NATIONAL AWARD FOR
Smart * Growth
ACH I EVEN ENT
11
'A'
United States
Environmental Protectic
Agency
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A Message from EPA Administrator Steve Johnson
Congratulations to the winners of the Environmental Protection Agency's
National Award for Smart Growth Achievement.
President Bush and I see smart growth as smart for our environment, smart
for our economy, and smart for our quality of life. So it is a pleasure to
recognize the innovative efforts of communities that are responsibly building
toward a healthier, brighter future.
Promoting stewardship of our built environment is a way to protect our
natural environment. EPA is committed to working in partnership with states,
tribes, businesses, preservationists, and community leaders to support
smarter growth across America—allowing us to continue to accelerate the
pace of environmental protection while maintaining the nation's economic
competitiveness. Through the smart use of existing infrastructure and the
redevelopment of abandoned brownfield sites, EPA and our partners are
improving our environment and economy by turning community eyesores
into community assets.
The 2006 award recipients are leaders in the field of smart growth and
represent the future of environmental innovation and stewardship. EPA is
proud to congratulate them for serving as examples to communities around
the country as we work together to encourage a healthier, more prosperous,
and more sustainable nation.
Stephen L. Johnson
Administrator, U.S. Environmental Protection Agency
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How Smart Growth Protects the Environment
Across the nation, smart growth strategies are being used by communities to support environmental goals.
These strategies protect the environment by preserving open space and parks, protecting critical habitat,
reducing automobile emissions, cleaning up and revitalizing brownfields, and reducing polluted runoff into
waterways.1 The following examples—drawn from previous award winners—highlight these benefits.
• The Rosslyn-Ballston Metro corridor, in Arlington, Virginia, places dense, mixed-use infill development at five
Metro stations. The transit success and corresponding environmental performance are impressive. Nearly
50 percent of corridor residents use transit to commute, contributing to significant reductions in emissions
from single occupancy vehicles. Development within the Rosslyn-
Ballston Metro corridor occupies roughly two square miles. ,
Replicating this development at typical suburban densities could
consume over 14 square miles of open space.
The city of Orlando transformed the 1,125-acre Naval Training
Center into Baldwin Park, a vibrant, mixed-use neighborhood.
Before construction began, painstaking care was taken to recycle
everything that was salvageable. For example, 256 buildings,
200 miles of underground utilities, and 25 miles of roads were
dismantled, yielding 600,000 tons of concrete, 80,000 tons of
asphalt, and 240,000 tons of limerock. The community created
16 extra acres of parkland by using innovative underground
stormwater management systems. As an infill redevelopment
project, Baldwin Park takes advantage of existing infrastructure
and puts people close to transit options.
• The town of Davidson, North Carolina, is setting the standard
for creating healthy and livable neighborhoods. Davidson uses
pedestrian, bicycle, and street circulation plans for all new
development. Streets are designed to make it easy for town
residents to walk and bicycle. The town's narrow, tree-lined
streets have on-street parking and sidewalks on both sides of the
road. This attractive environment makes it more pleasant and
convenient for people to walk or bicycle instead of driving, which
in turn can reduce air pollution.
Preserving farm land and natural space contributes to
the health of the environment while maintaining rural
character.
For more information about the environmental
benefits of smart growth, please see:
www.epa.gov/smartgrowth
1 U.S. EPA, Office of Policy, Economics,
and Innovation. National Center for
Environmental Innovation 2004 Report on
Progress. February 2005.
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About the Award
Smart Growth Princi
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.
J. Foster distinctive, attractive communities
with a strong sense of place.
6. Preserve open space, farmland, natural
beauty, and critical environmental areas.
7. Strengthen and direct development
towards existing communities.
8. Provide a variety of transportation
choices.
i. Make development decisions predictable,
fair, and cost-effective.
10. Encourage community and stakeholder
collaboration 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 five years, EPA has received
425 applications from 44 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 expand economic development
opportunities, enhance quality of life, and preserve the natural
environment. Through innovative ideas and collaboration,
the winners crafted policies and projects that foster healthy,
vibrant, and diverse communities.
This year's rotating category recognizes achievements in
equitable development. This category highlights the fact that
smart growth approaches can and must meet the needs of
underserved communities or vulnerable groups. When put
into practice, smart growth principles expand opportunities
by increasing community stewardship and civic engagement,
improving transit and community services, eliminating barriers
to affordable housing production, and encouraging heritage
preservation. The winner in this category provides a model
for fairness in planning and development practices to ensure
everyone has a safe and healthy environment in which to live,
work, and play.
The award winners were chosen through a multi-step process.
A panel of experts representing a broad range of constituencies
with interest and expertise in the built environment and the
principles of smart growth assessed the entries. An internal
EPA review panel provided additional comments. EPA's
Associate Administrator for Policy, Economics, and Innovation
made the final award determinations.
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National Award for Smart Growth Achievement
Winners
Overall Excellence
in Smart Growth
Massachusetts Office for
Commonwealth Development
Commonwealth of Massachusetts
Built Projects
Old Town Wichita
City of Wichita
Wichita, Kansas
Highlands' Garden Village, 2005 Winner for Overall Excellence in Smart Growth.
Policies And Regulations
Pennsylvania Fresh Food Financing Initiative
Pennsylvania Department of Community and Economic Development
Commonwealth of Pennsylvania
Small Communities
Winooski Downtown Redevelopment Project
City of Winooski
Winooski, Vermont
Equitable Development
Bethel Center
Chicago Department of Planning and Development
Chicago, Illinois
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WINNER
Overall Excellence in Smart Growth
Massachusetts
Office for
Commonwealth
Development
Commonwealth of
Massachusetts
The Office for
Commonwealth Development
(OCD) brings together
state agencies responsible
for environmental,
transportation, and hous
policies in a single office
promote growth that mee
wide range of goals. Throu&,
a combination of incentiv
and outreach, OCD is
changing the way both tb ~
state and localities make
growth decisions.
For More Information:
Robert Garrity
Chief of Staff
Massachusetts Office t
Commonwealth
Development
Tel: 617-573-1379
Robert.Garrity@state.ma.us
Massachusetts created the Office for Commonwealth Development in 2003 to
better coordinate state spending and policy decisions, encourage innovative
development locally, and make private investment in good projects easier. OCD
brings offices responsible for the state's environmental, transportation, and
housing policies under one manager, ensuring that OCD's $5 billion in annual
spending improves daily life, the economy, and the environment.
OCD uses financial incentives and outreach tools to ensure wise use of
state tax dollars and to promote sound growth policies in the state's 351
communities. For example, the Commonwealth Capital Policy provides
financial incentives to communities that apply smart growth principles. To date,
nearly 300 communities have participated. The Transit-Oriented Development
(TOD) Bond Program fosters mixed-use, walkable development near transit
stations through grants for pedestrian improvements, bicycle facilities, and
housing projects. Approximately 100 TOD sites are planned or completed.
The "Fix-it-First" policy ensures that state spending focuses investments on
existing water, sewer, road, transit, and park infrastructure. In Boston, the state
invested $23 million to upgrade the Massachusetts Bay Transit Authority's Blue
Line Airport Station. The upgrade helped reinvigorate and enhance the local
transit system. Massachusetts has also created funding incentives for cities and
towns that establish special districts for dense residential development in town
centers, downtowns, near transit, and on brownfields.
These policies are having large-scale results. Production of multi-family
housing units, crucial in a state with the nation's third least affordable housing
market, has grown from 3,800 to more than 7,000 units annually. State support
for TOD will result in 37 million square feet of new development near transit
stations, relieving growth pressure in greenfields. OCD has also helped protect
approximately 35,000 acres of land. OCD's success demonstrates that states
can play a leadership role on development issues while leaving decisions in the
hands of local communities.
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Massachusetts Office for Commonwealth Development
The benefits of having an OCD in place to coordinate the Commonwealth's
land use, transportation, housing, environmental and energy policies and
programs is a success story that we surely need to celebrate as we strive
to build a better future."
Tim Brennan
Secretary/Treasurer
Massachusetts Association of
Regional Planning Agencies
With funding from OCD, Norwood, a
town outside of Boston, added pedestri
amenities to downtown sidewalks.
Communities like Concord are using the Commons
Capital program to secure funding for mixed-use
development along existing transit lines.
Four of the state's largest TOD projects will collectively
produce approximately 9,000 new housing units, 9 million
square feet of commercial development, and 14,500 jobs.
\
Funding from OCD is helping to increase
affordable housing in urban centers such
as East Boston.
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WINNER
Built Projects
Old Town Wichita
City of Wichita
Wichita, Kansas
The use of innovative tax
districts and incentives
spurred the city of Wichita's
largest environmental cleanup
effort and removed barriers
that limited reinvestment
in the warehouse district.
Renamed "Old Town," the
district now features a mix
of housing, shopping, and
entertainment options while
preserving its historic feel.
For More Information:
Terry Cassady
Director
Development Assistance
City of Wichita
Tel: 316-268-4371
tcassady@wic hita.gov
Old Town, a 40-acre district near downtown Wichita, Kansas, once consisted of
half-empty and abandoned warehouse buildings, deteriorated dirt and gravel
parking lots, and dilapidated railroad tracks. By establishing a public-private
partnership and remediating chlorine solvent contamination, the city created
a lively, pedestrian-friendly community. Among brick-lined streets, historic
lampposts, and a collection of converted brick warehouses (circa 1870-1930)
are approximately 100 businesses, most locally owned, and 315 homes.
The city faced significant challenges in reviving the old warehouse district.
The discovery of polluted groundwater in 1990 nearly brought local ambitions
for redevelopment to a standstill. Banks, fearful of being held liable for the
groundwater cleanup, discontinued real estate loans in the contaminated area.
To stimulate redevelopment, the city took the lead in cleaning up the site,
relieving property owners of the responsibility.
Wichita formed a partnership with Marketplace Properties to restore the old
warehouse district to productive use. Through the partnership, the city leveraged
public funds to encourage private investment for redevelopment. As a result,
the project has added over 690,000 square feet of retail and office space,
rehabilitated eight historic buildings for residential use, and seen over $111
million in private investment. Old Town is a great place to live for people of all
income levels. Of the 315 housing units, 84 are income-restricted apartments.
Old Town's stores, recreational amenities, and homes capitalize on its walkable
design, mix of uses, and historic beauty. Residents and visitors have access
to parks, public transportation, and several entertainment options, including a
movie theater, three museums, numerous shops, and several restaurants. Old
Town residents can learn about the groundwater cleanup at the Wichita Area
Treatment, Education, and Remediation (WATER) Center. The WATER Center
houses the groundwater treatment system and doubles as an educational
center on environmental stewardship.
Old Town is a testament to the effective use of public-private partnerships.
Despite challenges, the partnership improved the environment and established
Old Town as a charming community that capitalizes on the historic beauty of
downtown Wichita.
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Old Town Wichita
I reside in a third-floor condo of a redeveloped
brick and concrete warehouse. My office
is on the first floor of the same building so
my commute takes two minutes and costs
nothing. Living in the center of downtown is
exciting, convenient and satisfying. I love it."
Joan B. Cole
Owner, Cole Consultants
Prior to redevelopment,
Old Town was a collection
of underutilized buildings
and surface parking in the
center of Wichita.
Inviting storefronts open to the street while businesses and residences are
located on the upper levels of Old Town's historic buildings.
Old Town has added more than 900
jobs because of the addition of on-
site retail and office space. The city
estimates development within the
district has generated more than $40
million in increased property values.
Through innovative strategies, collaborative
problem solving, and a vision to foster great
places, the city of Wichita has created a new
neighborhood, near downtown.
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WINNER
Policies and Regulations
Pennsylvania Fresh
Food Financing
Initiative
Pennsylvania Department of
Community and Economic
Development
Commonwealth of Pennsylvania
The Pennsylvania Fresh Food
Financing Initiative, a public
private partnership between
the state and three non profit
organizations, has provii ^^
over $7.3 million in grants anc
loans to help supermarkets
locate in underserved
communities. The program
lets people shop for nutritious
food in their neighborhoods
instead of having to drive to
distant grocery stores and
brings economic development
to lower income communities.
For More Information:
David Adler
Communications Coordinator
The Food Trust
Tel: 215-568-0830 ext. 120
dadler@thefoodtrust.org
Residents in neighborhoods underserved by grocery stores either make long
trips to distant stores outside their neighborhoods, or they shop in stores with
a smaller selection of nutritious foods. The Food Trust, a Philadelphia-based
non-profit organization, explored this trend in its 2006 report, Philadelphia's
New Markets: Ripe Opportunities for Retailers. The study concluded lower-
income areas possess a great concentration of buying power that is largely
untapped. To give lower-income people easier access to healthy foods and
to spur new development in neighborhoods that desperately need it, the
public-private partnership of the Pennsylvania Department of Community
and Economic Development, The Food Trust, The Reinvestment Fund, and
the Greater Philadelphia Urban Affairs Coalition established the Fresh Food
Financing Initiative (FFFI).
One key principle of smart growth is to direct investment toward existing
communities, and FFFI is designed to complement revitalization efforts in
existing communities. For example, of the 22 supermarkets receiving funding
from FFFI, 20 will create no new impervious cover because they will be
constructed on existing sites or expand capacity at existing stores. Further,
vehicular trips are reduced and transportation costs are lower for consumers
when supermarket operators build stores closer to the people that need them.
FFFI was launched in 2004 with $10 million in funding from the Commonwealth
of Pennsylvania. Two years later, the initiative has generated an $80 million
pool, created by leveraging funds through several public and private sources.
FFFI has approved $21.9 million in grants and loans to 22 projects across the
state. The Food Trust's estimates suggest that the more than 220,000 residents
served by the new supermarkets will spend over $65 million annually on fresh
fruits and vegetables.
By attracting supermarkets to existing neighborhoods, FFFI restores vital
market opportunities and services to existing communities. As a result, the
program reduces the pressure to develop farms, wildlife habitat, and open
space; increases local farm income; and enhances the vitality of urban and
rural communities.
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Pennsylvania Fresh Food Financing Initiative
The Island Avenue ShopRite, the first store
to receive FFFI funding, provides 250 jobs
and 57,000 square feet of retail in Eastwick,
a previously underserved Southwest
Philadelphia neighborhood. Most employees
are neighborhood residents.
The Island Avenue ShopRite boasts not only fresh and affor
foods, but a strong connection to the Eastwick community.
Through the Fresh Food Financing Initiative, we can begin to give
communities in lower-income areas across Pennsylvania the choice of
more nutritionally balanced diets at affordable costs. Additionally, this
initiative will help create jobs and revitalize these neighborhoods.
Dwight Evans
State Representative
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WINNER
Small Communities
Winooski
Downtown
Redevelopment
Project
City of Winooski
Winooski, Vermont
The Winooski Downtown
Redevelopment project
revitalized this small town
with new development that
respects the city's character
and history. The city
preserved or restored nearl;
100 acres of natural habita
to productive use, created
several neighborhood parks,
and built the pedestrian
friendly River Wai
For More Information:
J.Ladd
Director
Community Development
Department
City of Winooski
Tel: 802-655-6410 ext. 20
jladd@onioncity.com
A city of 7,000 residents in the Burlington metropolitan area, Winooski,
Vermont, revitalized its downtown by using smart growth principles and
building on the town's rich history. The Winooski Downtown Redevelopment
project created a thriving, attractive center with much-needed housing, stores,
offices, and public spaces.
In 1999, the city began a public process to mobilize residents for
redevelopment of their hometown. Extensive public dialogue produced the
plan to revitalize downtown. The city secured more than $38 million in public
funding, which leveraged $169 million in private investment. Construction
started in 2004.
Showing its commitment to the project, the city took the critical step of
reestablishing the street grid that had been demolished in the 1970s and added
wider sidewalks and on-street parking. Development includes about 500 new
homes, with another 400 units planned; a new transit center; approximately
300,000 square feet of offices, shops, and restaurants; and several
neighborhood parks and other attractive public gathering places. Encouraged
by the success of the downtown redevelopment, developers are rehabilitating
several historic mill buildings along Main Street. For example, the Woolen
Mill, the Champlain Mill, and the Winooski Block are listed on the National
Register of Historic Places and form a prominent part of the new Winooski Falls
downtown development.
The city also opened RiverWalk, a promenade along the Winooski River that
connects the downtown to the adjacent 100-acre natural preserve. Residents
and visitors alike flock to this waterfront area to take a casual stroll, enjoy
lunch, or admire the river.
The revitalization has given Winooski a big economic boost. The redevelopment
capitalized on the city's historic charm and once again made Winooski a place
people and businesses want to be. The citizens of Winooski now have an
attractive downtown with mixed-income housing, stores, restaurants, and other
services within easy, comfortable walking distance. Finally, RiverWalk gives the
town a beautiful new connection to its beloved river.
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Winooski Downtown Redevelopment Project
Our downtown revitalization involved multiple public
sector partners, along with private developers, banks,
consultants, and local contractors. We could always
agree that our common goal was a livable downtown
that would assure economic and civic success."
Clement Bissonnette
Mayor of Winooski
The Winooski Downtown Redevelopment
project has created approximately 1,400
construction jobs and will generate an estimated
2,100 permanent jobs upon completion.
New apartments and condos are being built with easy transit access.
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WINNER
Equitable Development
Bethel Center
Chicago Department of
Planning and Development
Chicago, Illinois
Threatened with the loss of
its transit station, the West
Garfield Park neighborhood
catalyzed transit oriented
redevelopment with Bethel
Center as the anchor and
kept the station open. Bethel
Center provides employm
services, child care, and
banking in a "green"
building erected on a forr
brownfield.
For More Information:
Steven McCullough
President and CEO
Bethel New Life, Inc
Tel: 773-473-7870
smccullough@bethelnewlife.org
Ten years ago, the 23,000 residents of Chicago's West Garfield Park
neighborhood faced the proposed closure of their Green Line transit station.
Because the neighborhood was struggling economically, the station represented
an important community resource that residents couldn't afford to lose.
In response. Bethel New Life, Inc., a local faith-based non-profit organization
that has served the community for 27 years, led the creation of a Transit Village
Plan. Bethel collaborated with residents, churches, public officials, public
school principals, the Garfield Park Conservatory, and local organizations to
develop the plan. The plan focused on improving quality of life by addressing
residents' needs for a walkable neighborhood and better community services.
At the heart of the plan was a two-story, 23,000-square-foot, environmentally
friendly facility dubbed "Bethel Center."
Bethel Center opened its doors in May 2005. Developed with grant funding
from the Chicago Department of Planning and Development, the center
provides the community with amenities such as employment counseling,
commercial services, a technology center, child care, and retail space.
Neighborhood residents helped determine what services would be offered at
Bethel Center.
Bethel Center is a model of environmentally friendly design. The center was
built on a former brownfield, and its transit-accessible, walkable location gives
people transportation options. The development incorporates green building
technology and features a green roof, photovoltaic cells, and recycled and non-
toxic building materials.
Bethel Center is a first step to revitalizing the area. Bethel New Life has also
built 50 affordable homes within walking distance of Bethel Center and the
train station.
Employment opportunities are important for residents in the West Garfield Park
neighborhood. Bethel Center provides employment counseling, job training,
and placement services. Approximately 600 visitors seek help each month, and
retail tenants at Bethel Center hire from the employment training program.
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Bethel Center
ffi
Transit-oriented development,
green technology, and focused
affordable housing combined
with strong community
participation prove that these
concepts can work in low-
income communities across the
//
country.
Steven McCullough
President and CEO, Bethel New Life
Childcare services offered at the Bethel Center
provide a safe and enriching environment for
local children.
Using green construction techniques and smart
growth principles, Bethel Center has increased
access to community services while reducing
environmental impacts. Bethel has applied for
Gold certification under the Leadership in Energy
and Environmental Design (LEED) program.
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2005 and 2004 Award Winners
2005 Winners
Denver Urban Renewal Authority, Colorado
Overall Excellence in Smart Growth
City of Lakewood and Lakewood Reinvestment
Authority, Colorado
Built Projects
City of Pasadena Planning and Development
Department, California
Policies and Regulations
Town of Redding, Connecticut
Small Communities
City of Orlando, Florida
Military Base Redevelopment
2004 Winners
Town of Davidson, North Carolina
Overall Excellence in Smart Growth
City of Greensboro, North Carolina
Built Projects
City of Santa Cruz, California
Policies and Regulations
Sacramento Area Council of Governments,
California
Community Outreach and Education
San Juan Pueblo, New Mexico
Small Communities
\/hen the city of Orlando transformed a closed Naval
Training Center into an exciting new community, 16
extra acres of parkland were created using innovative
underground stormwater management systems.
obi f ._.
m San Juan Pueblo, New Mexico, the design f~
Bugeh Village is inspired by traditional pueblo
buildings clustered around two plazas.
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2003 and 2002 Award Winners
2003 Winners
Metropolitan Council, Minneapolis-St. Paul
Metropolitan Area, Minnesota
Overall Excellence in Smart Growth
Department of the Navy
Built Projects
Georgia Office of Quality Growth
Community Outreach and Education
Cuyahoga County Treasurer's Office, Ohio
Policies and Regulations
Wake County Public School System/City of Raleigh,
North Carolina
Public Schools
2002 Winners
Arlington County, Virginia
Overall Excellence in Smart Growth
Town of Breckenridge Planning Department,
Colorado
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
The Department of the Navy provides a variety of
types and sizes of homes to meet the different needs
of military families.
For more
information
on the past
winners,
please go to:
www.epa.gov/
smartgrowth/
awards.htm
In Arlington County, Virginia, higher-density
development is clustered around the Metro stations
along the Rosslyn-Ballston corridor.
15
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'Beautiful, livable,
invigorating, and
inspirational cities are
essential to our quality
of life."
Joseph Riley, Jr.
Mayor of Charleston,
South Carolina
i M '•»
16
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Acknowledgements
Thanks to our Review Panel
Martin Harris, National Association of Counties
Jennifer Leonard, Smart Growth America
Lisa Nisenson, Nisenson Consulting
Michael Pawlukiewicz, The Urban Land Institute
Lee Quill, Cunningham Quill Architects
Harrison Rue, Thomas Jefferson Planning District
Commission
Sue Schwartz, City of Greensboro, North Carolina
Rhonda Sincavage, National Trust for Historic Preservation
Scot Spencer, The Annie E. Casey Foundation
National Building Museum
The 2006 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: Fruitvale Transit Village, Oakland, CA. Photo used with
permission of John Beutler.
How Smart Growth Protects the Environment: Wisconsin farm. Scenics
of America/PhotoLink.
About the Award: Market Common, Arlington, VA. U.S. EPA,
Development, Community, and Environment Division.
Winners page: Highlands' Garden Village, Denver, CO. U.S. EPA,
Development, Community, and Environment Division.
Case study photos courtesy of award winners, except Wichita store-
fronts photo, courtesy of Carlton Eley; First Oriental Market photo,
courtesy of The Reinvestment Fund; and Winooski photos, courtesy
of Liisa Ecola.
2005 and 2004 Award Winners: Baldwin Park, Orlando, FL. Photo
courtesy of Baldwin Park Development Company. San Juan Pueblo,
NM. Photo courtesy of Jamie Blosser.
2003 and 2002 Award Winners: Gateway Village, San Diego, CA.
Photo courtesy of the Department of the Navy. Arlington, VA. Photo
courtesy of Arlington County.
Opposite Acknowledgements page: Harlem, NY. Photo courtesy of
Carlton Eley.
Acknowledgements: Philadelphia, PA. Photo courtesy of Carlton Eley.
Back cover: Fall Creek Place, Indianapolis, IN. Photo courtesy of
Mansur Real Estate Services, Inc.
17
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Smart * Growth
United States
Environmental Protection
Agency
United States
Environmental Protection Agency
1807-T
Washington, DC 20460
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