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'City Commission
Special Meeting
9-1 0-96
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1. Meeting Overview
a) Commission Options
b) Development Project Background
c) Existing Plans
Elizabeth M. Deptula
9:00-9:10 AM
i,
2. New Library Development
0) sites
b) needs
c) costs and resources
Arlita Hallam
9:10.9:4SAM
3. Private Sector Participation
Harold Meyer
Steve Fowler
Lee Arnold
Joseph Burdette
Mark Klein 9:4Swll:IS AM
David Stone
Ginger McQuigg
4. Break
S. Downtown Model
: 6. Annex Property Development Options
l. ., a) in frastructure
, b) density
c) market
d) plan amendment requirements
7. Downtown Residential Development
8. Marina Development
9. Brownfield Initiative Economic Impacts
a) Town Lake component
b) resources
c) costs and benefits
John Marsh
Scott Shuford
11:1S-ll:30 AM
11:30-11:45 AM
II :30-12:00 PM
Scott Shuford
Scott Shuford
Alan J. Ferri
12:00-12:30 PM
10. Environmental Impacts of the Town Lake Project Rich Baier
a) regional retention needs
b) outfall problems
c) stonnwater management requirements
12:30-1:00 PM
11. Downtown Development Plan Amendments Scott Shuford
1 :00.1 :05 PM
12. Summation Elizabeth M. Deptula
a) staff recommendations
I:OS-l:lO PM
:;Addit'i6naj:iilfo'tffi.\aH61i{:Y;':':<~' ,;~:;; '~"'.":j,)':;::','i,(?!.;i':F"r::,.:,.:.:< ~~T~':C:' \" '~. . ....".: ~":J ';;".:;':' '. :.:
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Resource persons:
Nancy Hansen, Tom Miller, Bill Webb
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1 Ll Clearwater Economic Development
Lee E. Arnold
Colliers Arnold
2 LJ Vision Statement
. Economic development in the City of Clearwater is a regional process
driven by local needs.
. Best potential; Beach and Downtown
. Cooperation between business and government
. Fun place to visit. work, and live
3 Ll Goals and Objective
. Improve tax base ,
. Create value added jobs
. Desired objective: focus on revitalization
. Set realistic expectations
. Practical economic development
. Understand government's role
4 Ll Today's Situation
. Clearwater is not in the regional effort, however, it is moving in the right
direction
. Historic baggage needs to be addressed and new energy applied
. Leadership from the City required to bring back the private sector
5 Ll How Did We Get Here?
. Plans that we adopted yet not acted upon, loss of credibility
. The City and the business community need to form a true TEAM
. City must address Downtown and Beach as an economic unit and part of
the overall city
6 Ll Available Options
. Try to understand the market opportunities
. Set realistic expectations
. look for practical economic development
. Make local and regional cooperation the center piece of the effort
7 Ll Economic Development
. Projects must fulfill valid purposes due to limited resources
. Once a project is identified, it must have public and private commitment ,
. All regulations can be barriers. All need to be flexible in redevelopment
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areas, subject to benefits
8 e:J Recommendation
. Keep lines of communication open to the non public sectors, homeowners
and businesses
. Think in terms of Bay Front to East End or whatever happens first
. Work and rework streetscapes
. Look for ways'to provide Incentives. It costs $ to get redevelopment
9 l:J Idea
. Put the,new library next to the Harborview Center
. Build.a smaller building, using meeting rooms for the social purposes
. Place emphasis on technology and leadership in the co-evolution of
business and government. Become part of a larger economic
environment
10 l:J Recommendations
. Don't give up on land assemblage
. Infrastructure is critical
. Political will is a process and public needs are part of the education
process
. Work with the St. Petersburg Clearwater Economic Development and the
Tampa Bay Partnership .
. Take advantage of GTE's and Time Warner's technology investments
11 LJ Smile
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PRESENTATION TO CITY COMMISSION
POTENTIAL LIBRARY LOCATION
September 10, 1996
Potential Library Sites:
East End (Missouri and Cleveland) - city owns
Present site (100 N. Osceola) - city owns
Attached to Harborview Center - city owns
Government Quad (Park/Prospect/Myrtle/Pierce) - city
would need to purchase '
Current Library:
Current library is four buildings constructed from
1916-1980. Total of 49,435 square feet:
32% fully usable for. library purposes.
Remaindar does not meet codes and support library floor
load (65 psf; 150 psf needed)
Library Needs for 1996 Construction
(based upon 1993 Building Program):
TOTAL PUBLIC LIBRARY SPACE NEEDED.......72,500 sq. ft.
Conference rooms, meeting rooms; etc....15,500 sq. ft.
RECOMMENDED LIBRARY BUILDING SIZE...... .88,000 sq. ft.
Proposed meeting room space includes: .
3,500 sq. ft. multipurpose meeting room for 300 people.
300 sq. ft. serving kitchen and office area
1,500 sq. ft. coffee shop
2,200 sq. ft. adjoining conference rooms for 200 people
500 sq. ft. small conference room for 20 people
1,450 sq. ft. television production center
6,050 sq. ft. mechanical, restrooms, elevators, etc.
1
Library Site Size Needed:'
50,000 sq. ft. footprint for building
Parking for 1,000 cars (parking garage)
Park-like setting, landscaping, nice view
Funding Resources:
Pennies for Pinellas - $12,000,000.
Remainder from corporate and individual donations.
Libraries generally cost $100 per square foot for the basic, high-tech
. building. The furnishings,. landscaping, automation, shelving, etc. will
add $50-$75 per square foot. The parking garage would be additional.
The Greater Clearwater Public Library Foundation has committed to
solicit corporate contributions from the community. There was also
great interest in corporate and personal contributions from the focus
groups. Most libraries being constructed today have many donor
opportunities.
.
,
Focus Group Summary:
More than 500 people provided input through 25 focus groups that met
this summer. A summary of most frequent suggestions follows:
> * Separate children's department, with plenty of space for programs,
toddlers, displays, special projects (such as crafts), computers, and
quiet areas where books can be read.
* Separate teen area, with study space for individuals and small groups.
* Audio-visual viewing and listening areas.
Lots of meeting spaces in a variety of sizes, for tutors, small groups
or committees, recitals, performances, and large and small community
meetings.
~ * public art and display areas, incorporating art into the design and
furnishing of the building as well as the landscaped exterior.
v * Computer learning lab and computer classes.
^* A cafe (coffee shop, tea room, or franchised restaurant)
~* Open, light, cheery, inviting space with lots of windows. A way to
get "outsidell without leaving the building (courtyard, roof garden,
atrium). Many plants and trees.
~ A drive-up baokdrop which offers protection from the rain.
~* A covered, well-lighted parking garage for 1,000 cars, with covered
entrance to the building from the parking area.
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The focus groups were fairly evenly divided between a location on
the bluff and the East End property. The advantage of the bluff was the
view; the advantage of the East End was the expansive space and room for
a parking garage and adjacent facilities (such as a museum, cultural
center, auditorium), as well as growth for the library. Parking was
their primary consideration.
Most respondents preferred a contemporary, open, modern building
rather than a traditional look; but they wanted ~t to be light and warm,
rather than cold and sterile. Several mentioned using lots of wood and
plants in the interior.
Safety was. also an important factor, as group members mentioned
good exterior lighting, signage, hurricane strength windows, and visual
control of all areas of the building and adjacent areas.
,.
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t~tri!~__
Interoffice Correspondence Sheet
To:
From:
Elizabeth M. Deptula, City Manager
Richard J. Baler, City Engineer ~ Jv .
Kathy S. Rice, Deputy City Ma~a~/
Bill Baker, Assistant City Manager
Tom Miller, Assistant Director of Engineering/Env.
Alan Ferri, Economic Development Director
COPIES TO:
COMMISSION
cc:
JUN 0 6 1996
PHt:BS
CLERK I ATTORNEY
Date:
June 6, 1996
. RE:
Downtown Lake
Please find attached herewith an Interim Status Briefing report as previously presented.
This report presents in matrix form the benefits, costs, water quality treatment goals and
project objectives for the Downtown Lake project.
The approach utilized for this project has been the fatal flaw assumption methodology.
Project feasibility considerations are analyzed through a series of worst case scenarios.
These worst case scenarios or fatal flaws are outlined in bold within the report. The
bulleted Items beneath each of these fatal flaws represent the data correlating to each
respective flaw.
Although the final economic analysis has yet to be completed, the Downtown Lake is
expected to increase the appraised property values associated with the surrounding land
area for the lake to some 10 million dollars which is expected to offset the removal of land
used for the actual lake from the tax roles.
The other key decisions which are needed in order to progress to the next phase of design
are outlined on the last page of the interim report. I will be available with display boards to
show the Commission the tentative site plan for Downtown Lake, as well as the visual
corridor from Court Street in the post-construction state. You may want to share this
information with the Commission and please advise me as to your earliest date for which
this could be presented to the City Commission.
RJB/ns
Attachment
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