10-19-1992
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. . .. . Agenda/C
. 10-19-92
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I. Call to order
II. History
III. Future Direction
IV. Rules & Procedures
V. Adjournment
AGENDA
Community Redevelopment Agency
Goal Setting Meeting
October 19, 1992
9:00 A.M.
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MEMORANDUM
TO:
Michael J. Wright, City Manager
FROM:
Jerry D. Sternstein, Economic Development Director ~
Post RFQ Status/Economic Development
SUBJECT:
DATE:
October 15, 1992
Clearwater's downtown redevelopment activities have reached an
important juncture. The most recent efforts formally began with
the hiring of an Economic Development Director in June, 1989. The
recruitment for the position was extensive and specific. The
advertisement called for "significant private or public sector
urban economic development experience with an emphasis on
downtown redevelopmentll.
In July, 1988, more than a year prior to the hiring of the
Economic Development Director, The St Petersburg Clearwater Times
ran an edl tor ial tha t succinctly summar i zed the need for such an
activity. The e~ltorial dealt with the desirability of fostering
construcciv2 interaction between the Community Redevelopment
Agency (eRA) and the Downtown Development Board (DDB) and the
creation of a new City Departme~t to carry out economic
development activities in order to avoid the previous efforts
which I,vere characterized as "splintered". The editorial stated
that the City Manager's office and the Economic Development
opera tion would def ini tely function best in tandem wi thin the
City administrative structure. This editorial is attached as
Exhibit 1.
During the interview process which preceeded the selection of an
Economic Development Director, candida tes were advised of the
goals of the new venture and the resources that were potentially
available to achieve the goals. No particular emphasis was given
to any aspect of redevelopment that would indicate priorities
favoring retail recruitment over office, entertainment or other
types of development. The need for a catalyst project was
discussed in detail but when it was suggested the bayfront was
the most appealing site for a proJect, the controversial nature
of that sit.e was stressed. Generally, the interviewers
emphasized the CRA was to be the "sticks and bricks" development
group while the DDB would deal wi th image building and
promotions. Since promotional brochures were nonexistent, a
priori ty of the DDB was to prepare a Request for Proposal to
select an advertising agency. This endeavor was initiated prior
to the hiring of the Economic Development Director but problems
in the initial procedure necessitated a second RFP which was
done by the Economic Development Director shortly after his
arrival. The Director was to be responsible for the formulation
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and implementation of a cohesive work program that would blend
the activities of the DDB's
project development activities
of reconciling two diverse
priority by the Assistant City
media/public reI a tions work
of the CRA. The challenging
public bodies was given a
Manager and the City Manager.
with
task
high
Two memoranda from Michael J. Wright, then Assistant City
Manager, both dated June 7, 1989 synthesized and formalized the
roles and responsibi Ii ties of the CRA and the DDB in the newly
structured downtown arrangement. These documents are included as
Exhibits 2 & 3. While It was recognized that the memoranda were
not and could not be all inclusive, the foundation for what was
hoped would be a mutually supportive and productive relationship
was established.
In the cases of both the CRA and the DDB, fundamental shifts in
representa tion have taken place and are 1 ikely to con tinue to
occur. This makes it important that we understand what transpired
in order to chart meaningful future courses of action.
rrhe events \vhich began in 1989 are easily chronicled. Numerous
work programs, agenda items and informational memoranda have been
disseminated and are on file in the Economic Development
Department. In addition, the media coverage of every aspect of
the program \-ldS extensive. The first Department Work Program
dated 10/89 and subsequent related memoranda are included as
Exhibit 4. These documents illustrate the extensive communication
with all parties involved in downtown redevelopment that
characterized the economic development program.
Two important Request for Proposals dominated the first year of
the program. The first RFP resulted in the retention of Pearson,
Thomas/LKW as the advertising agency for the DDB. While the
selection of the agency was accomplished by the DDB and the CRA
meeting in joint session, all agency contracts and work programs
were approved by the members of the DDB meeting in public
session. The memorandum dated May 18, 1992 which is part of
Exhibit 4 details the advertising agency I s work program
developed in concert with the Economic Development Director.
These achievements are particularly notable when one considers
that no brochures, targeted mailing lists or anything of
promotional/outreach value existed prior to the initiation of the
work agenda.
It lS important to note that the elected members of the DDB
analyzed, debated and approved every program initiative that was
brought before them by the agency and the Economic Development
Director. Due in large measure to the success of the work
program, downtown Clearwater began to be mentioned as part of the
major tr iad of Tampa Bay; the area was no longer referred to as
Tampa/St. Petersburg but as St.Petersburg, Clearwater and Tampa.
Even ts in the down town garnered local, reg ional and na tional
editorial recognition. The downtown newsletter Ventures, which is
prepared by the agency with oversight by the Economic Development
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Director, has become an important instrument in helping to tell
the downtown story not only to local people but to regional and
national audiences as well. The public relations arm of the
agency has generated significant editorial and news coverage in
the media and has secured sponsorship for major downtown events.
The second RFP prepared by the Economic Developmen t Director
resulted in the selection of Hunter Interests, Inc. of Annapolis,
Maryland as the consultant Eor the downtown Market Assessment.
The initial contract for the Market Assessment was signed on
August 13, 1990. The CRA specifically excluded any consideration
of the development potential of the bayfront from the Assessment.
The work was completed in December, 1990 and, on December 10th,
Donald Hunter made a presentation to the eRA. A transcript of
that meeting is included as Exhibit 5. After hearing the
presentation, the CRA voted to authorize an amendment to the
original contract to enable Hunter Interests, Inc. to proceed
with conceptual design work and financial and fiscal impact
analysis. The project as envisioned was to encompass some forty
acres with the possibility of the inclusion of a municipal
complex on the site. Throughout the various studies that comprise
the body of Hunter's work, the assembly by the City/CRA of forty
acres of land is assumed. In April, 1991, members of the CRA
traveled to Phoenix, Arizona to look at Arizona Center and other
nearby developments and to talk with local officials to gain an
understanding of the nature of public/private ventures. Upon
their return, the City Manager and the Economic Development
Director reviewed several land acquisition scenarios and on June
6, 1991 the City Commission set aside $5.8 million to begin the
land purchases required to successfully accomplish a mixed use
project with a municipal complex at the East End site. See
Exhibit 6, Agenda Item 133.
Unfortunately, key parcels of property along Cleveland Street
were pr iced beyond the reach of the Ci ty. The ongoing media
coverage made land assembly a costly venture. Each parcel
purchased was graphically illustrated in both newspapers driving
up the prices of adjoining property. For various reasons, further
land purchases were halted. Once staff realized that the
assembled parcel would, at best, total 25 not 40 acres and would
definitely not contain a municipal complex, the decision was made
to structure an open-ended Request for Qualifications designed to
gauge developer interest in the land without stipulating a
specific use.
The acquisition by the City of the former Maas Brothers
department store in November, 1991 added yet another aspect to
downtown redevelopment. The development community expressed keen
interest in the bayfront site to the detriment of the East End
parcel. Important elements of the downtown began to choose sides
as to the future use of the Maas site in particular and the
upland portion of the bayfront in general.
It was in this environment that the RFQ for the East End project
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was issued in April, 1992. Although there was considerable
developer interest in the venture, the economic malaise that had
infected the development/investment community made the results
uncertain. City staff had concluded that it was time to ascertain
the marketabllity of the land for project purposes. If attractive
proposals were received, the City Commission could determine
their level of interest in pursuing a public/private venture. .If
there was no interest in proceeding, the Commission could either
develop the land in joint venture with a private group, hold the
property for a time maintaining a status quo or sell the
assembled land. Related decisions as to the use of the bayfront
upland for development purposes could be deferred pending public
input either via referendum, polling or both.
The Department of Economic Development has carried out its charge
in conformance wi th the pol icy parameter s adopted by the Ci ty
Commission/ CRA and the DDB. A case in point is the media and
public relations awareness program that created a great deal of
interest and/or curiosity among the development community
concerning the East End project. Over eighty firms requested
information about the endeavor and asked to be placed on the RFQ
list. This was a real measure of success particularly when the
condition of the national economy is considered. Media outreach
was the primary means of alerting the development groups.
Resources were not devoted to extensi ve travel and conference
showcasing which is the typical method of creating interest in a
project. However, the effectiveness of the outreach program
cannot be faulted for the level of response to the RFQ. This was
influenced by the city's desire to receive fair market value for
land and the "no subsidy" stipulation. These limi tations were
clearly stated in the solicitation document. The tantalizing
prospect of the future availability of the former Maas site for
commercial development, the reduced dimensions of the East End
parcel and the removal of the City Hall complex from that
scenario served to eliminate interest on the part of all but the
most knowledgeable and committed parties.
Both the CRA and the DDB should now decide what course or courses
of action to pursue. The DDB has succeeded in its image building
program. Through their efforts the business community learned
about downtown Clearwater. The CRA capitalized on the DOBIs
media outreach and solici ted developer in teres t in a down town
project. An East End residential proposal is currently under
consideration by the City Commission.
The CRA and the DDB need to determine vJhat they want, what can
realistically be achieved, the roles they are prepared to play in
order to attain their goals and the resources they will commit to
implement these goals. Once these goals are defined, they can be
translated into an action program and carried out by the
Department of Economic Development.
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2 TIMES CT
EDITORIAL
l::XlIllll'l' 1
SUNDAY. JULY3. 1908
Downtown deveDopment
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:.!1eed~ l~~_~~~~~~-PI focus
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If Cleilnv<lter is to prosper
: in the 19905. llrnl and aggres-
, sive policy decisions need to be
made now to locus on the rede.
velopment of the downtown ar.
, ea~ This must be done, not at
the expense of other sectors of
the city, but in recognition' of a
fundamental reality: All cities
, need a vibrant Ile.Ht, a down.
. town core that is alive, whose
taxable property contributes'
substnntiaJly to the city's over.
all tax base.
In recent days, two crucial
decisions have been made to
begin to move Clearwater tp-,
ward a comprehensive econom-
ic development strategy. First,
: City Manager Ron Rabun has
: targeted the employment of an
:- economic development director
. as a top priority of his first
. : budget year. He recognizes
. Clearwater must focus its now
disparate eHorts.
Under ex.isting conditions. if
a major finance busines~, {or
example, wanted to locate its
headquarters in Clearwater's
downtown, with whom would
its leaders have to deal? They
would bounce around {rom the
Chamber or COllUllerce to the
Downtown Development Board
to the Community Redevelop-
ment Agency to an assistant
city manage. to Ute manager,
et cetera, ad nauseam. Faced
with such a cir,cuitous path.
business leaders might easily
decide to go to a city that has its
act, together.
Rabun intends to create a
city department, an OlCice of
Economic Deveiopment, whose
director would have the same
standing within the administra.
tion of any department head.
But this person would be very
visible, both at home and on the
road, selling Clearwater to pro-
spective enterprises. Il is a suc.
cessful fonnula that has ceen
used in many cities.
Economic development is
one of the stren gths seen. in
Rabun's own bacltground. With
the many financial burdens fac-
ing Clearwater, economic de.
velopment must occur or the
entire city will be faced with
higher property taxes and
higher user fees.
Surely the City Commission
will not only approve but ap-
plaud Rabun's plan Cor an eco-
nomic development director.
Secondly, the Downtown
Development Board has decid-
ed to dismiss its executive di-
rector. The board's checkered
history of Cussing more than
progressing could be cO/l}ing to
a close. The Clearwatei com-
munity owes the board's execu-
tive director, James Carpel1ter,
a vote of thanks for the leader-
ship he provided in forcing the
board to make a timely decision
about his job.
The board has been so di-
vided that even though it has
long hinted it wanled..~~~~
Cmpenter, it has failed to face
up to that decision. Carpenter
correctly read the situa tion,
said he doubted he could be
eHective durinp, any further de.
lay .lnd virtually asked for his
position to be eliminated. '
Fortunately, the boar~ has
not voted.to abolish itself totally
but to phase itseU out. While
the city doesn't need the board
as another duplicative develop-
ment al;H:I1C\'. it docs need the
agency's 1.lllill laxing authori.
ty. With so Illany pressing fi.
nancial needs. the last thing the
City Commission should do is
throwaway a revenue source.
Merging the board's activ;-
ties with those of the conlin is- .
sion-Ied Community Redevel-
opm~nt Agency seems a more
prudent course for the long
. term. Those downtown die-
hards who worry that the city
~\anager and cOlllmission will,
,&;:ore the downtown can do
two things: First, they can be-
lieve Rabun when he says eco-
nomic development is a very
high priority in his administra-
tion. Second, they can take
their concerns directly to the
City Commission. If they pres-
ent those views with as much
yigor as they have argued them
!n board meetings, downtown
Interests will not be over-
looked.
But the city's overall eco-
nomic development strateg,Y
cannot have sever<ll generals
running aU over the place. It
must be channeled through the
city manager's office and the
new olli~e or economic develop-
ment. This will bring more ac-
coun tabili ty, confidence and
pror,ress than any mere re-
shuffling ot old and splintered
efforts.
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M E M 0 RAN 0 U M
CUPIES TU: EXHIBIT 2
COMMISSION
PRESS
Dale J UNO 7 18t,;:)
CITY ClERK
TO:
FRO~1 :
t'1ayor and City Commission; Downtown Development Board
Mi chae 1 \-/r; ght, ~~ant Ci ty t1anage rfCommuni ty Servi c~s" .........
Comparative AnalyJJ~ ~Of the Downtown Development Board and the
Community Redevelopment Agency
SU8JECT:
DATE:
VIA:
June 7, 1989 . ~ .
Ron H. Rabun, City t1anager/fl.~
Both the Clearwater Downtown Development Board (qOB) and the Clearwater
Community Redevelopment Agency (eRA) were created at different times with the
overall goal of improving the economic vitality of the downtown area. The 008
and the CRA are separate legal entities, with distinct and different revenue
raising ability and identical jurisdictions. (Please refer to the attached
ma p. )
The Qllii was created by special act of the legislature in 1970, ratified at
referendum by the district freeholders and subsequently tr'ansferred to the
jurisdiction of a local ordinance in 1977. It is charged \'lith certain
functions including:
, To act as a catalyst to see that governmental services are performed
~ut without the authority to provide such services.
" To assist the City in prepar'ing and maintaining an analysis of the
economic conditions and changes occurring in the downtown area.
I To assist the City in formulating and 'maintaining short and long range
plans for imprqving the attractiveness and accessibility to the public
downtown facilities, promoting the efficient use thereof, remedying the
deterioration of downtown property values.and developing the downtown
area in general.
. To recommend to the City action for implementing any downtown
development plans, including removal, razing, repair, renovation,
recons t ruct ion 1I remade 1 i ng and imp rovement 0 f ex is t i ng s t ructu res,
addition of new structures' and facilities, relocation of existing
struc~ures and changes in roadway facilities.
. To participate in the implementation and execution of downtown
development plans.
, To carry. out additional undertakings related to the downtown ar-ea as .
might be assigned by the City Commission.
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Comparative Analysis of ODB and CRA
June 7 t 1989
The ODB consists of seven members elected for three year terms by freeholders
within the di strict. Board members are not compensated. and must be either
property owners, or have his or her principal place of business or employment
in the downtown area.
Operating revenues for the DDB are derived from the levy of up to one mill of
property taxes in the district. That equates to between $135,000 to $145,OOO~
The total taxable value estimate of the district is $181 million that
theoretically could generate some $180,000 in revenue. However, more than $38
million in values are classified as doubtful collections, resulting in actual
maximum revenues of $135,000 to $145,000.
The ~ was created by resolution in 1981 as a tax increment financing
district. The City Commission ...,as designated as the governing board and
granted certain powers by statute that included, but were not limited to:
. To prepare and follow a redevelopment plan for the district.
.
. The ability to execute contracts.
,To undertake communi~y redevelopment activities including the
acquisition of slum or blighted areas, demolition, construction of
streets, parks and other improvements, dispose of property, carry out
plans for voluntary or compulsive repair and rehabilitation of
buildings, acquisition of real property and air rights by negotiated
purchase or eminent domain, with approval by City Commission.
o To borrow money, accept grants or other financial assistance.
. To develop~ test, report methods ind techniques, and carry out
demonstrations and other activities, for the prevention and the
elimination of slums and urban blight and developing and demonstrating
new and improved means of p,"oviding housing for families and persons of
1 0\"1 income.
The eRA cannot use its funds to construct or expand administrative, fire or
police buildings unless agreed to by each taxing authority; construct capital
imp rovement s that a re not pa rt of the red eve 1 opment plan; or pay gene ra 1
operating expenses unrelated to the redevelopment plan.
Funding for the eRA comes from the increased district property values that
have occurred since the base year. Property owners in the district pay the
sam e 0 v era 11 taxes as do 0 t her res i de n t s of the C i t Y , ex c 1 u din 9 a ny 00 B
millage. The difference is, the money from property taxes the City and County
general fund would normally receive from the downto\~n area are essentially
frozen in time. Any revenues as a result of increases in the tax base are
diverted into the CRA trust fund for its purposes.
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Comparative Analysis of OOB and eRA
June 7. 1989
Tax revenues have increas~d incrementally since the base year and are expected
to be approximately $770,000 in the upcoming fiscal year. By law, these funds
must be expended within the fiscal year in which they are received or
committed to a limited number of options including prepayment of debt. Funds
cannot be held without commitment into the next fiscal year.
Thi 5 bri ef compari 50n between the DDB and eRA is not intended to be all
inclusive. The statute that outlines the duties of the eRA extends for some
fourteen pages and addresses a number of issues. Copies of the statute as
well as the OOB ordinance are attached for background information. '
In summary. the ~ has fairly broad governmental powers that allow it to take
actions that are consistent with its adopted redevelopment plan. The language
in the OOB ordinance speaks specifically to its acting "as a catalyst" and
assisting--or recommending specific actions in implementing the downtown
development plan.
Please advise 1f there are any questions.
MW/kd
enclosures
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M E M 0 RAN 0 U M
COPIES TO:
COMMISSION
PRESS
Dale JUN 0 7 198~
CITY CLERK
C:X111 13 1'1' j
TO:
Nayor and City Conmission; Do\'mto\'1n Development Soard.
r1iChae~ight. Assistant City 11anager/Coll1munity Services
Recommendations Regarding the Relationship Between the Community
Redevelopment Agency and the Downtown Development Board
FROH:
SUBJECT:
DATE:
VIA:
June 7, 1989
Ron H. Rabun,
Both the Communi ty Redeve 1 opme nt Agency (eRA) and" the Downtown Deve 1 opment
Board (DDS) were created independently and at separate times with the express
purpose of imp rov i ng the ove ra 11 economi c vi tal i ty of downt own C 1 ea r,.,ra te r.
The ~ is a separate taxing authority with the ability to levy up to one mill
of property taxes that could result in approximately $135,000 to $145,000 in
revenues. After this fiscal year, it will have no fixed costs or debt
payments. There is an ordinance ifl-place that will result in the "sunsetting"
of the DDB in September unless action is taken by the City Commission to
rescind the ordinance.
The eRA is a tax increment financing district that will receive about $796,000
in revenue next year. Of the total, some $770,000 is from tax increment
sources and the rest is derived from interest income, rental income and other
limited" m"iscellaneous sources. It has several million dollars of debt service
as a result of land acquisition and parking structures that require annual
payments of ~ore than $320,000 plus other payments that include $36,000 to the
parking fund and about $96,000 in total administrative costs.
That leaves slightly more than $340,000 available for project development or
land acquisition"next year. From this amount, the MAS ONE project is expected
to consume some $300,000.
While there are a number of specific problems that need to be addressed in the
dO\mto\'In area, one obvious and basic need is the over'all improver.lent of the
dovmtown's image. This ''Ias illustrated at length in the recent focus group
research project conducted by the Department of t1arketing at the University of
South Florida.
Without addressing other much debated needs, in light of the increased
emphasis on the downtown area and the recent employment of a full-time
Economic Development Director, the following actions are recommended:
. The DDS be extended for at least one year and an appropriate millage
be certified to the County Tax Collector prior to the July deadline.
". Funds derived from the DDS millage be used exclusively for
advertising, public relations and promotion of the downtown area. The
exact amount of expenditures to be decided by the DDB with input from
the eRA.
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Recommendations Regarding Relationship Between CRA and DOB
June 7, 1989
. During the next year, the City Planning staff be instructed to prepare
an updated Community Redevelopment Plan that addresses a number of
issues, including but not limited to: expansion of the district;
housing development and the overall philosophy of the district. Input
in the plan would come from a number of areas including the DDS, the
CRA, the Downtown Merchants Association, property owners and others.
o The Economic Development Director and the City Budget Office to serve
as staff to both the DDB and the CRA.
. The eRA place its emphasis and expenditures on infrastructure needs,
housing development, parking and land acquisition and disposal.
. The CRA and DDB continue to work closely in implementing the
Redevelopment Plan with at least quarterly joint meetings of the full
boa rds.
.
. In June 1990, re-evaluate the relationship between the DDB and the CRA
and the overall implementation of the plan.
. .
Please advise if there are any questions.
"1H/ kd
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EXHIBIT 4
PROPOSED WORK PROGRAM
Economic Development/C.R.A.
Clearwater, Florida
I. Orientation
- f1eet community sector
Walking/Auto Tour
- Photo inventory: air/water view(s)
Reception(s}
- Luncheon(s)
II. Establish Operations Base
- Office construction
- Furniture acquisition
- File review, organization and storage of dated materials
- Budget review
- Clerical/secretarial search
- Review available background material(s} and studies
- Prepare speeches, briefing and position papers
III. Involvement with Pinellas Economic Development Council (PEDC)
_ Cooperate and assist in the Moran, Stahl & Boyer Study which is designed to
assess assets and liabilities of Pinellas County as they relate to business
relocation and development of business recruitment study for the County.
- Heet area economic development players
- Contribute to work program of PEDC as requested
IV. .Develop Working Relationship with Clearwater Chamber of Commerce
- Coordinate City's activities with those of the Chamber
- Plan receptions and social events for local/regional/national developers
_ Coordinate media and brochure campaign ~ith Chamber
_ Integrate downtown promotional materials with Chamber's Tourism Promotion
Office whenever possible
- Initiate a CEO to CEO program VJith the Chamber
v. Affiliate with Local, Regional, State and National Organizations and Associations
(CUED, leSC, IDA, Florida Downtown Development Association)
_ Develop contacts with State of Florida and with Florida Power
VI. Assist and Coordinate Activities of the Downtown Development Board
_ Suggest internal/external downtown activities for the DCA
- Serve as staff for the DDB
VII. Prepare RFP for Selection of Advertising Agency
_ Evaluate proposals and Shortlist Advertising Agency
_ Select ad agency and develop "Image" material brochures/video/etc., to be
used for promotion of downtown Clearwater
VIII.. Update "lIalcyon" l1arketing Study
- Analyze dOVlnto\'1n supply and dCr.1and market - office, housing, retail,
entertainment, etc.
- Identify problems areas such as parking, traffic, regulatory restrictions
- Identi fy "Target" gruups
- Develop suggested outreach methods
- Dovetail do\'mtown market study with PEDC Study
IX. Expand eRA and Enterprise Zone
Expand boundaries of CRA in order to incorporate housing component
Assess benefits inherent in Enterprise Zone participation and expand
boundaries of the zone
x. Convention-Conference Center (with Clearwater Chamber of Commerce)
- Develop RFP to determine feasibility of a multi-use center
- Evaluate proposals
- Select consultant
- r.1on; tor wo rk
XI. Analyze (with Planning) Development Constraints that Impact Downtown Development
- Prepare a guide booklet for use by developers
XII. Initiate Contacts with Local Developers
- Solicit comments, reactions and if possible, commitments from potential,
1 oca 1 pl ayers
XIII.. Within Six to Eight Months
Lnitiate "targeted" local, regional, state and national promotion campaign
for Clearwater
_ Promotional campaign \'Ji11 capitalize on downtown market strengths and be
focussed on prospective relocation candidates designated in the Moran, Stahl
Boyer Study and - if available - the updated Downtown t1arket Study.
lJseful contacts can be expected from sources within organizations to which
Department of Economic Development is affiliated: IDA, ICSC, CUEO*
_ Precise blend of media outreach will be contingent upon recommendations from
ad agency and nature of the target group(s)
tlote: Available dollars will also impact effort
t1 us t h a v e b roc h u res and 0 the r s e 11 i n 9 ma t e ria 1 s
Must have results of the PEDC and the downtown market study,for
for targeting and promotional purposes.
*IDA - International Downtown Association
ICSe International Council of Shopping Centers
CUED - Council of Urban Economic Development
NARRAflVE TO \lORK PROGRAM
Economic Development/C.R.A.
Clearwater, Florida
Background
Those \'/110 study downto\'tns agree that the following events of the past 35 years
contributed to the decline of the downtown.
1. Rise of the automobile and decline of mass transit
2. Inabi 1 i ty of downto\'/n to accommodate the new i nfl uence of the automobile
3. Construction of new expressways and opening up of peripheral areas of
the city
4. Development of suburban shopping centers and office parks and
residential sprawl
5. Widespread deferred maintenance of downtown property within its
scattered, unconcentrated o\'lnership - many times through trust
departments charged only with conservation
6 . Th ere ale s tat e deb a c 1 e 0 f the ear 1 y tom i d 197 0 ' s
It is generally recognized that malls and sl)Qpping centers tend to Ilout
marketll dovmto\'lns. Dovmtovtns usually Ilave outdated and inaccurate supply and
demand mar'ket data. Malls hilve financial resources to spend on marketing.
~1alls knO\'/ their"synergyll. This knOlAJledge of the mix of stores and
merchandi se (supply side) and thei r information about consumer/shopper
preference(s) (demand side) is typically first rate. "1alls are unified while
downtowns are hampered by lack of consensus. Malls and shopping centers can
and do control their access, design, environment, retail mix, security, hours
of operation, promotions-advertising, parking in order to create a user-
friendly shopping environment.
Retail
Large downtown retail outlets faced with inefficient multi-storied buildings,
competition from outlying malls, lack of parking and a shift in demographics
responded by joining the retail exodus to suburbia \.,hich began in the 1950's
and accelerated during the 60.s, 70' sand 80's.
Retail is vital to creating an exciting downtown. In order to attract retail
operations to a downtown, a collective view of downtown problems must exist;
property owners, retailers, public officials and corporate officials are
principal players and a consensus on their part is essential for success.
Unless a consensus is achieved among these players and an agreement on how to
deal with the problel;Js is reached, it \.Ji11 be difficult to forcefully move
forward. Since market conditions (supply and demand) and demographics create
sharp differences in downtowns, one experience cannot necessarily be
dupl icated ; n another dm'lntovln.
Up-to-date market studies deal ing \.;ith sllpply I demand, and related dO\oJntown
problems are necessary to any downtown revitalization effort. Such studies
should deal with problems such as parking, traffic ci rculation and policy
restrictions. The studies should not simply consist of den1C'9raphic research
but should explain and interpret the findings and make recommendations for
I OJ ~~l
action consistent ''lith the supply and del~Jnd figures and the framl?v/Ork of
public policy which prevails in a given downtown.
Downto\'lns are "cornr71odities". If they M'en't as desirable as competitive
areas, they ultir:1ately fail. The collapse of retail is a bad omen for
downtOl'/ns; once retail goes, the image of the downtown as a whole suffers.
Office development and housing have helped downtown retail, however, the
supply-demand forces in concert with evermore sophisticated shoppers with
greater personal options, complicate the retail equation.
As a "generator", retail brings people and activity into a dovmtown. HO\'Iever,
at the present time, this country is awash with retailers - many with great
debt levels. Retailers \'/ith good quality and good prices will continue to do
well and there is every indication that developers will continue to package
retail clusters. Anchor retailers and lffresh speciality" retailers are
important components of downto\'Jn retail. Unfortunately, many existing
downtown retailers don't know their markets and fail to adequately service
their customers. The;" attrition rate is quite high.
Synergy is an important concept.
'appeal to the whole area than if
the components. Interaction and
marketplace.
Stores with certain strengths give greater
they were alone. The whole is greater than
critical mass makes a better retail
Given the cost involved in constructing a department store, anchor retail
generally cannot afford to pay competitive rents. Most developers look for
c h e a p 1 and t 0 sub sid i z e the de vel 0 p men t . R 0 use, S i m 0 n, Cad ill a c - F air view
are good at this. Land assemblage is one prime inducement for attracting
retail development. Housing and commercial activity act as magnets as do
hotels ~nd convention centers. Entertainment facilities, well-planned public
spaces, downtown schools and cultural facilities also serve as activity
generators. Customi zed retail focused upon a specific "niche" market -
festival marketplaces - can also be effective in creating a draw.
For those large retail stores that seek to expand, a first consideration is
usually focused upon a particular region or site. In evaluating a site, the
store's planners determine if a market exists and if so, would sales meet
costs and generate a profit? The planners look at demographics, customer
sources - 'office, suburban customers, tourists, etc. - and where potential
client sources would be drawn. Competition, usually within six to twelve to
24 mile radii is charted. Physical layout and parking is analyzed as is the
merchandise mix and synergy ,...ith other "neighboring" stores.
Retailers that are in a expansionist mode and have evaluated their market
potential \"ith favorable results tllen seek a developer "lith retail track
experi ence. It falls to the developer to secure funding and "do the deal".
Once our market studies have been completed and land assemblage accomplished,
~'e need to contact retail developers directly and interest them in Ildoing a
dO\^lnto\.tn" deal. Even \/ith the current retail upheaval, the large experienced
developers \'/ill still be dvJilre of expansionist retail operations and if they
feel our market is attractive enough, they \'/ill promote our venture. Contacts
made through the International Conference of Shopping Centers and the
International D.J\'lntOl'rn Association as ,well as "opportunistic" contacts should
be a good starting point.
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Marketing the Downtown
Centrality and accessibility of the downtown to d trade area still has an
appeal for development.
t\ ark e tin g i s a b u i 1 din 9 0 f val u ere 1 at; 0 n s hip. The pro d u c tis the d ow n t o\m ·
Since centrality and accessibility of the downtown to a trade area still has
an appeal for developers. the downtown could be marketed as a multidimensional
location; an area that accommodates or services the needs, preferences,
purposes, economic imperatives of the "target" group. lie must fulfill the
value needs of the target group and this cannot be done by selling negatives -
i.e., "empty spacel10w rents" \'1111 be transparent selling devices. They s11O\'I
the undesirability of the market not the desirability.
In marketing the downtown we should target not only retail and new business
but also existing business retention. The market study will define the
parameters of feasibility for office construction, hotel and conference,
restaurant and entertainment facilities and will gauge the impact of policy
restrictions.
The PEDe Study and Clearwater's market study of the downtown will help to
target those companies to which dO\'1ntown Clearwater makes economic/value
perception sense. Presence, market, labor, profit are prime value
inducements.
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HATrO~ALE FOR THE IH:TE~TIOt\ OF A,'\ AD\'E1UISING ^GEI'4CY
C.R.A. District
Clearwater, FL
Basc..d on previous marketing studies (some of \<"hich will require updating)
and a soon-to-be initiated study carried out under the auspices of the
Pincllas Economic Development Corpora tion, the Ci ty of Clearwater will be
in the position of having a "defined" target market.. Essentially, we will
know which types of firms already in Clearwater are potential expansion
candidates and which types of firms from outside the area are likely to look
favorably upon the City as a relocation site or as a potential site for new
development.
By capitalizing upon our strengths, the advertising agency will assist. us
in positioning ourselves to achieve our objectives. The agency that we select
will work with the C.R.A. and the D.D.B. in analyzing the City, its
competition and the composition of the target groups. The agency will then
develop a unified, coherent, creative strategy that will help define
Clearwa ter 's distinc ti ve posi tion and stimulate awareness and consideration
by the target groups.
The ad campaign will present the City in a positive and favorable manner
and be cost effective in using the many media alternatives--radio, television,
newspaper, direct mail and outdoor billboards. The advertising effort.s will
be integrated ~ith a vigorous, well-planned public relaLions/information
program. This will enhance the overall marketing program.
Promotional events like the Clean,'ater Jazz Holiday should be planned and
implemented not only with the idea of generating maximum attendance but also
with the view of attracting the attention of the target groups and reinforcing
the positive image of the City. The Jazz Holiday is an established and
recogniza ble event therefore it can represent Clean,ater in a af firma ti ve
way.
Since Clearwater's media will be vying for attention with other local,
regional, . sta te and nationCll locales, it is cri tical that all ma terial be
well-written with a sense of style and have outstanding graphic appearance.
Any electronic media kits should be produced to the highest standards.
sur-n"lARY
Clearwater's advertising campairn must deftly convey our message.
It must present us in a positive and favorable manner.
It must subtly differentiate us from competing locales
It must reach our audience in a way that is uniquely memorable.
Finally, the campaign must be cos t effective in selecting the type of media
to be used.
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Economic Dcve lopment orn cc
~larket Studies:
Supply - Demand
PEDe
"Halcyon"
Target Group
Identification
PIO
Chamber of
Commerce
Ad Agency
- - -
- .-
Outreach
Activities to
TaTget Groups
Chamber of Commerce:
Special ~vents/receptions
CEO to CEO Program
Coordinate Chamber Tourism and other trips to help promote dOh'nto\Yn outreach
PIO:
Positive news releases - editorial comment - guest articles - City innovations, etc.
Ad Agency:
Tailor image/media campaign for "target" groups
Potential Problems:
- limited media budget
- impact of growth management policies on dO\oJntO\\'n
- development restrictions - 60' hci.ght limitation on bayfront
- traffic pat terns and parking in the dOl.,rnto\,'n
- lack of retail synergy in the do\\'ntO\oJn
- lack of technical support ~crviccs from Ci ty bureaucracy
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EInKlUC DEVELOPMENT DlROCTOR - 10 JOB TASKS
Jerry D. Sternstein, January 25, 1990
1. Establish a Department of Econanic Development
a. Coordinate operations with other goverrunental entities and state
agencies
b. Establish role and identity within city government
2. Monitor operations of Department of Economic Developnent
a. Paper ElaN
b. Budget preparation
3. Establish relationships with CRA and DDS
a. . Serve as staff to CRA and DDS
be C<x>rdinate and integrate areas of responsibility; infrastructure
- media .
4. Develop constructive relationships wit.h the Chamber of Caranerce, PEOC,
Florida Power and other key~ommunity or.ganizations
5. Develop RFP's for Advertising Agency, Conference Center, Market Analysis
a. Monitor Work progress
b. Coordinate processes to conclusion
6. In concert wi th advert ising agency and DDS
a. Develop media, ~ublic relations and advertising campaigns/concepts
b. Coordinate ex~cution of media campaigns
7. Initiat.c 0<:?udloper contacts through leSC, IDA and other representative
membership groups.
8. Coordinate Enterprise Zone activities
9 . Assemble land par~el for downtown marketing program.
10. Special Projects:
a. Conceptualize and articulate projects and proposals relevant
to downtown revitalization and follow them to conclusion: ie.
Seminole Docks High & Dry, Down town Teen Club
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Jerry D. Sternstein
Future Job Goals
Economic Development
July, 1990
1. Work closely wi th Hun ter In teres ts, Inc. as
Market Assessment; translate the results of
solicitation packages.
they conduct the Downtown
the study into developer
2. Refine the Downtown Development Board's media campaign to more specifically
target the developers that the Narket Assessment identifies as potential
players in the downtown revitalization effort.
3. Hake marketing trips to prospective developers in order to stimulate
interest in the qowntown area.
I
4. Finalize the assembly of land in the downtown to be used for future
development projects.
. S. Expand the boundaries of the eRA to encompass downtown areas earmarked
" for development.
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6. Make the Enterprise Zone:more attractive by increasi~g local incentives.
Other Florida corrununities have. reduced ocupational license and community
develop~ent fees for zoning, site plan review, plan. development in order
to create greater interest in their enterprise zones.
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CITY OF CLEARWATER
Inte.rdeparbnent Correspondence Sheet
m:
l1ichael Wright, Assistant Ci ty Manager/Comnuni ty Services
Jerry D. Sternstein, Economic Development Director ~
FROM:
COPIES:
File
SUBJECT :
The Year In Review
DATE:
t1arch 7, 1990
As they say, "time flies when you are having fun". We are fast
approaching my one year anniversary wi~ the City; a landnark occurrence
such as ~is deserves comment.
When I interviewed with you and Ron Rabun, I stressed the incremental
nature of downtown revitalization. I felt that it was important to
proceed carefully and thoughtfully in defining the current state of
Clearwater's downtown and in articulating and irrrluencing the role the
City would play in the process as it unfolded.
SincG I was selected for the position, it is reasonable to conclude that
my "building block" strategy touched a responsive cord. Indeed, in a
community where downtown revitalization was talked about for such a ~ong
period but not acted upon, it is critical for the Commission/eRA to know'-
what they want, what they need, whe ther these wants and needs are
reasonable and attainable and the costs they carry.
My arrival coincided with some well-planned groundwork initiated by you
and Mr. Rabun. The MAS 1 office project had reached the contract stage
so my efforts were directed toward removing any impediments to
contractual agreement. It was a time-consuming activity but given the'
orientation to the City bureaucracy that it 'afforded, it was well-worth
the t line.
The previous staff interaction with the DDS also gave me an ent.ree into
a new scenario in which the DDB would concentrate its fiscal (lfforts on
an advertising campaign while the CRA would do "sticks and bricks". I
then settled into the staff role to both the CM and the DDS. While the-
balancing of interests between the two bodies had the potential of
becoming incendiary, diplomacy and conciliation generally avoided any
deep schisms.
I redid the RFP foe retention of an advertising agency and evaluated and
made recOIlmendations concerning selection of a finalist. After the DDB
chose Pearson, Thomas, LKW, I worked on every aspect of the ad campaign
from brochure design and narrative to the acquisition and culling of
mailing lists.
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Page 2. - Memo to Michael Hright - The Year In Revie..., - 3/6/90
I also structured the RFP Ear the conference-convention center study
and, wi th Ebe t1act1ider of the Chamber, played a key role in the
evaluation and selection process.
On November 6, 1989, I Eor:mally submitted my work program to the CRA. A
key component of that program was a Harket Assessment of the downtown.
I have always advocated professionally prepared market studies - without
hype and exaggeration - used to realistically define the downtown
market. I structured the RFP and worked to sell the concept to you, Ron
Rabun, the CRA, the Chamber of Comnerce and the DDS. The unanimous
approval of the RFP by the eM las t week is proof of the success of my
efforts .
I have developed a good working relationship with Ms. MacNider and Mr.
Korzeniowski of the Chamber of Conmet"ce. I feel that there is an
openness and supportiveness which has heretofore not characterized City-
Chamber interactions.
Other econanic.develop-nent tools have been refined and are in-place.
Considerable efforts were devoted to winning approval of our enterprise
zone expansion from the state. An analysis of incentives offered by
other Florida cities is neariDg completion. B~sed upon this
distillation of information, recorrmendation for new, local incentives to
make our enterprise zone more attractive will be made.
Even though my prlinary emphasis has been and will co~tinue to be
directed toward the downtown, r recognize that other" developments
outside the linmediate area frequently have a significant Lmpact.
Consequently, I have had some involvement in the proposed Seminole docks
High and Dry facility and in reviewing the fipancial feasibility of a
wet slip marina proposed foe development on the beach.
I believe that my first yeae has been extremely productive. The pieces
necessary for revitalization will shortly be in. place. The next several
months will see the initiation and completion .of the downtown market
assessment, the conference-convention center study and the publication
of our brochures and pamphlets which will be used to help promote the
downtown.
While it is not constructive to speculate upon the conclusions that. will
emanate fromt.he mat"ket assessment, we must use the intervening time to
ascertain what role or canbination of roles the Commission/eRA will be
comfortable playing. The extent to which this body will assume an
activist, pro-development role will in lar.ge measure influence the
parameters and effectiveness. of the revitalization effort.
JDS/sh
TilE YEAR IN REVIEW
ECONOHIC DEVELOPNENT
June, 1991
As we approach the anniversary of my second year with the City, it seems
appropriate to revisit the hits and misses of the period. Happily, no one
occurrence can be classified as a total miss. The Conference/Convention
Center study came to'an abrupt end. The set of circumstances which prompted
its stillbirth are well kno\<1n to both of us and consequently do not merit
elaboration. However, since I spent considerable time and effort in
prepara tion of the RFP and in nur turing the endeavor and since I remain
convinced that the product would have been helpful to the downtown
revitalization process, I lament its premature demise.
Div~rgent interests and different clientele groups were responsible for the
mini-schism with the Chamber of Commerce. While staff relations are superb,
there is a coolness at the executive level. Hy pursuit of the Clearwater
Beach-Universal Studio initiative and tIle follow-up Film Commission enterprise
created a degree of mistrust. This suspicion was reinforced by the collapse
of the Conference/Convention Center Study.
I have been working to rebuild executive to executive relations but the task
is easier said than done. For example, I am unencumbered with bureaucratic
structure. I can and do move expeditiously to formulate and implement
economic development activities. The Chamber cannot execute without elaborate
communication with and approval from their committee structure. Therein
lies the problem. Conunittees typically do not produce timely decisions and
commi ttee decision-making is often not of the highest order. Remember the
old saw, "a camel is a horse designed by a committee."
On other levels, the year to date has been quite successful and productive.
The Hunter Market Assessment with conceptuals and financials is almost
complete. I spent a significant amount of time working with Hunter and
reviewing the work produced by the firm. I have written a number of outlines
and perspectives on facets of the Report and incorporated the results into
developer packets.
Working with Pearson-Thomas, I edited the llunter product into easily
understandable information formats. The DDB's Newsletter, Venturest was
published in part to serve as a vehicle for the dissemination of this
information to the leadership of neighborhood associations and to the
development community.
(2)
Using local, regional and national sources, 0 hIghly refined compu tel' list
was compiled. This selective compilation facilitates the process of targeting
contacts within the development community.
I am experimenting with an unorthodox method of reaching viable developers.
Given the current condition of the national economy and its devastating effect
on developers, I decided to forgo the expense of trade shows and to instead
stimula te developer interest through archi tec tural and construction firms.
To this end, I distributed packets to selected firms. The information
includes data from Hunter I s work and a recently completed image video. The
results have been encouraging.
Once the conceptuals and financials are received from Hunter, we will use
ODB resources to produce a Downtown Prospectus. This booklet, along with
the video and other promotional materials, will be used to solicit the "triad"
of construction, architecural and developer firms.
If we generate a level of sustained in teres t, we can reasonably anticipa te
a number of godd responses to our forthcoming RFP. I am presently compiling
information on recent RFP's from other conununities. By building on their
experiences we can avoid repeating their mistakes.
At this writing, we are poised for project initiation. If the eRA accepts
the recommendations soon to be imparted by Hunter and directs us to go
fo"'ward, we can intensify our "familiarization" endeavor and work toward
a fall RFP. In anticipation of eRA acceptance, I have devised a land
acquisition strategy. We have thus far implemented this in incremental steps.
Once the land need is clearly defined, we can become more aggressive in our
acquisition.
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Jerry D. St erllsteill
Future Job Goals
Economic Development Deparhllellt
Decculber 30, 1991
The following job goals encompass activities projected to transpire over the next six to twelve
months. Since the Department of Economic Development must be flexible in order to react to
unanticipated opportunities and to frame innovative initiatives and in view of the limited staff
resources, certain activities may be reprioritized.
For example, the activities for 1991 make no mention of the negotiations and related work that
led to the City's acquisition of the downtown Maas Brothers property. When these goals were
written, the immediacy of the store's closing was not anticipated. Staff involvement in the
successful negotiations for this important downtown property began in April, 1991 and were
concluded in November, 1991. This seven (7) month involvement did not end with the purchase
of the property but continued with security and maintenance arrangements. Staff currently
serves as a resource to the task force appointed by the City Commission/eRA to make
recommendations for the future use of the property.
Some work items are not listed since to do so might jeopardize their success. An example of
this would be the Kravas negotiations ~hich have been ongoing for some six (6) months and
recently resulted in a tentative purchase agreement.
Still other activities are added to the work agenda as circumstances merit. The promotional
efforts mentioned as general objectives in the 1991 agenda - to draw Clearwater residents to the
downtown and to create image and personali ty for downtown Clearwater - were given substance
through the Door Prize contest and the mini-park concerts in Station Square Park.
The organizational and marketing outline for the "Downtown Comes Alive" effort (Attachment
1) was developed with the Pearson-Thomas organization in mid-November to serve as a guide
for the volunteer groups.
The elements of the relocation and retention program are still in the formulative stages. The
parameters of the effort will be influenced in large part by the commitment of the existing
retailers and downtown property owners. Work has already commenced on a compendium of
available space for sale or rent in the downtown. This is based upon a similar document
developed and used in Evansville, Indiana (Attachment 2). The format and packaging will be
done by the DDB through Pearson-Thomas but the information and data is to be provided by the
local real tor community.
The overall objective for the relocation-retention program is to strengthen the existing downtown
retail base under the assumption that the best attraction for retailers (pending the infusion of new
retailers through a catalyst project) is other strong retailers. Given the fractious nature of the
small, independent retailer, this effort is likely to be difficult to achieve (Attachment 3). The
"World in Clec'lrwater" concept being promoted by 1. Goodman may lend some credence to the
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effort by stimulating a cooperative environment among downtown property owners..
1
The organizational and informational aspects of retail retention-relocation could be augmented
by a rent abatement program but this would require agreement and participation on the part of
the downtown property owners. The program could be structured to provide X months of free
or reduced rents. Ancillary efforts like workshops and low cost loans or facade improvements
would require the consent and involvement of the DDB, CRA and downtown property owners.
e
Prospecting for retail business will be done through target lists developed with the assistance of
the Arnold organization, Florida Power and the PEDC. The Market Assessment and the new
downtown plan will be used to identify desirable tenant groups or categories of users. Once this
is done, mailings based upon the computer generated lists will commence. A media campaign
and information packet for "recruitment" distinct from the East End effort will be developed.
Some elements of our East End package can be used but the information must be scaled to
appeal to the smaller retailer/businessperson. The trade area will be defined for the potential
downtown businessperson as well as advantages that are unique to the area, ie traffic counts,
typical rental costs, incentive programs and other useful information. Press exposure for new
businesses will be provided by Pearson-Thomas.
Relocation and retention activities will call for intensive involvement and coordination with the
Greater Clearwater Chamber of Commerce, Florida Power and PEDC.
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CITY OF CLEARWATER
Interdcpm11nent Correspondence
TO:
Community Redevelopment Agency
Downtown Development Board
FROM:
Jerry D. Sternstein, Economic Development Director ~
COPIES: Michael J. Wright, City Manager
SUBJECT: Hyett Palma Publications on Downtown Revitalization Practices
DATE: February 26, 1992
Hyett Palma Publications is a subsidiary of Hyett Palma, Inc. The publishing branch of this
multi-faceted firm offers a collection of texts for local professionals and community leaders who
are involved in business district revik1lization efforts. Their publications are widely read and
well regarded among practitioners of downtown revitalization. The work of the firm has been
f~'ltured in numerous publications including The New York Times, Nation's Cities Weekly. and
The HOllsing and Development Reporter.
In late January, the City Manager forwarded me the firm's publication list and I decided to order
several of the new books to determine whether our activities of the past several years coincided
with Hyett Palma's overview of downtown redevelopment. Essentially, this review is limited
to two publications, ~uccessflll Retail - Recruitment Strategies and The Sta~e of the Art -
Economic Initiatives in Downtowns. As you will note from my overview and comments, our
program is well within the generally recognized parameters of current downtown thought and
practices and in some instances falls well into the innovative realm.
Successful Ret<\il - Recruitment Strategies is focused on strategies used by hundreds of
downtowns of all sizes throughout the nation. I will comment on several salient points contained
in this text.
The topic "Setting the Stage for Recruitment", stresses the need to understand the local retail
market. "A clear understanding of the market served by the commercial center can only be
gained through an analysis of the market area and customer base. II Through the completion of
a market analysis, the leadership of the commercial center should determine:
- the realistic economic potentials of the commercial center and determine an
appropriate market orientation for the center
o
- the expected customer shopping habits and realistic spending potential of the
customer base
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- the strengths and weaknesses of existing businesses within the commercial
cen ter
- the types of businesses which may realistically be expected to operate within the
commercial center.
These items were dealt with in the Downtown Market Assessment (November 1990) which was
commissioned by the Community Redevelopment Agency and carried out by Hunter Interests
Inc., of Annapolis, Maryland.
There are four topics under the section "Presenting a Quality Business Environment". The
commercial center must provide:
- an aesthetically pleasing commercial environment
- a safe and secure commercial center
- an adequate and conveniently located supply of parking and/or attractive and
affordable transportation services
- a high standard of business operational practices which project a quality, unified
and consi~t.ent business image for the center, with maximum emphasis placed on
customer service.
Over the past 2 1/2 years, we have addressed several of these items. The downtown streetscape
program and the construction of Station Square Park was an effort to improve the aesthetics of
the downtown core. The city assigned a policeman to patrol the downtown in order to lend a
greater sense of security to the area. While the adequacy or inadequacy of parking is always
a subject for debate, the city constructed two parking garages which accommodate 679 parking
spaces. _. These spaces, along with metered parking provide a sizable inventory of available
parking spaces. The Market Assessment attempted to interest the downtown business people in
a "Centralized Retail Management" approach but t.his found only mixed support among this
group.
Under the general topic of "Business Recruitment", the Downtown Development Board and the
Community Redevelopment Agency have worked to promote many of the following items.
- increasing market knowledge
- providing personalized technical assistance
- sponsoring business seminars
- improving the business districC s image via improved public relations
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- improving maintenance of public areas and private property
- improving business standards
- expanding and testing merchandise lines
-clustering businesses to increase sales
The Market Assessment, the various demographic information from CACI and C-Map Services
of Tampa were focused on increasing the lmowledge of the retail market. Pearson, Thomas's
activities have been directed toward improving the business district's image and the idea of
"clustering businesses" which involves grouping together a certain mix of businesses in ways that
increase sales, customers and markets is typified by the "The World in Clearwater II proposal and
the city's efforts to market a 25-acre parcel of land for a retail and/or entertainment
development.
We have sought to maintain contacts in the local real estate community with the objective of
producing a listing of available downtown properties which would be distributed through our
specialized data base. This activity has proved to be more difficult to initiate than we initially
thought but we are still actively pursuing the idea.
Under "Marketing the Commercial Center", the report states that the marketing effort may
include:
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,
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- the preparation and placement of articles that relay the successes of the
commercial center's enhancement efforts
- the preparation and placement of articles that relay the cultural, historic and/or
lifestyle ameni ties of the area
- the preparation and placement of articles that tell of unique businesses that open
and significant real estate development activi~ies that occur in the commercial
cen ter
- the preparation and placement of copy in retail trade periodicals and national
news publications
The marketing efforts outlined above are all carried out under the aegis of the Downtown
Development Board through Pearson, Thomas/LK\V. While it is extremely difficult to quantify
the results of the marketing activities, the efforts are consistent with those recommended by
Hyett Palma.
The State of the Art - Economic Initiatives in Downtowns is a 1990 survey and analysis of over
two hundred cities from across the country. This survey deals with some 27 economic initiatives
3
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and the success of these initiatives.
A review of this text again points out that Clearwater's program is very much in the forefront
of downtown revitalization. One initiative calls for the development of an annual work program.
We generally submit not one but two work programs. One is focused on the Community
Redevelopment Agency's activities and one or. the Downtown Development Board's activities.
Another initiative, increasing market knowledge is one which we have constantly endeavored to
accomplish. Our demographic surveys and our Market Assessment are evidence of our
commitment to the importance of good data collection and dissemination. Improving
downtown's image by working with the media is accomplished through the Downtown
Development Board and their work with Pearson, Thornas/LKW.
The effort to r~ruit additional retail business is one initiative that was implicit throughout the
early image building work from the Downtown Development Board and is carried forward in
the current recruitment program being developed through the DDB.
Business clustering is reflected by liThe World in Clearwater" proposal and will also be an
offshoot of the marketing of the land in the Cleveland Street, Missouri Avenue and Court Street
vicinity. Clustering is more difficult in the core because of the fragmented ownership of the
businesses and the nature of the businesses. Clustering would be advanced by a centralized
retail management approach but it is hoped that the success of liThe World in ClealWater" which
has as a key element "Centralized Retail Management", will help popularize the concept.
Cleveland Street, Court Street and Missouri A venue clustering will be far easier to accomplish
since new retail/entertainment projects are clustered at inception by their developers.
The comprehensive market analysis initiative which defines primary and secondary trade areas,
assesses competing commercial facilities, determines market position and details the most likely
new retail categories that can be attracted to the downtown has already been accomplished
through our Market Assessment. This overview should be repeated in 1995. Byett Palma'
recommends that the analysis be completed by an economic development professional with
extensive experience and a successful track record. \Ve believe that we accomplished this
through our public selection (RFP) process. The report stresses that image building through the
media is a critical initiative and recommends that the campaign should he "cornprehensi ve,
ongoing and developed by marketing professionals". We believe that our effort throug}l the
DDB and Pearson, Thomas more than meets this standard.
Another initiative calls for the production of business district literature which includes
recruitment brochures and associated print pieces. This has been done through the DDB contract
with Pearson, Thomas.
The initiative that calls for the creation of an economic theme within the business district is
recommended for downtowns with tourist potential. "The World in Clearwater" satisfies this
initiative.
4
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The overall tabulation of initiatives is found on Table 1 of the report. I have indicated through
checks those initiatives that Clearwater's program has used or is using.
Donavan D. Rypkema, a consultant with the Real Estate Services Group in Washington, D. C.,
has produced a document called Downtowns in the 1990's. It is interesting to note that the
author gives high marks to those communities that are not afraid of experimentation and possible
failure. He states that:
"experimentation will be necessary in order to survive. There are no pat
sglutions to downtown problems and what works in one downtown might not
necessarily be transferable to another. It is only to the extent that we continue
to experiment that we continue to survive. Failure can no longer be something
to be avoided. It must be tolerated and even rewarded. Because of the pace of
change, the need to innovate and the necessity for experimentation, the price of
success win be occasional failure. Communities, downtown organizations and
local revitalization professionals whose track records do not indicate failures are
not taking enough risk. To be so conservative as to not take some failure
producing risks, will mean that conservative downtowns will be left in the dust
by more innovative competitors."
Clearwater's downtown revitalization effort will cont.inue to be oriented toward the
conceptualization and promotion of innovative strategies crafted to take advantage of the
uniqueness of the area.
We have sought to foster a variety of projects with the view that several well-conceived and
well-focussed catalyst activities can only help not harm the downtown. "The World in
Clearwater" and the marketing for redevelopment purposes of city owned land in the eastern
corridor of the downtown are two tangible offshoots of this effort. If successful, these projects
will attract a diverse mix of retailers and they will, in turn, bring an expanded cuslomer base.
The renewed retail activity should stimulate olher development in the downtown which will
enhance the property base, provide employment opportunities and infuse new vitality to the area.
5
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BYETT-PALMA, INC.
Percentage of All 210 Cities Surveyed
Using Each Economic Initiative In 1990
In.lli.a1lves In UseJ3y A Majority.
.o.l Su ry~ y Ear:ti ci p ants.:.
Work with Local Media
Set Annual Agenda of Actions
Provide Personal Technical As'slstance .
Collect Basic Market Research
Have a Program to Enhance Public Spaces
Have a Program for Business Networking
Produce Print Pieces to Promote Downtown
Have a Program to Enhance Private Property
Conduct Seminars for Businesses
Completed a Parking Plan! Assessment
.
84 % .~
790/0 v .
7,2<1/0 :/
71 % v
690/0
6Z'/0~
6Z'k
600/0 .
55% /
550/0 V'
1.n1.lia.tiv~s in US~ by Less than 50% buL
More tb an 250/0 QlS u rYe y e.aJ:lliLlQ.a1l1s.:.
Aggressively Recruit Businesses
Identified Economic Themes
Operate a Formal Marketing Campaign
Have Separate Businesses Sharing Space
Completed a Comprehensive Market Analysis
Implement Real Estate Demonstration Projects
Have a Program to Address Safely/Security
Identify Uses for Vacant Upper Stories
or Adaptive Use of Buildings
Aggressively Recruit Targeted Customers
Form Local Partnerships to Dev~lop BusiI'J8SSeS
Enhance Business Standards
470/0..(
390/0~
390/0 y
360/0
330/0 v
330/0 ./
3~/o
3~/o
290/0
280/0
260/0
"
Initiatives in Use..byJ..,ess than 250/0
Q.t Survey e.anicjpa(l~
Assist Businesses to Test, Expand Merchandise
Annually Update Pedestrian, Resident and
Business Surveys
Developed a Clustering Plan
. . Have a Program to Coordinate Business Hours
Conduct Focus Groups
Conduct Multi-language Marketing Efforts
230/0
230/0
21 % (
190/0
130/0
40/0
Copyright (C) .. Hyatt Palma PubJjcall~s .. 1991
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'0'6
CITY OF CLEARWATER
Interdepartment Correspondence
TO: Michael J. Wright, City Manager
FROM:
Jerry D. Sternstein, Economic Development Director rJI'Y<.
(f :':"
COPIES: File
SUBJECT: Downtown Revitalization - An Update
DATE: March 5, 1992
Several years ago, James Rouse, developer of Boston's Faneui! Hall, Baltimore's Harborplace
and other landmark downtown projects, made some cogent observations regarding the status of
the American city. Rouse said that the city government needs to see itself as the developer of
the center of the city. It should be willing to step in and acquire land, take the necessary steps
to bring in developers, and resourcefully and entrepreneurially bring new life to the city.
These are not easy tasks. They require commitment on the part of local elected officials and an
llnderstan~ing of the interaction of the public and private sectors. Public officials should be
clear-eyed and realistic when they appraise their downtowns. They need to understand the costs
and benefits associated with downtown revitalization and the penalties extracted in lost taxes and
economic growth for doing nothing and permitting urban deterioration to continue.
Essentially, these officials should know what they want, what can realistically be achieved, the
role they are prepared to play in order to attain their goals and the resources available to
successfully carry out the program. An appreciation for the unique problems and advantages
that downtowns possess is also helpful. Older downtowns typically have high land prices, multi
ownership of property or a shortage of readily developable land; typically, there are
parking/traffic problems and the existing retail market has been weakened by the migration of
stores to nearby malls and shopping centers. Add to this, the "nine to five" syndrome where
office workers desert the downtown after work and there is little or no residential base left in
the area to provide an evening population. On the positive side, central location and
. accessibility are advantages which characterize many center cities. In addition, financial,
government and legal institutions as well as corporate offices are often headquartered in
downtown, making the area a frequent destination place.
City officials should attempt to look at potential projects from a developer's perspective. A
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developer will want some assurance that the city government is serious about development, is
aware of the problems facing a project, will strive to "make" the deal work and is committed
for the long term through some form of participation. If a city fails to cultivate productive
public-private partnerships, the burden of financing the redevelopment will fall squarely on the
taxpayer!
It is not particularly helpful to engage in a "chicken-egg" debate as to whether office, residential
or entertainment-retail development should occur first or if development should emanate in the
core of downtown or at the periphery. Each development feeds off the other. Office
developments bring a segment of people to the center city just as do hotels and other activities.
Retail generally brings a broader group of people and activity to the area; consequently, it is
vital to generating excitement and traffic. Downtowns are "commodities". If they aren't as
desirable as outlying, competitive shopping areas, they ultimately fail. The collapse of retail is
a bad omen for any downtown; once retail vanishes, the image of downtown as a whole suffers.
Given the retail market segmentation, competition and the costs associated with downtown
development, creating retail opportunities in the center city is no small job. Retailers who are
in an expansionist mode first consider the local and regional markets with emphasis on
demographics, customer sources, and existing competition. If their market overview is
favorable, most retailers look for a developer with extensive retail experience. Since our
Downtown Market Assessment was favorable, we have, over the past year, used it as a
marketing tool to tout downtown Clearwater's superb demographics and retail-entertainment
opportunities to diverse developer groups.
In recent years, specialty retail developments throughout the nation have proven successful in
downtown, settings. In some cases, these shopping complexes have large anchor stores; other
developments rely upon a mix of small stores which draw strength from each other and, as a
whole, act as destination places for people who want unique retail/entertainment opportunities.
There has been and will continue to be a significant body of studies and related information on
downtown revitalization. These studies are interesting but it is important to have access to
current information on the subject. Because of the rapidly changing events in this field, seven
year old information is frequently regarded as historical. For example, both Shopping Centers
Today and Southeast Real Estate News have, since 1989, printed numerous articles on downtown
programs in Louisville, Cleveland, Denver, Lexington, Santa Monica, Kansas City and
Memphis. It is interesting to note that these articles all chronicle the catalyst aspect of the
development and the specific project's success in attracting investor interest and in bringing other
businesses to the area. Management Horizons, a division of Price Waterhouse, recently
published a monograph, Retailing 2000. This special report looked at major changes expected
in retailing by the year 2000. Generally speaking, the report concluded that retail emphasis
would change from free standing shopping centers to multi use facilities with specialty retail.
We have not neglected the traditional methods of attracting new business, whether it be retail,
office or entertainment to our downtown. We are, however, careful not to spend public monies
2
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duplicating efforts that are already being carried out by the private sector. These private
incentives, partially dictated by prevailing economic conditions, include rental rebates and other
office discounts. Hyatt-Palma publications recently issued two new texts, SuccessfUl Retail
Recruitment Strategies and Economic Incentives in Downtowns. Many of the incentives called
for and termed "state of the art" are already being used in Clearwater's program.
Downtowns are and will continue to be ever-changing. These areas will reflect the demand for
goods and services generated by those who frequent the area or who are attracted by destination
shops or by nearby residential, entertainment or other amenities unique to the area.
Our downtown RFQ approaches the development community on unambiguous terms. We
promise no subsidy and do not champion any preconceived development concept. Our most
important asset is 25 acres (+/-) of assembled, city-owned land located in a high traffic area 2
1/2 miles from a major resort beach. Our Market Assessment and associated demographic
studies give credence to the term "superb demographics". We ask the development community
to submit their qualifications and backgrounds. From those who qualify, we will solicit
development concepts for a market-driven project. Under no circumstances will we consider
speculative, ill defined proposals. Some forty developers have already expressed interest in
responding to the RFQ. While our own Market Assessment suggested that upscale retail might
be economically feasible on the site, other developers have tentatively proposed uses that range
from apartment-condos to tourist-driven projects similar to Orlando's Church Street Station.
Downtowns cannot be recast into a 1940's or 1950's mode. The exodus of people to suburbia
and the development of the strip shopping and mall centers brought about profound changes in
life-styles and shopping patterns that drastically altered the fabric of the downtown. With these
changes new challenges have emerged. How we deal with the challenges, our vision and
commitment will determine the future of our downtown.
3
CITY OF CLEARWATER
Interdepartmental Correspondence
TO:
Downtown Development Board Members
FROM:
Jerry D. Sternstein, Economic Development Director
COPIES:
Michael J. Wright, City Manager
Jean Sherry, Pearson, Thomas/LKW
SUBJECT:
Mid Year Review
DATE:
May 18, 1992
There seems to be some questions regarding the accomplishments of
Pearson, Thomas/LKW and some misconceptions about the nature and
purpose of t~e work done by the agency for the DDB. This agency
was selected in mid 1989, after a comprehensive and impartial
Request for Proposal which took several months to complete. The
selection was made by the CRA and the DDB meeting in joint session.
The framework for the selection process and the Proposal Format
which preceded it was largely based upon a Uni vers i ty of South
Florida, study. Among other findings, the study suggested that
Clearwater suffered from a lack of image; when st. Petersburg and
Tampa were mentioned, Clearwater was not. Most people knew that
Clearwater had a beach but ,beyond that, nothing! Thus, the study
concluded that "the lack of a distinct and separate image for
downtown Clearwater" was a major problem that had to be overcome.
When Pearson, Thomas began their activities no comprehensive
strategies were in place and no promotional materials were
available. The publications left from the DDB were sadly dated and
unsuitable for dissemination. Working with the Ci~y's Department
of Economic Development, materials were developed and media and
public relations strategies were formulated and submitted to the
DDB for approval. As a matter of course, every program initiative
was discussed and approved by the DDB. Since the millage used to
support the campaign came from the entire 255 acres of the downtown
district, activities were structured so as to benefit businesses
within the total geographic area. Staff also emphasized that there
was no "quick fix" that ,.,ould br ing instant results to the downtown
and some results, because of their tentative nature, could not be
publicly discussed.
The program designed by the agency and City staff has
sy?tematically evolved into a well-refined effort that has garnered
,.. . If' I J \ , ' 1" ,1 I,' \ \ ,,' ..' I ,\ l' \ I' I, I I . ;,. \ t, ' '" '., I' , , ' , I
downtown Clearwater considerable editorial notice in local,
regional and national publications. The days when Clearwater was
the "unmentioned" third city in the Tampa Bay area are over. It is
easy--perhaps too easy-- to forget just how far we've come in a
relatively short time period. The list ",:hich follows briefly
chronicles the major activities undertaken by the agency.
During year one-the start up program-the agency:
1) developed a logo and theme for downtown Clearwater;
2) created and printed the first developer promotional
brochure which outlined downtown Clearwater
highlights;
3) created a companion mini-brochure to compliment the
developer packet;
4) researched and printed statistical inserts for the
promotional brochures;
5) created and placed the first image ads which
positioned downtown Clearwater;
6) commissioned photographs for use in promotional
materials, one of which became the signature photo;
7) focused advertising and editorial support for the
75th anniversary through features in both the st.
Petersburg Times and the Tampa Tribune;
B) worked with the Maddux Report magazine to promote
the publication of an eight page focus piece on
downtown Clearwater.
During year two-marketing to developers and retailers-the agency:
1) prepared marketing plan strategies;
2) prepared an extensive mailing list that is still
being used for direct mail;
3) researched and developed the Film Commission
initiative;
4) prepared a written plan of action and directed the
Film Commission off ice start up, structure,
procedures, promotional budget and production of
the promotional materials;
5) reviewed and analyzed the Hunter Market Assessment;
6) compiled demographic data from census map research
-data is raw and has to be interpreted in terms of
marketing and communications;
7) researched and prepared recommendations for the
Jazz Holiday budget allocation;
B) initiated the downtown regional report in the
September 1991 issue of the Maddux Report;
9) initiated meetings between city officials and
commercial developers;
10) developed a top u.s. developers mailing list, this
is a custom list which involved a great deal of
research;
2
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entire downtown district.
-the availability, amount, and sources of matching funds
to help defray the cost of the program/event.
-the amount of money the DDB wishes to commit to the
furtherance of its ongoing programs/events.
The DDB should encourage the commitment of matching funds from
program petitioners in order to avoid making organizations too
dependent upon DDB funding. organizations that have their own
financial resources have an independence and institutional
capability that helps insure their viability and influence.
There are no easy answers to the problems facing downtown
Clearwater. Comprehensive, cost effective, pro-active concepts
like the recently proposed plan by the City Manager constitute the
type of activity that is most likely to attract the
development/ investment communi ty to downtown Clearwater. It offers
phased redevelopment in multiple sectors of the downtown and will
bring the benefits of redevelopment to the entire downtown
district. Plans such as this are many months in the maiing and in
this instance it was not possible to prematurely to reveal the
interrelated components because to do so might have jeopardized the
overall chances for successful implementation. In a sense, this
secrecy is unfortunate. Had the plans come to fruition earlier or
if key components like parking could have been discussed months
ago, some critics of the program might have been reassured that the
direction being taken was a good one. This, however, was simply
not plausible.
As in any situation there are multiple alternatives; I have
endeavored to cull out those choices that seem most appropriate.
I feel certain that these selections will stimulate other equally
valid ideas and options. First, the Board should:
Carefully review the proposed recruitment program
and other elements contained in the 1992-93, Pearson,
Thomas proposal recently submitted to the Board. During
the past several years, this agency has demonstrated
their talents and multi-faceted abilities. They have
also gained a familiarity with the goals, objectives and
policies of both the eRA and the DDB. Board members
should - as they do each year - make any changes that
they believe will improve the effectiveness of the
proposal. The Board should also take this occasion to
assess their overall goals and objectives in order to see
if a collective consensus exists as to the most
productive course of action to follow.
4
If there is no desire to pursue the Pearson, Thomas
recruitment program and the Board is unable to agree upon
modifications to their work program, then other options
need to be explored. These are:
,.;~
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11) researched the Shopping Center Expo conference;
12) researched and prepared a mailing list for the
Ventures newsletter (note: list is updated
regularly);
13) agency responded to qualified leads generated from
the advertising;
14) initiated a Superbowl promotional package with the
hoteliers;
15) created, developed and produced the marketing video
for downtown Clearwater;
16) organized a reception to premiere the marketing
video;
17) represented downtown Clearwater a t the location
expo in Los Angeles providing film leads and
follow-ups.
3
The third year to date-retention, relocation, recruitment-the
agency:
1) prepared a marketing plan which includes a very
aggressive recruitment program;
2) prepared a retention/ relocation program for the
downtown area and submitted the program to the DDB
for review;
3) designed a RFQ packet for the East End project;
4) initiated a media campaign with door prize
promotion for downtown retailers;
5) continues to respond to qualified leads generated
from advertising.
Two and, a half years ago, DDB meetings were typically attended only
by City staff and agency representatives. The public was notable
by its absence. There seemed to be a health)' skepticism regarding
the willingness of the city to vigorously pursue downtown
redevelopment. Now, the meetings have a very respectable public
representation that, at times, brings out the critics. It matters
not that decades came and went and considerable DDB resources were
devoted to downtown problems without any appreciable results; the
critics now demand significant and immediate results from a program
that has not yet been in place for three years. To add to the
pressure, various groups now eye the available ODB fiscal resources
and argue that their uses, whatever they may be, would constitute
a better allocation of the funds. Since many of the
accomplishments resulting from the program are in the formulative
stage 1 a decision to scrap the effort or reduce its impact by
significantly diminishing or reallocating its funding, while simple
in theory, would be a mistake.
Once the DDB sets its annual millage rate and ascertains how much
money will be available for the corning fiscal year, 'all fund
requests should be evaluated to determine:
-the degree of impact the program/event will have on the
, "1
Abandon the advertising agency concept altogether and
focus instead on becoming a promotional board. I am
enclosing a copy of a 1990 memorandum that I sent to the
DDB which deals with this option. This alternative is
not without risk. It is. very difficult to gauge the true
impact of promotions. They seem to work best in
downtowns that have a variety of shops and attractions
that can take advantage of the traffic generated by an
event. Even if that contention is accepted as valid,
some professionals who study downtowns are convinced that
people,tend to be "event-centered". They come to hear
the music or see the show; they may buy food and drinks
but they don I t necessarily want to shop. Hence, the
retail impact is negligible. If promotions become the
driving force of the DDS, the energy and resources
devoted to cultivating a "distinct" media image may be
lost.
5
Initiate an RFP for the retention of an ad agency.
This process would allow the DDS to assess the kind,
cost and quality of ideas from competing Tampa Bay
agencies. It should be noted that the RFP cannot be
limited to Clearwater based agencies but must be open to
all who wish to qualify. Just as the University of South
Flor ida study prov ided the background concept for the
1989 RFP, the DDB must formulate concise objectives to
give the agencies a common basis for response. This
process is time-cunsuming (approximately three months)
and tends to place ongoing activities in a state of
suspended animation. If a new agency is selected, it
. would probably take them from two to three months to
chart their course of action and present their campaign
for approval.
Create a DDB administrative framework independent of
CRA/City staff support. This would essentially recast
the DDS in a pre-1989 mode. In 1986, DDB salaries alone
accounted for $62,400. Rent, office furniture,
equipment, and support services would add to the
administrative costs and further reduce the dollars
available for promotions and/or media.
As the DDE considers various options, it should do so in full
consultation with the CRA and with a wor)(ing knowledge of the two
memorandums - June 7, 1989 and June 22, 1989 - that form the basis
for the co-operative agreement. These documents are included for
reference purposes. They are quite explicit as to the division of
responsibility - media, promotions, and public relations for the
DDB and project planning and initiation for the eRA. The framework
provided by the agreement laid the foundation for the downtown
progress made over the last two and one half years. This progress
was made without the rancor that characterized pre-1989 relations
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between the DDS and the eRA. Aside from the accomplishments of the
DDB's advertising agency which were previously discussed, the eRA
paid for demographic research and commissioned the Downtown Market
Assessment. The ini tia ti ves conta ined in the city Manager I s
downtown plan (Kravas purchase and Garden Avenue parking) will be
funded from eRA monies. It is doubtful that such advances would
have been made without the combined resources and productive
interaction of both downtown entities.
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Moullng 00\10: -
EX II I l3 I 'I' 5
CO~1UN ITI REDEVELOP~tENT AGENCY
Agenda Coyer ..Mef!1orand~rn
- .:
Subject: Amendment 0 f Con tract for Downtown l-la.rket Assessmen t '-lith HUH ter In to res ts, Ine.
Recom mendation/Motion:
Aut.horize the Amendment of the contract with Hunter 'Interests, ;,',
Inc., to include conceptual planning work and f,iscal/f inane ial ,:
analyses in the amount not to e~ceed $74,000 increasing tho
contract from $33,800 to $107,800, and amend the eRA budge t to
include the additional appropriatio~.~~,~undinq.~~~~__~~~~e:~.
00 and that me approprlatB omClalS 09 aUlnOnZ8CJ \0 executo sarna.
BACKGROUND:
'"
'.
The first product from the Downtown Market Assessment'being done,
for the Communi ty Redevelopmen t Agency by Hunter In terests, Inc., ,:1,:'
has been completed. This document, a Technical Memorandum, "
specifically deals with' an analysis of the downtown retail market.
It is a specialized cepoce designed to send to prospective retail
developers and tenants who might want to learn more about
Clearwater's downtown market potential. In tone and content, this I
report closely resembles a study that a developer or retailer might
themselves commission.
.
-
The analysis focuses upon net new demand rather tqan transfer rates
to define market capture. This is'a rather conservative approach
made even more conservative by the consultant's decision to not
incorporate in the demand equation the sizeable tourist and '::
seasonal market. Even with this approach, the Technical Memorandum',
, . I
concludes that downtown Clearwater can support ~an,upscale retail,.
project ranging from 200,000 to 250,000 squar~ feet" which is
. compacable in size to Old Hyde Park in Tampa. '
The Technical Memorandum
m~lti-phased development
private office towers,
residential units.
deals with what would be phase one of a
which could eventually include public- <
a conference' center hotel and condo-
",
The first phase shopping complex is envisioned as entertainment
,themed and could incl.ude a 5-9 screen, cinema complex, 2-4 theme':
restaurants with some entertainment aspects like a sports bar,
night club or comedy cafe.
.'
Aevh!wed by:
Legal N( A
Budge!
Purchasing N If\
Risk Mgmt.. NL f\
DIS NL"
ACM
Olhor
Originating Dept.:~ Costs:
Economic Devel~
Continued
Next Page
Commis,slon Action:
o Approved
o Approved w/condiUons
o Denied
o Continued to:
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$74,000
Talal
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$74,000 .
Current FY
Funding Source:
o Cap&. Imp,
o Operating
o Olher
User Dept.:
Economic Developmen
Advert/sed:
Data:
Paper: .
~ Not required
^flecled panl es
o Notified
o Not required
Attachments: :\'
Feasibility Analysis Cost..
Estimates
Submitted by:
Appropriation Code:
188-7000-301/552
o None
cuy MnrH)(}Ur
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Page 2. Amendment of Contract for Downtown Market Assessment
I
Given the very favorable numbers found in the Technical Memorandwn,
staff feels that it would be advantageous to proceed to the next
stages of the development program as quickly as possible.: with a
positive retail market'analysis in hand, the next two steps are to
commission a conceptual design and a financial and ,fiscal impact
analysis. This work will prepare staff to deal with all normal
feasibility questions relevant to site requirements, development
plans, phasing, developer's debt. and equity investment, public ,',
sector financial participation requirements, employment and tax .'
benefits and the net cost/benefit to the city at any point in time
during the first ten years of project life.
The Conceptual Planning work encompasses the following elements:
Presentation Graphics ~- rendered site plans and per~pective
drawings.
Site Analysis access,
functional questions.
parking utilities and ,other
The Financial Analysis and Fiscal Impact includes:
,
Financial Analysis -- capital and operating cost estimates foc'.'!
the project; overall project proforma; ten year cash flowI
supportable private investment levels for debt and equity; ;:,'
and, definition of any capital funding gaps~
\';
.
Fiscal" Impact Analysis revenue production to the city from
tax flows of all types, fees, licenses, land acquisition or
lease payments and other revenue flows.
The estimated cost for this work is $74,ObO including a $10,000
contingency. Work details are listed on the attached sheet. Staff
recommends that the eRA amend the contract with Hunter Interest,
Inc., to authorize the firm to accomplish the necessary conceptual
and financial analyses. .
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Cost.
,
fEASr"BILITY ANALYSIS COST ESTIMATES
Conceptual Desi@
*
Establish Building Program
Site Analysis
Alternative Site and Development Concepts
Illustrative Site Plan
Image Study (Perspective Rendering)
Capital Cost. Estimat.es .
Operating Cost Estimates
Subtotal
Financial Anal~sis
Prepare Cash Flow Model
(5 use t.ypes..independent profit centers)
Estimate Input Data - Debug Model
Run Base Fxnancial Analyses
Run 3-4 Sensitivity Analyses
Prepare Technical Memo
Subtotal
Fiscal Impact Analysis
13. Prepared Analysis Structure
14. Collect Tax Rate/Collection Data
15. Confirm Data/Interviews
16. Conduct Fiscal Impact Calculations
17. Prepare Technical Memo
Subtotal
CONTINGENCY
1 .
2.
3 .
4.
5.
6.
7 .
8.
9.
10.
11.
12.
TOTAL
$ 3,000 '*
.'5,000 *
11,000
5,000
2,000
6,000
2,000
$34,000
i
':. .
. ','.
,.
., $ 3, 00 0
2,000 ..
3,000
7,000 -It
4,000
, $19,000
.,' .
". .
,.1.
\
I
. .
.... $ 2,000
2,000
1,000 -It
3,000
3,000
$11,000
$64,000
$10,000
J ~
, .
Assumes city staff assistance with certain data collection,
interviewing and administrative support.
'.~~', ',- ....
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COMMUNITY REDEVELOPMENT AGENCY MEETING
DECEMBER 10, 1990
1:00 PM
HUNTER INTERESTS INC.
Jerry Sternstein: As you will note from your background. on the
agenda item, we have distributed to you a draft of the first
product from the Market Assessment. This is a Technical Memorandum
that in a large sense defines what kind of retail potentials there
are in the downtown area. This is not the finished product from
Hunter Interests. This is merely a Technical Memorandum. It's
cast in a way that we can use it to go directly to developers
because it is done in such a way that a developer would do it. In
large measure, this document substantiates the information that
I've gathered and that I've talked about with Mr. Rabun and Mr.
Wright. It's substantiates a market that we three felt was here
based on material that we ordered shortly after my arrival from
CACI which is a demographic company that gives information of this
nature. It's also based partially on C-Map study that we did after
the PEDC released their time/distance travel schedule. In fact,
it's a much more optimistic yet conservative document than we had
assumed. Rather than my giving you all the details of it, we have
Mr. Hunter who is going to talk with you about this very important
Technical Memorandum and tell you what we think the next steps
ought to be to move as rapidly as possible into a development
program.
Mr. Don Hunter, Hunter Interests Inc.: We have another document in
preparation which is a final report on our entice scope of services
for you and it will include aspects of this Technical Memorandum,
which is the retail market analysis portion of our work and it will
also i'nclude a number of other things, an assessment of the
downtown traffic and parking situation, the strategy for
revi tal ization and other things. The purpose of this Technical
Memorandum is to isolate only the retail market analysis portions
of our work and our recommendations in that regard. I would like
to summarize my own reaction to it and then I'm available for any
ques t ions tha t you a 11 may have of the work to da te or wha t C s
contemplated in the future.
I was presently surprised with the results of the analysis. The
market is stronger than I thought the technical analysis would
show. Because of that strength, we made a decision to emphasize
the growth segment of the market primarily to be able to say that
this analysis is quite conservative in its outlook and that new
retail that we recommend can be justified solely upon the growth
which we anticipate in the market during the next five years.
In addition to the demand that will result as a part of that
growth, there is the opportunity to capture certain existing demand
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penetrate the tourist demand segment and the pass-through demand,
if you will, that is primarily the beach related traffic from
further inland or from Hillsborough County. When you take those
two segments of demand which cannot be quantified in detail
technically as we can quantify future demand in detail, the market
is even stronger and the potentials for supporting additional
retail are even greater.
We wanted developers and prospective retail tenants who viewed our
work to view it with the attitude that it is indeed conservative
and that indeed there is additional demand over and above what is
quantified here. Yet be comfortable that what is quantified here
supports a significant segment of additional retail space and
that's what it proves. So our recommendations to you are only in
the Technical Memorandum on one item and that is retail development
recommendations and that recommendation is that you pursue an
upscale specialty retail center that would be in the 200,000 to
250,000 square foot range in terms of size in downtown Clearwater
or the downtown fringe areas and that center would be a themed
retail center which would have entertainment dimensions to it as
well as a compliment of food and beverage establishments. Roughly
in the three to one ration, that is for square foot of food,
beverage and entertainment uses in the center, there would be three
square feet of specialty retail, either general merchandise
retailing, apparel accessories, housewares, miscellaneous specialty
retailing. And that the entire format of the center be upscale as
described in terms of the competition in our document. In
addition, we have other recommendations that will be in our final
report which are not included in this purely retail analysis report
and I would like to summarize a couple of those for you so that you
know the direction that we are headed in. We also will be
recommending to you that this retail center be a part of a larger
mixed-use development which could include public off ice space,
future private office space and conceivably residential units and
possibly a lodging establishment/a conference center hotel. All of
these elements we feel there is potential for in and around
downtown Clearwater and the challenge is to put them together in a
way where each one of these elements reinforces the other and the
entire development gets over certain threshold in size and scale.
Retailers use the phrase the "critical mass threshold" where once
your over that threshold, the center itself becomes generative in
terms of people coming for one reason but doing something else
there as well and that's the nature of mixed-use developments.
From a development standpoint, that's the trend or direction we are
headed in for a number of different reasons which make sense from
a developers perspective. From a consumer's standpoint, that
direction makes equal sense in order to combine trips with multiple
purposes and uses.
That generally is a very summary way is what we have accomplished
to date and this second document is in preparation now and will be
completed shortly. We have also recommended that you go on with
the process of trying to establish the general feasibility both
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with a view toward continuing down the path that you have already
started down which would be to eventually solicit developers to
come in and build this center in downtown Clearwater. The
recommendation that we made at Jerry's request with regard to our
follow-up work and what would happen next is along those lines to
continue down that path. It is basically to look at conceptual
design of the project and this is the larger project, not just the
retail center, so that we can determine what it's site requirements
are and how it would function physically. The who, what, why,
when, where, how project, if you will. Then to get further into
initial cost estimates, financial feasibility and fiscal impact in
order to answer. all of the difficult feasibility questions and
define what the city's role in the project would be and what would
be expected of the city and in fact what the city would receive in
terms of tax flows and revenues from the project when it was
completed. That's the purpose of our additional supplements. I
would happy to answer any questions that you have on the details of
the technical work or really any aspect of our work.
Mayor Garvey: Yes, I would like to separate that out. Are there
any questions on the memorandum that we received in regards to the
Technical Memorandum from Mr. Hunter and the findings that he
concluded as opposed to the agenda item which we need to approve
which is the second point? Was there anyone from the public that
wan ted to spe ak to the memo rand urn tha t we rece i ved? Then the
second point would be the current amendment to the contract, did
anyone have 'any comments or questions on that Mr. Hunter could
answer or Mr. sternstein?
Mr. Fitzgerald: Let me start off and maybe generate some questions
because we are talking about extending a contract that was $33,000
up to over $100,000 and you talked about financial feasibility but
are we in a position to analyze the financial feasibility of a
project for a private developer?
Mr. Hunter: Yes, for a number of reasons, this is typically done
in a downtown project that has a public initiative. The nature of
development in this country is such that developers, particularly
those seeking retail projects and large development projects are
not in general seeking out downtown area locations, particularly
those that are fairly built out. The redevelopment initiative in
those areas is generally a public initiative and during the latter
part of the decade, the 70's or BO's decade, as you are well aware
the business has evolved to a point where these public initiatives
are necessary. It is more or less the responsibility in
redevelopment projects for the public sector to demonstrate
feasibility 2nd then be able to show that feasibility to private
developers th~t they are looking to corne in and build projects and
take an investment risk. Furthermore, in order to do technically
a fiscal impact analysis so that you can see not only what is
expected of the city in terms of financial participation if any in
the project, but also what the city would be receiving in the way
of physical benefits from the project, employment benefits, job
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threshold of financial feasibility because if you assume a certain
project is feasible and you then do your fiscal impact work based
on that and anticipate a certain circumstance and that proves
ultimately infeasible, your fiscal impact work is rather academic.
So the sequence of events typically is to do market analysis first
to determine whether there is market potential because if there
isn't you just stop there. We are over that hurdle, then the next
step is typically is to define the greater project in detail and
begin to locate it on a piece of ground, determine what the site
requirements are going to be so that conceptual design studies can
be done and costed out and then that cost input both capital cost
and operating cost estimates are input into a financial feasibility
equation which is fairly simple in nature. You are not doing the
type of financial feasibility that a developer would do or that a
developer's lender would require, it's preliminary feasibility to
determine does this project make sense or does it only make sense
if there a big public subsidies, is the land too expensive, the
basics of financial feasibility and then the results of that
analysis are input into this fiscal analysis so if there is for
example a public sector capital requirement infrastructure
improvements or some site acquisition and conveyance, what are the
fiscal implications of that and then after the project is built, is
it phased, how is it phased, how do new properties get reassessed,
what are the tax flows into the city from that. Then how do we
look a t those cos ts and bene fits and we igh them and make a
judgement as to whether the city wants to p~oceed further or not.
In some cases, city goveLnments are saying we don't want to proceed
farther because it's too risky a pr-oject or too much is being
expected of us. In other cases, there is a benefit cost multiple
that says well we have to spend a certain amount of money up front
but if we do that we've got an excellent prospect for reaping
additional financial benefits in the future and particularly more
or less built out are looking at that type of redevelopment
activity. Cities with large undeveloped land reserves at the
perimeter of the built up area tend to be less aggressive in
redevelopment activities and more interested in just raw land new
development and therefore less inclined to participate in
redevelopment ventures. It's the logical sequence.
.,'
Mr. Fitzgerald: Since this is eRA money that we are dealing with
and that comes of course from our downtown business property
owners, I presume we will get input from those people with regards
to their observation on this request.
Mr. Rabun: There is that kind of input, Mr. Sternstein has made
this entire effort available and it has been discussed and shown to
the Downtown Development Board.
Mr. Fitzgerald: I would like to see what the downtown people have
to say about their views on this at some point in our discussion.
Mr. Rabun: Jerry could begin with the Board and then there are
residents and business people here right now.
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Mr. Fitzgerald: I would like to inquire as to what the downtown
position is with regard to the business community.
Mr. Nunamaker: The City of Clearwater, I feel, is unique in it's
own right. In that, we don't have the deterioration a lot of the
downtowns have had that have tried to renovate their areas. Do you
feel that this uniqueness is enough to make a project like this
more successful or have a chance of being more successful than it
has in some of the other downtown areas. St. Petersburg for
instance their retail market is not doing too well, from my
analysis anyhow. But we do have two shopping centers that are
relatively close to the downtown area and one of them, Sunshine
Mall, is having its problems, struggles to keep going and the Sears
Shopping Center to the south also is having some problems. Do you
feel that the package that is going to be necessary such as retail
and office, maybe governmental facilities, do you feel that this is
what makes it have a better chance of success than some of the
other projects have?
Mr. Hunter: I think that aspect will help and your first point
with regards to the strengths of downtown as a safe and good
condition without a lot of blight. The work that has been done in
the past in the city shows and comparatively, the city looks good.
This coupled with the growth prospects are all the strengths that
will be looked at, I believe, favorably by developers when your in
the posture of soliciting them. All of that, however, kind of gets
viewed by them as icing on the economic cake, if I can use that
analogy. If the project economics aren't sound, it really doesn't
make too much difference what the other good things are about the
community. Clearwater is known, this area in the scheme of things
nationally, the Tampa Bay area Is viewed as a hot area and one of
the strong metropolitan markets of the 90's but it is still
necessary to demonstrate project economics when trying to induce
somebody to make a sizeable capital investment particularly with
what's happening in the development business and the development
finance business these days. It's more difficult to undertake
these projects and its much more difficult to finance them than it
was a few years ago. So, you stack up all your strengths but you
basically go forward with a sound .project proposal and the
public/private partnership that results should be, in my opinion,
one in which the public sector is leading but your really leading
with soft costs only. These are feasibility studies, plans for
projects are soft costs. A number of years ago in the active urban
renewal program, the city governments lead more aggressively with
hard costs only, with hard costs as well as soft costs by
undertaking sizeable capital investments in real estate before
there were development commitments and we don't recommend that at
all. If there are going to be any capital costs or hard costs
proposed as a part of this project, that should be done hand in
hand with development commitments to invest larger sums of capital
dollars so that you know you are not doing it a leap of faith but
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the procedure that we recommend, a more cautious procedure,
Mr. Nunamaker: Do you feel that in order to make this retail, have
you mentioned office being a major concern?
Mr. Hunter: Yes, but in the futur-e, we see the pr-ivate office
community responding to the project after its first phase. I would
like to see a first development phase that would include a retail
component, a public office component and perhaps some other-
components, but because of the nature of the office market and the
perception in the development community with regard to absorption
rates and available space, it's not likely that there be an office
component up front. I think that there could very well be in a
second phase of this projec t, a pr i va te of f ice componen t in
response to the public office initiative and by then a more mature
market and a stronger position for downtown Clearwater to retain
and attract to the downtown area, major office tenants. At the
present time, office tenants are primarily attracted in by r-ent
deals. By the type of deal that can be made to lease space as well
as by what is there that attracts them. Often times, the
competition with r-egard to a suburban office center might in the
perception of the tenant have more to attract them. You can go so
far with office deals and what you need is an excitement and
development momentum that says this is a growing destination place
where people are coming for a number of different reasons and a
perception that the downtown area is again growing and on the move
and this project will very much contribute to that if we can get it
going in the 90's.
Mr. Nunamaker: When you refer to public support are you generally
r-eferring to a city hall facility or something like that? What I'm
probably questioning is do you feel that the city will have to make
a commitment to move their office complex into an area like this in
order to help make it a success?
Mr. Hunter: I don't feel that a commitment to move City Hall as a
part of the project is necessary to put together a retail project
that will pass muster on its own. Clearly it helps and the larger
the mixed-use development and the greater the commitment and other
levels of government, the greater the project and the greater the
critical mass of it all. So I think that it would clearly help.
In our work to date, we have become familiar with the studies that
have been done internally with regard to city space and even though
no decisions have been made, we've generally become aware of the
options that you all have for the future and the kinds of things
you'll be contemplating in the months and years ahead. We've also
become aware of the situation at the Annex and the circumstances
there. It would be very desirable to have when you all decide what
the future of the city space situation is to have that be coupled
with the decision on this project so that there is a bigger whole,
if you will. The whole of it is larger and more mixed-use.
Hr. Nunamaker:
You've mentioned and emphasized, I think the fact
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best of my knowledge, I don't know of any other governmental agency
that ready to move into that area other than the City of
Clearwater, so it was my concern as to whether we were putting
ourselves into a position of committing to that area, just how
serious we'd have to be to make this thing go.
Mr. Hunter: What I would like to see happen is that in this next
component of our work, we get further into what the city's options
for its space really are and be able to show you not only
graphically but in financial feasibility and fiscal impact terms
highl igh t these options. Because I think it migh t give you
additional information when that decision time comes. I also am
not familiar with any other units of government that are footloose
and fancy free and could be brought in but my firm has put together
several government center complexes that have had multiple units of
government and one of things that I have learned from these is that
once one unit of government is viewed as being serious about new
space, new location, new facility, other units of government, maybe
completely unrelated, County, State began assessing their needs in
the area a little harder and if they have space problems or growth
prospects, there then becomes an opportunity to contact them at
that time and say about this situation. When you think about
possible alternative uses of space that various levels of
government might be vacating, there may be some economic sense
involved in a push as well as a pull and trigger a move that may
not be being thought of at this point in time. I can foresee all
of that happening but it mayor may not result in commitments of
other units of governmenc.
Mayor Garvey: I guess the bottom line is that final decision for
relocation of City Hall is ours.
Ms. "Berf ield: Mr. Hunter, I would like to make
understand what you are saying here. You are saying
that this retail project would fly on its own
relocating our City Hall there, that the statistics
sure tha t I
that you feel
without our
are there?
Mr. Hunter: Yes, if the market is strong enough and if you are to
decide today for example that there is going to be no new City Hall
for the next five or eight years and you are instructing me to help
put this retail project together as alone, I would be a little bit
disappointed but I would say, yes I believe this can be done. The
market alone is strong enough and the market potentials are good
enough. Now, tha t migh t not be the case a few years from now
because of what might be built elsewhere. I was just recently at
a event in Denver where a number of larger national retail
developers were located and we were talking about the Tampa Bay
Market in general and its very clear that in the business, other
folks have uncovered in some detail the same thing that we have
quantified in this Technical Memo and that there are segments of
the market that aren't served well at present and also destined to
have significant growth in the 90's and there could be additional
project announcements that would take off part of this potential
.,1'
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for a fact that people are looking at other suburban centers that
have not yet been put together but which could eat in to this
market somewhat and erode the potential. So it makes sonle sense to
move now and be early in this situation and be able to demonstrate
an altornative that is in the center of a segment of an unserved
market that may be better positionod geographically than a suburban
center out on the fringe, put your best foot forward and show your
strengths. So, there are significant retail potentials.
I . I '_. I ,. I & .
Ms. Berfield: According to the Wall street Journal, economically,
the Country's a little bit light, do you see this as being a
problem with getting financing for this project?
Mr. Hunter: The real estate finance industry is in as distraught
state as I have seen it in 26 years in the business and that's in
part as a result of the savings and loan situation of the 80's, its
in part a resul t of some over building in markets and concerns
about the future whether its just a recessionary cycle that we are
going into, how deep its going to be, how long its going to be and
also uncertainties related to things like the middle east
situation. Its an uncertain situation, but, people in the business
continue to 99 on, development commitments are made, the nature of
financing is changing and I fully expect the way in which real
estate finance for large con~ercial projects is done in the decade
of the 90's to be significantly different to the way it was done in
the 80's with inordinately high debt levels. Much more equity
finance, muoh more risk taking on the part of stable developers
rather than non-risk taking on the part of less stable developers.
The wheat is being sorted out from the shaft at the present time in
the development business and a lot of people that really shouldn't
have been in the business in the first place are no longer in the
business and won't be in the business during the decade of the
90 's. But the top retail developers are continuing to look at
projects, are continuing to require sites and even though they are
financing differently, are continuing to grow. They are focusing
more on unserved market segments and niches in existing markets
than they are just on the big regional malls that kind of blast
into the market. And then in the retail business, there is a
number of other specialty types of retailing going on, the discount
centers, the warehouse shopping centers, etc., some of these are
over built in this market and there won't be activity. Other
segments' like this specialty retail segment are underbuilt and
underserved and there will be activity in my opinion in the 90's.
Mayor Garvey: But that's only valid if we get in at the front end
and not wait around and lose the market.
Mr. Hunter: Well, yes. There's the timing aspect and also the
aspect that from any downtown area you are somewhat disadvantaged
in competing \'lith a suburban center just in terms of project
economics. On the other hand, you do have some location advantages
in terms of being more in the center of markets and being able to
do more with a component of a project like a retail component by
'4
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lure and has a certain attraction. A large shopping center
financial commitment by itself, particularly in a suburban area is
a different kind of investment commitment and a different kind of
risk than going into a project where you are competing in multiple
markets at the same time wi th a mixed-use project and perhaps
growing incrementally through phasing as you penetrate a market.
Ms. Berfield: One of the suggestions for the first phase is the 5-
9 cinema. If you go south about 3 or 4 blocks, we have a theater
there, was that taken into consideration?
Mr. Hunter: Yes, we looked hard at that project and at that
entertainment dimension. There are questions in my own mind as to
how effective that cinema not only in penetrating its own market
but contributing to retailing at the mall because of the lack of a
kind of functional integration. You can go to the theater without
going in the mall. Sunshine Mall has its own concerns with regards
to positioning in the market. At the time the mall was
constructed, it may have represented good thinking with how to do
a strip center plus. Its more than a strip center, you can't
really call it a strip center, but as it has evolved, it really
hasn't been on the mainstream of any clearly defined segment in the
retail business. Consequently, it suffers in the market place from
being kind of a neither fish nor fowl center. It needs to
reposition itself. I am convinced that the type of retail
development that we are talking will be helpful to Sunshine Mall as
well as helpful to retailing in downtown Clearwater because of
additional economic activity and generation of business that comes
into the whole area. People won't be going to this project that we
are proposing for the same type of retailing that exists either in
the core area of Cleveland Street or at Sunshine Mall. But
together, these types of retail opportunities become complimentary.
We are not talking about really head-to-head competition with
either but supplementary penetration of additional market and a
clearly defined segment that's higher end specialty retailing.
Destination trips from shoppers that are looking not only for
certain other aspects of the shopping trip like perhaps a meal and
entertainment as well as a shopping trip but also a specialized
type of retail trip.
Mayor Garvey: The bottom line of the agenda i tern says it could
include, it does not say it would include. Which means the market
analysis would determine what's going to be put there?
Mr. Hunter: Well, part of it is the market analysis but its also
developers desires. You see we were somewhat cautious in our
recommendations by having a range of square footage in our
recommendation because different developers have a different
project signature, a different kind of project and some are more
entertainment and food/beverage oriented, others are more
traditional retailing oriented. I think you have to maintain and
ought to maintain a cer:tain amount of flexibili ty so that you
welcome everybody. Come forward with your project proposals, tell
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hero, tell us what you want to do. Sonic developer might not
propose a cinema complex or might propose a smaller one. The only
reason that we recommended 5-9 is because of the economics of that
business. What's happening in that business now is that there are
economies of scale and operations as you get a larger number of
theaters and there is a different view of market penetration and
who your market is and what you are going after in that business
and its desirable generally to have more movies available or an
array of movies available. We would like to see that, but, there
is no way I can say with any certainty as to whether or not that
woul~ be in or any other component would be in. A trend in the
busine~s is toward specialty centers that have two looks if you
will, a daytime look and an eveni ng look. I t goes to the point
where really the nature of the center changes when you go into the
evening hours. An individual shops one set of lights and one look
in the window and inside the kind of music that's being played goes
off another whole evening look comes on. The idea with these
combined entertainment centers is to be able to spread out the
shopping hours, attract a different clientele and have two
different looks, two different kinds of market penetration and this
is one of the things we will see more of in the shopping centers in
the decade of the 90's. This is what the developers are talking
about and the retailers particularly the large chain retailers, are
very interested in this and are pushing somewhat more stodgy
developers in that direction. Let's be able to serve a number of
different market segments. These are trends in the business that
~e feel would be the kind of thing developers would want to do and
which will in fact assist your market penetration and help bring
people into downtown Clearwate~ in the evening hours.
Mayo~ Garvey: But, the bottom line is that what we are lcoking at
is potenti al. We are not say ing wha t 's going to be there or
demanding what's going to be there. We are just saying, we are
open to any kind market the developer wants.
Mr. Hunter: Yes, that is correct. But the more that your analysis
of potential is in line with the trends in the business, the better
you will be received by the development community. You will be
perceived not only as a city who knows what's going on in the
business but has an opportunity that really fits the trends in the
business and that's good. That will help you in putting that
project togethe~.
Mayor Garvey: So as part of the next phase of the analysis, you
are going to look at what the market is in the next 10 years and
put an analysis together.
Mr. Hunter: That and really a step beyond that because we'll be
putting project concepts together to test the feasibility them.
For example, on that work program, the reason we put in there a
desire for a rendered conceptual site plan and a image study is
solely to illustrate a possible way of doing this project. But
illustrated in some greater detail. What you want to do is
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standpoint of how it functions and operates yet in urban context,
wh ich you are, a nd one of the trends in the suburban s hopp ing
center business is a main street look. If you look at the new
Restin Town Center compared to the old Restin Town Center it's very
main streety as opposed to shopping centery. So what we want to do
is capitalize on all the3e trends as well as the realities of the
circumstance here to demonstrate that it will work and that it fits
these trends and that all the functional requirements that
developers, customers and retailers have can be satisfied in a
manner similar to a suburban shopping center without some of the
perceived difficulties of downtown areas. Park your car in a
structure as opposed to a lot, can't see your destination when you
get out of your car which is highly desirable, all these surveys
that analyze why these things work. We want to demonstrate that we
can achieve those types of requirements of the project in an urban
context and do it in a way that's financially feasible and fiscally
sound for the city to be involved.
,I
Mayor Garvey: Is there any more questions or comments? Is there
anyone from the public that would like to make any comments?
Lawrence Lindner - DCA: I believe that it was you, Commissioner
Fitzgerald, that asked what was the opinion of the merchants and
the people downtown to the whole study? Basically one of
skepticism. Over the years there have been different studies done,
you hear it in the paper, grandiose ideas and nothing was ever
carried forward. So even the study by Mr. Hunter, people are still
skeptical, why spend more money, nothing is ever done with it. My
whole conclusion would be is what the people downtown want is a
study showing a viable way that the downtown can go and then
actually following through and trying to develop that rather than
just letting the market force take over. So what we are really
looking for is direction.
Mayor Garvey: Is there anybody else?
Carol Warren - DDS: I sit on the Downtown Development Board and
obviously I can't speak on behalf of the Board but we are committed
to the development of downtown and to see downtown grow. On a
personal level, I work in downtown Clearwater, my husband's family
business and real estate has been in downtown Clearwater for 60
years. I feel like we are on leading edge to see our downtown grow
and 11m pretty excited by this. I think we need to make an
aggressive stance and I don't like to see my tax dollars spent
needlessly but I think we need to make a commitment. I am
encouraged and I thank you for this time.
Mayor Garvey: I can understand the concern that it would be
another study put on the shelf. I just hope that we that are here
today will not let it sit on the shelf and that something we will
have to work on.
Mr. Fitzgerald: That's my concern, we are spending another $74,000
~'
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we started out with a $33,000 fee and now we are getting ready to
take another step and we are spending somebody else's money here.
We don't want to waste it in any way. There is the potential, of
course of coming up with a situation that we would not wish to
continue. We certainly wouldn't if it showed us that we couldn't
do it but I also have the concerns that the gentlemen has that he's
skeptical because we have to be a little skeptical.
Mr. Nunamaker: I am sure that we are all skeptical but it seems
like we are at a point that if we are going to try to promote
downtown development, we are going to have to have the study in
order to go forward with a educated promotional program and so the
decision is whether we are going to spend the eRA funds for the
advancement of that area. That's where the funds come from and
that's what we are here to help promote. I know that there is no
other alternative other than to put an educated program together in
order to promote it.
Mayor Garvey: If we don't take this step, we take nothing.
Mr. Fitzgerald: That's the problem that I foresee also. We at
that juncture that if we a dedicated to trying to redevelop the
downtown we've got to put all the things in the arsenal to be able
to do that. Without this we are sort of at the point where we
really don't know much more than we did to start with except saying
that there is a community out there to be able to support
something. . But I also think it doesn't hurt to be a little
skeptical to keep that in mind because we all want to make it work.
Mayor Garvey: I think being skeptical is why Sue brought up the
idea of the theaters, I mean how many theaters do we need next to
each other. But what we need to know is what the market out there
says is in demand or what is the critical mass that makes it work
and that's what we are paying the experts to do.
Mr. Fitzgerald: If we sit back where we are now, we do not have
any plan for proceeding that I am aware of that is going to cause
the overall regeneration of the downtown.
Ms. Berfield: In your opinion as a professional, do you think this
project will benef i t other businesses further downtown? These
people have businesses in downtown this project is on the edge.
Mr. Hunter: Yes, I do for a couple of reasons. First of all if
you look at the nature of downtown retailing now,what is necessary
is really more people being brought in. There is a segment serving
the downtown daytime office population, there are a nUTl\ber of
establishments that niches or have long customer histories and
their customers come to them and would continue coming to them no
matter where they are. There are some destination trips for Maas
Brothers for example. There might some spinoff from that but I
don't think its significant. Not at all like the spinoff that
occurs in a shopping center from what your anchors or major stores
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look for is traffic. What you want in the retail business is
traffic and anything that brings additional people in is good.
What you have well in the decade of the 80's and 70's that created
an environment that is for the most part problem free and that is
attractive. But what isn't happening is attractions or reasons to
go into downtown Clearwater to shop whether you are a resident
customer or whether you are a tourist on the beach or someone else
in another pact of Pinellas. What we want to do is create a
penetration of a broader market that will bring people into
downtown Clearwater from as far away as 45 minutes to an hour's
driving time. If you take a look at the competitive specialty
centers now, you have that driving time and more by people that
really aren't coming into downtown Clearwater at all. Desirably,
for maximum impact, we would superimpose this center right on the
heart of the downtown area. That's physically impossible and would
be financially and economically infeasible so we tried to do the
next best thing which is to create the largest possible retail and
project critical mass as close as we can. The tradeoffs become
distance versus land cost versus development size economics and
those are the issues that we will be grappling with in this next
segment. Will people walk, what will be the nature of the
relationship, its presently unclear as site gets defined, but you
really can't be in the retail business in downtown Clearwater and
be opposed to something like this because its only going to help.
Mayor Garvey:
Is there a motion to approve the agenda item?
I move that the agenda item be approve as
Mr. Nunamaker:
described.
The vote was unanimous.
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EXHIBIT 6
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Clearwater city 'commission
Agend~ Cover Kemorandum
J tem , .3.3-
M.etlng DUel 6/6/9L
Subject:
ESTABLISH FU~DI~G FOR PROPERTY PURCHASES
Recommendation/Motion: Approve the appropriation of $2.3 million in
unreserved retained earnings of the Parking Fund to the special Development
Fund as undesignated fund balance, and the subsequent appropriation of $3.5
million of undesignated fund balance of the Special Development Fund to
F~oject 315-4413, to be used for land acquisition.
X end thet the appropriate offlclel. be euthorlz~ to execute lame.
BACKGROUND: Project 315-4413 has been established to provide funds for the
City to acquire land for a combined City Hall, upscale retail development
complex. city staff has researched funds available and recommends the use
of $2.3 million in parking funds and $1.2 million in accumulated ~arnings on
Special Development Fund investments. The preliminary appropriation of
Parking Funds to the Special Development Fund is done to insure that
ownership of the property acquired is not attributed to the Parking Fund and
therefore not subject to restrictions which might otherwise be imposed by the
1983 Parking System Revenue Bonds. If approved, $162,000 of this
appropriation will be used for the purchase of Lots 9, 10 and 11 of R.H.
Padgett's SUbdivision, already approved by the City Commission on 3/21/91 and
4/4/91, in lieu of the direct parking Fund transfer anticipated in the
original purchase approval.
~
RevIewed by: Clriull'Ultire Dept: Costs: c~i.slon Action:
l~gal N/1\ DOAS/F lnance Total X. Approved
audget ~ Approved w/coodltlonc
Purchasing N/A Den I td
R hie Ho;wt. N/lI Curr~nt FY Coot lnu~ to:
DlS N/A F~1(llng Source:
,.
ACH AdvertIsed: Clip I tal I/I'P. A tt lIChmef'I t . :
Other Date: Operlt Ing
PCl~r : Other
fu~ Not Requl red
Affected Parties Approprlltlon Code:
Notl fled
CI ty Menao-r J/ot RequIred NOM
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Conun~llt (1"2 Lo edit): l CCI\ILg b/6/~1 J CITY cur,U'llSSlUN HC;C;'l'li'H.J JUll~ LJ, 1 '
.
4AA6~&&~t&~~~~~&~&6&&&&&AA~&&&&&&&6&A&&&&&&A&&&&&&&&&&&6&&&&&&6&&&&&&&&&&&&&&&&&
ITEM #33 - Appropriation of 2.3 million in the unreserved retained earnings of
the Parking Fund to the Special Development Fund as undesignated fund balance,
and the subsequent appropriation of 3.5 million of undesignated fund balance
of the Special Development Fund to Project 315-4413 to be used for land
acquisition
Project 315-4413 has been established to provide funds for the City to
acquire land for a combined City Hall upscale retail development complex.
Staff has researched funds available and recommends the use of 2.3 million in
parking funds and 1.2 million in accumulated earnings on Special Development
Fund investments.
The preliminary appropriation of parking funds to the special
development fund is done to ensure that ownership of the property acquired is
not attributed .to the parking fund and therefore, not subject to restrictions
which might otherwise be imposed by the 1983 parking system revenue bonds.
If approved, $162,000 of this appropriation will be used for the
purchase of Lots 9, 10 and 11 of R. H. Padgett Subdivision already approved by
the Commission on March 21 and April 4, 1991, in lieu of the direct parking
fund transfer anticipated in the original purchase approval.
A citizen raised concerns regarding recommendations of the Blue Ribbon
Task Force for Clearwater Beach, including the use of parking funds for some
of those improvements. Concern was also raised regarding these properties
being off the tax roll until such time as they can be developed. A questi~n
was also raised regarding whether or not we were meeting the obligations of
the parking revenue bonds. It wap indicated the Commission could reallocate
these funds in any manner they felt appropriate and that parking revenue bond
obligations are being met.
Con~issioner Regulski moved to approve the appropriation of 2.3 million
dollars in unreserved, retained earnings of the parking fund to the special
development fund as undesignated fund balance and the subsequent appropriation
of 3.5 million dollars to undesignated fund balance of the special development
fund to Project 315-4413 to be used for land a~quisition and that the
appropriate officials be authorized to execute same. The motion was duly
seconded and carried unanimously.
ITEM #42 - Settlement of Reservoir No.2 Contract Dispute - City'S payment to
----------------------------------------------~--------------------------------
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land acquisition
20
Files Retrieved
File's Group Is:
Everyone
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V
AGENCY RESOLUTION
No. 8 3 - 4 (C ~ A I~ g.3 -. I )
A RESOLUTION ADOPTING A SET OF RULES TO GUIDE THE
Cor.lMUN ITY REDEVE LOP~.IENT AGENCY IN CO;.J DUCTI NG ITS
BUSINESS AND MEETINGS.
\\'HEREAS,the Community Redevelopment Agency '~as established
by Resolution 81-68 of the City of Clearwater, pursuant to provisions
of state law; and
WHEREAS, the Commtmity Redevelopment Agency at the present
time does not have a set of guidelines or rules to guide it in the
conduct of business; and
\\'HEREA~., the Commtmity Redevelopment Agency desires to adopt
and implement such a set of rules or guidelines;
-
NOW, THERE FORE, BE IT RE SO L VE D BY THE Cm.fNUN 1 TY
REDEVELOPr-IENT AGENCY OF THE CITY OF CLEARWATER,
FLORIDA, IN SESSION DULY .~~D REGULARLY ASSEMBLED,
AS FOLLOWS:
That the Community Redevelopment Agency of Clearwater, Florida,
hereby adopts' the fOlloh'ing rules to govern it in the considera tion of
its affairs and business prese~-~d to it;
RULE 1
The membership of the CommunitY' Redevelopment Agency
shall be composed of the Mayor-Commissioner and
Commissioners of the City of Clearwater. A quorum
for the transaction of business bv the Redevelooment
Agency shall consist of three (3)'members. .
Presiding Officer of the Redevelopment Agency shall
be the Mayor-Commissioner of the Clearwater City
Commission, who shall be known as the Chairman of the
Community Redevelopment Agency. In case of his absence,
the Vice Mayor shall assume those responsibili ties,
and if both are absent, the senior Commissioner in
years of service shall preside. The Presiding Officer
shall preserve order. The Presiding Officer may call
to order any member of the Agency who shall violate
any of the rules; and, the Presiding Officer shall
decide all questions of order, subject to a majority
vote on a motion to ap~eal. The chair shall recognize
all members who seek the floor under correct procedure.
Normally, members of the public shall be allowed to
speak. All ques tions shall be stated and put by ~he
Presiding Officer, and the Presiding Officer shall
declare all votes.
RULE 2
The City Manager of the City of Clear~ater shall also
serve as the Executive Director of the Conmunity
RcdevclopIilent Agency. The City Clerk shall serve as
the clerk for the COr.Hilunity Redevelopment Agency and
shall make correct minutes of the proceedings of each
Redevelopment Agency meeting, and shall furnish copies
- 1 -
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(7''.
RULE 6
. .
"1 '\ "-
. of the minutes of each regularly schel uled met.;\.lng to
the Chairman and ~o each me~ber at least twenty-four
(24) hours prior ~o the next regular meeting. Su~h
minutes shall stand confirmed at the regular meetIng
of the Redevelopment Agency without the reading thercof
in open meeting unless Some inaccuracy or error be
pointed out by some member o:f the agency present,- and
in such event, an appropriate correc~ion shall be made.
Upon request, the City Manager wi]l cause the City Clerk
to provide any member 'With transcJ:ibed excerpt of tapes
of Redevelopment Agency meetings.
RULE 3
All motions shall be made and seconded before debate.
All resolutions and contracts require three (3) affir-
mative vo;es for passage.
RULE 4
A copy of each resolution '....hen passed shall be furnished
by the City Clerk to the heads of all City departments
concerned.
RULE 5
The Community Redevelopment Agency shall rnee~ immediately
prior to the conduct of business at City Commission meetings.
Meetings of the COl'Tlmunity Redevelopment Agency shall be call-
ed from time to time by the Chairman, Executive Director, or
any two of the menbers. Every effort shall be made to pro-
videat least twenty-four (24) hours public notice of any
special meetings. Except for items advertised for public
hearings, items -may be removed from the agenda and additional
items may be added. The agenda may be Te-ordered. Minutes
shall be taken and distributed by the City Clerk.
The Communi ty Re deve lopmen t Agen cy sh all appo in tan\'
committees or advisory boards as may be required for
successful execution of Redevelopment Agency business.
RU LE 7
According to applicable provisions of state law, no
member shall voluntarily or involuntarily acquire any
personal interest, direct or indirect, in any community
redevelopment projec1:., in any property included or
proposed to be included in any community redevelopment
project, or in any contract or proposed contract in
connection ''lith any cornmlmi ty redevelopment project.
Should any menber involuntarily acquire any interest
in a community redevelopment project, that interest
shall be immediately disclosed in writing. If any
member presently olms or controls or O\.;ned or con-
trolled within the preceding two (2) years any in-
terest, direct or indirect, in any property included
or planned to be included in a community rcdevelopment
project, that interest shall immediately be disclosed
in writing, and such disclosure shall be e~tered upon
the minutes of the City Commission of the City of Clear-
','ater. Any member disclosing such interest shall not
participate in any decision of the Communit)' Redevelop-
ment Agen~y affecting such property.
- 2 -
110
RULE 13
RULE 8
. .
The City officials whose regular attendance shall be
required during the sittings of the Redevelopment Agency
shall be the City Clerk'iExecutive Director and the City
Attorney or their substitutes; but all or any other
officers of the City shall be bound to attend any me~t-
ings upon direction of the Executive Director or by special
request of any member to the Executive Director. ,,----.
RULE 9
No citizen, except those determined to be out of order
and subject to removal by the Chief of Police, shall be
excluded from any meeting of the Redevelopment Agency
whether it be regularly scheduled or specially called.
RULE 10
Any member of the Redevelopment Agency \'Jho voted \.Jith the
prevailing side may move a reconsideration of any action
of the whole Redevelopment Agency provided that the
motion be made at the same meeting at, which the action
was taken. A motion to reconsider shall be in order
at any time (during the meeting at \vhich the action was
taken) except when a motion on some other subject is
pending. No motion to reconsider shall be made more
than once on any subject or matter at the same meeting.
Redevelopment Agency action may be rescinded by a 4/5
vote. The motion may be made by any member.
RULE 11
The Executive Director, City Attorney, or any member
may agenda an item. Any citizen may request to be
agendaed, even though staff has assured petitioner that
adverse action may result. The Chair cannot depa~t from
the prescribed agenda but 'the Redevelopment Agency may
do so by a 4/5 vote orby consensus in response to a
suggestion from the Chair.
RULE 12
These rules, or any of them, with the exception of pro-
visions of state law, may be amended or temporarily
suspended at any meeting of the Redevelopment Agency by
an affirmative vote of four (4) members thereof. These
rules are for the efficient and orderly conduct of the
business ~f the Redevelopment Agen~y only, and no viola-
tion of such rules shall invalidate any action of the
Redevelopment Agency when approved by the majority
vo te s .
Any ~ember of the Redevelopment Agency making a motion
or second shall address the Chairman and 3h'ait recogni-
tion before speaking. The Chair must recognize any
person who seeks the floor while entitled to it. The
person making the motion is entitled to the floor first
for debate. No one is entitled to the floor a second
time on the same motion as long as any other member
who has not spoken on the issue desires the floor.
When a motion is made and seconded, it shall be stated
by the Chairman before any debate shall be in order.
Upon presentation of agenda items, members may ask
questions and request additional information prior to
making motions. For a member to discuss a matter \~hile
no motion is pending requires permission from the
Redevelopment Agency. ~lotions and any amendments can
- 3 -
) be;
RULE 14
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be wi thdra,\'n lor modi fied by the maker ..\ any tim~ prior
to the Chair stating the question on the motion; after
that ti~e, the permission of the Redevelopment Agency
majority must be obtained,. The Chair cannot close
debate as long as any mellibcr who has not exhaus ted his
right to debate desires the floor except by an affirma-
tive vote of four (4) members. A tie vote shall consti-
tute a continuance to the next regularly scheduled meeting.
The following motions are not debatable:
To adj ourn
To lay on the table
To take from the table
For the previous question
RULE IS
I~dividuals speaking on non-agenda items shall be limited
to five minutes.
RULE 16
All material prepared by the Executive Director for the
Redevelopment Agency shall be provided to the press and
to the public via a special box in the City Clerk's
office. Reports shall be made available in the Clerk's
office for the public to check out and study at leisure.
RULE 17
All mail to the Agency Chairman and members arrlvlng at
City Hall received pursuant to law or in connection with
the transaction of official business by the City of
Cl e aTl"a ter s hall be cop ie d i mme dia te ly an d pro vi ded to
the 0 ther members and to the press \"i th the fa llo'''ing
excep tions:
(a) Nail from governmental agencies, addressed
to the Chairman clearly intended for the Chief
Administrative Officer of the Redevelopment
Agency which requires administrative action
or staff action, will be delivered to the
Executive Director with informational copy to
the Chairman.
"
(b)
( c)
Anonvmous letters will not be distributed.
,
Publications and lengthy agenda materials
for other boards upon which the members
serve Hill not be copied. Only the agendas
will be circulated. Items of considerable
length (such as petitions) will not be copied,
but instead a memo will be distributed an-
nouncing the availabili ty of. the i tern in the
offi ce .
Cd)
(e)
Nail \{i th the ''''0 rds s imi 1 a r to "Pc rson al" ,
"Confidential", or "For the Addressee Only"
will be delivered unopened to the addressee.
The Chairman and members receiving individually
addressed mail will be responsible for replying,
. asking the Executive Director or City Attorney
to reply, or placing the matter on the agenda
for formal Redevelopment Agency consideration.
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The E.x~cutive Director will be responsible for seeing
that mail addressed to the Chairman and other members
is properly answered ,or placed on the agenda.
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PASSED AND ADOPTED iliis 20th day of January. A. D. '198'3.
/5/ Charles F. LeCher
Mayor-Commissioner
Attest:
/5/ Lucille Williams
City Clerk
/5/ James M. Calderbank
Commis sione r
/5/ Paul A. Hatchett
Commissioner
/5/ James L. Berfield
Commissioner
/5/ Rita Garvey
Commissioner
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CHAPTER 92-162
Senate Bill No. 1038
An act relating to community redevelopment areas; amending s. 163.380,
F .S.; providing that community redevelopment real property may be Bold
at a value determined to be in the public interest; providing guidelines
for determining if the value is in the public interest; providing for approv-
al by the governing body after a puLlic hearing under certain circum-
stances; providing an effective date.
Be It Enacted by the Legislature of the State of Floridn:
Section 1. Section 163.380, Florida Statutes, is amended to read:
163.380 Disposal of property in community redevelopment area.-
(1) Any county, municipality, or community redevelopm~nt agency may sell,
lease, dispose of, or otherwise transfer real property or any interest therein ac-
quired by it for community redevelopment in a community redevelopment area to
any private person, or may retain such property for public use, and may enter into
contracts with respect thereto for residential, recreational, commercial, industrial,
educational, or other uses, in accordance with the community redevelopment plan,
subject to such covenants, conditions, and restrictions, including covenants run-
ning with the land, as it deems necessary or desirable to assist in preventing the
development or spread of future slums or blighted arens or to otherwise carry out
the purposes of this part. However, such sale, lease, other transfer, or retention,
and any agreement relating thereto, may be made only after the approval of the
community redevelopment plan by the governing body. The purchasers or lessees
and their successors and assigns shall be obligated to devote such real property
only to the uses specified in the community redevelopment plan and may be obli-
gated to comply with such other requirements as the county, municipality, or com-
munity redevelopment agency may determine to be in the public interest, includ-
ing the obligation to begin any improvements on such. real property required by
the community redevelopment plan within a reasonable time.
(2) Such real property or interest shall be solcl, leased, otherwise transferred,
or retained at net-less-thftrHts-faito n value determined to he in the DubHc int~
for uses in accordance with the community redevelopment plan and in accordance
with such reasonable disposal eempefl.tive-bidtling procedures as any county, mu-
nicipality, or community redevelopment agency may prescribe. In determining the
fmr value of real property AR being in the public interest for uses in accordance with
the community redevelopment plan, the county, municipality, or community rede-
velopment agency shall take into account and give consideration to the lon~-terITl
benefits to be Rchieved bv the county. municioality. or community reoevelopment
agency resulting from incurring ~hort-term lQ..sses or costs in the disposal of such
real prooert)': the uses provided in such plan; the restrictions upon, and the cove-
nants, conditions, and obligations assumed by, the purchaser or lessee or by the
county, municipality, or community redevelopment agency retaining the property;
and the objectives of such plan for the prevention of the recurrence of slum or
1
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eh.92-162
LA WS OF FLORIDA
Ch.92-162
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blighted areas. In the event the value of 8\Jch real oroncrty being disposed of is for
less than the fail' v111ue.' 8uch.d.isvpsition Shflll reQuire the approval of the govern~
body, which lWprovaI may only be ~iven {ollowing a duly noticed public hearin~.
The county, municipality, or community redevelopment agency may provide in
any instrument of conveyance to a private purchaser or lessee that such purchaser
or lessee is without power to sell, lease, or otherwise transfer the real property with-
out the prior written consent of the county, municipality, or community redevelop-
ment agency until he has completed the construction of any or all improvements
which he has obligated himself to construct thereon. Real property acquired by the
county, municipality, or community redevelopment agency which, in accord!lnce
with the provisions of the community redevelopment plan, is to be transferred
shall be transferred as rapidly as feasible in the public interest, consistent with the
carrying out of the provisions of the community redevelopment plan. Any contract
for such transfer and the community redevelopment plan, or such part or parts of
such contract or plan as the county, municipality, or community redevelopment
agency may determine, may be recorded in the land records of the clerk of the cir-
cuit court in such manner as to afford actual or constructive notice thereof.
(3) Prior to disposition of any real property or interestthereiu in a community
rede'/elopment area, any county, municipality. or community rede'vclopment agen-
cy shall give public notice of such disposition by publication in a newspaper having
a general circulation in the community, at least 30 days prior to the execution of
any contract to sell, lease, or otherwise transfer real property and. prior to !.:':'c d~-
livery of any instrument of conveyance with respect thereto under the provisions
of this section, invite proposals from, and make all pertinent information available
to, private redevelopers or any persons interested in undertaking to redevelop or
rehabilitate a community redeve~:)TJment area or any part thereof. Such notice
shall identify the lll'ea or portion thereof and shall state that proposals must be
made by those interested within 30 days after the date of publication of the llotice
and that such further information as is available may be obtained at such office
as is designated in the notice. The county, municipality, or community redevelop-
ment agency shall consider all such redevelopment or rehabilitation proposals and
the financial and legal ability of the persons making such proposals to carry them
out; and the county, municipality. or community redevelopment agency may nego-
tiate with any persons for proposals for the purchase, lease, or other transfer of any
real property acquired by it in the cornnlwlity redevelopment area. The county,
municipality, or community redevelopment agency may accept such proposal as
it deems to be in the public interest and in furtherance of the purposes of this part;
however, a notification of intention to accept such proposal must be filed with the
governing body not less than 30 days p: iur to any such acceptance. Thereafter, the
county, municipality, or community redevelopment agency may execute such con-
tract in accordance with the provisions of subsection (1) and deliver deeds, leases,
and other instruments and take all steps necessary to effectuate such contract.
(4) Any county, municipality, or community redevelopment agency may tem-
porarily operate and maintain real property acquired by it in a community redevel-
opment area for or in connection with a community redevelopment plan pending
the disposition of the property as authorized in this part, without regard to the pro-
visions of subsection (1), for such uses and purposes as may be deemed desirable,
even though not in conformity with the community redevelopment plan.
(5) If any conflict exists between the provisions of this section and s. 159.61,
the provisions of this section govern and supersede those of s. 159.61.
2
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Ch.92-162
LAWS OF FLORIDA
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Ch.92-162
" '
Section 2. This act shall take effect October I, 1992.
Became a law without the Governor's approval April 9, 1992.
Filed in Office Secretary of State April 8, 1992.
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