National Award for
Smart Growth Achievement
United States
Environmental Protection
Agency
NATIONAL AWARD FOR
I Smarts Growth I
ACHIEVEMENT
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Smart ^Growth
ACHIEVEMENT
A MESSAGE FROM EPA ADMINISTRATOR
STEVE JOHNSON
Congratulations to the winners of the Environmental Protection Agency's 2005 National
Awards for Smart Growth Achievement!
At EPA we are proud of the gains in environmental protection that have been made
over the past 35 years, but also recognize that 21st century environmental challenges
require new approaches beyond the old model of mandates, rules, and regulations. EPA
is developing new collaborative partnerships that will accelerate the pace of protecting
and conserving our nation's environment. Together, through these partnerships, we are
developing policies and programs that promote environmentally sound growth.
Protecting our shared environment is everybody's responsibility. EPA is pleased
to recognize these partner communities who join in our commitment to smart
growth. Through the use of innovative tools and technology they are improving
their environmental quality, creating transportation choices, and growing their local
economies.
Thank you to all of those who took part in the competition. We continue to be impressed
by the excitement about our National Awards for Smart Growth Achievement and in the
quality of the applications year after year. Effective, collaborative, and innovative—the
winners demonstrate the very best of smart growth implementation. Like previous years,
the 2005 award recipients will serve as examples for communities around the country as
we work towards a safer, healthier future for our children and grandchildren.
Stephen L. Johnson
EPA Administrator
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HOW SMART GROWTH
PROTECTS THE ENVIRONMENT
How our communities choose to grow affects our environ-
ment. Development that integrates smart growth principles
can reduce air pollution and help protect rivers, streams, and
drinking water.
Communities with homes, workplaces, stores, and other ame-
nities nearby make it easy for residents to walk, bike, take
transit, or drive to their destinations. Research shows that peo-
ple who live in this kind of neighborhood drive as much as 30
percent less than those who live in spread-out developments.1
As a result, they generate fewer hydrocarbons and nitrogen
oxides, the chemicals that mix with sunlight to form ground-
level ozone. Lower ozone levels may reduce the incidence of
asthma attacks. Studies suggest that efforts to reduce driving
in Atlanta during the 1996 Olympic Games not only reduced
traffic, but may also have reduced the number of acute care
asthma cases by 11 to 44 percent.2
Efficient, less spread-out growth can also reduce the demand
for and cost of clean drinking water. Households in compact
communities that are near water treatment facilities tend to
use and lose less water, and require less infrastructure invest-
ment than more distant, dispersed developments.3 Research
from Utah suggests that the cost of supplying water to house-
holds in close-in communities could be as much as 20 percent
less than the cost for communities on the edge of developed
areas.4 Using existing infrastructure wisely and encouraging
growth in already-developed areas can help communities con-
tinue to grow within their water supplies and their budgets.
C9DM
..
Communities with daily destinations within an easy
walk allow people the choice of walking or driving.
Driving less can reduce asthma-triggering
pollutants from vehicles.
For more information about the
environmental benefits of smart
growth, please see:
www.epa.gov/smartgrowth
1 Hotlzclaw, J. Explaining Urban Density and
Transit Impacts on Auto Use. January 1991.
2 Friedman, M. et.al. "Impact of Changes in
Transportation and Commuting Behaviors
During the 1996 Summer Olympic Games
in Atlanta on Air Quality and Childhood
Asthma." Journal of the American Medical
Association, vol. 285, no. 7, 2001.
3 Van Lare, P. "How Thirsty is your
Community?" Zoning Practice, vol. 22, no. 5,
2005.
4 Envision Utah. Quality Growth Strategy and
Technical Review. January 2000.
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Smart Growth
Principles
1. Mix land uses.
2. Take advantage of compact building
design.
3. Create housing opportunities and
choices for a range of household
types, family sizes, and incomes.
4. Create walkable neighborhoods.
5. Foster distinctive, attractive
communities with a strong sense of
place.
6. Preserve open space, farmland, natural
beauty, and critical environmental
7. Reinvest in and strengthen existing
communities, and achieve more
balanced regional development.
8. Provide a variety of transportation
choices.
ABOUT THE AWARD
9. Make development decisions
predictable, fair, and cost-
effective.
10. Encourage citizen and
stakeholder participation in
development decisions.
EPA created the National Award for Smart Growth Achievement in
2002 to recognize outstanding approaches to development that benefit
the economy, the community, public health, and the environment.
Over the past four years, EPA has received 375 applications from 43
states, the District of Columbia, and Puerto Rico.
Each award winner has successfully used the principles of smart growth
to improve existing communities or to build new communities that
foster economic development, protect the environment, and enhance
quality of life. Using innovative ideas and public involvement, the win-
ners crafted policies and projects that significantly improved their com-
munities and the environment.
This year's rotating category highlights the redevelopment of former
military base properties. The 2005 Base Realignment and Closure pro-
cess will close bases in many communities, presenting economic, envi-
ronmental, and social challenges. The winner in this award category
provides a model for how communities near closed bases can turn the
loss into an opportunity. They can strengthen their economy, while
restoring and protecting the environment, by redeveloping the base to
provide jobs, homes, recreation, and civic services.
The award winners were chosen through a multi-step process. A
panel of external experts representing a broad range of constituencies
assessed the entries. An internal EPA review panel provided additional
comments. EPA's Associate Administrator of Policy, Economics, and
Innovation made the final award determinations.
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nflm wRnR/nvfiWo
R SMART GROWTH ACHIEVEMENT
OVERALL EXCELLENCE
IN SMART GROWTH
Highlands' Garden Village
Denver Urban Renewal Authority
Denver, Colorado
BUILT PROJECTS
Belmar
City of Lakewood and Lakewood Reinvestment Authority
Lakewood, Colorado
POLICIES AND REGULATIONS
Central District Specific Plan
City of Pasadena Planning and Development Department
Pasadena, California
SMALL COMMUNITIES
Gilbert & Bennett Wire Mill Redevelopment
Town of Redding
Redding, Connecticut
MILITARY BASE REDEVELOPMENT
Baldwin Park
City of Orlando
Orlando, Florida
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Highlands'
Garden Village
Denver Urban Renewal
Authority
Denver, Colorado
The Denver Urban Renewal
Authority facilitated
redevelopment of a former
amusement park into
a distinctive, compact
neighborhood only 10
minutes from downtown.
The project not only
brought new homes,
shops, and parks to the
city, it also helped create
a model for convenient,
walkable communities
throughout the region.
CE IN SMART GROWTH
For More Information
Denver Urban Renewal Authority
Tel: 303-534-3872
Tracy.Huggins@ci.denver.co.us
When Denver's Elitch Gardens amusement park relocated in 1994, it left
behind a 27-acre site just five miles from downtown. On this site, the Denver
Urban Renewal Authority (DURA) helped facilitate the vision, design, financ-
ing, and economic development of Highlands' Garden Village, an innovative,
compact, mixed-use community that has become a model for developments
throughout the Denver area.
Early in the process, design workshops engaged citizens and community lead-
ers in the redevelopment. The resulting neighborhood reconnects the street
grid with innovative "skinny streets," creating a great place to walk around.
To blend in well with existing neighbors, commercial buildings and apart-
ments are sited across from existing commercial blocks, and single-family
homes front their counterparts in adjacent neighborhoods. The buildings
reflect traditional Denver architectural styles, further integrating them into
the historic neighborhoods around them.
Despite its small size, Highlands' Garden Village offers a wide variety of home
choices—single-family houses, mixed-income and senior apartments, town
homes, live-work lofts, carriage houses, and co-housing condominiums—all
built with recycled or recyclable materials. The neighborhood also includes
shops, a school, and community gathering places, as well as gardens, a carou-
sel pavilion, and a restored, historic theater preserved from the original park.
The project's innovative design required nontraditional approaches to financ-
ing. DURA created an Urban Renewal District and provided tax increment
financing and direct equity investment in the project. The public investment
has paid off. Both residential and commercial property values have increased
at faster rates in the project area than in the region as a whole. The project
has also spurred development on adjacent streets, raising the area's sales tax
revenue by 20 percent during a period of regional sales tax decline.
By taking advantage of its distinctive character and convenient location,
Highlands' Garden Village has turned a once-vacant site into a thriving,
attractive neighborhood and shown that a small site can give a community a
big boost.
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Smaller lot sizes and native,
drought tolerant landscaping in
tree wells and gardens reduce
demand for water.
" A neighborhood isn't only
the 'sticks and bricks;1 the
life of a community happens
in the spaces between the
buildings. The commitments
to responsible density, age
and economic diversity, green
building, and involving the
community in the planning
process have all made HGV an
asset to Northwest Denver."
Mary Anderies
Chair of the West Highlands
Neighborhood Association
Elitch Redevelopment Committee
Highlands' Garden Village's narrow
streets, higher densities, variety of
homes, and mix of uses required new
zoning allowances, which the city has
since modified and adopted to create
its first mixed-use overlay zone.
. i •
The wide variety of housing types and prices allows single people, seniors,
and families to live in the same community.
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Belmar
City of Lakewood and
Lakewood Reinvestment
Authority
Lakewood, Colorado
The City of Lakewood
teamed up with a local
developer to turn a declining
shopping mall into Belmar,
a new downtown with a
distinct identity. Backed by
strong public involvement,
Lakewood created a vibrant
destination that, in addition
to new stores, provides
places for people to meet,
new premium office space,
and home and apartment
options that had not been
available in the area.
JECTS
In communities across the country, aging shopping centers are losing busi-
ness to larger and newer competitors. The decline of these retail centers
may leave holes in the community fabric, but it can also provide oppor-
tunities to reuse these sites to meet other community needs. Facing the
decline of its Villa Italia shopping mall, the City of Lakewood worked with
citizens, civic groups, and a local developer to transform the property into
Belmar—the real, walkable downtown that this Denver suburb had lacked.
Belmar is located across the street from the city's government center. A tra-
ditional grid of narrow streets and small blocks replaces the footprint of the
old mall. When complete in 2007, these new, pedestrian-friendly blocks will
have one million square feet of shops, restaurants, and other services. The
development will also include 1,300 new homes, including town homes,
loft apartments, and live-work units. Belmar will have 700,000 square feet
of the first new Class-A office space built in the area in over a decade. Nine
acres of parks and plazas will give people a place to get together, relax, and
enjoy festivals and other entertainment.
Putting time and effort into a high quality redevelopment of this site has
been a great investment for Lakewood. Belmar brings a new sense of vibran-
cy and prosperity to the area. The redevelopment would not have been pos-
sible without a strong partnership between the city and the developer. The
inclusive process transformed citizens' concerns about losing the mall into
civic pride for their new downtown.
or More Information
Rebecca P. Clark
Tel: 303-987-753C
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Everything about it is just fabulous. The
whole design, the concept, the whole look of
the area. It's the new downtown Lakewood."
Samantha Bales
Belmar homebuyer
Stores open to wide sidewalks and have parking located
in back of stores or in nearby lots. This design encourages
people to walk around Belmar when they shop.
economic decline of
I created an opportuni
jwal in Lakewood.
Belmar's first phase has been a success. Its retail income
is comparable to higher-end malls. Belmar's office
space is fully leased and rental and for-sale housing are
outperforming the local market. Upon its completion, the
city estimates it will add $952 million to the local economy
and will directly create over 7,000 permanent jobs.
Belmar
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Central District
Specific Plan
City of Pasadena
Planning and
Development Department
Pasadena, California
Created with extensive
citizen participation, the
City of Pasadena's Central
District Specific Plan is
encouraging downtown
investment, making
walking safe and inviting,
and preserving its historic
character. With this plan,
Pasadena can grow while
relieving pressure to build
on steep, rural hillsides.
For More Information
Laura F. Dahl
Senior Planner
of Pasadena, Plannmq and
ND REGULATIONS
A popular town in the Los Angeles region, the City of Pasadena wanted to
maintain its unique sense of place and give its residents choices about where
they live and how they get around. Through its Central District Specific Plan,
the city is encouraging housing in the downtown, near transit, and above
stores. Design guidelines ensure new development fits in with community
character.
The Planning Department engaged residents with a variety of tools to visualize
changes in the city plan. On the low-tech end, planning staff used Play-Doh
and cardboard boxes to show how development might look in a neighbor-
hood. Taking advantage of more modern technology, the planning department
made its Geographic Information System data available to the public; people
printed maps of where they lived or worked with notes illustrating planned or
existing projects. Planners used the maps to talk with citizens about what they
valued and what changes they liked and disliked.
The plan has already shown success. Over 85 percent of all building permits for
new housing in Pasadena are in the Central District, and most are within one-
half mile of a light rail station. Although it allows up to 5,095 units of hous-
ing, the plan is expected to reduce the projected traffic growth in the Central
District. The growing downtown population means more customers for stores
and businesses. As people stroll Pasadena's streets, stopping at its shops and
restaurants, they are seeing the fruits of a plan for growth that respects historic
buildings, capitalizes on its convenient transit stations, and encourages devel-
opment in places where it makes environmental and economic sense.
Tel: 626-744-6767
ldahl@cityofpasadena.net
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1
" These rules have been embraced by
the development community; some
voluntarily requested to use the new
rules before they became effective."
Bill Bogaard
Mayor of Pasadena
Underthe plan, more than 2,500 new homes are being
built near transit stations, like this development under
construction at the Del Mar station. The convenient location
lets residents choose whether to walk, bike, take the train
or bus, or drive.
When built out as planned, the
Central District will occupy 10
percent of the land in Pasadena while
generating an estimated 25 percent
of the property taxes.
The city used this modified story bus to bring the planning
process to community meetings, picnics, and other
gatherings. Active outreach like this ensures that all
members of the community have the opportunity to shape
their city's future.
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Gilbert &
Bennett
Wire Mill
Redevelopment
Town of Redding
Redding, Connecticut
Cleaning up and
redeveloping a brownfield
site can be daunting for
small communities. The
Town of Redding overcame
this challenge by working
with a developer with
brownfield experience to
manage the cleanup and
redevelopment of a closed
industrial site into a healthy,
convenient, attractive
neighborhood.
First Selectman
Town of Redding
Tel: 203-938-2002
mofReddingCt.org
MUNITIES
Closure of the Gilbert & Bennett wire mill in 1989 left a 55-acre, contami-
nated, industrial site in Redding's Georgetown section, the primary commer-
cial zone for this town of 8,400 residents. By 2002, the facility that was once
a major source of tax revenue had accrued unpaid taxes of over $1 million.
To revitalize the area and protect public health, the town partnered with a
developer who not only paid the tax lien in full, but also cleaned up the con-
tamination and is redeveloping the site into a mixed-use neighborhood. This
partnership has been good for the town and the developer—each benefits
from the new homes, businesses, services, and revenue.
In a week-long public workshop, over 1,000 stakeholders from the town and
from regional, state, and federal governments developed the design for the
new neighborhood. A key component of the plan is a lively diversity of uses,
including 416 homes in a wide variety of styles, 109,000 square feet of shops
and restaurants, 113,000 square feet of office space, a performing arts center
with a black box theater, and a health facility with a public pool. To honor
the mill's heritage, 15 of the site's historic buildings will be rehabilitated, and
21 new buildings will be designed in a historically sensitive manner.
Pedestrian-friendly design features such as trails, wide sidewalks, short blocks,
and narrow streets encourage people to walk around the neighborhood. To
give residents more transportation choices, the developer is building a com-
muter train station that will provide easy access to Manhattan.
The Gilbert & Bennett wire mill redevelopment is a model for complex reuse
projects. The strong public-private partnership invited community input in
the design process, facilitated the remediation plan, and expedited adoption
of the master plan.
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The brownfield cleanup at the Gilbert & Bennett wire mill and the
preservation of its historic buildings protects public health and communi
character while offering new choices in homes, shopping,
The Theater will be sort of the
heartbeat of this development, and
the whole complex will function as
a center for Redding."
Kate Ebbott
Board Member, Wire Mill Arts Foundation
1
When the neighborhood is complete, the
Town of Redding expects that it will create
over 1,700 permanent jobs and provide
the town with $4.7 million in new, annual
property tax revenues.
lonal, state, and fed
led define
ter planfi
Gilbert & Benn
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Baldwin Park
City of Orlando
Orlando, Florida
ASE REDEVELOPMENT
When an 1,100-acre naval
training facility in Orlando
was closed, the city and
its partners used the
opportunity to create an
exciting new community
that reconnects with
surrounding neighborhoods
and provides new homes,
jobs, stores, and parks,
all just a few miles from
downtown Orlando.
For More Information
Dean Grandin, Jr.
iirector, City Planning Division
407-246-2
When the U.S. Navy announced in 1993 that it would close the Orlando
Naval Training Center, the City of Orlando saw an opportunity to build a
vibrant, mixed-use neighborhood that would make the base property once
again part of the community. The city formed a Base Reuse Commission of
150 community leaders and organized meetings to plan the property's future.
In 174 meetings, citizens helped devise and refine a plan to redevelop the
base. At a visioning workshop, citizens described what they wanted: a variety
of housing types, a vibrant main street, public access to lakes, and linkages
with existing neighborhoods.
Before rebuilding could begin, 256 buildings, 200 miles of underground utili-
ties, and 25 miles of road had to be dismantled and recycled. Asbestos and
lead paint in the buildings and arsenic and petroleum in the soil needed to be
cleaned up. Four hundred and forty days after demolition began, one of the
largest recycling projects in the nation's history was complete, and the work
of building a new community began. Since the first model opened in 2003,
Baldwin Park has sold lots and houses faster than any comparable project
in the area. When construction ends in 2008, Baldwin Park will be home to
10,000 residents living in 4,100 homes, ranging from rental apartments to
custom homes, all built in architectural styles traditional to the area. In addi-
tion, 6,000 people will work in offices throughout the neighborhood and in
shops in the Village Center. Everyone will be able to enjoy over 450 acres of
lakes and parks, including over two miles of lakefront property reserved for
public use.
Baldwin Park's residents, workers, visitors, and neighbors will also have many
choices in how they get around. There are 50 miles of trails and sidewalks on
an interconnected street grid for walking and biking. Traffic, once blocked by
the former base's security fence, can now flow through 32 new intersections
that connect Baldwin Park streets to surrounding neighborhoods, reducing
congestion. The redevelopment of this former naval base gave the citizens of
Orlando what they wanted and planned for: a thriving new community and a
legacy for future generations to enjoy.
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"The planning and partnerships that brought Baldwin Park
to fruition had one clear vision: Of the day youngsters rode
their bicycles on community sidewalks, families picnicked
in one of the community's parks, and grandparents watched
their grandchildren thrive in a true neighborhood."
Glenda Hood
Florida Secretary of State and former Mayor of Orlando
Audubon of Florida helped plan
parks and water edges, recreating
ecosystems that were lost years ago.
The community created 16 extra acres of parkland
by using innovative, underground, stormwater
management systems.
Since it's an infill redevelopment project, Baldwin Park
can take advantage of existing power plants and water
and wastewater treatment facilities. At the same time,
the city will gain an additional $30 million in annual
property tax revenues.
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Town of Davidson,
North Carolina
Overall Excellence in Smart
Growth
CONTINUING ACHIEVEMENTS OF 2004
AWARD WINNERS
City of Greensboro,
North Carolina
Built Projects
City of Santa Cruz,
California
Policies and Regulations
Sacramento Area,
California, Council
of Governments
Community Outreach and
Education
San Juan Pueblo,
New Mexico
Small Communities
Santa Cruz, California
Thanks to the city's Accessory
Dwelling Unit program, forty
permits for accessory units were
issued in 2004, at least five times
more than the average issued
per year before the program
was adopted. These homes will
offer citizens new and affordable
housing options. The program
continues to receive national
recognition, including a 2005
American Planning Association
Award and a 2005 Honor Award
from the American Institute of
Architects.
San Juan Pueblo, New Mexico
San Juan Pueblo's award-winning master plan includes plans for a two-
to three-block Main Street. The community is currently conducting
infrastructure planning for streets and utilities in this area, with
construction slated for 2006. In 2005, the Ohkay Owingeh Housing
Authority built five homes as part of a homeownership project.
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CONTINUING ACHIEVEMENTS OF 2003
AWARD WINNERS
Department of the
Navy
Through its partnership with
Clark Realty Capital and
Lincoln Property Company,
the Department of the Navy
continues to redevelop its
family housing using smart
growth principles. The
redevelopment of Gateway
Village in San Diego follows
traditional neighborhood design
and includes smaller blocks,
narrower and interconnected
streets, sidewalks, and garages
that are either set back or alley
loaded. When finished, the new
neighborhood for Navy and
Marine families will feature 460
three- to four-bedroom homes
and a variety of community
amenities. Over 100,000 tons of
demolished material from the
redevelopment were recycled.
Metropolitan Council,
Minnesota
In 2004 the Metropolitan Council
awarded 46 Livable Communities Grants
worth over $15 million to communities
in the Minneapolis-St. Paul metropolitan
area. These efforts will result in over 400
new affordable homes, 4,400 new or
retained jobs, and 140 acres of reclaimed
land. The grants will leverage an
anticipated $1.88 billion in additional
private and other public investments.
Metropolitan Council,
Minnesota
Overall Excellence in Smart
Growth
Department of the Navy
Built Projects
Georgia Office of Quality
G rowth
Community Outreach and
Education
Cuyahoga County, Ohio,
Treasurer's Office
Policies and Regulations
City of Raleigh and Wake
County, North Carolina,
Public School System
Public Schools
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Arlington County, Virginia
Overall Excellence in Smart
Growth
Town of Breckenridge,
Colorado, Planning
Department
Built Projects
City/County Association
of Governments of San
Mateo County, California
Policies and Regulations
Massachusetts Executive
Office of Environmental
Affairs
Community Outreach and
Education
CONTINUING ACHIEVEMENTS OF 2002
AWARD WINNERS
For more information on each of
the past winners, please go to:
www.epa.gov/smartgrowth/
awards.htm
Massachusetts
Executive Office
of Environmental
Affairs (EOEA)
The EOEA continues to fund
community preservation
grants. In 2003-2004, it
gave $1.5 million to help
communities revise their
regulations to allow smart
growth. In addition, it
provided $1.2 million
to implement riverfront
development plans in seven
communities. The agency
has also implemented a
Commonwealth Capital
Policy, which uses $500
million in state grants
and loans to encourage
communities to adopt
policies and codes that
create safe and convenient
neighborhoods with homes
that people can afford.
Arlington County, Virginia
Arlington County continues to bring smart,
efficient development to the Rosslyn-
Ballston corridor, focusing on creating
affordable housing and preserving a distinct
sense of place. In 2004 construction began
on 1,270 housing units, 8,900 sq. ft. of
retail space, and 911,000 sq. ft. of office
space. A former church next to a Metro
station is being redeveloped into 116
apartments, 70 of which will be reserved
for lower-income residents. The historic
central post office is being preserved as part
of a new mixed-use development, which
will include about 85,000 sq. ft. of office
and retail space and 194 condominiums.
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ACKNOWLEDGEMENTS
Review Panel
Laurence Aurbach, The Town Paper
Tara Butler, National Governors Association
Dan Emerine, International City/County Management Association
Steve Gallagher, National Association of Industrial and Office Properties
Kris Krider, City of Davidson
John Kuriawa, National Oceanic and Atmospheric Administration
Bob McNamara, National Association of REALTORS®
Robin Murray, American Institute of Architects
Arthur C. Nelson, Virginia Polytechnic Institute and State University
Michael Pawlukiewicz, Urban Land Institute
Robert Ritter, Federal Highway Administration
Scot Spencer, The Annie E. Casey Foundation
Ed Tombari, National Association of Home Builders
National Building Museum
The 2005 National Award for Smart Growth Achievement ceremony was
held at the National Building Museum in Washington, DC, on November
15. The National Building Museum, created by an act of Congress in
1980, is America's premier cultural institution dedicated to exploring and
celebrating architecture, design, engineering, construction, and urban
planning. Since opening its doors in 1985, the museum has become a vital
forum for exchanging ideas and information about such topical issues
as managing suburban growth, preserving landmarks and communities,
and revitalizing urban centers. Its engaging exhibitions and education
programs, including innovative curricula for school children and
stimulating programs for adults, annually attract nearly 400,000 people,
making the museum the most-visited institution of its kind in the world.
Photo Credits
Front cover: Lowry, CO. Photos courtesy of Lowry Redevelopment Authority.
How Smart Growth Protects the Environment: King Farm, Rockville, MD.
U.S. EPA, Development, Community and Environment Division.
About the Award: Market Common, Arlington, VA. U.S. EPA, Development,
Community and Environment Division.
Winners page: The Village atNTC, San Diego, CA. Photo courtesy of the
Department of the Navy.
Case study photos courtesy of award winners, except Pasadena Del Mar station
photo, courtesy of Art Cueto.
Continuing Achievements, 2004: Santa Cruz, CA. Photo courtesy of City of Santa Cruz.
Continuing Achievements, 2003: Gateway Village, San Diego, CA. Photo courtesy
of the Department of the Navy.
Continuing Achievements, 2002: Arlington, VA. U.S. EPA, Development,
Community and Environment Division.
Acknowledgements: Davidson, NC. Photo courtesy of Town of Davidson.
Back cover: San Juan Pueblo, New Mexico. Photo courtesy of Jamie Blosser.
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NATIONAL AWARD FOR
Smart * Growth
ACHIEVEMENT
For more information about the National Award for Smart Growth
Achievement and EPA's other smart growth activities, see:
www.epa.gov/smartgrowth
United States
Environmental Protection
Agency
Recycled/Recyclable
(Minimum 5034
Office of Policy, Economics, and Innovation (1807-T) • EPA 231-K-05-001 • November 2005
United States
Environmental Protection Agency
1807-T
Washington, DC 20460
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