The creation of the Lake Wales Charter Schools System demonstrated that, if a consensus exists within the Lake Wales Community for achieving a particular priority — that priority will be accomplished. The purpose of this Community Survey is to determine whether such a consensus exists concerning certain community priorities.

As the survey progressed, the respondents provided their answers to a set number of open questions. A number of the answers contained good ideas but were not mentioned frequently enough to demonstrate a community consensus. As to subjects mentioned with such frequency as to represent community consensus, they are identified with an asterisk in this Survey Report.

The Report also includes recommendations for implementing the consensus items for the benefit of the community.

The respondents identified a good number of strengths. Where the same thing was said in a different way, or strengths were related to each other, they have been grouped into one category. Six such categories received the most mention. Community strengths, starting with the most frequently mentioned, were as follows:

Sense of Community.* The quality of the people and their willingness to work together for the community was described in a number of different ways: “sense of community,” “community spirit,” “support for good causes,” “involvement,” “pride,” “tendency to pull together,” “friendly atmosphere,” “love of community,” “church and faith community,” “family oriented,” “tight knit,” “people care about each other,” “Mayberry mentality” “volunteers for youth sports” “philanthropy,” “strong professional community,” “leadership families,” “promising young leadership,” “volunteers for programs,” “support at community events,” among other such sentiments.

Schools.* Respondents were quite positive about the schools, particularly the charter schools. Mention was made of the turn-around the charter schools have achieved, where the out-migration of students has been reversed, and younger families are now moving to town for the schools. A businessman stated that the schools were perceived as “being quite good and moving in the right direction.” Significantly, two charter school principals were among those who are most admired and respected in the community. Several respondents also pointed out that the community is the location for three colleges, a remarkable achievement for a community of our size.

Economic Development Council.* The creation of the EDC was considered a welcome move by the City. Respondents were happy that the City has become more “business friendly” and remarked several times about the good working relationship among the CEO of the EDC, the Mayor and the City Manager. Several remarked about progress for obtaining new businesses and noted the recent acquisition of Merlin’s Lego facility in Longleaf.

Location.* Lake Wales’ location on the map and its natural, rural setting was viewed as a strength, both economically and for quality of life. The “crossroads of U.S. 27 and Highway 60” was considered an economic advantage. People like the “hills and lakes,” “Lake Wailes Park,” “trails, camps, and natural beauty” of the area. Respondents appreciated the fact that Lake Wales has its own identity as a community. The town is not “hemmed in” like many others where it’s “difficult to determine where the town begins and ends.” A realtor pointed out that “Lake Wales has room to expand, residential and commercial property is available, we are poised for growth.”

Bok Tower* was recognized as a national landmark bringing a number of visitors to the area. An engineer remarked that it was viewed as an “enclave from the chaos of the other attractions.” Admiration was expressed for its recently completed fundraising success, the significant capital improvements presently under construction, and the patronage from younger families that will result.

Care Center* was often mentioned as a highly valued organization performing a vital service for the community. The organization was appreciated for setting the tone for the way that people in the community help each other. The Care Center’s leadership was often praised along with the dedicated number of volunteers who were considered evidence of the quality of the Lake Wales citizenship .

Others receiving mention: Library, Arts Center and Cultural Opportunities, Youth Sports, Cost of Living, Hospital, Downtown’s potential, Agriculture, Community Theater, Our Children’s Academy, YMCA, becoming multi-cultural and bilingual, future Polk Parkway.

Oddly enough, even though the Walesbilt Hotel is the largest feature of downtown, the respondents mentioned it separately from downtown — as its own distinct problem. If downtown and the Hotel are placed in the same category, they become the largest community weakness by far. Treating the Hotel as a separate category (as did the respondents), the weaknesses, in order of mention, were as follows:

Downtown.* Concern was expressed about the City’s “lack of redevelopment” of downtown,, the lack of private investment in recent years, decline of retail, offices that take the place of retail, and the decline of the tax base because of tax exemptions given to charitable entities located downtown. Complaints were registered about lack of retail, a good restaurant for dinner, and “nothing going on at night.” A prominent attorney missed the “Vinton’s days” when downtown was vibrant and active.

Negativity.* Dislike was expressed for the “negative gadflies nipping at the heels of the Commission.” The sentiment was that the naysayers were actually a small group that set a negative tone and “give a bad impression” of the town. A CPA was critical of the newspaper which had allowed itself to be “littered” with negative controversy creating the impression that the community was not on the right track. A number of respondents felt the controversy surrounding the City Manager’s salary and the fire fee tended to “scare off” new residents, “folks who might otherwise become involved,” and harmed City employee morale. Several suggested an accounting to find out what all the negativity winds up costing the City in the way of legal fees and personnel costs.

Leadership. Concern about leadership was expressed at several levels. A businessman commented that the community’s “leaders have been serving as spectators and observers and not as players.” Some felt that the City Commission was not composed of City leaders with expertise and ability for dealing with a $40 million budget. Others were concerned that so much of the community’s talent in commerce and business lived outside the city limits and were unable to play a role in resolving important issues impacting the City, which in turn impacted the community at large.

Hotel. The Hotel was identified as a problem that many respondents didn’t know what to do about. Some expressed appreciation for the paint job and remarked favorably about the lights at night.

Others Receiving Mention. In order, they were: job opportunities, City Manager’s lack of people skills, McLaughlin Middle School and Spook Hill Elementary not part of charter school system, apathy, lack of city’s identity, Longleaf, fire fee, racial differences, aesthetics, citrus decline, drugs and adverse environment in the housing projects, lack of recreational director, Lake Ashton, code enforcement.

The priorities were predominantly economic. One respondent quoted a Mountain Lake observer who stated that Lake Wales is a place with “unlimited needs and limited resources.” Several respondents stressed the need to prioritize the expenditure of limited tax dollars. Two priorities were predominant. They were:

Economic Development/Job Growth.* The EDC was considered the best hope for quality industry and commerce to provide good jobs, expand airport to attract business, market Longleaf so it does not become a burden, and increase tax base to generate revenue. Several acknowledged business leaders also stated that the EDC efforts should be aimed at quality businesses that were “non-polluting — water, air, ground.” Other comments included the need for good zoning to keep out substandard development while being business friendly to quality businesses. Longleaf was viewed as both an opportunity and a potential albatross.

Downtown Development.* The top priority for many respondents was the redevelopment of downtown. Respondents often remarked that the health of downtown is a visible symbol of the health of the community. A lawyer remarked that “It’s pretty tough for the EDC to market a place with a declining center.” Repeated mention was made of downtown as the “heart” of the community. Sentiment was expressed for the proper utilization of the Community Redevelopment Agency, and return to a properly functioning Main Street Program employing a full-time downtown manager. The wishes were for more destination stores and shops, a good restaurant at night, “don’t let the Hotel define downtown,” more green space, “plants are cheap compared to structures,” one downtown without racial differences, “we’re all in this together,” and City inducement for private investment downtown.

After the two front runners, a number of other priorities emerged. In order, they were:

Emphasize the Positive. In order to offset the negativity, a number of respondents felt it was essential to have an organized campaign to emphasize the positive things that were being accomplished, and note the events that bring people together to work in the same direction, such as building on the educational successes of the charter schools.

Improve Gateways to the City. A number of mentions concerned the poor impressions given by the gateways to the City, particularly the approach on Highway 60 West of town. Recognition was given to the fact that such an effort would probably involve cooperation from the county.
Responsible Growth. Concern was expressed for managing the inevitable growth so as not to lose the small town charm that is the community’s distinctive characteristic. Several mentioned the need for a long term vision in place of the tendency to operate in a survival mode from one year to the next. The need to return to the Martin & Vargus Plan was expressed. A businessman emphasized the need for an established “brand” to be used as part of a long term vision.

Lake Wailes Park. Several respondents mentioned that the City cannot afford to duplicate Haines City’s Lake Eva Complex, but it can afford to cost-effectively beautify Lake Wailes Park as its public gathering place. Two respondents mentioned the concept of connecting Lake Wailes Park to downtown with a landscaped corridor which would provide access to the play park, recreational areas, and library and provide access for the downtown to a park-like setting that it does not otherwise have.

Other priorities mentioned: Need for high-end homes so local executives would have choices for living in town, code enforcement, manage traffic flow to and from Bok Tower to the economic advantage of the City and downtown, strengthen McLaughlin Middle School, strengthen B Street Center, defeat salary cap, recreation director, evaluate liability the City will have for pensions in the future, better working relationship with Polk County, stay alert with the legislature to avoid unfunded mandates.

Private investment in downtown property would be a major part of enhancing the tax base and increasing the resulting CRA increment. An analysis of downtown property ownership shows that investment from greater Lake Wales is already a factor in property ownership. Only 33.3% of the properties located in the downtown area are owned by city residents. Investment in downtown by those living in greater Lake Wales is already significant, comprising 34.4%. The remaining 32.3% of the ownership is based outside the Lake Wales Community. (See Appendix A)

The survey identified community consensus concerning certain weaknesses as well as the priorities that should be tackled in order to benefit the community. The application of the Lake Wales Way to those priorities and weaknesses might look something like the following:

Downtown. Downtown was identified in the survey as the number one weakness in the community and — after economic development/job growth*The Lake Wales Way is already in operation
for economic development, thanks to the
Chamber of Commerce’s nonprofit corporation,
its chief executive, and the work of competent
and able community volunteers on the Chamber’s
Board and Economic Development Committee. — was identified as the second greatest priority to be addressed for the benefit of the community. Fortunately, the pieces necessary for applying the Lake Wales Way to downtown are already in place:

1. The survey confirms the community consensus for downtown redevelopment.
2. The nonprofit corporation known as Lake Wales Main Street, Inc., the remnant of the earlier effort, is in place.
3. The operation of the nonprofit is based in the City’s downtown.
4. The City has the capacity to provide the same $100,000 seed money for Lake Wales Main Street, Inc. that it provided for the Greater Lake Wales Chamber of Commerce for the successful launch of the Economic Development Council. As with the EDC, a portion of this amount could be allocated for the employment of the full-time Main Street Manager as required by the National Trust for Historic Preservation, with the balance of the funds to go toward establishing a small office in downtown for a full-time operation.
5. The existing community volunteers in the present Main Street organization are available to do the work for the effort under the non-profit corporation and its full-time management.

Although not rising to the level of consensus, several other weaknesses and priorities could also benefit by the application of the Lake Wales Way. They are:

Leadership. The Lake Wales Way places a heavy reliance on competent, no-cost community volunteers. The City has a number of committees and boards that serve in an advisory capacity to the City Commission. The committees and boards should be restructured to better meet the present needs of the community.

Any limitations that restrict membership to City residents should be removed, so the City can capture and benefit from the talent and expertise that exists in the greater Lake Wales area. The City Charter was recently amended by the electorate to give the Mayor the authority to reach out, solicit, and appoint competent citizens to the City’s boards and committees, subject to the approval of the commission.

Lake Wailes Park. The City cannot afford to match Haines City’s Lake Eva Complex and its auditorium for public events. The City can afford to landscape and improve Lake Wailes Park as its public assembly point in a setting of exceptional natural beauty. As stated by a noted local horticulturalist, “plants are cheap compared to the cost of buildings.” The organizations that benefit from the present use of Lake Wailes Park — Lake Wales Art Show, Orange Blossom Revue, Pioneer Days, and others could consider using their events to raise funds for enhancing the Park, thereby improving the quality of their own events.

The City could well explore the application of the Lake Wailes Way to several proposals that have been made recently concerning the tie-in of the Lake Wailes Park to downtown and the Depot Museum. Lake Wailes Park and the bike path have a loyal patronage, the Park is the setting for several major community events (see chart above), and the Depot Museum will have to have a board or advisory commission for its operation. These interests could be combined into a nonprofit corporation for a Heritage Trail beginning at the Depot Museum, running along the property between Scenic Highway and the railroad tracks, passing by the historic railroad freight building, the Stuart House, the Library, the play park, picnic area, senior center and shuffle board courts, across Lakeshore Boulevard, through Lake Wailes Park and linking up with the bike path around Lake Wailes.

The non-profit corporation would perform the same function that has been successfully performed by the previously mentioned community-wide nonprofits. Once again, the City would provide the land and facilities and perhaps some seed money.

Arts Council Office. The Lake Wales Arts Council (as distinguished from the Arts Center) is a prime example of a successful organization that has employed the Lake Wales Way. Ever since Polk State College took over the Lake Wales Arts Center, the Arts Council — presently based in temporary quarters at the Arts Center — does not have a permanent home. The Historic Stuart House, now located at the intersection of Central Avenue and the railroad tracks, is a significant City structure with hardly any utilization. An arrangement could be worked out with the Arts Council whereby the Stuart House would become its headquarters with the City providing the space and the Arts Council providing the maintenance and upkeep of the structure. The location of the Arts Council in the Stuart House would enhance the Lake Wailes Trail and downtown, and provide a permanent home and community visibility for the Arts Council.

City Gateways. While not rising to the level of consensus, a great deal of mention was made of the need for improving the gateways to the City. This particular need is not as well adaptable to the Lake Wales Way as are others that would benefit from a non-profit corporation operated by community volunteers. In every instance, the gateways are at a boundary between the City and the county. Accordingly, this issue is probably best handled by the City in conjunction with the county.

Combating Negativity. The opposition to negativity did rise to the level of consensus. There will always be differences concerning the operation of City government. Dealing with negativity is a function of two elements: 1) how the negativity is handled by the City Commission and the City administration, and 2) devising a way to turn negative criticism into a positive.

First, the City Commission and the City administration should not fear or automatically react against dissent. Dissenters serve a valuable purpose and keep the leadership honest. Those in control should seriously consider criticism and make sure they have good answers for the malcontents. If good answers are not available, then the endeavor needs to be modified accordingly. The British value what they term the “loyal opposition” as a way of improving the final product. Lake Wales can do the same.

Second, the City should request of the media that the same space given to negativity also be given to the positive response. In addition, the City should not fear editorial opinion. In this part of the country, the media does its level best to be objective. Just because this objectivity may be in opposition to what one thinks it should be, doesn’t necessarily mean that the media is biased or prejudiced.