I wanted to share the great news from Savannah Lakes Village in McCormick SC and talk a bit about pace. Adding value to create authenticity and the ability to reposition a community does not happen overnight. The technology project that allowed SLV to become ” High Tech, High Nature,” a tag line Kirk Smith created back in 2010 when marketing director for SLV, was developed over many years. Kirk caught on to this concept early and knew the value it would create. During those years, Kirk and I continued to create other value added products such as the Savannah Lakes Rod and Gun Club, the Outdoor Adventure Club, and the context brand of the Little River Blueway Outdoor Adventure Region. We looked at alternative housing typology with smaller footprints and denser design. In other words, we focused on creating the conditions for future investment. We did this daily. The work and value is cumulative. From planning individual road signs to creating regional partnerships, it is all part of creating authentic value that will attract quality investment. To the layman, an announcement comes out in a paper such as one below and the thought is how fortunate for them. In reality it is the result of many years of hard work adding value. Create the conditions and the investment will come. Congratulations to Kirk and the SLV Team for having the drive and focus take the value to the marketplace. Thanks to Bob Stockton for the article below.
New Developers Enter into Contract to Purchase Resort Peninsula & Undeveloped Village Acreage
Savannah Lakes Village announced last week one of the most significant McCormick County economic development projects since the creation of the Village itself in the late 1980s.
Better Homes and Gardens’ (BH&G) CEO Tommy Stephenson, Joe Todd, BH&G director of new homes development, and their development team have entered into a comprehensive contract to acquire the existing Savannah Lakes Resort lodge, conference center, two townhomes, the lakefront restaurant, and other undeveloped land along Highway 378 and Holiday Road. The deal would also provide access for BH&G to acquire existing homesites located in Savannah Lakes Village to fuel new housing development programs.
“This investment and redevelopment will ignite visitation and home building programs here,” said Village Chief Operating Officer Kirk Smith. “The resort peninsula is a first impression to visitors coming into South Carolina from Georgia, and we are pleased with the potential of Better Homes & Gardens’ acquisition and reinvestment in these important amenities.
“The broad objective is to re-invest in the resort peninsula, lodge, conference center and restaurant to make it a welcoming entrance to the Village and the County of McCormick,” Smith said.
The strategic acquisitions of these assets are part of a larger development initiative to enhance the Village’s discovery and visitation programs and support both residential and commercial growth.
“We are bringing stability to the table,” said Todd. “All the amenities needed for a great community are in place here, but the most important Village asset is the people. We want to help Village residents to grow this community the way they want to see it grow.”
“Beyond the near-term purchase of the assets is a longer-term objective to create various residential and commercial assets for the Village to realize its full potential,” Smith said. “The first phase of the development project for just the resort peninsula, as envisioned by the developers, will represent a multi-million dollar investment.
“Our development partners share in our values of doing this right, while building a good relationship with Village and county residents. They are in it for more than economic benefit. The actions of all parties are to build confidence and trust,” he said.
Increasing evidence of the relationship is visible in new homes under construction: a Discovery Home on Martin Drive expected to be completed in late January; four new models, and three new spec homes under construction. BH&G has begun Village advertising in Augusta media and will announce major kick-off events — ribbon cuttings and open houses — when warmer spring temperatures occur.
Courtesy of the McCormick Messenger, Story by Bob Stockton (Parts Omitted)
Thanks to my Village Placemaking Team for helping me take the Ouachita Rod and Gun Club project from concept to startup in less than a year. Placemaking is more than just buildings; it is bringing people together to create a sense of belonging.
One of my obsessions over the last several years has been seeking ways to maximize the impact of my passions, theories and concepts to create meaningful work. I have always been one to read the books of design thought leaders in efforts to keep on the front of the curve. In the past 2 years, this has drawn me into an evermore connected system of blogs, tweets, and photo services, Seeing how well this information flowed and constantly connected me to new information sources, I took my first steps into the New Media. This has been daunting to say the least but I think I am getting a handle on it.
I just read New Media for Designers + Builders (www.nm4db.com.) It’s a new book from Steve Mouzon, architect and author of one of my favorites: The Original Green: Unlocking the Mystery of True Sustainability. This book breaks from Mouzon’s eclectic discussions of design philosophy and dives directly into the tools we design professionals need to be remarkable in today’s world of new media. We are deluged with “how to” books on marketing, but to say this is about marketing would not do this work justice. This is much more a users manual for creative folk like myself that understand their process but are seeking a new perspective on communication and making meaningful impact.
“If you are willing to remake yourself, instead of just your marketing, then these principles can be used to accomplish remarkable things for your business.”
The overriding theme is that the mindset of how we do business must change for design professionals such as architects, planners, and builders. I would include many more knowledge and creativity based professions as falling into this category; making the information in the book relevant to a much wider audience. The fact is that the environment in which we work has changed, we simply must decide if we will individually adapt to be relevant in this environment.
Unlike many books I have read on how to tap into social media, New Media For Designers + Builders gives a pertinent point of view in a context I understand. Being written from the perspective of a design professional, it speaks directly to real world strategies and applications in my field. It would also apply to any ideas base organization looking to be effective in communicating their message and being relevant in the marketplace.
Reading this book through to the end takes a tremendous amount of discipline. I could hardly go a page without finding pertinent information that I could utilize. The temptation to drill down deep into a subject before finishing the entire book was mighty. This was my first experience with an electronic book so highly interlinked. The links intuitively pull you deeper into each strategy. In my case, I spent a day and a half down the blogging rabbit hole to unpack ways to improve my own blog before moving on to the rest of the book. Being a digital format book, every strategy, reference, or example is instantly accessible with examples and tips.
As easy as it is to drill for specifics, the real value for me was a guide into a framework or philosophy for the use of all these tools. Exploring the “Age of the Idea” takes some of the concepts touched on by other forward thinkers such as Seth Godin and focuses them on the design and building professions. I can now see how to take my dabbling with my blog and twitter into a strategy to drive real business.
Having finished reading the book, my time with the book has just begun. Each media node has a manual that explains how to start, refine and connect the system. I used to be concerned that putting my ideas out for others to see would be the worst possible business decisions. That is an old way of thinking. I agree with Mouzon’s concepts that “patience, generosity, and connectedness” are valid business virtues for our new economy. With the enormous amount of energy we spend creating our passions, it is a shame if our platforms and practices for communication almost guarantee your voice not being heard. This book is a manual for taking ideas to the audience where the ideas resonate. Our business environment has changed, only we can decide how to adapt. I will be using this book daily as I refine how my message can best be communicated.
I recommend New Media For Designers + Builders to anyone who has considered using the new medias to drive ideas. In my case, I have been attempting to use social media for several months never realizing that each media (node) can feed the others, multiplying the content and connectivity drastically. Another great aspect of the book for those of us into socio-spatial design, is a glimpse into the new media systems of some of the top thought leaders in our industry. I found many ongoing resources that really exemplify generosity as a business virtue.
One of the easiest mistakes that we make in trying to create a destination service system is taking the wrong point of view. It must always focus on conveying the sincere and authentic culture of the region in the point of view of the target market. It is not about us except to the extent that it is our passions that are attractive to this market and we would like to maximize the socio-economic benefits of serving it. This can be very challenging in the rural / small town setting. While it is these traditions and lifestyles that create the potential for handmade tourism. There can also be regional and business practices that hinder destination development.
In the South, many small town businesses and resident based communities close there doors and roll up the streets on late afternoons and evenings. This makes servicing a destination market difficult. To look at building destination/tourism based economic development, we must educate our business environment showing the opportunities to serve this new market. Not only do we have to be open and available for visitors. We have to understand that the sub-cultures and values are the reasons our visitors come. There is a myriad of subculture activities that can be the core draw but in all cases people come to have an enjoyable time. Enjoyment is our deliverable regardless of discipline.
My philosophy for a destination community is that if visiting, living in, and working in the community is not enjoyable; no one will care about the place. We want everyone, visitors, residents and the workforce to enjoy every experience, activity, interaction, conversation, and perception. We want our colleagues, coworkers and ourselves to feel they are doing meaningful work and understand how what we do is important to creating the experience and lifestyle.
To do this we must create a community of belonging for our visitors, residents and coworkers. People want to find their tribe not simply be a tourist. Sure the tourist experience is fun on occasion but to attract quality growth in a region that will value and protect the assets and traditions important to a place, the ultimate visitor experience is a sense of belonging that creates a protective attitude about a place.
We must create an atmosphere of personal growth and a culture of helping others. Hedonism is a nice place to visit but we all know the rest of that phrase. It can be fun for short periods of time but it is not a sustainable or fulfilling lifestyle. More and more research on the hedonic treadmill theory clearly shows that the conspicuous status seeking that many destination communities marketed successfully for many years is breaking down as the prevalent value proposition for in migration decisions. The industry so permeated a calibrated idea of the American dream that the expectation of the masses was that these stereotypes would make them happy. Now isolation is one of the top problems facing communities of all types.
Janis Joplin once said that America should be looking for sincerity and a good time. To me that falls into my philosophy that a community must be focused on being a collection of real relationships rather than simply a defined real estate space. The consumer and hedonistic based stereotypes are breaking down in favor of meaningful involvement and service. That is for all the residents, visitors, and those that work in these communities.
It does not really matter what types of values your particular destination is based on as long as it is sincere to you and your target market. One whose dream destination is the Pennsylvania Amish country probably will not be lured to move to Vegas and vise versa.
Arts, heritage, nature based, sporting, adventure, gaming, and entertainment are just a few of the many types of destinations being created. My point is they are becoming ever more unique and celebrate individualism while promoting a specific culture.
The Town of Saluda, in the Green River region of NC, is a good example. Complementary sub-cultures centering on a natural feature, the gorge and the river in this case, spins off many opportunities. World class whitewater kayaking is a core lifestyle activity focusing on the Narrows for the obsessed, the Upper and Lower sections for the interested and curious. Trout fishing opportunities for all levels are throughout the region. The obsessed set the tone for the region. The interested group supports the local outfitters with instruction on quality whitewater boats, standup paddleboards and rubber kayaks. The curious and casual supply a market on the lower section with thousands of tubers floating the river supporting several tubing outfitters and campgrounds. Visitors here for hiking, biking, zip lines and climbing mix well with those that simply come to enjoy the natural beauty and walk the quaint streets. With this visitor base, the 5.2-acre downtown commercial core of Saluda, population 711, has the opportunity for supplying more diverse activities and support services. General stores, organic markets, and B&B’s are prime features. Several cafes and specialty restaurants are supported. My favorite restaurant is ”The Purple Onion.” Its concept value was creating a sustainable venue for a vibrant live music scene for many local and regional musicians. To do this they created an outstanding eclectic restaurant to support this goal. Art shops, spa services, and ice cream stores round out some of the other services.
All this is in a tight sustainable setting that seeks to protect the nature of the community and the natural resources that draw the visitors. They put controls in place to control growth. It was economic development but not at any cost. So far they seem to know when enough is enough and have protected the very things that make them attractive. This makes Saluda a prime example of good planning so the area reaps the benefits of a tourism / destination community economy while remaining sustainable, livable and protective of there traditions and culture.
Regardless of the original motivation of your destination, you now must base it on a set of values and specific culture. Staying authentic and sincere to those values is vital. At a meeting a couple years ago and I was fortunate to listen to Bert Jacobs, founder of “Life is Good,” tell the story of he and his brother living out their van on the road while starting up their tee shirts business. Their R&D was drawing pictures on the wall of their apartment and having friends pick a favorite at a party to be the next design.
When the brand became so popular they were looking to get financing for expansion. The bankers said they had to bring in management consultants in order to get the loan. The consultants laid out a tried and typical marketing plan to expand the brand but it did not fit the core values or culture. As part of the finance structure, there was 100K to advertise the consultants plan. Jacobs got the loan, fired the consultants and rather than follow the canned business plan; threw the largest outdoor party ever held in Boston. Now that strategy drew national attention and has morphed into huge annual fundraisers giving away millions to their community.
I tell this story because by sticking to core values, Jacobs catapulted the brand into international attention building a company that was remarkable and unique. Could he have followed the Madison Ave marketing strategy and grew the company? Probably, but it would not likely have become the unique worldwide brand it is now.
What is exciting about the post-recession destination community industry is that there is no longer a tried and true formula for creating these destinations. You cannot succeed being generic or average anymore. Even if a destination community could, I would not want to waste my energy to simply churn out another cookie cutter destination. That eventually dilutes the livability and core culture of the region. I want to build value-based destinations that are fanatical about their unique values, passions and culture. That’s where the fun is.
Fun yes, but also serious business. In a destination system, there are many types of businesses required and supported by the destination economy. I break these into 4 key areas:
There is also the normal support business: hardware, building, trades, insurance, accounting, and cleaners etc. Sounds much like the list required to support any type of economic development.
Creating a Team
The markets visiting these destinations are doing so because of an interest in the passions of the sub-cultures. While learning our core passion activities may have taken us years of painstaking practice, study or research; the market is simply coming for an opportunity to belong and learn. To create the conditions for belonging, one simply has to put our passions authentically out there. There needs be no college degree, no special certification course or credentialing to be passionate about the cultures within your area. There is no experience level required, just passion. These are basic human interactions done well.
If you have an area with true quality of place that has real potential to be an authentic destination community, how do you start to realize the economic development? You must put together a team. No one is going to be passionate about creating an economic system for a destination community unless they love the area, feel the need for economic growth, and they have direct benefit from the results of the process. There will be many others along the process that will be lukewarm. They may be pro or con. They may or may not understand the potential benefits or detriments. They may only see the negatives or not see the potential negatives of uncontrolled unplanned growth. A good core team is required to overcome and these impediments.
In building your team:
Go through the cataloging process to find the private entities that will most directly benefit from the area becoming more attractive to in migration. Community associations are often major drivers that already have marketing budgets that are often being spent on much less attractive or effective ad campaigns.
Build out the Core Activity, Lodging, Entertainment and Provision matrix to identify smaller partners.
The private professional community often can easily donate in-kind work that is vital to the start up if they are aware of the need. Be strategic.
Look at necessary governmental partnerships. You may simply be putting feathers in their cap rather than receiving any tangible support at first. These are your partners and can be great in expediting the project but raise your initial funding privately if possible.
Find resources for land planning and development policy creation early in the process.
Keep the team as small as possible and prioritize.
To avoid political stagnation, it may be preferable to legalize the team as an independent non-profit or L.L.C.
Only bring on passionate believers in the project willing to put in the time in the short run.
Pick your point of view: that will determine your team.
Who wants to be treated like a tourist? We are now faced with creating and recreating destination communities to meet a new set of values that have rapidly shifted from the prerecession model. Perhaps it was the financial reality check that accelerated the already growing shift in values into the mainstream. Many have shifted from seeking a tourist experience to wanting to feel belonging and experience self-discovery when we travel, invest in a second home or look for a quality place for retirement.
In 2009, Kurt Anderson began the conversation about a great reset in American values. He and others speak of a “new frugality” that has resulted from values being shifted away from a consumption-based mentality. Conspicuous consumption has lost favor as a value proposition and is being replaced with a value for simpler honest and authentic experience. This includes a shift away from credit-based lifestyle, which will slow our traditional metrics for economic growth. Those metrics do not clearly recognize the vitality that can come from formally marginalized places being rediscovered and appreciated. It doesn’t directly show the benefit of the local shops, restaurants, cafes and services being supported by a shift from corporate destination tourism to destination community based tourism patterns.
When we speak of a value shift, it begs the question “from what.” Dr. Brene Brown (brenebrown.com,) speaks of moving away from a culture where being preoccupied, over scheduled and over connected has become a status symbol and into living wholeheartedly. Technology, industrialization and automation of tasks that formally were part of basic home economics has both created a lifestyle free of what many consider preindustrial “drudgery” but it has also a disconnected us from the basic human processes of thousands of years.
In the past many experiences were designed to allow us escape into artificial environments. Now destinations should seek to bring us into a different rhythm, show us another lifestyle point of view or seek to connect us to nature and the basic systems of being human. The common denominator in this value shift to more authentic experiences is a desire for greater understanding, physical and spiritual growth and renewal. Traditional destination activities such as golf will still be an important element but we must also create spaces for adventure, meditation, and learning. In looking at how to grow tourism or relocation in your community, don’t worry about trying to satisfy this vast array of potential interests, remember you are not trying to attract everyone, you want those visitors and new residents that appreciate the authentic culture of your community. Be who you are.
The 1950’s began major mind shifts for the boomer generation. It could first be seen in basic home economics. This time period held the rapid expansion of processed industrial food distribution. Prior to this virtually all food was whole food and slow food. While not necessarily organic, it had simpler inputs and no genetic modification. Most meals required cooking which meant planning and most homes had at least a kitchen garden in the backyard. Until recently the majority of the United States population lived in a rural setting. That is no longer the case. The 1950’s marked a clear turning point from the valuing of the agrarian home economics and self-reliant thinking into a consumer based lifestyle ideal. A new ideal was being set for the American Dream. Gardening and putting food by was now considered only for the poor. The prosperous Americans bought the wonderful new prepackaged foods in the new supermarkets.
Traditional urban evolution gave way to an auto centric planning mentality. The growth of air conditioning allowed America to move inside and the personal connections made on the front porch diminished, as it was no longer the most comfortable place to be during the heat of the day. From the 1950’s through the 1980’s, the mainstream American dream became substantially based on an auto centric, industrial food, air conditioned consumerism. Within a single generation we went from totally analog to a digital culture, from segregated to diversity, from the local paper to the Internet, and from agrarianism to urbanism.
All these “conveniences” created a great insulator. As a nation, we were rapidly losing knowledge of the fundamentals that were basic to the generations before us. It insulated us from the rhythms of nature. We had not the need to neither produce nor prepare our food. It insulated us from a requirement to live a life of face-to-face connectivity. As described by Rowan Williams, the former Archbishop of Canterbury, we are losing the “craft of being a creature.”
It wasn’t simply that modern conveniences made America feel that traditional knowledge and skills we irrelevant. Popular culture created an urban and suburban contempt for the agrarian lifestyle. Proliferation of television created new images of the ideal lifestyle as one of ease, convenience and sophistication. The popular media portrayed the hayseed farmer, the bumpkin and other stereotypes showing ignorance of the rural class even though most Americans had much of their immediate family remaining in rural or semi-agrarian lifestyles. This was reinforced with a viewpoint of the good life consisting of Ward Cleaver and June heading off to the Country Club, Tony Nelson taking Jeannie to the Officers Club, or Thurston Howell the III getting Gilligan to help build the island golf club. While these were designed for comic relief, they all permeated the illusion of the Norman Rockwell perfect traditional family setting down for Thanksgiving dinner or the Madison Avenue sophistication as the norm. These juxtaposed stereotypes created both an inferiority complex and dissatisfaction with the agrarian lifestyle and a false sense of what would be a satisfying lifestyle.
Developers used this model to create early generation lifestyle destinations and rightly so. They we simply responding to the general desires of the market as it had been conditioned. Many of these destination developers actually did good forward thinking community planning considering general lack of sophistication in the planning worlds at the time. These early destination communities were completely new creatures and that made them unique and attractive in themselves. The same basic model proliferated throughout the US because the capital market and bankers understood the model. During the last housing boom, the model accelerated with even less creativity, imagination, and quality of place.
After forty plus years of destination development: generic is no longer unique. Status quo is unacceptable. With the current value evolution or reset, a large segment of the baby boomer and following generations are changing their value judgment to balance modern techno bombardment with an organic connection to the natural world. The value of access is surpassing the need for ownership. Commonality and diversity are overtaking insular isolationism. Paths are replacing fences. Gates are welcoming concierge stations rather than roadblocks to check you papers. Gardens are valued as much as golf courses. The local has become the exotic. The attraction for commoditized monoculture is being rapidly lost to the value of the unique, the individual, the handmade and extraordinary.
I personally feel the most encouraging changes come shift from consumerism to stewardship as a key personal value. “Stewardship is simply the caretaking of gifts” said Wendell Berry. We must build our destination models on the stewardship of unique resources in order to build extraordinary places. The loss of perceived value in the consumption of consumer products or the depletion of natural resources for our convenience has not changed universally. It has changed dramatically for the markets we are attracting and our development practices will have to be adjusted accordingly.
Changes in Values
Cultural evolution from the 1950’s created a false sense of what builds a fulfilling lifestyle.
Destination models based on inauthentic lifestyle expectations are now experiencing a loss of relevance in the face of changing values.
Recent shifts in cultural values are moving away from conspicuous consumerism, hedonic and luxury based value perceptions.
Modern destinations must create opportunities for real connection and belonging with others, with nature, and with the authentic quality of place to be successful.
I met Richard Louv in Huntington Beach, California in 2006. He was discussing his then new book, Last Child In the Woods: Saving Our Children from Nature-Deficit Disorder. We were in a general discussion of agriculture replacing golf as the amenity impetus for future community development and the need to connect to nature as part of your daily experience. His book resonated with me, becoming part of my canon on what should be the products of our community leadership.
With my upcoming project to reimagine Hot Springs Village in Arkansas looming, I was rereading Louv’s 2011 book The Nature Principal and was intrigued by his description of Serenbe as a “restorative” community. At first glance this community just SW of Atlanta is a mixture of conservation community ala Randall Arendt and New Urbanism principals of the CNU. It fits in that mold as seventy percent of the open space is preserved, homes are in higher density concentrations, and the community is designed to be pedestrian oriented. As my passion is creating places where conservation, creativity, and gentleness can thrive, I decided to spend a couple of days in Serenbe. This was a great experience.
One of my favorite poets is the late Irish mystic John O’Donohue. Much of his poetry pertained to connection to place, landscape and how the natural environment is part of our being. Shortly before his death in 2008, he discussed our interface with the built environment saying “an awful lot of urban planning particularly in poor areas has doubly impoverished the poor by the ugliness which surrounds them. And it’s understandable that it is so difficult to reach and sustain gentleness there.” In my earlier “Community Builder or Consumer” post, I wrote “Community must be defined as collection of human relationships rather than as a defined real estate space.” With that being my goal, creating a space where thoughtful living flourishes must be in the forefront. The Serenbe community is showing what that type of space can look like.
Serenbe connects you to nature and people in a gentle but intimate manner. You can feel the intentionality to design on the scale of the individual. This allows you attunement to the landscape you traverse. I believe that your attention subconsciously adjusts to the ambient level of opportunity for natural and interpersonal connection. This is why people maintain a closed off protective shell to ward off the harshness of daily life in many places. Serenbe has created the environment that makes us forget that shell. Rather than being on guard, you feel connected to those around you and are pulled into conversations. You begin to notice detail in nature and craftsmanship. The quality of place, both natural and built, shines through. Ashley, my wife, continually referred to Serenbe as thoughtful. Both in how specific values permeate the community and how it fosters attunement to nature.
Without the connection to nature we lose the rhythms and understanding necessary for thoughtful living. We take our natural environment for granted and do not see the interconnectivity of systems as basic as getting our food. Serenbe fosters an understanding that the world around us is teaming with interconnections and relationships. O’Donohue said “it makes a huge difference when you wake in the morning and come out of your house. Whether you believe you are walking into dead geographical location, which is used to get to a destination, or whether you are emerging out into a landscape that is just as much, if not more, alive as you but in a totally different form. And if you go towards it with an open heart and a real watchful reverence, that you will be absolutely amazed at what it will reveal to you. And I think that was one of the recognitions of the Celtic imagination: that landscape wasn’t just matter, but that it was actually alive. What amazes me about landscape, landscape recalls you into a mindful mode of stillness, solitude, and silence where you can truly receive time.”
Ester Sternberg, Director of the Arizona Center for Integrative Medicine at the University of Arizona, in her book Healing Places: The Science of Place and Wellbeing cites several studies on the benefits of the interfacing with natural environment. One, environmental psychologist Roger Ulrich’s Hospital Window Study, clearly showed the impact of the natural quality of place on wellbeing. Simply put, surgery patients recovered quicker and with less pain in rooms with a view of nature than those with a view of parking lots and brick walls. As in Louv’s description of Serenbe, the interface of the natural and built environments can be restorative.
My personal theory takes this a bit further. If visiting a unique environment, fostered by places like Serenbe, is restorative, living there on an ongoing basis must be preventative and preparatory for ongoing wellbeing. I feel that walking out on our farm in the morning before entering the world of screens, phones and meetings. Where we live is one of our most important decisions. Can I thrive here? I want my chosen quality of place to be the primary impetus for thoughtful physical and spiritual growth. If it is not, I did not choose well.
“The human soul does not merely hunger for beauty, John O’Donohue believed; we feel most alive in the presence of what is beautiful. It returns us often in fleeting but sustaining moments, he said, to our highest selves. And a neglect of beauty, he believed, is at the heart of our deepest modern crises.” Krista Tippet, talking about John O’Donohue for “On Being.”
Visit Serenbe. As a community leader, look at the websites, serenbecommunity.com and proudgreenhome.com and see how this can be implemented in your community. There are many scales on which these concepts can be implemented. As Steve Nygren, founder of Serenbe, put it in an interview with MNN, they focus on “developing in relationship with nature rather than imposing what we are doing on nature.” It is a new look at a very old model of community. From homes, wastewater treatment and storm water systems to livable design and human scale planning; Serenbe is informed by quality of place and intelligent policy.
With all my planning nerdery aside, there are rare places you can profoundly feel community, wellbeing, and connectivity to the environment. Serenbe is one of these places.
Do you remember the kid who blew the grading curve in class by not making the same mediocre grades as the rest of us? Now days everyone is blowing the curve. No one is doing what everyone else is. I think I would be about the average person based on my demographics. 48 year old white male coming of age in a southern college town in the mid 1980’s. One generation off the cattle farm, I grew up watching the Beverly Hillbillies, football, and bluegrass music. You would think I would be right in the middle of the class.
I think I am typical yet why don’t I fit into that old mass marketing mold. Hardly anyone does anymore. Twenty years ago you could rely on my cohort to be watching one of 2 things on TV on a Thursday night. There was just not much choice. We listening to the same 2 radio stations and read the same magazines. You could make a couple of easy advertising investments and put your message in front of most of us.
Today I get the news I am interested in tweeted to me directly from a myriad of online print and video sources. I don’t watch television in the traditional sense. I buy only the television shows I want and have not seen a traditional commercial since the Superbowl. There is no channel guide or schedule in my life. I don’t have cable and gladly pay to stream my favorite radio station which is from several states away over my truck stereo. The print material I do faithfully follow; Garden and Gun, Covertside, Urban Land, and Fast Company are so niche specific only those that have an insider position dare to advertise. There is no middle of the class. No way to get in front of the majority.
We can find our interests so specifically; we have no need to be a generalist. Seth Godin said there is no longer an American canon of materials that we can reliably expect to be common knowledge. We have an unlimited supply of media but can laser focus on our interests only and tune out the noise of the advertising machine.
This specificity along with the mobility of Americans means we do not have to live in a generic place and take our chances that we will find our “people.” Today we can just go on Meet Up and find a group that shares our affinity for eclectic banjo covers of baroque composers or whatever your weird interest may be. Generic is dead. Average is dead. Compromising to the least offensive denominator is dead.
In creating a community, you must build the environment for the specific to thrive. In my experience developing outdoor sporting venues, I have always found that if you create the conditions for the expert, the fanatic, the gear head to flourish, the interested amateurs will flock there. These are the people that buy the homes, fill the restaurants and create the demand for services. These folks build community.
It is so easy to find the real. We can find our authentic people living our favored experiences. Building a community for the generic average is a failing proposition. We cannot continue creating simple monocultures but must embrace inter-related layers of complementary subcultures sharing the same natural resource. It could be a tremendous surf break, a beautiful mountain region, or lake system. Many subcultures can love a region for many different reasons. If no one loves a thing, no one will care about it. Diverse communities are resilient, listen to the investment gurus: diversify. Embrace individuality and the diverse subcultures that share the same love for quality of place.
If you listen to the investment gurus all we hear is diversification. Don’t put all your eggs in one basket. Yet many communities for the last 30 years have basically put all their eggs in their golf basket. Nothing is wrong with the golf basket unless it is your only investment. Today people want a more holistic experience yet still based on their values of place.
What will attract people to band together in communities in the future, it could any of thousands of interests that will tie these places together.
It starts with:
Quality of Place: Is this place beautiful to me? Does it have the natural resources that support my interests? Does it have the provisions and third places I need?
Complimentary Sub-Cultures: What different groups can share the same resources compatibly. Is it attractive to more than a single monoculture?
Authenticity: Is the lifestyle real or a construct. Does it really deliver the potential for personal growth and challenge.
We will explore recreation and sporting subcultures as we continue the conversation.
To build an extraordinary destination community, we must realize our residents and visitors want to belong to a community rather than simply be a consumer. We must create the seeds for citizenship. We are often faced with a culture of community consumers not a group of contributing citizen community builders.
I spent 18 years living and working in the North Carolina High Country in the Blowing Rock, Beech Mountain and Linville triangle. In this area, there was a proliferation of communities being built to meet the in migration, second home and rental housing demand. Many of these were very well done creating a community personality that added to the cultural richness of the community. While these were clearly defined areas they were relatively porous allowing exchange of communication, ideas, and commonality. These communities were generally considered to be good engaged neighbors.
Other communities developed into isolationist monocultures that were generally considered unwelcome even after many years of existence. These fostered the” Us vs. Them” mentality. While they were successful real estate development projects in that they sold through and made the developer a lot of money. They were not necessarily successful in adding to the long-term health of the larger community.
Consumers are like investors in a stock. As long as the community is thriving, they receive their dividends in the form of quantity of amenity per dollar paid in taxes, dues, or fees and in increased property values when they decide to sell their investment. Just like in stocks, owners change on a daily basis. If their dividends are not what they expect, they sell the investment. Since a community’s major dividend has been the lifestyle and perceived quality of life, the same dividend may leave one investor unimpressed while going beyond another’s expectations. A community cannot be all things to all people. It must enhance its unique qualities and values and seek those to whom the lifestyle resonates. The one constant is that the people will eventually change. With this come two schools of thought.
The American zeitgeist on what is considered of value is now shifting towards a citizenship point if view. In response, we had better set up policies, governance and traditions that foster the unique authentic value in our community. While enhancing and preserving, we also must celebrate individualism within that framework.
From a consumer point of view, there had better be something to attract the next purchaser for their business, home or property; the next “investor.” While recent years has seen a decline in the investor mentality as a primary motivator for choosing real estate purchases, the change model holds true. It is the value proposition that has changed. People are looking for authentic lifestyle and an atmosphere that helps them become a contributing part of the community.
The mindset of a destination community being simply a marketable amenity delivery system has to change if a community is to thrive. In funding new development, the purchase and flip investor mentality made pre-construction sales to investors a reliable funding option until about 2008. This has changed particularly if a destination wants to attract in migration in the second home and retirement markets. We are now focused on an end user, a citizen, which is much more concerned with the authentic community values than the marketability of the real estate in the future.
Community must be defined as collection of human relationships rather than as a defined real estate space. Many of the early pioneer destination communities were built with these more humanistic goals in mind. In the 90’s and 00’s, many designs strayed for these values. Creating fortified islands of monoculture did much harm to the traditional meaning of community. The truly extraordinary places designed the governance structure to add value and enhance the region’s authentic nature. This goes beyond the physical design of the neighborhoods. There are many extraordinary places that have technical design issues that they continue to deal with as knowledge on neighborhood and civic space design evolves. These places are extraordinary because the citizens are part of the positive regional dynamic rather than a separate protectionist subculture.
Now that some of our early pioneer associations are reaching 30 to 40 years old, we are starting to see some multigenerational ownership beginning. Up until recently no current owners where born and raised in their community. It was a created environment based on a theme that was quickly put in place rather than slowly evolving with the nature of the area. There were no roots to speak of that would build a sense of citizenship as opposed to walking into a readymade ala carte consumer environment. Mixed generation communities have faired much better over recent years than age restricted or retirement type communities. Mutigenerational populations tend to vest much more quickly into the total community environment, both within and outside the association scope. This is beginning to alleviate some of the challenges faced due to a transient consumer mindset that has been prevalent in community associations.
Boomers are not necessarily joiners. The value of being a “member” is not nearly as prevalent as with prior generations. There is much more value placed on being an individual engaged citizen. This does not mean that the Boomer will not use the amenities of a community. They may very well be more active than prior generations but the do not want any part of their “parents retirement community.” They want to live in a community that engages their children and grandchildren as a family unit and individuals. They want a “cool” factor. There must be a new mental narrative about the community. They envision their grandchildren saying “let’s visit grandpa, he lives in the coolest place”. This is what the successful community of the future will be conjure in the mind.
A primary challenge is developing a real sense of citizenship. Consumers look at the cost/benefit now and seek to extract as much product as possible for the least cost. Citizen community builders have a longer look as they take responsibility in growing their community. The sense of being a builder not simply a consumer is what builds community within our members.
A destination community is defined as a place that uses its quality of place to motivate economic growth, in-migration, tourism with the assurance of access to recreation, entertainment, and leisure opportunities that fall within their interests and values. There are as many definitions of theses needs as there are potential visitors.
This is not striving to become a pure destination. A destination can be a corporately manufactured monoculture such as a Disney or Vegas. These can be highly orchestrated and controlled artificial environments. These are not always the most livable of locations but are typically dominated by large corporations with the financial resources to control and draw a local or recruited workforce. Who would want to live in a monoculture? Being a destination community is far more desirable from the residents and returning visitor point of view.
The question is what kind of destination community can you authentically be. What will protect values of the area and bring economic vibrancy. Systems must remain authentic to the nature of the area while also keeping relevant with their chosen recreation subculture trends. This allows systems to develop that are unique to the municipality or region the system is being designed for. The resulting destination must strive to deliver a triple bottom line: Economics – Conservation –Quality of Life.