.
17. Focus on promoting free enterprise and assisting entrepreneurs.
18. Create a process for government to disseminate information about its
accomplishments and activities that may not be "front page headlines."
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PRIVATE SECTOR LEADERSHIP
VISION
The private sector will provide sustained commitment to attain the shared VISION for the
entire community.
Strategies
1. Ensurethat the private sector mobilizes the leadership, volunteers, resources,
and communications to make this VISION reality.
2. Maintain respect, trust and cooperation between government and the private
secto.- in public/private partnerships.
3. Provide bold private leadership not afraid of challenge.
4. Expect the private sector to be responsive, inclusive, involved in the
community and local politics and to focus on what is best for the community.
S. Support leaders who run for office as they inevitably experience the conflicts
and challenges of making difficult decisions in the best interests of the
community at large.
6. Foster economic development.
7. Increase corporate role models in leadership, collaboration and philanthropy.
8. Provide leadership training for individuals of all ages from the public and private
sector.
9. Manage community resources creatively and effectively.
10. Involve the private sector in minority business development.
11. Involve citizens of all ages in leading and providing direction for the community.
12. Respect the dignity of citizens.
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COLLABORATIVE IMPLEMENTATION
The region will have a bright future as we work together to make this VISION reality.
A. The Metro Augusta Vision Community Based Steering Committee will provide
oversight during the implementation process.
B. Hundreds of organizations and individuals throughout the community will be urged
to review the draft document and provide comments at the Town Hall Meeting.
C. The draft VISION document will be presented to the public on November 10 by the
Augusta Chronicle. A Town Hall meeting for citizen input will be held at 7:00 p.m.
on November 12, 1996, at the Jack B. Patrick Information Technology Center at
Augusta Technical Institute.
D. The Steering Committee will approve the final VISION document on November 20,
1996, and print copies for distribution.
E. Private and public sector organizations of all kinds and individuals will be asked to
adopt the VISION document between November 1996 - February 1997.
F. Organizations and individuals who adopt the VISION will be asked to identify those
Strategies they can incorporate and effectively implement within their normal
mission, purpose and scope of operations or in strategic alliances with other
organizations. Each organization should establish benchmarks to annually measure
progress. (January - April 1997)
G. Strategy acceptance by organizations, action steps and benchmarks will be
reviewed by the Steering Committee to ensure that the Priority Strategies have
been covered within the time frames for effective implementation. Progress on
every Strategy cannot begin immediately, but will be phased in over a five to 10-
year period as applicable.
H. Communicate the activities of Vision Partners committed to specific strategies and
facilitate actions that produce results.
I. There will be an annual benchmark update of the four key Benchmarks and the
benchmarks demonstrating the community trends identified by implementing
organizations. This document will be circulated broadly within the community prior
to the Town Hall meeting. Progress on Strategies will be communicated on a
regular basis.
J. There will be an annual Town Hall meeting to receive public input on Benchmarks
and Strategies.
K. The Metro Augusta Chamber of Commerce will administer the implementation
process.
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The Metro Augusta ReVISION Task Force
Co-Chairs-Abram Serotta and Warren Daniel
Rick Allen
Louis Attardo
George Barrett
Bryan Batson
Keith Benson
Christine Betts
Ernie Blackburn
Pat Blanchard
Steve Blanchard
Dr. Bill Bloodworth
Marty Blubaugh
Rev. Paulwyn Bollek
Tommy Boyles
Emily Boyles
Henry Brigham
Jerry Brigham
Pete Brodie
Clint Bryant
Pat Buchholz
Earl Claire
Jack Connell
Hugh Connolly
Ben Cross
Charles Cummings
Jeanette Cummings
Warren Daniel
Paul DeCamp
Larry OeM eyers
Missy DeSouza
Charles Devaney
*
Jerry Dixon
Tom Dohrmann
George Duehrlng
Gwen Durnell
Terry Elam
Father Robert Fain
Pat Farr
Rev. Larry Fryer
Samm Fusselle
LaVerne Gold
Sandra Gurley
Dave Hepner
Rev. Clyde Hill
Ph In Hitchcock
AI Hodge
Boots Holden
Greg Hodges
Rev. Larry Hudson
Gloria Ireland
Kim Johnson
Linda Johnson
Susan Johnston
David Jones
James Kendricks
Ralph Kitchens
Randy Kohl
Keith Kreager
Bill Kuhlke
Donna Landers
Dr. Charles Larke
Marty Lawrence
John Lindsay
Jerry Long
Sanford Loyd
Kevin Mack
Gary Massengill
Tim Maund
Willie Mays
Dr. Robetta McKenzie
Austin Mclane
Sandra Mercer
Rosie Messer
JulianMiller
Rev. Clarence Moore
Tom Moraetes
Will Morris
Veta New
Julian Osbon
Jordan Parr
George Patty
Richard Peacock
Ed Presnell
Michael Price
Bob Reich
David Rhoades
Janice Richardson
Bonnie Ruben
Abram Serotta
Kevin Shea
Max Shields
Bold Type indicates Steering Committee Members
VISION Process and Facilitation by
LUKE Planning, Inc,
Henry Luke
Jacksonville, Florida
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Charlene Sizemore
Jimmy Smith
Craig Smith
Julian Smith
Terry Smith
Gail Stebbins
Tommy Stone
Ed Tarver
Merle Temple
Frank Thomas
Bill Thompson
David Titus
Moses Todd
Steve Tonra
Rick Toole
Col. Thorn Tuckey
David Vantrease
Phil Waring
Kathryn Warr
Barry White
Chris Wilsey
Emily Winn
Keith Wood
Dr. Audrey Wood
Gerald Woods
Rob Zetterberg