2006 
A Message from EPA Administrator Steve Johnson


Congratulations to the winners of the Environmental Protection Agency’s 

National Award for Smart Growth Achievement. 

President Bush and I see smart growth as smart for our environment, smart 

for our economy, and smart for our quality of life. So it is a pleasure to 

recognize the innovative efforts of communities that are responsibly building 

toward a healthier, brighter future. 

Promoting stewardship of our built environment is a way to protect our 

natural environment. EPA is committed to working in partnership with states, 

tribes, businesses, preservationists, and community leaders to support 

smarter growth across America—allowing us to continue to accelerate the 

pace of environmental protection while maintaining the nation’s economic 

competitiveness. Through the smart use of existing infrastructure and the 

redevelopment of abandoned brownfield sites, EPA and our partners are 

improving our environment and economy by turning community eyesores 

into community assets. 

The 2006 award recipients are leaders in the field of smart growth and 

represent the future of environmental innovation and stewardship. EPA is 

proud to congratulate them for serving as examples to communities around 

the country as we work together to encourage a healthier, more prosperous, 

and more sustainable nation. 

Stephen L. Johnson 

Administrator, U.S. Environmental Protection Agency 
How Smart Growth Protects the Environment 


Across the nation, smart growth strategies are being used by communities to support environmental goals. 

These strategies protect the environment by preserving open space and parks, protecting critical habitat, 

reducing automobile emissions, cleaning up and revitalizing brownfields, and reducing polluted runoff into 

waterways.1 The following examples—drawn from previous award winners—highlight these benefits. 

•	 The Rosslyn-Ballston Metro corridor, in Arlington, Virginia, places dense, mixed-use infill development at five 

Metro stations. The transit success and corresponding environmental performance are impressive. Nearly 

50 percent of corridor residents use transit to commute, contributing to significant reductions in emissions 

from single occupancy vehicles. Development within the RosslynBallston Metro corridor occupies roughly two square miles. 

Replicating this development at typical suburban densities could 

consume over 14 square miles of open space. 

•	 The city of Orlando transformed the 1,125-acre Naval Training 

Center into Baldwin Park, a vibrant, mixed-use neighborhood. 

Before construction began, painstaking care was taken to recycle 

everything that was salvageable. For example, 256 buildings, 

200 miles of underground utilities, and 25 miles of roads were 

dismantled, yielding 600,000 tons of concrete, 80,000 tons of 

asphalt, and 240,000 tons of limerock. The community created 

16 extra acres of parkland by using innovative underground 

stormwater management systems. As an infill redevelopment 

project, Baldwin Park takes advantage of existing infrastructure 

and puts people close to transit options. Preserving farm land and natural space contributes to 

•	 The town of Davidson, North Carolina, is setting the standard the health of the environment while maintaining rural 

for creating healthy and livable neighborhoods. Davidson uses character. 

pedestrian, bicycle, and street circulation plans for all new 

development. Streets are designed to make it easy for town For more information about the environmental 

residents to walk and bicycle. The town’s narrow, tree-lined benefits of smart growth, please see: 

streets have on-street parking and sidewalks on both sides of the www.epa.gov/smartgrowth 

road. This attractive environment makes it more pleasant and 1 U.S. EPA, Office of Policy, Economics, 

convenient for people to walk or bicycle instead of driving, which and Innovation. National Center for 

in turn can reduce air pollution.	 Environmental Innovation 2004 Report on 

Progress. February 2005. 

 
About the Award


Smart Growth Principles 

1.	 Mix land uses. 

2.	 Take advantage of compact building 

design. 

3.	 Create housing opportunities and 

choices for a range of household types, 

family sizes, and incomes. 

4.	 Create walkable neighborhoods. 

5.	 Foster distinctive, attractive communities 

with a strong sense of place. 

6.	 Preserve open space, farmland, natural 

beauty, and critical environmental areas. 

7.	 Strengthen and direct development 

towards existing communities. 

8.	 Provide a variety of transportation 

choices. 

9.	 Make development decisions predictable, 

fair, and cost-effective. 

10.	 Encourage community and stakeholder 

collaboration in development decisions. 

EPA created the National Award for Smart Growth Achievement 

in 2002 to recognize outstanding approaches to development 

that benefit the economy, the community, public health, and 

the environment. Over the past five years, EPA has received 

425 applications from 44 states, the District of Columbia, and 

Puerto Rico. 

Each award winner has successfully used the principles of 

smart growth to improve existing communities or to build 

new communities that expand economic development 

opportunities, enhance quality of life, and preserve the natural 

environment. Through innovative ideas and collaboration, 

the winners crafted policies and projects that foster healthy, 

vibrant, and diverse communities. 

This year’s rotating category recognizes achievements in 

equitable development. This category highlights the fact that 

smart growth approaches can and must meet the needs of 

underserved communities or vulnerable groups. When put 

into practice, smart growth principles expand opportunities 

by increasing community stewardship and civic engagement, 

improving transit and community services, eliminating barriers 

to affordable housing production, and encouraging heritage 

preservation. The winner in this category provides a model 

for fairness in planning and development practices to ensure 

everyone has a safe and healthy environment in which to live, 

work, and play. 

The award winners were chosen through a multi-step process. 

A panel of experts representing a broad range of constituencies 

with interest and expertise in the built environment and the 

principles of smart growth assessed the entries. An internal 

EPA review panel provided additional comments. EPA’s 

Associate Administrator for Policy, Economics, and Innovation 

made the final award determinations. 



National Award for Smart Growth Achievement


Winners 

Overall Excellence 

in Smart Growth 

Massachusetts Office for 

Commonwealth Development 

Commonwealth of Massachusetts 

Built Projects 

Old Town Wichita 

City of Wichita 

Wichita, Kansas 

Highlands’ Garden Village, 2005 Winner for Overall Excellence in Smart Growth. 

Policies And Regulations 

Pennsylvania Fresh Food Financing Initiative 

Pennsylvania Department of Community and Economic Development 

Commonwealth of Pennsylvania 

Small Communities 

Winooski Downtown Redevelopment Project 

City of Winooski 

Winooski, Vermont 

Equitable Development 

Bethel Center 

Chicago Department of Planning and Development 

Chicago, Illinois 



WINNER 

Overall Excellence in Smart Growth


Massachusetts 

Office for 

Commonwealth 

Development 

Commonwealth of 

Massachusetts 

The Office for 

Commonwealth Development 

(OCD) brings together 

state agencies responsible 

for environmental, 

transportation, and housing 

policies in a single office to 

promote growth that meets a 

wide range of goals. Through 

a combination of incentives 

and outreach, OCD is 

changing the way both the 

state and localities make 

growth decisions. 

For More Information: 

Robert Garrity 

Chief of Staff 

Massachusetts Office for 

Commonwealth 

Development 

Tel: 617-573-1379 

Robert.Garrity@state.ma.us 

Massachusetts created the Office for Commonwealth Development in 2003 to 

better coordinate state spending and policy decisions, encourage innovative 

development locally, and make private investment in good projects easier. OCD 

brings offices responsible for the state’s environmental, transportation, and 

housing policies under one manager, ensuring that OCD’s $5 billion in annual 

spending improves daily life, the economy, and the environment. 

OCD uses financial incentives and outreach tools to ensure wise use of 

state tax dollars and to promote sound growth policies in the state’s 351 

communities. For example, the Commonwealth Capital Policy provides 

financial incentives to communities that apply smart growth principles. To date, 

nearly 300 communities have participated. The Transit-Oriented Development 

(TOD) Bond Program fosters mixed-use, walkable development near transit 

stations through grants for pedestrian improvements, bicycle facilities, and 

housing projects. Approximately 100 TOD sites are planned or completed. 

The “Fix-it-First” policy ensures that state spending focuses investments on 

existing water, sewer, road, transit, and park infrastructure. In Boston, the state 

invested $23 million to upgrade the Massachusetts Bay Transit Authority’s Blue 

Line Airport Station. The upgrade helped reinvigorate and enhance the local 

transit system. Massachusetts has also created funding incentives for cities and 

towns that establish special districts for dense residential development in town 

centers, downtowns, near transit, and on brownfields. 

These policies are having large-scale results. Production of multi-family 

housing units, crucial in a state with the nation’s third least affordable housing 

market, has grown from 3,800 to more than 7,000 units annually. State support 

for TOD will result in 37 million square feet of new development near transit 

stations, relieving growth pressure in greenfields. OCD has also helped protect 

approximately 35,000 acres of land. OCD’s success demonstrates that states 

can play a leadership role on development issues while leaving decisions in the 

hands of local communities. 



Massachusetts Office for Commonwealth Development


With funding from OCD, Norwood, a 

“The benefits of having an OCD in place to coordinate the Commonwealth’s 

land use, transportation, housing, environmental and energy policies and 

programs is a success story that we surely need to celebrate as we strive 

to build a better future.” 

Tim Brennan 

Secretary/Treasurer 

Massachusetts Association of 

Regional Planning Agencies 

town outside of Boston, added pedestrian 

amenities to downtown sidewalks. 

Communities like Concord are using the Commonwealth 

Capital program to secure funding for mixed-use 

development along existing transit lines. 

Four of the state’s largest TOD projects will collectively 

produce approximately 9,000 new housing units, 9 million 

square feet of commercial development, and 14,500 jobs. affordable housing in urban centers such 

as East Boston. 

Funding from OCD is helping to increase 



WINNER 

Built Projects


Old Town Wichita 

City of Wichita 

Wichita, Kansas 

The use of innovative tax 

districts and incentives 

spurred the city of Wichita’s 

largest environmental cleanup 

effort and removed barriers 

that limited reinvestment 

in the warehouse district. 

Renamed “Old Town,” the 

district now features a mix 

of housing, shopping, and 

entertainment options while 

preserving its historic feel. 

For More Information: 

Terry Cassady 

Director 

Development Assistance 

City of Wichita 

Tel: 316-268-4371 

tcassady@wichita.gov 

Old Town, a 40-acre district near downtown Wichita, Kansas, once consisted of 


half-empty and abandoned warehouse buildings, deteriorated dirt and gravel 


parking lots, and dilapidated railroad tracks. By establishing a public-private 


partnership and remediating chlorine solvent contamination, the city created 


a lively, pedestrian-friendly community. Among brick-lined streets, historic 


lampposts, and a collection of converted brick warehouses (circa 1870-1930) 


are approximately 100 businesses, most locally owned, and 315 homes. 


The city faced significant challenges in reviving the old warehouse district. 


The discovery of polluted groundwater in 1990 nearly brought local ambitions 


for redevelopment to a standstill. Banks, fearful of being held liable for the 


groundwater cleanup, discontinued real estate loans in the contaminated area. 


To stimulate redevelopment, the city took the lead in cleaning up the site, 


relieving property owners of the responsibility. 


Wichita formed a partnership with MarketPlace Properties to restore the old 


warehouse district to productive use. Through the partnership, the city leveraged 


public funds to encourage private investment for redevelopment. As a result, 


the project has added over 690,000 square feet of retail and office space, 


rehabilitated eight historic buildings for residential use, and seen over $111 


million in private investment. Old Town is a great place to live for people of all 


income levels. Of the 315 housing units, 84 are income-restricted apartments. 


Old Town’s stores, recreational amenities, and homes capitalize on its walkable 


design, mix of uses, and historic beauty. Residents and visitors have access 


to parks, public transportation, and several entertainment options, including a 


movie theater, three museums, numerous shops, and several restaurants. Old 


Town residents can learn about the groundwater cleanup at the Wichita Area 


Treatment, Education, and Remediation (WATER) Center. The WATER Center 


houses the groundwater treatment system and doubles as an educational 


center on environmental stewardship.


Old Town is a testament to the effective use of public-private partnerships. 


Despite challenges, the partnership improved the environment and established 


Old Town as a charming community that capitalizes on the historic beauty of 


downtown Wichita. 




Old Town Wichita


Prior to redevelopment, 

Old Town was a collection 

of underutilized buildings 

and surface parking in the 

center of Wichita. 

located on the upper levels of Old Town’s historic buildings. 

“I reside in a third-floor condo of a redeveloped 

brick and concrete warehouse. My office 

is on the first floor of the same building so 

my commute takes two minutes and costs 

nothing. Living in the center of downtown is 

exciting, convenient and satisfying. I love it.” 

Joan B. Cole 

Owner, Cole Consultants 

Inviting storefronts open to the street while businesses and residences are 

Old Town has added more than 900 

jobs because of the addition of onsite retail and office space. The city 

estimates development within the 

district has generated more than $40 

million in increased property values. 

Through innovative strategies, collaborative 


problem solving, and a vision to foster great 


places, the city of Wichita has created a new 


neighborhood, near downtown. 




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WINNER 

Policies and Regulations


Pennsylvania Fresh 

Food Financing 

Initiative 

Pennsylvania Department of 

Community and Economic 

Development 

Commonwealth of Pennsylvania 

The Pennsylvania Fresh Food 

Financing Initiative, a public 

private partnership between 

the state and three non profit 

organizations, has provided 

over $7.3 million in grants and 

loans to help supermarkets 

locate in underserved 

communities. The program 

lets people shop for nutritious 

food in their neighborhoods 

instead of having to drive to 

distant grocery stores and 

brings economic development 

to lower income communities. 

For More Information: 

David Adler 

Communications Coordinator 

The Food Trust 

Tel: 215-568-0830 ext. 120 

dadler@thefoodtrust.org 

 

Residents in neighborhoods underserved by grocery stores either make long 

trips to distant stores outside their neighborhoods, or they shop in stores with 

a smaller selection of nutritious foods. The Food Trust, a Philadelphia-based 

non-profit organization, explored this trend in its 2006 report, Philadelphia’s 

New Markets: Ripe Opportunities for Retailers. The study concluded lowerincome areas possess a great concentration of buying power that is largely 

untapped. To give lower-income people easier access to healthy foods and 

to spur new development in neighborhoods that desperately need it, the 

public-private partnership of the Pennsylvania Department of Community 

and Economic Development, The Food Trust, The Reinvestment Fund, and 

the Greater Philadelphia Urban Affairs Coalition established the Fresh Food 

Financing Initiative (FFFI). 

One key principle of smart growth is to direct investment toward existing 

communities, and FFFI is designed to complement revitalization efforts in 

existing communities. For example, of the 22 supermarkets receiving funding 

from FFFI, 20 will create no new impervious cover because they will be 

constructed on existing sites or expand capacity at existing stores. Further, 

vehicular trips are reduced and transportation costs are lower for consumers 

when supermarket operators build stores closer to the people that need them. 

FFFI was launched in 2004 with $10 million in funding from the Commonwealth 

of Pennsylvania. Two years later, the initiative has generated an $80 million 

pool, created by leveraging funds through several public and private sources. 

FFFI has approved $21.9 million in grants and loans to 22 projects across the 

state. The Food Trust’s estimates suggest that the more than 220,000 residents 

served by the new supermarkets will spend over $65 million annually on fresh 

fruits and vegetables. 

By attracting supermarkets to existing neighborhoods, FFFI restores vital 

market opportunities and services to existing communities. As a result, the 

program reduces the pressure to develop farms, wildlife habitat, and open 

space; increases local farm income; and enhances the vitality of urban and 

rural communities. 
Pennsylvania Fresh Food Financing Initiative


The Island Avenue ShopRite, the first store 

to receive FFFI funding, provides 250 jobs 

and 57,000 square feet of retail in Eastwick, 

a previously underserved Southwest 

Philadelphia neighborhood. Most employees 

are neighborhood residents. 

In Philadelphia, the First Oriental Market received a $500,000 loan from 

FFFI to help its owners purchase the property they had previously leased. 

The Island Avenue ShopRite boasts not only fresh and affordable 

foods, but a strong connection to the Eastwick community. 

“Through the Fresh Food Financing Initiative, we can begin to give 

communities in lower-income areas across Pennsylvania the choice of 

more nutritionally balanced diets at affordable costs. Additionally, this 

initiative will help create jobs and revitalize these neighborhoods.” 

Dwight Evans 

State Representative 

 
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WINNER 

Small Communities


Winooski 

Downtown 

Redevelopment 

Project 

City of Winooski 

Winooski, Vermont 

The Winooski Downtown 

Redevelopment project 

revitalized this small town 

with new development that 

respects the city’s character 

and history. The city 

preserved or restored nearly 

100 acres of natural habitat, 

returned vacant properties 

to productive use, created 

several neighborhood parks, 

and built the pedestrian 

friendly RiverWalk. 

For More Information: 

J. Ladd 

Director 

Community Development 

Department 

City of Winooski 

Tel: 802-655-6410 ext. 20 

jladd@onioncity.com 

0 

A city of 7,000 residents in the Burlington metropolitan area, Winooski, 

Vermont, revitalized its downtown by using smart growth principles and 

building on the town’s rich history. The Winooski Downtown Redevelopment 

project created a thriving, attractive center with much-needed housing, stores, 

offices, and public spaces. 

In 1999, the city began a public process to mobilize residents for 

redevelopment of their hometown. Extensive public dialogue produced the 

plan to revitalize downtown. The city secured more than $38 million in public 

funding, which leveraged $169 million in private investment. Construction 

started in 2004. 

Showing its commitment to the project, the city took the critical step of 

reestablishing the street grid that had been demolished in the 1970s and added 

wider sidewalks and on-street parking. Development includes about 500 new 

homes, with another 400 units planned; a new transit center; approximately 

300,000 square feet of offices, shops, and restaurants; and several 

neighborhood parks and other attractive public gathering places. Encouraged 

by the success of the downtown redevelopment, developers are rehabilitating 

several historic mill buildings along Main Street. For example, the Woolen 

Mill, the Champlain Mill, and the Winooski Block are listed on the National 

Register of Historic Places and form a prominent part of the new Winooski Falls 

downtown development. 

The city also opened RiverWalk, a promenade along the Winooski River that 

connects the downtown to the adjacent 100-acre natural preserve. Residents 

and visitors alike flock to this waterfront area to take a casual stroll, enjoy 

lunch, or admire the river. 

The revitalization has given Winooski a big economic boost. The redevelopment 

capitalized on the city’s historic charm and once again made Winooski a place 

people and businesses want to be. The citizens of Winooski now have an 

attractive downtown with mixed-income housing, stores, restaurants, and other 

services within easy, comfortable walking distance. Finally, RiverWalk gives the 

town a beautiful new connection to its beloved river. 
Winooski Downtown Redevelopment Project


“Our downtown revitalization involved multiple public 


sector partners, along with private developers, banks, 


consultants, and local contractors. We could always 


agree that our common goal was a livable downtown 


that would assure economic and civic success.”


Clement Bissonnette 

Mayor of Winooski 

The RiverWalk provides public access to the 

Winooski River and adjoining parks. 

These liner buildings will contain ground-level shops when 


completed. A 900-space parking garage is just behind them, and 


hidden from the street. 


The Winooski Downtown Redevelopment 

project has created approximately 1,400 

construction jobs and will generate an estimated New apartments and condos are being built with easy transit access. 

2,100 permanent jobs upon completion. 



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WINNER 

Equitable Development


Bethel Center 

Chicago Department of 

Planning and Development 

Chicago, Illinois 

Threatened with the loss of 

its transit station, the West 

Garfield Park neighborhood 

catalyzed transit oriented 

redevelopment with Bethel 

Center as the anchor and 

kept the station open. Bethel 

Center provides employment 

services, child care, and 

banking in a “green” 

building erected on a former 

brownfield. 

For More Information: 

Steven McCullough 

President and CEO 

Bethel New Life, Inc. 

Tel: 773-473-7870 

smccullough@bethelnewlife.org 

Ten years ago, the 23,000 residents of Chicago’s West Garfield Park 

neighborhood faced the proposed closure of their Green Line transit station. 

Because the neighborhood was struggling economically, the station represented 

an important community resource that residents couldn’t afford to lose. 

In response, Bethel New Life, Inc., a local faith-based non-profit organization 

that has served the community for 27 years, led the creation of a Transit Village 

Plan. Bethel collaborated with residents, churches, public officials, public 

school principals, the Garfield Park Conservatory, and local organizations to 

develop the plan. The plan focused on improving quality of life by addressing 

residents’ needs for a walkable neighborhood and better community services. 

At the heart of the plan was a two-story, 23,000-square-foot, environmentally 

friendly facility dubbed “Bethel Center.” 

Bethel Center opened its doors in May 2005. Developed with grant funding 

from the Chicago Department of Planning and Development, the center 

provides the community with amenities such as employment counseling, 

commercial services, a technology center, child care, and retail space. 

Neighborhood residents helped determine what services would be offered at 

Bethel Center. 

Bethel Center is a model of environmentally friendly design. The center was 

built on a former brownfield, and its transit-accessible, walkable location gives 

people transportation options. The development incorporates green building 

technology and features a green roof, photovoltaic cells, and recycled and nontoxic building materials. 

Bethel Center is a first step to revitalizing the area. Bethel New Life has also 

built 50 affordable homes within walking distance of Bethel Center and the 

train station. 

Employment opportunities are important for residents in the West Garfield Park 

neighborhood. Bethel Center provides employment counseling, job training, 

and placement services. Approximately 600 visitors seek help each month, and 

retail tenants at Bethel Center hire from the employment training program. 



Bethel Center


“ Transit-oriented development, 

green technology, and focused 

affordable housing combined 

with strong community 

participation prove that these 

concepts can work in lowincome communities across the 

country.” 

Steven McCullough 

President and CEO, Bethel New Life 

The Community Savings Center (CSC) occupies one of the 

six storefront properties at Bethel Center. CSC is a full service 

bank that offers free financial counseling to members. 

Childcare services offered at the Bethel Center 

provide a safe and enriching environment for 

local children. 

Using green construction techniques and smart 

growth principles, Bethel Center has increased 

access to community services while reducing 

environmental impacts. Bethel has applied for 

Gold certification under the Leadership in Energy Bethel Center’s green roof reduces stormwater runoff, and photovoltaic 

and Environmental Design (LEED) program. cells provide clean energy. The center also provides direct access to the 

Green Line “El” stop through a connecting bridge. 

 
2005 and 2004 Award Winners


2005 Winners 

Denver Urban Renewal Authority, Colorado 

Overall Excellence in Smart Growth 

City of Lakewood and Lakewood Reinvestment 

Authority, Colorado 

Built Projects 

City of Pasadena Planning and Development 

Department, California 

Policies and Regulations 

Town of Redding, Connecticut 

Small Communities 

City of Orlando, Florida 

Military Base Redevelopment 

2004 Winners 

Town of Davidson, North Carolina 

Overall Excellence in Smart Growth 

City of Greensboro, North Carolina 

Built Projects 

City of Santa Cruz, California 

Policies and Regulations 

Sacramento Area Council of Governments, 

California 

Community Outreach and Education 

San Juan Pueblo, New Mexico 

Small Communities 

When the city of Orlando transformed a closed Naval 

Training Center into an exciting new community, 16 

extra acres of parkland were created using innovative 

underground stormwater management systems. 

 

In San Juan Pueblo, New Mexico, the design for Tsigo 

Bugeh Village is inspired by traditional pueblos, with 

buildings clustered around two plazas. 
2003 and 2002 Award Winners


2003 Winners 

Metropolitan Council, Minneapolis-St. Paul 

Metropolitan Area, Minnesota 

Overall Excellence in Smart Growth 

Department of the Navy 

Built Projects 

Georgia Office of Quality Growth 

Community Outreach and Education 

Cuyahoga County Treasurer’s Office, Ohio 

Policies and Regulations 

Wake County Public School System/City of Raleigh, 

North Carolina 

Public Schools 

2002 Winners 

Arlington County, Virginia 

Overall Excellence in Smart Growth 

Town of Breckenridge Planning Department, 

Colorado 

Built Projects 

City/County Association of Governments of 

San Mateo County, California 

Policies and Regulations 

Massachusetts Executive Office of 

Environmental Affairs 

Community Outreach and Education 

For more 

information 

on the past 

winners, 

please go to: 

www.epa.gov/ 

smartgrowth/ 

awards.htm 

The Department of the Navy provides a variety of In Arlington County, Virginia, higher-density 

types and sizes of homes to meet the different needs development is clustered around the Metro stations 

of military families. along the Rosslyn-Ballston corridor. 



“Beautiful, livable, 

invigorating, and 

inspirational cities are 

essential to our quality 

of life.” 

Joseph Riley, Jr. 

Mayor of Charleston, 

South Carolina 



Acknowledgements


Thanks to our Review Panel 

Martin Harris, National Association of Counties 

Jennifer Leonard, Smart Growth America 

Lisa Nisenson, Nisenson Consulting 

Michael Pawlukiewicz, The Urban Land Institute 

Lee Quill, Cunningham Quill Architects 

Harrison Rue, Thomas Jefferson Planning District 

Commission 

Sue Schwartz, City of Greensboro, North Carolina 

Rhonda Sincavage, National Trust for Historic Preservation 

Scot Spencer, The Annie E. Casey Foundation 

National Building Museum 

The 2006 National Award for Smart Growth Achievement 

ceremony was held at the National Building Museum in 

Washington, DC, on November 15. The National Building 

Museum, created by an act of Congress in 1980, is America’s 

premier cultural institution dedicated to exploring and 

celebrating architecture, design, engineering, construction, 

and urban planning. Since opening its doors in 1985, the 

museum has become a vital forum for exchanging ideas 

and information about such topical issues as managing 

suburban growth, preserving landmarks and communities, 

and revitalizing urban centers. Its engaging exhibitions and 

education programs, including innovative curricula for school 

children and stimulating programs for adults, annually attract 

nearly 400,000 people, making the museum the most-visited 

institution of its kind in the world. 

Photo Credits 

Front cover: Fruitvale Transit Village, Oakland, CA. Photo used with 


permission of John Beutler. 


How Smart Growth Protects the Environment: Wisconsin farm. Scenics 


of America/PhotoLink. 


About the Award: Market Common, Arlington, VA. U.S. EPA, 


Development, Community, and Environment Division. 


Winners page: Highlands’ Garden Village, Denver, CO. U.S. EPA, 


Development, Community, and Environment Division. 


Case study photos courtesy of award winners, except Wichita store­


fronts photo, courtesy of Carlton Eley; First Oriental Market photo, 


courtesy of The Reinvestment Fund; and Winooski photos, courtesy 


of Liisa Ecola.


2005 and 2004 Award Winners: Baldwin Park, Orlando, FL. Photo 


courtesy of Baldwin Park Development Company. San Juan Pueblo, 


NM. Photo courtesy of Jamie Blosser. 


2003 and 2002 Award Winners: Gateway Village, San Diego, CA. 


Photo courtesy of the Department of the Navy. Arlington, VA. Photo 


courtesy of Arlington County.


Opposite Acknowledgements page: Harlem, NY. Photo courtesy of 


Carlton Eley. 


Acknowledgements: Philadelphia, PA. Photo courtesy of Carlton Eley.


Back cover: Fall Creek Place, Indianapolis, IN. Photo courtesy of 


Mansur Real Estate Services, Inc.




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For more information about the National Award for Smart Growth 

Achievement and EPA’s other smart growth activities, see: 

www.epa.gov/smartgrowth 

Recycled/Recyclable United States Printed with Vegetable Oil Based Inks on Recycled Paper 

(Minimum 50% Postconsumer) Process Chlorine Free Environmental Protection Agency 

1807-T 

Office of Policy, Economics, and Innovation (1807 T) EPA 231 K 06 004 November 2006 Washington, DC 20460