08/18/2008
COMMUNITY REDEVELOPMENT AGENCY
AGENDA
Location: Council Chambers - City Hall
Date: 8/18/2008- 1 :30 PM
1. Call to Order
2. Approval of Minutes
2.1 Approve the minutes of the July 14, 2008 CRA meeting as submitted in written summation by the City
Clerk.
~ Attachments
3. CRA Items
3.1 Discussion: ERA/DowntownWorks Draft Cleveland Street District Retail Strategy Report.
~ Attachments
3.2 Approve an Interlocal Agreement between the CRA and the City of Clearwater to provide CRA funding
in the amount of $134,023.46 to underwrite the cost of additional Community Policing Services by the
Clearwater Police Department in the East Gateway CRA District, pursuant to the recently adopted East
Gateway District Five-Year Action Plan and authorize the appropriate officials to execute same.
~ Attachments
4. Other Business
5. Adjourn
Meeting Date:8/18/2008
Community Redevelopment
Agency Agenda
Council Chambers - City Hall
SUBJECT / RECOMMENDATION:
Approve the minutes of the July 14,2008 CRA meeting as submitted in written summation by the City Clerk.
SUMMARY:
Review Approval: 1) Clerk
Cover Memo
Item # 1
Attachment number 1
Page 1 of 2
COMMUNITY REDEVELOPMENT AGENCY MEETING MINUTES
CITY OF CLEARWATER
July 14, 2008
Present:
Chair/CRA Trustee
CRA Trustee
CRA Trustee
CRA Trustee
CRA Trustee
City Manager
Assistant City Manager
Assistant City Manager/CRA Executive Director
City Attorney
City Clerk
Board Reporter
ems are in agenda order although not
2.
unity Redevelopment
summation by the City
nimously.
3. CRA Items
3.1 A rove the Cleveland Street B
In an effort to further the CRA's (Clea
to develop downtown Clearwater as a vibrant desti
staff proposes to display street pole banners beari
of the Cleveland Street District (CSD) as an "Outdoor
The program also aims to build upon and complem
related efforts, such as the Cleveland Street District Rotating ptures Exhibi .
Sculpture360, which was unveiled this month in the 400, 500 and 600 block
Street. The City's Cultural Affairs Division, as part of the Public Art & Desi
manage the program in concert with the CRA.
Initially, it is proposed that up to 30 lamp poles in the 400, 500, an
designated for up to 30 unique banner designs displayed based on designa emes that
correlate to City-sponsored functions. The remaining lampposts, of which there are a total of
57, will continue to display the CSD logo banner as they are currently displayed.
Community Redevelopment Agency 2008-07-14
1tem # 1
Attachment number 1
Page 2 of 2
There will be two themed exhibitions per year aimed for the fall and spring. "Clearwater
Gets Jazzed" is the proposed theme for the first banners to be displayed from September
through November of 2008. The banner artwork will relate to Clearwater's connection and
celebration of jazz music.
mpetition is proposed for a January through April 2009 exhibition.
Artis
com petiti
Public
the process outlined by the Public Art & Design Board through
ection committee made up of members appointed by the
the Public Art Fund will finance the program. CRA staff
ment Board fund the first run of the banners through
7 -08 budget.
The meeting adjourned at 2:41 p.m.
that the current ordinance
the Public Art & Design
The majority of the CRA agreed to
be changed to reflect that the City Cou
Board prior to being displayed.
Trustee Doran moved to appro
guidelines. The motion was duly secon
"Aye"; Trustee Cretekos and Gibson vote
4. Other Business - None.
5. Adjourn
Chair
Community Redevel
Attest:
City Clerk
Community Redevelopment Agency 2008-07-14
:Item # 1
Meeting Date:8/18/2008
Community Redevelopment
Agency Agenda
Council Chambers - City Hall
SUBJECT / RECOMMENDATION:
Discussion: ERA/DowntownWorks Draft Cleveland Street District Retail Strategy Report.
SUMMARY:
Pursuant to CRA RFP 10-08, a contract was awarded March 17, 2008, to Economic Research Associates/Downtown Works of
Washington, D.C. for Retail Recruitment and Marketing Services for the Cleveland Street District in Downtown Clearwater.
The objective of the Contract was to support and enhance the existing retail base within the Cleveland Street District.
The contract delineates the following services to be provided by the consultant:
1) Develop a Strategy for Retail Recruitment and Repopulation of the retail spaces in the Cleveland Street District, consistent with the
"Cafe Society" vision and market characteristics.
2) Develop a marketing and leasing plan to implement the retail strategy.
3) Assist and counsel the CRA with retail contacts and negotiations with property owners/retail prospects.
These services are intended to support the overall strategy for downtown revitalization, which is: 1) implement infrastructure
improvements; 2) attract residential development; and 3) create a "destination". The contract marks the next step in the CRA's program
for downtown revitalization, which to-date has included the Downtown Market Study; Fa<,;ade Design Analysis creating the "Cafe
Society"; revised Fa<,;ade Improvement Program and Sidewalk Furniture Grant Program; and, Cleveland Street branding.
ERA/Downtown Works has completed a draft report, addressing Item 1 of their engagement. Activities under items 2 and 3 are also
underway, in conjunction with the CRA Downtown Manager.
Staff seeks CRA Board input, advice and comment on the discussion draft to assure that the final document reflects the expectations of
the Board. Staff will then incorporate the results of the discussion into a final draft for consideration/adoption at the September 15, 2008
CRA meeting.
ERA/DowntownWorks representatives will be in attendance to present the discussion draft and answer any questions.
Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) Clerk 6) City Manager 7) Clerk
Cover Memo
Item # 2
C1evela nd Street
District Retail Strategy
Draft
Retail Strategy and Merchandise Mix Plan
August 2008
Table of Contents
I. Overview and Timeline
II. Downtown Overview and Market Assessment
III. Existing Conditions
IV. Merchandise Mix
V. Implementation
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Retail Strategy & Implementation Program
The City of Clearwater retained ERA I DW to evaluate retail conditions in the
Cleveland Street District in downtown Clearwater and create a Retail Strategy and
Implementation Program
The scope includes:
Definition and description of important customer markets
. Development of Merchandise Mix Plan, including appropriate mix of retailers and phasing
. Commencement of Implementation Program
Our approach is unique and addresses Cleveland Street District's needs
Hands-on and strategic, beyond the numbers
More emphasis on action, on-the-ground recruitment, and training rather than a
long written report
Tangible deliverable, Executive Summary only
Timeline
Months May - July: Data gathering, interviews, strategic assessment, draft Executive Summary
Months Aug - Sept: Finalize Executive Summary, retail recruitment marketing material, Retail
Recruiter training
Months Oct - April: Implementation, grant assistance, monitor and prospect with Retail Recruiter,
prospective tenant evaluation, landlord meetings
Table of Contents
I. Project Overview and Timeline
i. Potential Customer markets
Lifestyle characteristics
ii. Expenditure characteristics
ii. Supportable Square Feet
iii. Stakeholder interviews
iv. Strengths and challenges for retail
III. Existing Conditions
IV. Merchandise Mix Plan
V. Implementation
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Three major elements must be in place for retail to succeed in the Cleveland Street
our work addresses the element.
Retail
Recruitment
to fulfill
Merchandise
Mix Plan
* Without the appropriate
merchandise mix,
downtown will never reach
its full potential
* Without
directed reta i I
recru itment
Clearwater may
never create the
right tenant mix
Potential
Customer Market
Three types of people are potential downtown customers
Cleveland
Street District
In a market
Clearwater's
size, retail must
rely on more
than one
customer type
Employees will not be a major contributor to retail spending, "icing on the cake."
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Downtown Employees and Retail
Employees will not be a major source of retail spending on Cleveland Street
>- City of Clearwater (geography)
. Approximately 52,000 (2006 US Census)
>- Pinellas County (geography)
. Approximately 647,000 (Woods & Poole)
>- Downtown Clearwater
Approximately 6,000 (2006 Market Study)
2,800 County employees (County estimate)
1,000 City employees (City estimate)
Increase - Employees stopping for after
work dinnerl drinks close to office
12% in 1987 and 25% in 2003
Decrease - Office workers travel time to
lunch (avg 6 min)
. Less than 5 min: 25% in 1987 and 40% in 2003
Source: ICSC Spending Patterns of Office
Workers; 2003.
>- Cleveland Street District Class A Office
Space - 3 buildings
. 368,181 square feet total
. 138,405 square feet available
>- Space to employee ratios
In Clearwater, 200 to 250 square feet per
employee
. 920 to 1,150, Estimated employees in Class
A space
City of Clearwater Employment, 2006
Category Employees
Management, professional, and related
occupations
Service occupations
Sales and office occupations
Farming, fishing, and forestry occupations
Construction, extraction, maintenance and
repair occupations
Production, transportation, and material
moving occupations
Total:
19,718
9,702
12,867
301
6,237
3,254
52,079
Source: US Census, American Fact Finder, June 2008
Residential Drive-Time Markets
Creating a Merchandise Mix that draws customers from the surrounding drive-able
markets will be very important.
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Residential Markets and Retail Relevant Data
Downtown Core too small to, alone, support
retail
Approximately 1,000 units coming on-line in Cleveland
Street District
10 minute drive time, however, has 75,700 households
Determined residential market areas relevant to
retail
Utilized drive-times for markets outside of core
" Takes into account real accessibility
10,20, and 30 minute drive-times
Trade areas are not cumulative
Secondary: Between 10 minutes and 20 minutes
" Tertiary: Between 20 minutes and 30 minutes
Population
. 820,114 (2007)
836,3403 (2012)
Average HH Income
$65,233(2007)
$79,056 (2012)
Residential Market Income
No. of Househokls by Inmme Level and Market Area, 2007
Population
. 167,226(2007)
. 169,790 (2012)
Average HH Income
. $57,654 (2007)
. $68,490 (2012)
Median age 46
Population
300,503 (2007)
303,337 (2012)
Average HH Income
$68,363 (2007)
$82,179 (2012)
Median age 48
Population
. 352,385 (2007)
363,213 (2012)
Average HH Income
$66,174 (2007)
$81,400 (2012)
45
Number of households tapers off as
income bracket increases
Significant drop in number of
households at $150,000
Retirement community affects income
levels (still have money to spend)
Income
No. of Households by Income Level and Market
Area, 2012
More even distribution of households
across incomes estimated in 2012
Income
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Residential
Research
Mode and
Key Factors
Almost all major categories enjoy dining out
All trade areas have old and young populations that are potential downtown
customers
All trade areas have the same top three Life Mode groups:
Senior Styles
Traditional Living
Upscale Avenues
Trade Area
Data
>- "Senior Styles:" Largest Life Mode Group
~ Younger, more affluent members move to warmer climates
~ Very diverse Life Mode group (range of incomes, ages, preferences)
~ Politically active
m Golf is favorite sport
~ Read newspapers daily
Within "Senior Styles," two major segmentation categories:
~ "Retirement Communities" (9,080 HH, 12 % of whole)
Educated older market (median 51.4)
. Health is priority, diet and exercise
. Enjoy gardening, canoeing, gambling spoiling grandchildren
with toys, home remodeling
. "Senior Sun Seekers" (8,039 HH, 11 % of whole area)
Retired or anticipating retirement (median 51.9)
High proportion of seasonal housing
. Enjoy dining out, reading, fishing, games (bingo, casinos, etc.)
Primary Market Household Life Mode Groups
EJ High Society
EJ Senior Styles
II Upscale Avenues EJ MetroPJlis 0 Solo Acts
o High Hopes II Gbbal Roots 0 Family Portrait
. Traditional Living 0 American Quilt
;.. "Upscale Avenues, High Hopes, Solo Acts" are all
great groups for urban oriented retail (24% of
trade area)
"Upscale Avenues"
. Prosperity is major attribute (above average earnings)
. Well educated, internet savvy
. live suburban, but embrace urban lifestyle
. Enjoy outdoor activities and sports
. Spend money on dining out and home improvement
"High Hopes"
. Young, couples or single parents spending money on
children
. Enjoy dining out, dancing, fishing, exercise, gaming
"Solo Acts"
. Unencumbered lifestyle
. Well educated, working professionals, largely single
. Considerable discretionary income
. Enjoy dining out, travel, urban environment
Attachment number 1
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Trade Area
Data
Similar Life Mode group distribution as the Primary
Trade Area
"Senior Styles" constitute over half of the market
"Upscale Avenues" are major contingent with 13%
>- "Traditional Living" is 3rd largest group with 11 %
Midlife Junction represents 88% of this group
Hardworking and settled families
Spend money carefully, do not succumb to fads
~nJ~(e~id~ng out at full-service restaurants, especially on
;.. "High Society" is 4th largest group with 8%
Relevant to retail, high disposable income
m Contain 7 most affluent Segmentation categories, 3
represented in Clearwater
~ "Exurbanites" (9,502 HH, 6.8% oftotal area)
. Empty Nesters comprise 40%, nationally
. Spend on home improvement and landscaping supplies and
tools
. Enjoy outdoor activities
"Sophisticated Squires" (1, 189 HH, 0.7% oftotal area)
m "Suburban Splendor" (712 HH 0.5% of total area)
Secondary Market Household Life Mode Groups
I::J High Society I::J Upscale Avenues I::J Metropolis
I::J Senior Styles IIIl High Hopes 11II Global Roots
11II Traditional Living 11II American Quilt
I::J Solo Acts
IIIl Fami~ Portrait
Trade Area
Data
"Senior Styles" represents 41% as opposed to over
half in other trade areas
;- The top three Life Mode Groups represent 73%
of the tota I ma rket
>- With a 30 minute drive time, the tertiary market
residents are the least likely to drive to Cleveland
Street District
Includes St. Petersburg, where residents may travel
to Cleveland Street District for
II A collection of restaurants
II A single destination restaurant
. More likely to travel to eat than to shop
Tertiary Market Household Life Mode Groups
1% 3%
IIIl High Society
IIIl Senior Styles
11II Traditional Living
I::J Upscale Avenues IIIl Metropolis
IIIl High Hopes I::J Global Roots
IIIl Factories & Farms IIIl American Quilt
IIIl Solo Acts
IIIl Fami~ Portrait
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Residents are an ever-present customer market with consistent household
spending
ERA estimated annual household spending
" ESRI Business Analyst and Bureau of Labor and
Statistics spending patterns
Includes several categories
. Apparel and Apparel Service
. Household Furnishings and Electronics
. Personal Care and Services
. Food and Beverage Away From Home
. Includes all expenditures made by household in
any location throughout the year
Indicates the potentia/level of spending by
households, not actual spending in
downtown Clearwater
Primary Trade Area
$8,000
Secondary Trade Area
$8,900
Tertiary Trade Area
$9,200
Combined Trade Area Spending Per Household, 2007
Cleveland
Street District
should
capitalize on
significant
expenditures -
Need to recruit
restaurants
All Trade
Areas have
the same
spending
distribution
across
categories
[] Apparel & Apparel Services 0 HH Furnishings & Electronics
121 Personal Care & Services II Food & Beverage
Household Spending in Retail Categories, by Trade Area
Annual Market Area Breakdown of Household spending by category for
Retail Categories By Market Retail Expenditures Retail each trade a rea
Expend itures
Primary Farther-out spending is higher:
Apparel & Apparel Services 146,921,004 24.1% Individual household spending increases
HH Furnishings & Electronics 165,391,614 27.1% Number households increase
Personal Care & Services 80,955,405 13.3%
Food & Beverage 215,982,981 35.5% Residents within 10 minute drive time
Subtotal 609,251,004 100% spend $215 million+ on food-away
Secondary from home (Restaurants)
Apparel & Apparel Services 304,390,794 25.2%
HH Furnishings & Electronics 349,266,513 28.9%
Personal Care & Services 174,050,850 14.4%
Food & Beverage 379,286,433 31.4%
Subtotal 1,206,994,592 100.0%
Tertiary STRATEGY: Provide a unique
Apparel & Apparel Services 354,910,783 24.1%
HH Furnishings & Electronics 405,755,710 27.5% Merchandise Mix with one-of-a-
Personal Care & Services 191,804,252 13.0% kind retailers and restaurants.
Food & Beverage 520,563,114 35.3%
Subtotal 1,473,033,858 100.0%
Total HOW: A dedicated Retail
Apparel & Apparel Services 806,222,581 24.5%
HH Furnishings & Electronics 920,413,837 28.0% Rgl;fyiJgf whose primary
Personal Care & Services 446,810,507 13.6% responsibility is generating retail
Food & Beverage 1,115,832,528 33.9%
Subtotal 3,289,279,454 100.0% ros ects
$3.3 billion spent by trade area households
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Visitor Market: With the right retail mix, Cleveland Street District can capitalize
on a strong visitor market
Clearwater
792,212 overnight visitors in 2007 (Clearwater
Regional Chamber of Commerce)
Since 2003, the visitation has decreased, on
average, 2% annually
Spike in 2004 with 924,516 visitors
33% of visitation is international
792,212 visitors (2007)
Winter: 32% (252,175)
Summer: 42% (333,335)
Fall: 26% (206,702)
Visitors have disposable income (Median HH Inc.)
Median HH $ % Exec./Prof
Winter: $114,146 55%
Summer: $112,857 62%
Fall: $103,247 57%
Majority of visitors are vacationing
(approximately 90%)
Rather than visiting friends & family
m More likely to eat out
5.25 million visitors annually
Top 5 US Feeder Markets
Chicago 10.2% of total visitation
New York 9.0%
Tampa 5.5%
Boston 5.1 %
Philadelphia 4.4%
92% are vacationers, 13% are visiting friends
and relatives
60% are families and 37% are couples (avg.
party size 2.8
Length of stay in st. PetelClw Area: 6.5 days
Average Length of Stay and Party Size
Stay Pa rty Size
Wn~~ 73 2B
Summer: 5.4 3.0
Fall: 6.1 2.5
Seasonal Residents
Approximately 20,000 "winter residents" each year in Clearwater (City of Clearwater)
January - April
4% of St.petersburg/Clearwater total winter residents
US Census tracks units utilized for seasonal, recreational, or occasional use in
Clearwater
4,309 units, 7.6% of total (US Census 2000)
4,881 units estimated for seasonal use in 2006 (based on percentage of 64,226 total units in
2006)
St. Petersburg/Clearwater seasonal population in 2006 (Nov - April)
1,185,000 residents
658,333 households
Spending patterns will resemble resident spending more
closely than visitor spending.
For example, may not eat out every night as vacationers do.
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9
Clearwater/Clearwater Beaches Visitor Expenditures
2007 ClearwaterlClearwater Beaches Visitor Profile (Chamber of Com.)
Winter per Person per Trip
. Food/Entertainment: $767
. Retail: $264
SpringlSummer per Person per Trip
. Food/Entertainment: $687
. Retail: $272
Fall per Person per Trip
. Food/Entertainment: $688
. Retail: $301
Visitors tend to spend more on food and beverages
than retail
They are a captive audience
Cleveland Street can offer something different than
beach shops
Clearwater Beaches underserved with "real" retail
Total Retail Expenditures 2007
Clearwater/Clearwater Beaches
Retail: $2.1 million
Food/Entertainment: $5.7 million
STRATEGY: Offer
visitors a selection
of restaurants
they will not find
at home or
elsewhere in the
region
Market Penetration: Capturing Expenditures from Residents and Visitors
In Clearwater's retail trade areas, there is money to be spent
Downtown Clearwater will not "capture" all of the residential/visitor spending
Market penetration rates or capture rates identify a realistic portion of expenditures that could be
attracted to a given area
For example, rate of 10% assumes $10 of every $100 is spent in a defined area/location.
Common consumer behaviors influence the propensity to buy certain items. For example, people:
Buy groceries and convenience items close to home
Travel farther and more often to go to restaurants as opposed to retail
Visitors always spend money on dining out
);- Market Penetration Rates dependent on several inter-related factors
Merchandise Mix on Cleveland Street District
Competitive Context
Proximity of Cleveland Street District to Trade Area - Residents in 10 minute drive time more likely to shop
Hence the
importance of a
Retail Recruiter
to prospect for
tenants that
fulfill the
Merchandise Mix
Plan
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10
ERA I DW estimates that the Cleveland Street District can support additional retail
in existing vacant spaces
In this phase of the analysis (market is defined) #1 factor is to capitalize on potential
retail demand through the....
Quality of the Merchandise Mix
In a city Clearwater's size, the #1 tool to improve the tenant mix is a:
Retail Recruiter
Other factors are important too
. Increase tourism
Increase downtown residents
Without a retail recruiter, Clearwater can not realize its full retail potential
No Merchandise Mix Plan or
Implementation (focused Retail
Recruitment)
The potential if a Merchandise Mix
Plan is adhered to by all and a
dedicated Retail Recruiter is generating
prospects
Retail Category
Low Supportable "0, Ft
18,719
34,643
53,362
Retail
Food & Beverage
Total Supportable
Note: These figures include existing retail
Multiple factors will ultimately affect the supportable square footage and success of
the retail over the short-term and
Factors Affecting Supportable Demand
(including existing space)
53,000 SF 114,000 SF 175,000 SF
III-formed
Well-formed
Merchandise Mix
.
The success and appeal of a retail cluster is directly linked to its
merchandise mix and its function as a destination.
Competitive
Surrounding Context
The nature/size of existing retail offerings, as well as new catalytic or
competitive development projects in the region or in Cleveland Street
District can defer/attract customer dollars
. Complementa')'
Factors Affecting Store Productivity
low Sales / SF
High Sales / SF
Bad
Loca"on, Design, & Configu","on ..
In-S'o,e Me,chandlslng ....e
A store's size, location, interior, and storefront design are part of
total appeal for customers. A store will do better located in an
area with a good Merchandise Mix
Price points and merchandise should accurately reflect the
demographics and lifestyle characteristics of the potential
consumers.
Inaccurate
TYPio,e
Merchandise quality, quantity, mark-up, as well as store size,
influence retailers' Sales/ SF. Will impact Merchandise Mix.
Jewelry (expensive merchandise in small space)
Coffee (high profit margin in small space)
Furniture (sales spread over large store)
Electronic & books (low profit margins)
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11
Supportable square feet in relation to existing retail space estimates
ERAI DW estimated existing square footage on Cleveland Street during the
Qualitative Assessment
Excessive vacant space that should be an Implementation priority
If Merchandise Mix Plan is implemented, still room for retail to grow in the
future
Successful retail destination will generate more demand
The market ($$) is there if you give
potential customers a reason to choose
Clearwater
Substantial demand if work to create co-tenancy and
complementary Merchandise Mix that will attract people
Supportable SF and Existing SF on Cleveland Street
Category Low High
Supportable Square Feet 91,626 180,376
Less Existing Retail
Office Space that could __ Less Existing Office
be retail on Cleveland Sl. Less Existing Retail Service
Subtotal 47,776 136,526
Less Existing Vacant
Net -1,224 87,526
1/ Retail SF is estimate based on Qualitative Assessment
Source: ESRI Business Analyst; Clearwater Chamber of Commerce; 2008
Table of Contents
I. Project Overview and Timeline
II. Downtown Overview and Market Assessment
Conditions
IV. Merchandise Mix
V. Implementation
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12
Stakeholder Interviews
Cleveland Street was once a lovely place a to shop
People like St. Armand's Circle
Cleveland Street Rents
Quoted per square foot
Approximate: asking $12 triple net
. Range from mid to high teens, some low $20
Need a little bit of everything
Landlords and real estate professionals interested in process
Parking is problem
. Always a perceived problem in EVERY city
Qualitative Assessment Findings
The Qualitative Assessment is a tool for the Retail Recruiter to document
storefronts and retail types, as well as identify strengths and weaknesses
along Cleveland Street
42% of spaces along Cleveland Street are vacant (recruitment, recruitment,
recruitment)
22% of the spaces are non-retail, such as religious uses or offices
8% of the spaces are retail services
28% of the spaces are occupied with retail. entertainment, or food uses
. 9% of total are occupied retail
. 17% of total are food uses
. 2% are entertainment (1 bar)
Of the food uses, 45% (8% of total) are Quick Service
Only 2 restaurants are full service with both lunch and dinner
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Qualitative Assessment addresses the physical condition of buildings
Considers five aspects
. Storefront
. Fa~ade
Display
Interior Merchandising
Maintenance
Each aspect is evaluated on a scale of 1 (poorest conditions) to 5 (best conditions) -
relative to Clearwater conditions
Highest potential score is 20 and lowest is 5
44% of occupied uses scored a 10 or below
Only 11 % scored a 16 or above
Common offense
Lack of quality window displays (faded images, tape residue, etc.) or no displays at all
Poor maintenance (dirty entry ways, interiors, or windows)
Fac;ade elements out of scale with each other (i.e. sign band in proportion to storefront)
Sparse merchandise
Generic storefront systems
Outdated shelving or furnishings
and
for Retail in the Cleveland Street District
;. Growing downtown population
;. Two markets are well-represented
II Residents
II Visitors
)> Lack of storefront maintenance
)> No comparable sales for recruitment
)> Less thru-traffic after bridge opened
;. Limited critical mass of space
;. Some incongruous facades
;. Non-retail buildings, currently hinder
potential retail synergy in primary retail
blocks
Y Great pedestrian environment
Vacancies can be seen as opportunity
Approximately 1,000 new residences
coming online
Cleveland Street momentum
;. $6.5 million 138 slip marina
18 acres of waterfront
Attraction, but not
location for retail
lack of Storefront Maintenance
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14
What's Old is New
Downtown's Inherent Asset
After an era of interior-circulated malls and strip centers,
downtowns are popular once again
Resurgence in downtowns... retail and other uses
Suburban centers now attempt to replicate downtowns
. Water fountains, public art, sidewalks, faux-facades
. Incorporate residential
. Pia n events
. Same tenants as enclosed mall, but centers are turned inside out
)> Names attempt to create downtown image
. .. .Town Center
. ...Village
. Streets at South Point
. City Place
. Albuquerque Uptown
. The District
Cleveland Street is the real thing with a great pedestrian
scale - Don't lease to strip center or mall tenants
General principals of good urban retail streets
)> Retail area dearly defined
)> Retail has priority at ground level on primary retail streets
Retail synergy at ground level is not interrupted with non-retail
uses or passive spaces
. Office buildings
. Closed blinds
. Banks
Retailers are contiguous (side-by-side) and across the street from
each other
)> Transportation systems do not hinder retail success
Active Business Improvement Districts, development boards, or
economic development departments
City support
Enlightened landlords and brokers
Great Merchandise Mix
~I~'..
P.' -~-
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15
Table of Contents
I. Project Over view and Timeline
II. Downtown Overview and Market Assessment
III. Existing Conditions
IV. Merchandise Mix Plan
V. Implementation
Ultimately the Cleveland
Street District will impact
the identity and success
of Clearwater (including
ability to capitalize on
potential retail demand)
The Merchandise Mix is critical to fulfilling potential retail demand
;.. Merchandise Mix
. The collection of retail stores and merchandise in a defined area
. Ultimately shapes the identity of downtown for better or worse
. Should be a pleasant shopping environment
. Should have retailers not found elsewhere in the shopping malls or strip centers
;.. Merchandise Mix Plan
. Realistically reflects retail potential
. Merchandise Mix Plans identify specific categories of and locations for market-
appropriate retailers
. Provides a blueprint for the future
. Guides Retail Recruiter's prospecting
. In public downtown context, can not designate specific spaces for specific retailers
Maintaining an ideal Merchandise Mix is an ongoing
effort that requires continual management and
patience.
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Defining the retail core and primary blocks
Interrupt retail synergy of:
1.Two primary retail blocks
with the most potential
2. The 100% corner of
downtown
Full-service unique restaurants a major recruitment target
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Restaurants, Restaurants, Restaurants: Create a dining district
Clearwater is in dire need of quality full service restaurants
Restaurants are a great energizers for downtown revitalization
y Restaurants (if the right restaurant):
Cater across all customer types
Are destinations
Attract people travel farther for restaurants than retail
Help markets establish familiarity with Cleveland Street
If clustered, function as an anchor
Must be FULL SERVICE
Table service
Lunch and dinner
Wait staff
No "common" nationally branded chains
Why make the trip to Cleveland Street if it exists elsewhere (tourists home or closer to resident home)
Full service restaurants of all kinds
California Cuisine
Greek/Mediterranean
Seafood
Southwestern
French Bistro
Nouvelle American
Comfort/Southern
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Primary Retail Recruitment Targets
Cleveland Street must focus its other recruitment targets
Primary retail area is small - approximately two blocks
. Can not be all things to all people in two blocks
Should find a niche and cohesive tenant mix
In addition to restaurants, ERAI ow recommends focusing first on fashion and
gifts
Fashion and gifts can appeal to a broad array of customers
Those buying for themselves or others
.. Residents and tourists,
.. Impulse and destination oriented
Other categories can be expanded upon (the next phase) once the core is healthy
Home furnishings (furniture and large home items)
Home accessories (small home items)
Art galleries
Do not say no if a great one wants to be on Cleveland Street
More detail on following page
Retail Recruitment Priorities
General Priorities
Primary Retail
Opportunity
. Vacancies
Restaurants
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Fashion and gifts are broad categories that can appeal to many types of
customers
:;.. Apparel boutiques
.Men's and women's
.Casual
. Resortfswi mwea r
-Athletic Apparel
. Unisex
Gifts (limited souvenirs)
Stationary/ca rd/pa per
Books
Cosmetics/beauty products
'Make-up
'Skin/body care
-Hair
Fashion and gifts is a very broad category that can appeal to many types of
customers
:;.. Accessories
. Men's and women's shoes
. Handbags
III Scarves
. Belts
. Optica I
. Jewelry
. Guild
. Fashion
. Handcrafted by Artisans
(beaded, goldsmiths)
. Estate
. Watches
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"Other Categories"
Art Galleries
Visual arts
Photography
Ceramics
Specialists (oil or water color)
Poster/I ithog ra ph ie/pri nt
Glass
Studios (on periphery or 2nd levels, not
in retail cluster/core)
Art/Craft supplies
Fabrics/linens
Home furnishing and accessories
Hand-crafted
Modern/contem por a ry/u rba n
Antiques
China/glass
Lamps
Garden shop (outdoor furnishings and
plantings)
Arts Theater
Destination with cafe open
during the day
Building already exists on
Cleveland Street
Not all uses are right for the Primary Retail Street
Retail services are important to downtowns, but
Clearwater has limited space on primary retail street
Locate services in spaces that do not have large windows for
merchandising displays
Hair Salons
" Spa/skin treatment
Dry Cleaners
Tailor/Alterations
Catering
Shoe repair
Fitness studios (yoga/pilates)
Do not recruit fast food chains or franchises
Movie theaters
Current main stream models do not bring value to
street
Activity only at night
Need large space
EXPENSIVE deals to make, not high rent payers
Attracts loitering youth (mall developers removed
malls for this reason)
Independent arts theater with daytime use (cafe) is
better approach
"National" does not always mean a good
fit for Cleveland Street District
Typically have aggressive growth plans
Why go to Cleveland Street?
:-Some national chains may be appropriate
Hand-picked
Unique in the market
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As the area grows, there will be more demand for retail services; these should be
located on feeder streets to Cleveland Street
Retail Services:
. Dry Clea ners
.Tailors
.Hair/nail Salons
. Spa/Massage
. Financial services
Quick Service
Food
. Donuts
.Smoothies
.Chain or franchise
stores (i.e. Subway)
Fulfilling the Merchandise Mix Plan: Aspects Beyond Retail Category
'" Unique, distinctive storefronts
Differentiated from adjacent storefronts and other uses above
'" Avoid generic storefront designs, which are often by product of storefront systems
New construction and mixed-use buildings are at high risk
Great signage
Succinct, coloriul, attractive graphics, styled to fit character of storefront
Should not state too much information (i.e. hours, website, number, name, merchandise, etc..)
Succinct and not repetitive (name should be in 1 or 2 places at most)
Engaging window displays
Should change every 2 or 3 weeks (great retailers change more frequently)
Reflect merchandise sold - nothing else (for example fake plants)
Proper interior merchandising
Coordinated and organized (color, style, type)
Inventory levels, neither cluttered nor sparse
Merchandise selection, cohesive, but varied
What makes a
great retailer?
y Employ above retail principals in new infill construction and rehabilitation of old buildings
Parking garages, office towers, residential buildings
Not all must have retail, but those on primary and secondary retail streets should (do not want to over build retail space where
retail is not a priority)
Constant with the times and trends
Retailers must constantly tweak their merchandise or menus
Retail is a dynamic - fast-paced industry
Up-to-date look {i.e.
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Principals of Good Retail - Unique and Distinctive Storefront Design
Principals of Good Retail - Avoid generic "storefront systems" as
shown below
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Principals of Good Retail - Creative, Classic, and Concise Signage
Principals of Good Retail - Engaging Displays
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Principals of Good Retail - Creative and Colorful Merchandising
Principals of Good Retail - Distinct storefronts can be designed in new
and old buildings
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Storefront and Signage Design Guidelines
Great resource for downtown
development
Review and approve designs for
new development in downtown
Recommendation: New buildings
should be designed so the
viability of retail is maximized
Entryways not on primary retail
street, but on secondary
No curb cuts, loading docks, etc.
on primary retail street
Infill development is at high risk for:
1) generic storefront systems
2) designs that are unfriendly for
retail
These spaces are hard to lease and
do not facilitate a retail synergy
Merchandise Mix
Good buildings begin from the ground up
Recommendation: Assure that, where retail is
concerned, ground level and storefront designs are
appropriate
Storefronts distinguished from each other with design
- no storefront systems
. Monolithic design of tower not carried to pedestrian
scale
. Storefront flush to the street
. Windows for display maximized
. Developers should utilized professional retail architects
to work with building designers
. Cities can mandate this or create specific design
parameters for developers that guide how retail
storefronts address the street
Stores that do not embody these practices of good retail design and
mercha nd ise:
Can negatively impact retail leasing/recruitment efforts
Will NOT add value to the Cleveland Street District
Will NOT help towards realizing the potential retail demand
Must ensure prospective retailers meet
standards that are appropriate for and
reflective of market potential
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Beyond the retail..
Old and new can collaborate to create identity, but need the right operators and
landlords willing to invest in a concept
Involve other potential assets in revitalization
. For example, reinvent and embellish old motels
Need the right entrepreneurs, operators, and landlords
Table of Contents
I. Project Over view and Timeline
II. Downtown Overview and Market Assessment
III. Existing Conditions
IV. Merchandise Mix Plan
V. . Implementation
Implementation (R~t.:liIR~<:rLJitm~nt) is not merely text
in a report, but action on the ground.
Implementation is how you can fulfill potential
supportable square feet
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Retail Recruitment is the most important part of Implementation
To be most effective, target recruitment based on
Merchandise Mix Plan
;. Requires time-intensive and on-the-ground
recruitment
;. The brokerage community is an important part of the
downtown real estate community
;. Recruitment necessary to develop prospects is too
time intensive for incentive-based brokers (commission is
based on rent a nd lease term)
;. Must find stellar independent/local retailers
;. Not necessary local to Tampa MSA
Local or independent retailers from other cities will be unique
For example, independent women's shoe boutique started
Greer, 5C - expanding to Knoxville, TN; Asheville, NC;
Greenville, 5C
While most national chains are not pioneers,
EVENTUALL Y identify and pursue national brands that
are:
Amenable or prefer urban and street-front retail
A great fit for the street
Plans and strategies are important tools, but their effectiveness is minimal
without a and sustained
Central component of the Implementation
Program
Non-commissioned based salary
;. Well-trained to qualify prospective retailers
against a Merchandise Mix Plan
" Based on important standards outlined above
Understands balance of uses
Does not ma ke dea Is
Brings viable prospects to landlords or their
real estate representative - Match Maker
Ensure that great prospects are not lost
Works with existing retailers that fulfill the
Merchandise Mix Plan - retention
Work with City boards and departments to
facilitate store opening
ERA I DW has jump-started and participated in
the implementation of Merchandise Mix Plans
with the Retail Recruiter.
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Phase II:
.Train the Recruiter (on-the-job)
'Participate in training with other
Recruiters
. Prospect in Tampa MSA &
evaluate targets (ERAI DW &
Recruiter)
.Develop Salesforce database for
recruitment targets
Overview of Retail Recruitment
In Progress
Recruitment Do's and Don't
y Approach retailer as a shopper
y Search far and wide (independent
operators in other cities)
y Spend time with prospective retailers
and build relationship
y Market with appealing data
Engage the retail about their store
Sell the downtown retail vision
);> Be positive
Very Time-intensive
Recruiters spent between 3 - 5 full days
solely on prospecting for tenants,
developing key relationships, working with
landlords, facilitating lease-sign to open,
and following-up with leads.
Completed
In Progress
'" Tell a bad story about downtown
'" Highlight unsuccessful retailers
'" Identify yourself immediately upon
entering store
'" Carry lots of materials into store
'" Overload retailer with information
'" Make a "sales pitch"
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What do retailers look for?
y Co-tenancy is the collection of other retailers
on the street
y Retail likes retail
Retailers consider who their neighbors will be
.. Great restaurateur will not want to co-locate with Baskin
Robbins
y Merchandise Mix Plan and designated Retail
Recruitment position
II Assures prospective tenants that the City is committed to
bringing other retailer to Cleveland Street
.. Next best thing to existing great retailers
y Often, nationals will not sign deals unless co-
tenancy requirements can be met
y Duplicating types of retailers is OK, and good
for business
.. Independent home accessories/furniture store in S1. Louis
(UMA) would like a West Elm to attract more customers
. Good retailers have a defined identity and style different
from chains
What do retailers look for?
r Existinq Sales are described on an annual sales
per square foot basis - Sales range based on
.Product type (price and profit margin)
"Size of retail space
r Retailers want to know about other store
successes
r Strong rents indicate strong sales
y Stores must be comparable with the same or
higher
"Design
"Merchandising
"Operational standards
r High sales at 7-Eleven, for example, would not
be relevant for a boutique retailer
r Landlords should require sales information from
tenants (lease condition)
Reflect preferences of potential
retail customers
Leverage the next great deal or
tenant
Create unique retail environment
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varies from to
No two deals are the same
Rent is typically a function of sales
In downtowns often between 8 and 10 percent of annual sales
Sales per square foot ranges for different types of retailers
Jewelry stores have higher sales p.s.f. because merchandise is expensive and stores
are small
Books store generally have lower sales because low profit margins, low prices, and
large spaces
An industry rule of thumb for as a standard good sales p.s.f. is $350 per square foot
. Enables enough profit for tenant to maintain appropriate inventory levels & maintenance
. Provide rent figure that enables landlord to maintain fac;ade and property
Mall tenants have more complex rent structures
CAM/NNN
Percentage rent
Low rents indicate low sales in an area
Incentives should incentivize key deals that may not happen otherwise or entice
excellent tenants
Tenant improvements or allowances are often necessary (from Landlord)
Subsidies to build-out retail space to retailer specifications
May influence rent - no tenant allowance or improvements may result in lower rent
Tenant allowances for national chains can range from $75 - $150 p.s.f. for non-
restaurant retail
. Tenant allowances for restaurants can range from $150 - $250 p.s.f. (minimum of 50%
of build-out)
THE MORE DESIRABLE THE USE/OPERATOR, THE HIGHER THE TENANT
ALLOWANCE
City Incentive Program
ERAIDW and Clearwater CRA working with Clearwater Downtown Development Board
to enhance existing incentive program
Clearwater landlords must sign leases that include elements geared to promote
Cleveland Street as a whole including:
. Every tenant must report sales (good sales are a great recruitment tool)
. Stores must remain open all year (good operators do this in seasonal markets)
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Cleveland Street District Retail Strategy
Quality of
Physica I
Environment
Potential Customer
Market
Retail Recruitment to fulfill
Merchandise Mix Plan
~ Takes patience and perseverance to revitalize retail
~ As leases turn-over, opportunity to recapture space
~ Initially, local/regional independent operators will locate downtown
~ Nationals will follow when independents have good sales
.. Important to still monitor balance of mix
)> Beware of national franchises signing long leases (i.e. 20 years)
II Limited flexibility of space as Cleveland Street District improves
Retail recruitment is an ongoing effort that requires continual management & patience.
Many entities are responsible for the success of the Cleveland Street District
To make the potential a realitv
All groups must commit to the
Merchandise Mix Plan and a dedicated and
focused Retail Recruiter.
Build consensus andCOMMITMENTto the Retail Strategy
among property owners and stakeholders
Recruit and sign tenants that are in accordance with the
Merchandise Mix Plan
Landlords/Brokers
Clearwater Downtown
Partnership
Clearwater
eRA
Clearwater Downtown
Development Board
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Cleveland Street District Retail Strategy
1) The study indicates there is a market for more retail in
the Cleveland Street District... provided the mix of
merchants is appealing to potential customers
2) Without a product in place, no retail dollars will be
spent on Cleveland Street District... market
penetration and merchandise mix are interrelated
3) Retail Recruitment is FIRST STEP towards revitalizing
the Cleveland Street District and creating a marketable
product
Appendix
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Appendix: Employees
Employment Projections for Pinellas County, 1995 - 2015
Forecasts II CAGR % I
1995- 2000- 2005-
Category 1995 2000 2005 2008 2010 2015 2000 2005 2015
Construction 24,203 32,229 34,226 34,094 34,816 34,920 5.90% 1.21% 0.20%
Mining 457 275 253 251 259 260
Manufacturing 46,977 41,700 41,804 41,891 41,348 41,252 -2.35% 0.05% -0.13%
Trans./Comm./Public
Utilities 15,397 17,534 18,524 41,891 19,548 19,747 2.63% 1.10% 0.64%
Wholesale/Retail Trade 114,165 123,942 134,909 132,600 146,536 148,876 1.66% 1.71% 0.99%
FinanceJl nsuranceJReal
Estate 1/ 39,569 65,975 68,872 69,047 69,689 69,837 10.77% 0.86% 0.14%
Services 182,259 241,464 271,434 276,013 293,543 297,735 5.79% 2.37% 0.93%
Government 2/ 45,438 48,876 52,359 51,522 56,535 57,368 1.47% 1.39% 0.92%
Total: 468,465 571,995 622,381 647,309 662,274 669,995 4.07% 1.70% 0.74%
Note: Does not include Information employment category, includes local, state, and Federal government agencies
Source: Woods & Poole; Economics Research Associates, June 2008
Appendix: Resident Demographics
10 Minute Drive 20 Minute 30 Minute
Demographic Time Drive Time Drive Time
2007 Population 167,226 300,503 352,385
2012 Population 169,790 303,337 363,213
2007 Households 75,752 135,286 160,081
2012 Households 77,033 136,801 164,929
2007 Avg HH Income $57,654 $68,363 $66,174
2012 Avg HH Income $68,490 $82,179 $81,400
2007 Median HH Income $42,891 $50,258 $47,253
2012 Median HH Income $49,755 $59,118 $55,634
Source: ESRI Business Analyst; ERA; June 2008
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APPENDIX - Community TapestryTM Explanation
Community Tapestry, ESRI's market segmentation system, classifies U.S. neighborhoods into 65
segments based on their socioeconomic and demographic composition. Segmentation explains
customer diversity, describes lifestyles and life stages, and incorporates a wide range of data such
as demographic, business, and market potential data. built by ESRI's data development team.
Sources include data from Census 2000, ESRI's proprietary demographic updates, the InfoBase
consumer database from Acxiom Corporation, the national consumer survey from Mediamark
Research lnc. Doublebase 2005, and other sources.
To increase the analytical value of Community Tapestry, segments are organized into 12 LifeMode
Summary Groups with similar demographics and consumer patterns and 11 Urbanization Summary
Groups with similar levels of density. Neighborhoods with the most similar characteristics are
grouped together, and neighborhoods showing divergent characteristics are separated.
National retail chains and brokers often use such psychographic segmentation systems as a short-
cut to identifying potential geographic areas in which to locate units. These systems are used less
by independent and smaller retail groups.
Because of the common usage of this type of system in the retail industry, this retail analysis
references the major segments found in the trade area as a point of reference only and is not
intended to be ERA's characterization of the households in the market area.
As with any system that generalizes socio-economic and demographic groups, the relative utility of
the tool diminishes in more diverse communities. In retail submarkets that contain a wide variance
in the number and characteristics of socio-economic and demographic groups, the number of
segments representing very different life stages and lifestyles makes it difficult for strong
conclusions to be drawn.
Aua"~ 2008
APPENDIX - Community TapestryTM Identified in the Primary Market
Senior Styles 50%: Nearly 14.2 million households in the nine Senior Styles segments comprise one of the largest LifeMode summary
groups. As the u.s. population ages, two of the fastest growing American markets are found among The Elders and the Silver and Gold
segments. Senior Styles segments illustrate the diversity among today's senior markets. Although incomes within this group cover a wide
range, the median is approximately $41,300, attributable mostly to retirement income or Social Security payments. Younger, more affluent
seniors, freed of their child-rearing responsibilities, are traveling and relocating to warmer climates. Settled seniors are looking forward to
retirement and remaining in their homes. Some of the older, less privileged segments live alone and collect Social Security and other
benefits. Their choice of housing depends on their income. This group may reside in single-family homes, retirement homes, or high-rises.
Their lifestyles can be as diverse as their circumstances, but senior markets do have common traits among their preferences. This is the
most politically active market group, from voting to participating in election campaigns. Golf is clearly their sport of choice, from playing
to just watching golf on television. They read the newspaper daily and prefer to watch news shows on television. Although their use of the
Internet is nearly average, they are more likely to shop through television shopping channels than online.
Traditional Living 16%: Traditional Living includes four markets that convey the common perception of middle America: hardworking,
settled families. The group's higher median age of 37.4 years also conveys their life stage-a number of older residents who are
completing their child-rearing responsibilities and looking forward to retirement. The aging of the population has not slowed their
participation in the labor force. They work hard to earn a modest living and typically own single-family homes in established
neighborhoods that are experiencing slow population growth. Residents in Traditional Living's segments buy standard, American cars;
belong to veterans' clubs and fraternal organizations; take care of their homes and gardens; and rely on traditional information sources,
such as newspapers, for their news.
High Hopes 8%: High Hopes includes Aspiring Young Families and Great Expectations segments. The High Hopes group seeks the
"American Dream" of homeownership and a rewarding job. Most live in single-family houses or multiunit buildings; approximately half
own their homes. Many are willing to move to a new location to seek better opportunities. The residents in the summary group are young
and college educated; one-third of the householders are younger than 35 years. Their median net worth is more than $81 ADO-nearly 76
percent of the u.S. median. Households in this group include a mix of married couples, single-parent families, or single persons.
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APPENDIX - Community TapestryTM Identified in the Primary Market
Upscale Avenues 8%: Prosperity is the overriding attribute shared by the seven segments in Upscale Avenues. Success has been earned
from years of hard work. Similar to the High Society segments, many in this group are also well educated with above-average earnings.
However, the choice of housing among the segments in Upscale Avenues reveals their distinct preferences. Urban markets such as Urban
Chic and Pacific Heights favor townhouses and high-rises, Pleasant-Ville residents prefer single-family homes in suburban neighborhoods,
and Green Acres residents opt for open spaces. Some have not settled on a home yet, such as the renters among Enterprising
Professionals; others, such as Cozy and Comfortable residents, have been settled for years. The median household income for the group is
more than $66,700, and their median net worth exceeds $175,500. Prosperous domesticity also characterizes the lifestyle in Upscale
Avenues. They invest in their homes, from landscaping and home remodeling among the homeowners to new furnishings among the
renters. Their leisure activities include sports such as golf and bicycling and, of course, domestic vacations. Although they are partial to
new cars, they also save and invest their earnings.
Solo Acts 8%: The Solo Acts summary group features singles who prefer city life. Many are young, startup households located in
America's more densely populated neighborhoods; some are well established singles who have eschewed homeownership and child-
rearing responsibilities. Second only to the High Society segment, this group tends to be well-educated, working professionals who are
either attending college or already hold a degree. Their incomes reflect their employment experience, ranging from a low median of
$40,400 among the newest households to approximately $91,000 among established singles. Contrary to modern migration patterns that
flow away from the largest cities, Solo Acts' residents are moving into major cities. With considerable discretionary income and few
commitments, their lifestyle is urban, including the best of city life-dining out, attending plays, and visiting museums-and, for a break
from constant connectivity, extensive travel domestically and abroad.
Metropolis 5%: The six segments of the Metropolis group live and work in America's cities. They live in older, single-family homes or row
houses built in the 1940s or earlier. Those living in larger cities tend to own fewer vehicles and rely more on public transportation, but the
majority of markets in Metropolis feature commuters to service-related jobs. Depending on the area of the country where they live, the
median value of their homes can range from $52,800 to $373,700. The Metropolis group reflects the segments' diversity in housing, age,
and income. For example, ages among segments range from 'Generation Xers' to retirees; households include married couples with
children and single parents with children. Employment status also varies from well-educated professionals to unemployed. The median
household income of the group is approximately $38,500. Their lifestyle is also uniquely urban-and media oriented. They like dancing and
music, especially urban and jazz formats; watch a variety of television programs from news to syndicated sitcoms; and prefer movies to
books.
Aua"~ 2008
APPENDIX - Community TapestryTM - Primary Market Continued
Global Roots 3%: The common thread among the markets in Global Roots is ethnic diversity. Las Casas and NeWest Residents segments
represent a strong Hispanic influence in addition to a broad mix of cultural and racial diversity found in Urban Melting Pot and
International Marketplace groups. Typical of new households, Global Roots' households are young with modest incomes and tend to rent
in multiunit dwellings. The youth of this group reflects recent immigration trends; half of all households have immigrated to the United
States within the past 10 years. The households range from married couples, typically with children, to single parents to individuals who
live alone. Because households with children dominate this marketplace, it is not surprising that spending for baby goods, children's
apparel, and toys is higher here. Residents of Global Roots are less likely to have home PCs but just as likely to use cell phones. They
maintain ties with friends and relatives in their countries of origin with foreign travel.
Family Portrait 1%: Family Portrait is LifeMode's fastest-growing population. The growth is driven primarily by the rapid increase in the
Up and Coming Families segment. Youth, family life, and the presence of children are the common characteristics across the five markets in
Family Portrait. The group is also ethnically diverse: nearly 30 percent of the residents are of Hispanic descent. The neighborhoods are
predominantly composed of homeowners who live in single-family homes. The majority of households include married couples with
children who contribute to the group's large household size averaging more than 3.11 persons per household. Their lifestyle reflects their
youth and family orientation-buying infant and children's apparel and toys. Visits to theme parks and zoos are popular. Their vehicle of
choice is typically a minivan or a full-size SUV.
High Society 1%: The markets in High Society are affluent and well educated. They represent slightly more than 12 percent of all U.S.
households but generate nearly one-quarter of the total U.S. income. Employment in high-paying positions, such as professional or
managerial occupations, is common. As a result, the median household income for this group, $97,400, is almost twice that of the
national median. Most households are married-couple families residing in affluent neighborhoods where the median home value
approaches $346,400. Although this is one of the least ethnically diverse groups in the United States, it is one of the fastest growing,
increasing by 2 percent annually. Residents of High Society are affluent and active-financially, civically, and physically. They participate in
a wide variety of public activities and sports and travel extensively. They are well connected but not "couched." Try the Internet or radio
instead of television to reach these markets.
American Quilt 0.3%: Location also links the four segments in American Quilt-America's small towns and rural areas. Unlike Factories
and Farms, this group represents a more diverse microcosm of small-town life, including the largest segment of Community Tapestry,
Midland Crowd. Manufacturing and agriculture workers remain part of the local economy, but American Quilt also includes local
government, service, construction, communication, and utility workers. In addition to farmers, American Quilt includes the Rural Resort
Dwellers segment, an older population that is retiring to seasonal vacation spots, and the Crossroads segment, a younger, family
population that favors mobile homes. Households in American Quilt are also more affluent, with a median income of $43,000, and more
are homeowners. However, the rural lifestyle is also evident, with fishing and hunting (and power boats) and a preference for pickups and
country music.
Aua"~ 2008
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APPENDIX - Community Tapestry - Secondary Market
Senior Styles 56%: Described in Primary Market
Upscale Avenues 13%: Described in Primary Market
Tradition Living 11%: Described in Primary Market
High Society 8%: Described in Primary Market
High Hopes 4%: Described in Primary Market
Global Roots 3%: Described in Primary Market
Solo Acts 3%: Described in Primary Market
American Quilt 1%: Described in Primary Market
Family Portrait 0.4%: Described in Primary Market
Metropolis 0.2%: Described in Primary Market
Factories and Farms segments represent rural life-from small towns and villages to farms. Employment in manufacturing and
agricultural industries is typical in these small, settled communities across America's breadbasket. Population change is nominal, and
the profile is classic. Most households are families, either married couples or married couples with children. By age, the residents of
Factories and Farms mirror the u.s. distribution, with slightly more retirees. Median household income is a bit lower, almost $38,000,
but so is home value, almost $88,000. Most own their homes. Their lifestyle reflects their locale, emphasizing home and garden
care, fishing and hunting, pets, and local clubs.
Aua"~ 2008
APPENDIX - Community Tapestry - Tertiary Market
Senior Styles 41%: Described in Primary Market
Tradition Living 23%: Described in Primary Market
Upscale Avenues 10%: Described in Primary Market
High Hopes 7%: Described in Primary Market
High Society 6%: Described in Primary Market
Solo Acts 6%: Described in Primary Market
America Quilt 3%: Described in Primary Market
Family Portrait 3%: Described in Primary Market
Global Roots 1%: Described in Primary Market
Metropolis 1%: Described in Primary Market
Metropolis 0.2%: Described in Primary Market
Factories and Farms: 1% segments represent rural life-from small towns and villages to farms. Employment in manufacturing and
agricultural industries is typical in these small, settled communities across America's breadbasket. Population change is nominal, and
the profile is classic. Most households are families, either married couples or married couples with children. By age, the residents of
Factories and Farms mirror the u.s. distribution, with slightly more retirees. Median household income is a bit lower, almost $38,000,
but so is home value, almost $88,000. Most own their homes. Their lifestyle reflects their locale, emphasizing home and garden
care, fishing and hunting, pets, and local clubs.
Attachment number 1
paef N~ust 2008
Item # 2
37
APPENDIX: St. Petersburg/Clearwater Additional Visitor Statistics
Total 5.25 million
Visiting Friends & Relatives = 2.61 million (up 2%
from previous year)
All other = 2.65 million (up 0.3% from previous year)
Winter Season (Jan-April)
Total = 2.1 million
Visiting Friends & Relatives = 1,121,350 (up 2% from
previous year)
All Other = 929,095 (up 0.8% from previous year)
Spring/Summer Season (May-August)
Total = 1.9 million
Visiting Friends & Relatives = 844,105 (up 1.7% from
previous year)
All Other = 1,075,020 (down 1.4% from previous
year)
Fall Season (Sept - Dee)
Total = 1.3 million
Visiting Friends & Relatives = 639,710 (up 2.4% from
previous year)
All Other = 644,975 (down 0.1 % from previous year)
APPENDIX: Retail Demand
Retail Category
Table
Low Expenditures
Low Supportable High Supportable
Ft Ft
High Expenditures
Attachment number 1
paef A~ust 2008
Item # 2
38
APPENDIX - ESRI
Detailed Retail
Apparel & Apparel Services
Men's
Women's
Children's
Footwear
Watches & Jewelry
Apparel Products and Services
Personal Care & Services
Health
Nonprescription Drugs
Prescription Drugs
Eyeglasses and Contact Lenses
Personal Care Products
Food & Beverage
Food Away from Home
Alcoholic Beverages - away from I
HH Furnishings & Electronics
Computer
TVNideo/Sound Equipment
Community Antenna or Cable Tell
Color Televisions
VCRs, Video Cameras, and DVD PI
Video Cassettes and DVDs
Video Game Hardware and Softw
Satellite Dishes
Rental of Video Cassettes and DVI
Sound Equipment
Rental and Repair of TVISound Eq
Household Furnishinqs and Equip
Household Textiles
Furniture
Floor Coverings
Major Appliances
Housewares
Small Appliances
Luggage
Telephones and Accessories
Attachment number 1
paef A~ust 2008
Item # 2
39
Total Retail Exp.2007
Retail: $207 million
Food/Beverages:
$570 million
GOAL: Attract
visitor $$
HOW: Recruit full
service, non-chain
restaurants (i.e.
independent
restaurateurs with
several concepts
STRATEGY: 0
visitors a
selection Q
restaurants tl
will not find
home or
elsewhere in
.
region
Hence, the Importance a
Retail Recruiter prospee
tenants that fulfill the
Merchandise Mix Pia
ERA estimates, that newly rec
tenants:
1)fulfill the Merchandise Mix I
2)are located and configure
appropriately
ERA estimates: 300/0 would I
restaurant sales
Primary Rt
Opportuni
Addition
Retail
Opportuni
t r
Destination with cafe open d
the day
Building exists
Feeder
Streets
To make the
All groups must commit to the Pia
dedicated and focused RetailRec
Buildconsensusand
property owners and stakeholt
Recruit and sign tenants that a
accordance with the Plan
Meeting Date:8/18/2008
Community Redevelopment
Agency Agenda
Council Chambers - City Hall
SUBJECT / RECOMMENDATION:
Approve an Interlocal Agreement between the CRA and the City of Clearwater to provide CRA funding in the amount of $134,023.46
to underwrite the cost of additional Community Policing Services by the Clearwater Police Department in the East Gateway CRA
District, pursuant to the recently adopted East Gateway District Five-Year Action Plan and authorize the appropriate officials to execute
same.
SUMMARY:
The CRA approved the East Gateway District Five- Year Action Program on May 13,2008. The Action Program responded to public
input on the issues of drug dealing, prostitution and street crime by including an action item for increased police presence and crime
reduction within the East Gateway District.
An allowable funding source for this action item is the use of CRA Tax Increment Financing (TIF) funds. Florida Statutes allows for the
use of TIF funds for "community policing innovations" in Community Redevelopment Areas.
CRA and Police Department staffs have reached agreement on a proposed scope of services and terms as delineated in the attached
Interlocal Agreement. Included in that scope is the delineation of specific, measurable crime reduction targets by which to monitor the
success of the initiative as well as providing clear language required by statute assuring that the resources are applied to the CRA/ East
Gateway area.
Staff recommends approval of the Interlocal Agreement. Funding will be from the CRA East Gateway Project account (388-94849).
Type:
Current Year Budget?:
Other
None
Budget Adjustment:
None
Budget Adjustment Comments:
Current Year Cost:
Not to Exceed:
For Fiscal Year:
o
Annual Operating Cost:
Total Cost:
$134,023.86
2008 to 2009
Appropration Code
0388-94849
Amount
$134,023.86
Appropriation Comment
Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) Clerk 6) City Manager 7) Clerk
Cover Memo
Item # 3
Attachment number 1
Page 1 of 6
INTERLOCAL AGREEMENT
This Interlocal Agreement is made and entered into this day of
, 2008, by and between the Community Redevelopment Agency
of the City of Clearwater, Florida (CRA), a redevelopment agency established
pursuant to law, and the City of Clearwater (CITY), a municipal corporation of the
State of Florida.
WHEREAS, this Agreement is made and entered between the parties
pursuant to Section 163.01, Florida Statutes, the "Florida Interlocal Cooperation
Act of 1969"; and
WHEREAS, Section 163.361 (1) of the Florida Statutes allows for the use
of Tax Increment Funding (TIF) funds for community policing innovations in
Community Redevelopment Areas; and
WHEREAS, the CRA has established a Five Year Plan which contains an
East Gateway Character District Strategy, which includes the element to "provide
a more visible community policing presence within the East Gateway
neighborhood"; and
WHEREAS, the CRA has ascertained that the East Gateway area is in
critical need of community policing presence in order to specifically reduce drug
dealing, prostitution, and street crimes in the target area; and
WHEREAS, the CRA desires, through the use of TIF funds, to enhance
the community policing presence, specifically in the East Gateway area; and
WHEREAS, the CRA and the CITY wish to enter into an Interlocal
Agreement in order to provide for the CRA's financial contribution to provide
additional community policing presence by the CITY in the East Gateway area
above and beyond the current activity levels; and
WHEREAS, the CRA and the CITY desire to enter into an Interlocal
Agreement outlining the scope of services and responsibilities of the parties.
NOW THEREFORE, in consideration of the covenants made by each
party to the other and of the mutual advantages to be realized by the parties
hereto, the CRA and the CITY agree as follows:
Section 1. Term. The term of this Interlocal Agreement will be October
1,2008 through September 30,2009.
Section 2. Intent. It is the intent of the parties that the TIF funds paid to
the CITY by the CRA pursuant to Section 163.361 (1), Florida Statutes, be used
Item # 3
Attachment number 1
Page 2 of 6
to provide a more visible community policing presence within the East Gateway
neighborhood.
Section 3. Responsibilities of the CRA
1. Function:
a. Provide TIF funding in the total amount of $134,023.86 for
the contract year, said funds to be utilized by the Clearwater
Police Department (CPD) to provide the community policing
presence, to be allocated in the following manner:
b. $127,444.04 to pay for the salaries, benefits and equipment
for two (2) police officers for the contract year. Exhibit "A,"
Position Enhancement Fact Sheet, attached hereto and
incorporated by reference, contains detailed specifications
on salary, benefits and equipment.
c. $2,829.82 to purchase two (2) fully equipped police bicycles
as a cost of $1,414.91 each.
d. $3,750.00, the estimated fuel cost for the contract year for a
police vehicle used by the two (2) police officers within the East Gateway Area.
Section 4. Responsibilities of the CITY
1. Scope of Duties. The services that the CITY will provide will be
carried out the CPD. These services are:
A) Implementation of a Law Enforcement Strategy in the East
Gateway area as follows:
Goal: Reduce drug dealing, prostitution, and street crimes.
1. Objective 1: Remove identified dealers and career criminals
from the area.
Tasks:
a) Identify the drug dealers in the area.
b) Gather intelligence information utilizing undercover
techniques and surveillance equipment.
c) Develop confidential informants to assist in furthering
crim inal investigations of the "worst of the worst."
Outcome Measures:
a) Develop two (2) confidential informants in the target
area.
2
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Attachment number 1
Page 3 of 6
b) Increase by 25% the number of criminal charges filed
against drug dealers in the target area.
2. Objective 2: Reduce incidence of prostitution and
solicitations by "Johns" in the target area.
Tasks:
a) Conduct reverse prostitution "stings" utilizing police
officers as decoys.
b) Utilize directed patrol to discourage prostitutes and
"Johns" from frequenting the area.
c) Impound vehicles of "Johns) who are arrested for
soliciting prostitutes or police decoys in the area.
d) Coordinate with the City's Community Response
Team to enhance code enforcement in the target area
relative to hotels that are know to be utilized by
prostitutes.
Outcome measures:
a) Conduct minimum of three (3) reverse sting
operations annually.
b) Conduct minimum of two (2) inspections annually in
conjunction with Community Response Team of
hotels used by prostitutes.
3. Objective 3: Reduce crimes committed by and against
homeless individuals in the target area.
Tasks:
a) Utilize directed patrol in areas known to be frequented
by homeless individuals.
b) Enforce "Rules of Conduct" as set forth by the
Clearwater Homeless Intervention Project (including
prohibitions against panhandling, public drinking,
public urination, loitering, etc.)
Outcome Measures:
a) Increase arrests and citations for violations of criminal
law or ordinances by 25% over a five-year period.
B) In order to carry out the Law Enforcement Strategy
referenced above, the COP will provide the following:
1. Two (2) fully equipped police officers to provide law
enforcement services to the target area defined as the
East Gateway for a minimum of eight (8) hours per
day, five (5) days per week.
2. Specific duties, activities, and responsibilities:
3
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Attachment number 1
Page 4 of 6
a) The officers will be assigned to a Community
Policing Team with geographical responsibility
for the East Gateway.
b) The Team assignment will always ensure
coverage by two (2) officers.
c) Schedules of the officers will vary, but
coverage will be predominately during evening
hours.
d) Officers will patrol by both vehicles and
bicycles.
e) A report of police activities and statistical
information will be provided to the CRA on a
scheduled basis.
f) The officers selected will be experienced,
current member of the CPD.
3. An existing, fully-equipped Crown Victoria Police Car.
C) All CRA funds pursuant to this agreement will be kept in the
CPD's departmental account and will be segregated for
accounting purposes in the City records.
D) No charges to the CRA account will be made for activities or
hours worked by the two (2) officers outside the CRA area,
or for equipment used outside the CRA area.
D) Other administrative duties as mutually agreed.
Section 5. Notice. Sixty (60) days notice by either party to the
other pursuant to the Interlocal Agreement shall be given in writing and hand-
delivered or mailed as follows:
Chairperson, Board of Trustees
Community Redevelopment Agency
112 South Osceola Avenue
Clearwater, Florida 33756
City of Clearwater
Attn: Rod Irwin, Asst City Mgr. for Econ. Development
112 South Osceola Avenue
Clearwater, Florida 33756
Telephone: (727) 562-4040
Section 6. Entire Aqreement. This document embodies the whole
Agreement of the parties. There are no promises, terms, conditions or
4
Item # 3
Attachment number 1
Page 5 of 6
allegations other than those contained herein. This Agreement shall be binding
on the parties, their successors, assigns and legal representatives.
Section 7. Indemnification. The CRA and the CITY agree to be fully
responsible for their own acts of negligence, or their respective agents' acts of
negligence when acting within the scope of their employment, and agree to be
liable for any damages resulting from said negligence only to the extent permitted
by Section 768.28, Florida Statutes. Nothing herein is intended to nor shall it be
construed as a waiver of any immunity from or limitation from liability that the
CRA and the CITY are entitled to under the doctrine of sovereign immunity
(Section 768.28, Florida Statutes). Nothing herein shall be construed as consent
by the CRA or the CITY to be sued by third parties in any manner arising out of
this Agreement.
Section 8. Maintenance of Effort. The expenditures authorized by this
Agreement are solely and exclusively to increase community policing activity and
resources. The City agrees that no diminishment of existing police efforts in the
East Gateway will occur as a result of this agreement.
Section 8. Filinq Effective Date. As required by Section
163.01 (11), Florida Statutes, the Interlocal Agreement shall be filed with the
Clerk of the Circuit Court of Pinellas County after execution by the parties, and
shall take effect upon the date of filing.
IN WITNESS WHEREOF, the parties hereto, or their law representatives,
have executed this agreement as the date first above written.
COMMUNITY REDEVELOPMENT AGENCY
OF THE CITY OF CLEARWATER, FLORIDA
By:
Frank Hibbard, Chairperson
ATTEST:
By:
Cynthia E. Goudeau, City Clerk
5
Item # 3
Countersigned:
Frank V. Hibbard
Mayor
Approved as to form:
Pamela K. Akin
City Attorney
Attachment number 1
Page 6 of 6
CITY OF CLEARWATER, FLORIDA
By:
William B. Horne II
City Manager
Attest:
Cynthia E. Goudeau
City Clerk
6
Item # 3