08-30-1993
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. Agenda/C
8-30-93
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AGENDA
Community Redevelopment Agency
August 30, 1993
I. Call to order
II. Approval of Minutes
III. Unfinished Business
a) sale of CRA property in
conjunction with Sun Bank
(Atrium) Building
b) Executive Director Search
c) CDC Status
IV. New Business
V. Executive Director Verbal Reports
VI. Other Trustee Business
VII. Adjournment
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Draft #4
August 19, 1993
OUTLINE OF MEMORANDUM OF UNDERSTANDING
The following is subject to review by bond/tax counsel in view of
the March 8, 1993, IRS ruling regarding the "safe harbor" rule:
1. SUN BANK/ATRIUM BUILDING: The Buyerl will purchase the
building and the top two floors of the parking garage and air space
above for $6,900,000, "as is," cash at closing, all closing costs
to be paid by Buyer, This conveyance will include the right to
cover the fourth floor fadditional air Epaao may be roquired], the
right to construct a security gate at the beqinning of the access
ramp to the third floor, the right to construct a security entry or
ga te at the entry to the elevated pedestrian walkway over Park
Street, an easement to permit the continued maintenance of the
walkway over Park Street, and an assignment of the amount held in
escrow by Maria Real Estate for the repair of the pedestrian
walkway. ~\oint use easement aqreement will be prepared for the
Buyer's and Seller's ioint use, maintenance and operation of the
qaraqe,
2 , BILGORE TRACT: The Seller2 will make available 150
parkinq spaces for lease to the Buyer on the Bilgore tract for
$20/space/month for a term commencinq upon the completion of the
construction of the parking spaces and ending on the fifth
anniversary of the closing on the Sun Bank/Atrium buildinq of 5
yearc r r"€ffiewablc for t,'lO suaocccive 5 year termc, Parking lot
improvements (at least 150 spaces) to be constructed by, and at
cost to, the Seller within 120 days, weather permittinq, following
notice bv the Buyer to the Seller, which notice may be qiven at any
time after the closinq on the Sun Bank/Atrium buildinq but not
later than Parkinq spaces in excess of
the ISO-space minimum may be made available to the public by the
Seller. Buyer &~-&ellcr may terminate the Bilqore tract parkinq
spaces lease if a substitute and go to al tcrnato ground-level
parking area havino a comparable number of parkinq spaces for full-
sized automobiles is acquired (by purchase or lease) by the U
Buyer or Se-llcr loea-t-e& on property .sui tabla for Euch purposo
located in the area west of Myrtle Avenue, east of Ft. Harrison
1 II Buyer II means Atrium at Clearwater, Limited, a Florida
limi ted partnership, of which Atrium at Clearwater, Inc., a Florida
corporation, will be the general partner.
2" Seller II means the Communi ty Redevelopment Agency of the City
of Clearwater, Florida (the "CRA"), wi.th reference to the Bilgore
tract, the first 2 floors of the parking garage (including the
ground below and the air above), and the ground-level parking east
and south of the parking garage, or the City of Clearwater, Florida
(the IICity"), with reference to the Sun Bank/Atrium building, the
top 2 floors of the parking garago, and the police station.
Avenue, south of Drew Street, and north of Court Street.
3. PARKING GARAGE. Buyer will buy ~ option to purchase the
parking garage (the first two floors, the ground below, and the air
above). The option consideration will be $200,000.00. The Seller
sha 11 q i ve a credi t of whi oh wi 11 be crcdi tcd to Buyer in the
amount of $200,000.00 against the purchase price at closing if the
option is exercised and Buyer completes the acquisition, The
option consideration shall be nonrefundable and may be used by the
Seller as Seller sees fit. Tha term of the option will be 5 years
from the date of closing on the Sun Bank/Atrium building idontioa~
to the term of tho leacc of the Bilgore tract, renewablo fOr-~
BUG~e&Givc 5 year torm& (and ~will survive a termination of the
Bilgore tract lease upon acquisition by Buyer of a substitute
parking area as provided in Paraqraph 2 if alternate ground levol
f)arh:ing ic found). The purchase price will be the current
appraised value to be determined prior to closinq, but not more
than 6 months prior to closinq, with the appraisal to be obtained
!2.Y.. Buyer from the Ci tv' s list of approved appraisers attached
hereto as Exhibit A. An with an annual escalator based upon the
Consumer Price Index (National Urban index) er other agreed upon
eenohmark shall be used as a multipier to increase the purchase
price if a closinq is not obtained within 6 months of the date of
the agpraisal. The terms of the purchase shall be as follows: The
~200/000.00 credi.t shall constitute the down payment 12.5 peroon.t;
&~'rOha6o price at time of closing, with the balance to be paid
in equal monthly installments over !! 5-year term at an interest
rate Q.f "prime minus one" or one percentage poi.nt less than the New
York prime rate as published inthe Wall Street Journal on the date
the option is exercised, per annum, of 5,0 percent per annum
secured by a first mortgage on the property. In the event a ranqe
of prime rates is published in the Wall Street LJournal, the
midpoint of such ranqe shall be used. The interest rate shall be
adiusted annually as of each anniversary of the date of exercise of
the option, based upon increases or decreases in the prime rate.
During thg term of the option, Buyer ~hall have the riqht of first
refusal on the rental of 100 parking spaces on the first two floors
for the balance of the term of the option, may rent opaooc
*r ana yoar torms, rent prepaid annually, at the discounted
~\.i-fl-& rate of $25,00 per space er 3/4 of market rental rate
w~~1eY&r 10 grQilto~1 plus a 5 percent increase per year beqinning
..1 a n \1 Q. r y... 1 ~ 1 9 9 6 .
4. POLICE STATION. The Buyer will have a nontransferable
right of first refusal, as distinguished from an option, on the
police stllt.:.i.onl qivinq to Buyer the riqht to match the highest
compel: i ti ve bid abov'e the apprai sed value of the property unless
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the City receives a bid which the Buver is unwillinq to match.3
The right of first refusal will have an a indefinite term
commencinq from the date of closinq on the Sun Bank/Atrium buildinq
but expirinq upon the sale of the Sun Bank/Atrium buildinq bv the
Buyer i~cntioal to tho term of tho lease of tho Bilgorc traotr
renc-'iablc for two ouoocf3civc 5 year tCr1RO (but ~lill curYJive a
~eLmination of the Bilgore tract leace if alternate ground level
parking is found).
5. SPACES AROUND GARAGE. The land occupied by the ground-
level parking spaces on the east and south sides of the garage is
part of the rea 1 property on which ooeupicd by the garage is
located and is subject to and part of the Buver's option to
purchase e& the garage. The number of parkinq spaces shall be
determined by reference to the survey of the propertv.
( 1 )
property
continue
purposes
I f the option on the garage is not exercised, the
wi 11 rema in -remains CRA property and the City will
to have the right to use the spaces for parking for City
without charge.
( 2 ) I f the option on the garage is exercised, and if the
police station has not been relocated as of the closing on the
purchase of the garage:
(a) The Seller shall retain an easement to permit
access to, maintenance, and use of may oontinuo to uce
the spaces for parking for City purposes without rent ~
a term of 99 yoarc or until such time as the police
department is relocated, uhiohovor oocurs earlier. (The
Seller does not represent that the police department will
be relocated.)
(b) For the balance of the term of the Bilgore
lease, or a 103.oe of alternato parking proporty e\/ffiod by
the Soller, the Buyer will be credited by Seller for 38
spaces against the rental on the Bilgore tract or on the
alternate parking property,
(c) If alternate parking is found on property not
owned by the CRA or the City, and if the Bilgore lease
has been terminated, no credit shall be available against
the rental on the alternate parking property.
3Because the police station is City property and not eRA
property, the sale of the police station is subject to the City
Charter requirements to declare the property surplus and to sell to
the party submitting the highest competitive bid above the
appraised value. See Section 2.01(d)(4), City Charter. A right of
first refusal will permit Buyer to match the high bid, or waive
that right, at his election.
3
( 3) I f the option on the garage is exercised, and if the
police station has been relocated and the Seller no longer uses the
spaces as of the closing on the purchase of the garage, the spaces
shall be immediately available to Buyer for Buyer's uses, and no
credit shall be available against the rental on the Bilgore tract
or on any alternate parking property.
6 . SPACES SOUTH OF ATRIUM BUILDING. The six parking spaces,
more or less, immediately south of the Atrium Building, will be
IIreconfiguredll to permit landscapingr provided that the access to
the East-West alleyway is preserved and maintained. [Caveat: If
this is City property, see footnote explaining limits on City's
abili ty to sell the property.] (This provision is subject to a
review of ti tIe to determine the existence of restrictions or
easements limiting the ability of either party to perform.]
L CONTROL OF GARAGE. Whenever the Buver acquires or
contracts to acquire 100 percent of the parkinq 8~aceB within the
qaraqe, Buyer may control the access, security, or personnel used
to operate, secure or maintain the qaraqe.
~+r DEFAULT. A default by Buyer in the lease agreement for
the Bilgore tract will constitute a default in the option agreement
for the parking garage and the right of first refusal agreement for
the police station.
~ PARKING SPACE DIMENSIONS. All references to parking lot
spaces shall be deemed to be for full-sized (not comQact)
automobiles with minimum dimensions for each space of 9 feet by 20
feet.
10. TAXES. With respect to the Bilqore tract parkinq space
lease, the option to purchase the parkinq qaraqe, the lease of
parkinq spaces within the parkinq qaraqe, and the riqht of first
refusal on the police station, the Seller shall pay any ad valorem
property taxes thereon, if any, and the Buyer shall pay any sales
taxes thereon.
4
C.$A-- 'i?/30/73 I I I
/110\..- D'V\-
CITY OF CLEARWATER, FLORIDA
Office of the City Attorney
Telephone (813) 462-6760
Facsimile (813) 462-6426
TO:
FROM:
RE:
DATE:
Mayor and City Commissioners
"Rusty" Mackey, Esquire (via Fax: 614-457-1514)
Albert N. Justice, Realtor (via Fax: 530-40Q.4Y.1"~f.~ fit.
M i chae 1 Wr i ght, City r~anager CO'VilVII SSfON
Emil Pratesi, Esquire (via Fax: 446-3741) PR~SS'
M. A. Galbraith, Jr., City Attorney 4-- Date AUS--131993
Sun Bank/Atrium Building
CITY CLEkl\
August 13, 1993
Since distributing the draft outline of a memorandum of understanding, I have
received responses from Commissioner Thomas and from Attorney Rusty Mackey.
Commissioner Thomas has asked that the following changes be made:
1. In paragraph 2, which describes the lease of the Bilgore tract:
(a) Change the term of the lease to 5 years, deleting the renewability
for two successive 5-year terms. This change would also affect the terms of the
opt i on on the park i ng garage and the right of firs t refu sa 1 on the po 1 ice
station.
(b) Instead of specifying 150 spaces or any other fixed number, specify
that the prcperty will be improved with as many surface parking spaces as will
comply with the applicable codes of the City, taking into consideration all code
requirements including but not necessarily limited to stormwater retention and
landscaping.
2, In paragraph 3, which describes the option on the parking garage:
(a) Insert $200,000 as the consideration for the option, of which 100
percent would be credited towards the purchase price at closing.
(b) Change the down payment from 12.5 percent to 20 percent.
(e) Until the option is exercised, the interest rate of 5.0 percent per
annum would be subject to adjustment up or down every 6 months as the prime rate
changes, using the prime rate as of the date of the option contract as the base.
(d) The note wou 1 d be a /I ba 1100n," payab le in equa 1 month 1y i nsta llments
over 5 years but amortized over 20 years.
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Mr, Mackey has suggested a number of changes as shown in the enclosed copy of the
outline, "coded" to show the changes. The highlights can be summarized as
follows, but please see the enclosed copy of the "coded" outline:
1. Add the air space above the parking garage in addition to the top two
floors, in the property to be conveyed with the building.
2. Add a provision for a joint use easement agreement for the joint use,
maintenance, and operation of the garage.
3. The provisions for the construction and leasing of parking spaces on
the Bilgore tract is revised.
4. The consideration for the option contract is proposed to be $25,000,
of which 100 percent would be credited against the purchase pl~ice at closing.
Additional consideration for each renewal of the option would be $2,000, also to
be credited in full against the purchase price at closing.
5. The exterior ground-level spaces east and south of the parking garage
would be transferred to the Buyer if the option on the garage is exercised,
whether the police station has been relocated or not, and the Buyer's rights to
the same number of spaces (38 or 397) on the Bilgore tract or the substitute site
would cease. [Their problem is that if they exercise the option on the garage,
the police station does not move, and the Bilgore lease expires, they will be
short 38 (or 397) parking spaces.]
The other changes pretty much speak for themselves.
This is on your eRA agenda for Monday, August 16.
MAG:a
Copy:
Cynthia Goudeau, City Clerk
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JUSTICE
CORPORATION
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FAX TRANSHITTAL SHEET
DATE:
AUGUST 13, 1993
M. A. GALBRAITH, C;~y ATTORNEY
(FOR IMHEDI^T~ DELIVERY)
COMPANY NAME: CITY OF CLEARWATER
TELEPHONE NUMBER:
FAX NUHBER: 462-6426
SUBJECT:
SUN BANK BUILDING ('l'HE ATRIUM)
NUH13ER OF PAGES BEaNO 'rRANSHI'l'TeO IHCL1JOING coven PACE: .___E'J~E
(PLEASE NOTIFY US IMMEDIATELY IF YOU DO NOT RECE1VF: ALL PAGES.)
FRO~1 :
A, N. JUSTICE
MESSAGE:
ATTACHED Al~E RUSTY' S REVIS~ONS TO YOUR MEHOAANPUM OF
. PtTP~~~TANDI_NG RECEIVED ON WEDNESDAY. PLEJ\SE CALL WITH
ANY Q.UESTIONS YOU MAY HAVE.
OTHERWISE WE ASSUME THIS
COULD BE DISCUSSED AND APPROVED AT TIlE MEE',rING ON HOND1\Y I
AUGUST-1.6TH...l'
~,
OllIGINAL W!Al"r'ACHHENT(S) MAILED TO RECIPIENT:
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NO
YES
19329 U.S. 19 Ninth, Suite 100, Clcnrwilll:r. FloJida 3(;(,2,,1 11 )(i
Tel~phulH:; 813-531-4600 FAX: 8):3-530.40(H
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AUQ-t3-Q3 FRl 16:51
FAX NO. 10144571514
P,Ol/04
WALTER J HI'CK~Y DB 10
At..rl um.lru"m(J/ Aug\llZt 13. 1993
The following is. s'Ubject to review by bond/tax counsel in view of the March 8,
1993, IRS rillins regarding t.he "safe harbor" role:
1. elJn Bank/AtrwmJmlld..ln.gi. The Buy~r\ willl-'\11\.."h2ulc the building
and the top two floorg of the parking garage and a.ir SlUice al1.oYe for $6,900,000_
"as is", cash at closing, all closing costs to be paid by Buyer adltts. This
conveyance will include tbe right to cover the fourth floor [additional air space
may bo roquired], the right to c;onatruct a security sate Rt the beeinninl! ot.t.b.e
acce9S ramp to the third floor, the right to construct a sccutity entry or gato at the
entry to the elevated pedestrian 'walkway over Park titreet, an easement to permit
the continued maintenance of the walkway over Park Street, and IDl assignment of
the amount held in escrow by Mruia Re:l1 R~t}1te for llie repair of the pedestrian ..
walkway. A joint use ease n e ' ..furJh~jJyer'~
~nq SrJ~t's..jQint ~e, n)atn.tmttnce.-.and ope~atlj)n (}tfhe 2ar~
2. Bilaor~ tract~ The Seller1 will hoI.C.lu1L..tnJ.o.-Mrkin!JDllCCS
a.Dill3.Ill.e.-fm: lease to the Buyer .on the Bilgore tract for $20/space/month for a
term of 5 years, renewable for two successive 5-year terms. Bu~er may lmm
u h ~
m:Jlecreased1'tom tJm.tlo.jJme :wlih rtnv lH1J~ased-maces mAde llvaUahle.JnJht
c J Parking lot improvements (~ 150 spaces). to be
constructed by, and at cost to, the Seller. Buyer or Seller may terminate fu!B
Jrugm lease ~e aJl€l--ge-tS alternate ground-level parking area uta
1 r ~z-t (:~~ sl!fJc~ is (~lJvered in "
· · if-Buyer or Seller !ll! looutC& "property
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1" Buyer" means Atrlum at Cloarwa.ter, Limited. a Floridn limited pal1norship, of wb.1ch Atrlum at
Clearwater, Inc." a Florida corporatlon1 wilJ be tho ~atler31 pnrtner.
2IISelIerB means tha Community Redevelopment Agency of the City ot Clearwater, Plorlda (the
"eRA '), with rerarano~ to the ei1#oM tN1~t. the flt1t 2 fioort of tl18 pulling gnrng8 (including th~
ground belOW and the alr above), and the ~round..level parking oast and muth uf th~ pllrking garage,
Of the CitJ., of Clearwater, Plorida (tho "Cltf'), with reference to the Sun Bank! Atrium buildina. the
tQp 2 noo~ of tho p&rklns bnr~ge, l\nd the police stadon,
Mf!lUOrandum, Rev; 1
Pnge ]
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AUG-13-83 FRI 15:52
WALTER J MACKEY OHIO FAX NO. 16144571514 P, 02/04
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emtab~ fOY 9\ieB putpege-ku:a.tU in the area west of Myrtle Avenue]' east of Ft..
Harrison Avenue, south 01 l)rew Street, and ilorth of Court Street.
3. Patldng g~tas~.. Buyer will buy option to purcha~e p9.rldng garage
(first two floors, ground bf~low, and air above). Option consideration will be
$25,000, all of which will be credited to Buyet' agaiust tht purchase price at
closing if the option is cxcrds('Al. ~~ ternl of tlu~ option will bo idGnlicnl to the
term of tbe tease of the Bil~ore tract, renewable for bvo succe~9ive 5-ycar terms
for $2..D.OD ~acl~~hiLPurc11aSLIlri~ (but will s'urvive a
termination of the Bilgorc trnet lease if alternate gl"ound-lovol park.illg is fOUL1d). .':
~ purchase price \vill be. ~ current appraised v,alue IDtlLth.e a.ppraisal to be
o btamed ~Lo.fJ1Il~"lruu:nIscrSJ1ttJJctJcd..her.ctu
~. with-An alIDual escalator based upon Consunler Price Index or
ather ilini.IAt agr~-upon benchmurk sll@1I 'ncrcn~e lb~J.U:cllRmL.l))'i~'O If" q
1 sl i h 0 iI. Ih.e
term~ n.Lth.~: 12.5 percent of purchaso price dwLiIt..casb at time of
closing ~ balance to be paid in equal monthly installments over 5 -year tenn
fit interest rate of 5.0 percent per annum Gccurcd by 0. ur9t tnortga.ge on the
property. During term of option, Buyer may reat spaecs fat' shnll ha~te tl!E
rl2ht o( first refusalinJm;se spaces on th~ first t,,,o floors J'ln a one-yea.r term
.mili rent prepaid ~~ at 1\ discount~d rate of $~ per space or (rcporttJlIl
ab.mll ~ of ~urr~llt roarket rental rate) whiel.tevor i9-gfe&ter phl8 ft 5%
!ncrpjlse ller year starti.n.LJanuarSIl 1996.
4. POliClLAtat.imL, The Buyer will hnve a right of first refusalf as
distinguished from an option, on the police station.3 The right of first refusal will
have a term identical to the term of tlle lease of the BiIgore tract. renewable for
two successi ve 5-year terms ~ (but will survivo a. termination of the
Bilgore tract lease if alternate ground-level parking is found). ~
have an Q11tion to acqni.l:eJh~lw.JJ.1Urrnised.YBllleJ1'U1~IJt(Llll
'~jtppralset~ JI ~ltch acqui:iitimLr.!tllle~~e(
}lecomes~e or l.epln$ a means ouurclm.sunJk.lL2IjlJw~
~
'Because the pollee itatioll is City property artd not eRA property 1 the !laIc of the police station i~
subject to the Cfty Chatter requirements to dec.lar~ tho propeny surplu:s aIld to ~ell tu tb~ p1uty
submItting the highe~t competitive bid above the appraised value. See Section 2.01 (d)( 4). City Charter.
A eight of first refusal will pormit Duyot to match tho hIgh bid, or wni'Vo t.hnt right, l\t hi$ oloctlon.
l\olemorRlldum, Rev: 1
Page 2
R-g7"
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09-1 )-93 03=l)1l't,{ P002.,01
AUG-13-Q3 FRt 15:62
WALTER J MACKEV OHIO
FAX NO. 1 G 14467 t 5 t ~
P.03/04
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s. Spaces (3IDJm1.llld-.gm~ The land occupied by the around..level
parking spaces on tbe east and south sides of the gantge is parlor lhe real property
~ ell whit}l the garage ~ and is subject to nnfl~
Buyer's ~ption ~.iift en the garage.
" (1) If the optlon on th~ gaIage is not exercised, the property mu
l'cma\n eRA proporty and the City will continuo to hove tho right to use the (ill
epnces for parking for City purpo~es ~:.._ '
(Item #2 below Is Mackey)s sixnplc suggestiora)
~
Item 12...rould-leave tb~h~B~es evc~t
-2Rr"~l~:.
(2) If the option on the garage is exercised I and if the police station
has not been relocated as of the closing on the purchase of the garage:
(a) The Seller ma.y continue to u~e the spaces for
parking for City purposes williout rent for a term of 99 years or until
such time as the pollee department is relocated. whichever OCCllrs
earlier. (The Seller does not represent that tho police department will
be relocated.)
(b) For the balance of tile term of the Bilgore lease, or
e\. lease of alternate parking property owned by the Seller, the Buyer
will be credited by SeHer for 38 J.2 ~paces against the rental on the
Bilgore tract or on tbe alternate parking property.
(c) If alternate parking is found on property not owned
by the eRA or the City. and if the Bilgare lease has been tenninated,
Memorandwo, Ref; J
Pai~ 3
R.97~
I B 1 4 -l ':i '7 IS: 4
08-13-93 OJ:51~M ~Ouj ~07
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AUQ-\3-Q3 FRl 16:53
WALTER J MACKEY OHIO
pnx NO. 16144671514
P. 04/04
· DO credit shalt be nVt\\lable against the rental on the n.lternhte parking
propert)' ,
1dl
Utl · 3 ·
U9.r9SBlI the polic~ ~t!!fulo stays, end..llilaore
(3) If the option on the garage is exetcised, and if the police s;tntion
has been relocated and the Seller no longer u~es the $:pnces as of the closiIli on the
purchase of the garage, the spaces shall he imJJll~uialcly ava.ilable lo Buyer for
Buyer's uses. and no credit fihall be available against the rental on the Bilgore tract
or on any alternate parking property.
6. Spaces SQJJUu.Lf ~J.Tjum :r1Y.ili1jpg.., Tho six parldng spnces, 111oro or
less, immediately south of the Atrium Building, ,vill be II reconfigured 11 to permit
landscaping~ provided that the access to the East- W e~t alleyway is preserved nnd
maintained. [Caveat: if thls 1s City property r see footnolt explaining limits on
City' ~ ability to 8c>11 the> property.] [This provision is subject to 0. review of title
to deternline the existence of restrictiOl\Sl or easements limiting the ability of either
party to perform.J ~d._eas.t..betwefIl..1he
e In n 1 t . 1--PlJlYI.d.ml
Iluyer's getjJ)e npPJ'OYIlLn 11.clulccc5S..vointJruyen
... :..a.Jp.9~e, elsement. at ioinf...~R~emcnt.
-
to operate,.,secnre fir ll1aiILt.aiIJ.Jb.uara~
8. D~faJJlt. A default by Buyer in the lease agrcelncnt for the Bilgore
tract will constitute a defa-ult in the option agreement for tile pnrkil\g garage and
the right of first refusal agreement for the police station.
2t ~a1
o 0 ru 11..
urn dillJensiolls. for (m~ILSpace ot.. "
----1
l\1cmorandump Ren 1
Page 4
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1131441)"11 f)14
CI8~13-01 n:J:51f'M pr:'..~ ~11'1
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~O\V) M
YVONNE S. W. MAGEE
421 NE 13th Avenue
Fort Lauderdale, Florida 33301
August 23, 1993
"0 '~':"V TO
'- 1 '&'.:J :
CWVUV:lSSIO(\I
PRESS
Date AUG 2 5 1993
CITY CLERx
Dr. Arthur X. Deegan 11_
eRA Chairperson
City of Clearwater
Post Office Box 4748
Clearwater, Florida 34618-4748
Dear Dr. Deegan:
Thank you for your letter of August 17 and the offer to become
Clearwater's eRA Executive Director. Since visiting with the eRA
Trustees and the representatives of the Downtown Development Board
on the 11th, I have had the opportunity to review minutes of
recent CRA meetings, as well as tape recordings of a recent City
Commission meeting. The Trustees' and Commission's obvious
interests in productivity, progress and accomplishments, helped to
confirm my continued interest and desire to join your team. I
feel particularly honored in being named as the leading candidate
for the position. The fact that this decision was a consensus of
opinion exhibits a strong willingness on the part of Trustees to
be supportive and work together for the betterment of the City of
Clearwater.
Though I am disappointed that I have not been able to speak with
you directly concerning the employment offer, I do understand the
circumstances. Mike Laursen has been extremely helpful and has
represented you well. In confirmation of my earlier conversations
with Mike Laursen, please note the following:
1. I remain interested in the employment opportunity you
have offered.
2. I am unable to accept the proposed base salary of
$55,000. When I applied for this position earlier
this year, my annual income \lIas approximately $65,000
(inclusive of a $260 monthly management allowance).
Paper work for an additional 5% salary adjustment is
now being processed. This adjustment is effective
August 14 and increases the overall base income to over
$69,000. In light of this, and the extent of my cur-
rent management benefits (see attached summary), I would
be interested in further considering your proposal as
modified below:
base salary:
incentive pay:
$65,000
$ 5,000.
" r
,_ .f ,:- -,\,~ ::.L<:'."
3. If the counter proposal identified above is acceptable
to the Trustees and an employment contract is consum-
mated, I also ask that expenses for a house hunting trip
to Clearwater be included and allowable as eligible
relocation costs that are reimbursable by the CRA.
In response to your inquiry as to when I would be in a position to
report to Clearwater for work, I would suggest 30-60 days from
contract finalization. During the interim, I would hope to begin
to famil iarize myself with the downtown plan, CRA
rules/regulations and an~ual reports, the Church of the
Scientology, as well as other aspects of interest to Clearwater.
During my discussion with you and Trustee Thomas in Fort
Lauderdale, I mentioned that I had applied to participate in the
Executive leadership Institute of the National Forum of Black
Public Administrators. Since that time, I have received notice of
acceptance into the program. I am currently in the process of
soliciting sponsors for the required matching funds. If I am
successful in securing the necessary funding, I am desirous of
. proceeding with plans to participate in the training. This should
be beneficial development for me, personally, as well as current
and future employers. With this in mind, I ask that a subsequent
employer support and concur with the co~~itment I have made by
permitting the use of conference leave in accord with the program
schedule. Attached, for your consideration, is further
infonmation (including the preliminary training schedule).
Hopefully, this meets with the approval of the CRA. Again, thank
you all for the consideration afforded thus far, and please do not
hesitate to call me should additional information be needed. I
look forward to hearing from you soon.
cc: Mike Laursen
Attachments
Officera
RANDALL C. BACON
Pnsi.d.ent
REGINA V. K WILLIAMS
J sl V'" Presitknt
VERNON E. STONER
2nd Vu:~ President
MAJOR F. RIDDICK, JR.
S<<:retaryffreasurer
Board of Directors
ROBERT C. BOBB
CECIL A. COLLINS, JR.
CORENE COLUNS
MA.AClA L CONNER
. DON T. DUDLEY
JAMES L FAANCIS
SANDRA ECHOLS HAYES
CHERYLPER~YLEAGUE
VALERIE A LEMMIE
. BYRON C. toAA.RSHAll
ISRAEL H. MILTON
SYlVESTER MURRAY
AlBERT PRITCHm
LODIS RHODES, Ph.D.
VICKI RIVERS
MICHAEL C. ROGERS
.CARRON M. scon
TIMOTHY SPENCER
KENNETH R. TAYLOR, JR.
PAUL D. WHITE
JAMES F, WRIGHT.,..I
Ex.Officio
CYNTHIA W. CURRY
Legal cOunsel
JAMES M. CHRISTIAN, SR.
ROBERT. B. WASHINGTON, JR.
* ~OH~PI>/Ot
National Forum for Black Public Administrators
777 Nor1h Capitol Street. N.E. · Suite 807 · Washington, D.C. 20002
Telephone: (202) 408-9300 · Facsimile: (202) 408-8558
... . .,''''
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August 2, 1993
Executive DJrector
BEVERLY A scant' Ph.D.
YvonneS. Magee
Assistant Director
Economic Development
City of ForfLauderdale
350 SE 2nd Street, Suite 500
Fort Lauderdale, FL 33301
Dear Ms. Magee:
Congratulations I On behalf of the Board of Directors of the National
Forum for Black Public Administrators (NFBPA), I am pleased to inform you'
of your selection as a Candidate in the 1993-94 Executive Leadership .
Institute, NFBPA's premier training program for black public executives.
. In order to insure your placement in the ELI Class of 1994, I ask that
you forward a signed copy ot the Program Requirements enclosed as
evidence of your interest and commitment to participate. A signed copy of
the Program requirements must be received in our office no latar than.
August 10, 1993. Upon receipt of this document, we will confirm your .
participation in our Septemb,er Orientation Session in the Washington, DC
area, September 11-17. As you are aware, the matching funds requirement
for the Executive Leadership Institute is $4,000. This amount is payable in
full on or before September 10, 1993.
Once again, congratulations on your acceptance into the Executive
Leadership Institute. You have been selected as a mamber ofNFBPA's
most select cadre of emerging public executives. Should you have
questions relative to your participation in this Institute, please call (202)
408-9300. We look forward to working closely with you in the months
ahead. A tentative schedule is attached. .
Sincerely,
~~.~
Beverly A. Scott, Ph.D.
Executive Director
Enclosures
, . '
TO >, ,<"';:",
.11" '.' .
,7" :~:." ';'::.\,~ f. -:...J~...: ,.;-' .
NATIONAL FORUM FOR BLACK PUBLIC ADMINISTRATORS
777 North Capitol Street, NE - Suite 807
WCl.shington, DC 20002
EXECUTIVE LEADERSHIP INSTITUTE
19.93-94 Schedule {Preliminaryj
. SESSION
DATES
LOCATION
Session #1
September 11-17
(Sunday-Friday)
October 31-Nov. 7
Sunday-Sunday
Washington, DC
Session #2
The'John F. Kennedy School
Harvard, University
Cambridge, MA
Session #3 Jan uary 8-13 Maxwell School
(Sa 1urday- Thursday) Syracuse University
Syracuse, NY
Session #4 February 3-6 Washington, DC
(ThursdaY-Sunday)
Session #5 TBA University of Louisville
Louisville, KY
Session #6 Aprif 23-26 New Orleans, LA
(Saturday-Tuesday)
NOTE: FORUM .'94 is i~ New Orleans, April 27-30, 1994.
NATIONAL FORUM FOR BLACK PUBLIC ADMINISTRATORS
777 North Capitol Street. N.E. - Suite 807
Washington, D.C. 20002
(202) 408-9300
EXECUTIVE LEADERSHIP INSTITUTE
1993-94
Program Re~uirements
-
1. Attendance at all ELI. training sessions is mandatory. Unavoidable conflicts must
be discussed in advance of the program session with the NFBP A Executive
Director.
2. Candidates must be fully committed to the highest standards of punctuality during
the course of the program. Arriving late to any session is unacceptable.
3. The interactive nature of the ELI program demands the full participation of each
candidate. Much of the learning that will take place results from insight imparted
by each candidate. Only those persons willing to participate in a 1ull range of
discussion and group exercises should accept candidacy in the ELI program.
4. Candidates will be required to complete frequent assignments between training
sessions. These assignments should be given the necessary time commitment
required, must be presented in a professional manner, and should be returned to
the instructor no later than the date specified.
5. Each candidate will be required to complete a Problem-Solving Project that will be
due just prior to the end of the program. These individual projects must be an
outgrowth of a real problem/issue within tl1e candidate's agency/jurisdiction.
Candidates unable to complete this assignment to the satisfaction of program
administrators will not receive a certificate of graduation.
6. Group meal functions during training weekends will be centrally billed to the
NFBP A.
7. Lodging for the Institute will be centrally billed 10 the NFBP A.
8. Participants arriving earlier or remaining later than required by the training
schedule will assume full responsibility for associated meals and lodging costs.
9. On the first day of each training weekend I all candidates will be provided with a per
diem in the amount of $100 to. cover expenses related to non-group meals and
local ground 1ransportation. These funds should 00 used to cover miscellaneous
meals and travel to and from the airport.
EXECUTIVE LEADERSHIP INSTITUTE
Program Requirements
Page 2
10. All air and rail fares associated with participation in the ELI should be pre-paid by
the NFBPA. Persons driving to and from the training site will be eligible for
reimbursement equivalent to $.25/mile, NFBPA will provide reimbursement within
21 days of receiving proper expense reimbursement paperwork and receipts.
NFBP A urges candidates to make travel accommodations as far in advance as
possible and use the NFBPA carrier when appropriate in order to secure the most
economical fare. . .
11. ELI candidates are expected to become Individual Members of the NFBPA, if they
are not already. A membership application is enclosed and should be returned to
the NFBPA no later than the opening day of the program.
12. ELI candidates serve a dual role as training participants and ELI "ambassadors."
Each is expected to put forth an effort to recruit new members 10 the association,
assist in organizing a local chapter, generate press coverage of the orQ.anization -
specifically as it relates to ELll and secure the adoption of a city council resolution
commending the city's support of NFBPA and ELI. Copies of alf promotional
materials developed with respect to the ELI or NFBP A should be forwarded to the
NFBPA.
13. Each candidate should submit a signed copy of the Program Requirements to the
NFB~ A by August 10, 1993, and a copy of his/her resume for the ELI files no later
than August 10,1993.
14. The matching funds requirement for each participant in the ELI Program is $4,000
which is payable in full by September 10, 1993. The name, title, address and
telephone number of the contact person for billing purposes should be noted below:
. Name: ~VjNf1/i ,$'. AI !/lfE,i.'
Address: 42:1 rV~ /.1Y/v Av't;. / Fl. LlllA/-Jer'(iLile,FJ..333o I
Telephone: ~O_l~) L./-Ot- /SOS-
I have read the ELI Program Requirements listed above, and agree to abide by
these minimurn standards of participation during my candidacy in the program.
i ~.'(.) III IV',; S, A,llIa f; ;-.
lame"(please print)
,/ I
'~:ft~::'.C/ '
I ~
t-It'" brand fax transmittal memo 7671 /I 01 plIgel>. T
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EXECUTIVE
.- . . . . . . . . . . . . . . . . .
NationaL Forul7z.for
BLack PUbLic A(J172ilZ~ltratord
. . . . . . . . . . . . . . . . . .
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A ~ hin III)..: lIlt' rl'ttlll'ill" IHt'p.lr.lIl1111 (llr an
. t''\;ITlIll\T man'lgt:.'l1ll'lll pO~ilitll\ in Jluhlil'
M'ryi< t' j, all ;1"'(""011)(' l;l~k. SIlIlH.' h:l\'<.'
THE
PROGRAtI
.'
arp.ued lhat OIlC.' i~ lle\'er I""~)' prepared for the crises
which (rl'queml)' t'rupt in the offjce~ of city and county
managl'rs, c\1icf~ of ~ta(" [() mayors, stall' government
age-ne)' he;lds and lllhl'r puhlic exec\llivl's.
The National Forum for mack Public Administrators
(NFfiPA) believes that specialized training and dedic:1ted
pr~par;lliCln c:ln position a competent puhlic execlItive
for ultimate sU('Ct'S". Traditional academic uegree pro-
grallls only hegin III introduce the skills. capabilities alld
lIndcrslanuing th;1l \'\'i11l;llcr he "put 10 the test" in a
public: :-;cn'ice elwin ,"mcnt,
NFBPA is conn'rIled :lbout the relatively small
l1umbc..'r of hlacks ;lchie\"ing appoilllmcllts at the exccu-
tive'level ill publk ~en'ice. Although blacks represent 8%
of the puhlic sector workforce, they IwlLl less than 1 % of
all executive positions. Thc NFHJ>A is committed to
t:lking pro-aclive IlH:;\SUres to insure thai loc.1I govern-
ments in the 1990s :lnd beyond receive the unmist:1kabJe
benefit of cultural diversiry in key Icadership and execu-
tive roles.
The Executivc l.eadership Institute (ELI) was
eSlablished in 19H-' :IS a program dedicatcu to grooming
hlack m;uwgers for the rigors of executive: positions in
puhlic sen'icc organii'.ations. As cities. counties and states
f:\ce an enormous arrilY of critical problems - including
escalating crimc r;l\t:s, growing demand for social ser-
vices, rapidly deteriorating infraSlructures, :\Ild diminish-
ing Federal ;tid to 11Ic;llilies - the necu for talented.
energctic, .t\'cl\-tr:lillt-U. and highly c:\pabk execulives
from L1i\'crsc h;lckgrollnus is increasingly present.
ELI was est;lhlishcd to hone the skills and cap:\bili.
ries of an elite corc of black managers and administrators
who have al7'ea{~J' demonstrated superior achievement as
I ;.: ~:...~/:. :",~. 7~,1\. .,\' {~ .~.' :/,,~ ;/ ,j' .~( :~'-l~'" ..~),;:'>~r':.~..~.~ ~'.:~., :.~ .?,i~.\ ~ ".;.. '::.,/,'1.:;..;;;....~ I, .~:
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THE
CURRICULUM
.............
;Js~i.\;l;tnl <'ilf 1l1;1ll.I~l-r.'. d"parlllll'1l1 head:--. hlll'l'ilU chiL'fs,
and the like. The progr.lI11 is not n:tllt.'uial in nature,
rather the succe~s of (,;It:h Instilllt<: rests largc:lr Oil the
collecti\'c talent :lIld ahility of the parlicipalHs.
7 he c\lrri<,,'ulunl for the ELI \\';I~ ue\!<.'1opl.'u with
the ad,'ice and counsel of current and former
- -ciry tll:II1:l~ers. :\Ild faculty at the nation's most
prestigious schools of public administration. The pro-
gram is di\'ided into major and minor curriculum topics.
. '
Major wpies ;Ire those ill which the canuid:lIes spend
eight or more hours of classroom imaructioll and discus.
sion. Some of the major ELl curriculum topic areas are
presentec..l helo'\\':
Public Financial Man:lgcment and Budgcting;
· Communications:
· le:ujership :lnd Problem-Solving;
. Democratic Theory and Public Polic)' Development;
· Professional Devclopment/Personal Marketing;
· Ethics; and
· Managing Organizational Change.
Minor curriculum topics arc: usually coverc:u ill one or
two classroom semin:lr:-;, :lnd include the following:
· Economic Devclopment;
· Time M;In:lgcment;
boor Negotiatiol1:\/Collective Bargaining;
· Environmental RCJ.:ulation; :Ind
· Dispute ResolUlion.
In addition to regularly scheduled seminars :\I1d
workshops, the: Ell prcn'iuc:s c:mdidates with all UppOrlU-
nil1' to interact with prominent individuals from the
private and corporate st:ctors. Past executive roundtablc
leaders include Mayor \~/. Wilson Goode (Philaue1phia),
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COMPOSIYE
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~ttYllr Sharpe .Iallll'~ (Nt'W.llk), Profl'~~llr Barhar;tJordan,
.I0Shll,I I. Smith, and other higl1ly.respected :md promi-
nent hlack puhlic. curpOr;Jlc.' ;lIH..I ci\'ic leaders. Through
the eXt'culi\'e fOulllltablc ~c:ril"s. c;tndidates llt~nefit from
~he insight alld expcril'Ilc(' of individuals who have made
a profound difference in the communities in which the}'
live. (iraduates of lhe Institule have found these unique
oppoflunities for intcr:tClion highly valuable in their
personal and professional development.
· Attendance at each scheduled weekend session;
· C.ompletion of periodic homework assignments;
Participation in class di~cussion, group exercises
;tnd role playing case studies; and
· Submission of a research and problem.solving paper
identifying possible SolUlions to a practical manage.
ment dilemma,
An estimated 20 hours of training will be
provided during the seven weekend sessions
of ELI, in addition to 30 hours of training -
during the kick-off training week, Therefore, approxi-
matelr 170 hours of training :Irc delivcred during :111
annU:l I Executive Le:Hlershi p Institute.
The Faculty for the Executive Leadership Insti-
(ute include succes!;ful practitioners from city,
county, state, and Federal government agencies,
as well as representatives frolll prominent corporations,
In addition, leading academicians from the nalion's most
respected schools of public administration share their
insight on managerial :md technical topics. To address
the professional development component of the curricu-
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, : ,~")1oAor "
lum, NFH}l;\ l'l1li~I'" \ ilL" a~~i:o;t;lIKt' (If pcr:O-lIllllt:1 din'\\ol'S
and exc:cutin: "ht';ld.huntc:rs," whu :1(.h..lrt,S~ strat<:gic
carecr planning and pcrsonal marketing.
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WHO SHOULD Black administr:ltors and managt'l's currently
APPL Y1 serving as assistant or Jeput)' dty/Co\lnry
. . . . . . . . . . . .. . _ mallagcr:o; and departmcnt directors comprise
the eligible applicallt pool for the Institute. If you :tre
committed to prort'ssional development ;Ind a caret'r as :J
public executive, you may be an ideal candidate fur the
Ell. We are partic\ll:lrly interested in admitting those
persons intent on securing the position of C:iq'/County
Manager during thc next 2.5 years.
In addition to aspiring to achieve an t'xecutivc
position, applicants should boast strong academic train,
ing, including a Bachelor's Degree (required) and i\
Master's Dcgree (Preferred). Persons who fulfillthcse
minimum requiremems :ullLh:1\'e demonstrated lcadjr'
ship skills and a commitment to social resronsibility will
receive favorable consideration from the Ell Selection
Committee, If YOll ilre selected as a Candidate, you will
be expected to become an active member and :lmbi\Ssa.
dor of the NfBPA. as well.
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Persons interested in being considered in the
Execulh'c Leadership Institute: must obtain :I
completc program appliciltion. Applicants will
be e\'alu:lled as to their readiness to compkte: an illlCll'
si\'e training program for aspiring public executives, ;lnd,
more specificallr, OJl the following areas: education,
professional experience, leadership experience, soci:tl
responsibility aJld commitment, and writing/analytical
abilit)' .
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APPLICA'fIOM
PROCESS
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PROGRAtI
REQUIREI1EIITS
. . . . . . . . . . . . .
,.RAIMIMG
COMPOSIYE
. . . . . . . . . . . . .
FACUL TV
. . ~ . . . . . . . . .
~l.IYtlr Sh.l\l't' .r;II111'~ (:\"n\';trk). I'r(lk~:-.()r Barbara )ort!;l/l,
Joshua I. Sl1lith, anu ot her highly.fl':-.pCCtl:u :1111.1 promi.
nent 11lack puhlic. corporate anu civic Icauers. Through
the executire rounutable serics. canuidates hellefil from
the insight and cxpcricnc{' of individuals who have m:tuc
-
a prufuund uifferencc in the communities in which Ihey
live. Grauual<:s of the Institutc h;I\'e found these unique
opportunities for interaction highly \'aluable in their
personal and professional development.
AttetHlance at each scheduleu weekend session;
· Completion of periodic homework assignments;
· Panidpation in class discllssion, group exercises
anu role playing case stuuies; and
· Submission of a research anu problem-soh'ing paper
identifying possible sollllions to a practical manage-
ment dilemma.
(
An estimated 20 hours of training will be
provideu during the seven weekend sessions
of ELI. in addition to 30 hours of training
during the kick-off training week. Therefore, approxi.
mately 170 hours of lraining arc delivered during an
annual EXeCl/live Leadership Inslitllle.
., he Faculty for the Executive Leadership Insti.
tute include successful practitioners from city,
county. state, and FeucraJ government agencies,
as well as representatives from prominent corporations.
In adcJition, leading academici~lIls from the nation's most
respecll'u ~cl1oo1s of public ;luministration share their
insight on managerial and technical topics. To address
the professional development component of the curricu,
.:......,'......1/1," 'f ~/:'.:_..\~.. ~I..::...~'f<~':. :.:,:~"..:~~\' .// ::,lo{ (1:., ..\>.-.~..~~~~.,. :-r>~'" ~:,' ..J .....I/~~.:r,...\. :.,
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^ppJjcatioll~ J1lll~t he rn:c:i\'cu :1( the: NFBl'..\ hr July
1st to rccc:in' cO/l!'iuc:r:lIillll, To requc:st an appli<::llioll,
~imply (,'all NFBPA's n:ltion:tl hC::IIJquaI1crs :It (202) .Wt;.
9..\00, or write to: NFBPA. 777 North Capitol Strl'c:t, N,E.,
Suite S07, W:lshington. D.C. 20()02
FORMAT &.
SCHEDULE
P anicipams in the Executive Leadership
Institute attend eiAht training sessions held on
:veekends scheduled over an eight-rnolllh
neriod ~tartinc in Septemher of each year anti typicall)'
-
ending in April. Candidates in the ELI remain 011 their
jobs during the course of the program, and spend :lJ....
proximately 10 work days :IWar from the office. Success-
ful completion of tile Institute curriculum requires
attendance at each and e"er)' training weekend.
The typical weekend schedule for the Institute is :IS
follows: can<..lid:ltcs arrin.' at the trailling site on Thursday
evening. and panicipate ill workshops and seminars
throughout the d;ty on Friday and Saturday. The program
continues on Sundar morning, concluding at 12:00 noon.
At least three of the training sessions are conducted at
program headquarters in Washington, D.C. In :lddition.
off.site weekends h:we been conducted at the following
host institutions:
.. John F. Kennedr School of Government,
II:lrv:lrd University (Cambridge, MA);
.. School of Business. University of Louisville
(Louisville. KY);
· Lyndon B. Johnson School of Public Affairs.
University of Texas (Austin, TX);
· M:ncwell School of Citizenship and Public Affairs,
Syr:Jcu~e Unh'ersil)' (Syr.tcuse, NY); and
· \X'harwn School of Business,
University of Pennsylvania. (Philadelphia. PA).
e . . . . . . . . . . . .
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c.~A- c;{j3C/13
CLEARWATER
POST OFFICE BOX 4748
C LEA A W ATE A. F LOA IDA 3 4 6 1 8 . 4 7 4 a
. Human Resources Department
462.6870
June 29, 1993
III b ~
b.~.
Ms. Yvonne S. W. Magee
421 Northeast 13 Avenue
Fort Lauderdale, FL 3.3301
Dear Ms. Magee:
Thank you for your letter and resume In response to our recent Jdvertisement for
the posi tion of Execu ti ve Oi rector/Commu ni ty Redeve lopment Age ncy.
Your resum~ will b~ reVIewed In a manner lO be determined by the Community
Redevelopment Agency. As we placed ads in various publications and He accepting
resumes for the position through the end of June. we do not anticipate this review
process to be completed until the first week in July.
\Ve do anticIpate :.l number of responses and expect that the resum~ reVIew process
will result in narrowing the entire group of candidates to a smaller group of top
candidates. At that time. further review will occur with respect to the top candidates.
.-\s soon a~ preliminary reviews hJve been completed and decisions mad~. we. wi II
apprise you of the process and your standing at that time.
Your interest in the posltton of Ex.eculive Director/Community Redevelopment
Agency for the City 'of Clearwater is appreclaled.
Sincerely,
H. . ylichael La rsen
Human Resources Director
HML/dlf
()
. . E a u a I E m D I 0 Y me": .j n d ~ t ~ I r m a I I 'I e Action E m p I 01 P. r
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YVONNE S. W. MAGEE
421 Northeast 13th Avenue
Fort lauderdale, Florida 33301
June 16, 1993
Human Resources Director
PO Box 4748
Clearwater, Florida 34618-4748
Dear Personnel Director:
It is with great pleasure that I submit the enclosed resume in
response to your recruitment for an Executive Director of the
Community Redevelopment Agency. I have spent the last twelve
years of my professional career in municipal government focusing
on community planning, redevelopment, housing, economic
development, as well as all aspects of capital improvement
activity, from the gestation stages, involvement of professional
architects and engineers, through private or public contractors'
construction processes. This has, of course, included all aspects
of budgetary and fiscal management. During these periods, my line
of authority has been directly to a Mayor, a Chief Administrative
Officer, an Assistant City Manager or a Department Head. My
current tenure as Assistant Director of the Economic Development
Department (salary $65,000) assists the Director in the management
and direction of four components - general aviation airport,
business recruitment/retention and real estate, housing and
community development, and marine facility operations. Nnong
other things, this involves the planning and implementation of
major historic, downtown and central beach revitalization and
redevelopment; housing and other development efforts.
I am experienced in working closely with elected officials,
boards, developers, major lending institutions, other agencies,
the residential and business communities. Hopefully, you will
agree with my potential for candidacy in this position. Please do
not hesitate to contact me should additional information be
necessary. I look forward to hearing from you soon.
Sincerely,
11 1
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RESUME
YVONNE S. W. MAGEE
421 Northeast 13th Avenue
Fort Lauderdale, Florida 33301
HOME: (305) 525-5246
OFFICE: (305) 468-1505
EXPERIENCE
4/91 - PRESENT
ASSISTANT DIRECTOR
Department of Economic Development
City of Fort Lauderdale
Fort Lauderdale, Florida
Provide administrative support, supervision and
direction to the following four major
components/divisions: (1) Executive municipal airport,
servicing corporate flights and managing the leasing
of 1200 acres of industrial property. (2) Development
projects, with focus on beach and downtown/river area
redevelopment, including acquisition, demolition,
capital improvements, publ ic/private partnerships and
historic preservation. (3) Community development,
encompassing the Community Development Block Grant
(CDBG), Rental Rehab;l itation Program (RRP), HOME,
Emergency Shelter Grant Program and various other
federal, state, and locally funded housing and
development efforts. Includes over 50 acres of
acquisition and relocation of nearly 600 families and
businesses, administration of CDSG and General
Obligation Bond (GOB) funded public housing and other
public and capital improvements; linking the RRP to
Section 8 program for rehab, rent reasonability, and
availability of Section 8 certificates/vouchers;
administration of rehab and other housing programs
(replacement housing and new construction) including
Section 8 inspection process, rehab to Section 8
standards; development and administration of affordable
home ownership and various other housing programs,
including contracting to construct 408 units of rental
housing. (4) Business services, including aggressive
outreach to coordinate and encourage business growth,
development and retention, minority business
development, administration of state Enterprise Zone
program and implementation of a commercial building
rehab program; management of the City's real estate
function including obtaining and disposing of
easements, rights of way, leasing City owned property,
acquisition, demolition and interim property board ups;
and management of public docks and waterways from a
business development perspective.
8/89 - 4/91
DEPUTY DIRECTOR
Department of Planning and Community Development
City of Fort Lauderdale
Fort Lauderdale, Florida
Coordination of redevelopment activities and
superV1Slon of all functions of the Community
Development Division including various HUD programs,
Resume Continued
neighborhood GOB activity, economic development, and
neighborhood oriented special improvement projects
(i.e., safe neighborhood and Enterprise Zone).
Responsibilities included all of the community
development aspects identified above and major aspects
of the business services component. In addition to
direct supervision and administration of the division,
served in the capacity of Deputy Director to
traditional City planning division incorporating
aspects of zoning, land use, platting, etc.
11/82 - 8/89
DIRECTOR
Department of Community Development
City of Kenner
Kenner, Louisiana
Administration of the City's comprehensive housing,
community and economic development programs. Tasks
included planning, grant preparation, program
development, implementation and evaluation, personnel
and budget management. Administered City's CDBG, RRP
and other housing programs. Traditional activities
included capital improvements, conmercial area
revitalization, housing rehab, public housing
modernization, etc. Worked closely with the public
housing authority administering programs described
previously as a part of the community development
function.
8/19 - 8/85
BROKER ASSOCIATE. REALTOR ASSOCIATE
Latter & Blum, Inc., Realtors
New Orleans, Louisiana
Independent contractor servicing the greater New
Orleans area. Provided real estate marketing, sales
and leasing services.
8/14 - 11/82
FAMILY SERVICES ADMINISTRATOR
Coamunity Services Department
Housing Authority of New Orleans
New Orleans, Louisiana
Human services developer for the agency. Functioned as
program director in absence of department head.
Provided planning, support, direction, and technical
guidance for the effective organization and
implementation of a Title XX Social Services Block
Grant program. Direct supervision of five (5)
supervisory level personnel at five (5) conventional
public housing developments. Indirect supervision of
40 staff persons. Program included provision of
health, homemaker, consumer education and
transportation services for public housing residents.
Worked closely with public housing managers to improve
housing and living conditions for residents.
Resume continued
9/72 - 7/74
SOCIAL SERVICE CONSULTANT/OUTREACH SOCIAL WO~ER
Irish Channel Crisis Center for Children
New Orleans, Louisiana
Provided social work consultation services to teachers,
students, and parents of two (2) area public schools.
Developed and administered a program of direct activity
and counseling groups with students and parents.
Coordinated and administered the social service aspects
of a summer day care program for youth. Supervised ten
(10) graduate social work students in the provision of
group and individual counseling to children in this
program. Provided mental health counseling to youth
and. fam il i es .
1/72 - 9/72
COMMUNITY ORGANIZATION SPECIALIST
Hew Orleans Council on Aging
New Orleans, Louisiana
Coordinated and organized social and political
influence groups and programs for the elderly.
Interacted with other agencies and community groups to
promote and facilitate the development of programs and
services for the elderly. Supervised two (2) outreach
workers in the day-to-day organization and functioning
of senior citizen groups developed at the neighborhood
1 eve 1 .
EOUCA TI ON
MASTER OF PUBLIC ADMINISTRATION - 1979
University of New Orleans
New Orleans, Louisiana
MASTER OF SOCIAL WORK - 1971
State University of New York at Albany
Albany, New York
BACHELOR OF ARTS IN SOCIOLOGY - 1970
Grambling State University
Grambling, Louisiana
PROFESSIONAL AFFILIATIONS
1/87 - 8/89
Vice-President for Community Revitalization and
Development, Louisiana Housing Council.
Member, Southwest Regional Community Revitalization and
Development Committee, National Association of Housing
and Redevelopment Officials.
Member, National Community Revitalization and
Development Committee, National Association of Housing
and Redevelopment Officials.
Member, Board of Directors, National Community
Development Association.
10/87 - 8/89
10/87 - 8/89
4/87 - 8/89
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Resume continued
1/87 - 8/89
10/85 - 8/89
1979 - 80
Member, Executive Committee, Louisiana Housing Council
Member, Community Revitalization and Development
Committee, Louisiana Housing Council.
Member, Mayor's Business Development Council, City of
New Orleans, Louisiana
REF~RENCES
See Attached
MAJOR ACCOMPLISHMENTS
Introduced, Developed and Implemented:
-Replacement housing program
-New construction home ownership program
-Commercial (facade) rehab program
-Emergency relocation assistance program
-Local community development corporation
Developed and Implemented:
-Minority business plan and program
-Safe neighborhood plan
Other Accomplishments:
-Created viable Lincoln Park Business Complex
-Developed links with community development
corporation, public housing and other nonprofit
housing agencies
-Successfully obtained HUD, Section 108 loan guarantee
-Successfully recruited and hosted two State Minority
Business conferences and trade fairs
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REFERENCES
Gerald Burgess, county Administrator
Botetourt County
(former ACM, city of Ft. Lauderdale)
1 West Main Street - Box 1
Fincastle, Va. 24090
Telephone: (703) 992-8223
Kathie o. C1ark, Community, Planning, Dev. Rep_
u.s. Dept. of HUD
New Orleans Area Office
1661 Canal street
New Orleans, La. 70112
Telephone: (504) 556-7250
George L. Hanbury, City Manager
City of Ft. Lauderdale
100 North Andrews Avenue
Ft. Lauderdale, Fl. 33301
Telephone: (305) 761-5013
Carlton B. Moore, Commissioner
City of Ft. Lauderdale
100 North Andrews Avenue
Ft. Lauderdale, Fl. 33301
Telephone: (305) 761-5004
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C I T Y
OF CLEARWATER
POST OFFICE BOX 4748
C LEA R W ATE R, F LOR IDA 3 4 6 1 8 . 4 7 4 8
Human Resources Department
462.6870
June 29. 1993
Ms. Dottie Stephenson
125 South Genois Street
New Orleans. LA 70119.
Dear Ms. Stephenson:
Thank you for your letter and resume in response to our recent advertisement for
the position of Executive Director/Community Redevelopment Agency.
Your resume will be rt='/Iewed In a manner to be determined by the Community
Redevelopment Agency. As we placed ads In various publications and Jre accepting
resumes for the position through the end of June. we do not anticipate this review
process to be completed unttl [he first week in July.
\Ve do anticipate a number of responses and expect that the resume revIew process
will result in narrowing the entire group of candidates co a smaller group of top
candidates. At that time, further review will occur with respect to the top c:lOdidates.
As soon as preliminary reviews have been completed and decisions made. we will
apprise you of the process and your standing at that time.
Your interest in the position of E.xecutlve Direccor/Community Redevelopment
Agency for the City of Clearwater is appreciated.
Sincerely,
H. Michael Eaursen /
Human Resources Director
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125 South Genois Street
New Orleans, Louisiana 70119
June 21, 1993
~ \1~ 7. 8 ,.
Human Resources Director
P.o. Box 4748
Clearwater, Florida 34618-4748
Dear Ladies and Gentlemen:
Please consider my qualifications including fifteen years'
experience in community and economic development in your search
for a new Executive Director of the Community Redevelopment
Agency. After fifteen years in city government I have learned
how to approach problems creatively and to make new things happen
for the community. The fun and challenge have come from working
with a variety of people -- neighborhood and community leaders,
downtown business people, and local and national developers --
and from the wide range of economic development projects --
neighborhood revitalization, small business recruitment,
redevelopment of the former World's Fair site along the Central
Business District's riverfront, and tourism and major commercial
real estate projects.
Two of the major redevelopment projects that I currently am
working on are:
· Serving as Executive Director of the Canal Street Development
Corporation, a public benefit corporation, which owns the
former Dillard's downtown department store, parking garage and
annex building; I am managing the leases and negotiating a
second mortgage City loan to a private developer for an all-
suites hotel and multi-family units.
Canal Street is our main downtown shopping corridor. The
Development Corporation was organized to acquire and redevelop
properties in the CBD.
· Senior staff member of City's team of legal and financial
advisors who negotiated a general development agreement and
land lease for a $400 million world class casino. This is one
of the city's top redevelopment projects and its most
controversial.
; ~ '
Human Resources Director
June 21, 1993
Page 2
Recently I completed the following:
· Negotiated a 4,000 acre land swap among the City, the
Conservation Fund, the u.s. Fish and Wildlife Service, the New
Orleans East Economic Development Foundation, and the
Louisiana Nature Center as part of the establishment of the
Bayou Sauvage National Wildlife Refuge.
· Secured the consent of more than 70% of the property owners
within 300 feet of the City-owned Piazza d'Italia in order to
clear the title to the property. This is the proposed site of
an $80 million Ritz Carlton Hotel.
· Coordinated the City's strategic economic development planning
process with eight critical issues task forces and a national
consulting firm selected to prepare the plan, "A Blueprint for
Economic Revival."
· Developed funding criteria and evaluation process for the
City's newly established Economic Development Trust Fund.
I trust my resume conveys a sense of my accomplishments and
experience as well as my ability to work effectively with both
the private and public sectors. I served as Executive Director
of the Freret Street Development Corporation for six years and
was responsible to a nine member Board of Directors comprised of
community residents, property owners, and business leaders. I am
currently the Executive Director of the Canal Street Development
Corporation and serve this board whose members are business
people and City Council members. Managing the Urban Development
Action Grant Program, the City's other financing programs and the
redevelopment of the riverfront requires extensive coordination
due to the complexity of the development issues as well as the
number of players, public and private, in any major real estate
development.
In addition to my development expertise, I have just completed a
two year extensive economic development planning process with
heavy participation from the business community which resulted in
the City's strategic economic development plan, "A Blueprint for
Economic Revival." I organized a. conference held in late May to
update the plan, now a year old. Our consultant, the Strategic
Planning Committee, and members of the eight critical issue task
forces reviewed the progress that we had made in implementing the
goalsp objectives and strategies of the plan. We also formed
additional task forces to address new critical issues that have
. .
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June 21, 1993
Page 3
surfaced in our economy during the past two years, such as
riverboat gaming and a land-based casino.
There is no decision more important than choosing the right
person for a job. To give you a feeling for who I am, what I do
and how I approach urban development, I have enclosed a sampling
of articles, memos and letters about my work along with your
requested list of references. Will you kindly speak with me
before you contact my references.
I wish you and the Community Redevelopment Agency of Clearwater
the very best in your search for a new Executive Director.
Sincerely,
~ /rG;//u;/j"i~
Dottie step~nson
Enclosures
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DOROTHY B. STEPHENSON
REFERENCES
MR. LARRY ROSENSTRAUCH
Director of Economic Development
City of Charlotte
600 East Trade Street
Charlotte, North Carolina 28202
(704) 36-3399
Former Director of Urban Development, Mayor's Office, City of
New Orleans; my supervisor from 1982-1987
MR. NORTON BERMAN
President
Economic Development Services, Inc.
21 Kercheval, Suite 200
Grosse Paiute Farms, Michigan 48236
(313) 885-8711
Consultant to City of New Orleans for the strategic economic
development plan, "A Blueprint for Economic Revival."
MR. STEPHEN CHOUEST
4732 Utica Street
Metairie, Louisiana 70003
(504) 455-7300
Private attorney and former legal counsel for the New Orleans
Exhibition Hall Authority; outside legal advisor to City on all
riverfront development issues, presently Mr. Chouest is the attorney
to the Canal Street Development Corporation.
MRS. SYLVIA ROY
Board of Directors
Canal Street Development Corporation
7820 Maple Street
New Orleans, Louisiana 70118
(504) 865-1181
MR. ROBERT TANNEN
Frederick R. Harris, Inc.
807 Howard Avenue
New Orleans, Louisiana 70113
(504) 529-4533
Urban designer and planner
EXPERIENCE:
DOROTHY B. STEPHENSON
Director, Mayor's Office of Urban Development, City of New Orleans,
Louisiana-, 1987 - Present.
Manage City's major commercial downtown and riverfront projects;
structure and negotiate City's position through loans, leases, equity
partnerships, and cash flow participation.
S~nior staff member of City's team for developing $400 million Rivergate
Casino; team prepared RFQ!P, established criteria and evaluated proposals
for Mayor's selection of private developer; assisting legal and financial
consultants with negotiations of a general development agreement and
lease; advise Mayor on impact and policy issues related to casino.
Executive Director of the Canal Street Development Corporation which
owns the former Dillard's downtown department store, parking garage and
annex building; negotiated 99 year leases and $5.6 million second
mortgage loan to private developer for a hotel and apartment complex.
Manage $40 million Urban Development Action Grant (UDAG) loan
portfolio including loan work-outs and project restnlcturings; developed
policy for use of UDAG loan repayments for economic development.
Supervise 5 professional and technical staff members.
StrUctured and closed $5.2 million HUD Section "10811 loan for Pic 'n'
Save disuibution center.
Managed City's participation in developing "A Blueprint for Economic
Revival," New Orleans' strategic economic development plan; served as
staff director for implementation of the plan.
Developed funding criteria for City's newly created Economic
Development Trust Fund and evaluated 1992 and 1993 project proposals;
result was the award of $6 million for 15 economic development projects.
Developed national model housing program for purchase, renovation and
resale of 52 vacant, abandoned houses to low and moderate income buyers
in target neighborhood through public/private partnership.
DOROTHY B. STEPHENSON
Page 2
EXPERIENCE (Continued)
Deputy Director, Mayor's Office of Urban Development, City of New
Orleans, Louisiana, 1984-1987.
Administered and supervised the public reVIew process for major
development projects, including the $114 million Convention Center
expansion and Rouse's $55 million Riverwalk. Coordinated work of City
departments; prepared contracts for appraisers, attorneys, and fmancial and
real estate consultants; conducted meetings with community groups,
consultants and city personnel; evaluated project impact; identified and
analyzed issues of concern; and developed recommendations and reports
for tvIayor and City Council.
Managed 15 Urban Development Action Grant (UDAG) projects totalling
$43,500,000.
Analyzed and determined feasibility of developers' real estate proposals
and requests for financial assistance.
Project l\1anager, Neighborhood Commercial Revita1il..ation, Mayor's
Office, City of New Orleans, Louisiana, 1978-1984.
Designed and implemented Neighborhood Commercial Revitalization
Program including business recruitment campaign which attracted $2.5
million in new private investments to Freret Street including Eckerd Drugs,
Domino's Pizza and Freret Veterinary Hospital.
Supervised all aspects of the $5,000,000 redevelopmentof the Freret Street
Commercial District including drafting and securing City Council approval
of the Freret Street Commercial District Ordinance.
Organized 2 local development corporations and secured initial capital of
$350,000. As Executive Director of the Freret Street Development
Corporation designed and managed commercial rehabilitation loan
programs which generated more than $500,000 in private reinvestment;
wrote and received 2 Economic Development Administrati.on grants
totalling $602,500 for public improvements.
Program Developer, Chief Administrative Office, City of New Orleans,
Louisiana, 1977 -197 8.
Developed strategy and work program for the economic and physical
redevelopment of City's older neighborhood shopping districts. Mayor
included program in his economic development platform.
. ~
DOROTHY B. STEPHENSON
Page 3
EXPERIENCE (Continued)
EDUCATION:
PROFESSIONAL
DEVELOPMENT:
-
-
Developed. criteria for selection of commercial strips for redevelopment
and conducted comparative study of 13 neighborhood shopping districts for
market potential. .
New Orleans Public Library, City of New Orleans, Louisiana, 1973-
1977.
Promoted from Children's Activities Coordinator of neighborhood branch
to Publicity and Community Relations Director of regional library.
Organized all adult library programs; selected topics, speakers, and handled
advertising for international film series, arts festival, and book reviews.
B.A. magna cum laude, English Literature, Newcomb College of Tulane
University, 1972.
Graduate, l't1etropolitan Area Committee (MAC) Leadership Forum, 1983.
Licensed Louisiana Real Estate Sales Associate.
LOTUS 1-2-3.
Successfully completed:
Commercial Investment Real Estate Council's (C.C.I.M.) Courses,
"Fundamentals of Real Estate Investment and Taxation" and "Location and
Market Analysis"; Control Data's "Building Your Own Business" (40
hours); and National Development Council's courses in economic
development finance, credit analysis, real estate finance and loan
packaging.
Business Address
Mayor's Office
Urban Development
City Hall - 8ED7
New Orleans, LA 70112
Telephone: (504) 565-6953
Home Address
125 South Genois Street
New Orleans, LA 70119
Telephone: (504) 484-7370
-
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CITY
OF CLEARWATER
POST OFFICE BOX 4748
C LEA A W ATE A. F LOR IDA 3 4 6 1 8. 4 7 4 8
Human Resources Oepanment
462.6870
June 21. 1993
Mr. Peter F. Gozza
3184 Wessex Way
Clearwater.. FL 34621..
,
i
I
Dear Mr. Gozza:
Thank you for your letter and resume 10 response to our recent advertisement for
the posi ~ion of Executi ve Oi rector/Communi ty Redevelopment Agency.
Your resume will be reviewed in a manner to be determined by the Community
Redevelopment Agency. As we placed ads in various publications and are accepting
resumes for the position through the end of June. we do not anticipate this review
process to be completed until the first week in July.
\Ve do anticipate a number of responses and expect that the resume review process
will result in narrowing the entire group of candidates to a smaller group of top
candidates. At that time. further review will occur with respect to the top candidates.
As soon as preliminary reviews have been completed and decisions made. we will
apprise you of the process and your standing at that time.
Your interest in the pOSItIOn of Executive Director/Community Redevelopment
Agency for the City of Clearwater is appreciated.
Sincerely,
H. Michael Laursen
Human Resources Director
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Peter F. Gozza
3184 Wessex Way
Clearwater, FL 34621
H (813)789-8831
o (813)541-0800
JUN , 6199a
June .14, 1993
Human Resources Director
P.O. Box 4748
Clearwater, FL 34618-4748
To Whom It May Concern,
_ Please accept this letter and enclosed Resume' as an expression of interest in the position
of Community Redevelopment Director as advertised in the Wall Street Journal.
I am presently employed by the City of Pinellas Park as CRA Director at an annual
salary of $50,000.00+. Prior to that I served as Economic Development Director for the City
of Monroe, Michigan at $39,000.00 annually and prior to that Community Development
Director, in Liberty New York at $25,000.00 annually.
If I can provide additional information please feel free to call on me at home or in my
office. I have .enclosed both numbers.
-"
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PETER F. GOZZA
3184 Wessex Way
Clearwater, FL 34621
SUMMARY OF EXPERIENCE:
II FLORIDA
City of Pine lIas. Park since 1989'11
PLAN DEVELOPMENT
.. Prepared request for proposal and arranged for the selection of the
consulting firm used to prepare a thirty year development plan.
. Made all presentations necessary to successfully walk the plan through the
process of adoption.
FINANCE
. Established redevelopment trust fund and enjoyed a first year T.LF.
capture of $166,000.00.
. Using the Community Re-investment Act as an incentive made
arrangements with three local banks to set aside $500,000.00+ for low
interest loans to commercial property owners for exterior renovations. The
interest rate in most cases is 95 % of prime.
. Applied for and received $150,000.00 grant from the Department of
Transportation. The money was used for landscaping improvements to 3 miles
of roadway, converting an asphalt slab to a park like setting .
. Investment in the redevelopment area exceeded $4,000,000.00 in the first 3.5
yrs.
ECONOMIC DEVELOPI\1ENT
. Testified, on behalf of the Florida Redevelopment Association, before the
Senate Community Affairs Committee, State of Florida.
. Serve on the board of the C.E.O. committee. A chamber initiative to retain
existing, assist expanding and solicit new industry.
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2
. Coordinated all facets of the community with the redevelopment effort
bringing together residents, business leaders, arts groups, preservationists etc..
. Established a design review board made up of members of the design
profession. The board serves as volunteers and has worked ex.tremely hard
at establishing design guidelines for the redevelopment district. The board,
initially perceived as another layer of government, has been well received by
the development community and is now perceived as a way to protect
investment.
[I MICIDGAN
City of Monroe 1986-1989
II
ECONOMIC DEVELOPMENT
. Administered the office of Economic Development for the City of Monroe.
. Negotiated a joint development agreement with the Port of Monroe to
develop a 60 acre parcel owned by the city containing a number of
abandoned industrial buildings. The agreement required the port to
provide $250,000.00 a year for 15 years in exchange for half ownership.
The money was used for demolition.
. Assembled a 305 acre mixed use development.
. Assisted in the development of two marinas.
. City's representative to the: Local Development Finance Authority,
Downtown Development Authority, Historic District Committee,
Port Authority.
--
.
,,', ,'.
Peter F. Gozza
3
FINANCEIDOWNTOWN DEVELOPMENT
. Assisted two major corporate expansions by providing for and arranging the
financing of the necessary public improvements.
. Re-negotiated the sale price of the slow moving buildings, in many cases
with absentee property owners.
. Established a $200,000.00 loan fund for facade renovations. The fund was
privately funded.
II NEW YORK
~ II
COMMUN1TY DEVELOPMENT
. Three federal grant applications approved, all competitive, all 100%
funded, which attracted $3,000,000.00 in private investment
. Established two revolving loan funds used to assist new business startup.
. Guided department head responses to community agency requests for
services
. Received and directed the resolution of problems and citizen complaints in
the city managers absence.
~ EDUCATION .
~
. Graduate of the University of Miami, Coral Gables Florida with a BBA
in finance.
. Certificate in Economic Development AEDC.
. University of South Florida Institute of Government Executive Fellows
Program.
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PETER F. GOZZA
REFERENCES
PlNELLAS PARK REDEVELOPMRNT AGENCY
William Mischler, Chairman
8155 57th St N.
Pinellas Park FL 34621
(813)871-4045
WADE TRIM
David Gildersleeve, President
4919 Memorial Hwy
Suite 200
Tampa, FL 33634
(813)882-8366
PINELLAS PARK CHAMBER OF COMMERCE
Rita G. Bott, Executive Vice President
5851 Park Blvd
Pinellas Park, FL 34665
(813}S44-4777
CITY OF SAFETY HARBOR
Ronald F. Pianta, Planning Director
750 Main Street
Safety Harbor, FL 34695
(813)726-0780
SUN MEDIA LICENSING
David B. Sutton, President
25 South Monroe St.
Suite 205
Monroe, MI 48161
(813)242-6605
PINELLAS COUNTY
Fred Marquis, County Administrator
315 Court St.
Clearwater, FL 34616
(813)464-3485
CITY OF MONROE,T MI
Samuel J. Mignano, Former Mayor
1002 East Third Street
Monroe, MI 48161
(313)241-6250
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C I T Y
o F C L. EAR W A 'I' E R
POST OFFICE BOX 4748
C LEA A W ATE R. F LOR IDA 3 4 6 1 8 ' 4 7 4 8
Human Rosources Oeparlmenl
462.6810 June 30, 1993
Mr. Alfred J. Holzman
1000 West Avenue. Suite 1125
Miami Beach. FL 33139.
Dear Mr. Holzman:
Thank you for your letter and resume in response to our recent advertisement for
the posi tion uf Execu ti ve Di rector/Com muni ty Rcdeve lopme nt Age nc y,
Your resume will be reviewed In <1 manner 10 be determined by the Community
Redeve 10 pme nt Agency. As we placed <1ds in various pub I iCJtions and are acceptj ng
resumes for the position through the ~nd of June. we do not anticipate this review
process to be completed until the first week in July,
\Ve do anticipate a number of responses Jnd ~xp~ct that the resume revIew process
will result in narrowing the entire group of candid:.ltes to a smaller group of top
candidates. "'\t that time. further review will occur with respect to the top candidates.
As soon as pre Ii rni na ry re views ha ve been comp Ie t~d J nd decis ions nl3de. we w 111
3pprise you of the process and your standing <1t that time.
Your interest in the position of Executive Director/Community Redevelopment
Agency for the City of Clearwater IS appreciated.
Sin cere I y .
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ALFRED J. HOLZMAN
1000 WBST AVENUE, SUITE 1125
MIAMI BEACH, FLORIDA 33139
~;.;;'l 3 a 1993
(305) 6n-SOO7
June. 25, 1993
Human Resources Director
City of Clearwater
Post Office Box 4748
Clearwater, Florida 34618-4748
Dear Human Resource Director:
In response to your recent advertisement, I am enclosing a back-
ground summary, in application for the position you have available
as Executive Director, Community Redevelopment Agency.
It is with great interest that I apply for this position, because I
am Quite familiar with downtown Clear\'/ater. My first visit was
many years ago \'ihen I was a final ist for a downtown redevelopment
directorship position. I have seen many changes in the core center
and surrounding areas since that time. An agressive program under
a progressive and dedicated CRA Board, with downto\'/n stakeholder
support, can make a difference. I can help.
As an update to the resume, you should know that I presently serve
as Consultant to three not-for-profit economic development corpor-
ations which operate within the city of North Miami. They are:
Downto'iln North Miami Business Association; Greater Biscayne Boul-
evard Business Association and Greater Northwest Seventh Avenue
Improvement Association.
These groups function with voluntary boards of director, are start-
up operations, and to all of them, I provide advice, direction,
leadership, and carry out their programs, projects and day to day
administrative needs. I have served as a consultant since 1986,
and as a self-employed professional executive recruiter since 1987,
under the name Summit Executive Search Consultants, Inc.
My Florida experience has been in Miami Beach, North Miami, Town of
Davie, Hallandale, Dade County, etc. I am thoroughly familiar with
Florida Community Redevelopment Agency law, under Section 163.
As CEO, I have undertaken nearly every facet of urban/community-
downtown-economic development, including property acquisition,
disposition, rehabilitation, administering a downtown commercial
loan program, finance, real estate, special events, communications,
strategic planning, consensus building, and quite importantly the
recruitment of business to downtown. My strengths in this realm
include marketing, real estate, finance, deal-making, and, because
of my own family history, knowing how retailers think, and, how
retailing works.
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While I have been self-employed, earnings have varied but have been
in the Fifties. My last two salaried positions paid $48,000 and
$52,000. References are attached. P lease note the Downtown Idea
Exchange article about my thoughts on key qualifications and skills
for a downtown executive.
I am a candidate with considerable experience who has been away for
a few years, and now \~ishes to return to a full time directorship.
I am recently married. My wife is an Architect. We have no child-
ren. Relocation will be relatively easy.
I look forward to an invitation to further present my qualifications
to you and key Agency members. .
I may be reached at my office telephone, 672-5008, during the day.
Very truly yours,
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REFERENCES FOR ALFRED J. HOLZMAN
Guy C. Fraker
Attorney at Law
308 East Washington Street
Bloomington, Illinois
309/828-4311
(Former President, Bloomington Unlimited, Inc.)
Jerry Gummere
Chairman of the Board
Peoples Bank of Bloomington
126 North Center Street
Bloomington, Ilinois
309/828-5211
(Former President, Bloomington Unlimited, Inc.)
Jerome McClain
Vice President & Dir. of Community Affairs
Society National Bank
127 Public Square
Cleveland, Ohio
216/622-8270
(Former President, Hist. Warehouse Dist. Devel. Corp.)
Laurence A. Alexander
Consulant & Publisher
Alexander Research & Communications, Inc.
215 Park Avenue South
New York, New York
212/228-0246
(Publisher, Downtown Idea Exchange)
Al Griffin
Grif's Western
6450 Orange Drive
Davie, Florida
305/949-1943
(Former President, Downtown Davie Development, Inc.)
~1ike Viny
The DaIad Group
6200 Rockside Woods Boulevard
Independence, Ohio
216/447-0070
(Major developer, Hist. Warehouse Dist., Cleveland)
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'Alfred J.Holzman
1000 West Avenue, Suite 1125. Miami Beach, Florida 33139
Home: 305/672-5007 Office: 305/672-5008
~rience
CONSULTANT, Miami Bench, Florida (1986. Present)
Contracted with the City of Miami Beach to organize and manage its Lincoln Road Manar;ement
Program, an effort to spearhead central business district revitalization, including an eight-block
outdoor pedestrian shopping mall. Initiated business recruitment. Compiled vacancy data.
Conceived and directed successful festival. Coordinated special events. Formed not-for-profit
development corporation to sllcceed city-sponsored program. Wrote by-laws. Guided process
toward implementation.
Selected by the Town of Davie, Florida, to organize a private sector effort for downtown
revitalization and economic development. Identified leadership. 110tivation and consensus
evolved through multiple meetings. Not-for-profit downtown development association
established. Developed by-laws, goals and objectives, work program, committees, budget and
menlbership recruiting strategy. Provided on-going services to Downtown Davie Development,
Inc. with guidance, advice, leadership and program implementation.
Retained by Greater Miami United, Inc. to evaluate overall perfonnance and delivery of services
of five community development corporations (CDC) engaged in commercial revita.lization.
Research, site visits culnlinated in fomlal reports. Provided technical assistance.
Conceived and conducted successful one-day workshop for CDC directors and board members
entitled: CDC Management: Principles and Practices. Topics included basic principles of
association management, roles of executive director and board, developing leadership, goal
setting, newsletter writing and publishing, fmance. membership marketing and services.
Serve a variety of clients located throughout Dade and Broward Counties, Florida.
Historic Warehouse District Development Corporation, Cleveland, Ohio
EXECUTIVE DIRECTOR (1985)
Administrator of fony acre historic district within downtown Cleveland comprised of large
warehouse buildings. many with unique features, and designated as landmark status. Worked
with consultant and stakeholders in preparation of Streetscape Plan and its implementation by
the City of Cleveland.
Coordinated all facets of operation of 260-membcr association. Staff for Design Review,
Finance, Marketing and Membership Committees. Emphasis on communication and
improvelnent of image through newsletters, descriptive brochures and public speaking.
Re-wrote Corporate By-Laws. Developed contacts with prospective tenants and investors.
Bloomington Unlimited, Inc., Bloomington, illinois
EXECUTIVE VICE PRESIDENT (1976-198.'5)
Chief Executive Officer of private, not-for-profit downtown development corporation. Major
responsibilities include9 the attraction of new business to the central business district, as \vell as
planning and development activities.
Secured ove.r 90 conunercial and retail tenants, including dnlg chain store, major restaurant,
and office users. Handled marketing, promotion and applicant processing for unique,
successful, public-private Downtown Comnlercial Rehabilitation Loan Fund.
Increased association membership from 95 to 225. Improved membership services and
communications. Established bi-monthly newsletter. lnitiated annual downtown achievement
awards to recognize notable accomplishments. Spoke at various local~ statewide and national
meetings.
EarlieLEx-I1.enence
City of Newbw1J, New York
DIRECTOR OF COMMUNITY DEVELOPMENT
Administered Community Development Block Grant Program funded at $4.2 million.
Coordinated staff of 15. Completed projects included street improvements, planning and
construction of parks, playgrounds, historic restoration, neighborhood rehabilitation planning,
major downtown waterfront restoration, transpoffi1.tion study, water treatment facility
iInprovements, Section 8 housing prograru and central business district revitalization.
CONSULTANT, Miami, Florida
Housing, Urban Renewal, Community Development and Human Resources Consultant to a
number of well-known public and private sector clients in Florida, Maryland and Washington,
D.C. Assignments included housing, relocation and community development studies, market
analyses and feasibility studies.
Metropolitan Dade County, Miami, Florida
ASSISTANT DmECTOR FOR URBAN DEVELOPl\ffiNT
Responsible for overall adnunistration of operations of eight Neighborhood Development
Programs throughout Dade County. Staff of 170; budget of $13 million.
New Kensington Redevelopment Authority, New Kensington, Pennsylvania
EXECUTIVE DIRECTOR
Overall administrator of three redevelopment projects. Secured developer and major anchor
tenant for downtown shopping center.
Rome Urban Renewal Agency, Rome, New York
EXECUTIVE DIRECTOR
Administrator of urban renewal project for redevelopment of the central business district
Poughkoopsie Urban Renewal Agency, Poughkeepsie, New York
RELOCATION DffiECTOR
Responsible for relocation of 180 fanlilies and 20 businesses.
Education
~l1aster of Public Administration, New York University
Major: Urban Renewal and Housing
Bachelor of Arts, Queens College, Flushing, New York
Major: Political Science; Minor: Economics and Sociology
Affiliations
Past President/Founder, Illinois Downtown Development Association
Member, National Association of Housing and Redevelopment Officials
References
Furnished upon request
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Dow'ntown Idea Exchange
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Essential Information for Downtown Revitalization
Volume 37, Number 22 November 15, 1990
Get The Right Downtown Executive:
Key Skills And Qualifications Needed
Essential qualific'iHions for top notch downtown
executives include many things from strong
technical skills to personrll ethics.
The latter point is most commonly over-
looked by downtown groups. A downtown or-
ganization, unless fllnd~d totally by public
funds, is a non-profit. So, an essential criterion
is that good downtown executives know thc
dowlltowll developmcnt processes and proce-
dures alld basic associwioll /1lmzogemenl.
Because one of the vital jobs for any down-
town association is hiring its executive director,
Downtowllldea Exchange commissioncd Alfred
1. Holzman to tell what arc the prime qualifica-
tions of job candidates. I Iolzman, himself an
experienced downtown cxecutive and all execu-
tive search consultant, distills his experience,
focusing 011 these essential job requirements,
Related to thc above, executive directors
must know about membership. There me two
facets here. One is membership planning and
the other is developmel1l. Executivc directors
must know both. They must be able to develop
membership plans and strategies for their mem-
bership COl11l11illees. Executive directors must
not be engaged in soliciting memberships as
part of their job. It's too time consuming and is
an improper role. This is the role of the mem-
bers, Le. the board and membership committee.
Executive directors should give administrative
support to the effort.
First and foremost. there are two criteria...
technical abilities andfl'f. \Vill the executive "fit"
with the community and the naturc and style of the
membership and board? Does the candidate know
about the mechanics and various facets of down-
town development? Does the executive know
about the basics of not-far-profit association man-
agement including budgeting, finance, member-
ship, working with boards and volullteers, etc.?
Another necessary quali ty is leadership. The
board expects rind needs it. Executive directors
DOVJNTOWN EXECUTIVE SUMMARY
Keys to downtown success arc a good organization and a solid cxcc/lli~'e to run ic. Essen-
tial qualities of cxcellentdowl1l0wn executives include: technical abilities, "fit", knowledge
of the downtown process, basic management ski lis, abi lity to work \vith others, leadcrshi p,
tenacity, kno\vledge of how to identify with stakeholders, consensus building skills. In
addition, gOf)d downtown executives need to understand finance, marketing, planning and
development (p.l)... Ivlodel downtown executive Job Description covers the essentials of
the job (p.2)... Is there a department store in downtown's future? This Analysis oLltlines the
problems and opportunities in the department store world (p.3) Parking Idea Exchange: the
value of a parking space; free validation; development news frol11 all over (p.6) Downtown
Idea Exchange: trolleys start to roll downtown; downtown office center tops oul~ Wal,.l\:1art
rolls over downtown and the city; making downtown the focal point of community
economic development (p.?).
IQ 1990 Alexander Research & CommunicalioflS. Inc. Ml righls reserved.
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November 15, 1990
must be the spokespersons for their groups unless
other arrangements arc made in advance. They
must be good speakers and mixers at all levels.
They must also be motivators to provide leader-
ship in advising their boards on policy. It is
important that execlltive directors fully carry out
the policy of the association, whatever the policy,
once it is set forth by their board. I t is the board's
association, not the executive directors', but they
must be the official standard bearers.
Executive directors must identify with stake-
holders (merchants, property owners, city and
county government, chamber and other users).
Good downtown executive directors must know
how to play them, must know how they think,
must in a short time know names, businesses
and how to use them to advantage when neces-
sary - this is ultra impoI1ant.
Linked closely to s~akeholders is the key
qualification of consensus building. Executive
directors must be able to get support for pro-
grams and policies from their boards and down-
town communities. In turn, that COllsenSlIS
strengthens the executive directors' position.
This must be worked at constantly to get more
out of the b031'd and members. This is a linkage
to membership. ConsenslIs building, leadership
and identification with stakeholders all mean
payoffs in membership building and retention.
It makes belonging more justifiable.
Finance: Exccutive directors should b~
good money managers \\lho know budgets. This
is important even when funning a district where
a certain atnount of money is guaranteed.
/\11 arketing: Executive directors should know
publicity, PR, advertising and special events.
They should know how to write news releases.
They should use key words and good grammar.
They should be experienced in newsletter writing,
and their newsletters should cover items that the
local newspaper does not. They should have a
personal touch. They should reflect the fact that
the downtown organization knows what is hap-
pening better than anyone else.
2
Downtown Idea Exchange
Plallning and develop/llent: Executive di-
rectors should know about downtown planning.
They should know about downtown economics,
trends, markets, etc. They should be in a posi-
tion to educate their boards.
A key qualification for downtown executive
directors is tenacity. The job requires spunk and
constant effort to get things done despite adver-
sity. Another is thinking of the effort as Clwetl
rater than ClI/' the point being that the executive
director works for the organization and it de-
serves credit rather th an the person.
Exccuti ve directors should be above re-
proach in ethics. They are a ref1ection of the or-
ganizal ion they represent.
All of these are important attributes to look
for when choosing someone who can get the job
done for your clown town association. Tht:se
ideas are c~lrcflllly worked out in the following
model job description.
Job Description And Qualifications
Executive VIce President Of A Downtown
Assoclation
Operation of a well-rounded, fully effective
downtown program will require an executive
vice president \vho can function effectively in
the following areas:
1. Gcneral administration and budgct 111:1/1-
agcll1cl1t. The executive vice president should
be experienced in s~tting up the overall program
and objectives for the organization. He should
know something about office management budg-
eting, and management of the budget.
2. i\1em bershi p and finance. The execu-
tive vice president should understand the na-
ture of organizations financed by voluntary
membership dues. Previous experience in fund-
raising will be helpful. Membership renewal
and recruitment is a continuing responsibility
of the executive vice president. It will be his
responsibility to plan and organize effective
membership programs.
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3. Markcting. This includcs publicity, pub-
lic rclations, advertising and special events. The
executive vice president should know how to
write news releases and have a working knowl-
edge of all phases of public relations and adver-
tising. He should be expcricnced in working
with news and advertising mcdia. Local experi-
cnce of this sort is helpful, but not a nccessity.
The executive vice president should be particu'-
larly a ware of the importance of good i nterna I
communication within his own organization.
The importance of kceping thc mcmbership ade-
quately informed of evcry significant develop-
men t cannot be overcmphasized.
4. Planning and dcveloprnen t. The execu-
tive vice presidcnt should be knowledgeable
about a wide range of currcnt, expert thinking
about dO\l,'lltown planning. If th~ applicant docs
not have this knowledge. he should have the po.
tcntial to do the research and gct it althe earliest
possible date. He should be conversant about
real estate and property valucs, land use and
markctabi lity and the general economics of
down town development. He should reai ize that
all decisions on downtown development are in-
vestment decisions. and that accordingly any
\vorkablc plan will be thoroughly grounded in
prnct ical economics.
If dcvelopment and rc<.\cvc lopillcn tis a seri-
ous i ntcn t of the progra 111. tlte app I icant should
be aware that he may be working on a total
approach that would involve planning and de-
sign, economics and traffic-parking-transit. In
addition, the executive should be familiar with
nil federal, state and local programs. He also
should be capable of staying lip to date with the
latest developments ill t'lese programs and with
new programs which arc created.
5. Community organization and resources.
The executive vice president should be familiar
with a wiele range of civic and business organiza-
tions and resources that can help gellhe job done
downtown. He should know how to organize
effective committees. Hc should be familiar with
the functions of local, state and federal govern-
ment that nffect his work. He should be particu-
larly fnmiliar with every level and function of local
government and be able to form an effective
working relationship with both city council and
the top administrative personnel.
Alfred J. Holzman. President. Summit Executive
Search ConsultanLc;.lnc.. 420 Lincoln Road - Suite 437.
Miami Beach. FL 33139. Phone (305) 672-5008.
CBD Analysis
by Laurence A. Alexander
Any Future For Downtown
Department Stores?
Clearly, there will be some strong down town
department store cities but also some that will
lose out. Overall, however, the ability of down-
towns to recruit or retain dcpnrtlllcnt stores de-
pends not just on the dynamics of downtowns.
but at least as much on the internal dynamics of
departmcnt stores themselves.
Strong insights into this segment of retail-
ing were generated by Alan C. Billingsley. I-lis
report on "Department Store Trends" ran in the
Summer, 1990 issuc of Quarterly Review pub-
lished by Economic Research Associates.
Billingslcyexplains:
The department storc industry has just expcri-
It should be recognized that implementing enced a wrenching decade of change, and
plans is at least as hard as getting thcm pre- further changes are in store for the 1990s.
pared. Bringing about implementation is a \Vith major national expansions of numerous
prime function of the downtown organization. powerfu.l department store operators in the
The executive vice president who has most of 1980s; increasing competition from discount,
the skills and knowledge outlined in pa.rt five off-price and specialty stores; and the pro- I
_~o How ~ g, can, be mosthe I ~~UI,in thi~ r~spec:__________,_ jected ~ at Ie 1~~lg : f growth of reta i~ sal~~~=-J
November 15, 1990
Downlown Idea Exctlange 3
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MEMORANDUM
; ') 1\"IViI to: . \'
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"'p'-~'"
I~ .':u=:'l
TO:
Community Redevelopment Agency
Michael ~t, City Manager
Cyndie Goudeau, City Clerk
Date AUG 2 4 1993
CITY CLfkr\
FROM:
COPIES:
SUBJECT:
Community Development Corporation Preliminary Concept
DATE:
August 23, 1993
Attached are revisions to the Community Development Corporation
Preliminary Concept. It will be part of the August 30, 1993 CRAmeeting.
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Emphasis will be placed on encouraging neighborhood retail
establishments to serve new housing, on promoting specialty retail
establishments that take advantage of neighborhood markets, culture
and interests, and on light manufacturing and assembly uses to provide
service area jobs. The recreational advantages of the area, specifically
the Pinellas Trail and Jack Russell Stadium, will be used as magnets for
retail development.
COMMUNITY DEVELOPMENT CORPORATION
- PRELIMINARY CONCEPT -
FOCUS:
The CDC service area will be the same as the existing City of Clearwater
Enterprise Zone. This area includes overlapping subareas within the
Downtown Clearw_ater Community Redevelopment Area and the
Clearwater Neighborhood Housing Services service area which are part
of the Enterprise Zone area.
Existing and proposed zoning studies, specifically the North Fort
Harrison/North Myrtle Avenue Zoning Study, Downtown Clearwater
"Periphery Plan" and the proposed North Greenwood Zoning Study, will
be implemented in support of CDC objectives. Increased police
presence, as programmed in the City's FY 93/94 budget, will be
continued to increase the desirability of the area from both residential
and business perspectives. Existing City and public and private agency
housing efforts will be continued and expanded.
MISSION STATEMENT:
GOALS AND OBJECTIVES:
To be developed as component of Three Year Plan required for Planning
Grant by Executive Director of the Community Redevelopment Agency
in conjunction with the City Commission and the CDC Board of
Directors. Must be measurable and objective.
Must be elected by members of the CDC (open to all residents of the area;
membership to be determined by holding a general membership meeting and
having interested, eligible participants complete notarized residency forms),
except for one member who is a gubernatorial appointee. Election should occur
after a nomination caucus noticed for all COC general members. Advertising
and election to be handled through the City Clerk's office.
CDC - Preliminary Concept
Page 2
BOARD OF DIRECTORS:
ARTICLES OF INCORPORATION, BYLAWS:
To be developed by the City Attorney's office in accordance with
statutory requirements.
GENERALIZED/CONCEPTUAL THREE YEAR PLAN:
YEAR ONE:
Program planning and development. State COC planning grant to
be obtained. North Greenwood Zoning Study to be completed as
component of plan. Facade improvement program along North
Greenwood Avenue to be initiated. Marketing of portions of the
area as specialty retail to be initiated. Completion of mixed use
zoning (the new high density residential/"high tech" manufacturing
zoning district called for in the Downtown Clearwater "Periphery
Plan") for portions of the area. Marketing of portions of the area
for light manufacturing/assembly uses to be initiated. Market
study to determine neighborhood retail needs and opportunities to
be initiated. Funding for revolving fund to be determined.
Funding for business incubator project to be determined and plans
made for implementation, if found to be feasible.
YEAR TWO:
Loan program to be initiated, and loan committee established.
State COC administrative grant for year three to be prepared and
obtained. Marketing efforts to continue. Capital improvements
and housing efforts implementing the zoning studies initiated.
YEAR THREE:
Loan program to be continued. Marketing efforts to continue.
Capital improvements and housing efforts implementing the zoning
studies to be continued.
ACTIVITIES AND BUDGET:
To be developed as components of the Three Year Plan.
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COMMUNITY DEVELOPMENT CORPORATION
- STEPS INVOLVED IN IMPLEMENTATION -
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7
STEP 8 -
STEPS
ESTABLISH ELIGIBLE SERVICE AREA - EXISTING CITY OF
CLEARWATER ENTERPRISE ZONE - AND GENERATE
DISTRESS FORMULA THRESHOLD CRITERIA.
FORM CDC - PREPARE DOCUMENTS OF
INCORPORATION FOR THE COMMUNITY DEVELOPMENT
CORPORATION - A NONPROFIT CORPORATION UNDER
CHAPTER 617, FS, AND SECTION 290.033(2), FS.
DETERMINE CDC MEMBERSHIP BY HOLDING A GENERAL
MEMBERSHIP MEETING TO "SIGN UP" CDC MEMBERS
BY HAVING INTERESTED, ELIGIBLE PARTICIPANTS
COMPLETE NOTARIZED RESIDENCY FORMS.
ESTABLISH CDC BOARD OF DIRECTORS THROUGH
NOMINATION CAUCUS AND ELECTION BY CDC
GENERAL MEMBERS; ONE BOARD MEMBER MUST BE
APPOINTED BY THE GOVERNOR FROM NOMINEES
GIVEN TO HIM. ELECTION MUST BE WIDELY
PUBLICIZED.
PREPARE PLANNING GRANT APPLICATION, INCLUDING:
~ DOCUMENTS CREATING THE CDC
~ CDC EXECUTIVE DIRECTOR AND STAFF
QUALlFICA TIONS
~ LIST OF BOARD OF DIRECTORS
... THREE YEAR PLAN
... THREE YEAR PROJECTION OF ACTIVITIES
... PROGRAM BUDGET
... ADMINISTRATIVE FUNDS (FROM NON-GRANT
SOURCES) .
ADMINISTER PLANNING GRANT.
PREPARE ADMINISTRATIVE GRANT APPLICATION,
INCLUDING:
.. DOCUMENTS CREATING THE CDC
... CDC EXECUTIVE DIRECTOR AND STAFF
QUALlFICA TIONS
... LIST OF BOARD OF DIRECTORS
.. THREE YEAR PLAN, INCLUDING INTENT TO
PARTICIPATE IN DIRECT OR GUARANTY LOAN
PROGRAMS
... THREE YEAR PROJECTION OF ACTIVITIES
... PROGRAM BUDGET
... ADMINISTRATIVE FUNDS (FROM NON-GRANT
SOURCES)
... VENTURE FUNDS (SPECIFICALLY, THE CDC'S DIRECT
FINANCIAL PARTICIPATION IN REVENUE GENERATING,
JOB PRODUCING BUSINESS VENTURES).
ADMINISTER/MONITOR ADMINISTRATIVE GRANT AND
RELATED LOAN PROGRAMS.
NOTE: SPECIFIC CITY COMMISSION WORK PROGRAM REVIEW DATES ARE HIGHLIGHTED.
DATES
ocrOBEft'A.:;
:. .-:.. .;..::..:...... .........;..::.:...1.
:tSS$..................
pcrp~.Etf4;
J:flS3.................
OCtO:SEf{>::1}3}
}99S.................
... CAUCUS -
OCTOBER, 1993
:~::Ett:CtI:ON
R~$I1L.TS"~'
N..o)1l:M f3.E8:.2:2,'
:tfl93......... . .........
... PREPARATION -
NOVEMBER, 1993
THROUGH
FEBRUARY, 1994
:~;$UBMIT
FEBRU:ARY7-:
.. . ....~ .. . :. .. . ~~ ~~
~t:99i.f""" .. ..
1994 - 1995
...PREPARATION -
NOVEMBER, 1994
THROUGH
FEBRUARY, 1995
~ SUBMIT PRIOR
TO MARCH, 1995
1995 - 1996