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From YouTube: City Council Meeting 10-18-17 Part 2
Description
Description
A
A
separate
element
on
the
living
shoreline
and
the
we
will
develop
the
project
timeline
align
this
update
with
our
other
planning
efforts,
such
as
the
build-out
and
transportation
study,
which
will
be
coming
to
you
at
the
end
of
this
year.
We
will
enhance
the
collaboration
with
our
other
city
departments.
As
we
move
forward,
we've
been
talking
with
the
engineering
staff
and
canal
maintenance.
If
there
are
areas
that
they
would
recommend
for
this
type
of
design,
we
will
incorporate
their
knowledge.
We've
talked
to
Gary
Disher
and
Kathy
Miller.
A
B
I,
don't
have
a
problem
with
the
concept
and
the
idea
I
would
like
to
see
more
information
about
how
it's
going
to
be
funded
before
I
approve.
It
I
think
we're
talking
about
a
lot
of
money
here
when
you
look
at
all
the
numbers
that
were
on
the
screen,
you
know
there's
quite
a
bit
of
money
involved
here
and
I
would
like
to
see
how
we're
going
to
fund
it
before
we
move
forward
with
it.
B
The
other
thing
I
would
mention
is
we're
talking
about
adding
mangroves
and
other
things
to
the
the
plan,
and
if
you
look
at
Ponce
Park,
there's
a
significant
amount
of
mangroves
that
now
block
the
view
to
the
water.
How
are
we
going
to
manage
that?
Because
it's
my
understanding,
we
can't
cut
them.
You.
A
C
Done
when
the
Vaati
first
went
up,
some
of
those
mangroves
went
all
the
way
up
to
actually
encroaching
onto
the
third
floor
and
all
time
I
think
they're
not
allowed
to
cut
so
much
at
a
time
as
I
recall,
but
then
over
a
period
of
time,
and
then
they
maintain
their
mangrove
at
that
specific
height.
So
you
just
don't
take
a
chainsaw
and.
A
A
Or
keep
in
mind
there
will
be
areas
that
we
won't
put
them
for
that
reason,
because
you
do
want
them
to
grow
you're
not
going
to
put
them
in
every
area.
It's
just
an
eye,
a
tool
in
our
box
that
we
could
utilize.
We
wouldn't
put
them
where
they're
going
to
cause
a
problem
later
on
I
think
was
that
what
you
were
gonna
did
you
want
to
speak
to
that?
Okay,
we
have
a
Christine
Shepherd
from
TNC
would
like
to
refer
to
the
funding
question
that
you
previously
added.
D
Hi
there
we
can
put
together
a
list
of
potential
funding
sources
that
we
think
we
can
use
to
implement
the
project
so
actually
put
the
projects
in
the
water
part
of
the
reason
that
the
the
need
for
this
plan
came
about
is
that
we
had
several
opportunities
to
apply
for
pretty
high
magnitude
funding
opportunities
of
several
hundreds
of
thousands
of
dollars,
but
the
projects
have
to
be
pretty
much
shovel
ready,
so
the
engineering
has
to
be
done.
The
partners
need
to
be
on
board
the
communities,
so
we
miss
those
opportunities
over
the
past.
E
I
mean
I'm
in
favor
of
it,
because
it
is
a
long
term.
I,
don't
know
what
the
years
would
be,
but
it
would
be
a
long
term
plan
that
we
would
have.
You
know
over
time
like
what
she
was
saying.
What
we've
had
already
we've
been
doing
over
time
and
we've
been
pretty
successful
with
what
we
put
down
on
paper
in
2009,
I,
guess
well,.
E
Definitely
would
like
to
see
it
included
in
this
rewrite,
just
because
with
then
we're
not
having
to
go
back
and
resubmit
it,
and
the
I
would
like
you
to
speak
to
about
maintenance
like
if
we
do.
If
we
do
a
project
like
your
pilot
project
with
the
Four
Points
by
Sheraton,
is
that
now
on
the
city
to
maintain
or
who's?
Actually,
the
owner
of
I
mean
I
know
it's
the
merged
land,
so
I
was
need
some
clarity
on
that
as
well.
Yeah.
H
I
would
agree
with
councilmember
Matthews
onto
some
of
the
thoughts,
because
my
initial
thought
was
the
15,000.
Why
didn't?
We
include
that
in
our
budget
as
we
went
forward
on
our
budget,
because
we
that
was
you
know,
April
was
we
were
still
in
them
in
the
midst
of
preparing
budgets.
But
your
comment
that
if
we
do
that
add
this
now
will
save
us
dollars
later
in
the
long
run,
so
I
think
that's
good.
H
H
Concern
about
this
themselves,
so
I
think
you
know
as
we
we
engaged
into
the
discussion
in
April
we're
all
in
favor
of
doing
this.
I
think
it's
it's
it.
You
know
it
speaks
for
itself
and
how
it
can
help
stabilize
the
sea
walls
in
the
shoreline
and
along
the
harbor
and-
and
so
it's
great
I
was
concerned
wondering
about.
If
the
area
around
the
Sheraton
is
a
pilot
project.
H
A
H
Their
I
know
that
they
built
the
seat.
They
built
the
harbor
walk
the
harbor
walk
there
and
I
know
that
it
was
there.
Some
problem
with
the
harbor
walk,
I
think
from
the
storm
there
did
I
hear
that
mentioned.
I
would
certainly
want
to
stabilize
this
everything
along
the
harbor
walk.
So
if
this
is
gonna
help
us
stabilize
the
harbor
walk
the.
E
C
I
just
got
a
couple
couple:
one
is:
is
being
married
to
a
very
intelligent
woman
who
writes
grants,
I've
learned
in
particular
in
her
work
recently
at
the
Botanical
Garden.
The
plans
come
before
the
grants,
there's
no
chicken
and
egg
here
good
argument.
Okay,
so
you
have
to
have
the
plan.
You
have
to
have
the
passion
to
get
that
plan
out
there
and
then
the
grants
come
the
people
that
don't
get
the
grants
are
the
people
that
say.
C
Oh
I've
got
a
great
idea
and
then
that's
as
far
as
they've
gone,
you've
got
to
be
pretty
methodical.
People
want
to
be
very
careful
with
them.
As
far
as
the
living
shoreline
goes,
it's
just
a
win-win
for
everybody
around
I'm,
particularly
interested
in
the
fact
that
we
want
to
re-establish
the
oyster
beds,
because
that's
a
great
way.
Mollusks
are
great
filters.
That's
a
great
way
to
increase
the
the
impure
the
purity
of
the
and
water
quality
of
the
harbor.
You
only
have
to
look
at
the
Lake
Erie
study.
C
The
Lake
Erie
was
once
a
dead
Lake
and
the
Mallis
brought
it
back
as
soon
as
you
took
the
nutrient
out
of
it
very
rapidly.
That
can
happen
here.
This
was
a
Harvard
that
had
a
very
robust
oyster
population
in
the
past,
it'll
stablish
it
and
it's
just
a
win-win
for
everybody.
We
may
never
get
to
quite
the
Bluewater
that
we
get,
although
you
don't
get
it
at
fort
myers
at
the
moment,
but
I
like
to
point
that
out.
C
I
E
Think
it
would
be
a
phased
approach
because,
like
they
were
saying
yeah-
and
we
know
this
from
the
MPO
and
every
other
funding
source,
if
you're,
not
if
you
don't
have
the
shovel
ready
project,
you
go
way
down
on
the
list.
You
know
we've
even
talked
about.
You
know
when
transportation
that
carmelita
intersection,
like
maybe
paying
for
the
engineering
just
so
we
could
move
ourselves
up
in
that
process.
E
I
F
G
Gonna
ask
the
representative,
the
partners
to
correct
me
if
I'm
wrong
in
what
I
say,
but
I
actually
was
an
attorney
for
what
was
then
what
is
now
the
Department
of
Environmental
Protection
when
the
state
was
adopting
its
first
mangrove
protection
regulations,
and
there
was
an
for
a
long
time,
a
battle
between
maintaining
the
mangroves
and
protecting
things
such
as
up
when
property
rights
of
view
and
and
I
went
back
and
forth
for
many
years,
and
local
governments
also
were
adopting
various
ordinances
to
address
the
same
kind
of
situation.
Until.
G
G
G
There
and
obviously
in
order
to
be
able
to
address
issues
that
you
brought
up.
That
is
the
opportunity
to
view
the
water
body
adjacent
to
the
uplands
there's
a
desire
to
what
they
call
hedge,
the
mangroves
that
trims
to
maintain
view.
Now,
unless
there's
been
a
change
in
the
law
that
I'm
not
familiar
with
this
kind
of
hedging
can
only
be
done
if
it
was
if
it
has
been
historically
been
done
even
before
the
state
statute
went
into
effect.
G
G
Actually
solves
a
problem
that
many
of
my
clients
in
the
private
sector
have
regarding
the
resistance
to
putting
mangroves
along
the
shoreline
that
otherwise
would
block
their
view
if
they
were
not
allowed
to
trim
down
to
this
this
height.
So
these
are
questions
that
need
to
be
explored
as
part
of
the
living
Shoreline
programs,
so
that
we
don't
put
ourselves
into
position
like
the
tiki
hut,
where
we
say
yeah
go
ahead
and
plant
the
mangroves
and
then
all
of
a
sudden
they
lose
their
view
and
same
thing
with
with
ponce
park.
G
You
know
we
may
not
have
the
ability
to
trim
the
mangroves
as
much
as
needed
below
you
know,
from
from
the
ground
up
or
or
from
and
I
think,
that's
probably
where
you
know
the
biggest
concern
is
or
to
lower
them
just
for
view,
if
that's
not
associated
with
a
residence
as
provided
for
in
the
statute.
So
two.
A
F
G
A
The
windowing
is
a
great
aspect.
We
have
it
here
over
by
the
City
Hall
on
the
old
Justice
building.
You
can
look
at
the
windowing
along
the
red
up
roadway,
looking
out
it
frames
the
the
harbor
beautifully.
If
you
have
a
chance,
walk
down
that
pathway
and
and
check
it
out,
it's
absolutely
gorgeous.
The
other
thing
is
again:
we
are
not
going
to
be
using
mangroves
in
areas
where
it
would
create
a
problem
that
we
realize
that
we
want
people
to
buy
into
this
idea.
We
don't
want
to
increase
any
issues
with
them.
G
My
suggestion
is
not
to
what
you're
trying
to
do,
but
with
through
the
auspices
of
this
program,
which
which
was
not
conceived
of
when
the
state
legislature
adopted
their
regulations.
In
conjunction
with
this
program,
you
could
come
up
with
new
amendments
to
that
code.
That
would
facilitate
and
enhance
the
opportunity
for
shoreline
living
shorelines
like
this.
F
I
To
do
too,
this
is
legalistic,
but
if
there
was
no
pre-existing
mangrove
I
mean,
could
it
be
said
that
historically
that
because
you're
saying
that
there
was
an
historic
you
know
in
terms
of
that,
it's
not
having
it.
Could
that
not
be
an
historic
argument:
yeah
for
nine,
the.
G
H
E
G
G
G
Suggest
that
when
we
were
doing
the
repr
meeting
of
the
of
the
marina
and
we
have
a
hedged
mangrove
there,
that
I
asked
the
question
and
we
were
able
to
satisfy
the
questions
that
that
has
historically
been
hedged.
Otherwise,
you
know
the
the
places
that
that
the
new
buildings
around
the
marina
would
have
had
a
difficult
time,
seeing
the
water
from
the
trees
that
would
have
been
going
up.
H
H
A
E
K
Morning,
madam
mayor
and
members
of
council
for
the
record
Dave
dimaggio
aqua
marketing
communications,
I'm
joined
today
by
our
vice
president
of
strategic
campaign
communications.
Mr.
Elliot
Cohen,
about
a
year
ago,
Aquos
was
selected
through
RFP
to
examine
the
city's
brand,
develop
a
city
brand
and
also
look
at
long
term
strategic
communications
for
the
city.
So
we're
here
to
tell
you
the
outcome.
K
At
this
point,
we
were
here
in
July,
giving
you
some
sort
of
report
on
the
discovery
process
and
some
preliminary
research,
but
also
develop
giving
you
our
three-year
look
at
the
plan
at
that
point.
So
we're
at
the
conclusion
and
we're
here
to
report
today
the
conclusion
of
that
and
to
move
on
so
our
assignment
today.
Our
agenda
day
wasn't
tell
you
about
the
remind
you
of
the
assignment
the
branding
process,
we'll
review
that
the
conclusions
of
that
process,
our
brand
recommendation,
and
then
we
want
to
go
over
our
strategic
communications
plan
forward
the
year.
K
2018
just
a
reminder
what
our
goal
and
her
assignment
was
was
to
find
the
brand
of
the
city.
Punta
Gorda
divides
a
long
term
strategic
communications
plan
and
the
process
that
we
used
was
that
first
we
took
an
inward
look,
but
we
also
had
an
outward
look
for
that.
What
this
did
is
provided
as
an
understanding
of
really
the
place.
K
What
is
Punta
Gorda
also
of
the
people
we'd
be
talking
to
the
people
that
encounter
the
city
of
Punta
Gorda
encounter
the
brand,
but
also
gave
us
a
look
at
those
things
that
might
invite
or
impose
an
alternative
choice
for
the
city
of
Punta
Gorda.
Within
that
process
the
brand
is
divulged
and
also
how
we
can
proceed
forward
with
communication.
The
process
we
use
the
first
step
was
a
brand
review.
Is
there
any
brand
in
place
for
the
city?
K
There
was
some
attempt
at
branding
earlier
there
were
a
number
of
people,
who've
done
a
great
job
and
doing
their
best
job
and
seeing
what
we
could
do
to
brand
what
the
city
was,
but
there
was
really
no
formal
brand
process
that
we've
just
come
through
and
used
over
the
next
year.
Last
year.
There
was
really
nothing
really
formally
adopted
by
the
city
in
such
a
way
that
we're
proposing
today.
K
We
also
did
a
community
attributes
assessment,
so
this
is
basically
aqua
staff
on-site.
Here
we
visited
over
more
than
25
areas
of
interests.
We
got
the
city,
so
we
had
an
idea.
What
really
is
a
city
now
aqua
had
some
idea
what
Punta
Gorda
was.
We
also
have
the
contract
for
County
tourism,
but
this
was
great.
K
This
is
eye-opener
was
a
much
deeper
look
at
what
the
city
was
and
boots
on
the
ground
and
being
really
does
see
it
and
touch
it
and
understand
it
in
a
way
that
we
hadn't
had
before
we
also
looked
at
the
promotion's
in
communications,
history
of
the
city.
Now
the
city
you
know
of
its
el
city,
government,
really
hasn't
promoted
the
city
and
such
a
wife
to
tourists
or
potential
relocate
errs,
but
there
are
plenty
of
other
people
who
have
done
that
our
attempted
to
do
that.
K
So
we're
aware
of
that,
whether
that
was
a
chamber
or
a
County
tourism
or
a
dscanner
UDC.
So
we
became
aware
of
that
history,
but
we
did
see
that
the
city
itself
has
a
has
a
very
good
inward
communications
effort,
a
lot
of
channels
in
involved.
There
communicates
very
well
to
its
citizens
is
just
not
a
real
external
community
to
others.
We
did
look
at
the
history
of
key
stakeholder
participation.
K
What
we
mean
by
this
is
there
people
in
town
here
who
really
are
pretty
much
saying
things
about
Punta
Gorda
they
need
to
in
order
to
do
their
business.
Many
of
them
do
so
actively
instead
of
many
times
in
court
nationwide,
this
city,
but
they
were
out
there
defining
whether
we
like
it
or
not,
they're
defining
Punta
Gorda.
For
us.
The
thing
we
looked
at
was
inquiry
fulfillment.
K
What
we
mean
by
that
that,
when
people
have
a
desire
to
know
about
Punta
Gorda,
maybe
their
visitors
or
maybe
they're,
considering
relocating
a
business
or
they're
considering
just
moving
here,
what
do
they
go
through?
What
are
the
steps
that
they
go
through
now?
The
city
itself,
of
course,
will
do
some
of
this,
but
it's
mostly,
this
has
been
handled
by
others,
and
we
were
able
to
look
at
data
that
others
have
had,
such
as
County
Tourism
or
maybe
the
chamber
or
local
reorders.
Just
what
who
is
asking
for
it
information?
K
How
and
how
are
they
making
those
decisions?
We
also
did
stakeholder
input.
We
over
six
day
period,
we
had
one-on-one
interviews
with
more
than
60
key
stakeholders
throughout
the
community.
Terrific
insights
for
us.
These
are
people
too
right
here
in
the
community.
Have
a
history
in
the
community
longtime
associations
with
the
community
so
able
to
Vitus,
provide
us
tremendous
amounts
of
insights.
It's
a
very
broad
and
diverse
group
of
people
representing
residents
and
business
people
and
others
throughout
the
community.
K
Along
with
that,
we
also
performed
a
citizen
survey.
So
over
a
three-week
period,
we
had
online
the
same
sort
of
questions.
We
were
asking
people
during
our
stakeholder
analysis.
We
had
over
400
citizen
responses
to
that.
We
were
very
surprised
at
that.
That
sort
of
turnout,
so
we
had
a
lot
of
good
input
from
the
citizens
along
the
same
lines
of
questioning.
K
We
also
took
a
past
target
research
and
what
we
mean
by
that
is
what
information
do
we
have
about
people
that
have
come
to
Punta
Gorda
and
what
sort
of
how
did
they
make
those
decisions?
Now
again,
the
city
itself
had
never
done
this
before,
but
there's
others
that
had
had
some
data,
whether
it
was
County
Tourism,
the
EDC,
the
chamber,
realtor
groups.
They
did
have
some
data
and
some
of
them
had
actual
research,
so
we're
able
to
get
some
idea
of
how
who
was
coming
from
where
when
for
what
reason
they
were.
K
The
thing
we
did
was
an
alternative
review
and
analysis.
What
we
mean
by
that
we
looked
at
communities
that
were
somewhat
seen
to
be
somewhat
similar
to
Punta
Gorda.
That
came
through
this
process
that
you
see
so
far
enumerated
through
this
process.
We
were
able
to
hear
from
people,
particularly
key
stakeholders
that
had
made
a
decision
to
be
here.
What
cities
have
they
also
considered
or
what
cities
they
seem
very
similar
to
Punta
Gorda.
This
gives
it
gives
us
tremendous
insight
as
to
how
people
actually
view
Punta
Gorda.
K
What
is
Punta
Gorda
had
and
the
other
thing
we
did
is
we
looked
at
target
history
and
the
relocation
patters.
Where
are
people
coming
from?
When
did
they
do
that?
How
did
they
make
that
decision
to
relocate
to
the
area?
And
the
other
thing
we
did
at
this
point
was
formal
research.
We
basically
put
together
a
panel
of
people,
who've
been
relocated
to
the
area.
There
was
residents
or
business
people
over
the
last
five
to
ten
years
and
really
drew
insights
from
them,
asked
formal
questioning
as
to
how
they
made
this
decisions.
K
K
After
that,
we
were
able
to
actually
come
up
with
some
brand
conclusions?
What
do
we
think
the
brand
could
be
for
the
city
and
what
sort
of
communications
needs
might
we
have,
and
then
we
were
able
to
test
that
so
here's
some
of
the
things
that
were
discovered
through
that
process,
I
mean
Preda
Gorda,
is
extraordinarily
unique.
I
think
you
all
know
that
has
a
very
unique
sociology
government
communication,
I
said
is
focused
internally,
so
moving
forward.
One
look
at
an
external
communication.
K
Really
there
was
no
brand
in
place,
but
that
gave
us
an
opportunity
to
really
define
it
from
from
scratch.
Others
had
been
defining
what
porn
at
Punta
Gorda
has
some
of
those
key
stakeholders
and
others
really
are
out
there
with
a
good
amount
of
money
and
a
good
amount
of
effort
to
be
able
to
say
what
they
see
the
thing
Punta
Gorda,
which
is
a
real
opportunity
for
the
city.
K
The
city
now
can
basically
join
that
conversation,
if
not
define
that
conversation
and
really
can
kind
of
control
its
own
destiny
and
say
who
and
what
it
does.
The
city's
growth
and
economy
was
very,
very
much
driven
by
visitation,
so
people
typically
found
the
city
because
they
had
visited
for
one
reason
or
another,
so
visitation
very,
very
important.
So
when
we
talked
about
talk
about
external
communication
of
who
our
key
stakeholders
are
it's
very
important
that
we
understand
that
concept.
K
There
is
a
potential
appears
for
a
generational
relocation
gap
and
what
we
mean
by
the
people
that
have
relocated
to
the
city.
There
has
been
a
traditional
pattern:
they
have
a
certain
age,
but
what
we're
seeing
is,
as
the
population
changes
across
the
country,
there
could
be
a
relocation
gap.
It's
just
a
matter
of
generational
shifts.
It
may
be.
We
right
now
are
still
getting
number
of
people
that
are
choosing
Punta
Gorda.
But
if
you
look
at
demographics
we
could
be
a
gap.
K
Okay,
which
means
that
we,
if
we
are
going
to
preserve
what
tunnel
cord
it
is,
we're
probably
have
to
fight
for
every
relocation.
Every
new
business
every
resident
we
have
the
other
thing
that
we
found
out
so
people
that
people
want
what
attracted
them
to
Punta
Gorda.
They
want
to
preserve.
Okay,
we
love
Punta
Gorda
and
we
want
to
preserve
it
and
we
want
to.
We
want
what
attracted
us
and
so
that's
very
important
as
we
move
forward.
K
We
know
how
to
communicate,
who
and
what
we
are,
but
to
what
other
people
have
a
tract
have
been
attracted
to
there.
The
thing
that
came
up
was
this
idea
of
a
reasonable,
appropriate
growth
found
out
change.
People
realize
change
is
going
to
happen.
Growth
is
going
to
happen
and
that's
acceptable,
but
it's
acceptable
if
it's
appropriate,
so
we
were
able
to
find
that
the
real
consensus
there
on
the
growth
issue
was
the
appropriateness
and
that's
where
we
have
to
find
consensus
moving
forward.
So
it's
not
so
much
that
we
don't
want
to
grow.
K
We
don't
want
to
change
at
all.
We
realize
we're
going
to
have
to
have
some
growth
to
maintain
what
and
preserve
what
we
have,
but
it's
just
by
a
matter
of
finding
our
consensus.
Now,
when
it
gets
to
actual
brand
considerations,
water
is
very
central
to
the
city
and
its
attraction.
A
lot
of
people
may
even
made
the
decision
because
of
its
proximity
of
the
water.
K
The
harbor
is
much
more
than
just
a
body
of
water,
it's
very
central
to
recreation
and
and
all
sorts
of
things,
really
the
concept
of
what
the
harbor
is
and
what
it
means.
The
community
is
very
important.
We
found
out
that
Punta
Gorda
is
much
more
of
a
community
than
a
town.
A
lot
of
people
love
the
inner
relational
is
the
relationships
they
have
here.
K
It's
very
interrelated,
a
lot
of
groups,
it's
much
more
of
a
neighborhood
they
described
it
to
us,
is
very
Mayberry
and
very
Americana
very
much
an
enclave,
and
it's
very
real
and-
and
we
also
don't
want
to
forget
it's
Florida,
so
we
design
a
brand.
We
don't
want
to
lose
sight
of
that.
So
when
people
are
deciding
they're
going
to
really
relocate
here
for
either
residential
relocation
over
business,
relocation
being
in
Florida
is
to
first
tick
on
the
list.
K
Now
the
conclusions
that
we
made
through
this
process
before
we
define
the
brand
and
then
went
back
and
tested
that
through
research
is
again
there
wasn't
a
brand
in
place.
The
similar
cities
that
we
looked
at
did
have
same
brand
elements
in
place
and
we
looked
at
how
they
define
themselves.
We
want
to
make
sure
that
we
are
aware
of
this,
and
once
we
defined
of
our
own
brand,
because
we
want
to
be
able
to
sure
that
we
can
compete
and
also
be
seen,
is
very
distinctive
from
those
other
cities.
K
We
need
to
be
very
aware
of
adjacent
cities,
and-
and
there
are
different
reasons
for
this
now
fort
myers
as
we
go
through
our
process,
has
also
been
going
through
the
same
process.
We
haven't
heard
the
conclusions
as
of
yet,
but,
as
you
know,
by
Babcock
Ranch
is
quickly
coming
out
of
the
ground
and
northward
itself
rebranded
a
few
years
ago.
K
The
thing
we
need
to
consider
is
how
the
Discovery
respondents
described
those
similar
cities,
so
they
described
them
as
small
and
intimate
and
charming
with
walkable
downtown's
and
it's
shopping
and
dining
district.
They
described
it.
These
cities
had
proximity
to
water,
the
headaches
they
were
historic
and
somewhat
preserved,
and
we
were
in
Florida
important
for
us
to
note
this
because,
as
they
describe
those
as
similar
cities,
this
is
a
that
they're
describing
Punta
Gorda
as
well,
but
specifically
how
they
described.
K
Punta
Gorda
as
intimate
and
connected
and
relaxed,
and
safe
and
historic,
and
very
much
a
small
town
and
not
a
city.
It
feels
more
like
a
neighborhood
and
it's
not
just
a
town.
It's
community,
the
fact
that
Harborside
came
up
so
much
in
the
harbor
itself
and
a
hometown
feeling
I
think
that
hometown
feeling
resonated
very
well
with
people
a
lot
of
people.
We
talked
to
said
that
you
know
they'd
made
the
decision.
They'd
come
from
place.
That
was
hometown
and
they
came
here
and
were
surprised
that
now
they
felt
that
this
was
their
hometown.
K
The
other
thing
we
had
to
consider
was
the
branding
of
area
partners.
Now
why
this
is
important,
as
we
have
to
study
how
they
are
expressing
themselves,
how
are
they
putting
themselves
out
there
in
many
ways?
We
want
to
be
sure
that
we
work
cooperatively
with
these
folks
going
forward
and
we
don't
want
to
create
a
brand.
That's
going
to
be
in
stark
contrast
to
them.
We
also
had
to
consider
the
conclusions
I've
discovery
in
that
appropriate
growth
that
we
talk
to
as
well.
We
talked
about
as
well.
K
We
also
know
this
gotta
resonate
with
all
our
targets
and
the
main
targets,
we're
looking
as
potential
existing
residents
potential
existing
businesses
that
could
come
to
the
city
and
also
visitors
during
that
consideration
of
visiting
the
city
and
also
during
the
your
experience
here.
So
here's
our
brand
recommendation,
we're
gonna,
explain
it
to
you
as
far
as
a
positioning
statement,
a
brand
description
and
a
brand
promise
and
then
key
words
and
phrases.
So
the
positioning
statement
is:
how
do
we
position
u-visa
V
other
cities?
How
are
you
different?
K
This
is
something
very
written:
it's
really
not
for
the
public,
but
it's
an
internal
look.
So
this
is
how
we
position
Punta
Gorda
protagoras,
the
one
florida
mr.
paladin
municipality,
that
offers
the
best
of
American
small
town
attributes
and
one
may
be
the
state's
most
picturesque,
enjoyable
and
accessible
waterfront
Destin.
If
you
look
at
that,
that's
not
Orlando,
that's
not
Miami!
It's
not
even
Fort
Lauderdale,
it's
not
for
Myers.
Excuse
me:
it's
not
bad
ranch,
so
I
good
positioning
when
the
state
as
to
who
and
what
we
are
now
the
brand
description.
K
Let
me
just
stop
quickly,
because
when
you
talk
about
branding
this
is
it.
This
is
where
the
rubber
hits
the
road
you
want
to
know
what
your
brand
is.
This
is
how
we
articulating
them.
Putter
Gorda
is
one
of
Florida's
most
relaxed
to
peaceful
communities,
with
an
historic
ambiance
and
intimate
feeling
it's
a
small
town
that
seems
more
like
a
neighborhood
and
with
a
citizenry,
that's
connected
involved
and
concern
for
their
town
and
each
other.
It's
more
than
a
town.
It's
a
true
community.
K
It's
what
so
many
of
its
residents
has
been
a
lifetime
seeking
and
now
a
found
in
a
place.
That's
truly
a
harbor
offering
safety
comfort
and
a
place
to
set
forth
on
more
of
life's
great
adventures.
No,
the
promise
of
all
that.
What
are
we
promising
through
the
brand
is
described
as
this
Punta
Gorda
promises?
What
so
many
people
are
looking
for
in
Florida
a
laid-back
community
where
residents
know
one
another
engage
one
another
enjoy
life
together
and
what
may
be
Florida's
most
relaxed
tropical
Harbor,
solid
destination?
K
Now,
there's
some
core
elements
and
brand
personality,
and
as
we
go
to
communicate
through
our
communications
plan,
we
want
to
make
sure
that
we
understand
the
core.
The
personality,
we're
saying
that
Punta
Gorda
the
brand
itself,
its
protagoras
warm
and
friendly,
and
secure
and
relaxed,
while
reflecting
a
sense
of
security
and
community
and
middle
American
values
it
does
give.
We
do
have
words
that
really
create
a
language
for
us
that
really
reflect
that.
So
you'll
see
these
words
in
our
communication
moving
forward.
K
K
Then
we
took
this
to
conclusions,
testing
and
again,
more
research,
so
research
and
top
of
research
on
top
of
research.
What
we
did
and
weekend
we
had
respondents
composed
of
residents,
business
owners
and
key
now
key
city
staff,
so
large
group
of
people
that
knew
the
city
had
made
a
decision
to
be
in
the
city.
Key
city
staff
were
involved
because
at
some
point
and
they
were
going
to
have
to
represent
the
brand
and
adopt
it,
so
their
input
became
very
important
to
us.
K
At
this
point,
we
did
present
that
position
statement
the
brand
the
brand
promise,
but
we
also
presented
a
variety
of
potential,
taglines
and
logos
for
them
to
consider
that
were
developed.
We
did
find
ample
support
for
the
recommended
brand,
which
was
a
good
thing
also.
They
did
indicate
to
us
which
logo
and
tagline
may
best
serve
the
purposes.
The
city's
branding
and
communication
moving
forward
and
the
summary
tagline
out
of
many
that
were
developed
and
presented
to
these
groups
was
this.
K
This
is
the
one
that
they've
referred:
Florida's,
Harborside,
hometown,
okay,
again
Florida's
in
their
Harbor,
the
concept
of
harbor
in
hometown
being
that
aspect
that
so
many
people
have
found
here,
the
sense
of
community
the
sense
of
neighborhood
now
the
logo.
Out
of
all
the
logos
developed.
This
was
the
winner.
You
see
here.
A
very
casual
warm
approach
are
the
harbor,
the
sunset
you
see
the
land
there.
The
designer
would
want
to
point
out
the
land.
There
is
a
phat
point,
Punta
Gorda.
K
So
that's
what
that
is
the
the
typeface
that
you
see
there
actually
through
research,
the
groups.
This
wasn't
the
original
typeface
of
associated
with
the
logo,
but
the
groups
of
research
said
that
typeface
works
really
well
we'd
like
to
see
that
with
that
logo.
So
that's
what
you
see
today
now
it
is
our
recommendation
today,
then,
as
a
resort
of
the
extensive
process
have
been
through
over
the
last
year,
the
significant
amount
of
research
to
stakeholder
than
citizens
input,
as
well
as
the
the
analysis
and
the
various
Co
factors.
We've
discussed.
K
It's
one
thing,
however,
to
have
a
brand,
but
when
you
start
to
get
into
things
like
strategic
communications,
now
you're
doing
the
you
process
a
branding
okay,
so
you
can
have
a
brand
you
can
put
on
the
shelf
and
nor
it
and
never
have
it.
But
you
start
using
it
in
your
communications
and
that's
where
branding
comes
in
and
to
talk
about
our
strategic
communications
plan
for
2018
as
Elliot
Cohen.
J
Good
morning,
madam
mayor
members
of
the
council,
mr.
city
manager,
good
morning,
I
am
Elliot
Cohen
with
aqua
marketing
communications,
as
Dave
mentioned.
Obviously,
we
are
going
to
transition
in
2018
from
brand
to
brand.
Essentially
is
the
implementation
of
what
we
have
put
together.
We've
presented
and
put
together
a
branding
guide,
which
is
a
starting
point.
The
branding
guide
will
be
the
guidelines
for
what
to
do
with
what
it
is.
J
We've
been
talking
about
how
to
best
use
it
to
implement
throughout
the
city,
in
both
internal
and
external
communications,
and
obviously
it
centers
on
the
brand
that
we've
come
up
with.
As
a
reminder,
the
whole
process
that
we
are
undergoing
here
today
is
rooted
in
your
strategic
plan.
The
strategic
plan
calls
for
two
things
specifically
identify
the
city's
brand
and
market
its
lifestyle
and
infrastructure
qualities
with
the
assistance
of
many
partners,
and
the
strategic
plan
also
call
calls
for
develop
a
cost-effective
strategic
communications
and
marketing
plan
for
the
city.
J
The
communications
plan
objectives
that
will
be
implemented
in
2018.
The
first
objective
is
reclaim
the
leadership
role
in
defining
the
city
through
coordinated
communications
efforts.
This
refers
back
to
what
Dave
was
talking
about
how
the
city
for
the
upcoming
year
will
really
start
defining
itself
talking
about
itself
using
the
branding
the
logo
and
the
tagline
to
really
shape
the
public
perception
of
itself,
provide
tools
for
city
leadership
and
key
community
stakeholders
to
adopt
and
promote
city
messaging
and
branding.
J
This
doesn't
work
unless
it
is
embraced
and
adopted
by
key
community
stakeholders,
members
of
the
community
that
look
at
this
because
they
are
truly
the
ones
that
communicate.
Obviously,
communication
emanates
from
the
dais.
It
emanates
from
City
Hall,
but
really,
if
you're
going
to
successfully
brand
a
city,
it's
got
to
be
adopted
by
the
public
at
large
and
they
really
have
to
love
it
and
promote
it
as
well,
educate
both
city
leaders,
ship
and
key
community
stakeholders
regarding
city
messaging
and
branding.
J
When
the
public
talks
about
the
branding
of
Punta
Gorda,
they
need
to
know
what
they're
talking
about.
They
need
to
understand
the
mission
statement.
They
need
to
understand
the
positioning
statement.
They
need
to
understand
the
thinking
behind
it,
so
they
can
articulate
it
not
only
in
what
it
is
they're
presented
with
the
logo,
but
in
anything
that
they're
gonna
use
to
represent
the
city,
it
needs
to
represent
a
consistent
look
and
feel
of
what
the
city
is
all
about:
centralized
city
communications
to
ensure
consistent
consistency,
quality
control
and
message
discipline.
J
This
will
also
be
a
goal
for
the
upcoming
communications
plan
in
year.
One
this
deals
with
taking
a
comprehensive
look
at
how
the
city
itself
communicates
and
creating
new
policies
and
new
procedures
to
change
the
way
the
city
communicates
to
for
quality
control
and
message,
discipline
and
finally
develop
a
consensus
to
support
an
economic
development
strategy
focused
on
an
appropriate
future
growth
that
refers
back
to
that
appropriate
growth
consensus.
That
was,
that
came
out
of
the
research
that
was
done.
J
So
the
strategic
communications
plan
is
a
three
year
plan.
It
has
specific
goals
for
all
three
years
year.
One
the
goal
is
focus
on
the
development
of
essential
tools
to
effectively
promote
the
city's
attributes
and
consistently
communicate
its
messaging.
When
we
move
into
year
two,
it's
going
to
be
the
implementation,
use
tools
to
implement
tactics,
to
create
a
multi-phase,
highly
visible
campaign
to
promote
the
city
of
Punta
Gorda
to
several
target
groups
and
year
three
incorporate
longer-term
measures
such
as
capital
projects
to
further
promote
brand
and
encourage
perpetual
ongoing
awareness.
J
So
that
is
the
three-year
plan
where
we
are
today
in
the
process.
Just
as
a
reminder,
the
plan
was
presented
to
council
back
in
July.
We
are
now
at
the
beginning
stages
of
the
year.
One
implementation
where
specific
tactic,
TAC
TAC,
--tx
and
actions
will
take
place.
So
what
is
the
goal
for
year,
one?
What
will
be
driving
the
the
plan
for
the
next
12
months?
J
The
goal
is
to
develop
strategies
and
tactics,
to
encourage
community
support
for
an
appropriate
growth
approach
to
future
development,
the
adoption
of
new
city
vision,
messaging
and
branding,
and
the
implementation
of
changes
to
the
city's
communications
protocols
to
improve
message
and
brand
discipline.
That
is
what
will
be
driving
us
for
the
next
12
months.
There
is
a
12
month
plan
that
has
been
put
together.
As
you
can
see,
it
is
spread
out
into
many
phases.
We're
not
going
to
we're.
Just
gonna
touch
the
surface
of
them.
J
Obviously,
here
today
there
are
some
actions
that
are
planned
to
take
place
immediately.
These
are
the
priorities
that
we
are
going
to
start
implementing
as
soon
as
we
get
the
go-ahead
and
as
soon
as
it
it
gets
the
approval.
One
of
the
first
immediate
actions
is
the
planning
and
facilitation
of
City
Council
workshops
to
discuss
for
discussion
on
brand
execution
and
messaging.
This
is
with
your
approval.
This
is
with
this
is,
if
a
direction
you
want
to
go,
and
it
would
be
an
opportunity
to
present
a
different
forum
for
the
members
of
council
to
discuss.
J
Where
do
you
want
the
city
to
go
and
how
you
want
this
process
to
look
and
how
you
want
it
to
look
forward?
So
should
it
be
the
pleasure
of
the
council?
That's
the
first
step
to
implement
begin
review
of
city
internal
department
opportunities
to
apply
the
branding
and
visioning.
This
is
going
to
be
the
immediate
start
of
taking
a
look
at
how
the
city
currently
communicates.
Where
can
we
start
immediately?
J
Implementing
the
brand,
what
is
the
low-hanging
fruit
where
we
can,
we
can
really
get
in
there
and
start
getting
a
foothold
in
getting
the
new
brand
out
to
the
public
in
various
forms.
Begin
a
review
of
the
city,
social
media
website,
electronic
communications
to
reflect
brand
and
vision
again
same
concept.
This
is
focusing
on
the
electronic
communications
of
the
city
and
then
another
immediate
step
is
going
out
to
the
public,
putting
together
VIP,
branding
and
visioning
briefings.
J
We
want
to
make
sure
that
city
staff,
the
VCB
business
leaders,
team,
Punta,
Gorda,
the
economic
development
partners
that
you
have
and
others
to
make
sure
that
they
have
a
clear
understanding
as
to
what
the
brand
positioning
is.
What
Punta
Gorda
is
what
the
research
has
led
us
to
and
and
and
what
it
is
we're
going
to
be
doing
over
the
next
12
months.
Other
immediate
actions,
as
you
are
aware,
you
are
in
the
process
of
hiring
seeking
and
hiring
a
Communications
Manager
aqua
will
be
assisting.
J
However,
the
city
deems
appropriate
with
identification
and
recruitment
of
the
new
communications
manager
should
it
be
desired.
We
will
work
with
the
new
communications
manager
on
implementation
of
the
new
branding
to
make
sure
that
whoever
is
hired
understands
the
thinking,
the
feeling
behind
what
we've
gone
through
for
the
last
12
months
or
so
and
has
a
clear
vision
as
to
how
to
implement
it
and
consult
on
the
creation
of
new
citywide
communications
procedures.
J
Basically
taking
a
look,
as
we
mentioned,
the
overall
way,
the
city
communicates
and
and
putting
together
new
procedures
for
that
as
well
longer
term
for
the
neck
for
the
12
months.
Drafting
of
branding
talking
points
collateral.
This
is
not
only
for
members
of
the
city
members
of
the
council,
but
this
is
for
the
public
at
large.
When
someone
asks
you
what
is
punta
gorda,
we
want
to
make
sure
that
there
is
a
consistent
answer
to
that.
J
On
the
new
communications
procedures,
formation
of
a
blue-ribbon
panel
on
responsible
planned
growth,
we
talked
about
the
appropriate
growth
consensus
that
came
out
of
the
research.
We
are
going
to
explore
that
and
we're
going
to
have
a
conversation
with
key
stakeholders
in
the
community
and
Ament,
eventually
the
community
at
large,
about
what
appropriate
growth
means
and
the
best
ways
to
move
forward
with
that
set
up
organize
and
present
growth
and
development
briefings
to
key
partners.
Key
stakeholders,
team
Punta,
Gorda,
the
business
community,
same
concept
that
we're
going
to
implement
now
with
regard
to
the
branding.
J
We
want
to
also
make
sure
that
the
community
is
part
of
the
process
that
they
have
an
understanding
that
that
key
members
that
have
been
part
of
this
conversation
in
this
city
for
many
years.
We
want
to
make
sure
that
they
continue
to
be
a
part
of
that
conversation
and
the
creation
and
maintenance
of
new
externally
focused
City
social
media
channels.
J
This
is
sort
of
getting
down
the
road
of
the
of
the
12
months,
but
David
mentioned
that
the
city
does
a
very
good
job
of
communicating
internally
to
constituents
to
people
that
are
here,
we're
going
to
explore
new
channels,
new
opportunities
for
the
city
to
take
those
communications
and
point
them
externally
to
people
that
are
that
are
not
currently
here
in
the
city
and
finally,
redesign
of
existing
city
printed
materials,
banners
vehicles
and
other
public
materials
to
reflect
the
new
branding
standards.
So
again
that
will
be
year,
one.
J
Obviously
it's
a
three
year
plan:
you're,
not
just
gonna,
have
a
three
year
identity
for
the
city.
This
is
going
to
go
on
for
a
long
time,
so
we
want
to
make
sure
that
we
put
tools
in
place
that
make
sure
that
the
branding
and
the
vision
and
the
concept
of
what
we're
doing
here
lasts
for
quite
a
long
time.
Thank
you
very
much.
For
your
time,.
E
F
As
we
discuss
this
we're
asking
for
two
decisions
today
and
that
is
to
adopt
the
recommended
brand
Florida's,
Harborside,
hometown
and
logo,
and
to
move
forward
with
year
one
of
the
communications
plan.
So
that's
the
REC,
that's
the
direct
recommendation.
Coming
from
this,
we
are
in
the
process
of
accepting
Communications
Manager
positions,
there's
a
lot
of
them
reviewing
the
applications
and
we
will,
with
that
interview
process,
November,
December,
I,.
E
Want
to
thank
you,
know,
you've
gone
through
this
for
the
county
and
now
the
city
and
it's
a
very
thorough,
thorough
job
that
you've
done
with
the
research
and
everything
and
you've
really
come
up
with
a
good
product.
Knowing
that
this
is,
you
know
more
of
an
external
deal
for
the
city,
which
is
a
new,
a
new
concept
for
us
really
and
a
needed
I
think
it's
definitely
needed,
and
this
is
the
right
time
and
I
want
to
commend
you
on
the
job
that
you've
done.
I.
I
Can
say,
I'm
a
tangible
level.
This
is
something
that
is
needed.
I'm
in
discussion
was
several
people
about
doing
on
residential
and
commercial
development
downtown
and
just
not
having
ready
materials,
something
they
can
clearly
articulate
who
we
are
and
in
what
we're
doing.
This
is
just
a
needed
piece.
I
would
literally
have
to
put
stuff
together
plus.
On
the
same
note,
we
had
the
fastest
growing
airport
in
America,
but
we
don't
actually
see
enough
of
the
results
in
the
community,
and
this
is
one
of
those
things.
I
This
is
one
of
these
bridges
that
can
help
us.
You
know
right
now
we're
pretty
much
pouring
water
on
the
ground,
and
we
need
to
be
able
to
articulate
that
this
growth
in
our
south
and
eastern
parts
of
the
city
that
we're
able
to
do
is
I
think
this
is
just
a
very,
very
important
piece
of
our
articulating
who
we
are
and
also
when
people
come
here,
how
they
need
to
fit
into
our
world
and
really
not
be
obtrusive.
But
how
like
compliment-
and
you
know-
really
make
Punta
Gorda
better
place.
H
Yes,
I
commend
aquifer,
really
helping
us
move
forward.
There
are
those
of
us
that
have
been
involved
engaged
in
this
process
for
a
long
time,
and
so
some
of
the
research
is
re-editing
to
us
and,
and
we
it's
it's
great
and
I
know.
I
may
have
my
own
particular
thoughts
on
things
but
I'm
just
one
person,
and
so
the
research
bears
things
out
and
I
struggle
with
the
word
hometown.
H
I,
like
I,
mean
I,
get
it,
but
I
struggle
with
the
word
hometown
and
when
I
heard
Dave
mentioned,
PG
is
a
special
or
extraordinary
extra
ordinarily,
unique
and
I
wonder
how
our
catch
phrase
portrays
that
and
I
and
I've
struggled
with
it.
Since
you
know
you
fed,
you
gave
us
a
counsel
of
a
presentation
and
I
kind
of
been
trying
to
absorb
it,
because
I
don't
feel
like
you
know,
I'm,
it's
it's
my
say,
I've
just
struggled
with
the
word
hometown
and
I
call
it
Mayberry
myself.
H
Is
that
the
is
that
gonna
attract.
You
know,
I
just
the
word
hometown,
I
think.
If,
if
we're
special,
then
what
word
you
know
would
I
like
the
word
florida's
and
Harborside.
It's
the
word
hometown,
you
know,
is
that
unique
enough,
so
it's
just
a
question.
I've
had
some
other
people
react
to
it
and
kind
of
go.
G
H
E
C
That's
our
Achilles
heel.
Perhaps
if
you
want
twenty
years
down
the
road
when
we're
going
so
I,
think
that
you
know
we
want
to
be
a
hometown
to
the
millennia
as
well
as
my
generation
and
how
to
procreate
that.
That's
what
your
Bailey
wig
is.
That's
not
what
my
expertise
is,
but
I
understand
and
I
get
where
you're
going
on
it.
C
Also
we're
talking
about
a
three-year
program
here
and
at
the
end
of
the
three
years,
as
it
was
pointed
out
by
Elliott,
that
we
have
to
keep
going
after
that
and
I
use
the
metaphor,
the
difference
between
a
Ferrari
and
I
and
a
train.
We
can
throw
a
whole
lot
of
stuff
at
it
right
now
and
get
some
short-term
results,
but
we
can
stop
just
as
quickly.
C
On
the
other
hand,
if
we
go
to
your
for,
if
we're
already
thinking
about,
what's
gonna
your
for
your
five,
your
six
and
other
words
that
train
your
three
we're
just
getting
the
train
out
of
the
station
folks,
okay
and
then,
if
you
look
at
a
train,
it
doesn't
stop
in
in
87
feet.
Okay,
so
when
hard
times
occur,
it
gets
the
coast
through
them
and
then
gets
to
pick
its
momentum
back
up
once
you
get
the
train
moving,
it's
very
hard
to
stop,
and
so
we
have
to
keep
that
in
perspective.
C
C
When
we
talk
about
appropriate
group,
I'm
gonna
use
the
word
evolve
because
the
it's
going
to
change
because
we're
gonna
change
and
then
our
kids
are
gonna,
be
change
and
how
do
we
make
it
attractive
so
that
50
years
from
now,
people
look
back
at
what
we're
talking
about
what
our
predecessors
have
talked
about
and
say
how
lucky
we
are
I,
think
that's
the
legacy
that
you
want
to
work
for.
I!
Think.
E
E
This
is
my
hometown
and
it
didn't
it
didn't
bother
me
at
all.
You
know,
I
think
what
what
they
tried
to
do
and
which
was
accepted,
is
put
that
community
feel
that
you
know
the
word
community
kept
coming
up
a
lot
and
that's
really
what
the
words
portray
so
I.
You
know,
even
when
we
did
the
mobile
group,
sorry
I'm
drawing
a
blank.
H
E
When
you
guys
had
Oh,
calm,
I
know
it
ended
up
the
best
of,
but
there
were
so
many
ideas
that
floated
out
there
and
they
were.
They
were
good
ideas.
It's
just
that
one
ended
up
sticking
and
I
feel
like
through
the
research.
You
know
this
is
what
really
came
bubbled
up
to
the
top
and
I
I
mean
I
the
harbor
side,
I
I
think
it
really
does
when
three
words
describe
us
so
I'm,
okay,
with
it
linen
and
jaha
I.
B
B
But
this
is
a
good
time
to
bring
it
up.
We're
having
a
strategic
planning
meeting,
which
everyone
in
the
community
will
be
invited
to,
basically
which
will
be
at
the
Lashley
community
room
on
November
16th
and
we'll
be
involving
people
from
all
the
different
organizations
in
the
community
there
that
are
boating
related,
but
anybody's,
welcome
to
attend
and
we're
going
to
have
breakout
sessions.
We're
going
to
have
brainstorming
and
talk
about
some
thoughts
and
plans
that
we
want
to
use
moving
forward
and
then
prioritize.
B
I
I
think
this
brand-
it
is
the
hometown
aspect.
I
think,
is
the
very
thing
that
will
attract
millennium,
because
there's
just
a
trend
now
with
lineal
there's,
there's
a
small-town
cool
thing
and
I
think
that
with
we
do
our
external
communications
properly.
I
think
this
is
precisely
a
way
to
both
maintain
you
know
our
current
demographic
attract
them,
but
also
it
is
attractive
to
to
the
younger
professionals.
This
moving
to
you
know
basically
a
hip
small
town
and
I
think
that
this
is
pretty
much.