Among other pastimes, a more serious one of a few was furnishing a level of governmental services.  These services were by necessity limited in score.  Garbage collection, water distribution, police and volunteer fire service were among the first. 

These were more services than most residents expected at the time.  Cocoa Beach was definitely in the Boondocks.  A place concerned with letting one "get away from it all".  This feeling was mutual too.  This was the last word in casual Florida peacefulness.

The town in those days was 1 mile long and 1/4 mile wide.  The Casuarinas (Australian Pines) grew everywhere and very few persons lived more than 600 feet from the ocean.  Drinking water was obtained through the city's two 10" wells.  Both were located at a convenient spot, the rear of the 24' X 18' building known as Town Hall.  One had little knead of salt with a meal in 1950, for the water supply satisfied the minimum limits for human consumption.  There was little need of sulphur drugs also.

Water distribution lines were laid in 1947 with one employee serving as major Domo foreman for every job imaginable and one laborer.  Water accounts totaled 40.

Garbage, was collected once weekly with one truck.  Refuse was hauled three blocks to a dump site at the edge of the Banana River.  There was very little refuse.  no one worried about that sort of thing.

Sanitation problems were at a low.  Homes were connected to a septic tank.  Population density averaged one-half a person per acre.  Overflow conditions rarely occurred.

One street had been cut through the palmettos by 1950, two streets extended 2100' north and south, the starting point beginning with Cocoa Avenue, the dividing line.  Atlantic Avenue was the more fortunate artery, this having been paved and designated the royal title "A1A".

Police protection was furnished by one man and one vehicle.  The volunteer firemen numbered four and nursed the 500 gallon ford truck through many brush fires and several unfortunate razings.

1950 found the U.S. Government revamping an old navy base for some unknown reason.  This base was 4 miles south of the 246 residents.  This time they called it Patrick AFB.

There was a newspaper report in 1949 mentioning the possible use of a site on the east Florida Coast for experimental purposed by Uncle Sam.  The future purchase of 8 square miles of palmettos and cabbage palms indicated something big was in the air.  This purchase to the north of Cocoa Beach included the acquisition of an ostensible landmark known to seaman for several hundred years...CAPE CANAVERAL...Finally it was announced the site for experimental launchings of rockets and missile trajectories was selected.  A German V-2  WAC Corporal 2nd Stage was fired at the Cape in 1950.  This was the first one.  It was called a "Bumper".  The child's plaything too a turn to serious proportions...defense, exploration, new concepts in travel and other possibilities.

With the development of scientific products came the future citizens of Cocoa Beach.  It was not so evident at first.  Some saw it coming.  A missile company financed the development of 150 home subdivision complete with a sewage treatment facility.  This filled up in six months.

The first major morel was constructed in 1956 with 100 rooms.  An unusual site for such deserted stretch of beach.

With the new arrivals came new ideas, new expectations and a determination to receive the services of government exactly as it was found "back home".

By 1954 it was apparent the garbage could no longer be hauled with city forces.  The accounts totaled 760 and were increasing 15% each month.  It was either expand or go out on contract.  Proposals were received and the Town of Cocoa Beach issued the first refuse contract with 805 customers on the route for collection.

Overflowing septic tanks became a problem in 1954 for the residents.  The proposal to construct a Sewage Treatment was studies.  Plans were drawn and revenue certificates totaling $500,000 was validated and sold.  The franchise, utility and cigarette taxes served a back-up to support the $24,000 annual obligation to the certificate holders.

However, the system was no less than 11 months in operation when it became apparent that enlargement was overdue, occasioned by annexation of 2 1/2 square miles of land to the north of the present limits.  The population now placed such an unusual workload on the clerical staff that definite remedial measures were seen in need.  Steps were taken to turn the sewer billing over to the City of Cocoa Water Department.  The Administrative cost per customer, per month, was paid to Cocoa.  Customers were then able to receive one bill for both water and sewer service.  This was especially useful since the sewer bill is base on a percentage of water consumption.

By 1955 the salt intrusion encouraged the town officials to deal with the City of Cocoa, 8 miles distant and provide the 400 water customers with service.  The St. John's River Basin well system would provide the necessary quality of water needed.  The City of Cocoa secured the water franchise at a price of $105,000 thus eliminating the city operation requirements for this type of service.  

No forgotten, the two wells serve today as an emergency Civil Defense supply and are valved-stopped for this purpose.

The thirst of knowledge increased with almost every new resident and a Library Board was formed to handle the time consuming matter of installing complete facilities to this end.  Librarian services were provided by adding another room to the Town Hall. 

New books, new readers and needed work space in Town Hall made it a necessity to find larger facilities.  This done, the members of the board actively planned for a modern Library.  As is usual, the lack of funds acted as a delaying factor. 

Seeing the "boom", the Commissioners appointed a Planning Board.  A new era was underway and they knew it.  How soon can a group formulate a good master plan with proper zoning controls?  They decided to find out.

This new advisory Board the employment of a professional planner to organize a plan and institute the necessary controls.  This was finally accomplished in 1960 with the aid of the Florida Development Commission and H.H.F.A. on a fund sharing basis.

Another service requiring enormous amounts of time was that of setting up recreational facilities.  Another advisory board was established.  This board instituted a gradual plan of community improvement and received considerable assistance through participation of interested sports enthusiasts  in town.  The area term "desert" was being applied to Cocoa Beach after the removal of many Australian Pines on the thoroughfare,

Steps were taken to remove this term in 1959 when local officials contracted the University of Florida and received professional assistance.  This board instituted a program of highway beautification.  The recent appointment of a beautification board has allowed greater time for consideration of this step-child need in the community.

The creation of these four advisory boards has served an excellent purpose, i.e. provide semi-specialists on a local basis to actively carry out a program in each respective filed.  These are the areas where a quantify of hours for proper study would have been impossible for the Commissioners or the Administration.

Yet, another matter was in need of consideration - centralization of administrative functions.  An approach to this problem was made in 1959 when major charter changes were made to provide a City Manager form of government.  This effected a method of reducing time consumed in prior years when elected officials were needed to handle administrative problems.  This charter change provided a stepping stone for Commissioners who needed more time to study the more important policy decisions which were becoming increasingly important with the growing population density.

Taking their role quite seriously, the Commission outlined a large proposal to the citizens for a General Obligation Bond Improvement Program.  Although the tax base was enlarged considerably through annexation for four square miles and 1000 persons, it was apparent in the vote that the freeholders were not sold on this first proposal. 

Undaunted, the elected officials took a constructive look at the G.O.B. failed an planned for another try.

Meetings were held, coffee klatches, advisory board studies and presentations, talks were made by each Commissioner, Advisory Board members and other community leaders.  Adjustments in the proposed G.O.B. improvement were modified where necessary, until the Commission felt the democratic process had been effectively carried out.

An you know what? The G.O.B. passed.  60% of the total registered voters turned out with a majority of support in favor.  The village of Cocoa Beach was off and running as of November 28, 1961.

Six major items were proposed in the $930,000 issue.  Library; Municipal Building; Off-Street Parking; Streets, Sidewalks and Drainage; Park Improvements and Municipal Land were the major improvements listed.  Each was a representation of many hors of discussion and enlightened haranguing where necessary.

Implementation of each item was set forth by use of target-dating.  For example, advisory board recommendations were returned to the boards with a request to set priority on the successful G.O.B. improvements.  This arrangement was broken down into segments of Plans and Drawings, bid date, contract execution, construction underway, and construction completed.

Each target date schedule was compiled for an overall schedule in order that status of plans cold be reviewed from month to month.

Although plans and specifications were lengthy in preparation due to a more detailed review of individual items, all items are in near completion stage within 12 months from date of passage by the voters. 

As is the case with major capital improvements, the workload imposed a need to receive additional clerical and engineering services. Nine employees were added to city forces due to the G.O.B. in addition to General Fund Growth.  Inspection and plans preparation were stepped up through the city's consulting engineer.

Where severe workloads were imposed solely through G.O.B. improvements, the administration was forced to schedule, farm out details to private enterprise and look forward to the benefits of future improvements.

The Leviathan of a population boom is the building activity.  New homes start everywhere.  Subdivision plats are in anxious preparation, motel construction becomes so intense that "Motel Row" is tagged to the two mile commercial district on A1A where this all important development is underway.  Building permits soar! the city had one part time building official only two years ago.  Fourteen permits were issued in 1953 totaling $120,012.00.  In 1960 there were 166 permits issued totaling $3,317,177.00.  It continues today.  362 permits were issued the first 11 months of this year, 1962 totaling $12,597,722 and requiring 3,258 inspections for that period.  This is for a city of 6500 population with one full time inspector. 

Dependence on inspectors working for lending institutions was required.  This is still the case.  There are three full time inspectors with lending institutions, one a former city building official, who have assisted when necessary.  Plans are underway to "update" building permit fees,, examinations for builders and reciprocity on an uniform basis.  This will place permit fees in line with similar scales of nearby communities and allow additional personnel handle inspections on electrical, plumbing and miscellaneous inspection.  Concurrent with increased construction activity is the need for sewer expansion. 

A third enlargement of the sewage treatment system was planned in 1961.  Refinancing a portion of the sewer revenue certificates at 4 1/4% interest, the new $1,875,000.00 issue will increase the primary system from 500,00 gallons treatment capacity to 1,500,000 gallons.  In addition, plant design will include a secondary treatment with trickling filters and use of ton containers for chlorination.  Plans are also underway for another enlargement. 

The present system is overloaded with a larger than one million gallon flow average daily count and 24 hour labor crews on the lift station watch. 

Phase one of the new expansion is underway.  A total of 7 miles of sewer lines and six lift stations will be included in his project.

Near the end of each sewer program, the deficit in handling requested extension of laterals is expedited.  Large corporations, developers on single tracts for apartments and commercial builders are often able to finance the lateral extension, pay the connection fee and $3,00 per front foot assessment at one time.  Consequently the lines are laid in bid-contract immediately after execution.  Rebates through sewer revenue from the improvement are made to the firm.

As is the case with many cities, the cost of growth is met with the aspects of miscellaneous revenue increases.  For example occupational licenses from 1960-61 collected $19,025.25, in 1961-62 the increase was 35% to $25,679.90.  Cigarette taxes and utility taxes were similar in each respective way.

Another way of meting the cost is occasioned by pledging of franchise taxes as a backup on future revenue issues.  In this case, the city is undertaking the development of a golf course on underwater land.  This tract, 185 acres, was conveyed by the State of Florida for public municipal purposes.  A market research is underway, future dredging and filling and subsequent municipal development of such a golf course will provide a self-sustaining operation in due time.  As this occurs, the pledged franchise tax will be released for another development, as it was originally when it served to aid the sewer system expansion.

Expansion of one facet calls for similar action in other areas.  Unimproved land is becoming scarce.  A bulkhead line has been set by the city for expansion to the marsh land of the Banana River.  Adequate controls over this expansion for single family homes was established by taking three steps.   

The first was the requirement that all proposed bulkhead line land be annexed upon request of the developer.  The second was to update the current subdivision regulations in order to require proper engineering controls.  Lastly, public notice of plat filing applications, coordination with engineers on canal problems and requested assistance from state planning agencies are used jointly to secure a proper development in harmony with the existing proposed land use plan. 

Fringe area development is presently controlled by use of city-county coordination.  The same holds true for regulatory agencies such as police protection where felonies are handled by the County Sheriff's Department.  Also, zone change applications are cross checked with county zoning when contiguous development is in question. 

Use of country equipment on joint road building programs is another example of this intergovernmental cooperation.  This is essential to provide expedited street services on a piece-meal basis.

Future problems in Missileland, U.S.A, are carefully forecasted through periodic review of certain growth barometers.  among the more reliable ones are daily sewage flows, telephone accounts, increased utility accounts and the per cent increase in miscellaneous revenues and ad valorem collections based on an 80% assessment of market value.

The essence of meeting the missile boom is the single realization of one factor.  There is a common goal to provide a balanced economy based on the citizen's expressed needs regardless of the rapid rate of growth in this area of Florida.  Such is attainable and requires a constant striving for higher governmental achievement.