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02/04/2008CITY COUNCIL WORKSESSION MINUTES CITY OF CLEARWATER February 4, 2008 Present: Frank Hibbard John Doran Carlen Petersen George N. Cretekos Paul Gibson Mayor Vice-Mayor Councilmember Councilmember Councilmember Also present: William B. Horne II Jill S. Silverboard Rod Irwin Pamela K. Akin Cynthia E. Goudeau Patricia O. Sullivan City Manager Assistant City Manager Assistant City Manager City Attorney City Clerk Board Reporter The Mayor called the meeting to order at 1:30 p.m. at City Hall. To provide continuity for research, items are in agenda order although not necessarily discussed in that order. Presentations Introduction of visiting Nagano High School students and teacher - Margo Walbolt - Parks and Recreation. The City Council recessed from 1:38 to 1:45 p.m. to meet as the Community Redevelopment Agency. Economic Development and Housing Approve Tampa Bay Partnership Memorandum Of Understanding. The Tampa Bay Partnership (TBP) and the Economic Development Organizations (EDOs) in the seven-county Tampa Bay region have recognized the strength and successes of regional collaboration and cooperation and have become partners in the process of shaping Tampa Bay's economy and ultimately, our quality of life. It is the intent of this document to reflect a new environment for regional economic development in the Tampa Bay region. The Tampa Bay Partnership and its economic development partners understand the need for a regional business development program that identifies, coordinates, and pursues significant opportunities to enhance and grow key sectors through business attraction/expansion and policy/infrastructure/resource development. This memorandum identifies the scope of the partnership between the TBP and the EDOs. This document is neither all-inclusive nor legally binding, rather a document offering guidelines for the process of developing and sustaining mutually understood roles and Council Work Session 2008-02-04 responsibilities for the TBP and individual EDOs as a new way of doing regional economic development is created. The City has participated at the $50,000 Council of Governors Level since TBPs inception. This cost currently is budgeted in the Economic Development and Housing Department's budget. Economic Development & Housing Director Geri Lopez said TBP is a key partner in marketing Clearwater. It was stated the MOU was generated to identify the benefit of each government's investment and to verify that the partnership is on the right path. TBP focus includes development/redevelopment, transportation, and legislative efforts. Ms. Lopez said the City has not pursued TBP leads as it lacks sufficient undeveloped property. Staff is scheduled to meet with TBP's public relations firm to improve City marketing efforts. TBP Chief Operating Officer Chris Steinocher will clarify member benefits before Thursday's meeting. Report on Communitv Land Trusts for Affordable Housina To address the shortage of affordable housing units, communities across the nation have turned to the Community Land Trust (CLT) concept as a method to make affordable housing delivery more feasible and housing subsidies more long lasting. A CLT is a community- based, non-profit organization with a basic mission to acquire and hold land for affordable housing on a long-term basis. Staff investigated the CLT concept for potential application in the City and prepared a white paper to provide an overview of the CLT concept, implications for establishing a CLT program, and examples of CLT programs in Florida. Staff also analyzed Pinellas County's CLT program and prepared a memorandum with recommendations. Community Development Coordinator Tammy Vrana made a Powerpoint presentation. The CLT concept separates improvements and land costs to make homes affordable. Improvements are deeded to eligible homeowners. The CLT owns the land, removing the cost of the land from the equation. A CLT is non-profit, tax-exempt organization that preserves affordability through resale restrictions. The organization's mission is to provide and preserve affordable housing. Target households are "very low income" for rentals and "moderate income" for home ownership. CLT organizations typically are member based and include local governments, non-profits, faith-based organizations, employers, renters, homeowners, and CLT leaseholders. The function of a CLT is to acquire and hold land in perpetuity, transfer ownership of homes to homebuyers, create and manage ground leases, ensure home maintenance, and participate in the future resale of homes. The mechanics of a CLT: 1) CLT deeds home to homebuyer and secures a 99-year ground lease for the land and 2) housing subsidy is exchanged for homebuyer's agreement to resale terms that limit the resale price, who can buy the unit, and equity sharing. CLT service areas could include single neighborhoods, several neighborhoods, entire municipality or county, region, growing areas, and/or disinvested areas. Council Work Session 2008-02-04 2 Key CLT benefits to homebuyers: 1) price of home now affordable; 2) payments go toward mortgage instead of rent; 3) deductible mortgage interest; 4) return of equity upon resale; and 5) financial stability. Key CLT benefits to community: 1) retains public investment; 2) creates permanent stock of affordable housing, 3) increases home ownership, 4) reduces absentee ownership, and 5) builds civic capacity. CLT success depends on: 1) partnership & support of local government, 2) land donations, 3) funds for ongoing operating expenses, 4) highly functioning nonprofit with ability to provide pipeline of qualified home buyers, 5) thorough & well-defined ground lease provisions, 6) fully informed & engaged community of prospective homebuyers & lenders, and 7) appropriation of local & state housing trust funds. There are CLTs in 38 of 50 states, in every U.S. region. There are 13 CLTs in Florida with approximately 100 pending, including a countywide CLT in Pinellas County. HFA (Housing Finance Authority of Pinellas County), Pinellas County's CLT organization, will form partnerships with municipalities, manage ground leases, coordinate re-sales, operate as the property manager, etc. The organization's start-up goal is 30 to 40 houses and 100+ rental units. CLT program start-up and administration requires the establishment and staffing of the CLT organization, which recruits/retains members, creates ground leases, manages land acquisitions, works with builders/developers, performs intake of households, educates prospective/ existing CLT homeowners, and manage ground leases, re-sales, property maintenance, etc. Staff recommends the City: 1) partner with HFA of Pinellas County to create affordable housing locally; 2) request City representation on CLT board of directors and/or CLT member organization, as appropriate; 3) as feasible, donate land for CLT housing; and 4) with donations, execute binding agreement to stipulate City preferences as to housing type, housing tenure, density, design, reverter clause, etc. Ms. Vrana said the program includes rental units as not all qualify to purchase homes. The City Attorney said the City can donate to the CLT, a governmental entity. The conveyance document will establish restrictions. Pinellas County Community Development representative Bruce Bussey said the Board of County Commissioners will appoint members to the CLT Board of Directors. A tri-party agreement is possible to address each entity's needs. There is no revenue stream to fund development. It is envisioned that lease payments will cover administration costs. He said the City would not have ongoing costs. Ms. Lopez said affordable housing will blend into neighborhoods where lots are available. Helping very low-income residents is difficult. The need for City provided infrastructure depends on the timing of property conveyance. SHIP (State Housing Initiatives Partnership) and HOME (Housing Opportunity Made Equal) funds are limited. Should land become available, staff will bring this issue to the Council for discussion. Additional information was requested regarding qualifying income levels, program costs, and benefits of City participation in the County CLT. Ms. Lopez said program administration will require a dedicated staff. It was stated that the City needs an affordable/workforce housing policy with goals. Parks and Recreation Council Work Session 2008-02-04 3 Approve a Contract to Wannemacher Russell Architects, Inc. of St. Petersburg, Florida in the amount of $415,375 for the design and permitting of the Morningside Recreation Center and approve additional funding of $2,896,000 to come from either General Fund retained earnings or Penny for Pinellas funds to be included in the FY 2008/09 capital improvement budget. Included in the Penny for Pinellas II project list is $3.1 million to replace the existing Morningside Recreation Center, which is a 15,000 square-foot 1960s renovated restaurant and bar. The original budget for this project was established in 1997 as part of a commitment to replace three of the City's recreation centers, which had outlived their useful life. All of the centers were to be comparable to the Countryside Recreation Center and budgeted for the same amount of funds, at $2,500,000 each. Two of the three, the North Greenwood and Ross Norton Centers have been completed, as follows: 1) 2003 - North Greenwood Recreation Center - $92.47 per square-foot ($2,600,055/28,117 square-feet) and 2) 2005 - Ross Norton Recreation Center - $115.51 per square-foot ($2,844,918/24,629 square-feet). With the passage of time and current economic issues, the cost of construction has increased over 100%. The proposed Morningside Center is estimated to cost from $175 to $225 per square-foot. Due to this dramatic cost increase and the intention to construct a building comparable to other neighborhood facilities, it is estimated that an additional $2,896,000 of funding is necessary. Additional funding support can be provided from either General Fund retained earnings or Penny for Pinellas funds. Doing so would allow construction in 2009 at $200 per square-foot for a 25,000 square-foot facility ($5,000,000/25,000 square- feet), which is the average size of the previous two centers. The approximate balance of General Fund retained earnings is $24.1 million and the approximate balance of Penny for Pinellas funds is $4.5 million. The additional funding amount can be reduced if the facility is reduced in size. With approval of this agenda item, additional capital funds will be incorporated into the FY (Fiscal Year) 2008/09 annual operating and capital improvement budget from one of the two sources outlined above. Several community meetings already have been held with the Morningside residents and a majority has given support to the project. A design committee, including residents from the community, has been involved in the process from the beginning and will continue to provide input as the City moves forward to design. Major elements of this project will consist of a gymnasium, multi-use classroom, control station/lobby, staff offices, conference room, fitness room, restrooms, storage, circulation and mechanical/electric rooms. The new recreation center design will incorporate the existing aquatics center, which will undergo renovations while the new center is being developed. The aquatics center, playground areas and other outdoor facility renovations will be programmed from other funding sources, including a $200,000 FRDAP (Florida Recreation Development Assistance Program) grant and renewal/replacement programs. The purchase order to Wannemacher Russell Architects, Inc. in the amount of $415,375, is for complete architectural services for the building including design, bidding, civil engineering, permitting, threshold inspection and fire sprinkler engineering. The City will provide landscape and irrigation plans as well as handle miscellaneous construction related costs like geotechnical services, demolition, FF&E (furniture, fixtures, & equipment) budget, permit fees, 3% project administration fees, public art fee etc. for a total estimated budget of $5,996,000. The project Council Work Session 2008-02-04 4 design schedule calls for the design, permitting, bidding and award of contract to be completed by November 2008 with construction completed by February 2010. Operating budgets and staffing levels for the new center will be determined in part by the type of programming to be offered. Any increase in operating expenses will be offset from new revenue generated at the center, increased user fees, or transfer of existing resources. The current budget for the Morningside Recreation Complex is $481,480 with 8.75 FTEs (Full-Time Equivalents). Current revenues are approximately $97,905 for a net current cost of $383,575. When completed, the projected complex operating budget at current year costs will be approximately $756,990 with 12.25 FTEs. Revenue will increase to $240,000 for a projected net cost of $516,990, which represents an additional cost of $133,415 annually. This additional cost will be covered by transferring existing resources from other operations in the Parks & Recreation Department, which would result in the reduction in hours, staff and programs at other facilities. As the design and building program for the new center develops, the architect and design committee can adjust the center's size and elements as may be necessary to control the project's estimated cost. These factors will be defined prior to the City awarding a contract for construction. Library Director Barbara Pickell suggested future Parks & Recreation and Library facilities could be combined. A regional facility, combining the East and Countryside branches, is under consideration. New libraries will be designed to meet changing needs. Discussion ensued with comments that the neighborhood was promised a new facility for a decade and some residents already fear traffic increases associated with just a new recreation facility. Concern was expressed regarding ongoing operating costs while budget constraints require cuts to services. It was suggested that staff poll neighborhood support of adding a library to the project. Engineering Approve a Contract For Purchase of Real Property with Donna Andrus for property legally described as LAUREL LAKE SUBDIVISION, Lots 8, 9 and 10, in the sum of $420,000 plus estimated environmental inspection and closing expenses not to exceed $3,000, and authorize appropriate officials to execute same, together with all other documentation required to effect closing. (consent) The subject properties are improved with just over 3,900 square-feet of living space in two residential rental structures containing a total of five rental units. The two structures are sited on three platted lots addressed as 600 and 610 South Duncan Avenue, containing a total of 24,480 square-feet of land (0.562-acre, more or less). The improvements are built upon lands that were once a wetland. The subject structures are within the 100-year flood plain, Special Flood Hazard Area "AE," and are included in FEMA's (Federal Emergency Management Association) repetitive loss list, each having experienced two inundations in recent years. Both properties have been recommended for purchase in the City's Stevenson Creek Watershed Management Plan ("Plan"). In December Council Work Session 2008-02-04 5 2000, the City settled a lawsuit over related area flooding issues by purchasing two other duplexes abutting the rear of the subject properties. City staff approached property owner Donna Andrus in November 2007 about a potential purchase. Both the City and the owner hired State Certified Real Estate Appraisers to value the properties. The City appraiser valued the properties in total at $370,000. The owner's appraiser valued the properties at $444,000. The proposed purchase price lies within the range of valuations. The contract provides for closing on or before June 2, 2008, subject to securing a satisfactory environmental audit and fulfillment of other contract conditions, including having the units totally vacated. The structures will be removed or demolished following purchase and a pond will be constructed upon the property. In addition to removing the structures from FEMA's repetitive loss list and fulfilling a Plan recommendation, the pond will reduce flooding risk to adjacent properties and provide some water quality treatment required by the FDEP (Florida Department of Environmental Protection) permit for Beach Walk. Consensus was to pull the item as the purchase price is significantly higher than the City's appraisal. The City Manager requested that staff report on area flooding. Official Records and Legislative Services Advisorv Boards/Committees It was requested that citizen applications be updated every three years and that agenda items list a board's professional criteria and what criteria have been met. The City Manager said it is important for Council members to be familiar with board nominees. Appoint one member to the Community Development Board with the term expiring on February 28, 2012. It was recommended that Alternate Member Norma R. Carlough be appointed as a regular member. City Clerk Cyndie Goudeau will verify which applicants are interested in the alternate position. Appoint one member to the Environmental Advisory Board with the term expiring on February 28, 2012. Consensus was to appoint Anna Fusari. Appoint one member to the Municipal Code Enforcement Board with the term expiring on February 28, 2011. Consensus was to appoint Louise Riley. Council Work Session 2008-02-04 6 The Council recessed from 3:47 to 3:56 p.m. City Manager Verbal Reports 2008 Work Plan The City Manager presented the 2008 Work Plan of major projects and assignments for City Council review (not in priority order): 1) Beach Walk- Phase II - IV; 2) IAFF (International Association of Fire Fighters) contract negotiations; 3) CWA (Communications Workers of America) contract negotiations; 4) Downtown boat slips & promenade; 5) Marina marketing & business plan; 6) Clearwater beach boat ramp; 7) Station Square condominiums/park; 8) Miles - Cleveland Street/Prospect Lake Park site; 9) Retail recruitment RFP (Request for Proposals); 10) East Gateway Five-Year action plan; 11) Beach parking garage; 12) Sidewalk cafe ordinance; 13) Harborview redevelopment; 14) Ford IronMan 70.3 World Championship; 15) Annual health care contract renewal; 16) Sign code review; 17) Pension Plan revisions; 18) Morningside Recreation Complex; 19) Clearwater beach library/recreation center project; 20) Neighborhood bill-of rights; 21) Affordable Housing; 22) Clearwater Development Code V; 23) Stevenson Creek Estuary Restoration; 24) Mandalay Channel bridge; 25) Sand Key rezoning; 26) OPUS Phase I - Water's Edge; 27) Traffic calming projects; 28) Public art for Clearwater beach roundabout; 29) City/County joint-use facility; 30) Emergency Management Coordinating Committee; 31) Morningside reclaimed water project; 32) Skycrest reclaimed water project; 33) City buildings "Green Certification" evaluation; 34) Water wells ordinance; 35) Lake Chautauqua nature & equestrian preserve; 36) Fairwood Forest drainage improvements; 37) Census 2010; 38) Comprehensive Plan amendments; 39) Sales tax audit; 40) Water & Sewer rate study; 41) Stormwater rate study; 42) Countywide library automation system; 43) Eastside library location review; 44) Druid Road improvements & trail; 45) Main Fire Station 45; 46) Fire training facilities at Fire Station 48; 47) CGS (Clearwater Gas System) strategic plan & rate study; 48) Gas infill project; 49) Joe DiMaggio Sports Complex redevelopment; 50) National Guard Armory renovation; 51) Enterprise Dog park; 52) Old Coachman Road/Ream Wilson Trail channel A section; 53) Parks & Recreation master plan revision to include therapeutic recreation master plan & a well in Clearwater master plan; 54) Sailing Center expansion; 55) Vacant/abandoned buildings Ordinance; 56) North Greenwood reuse plan for Jack Russell Stadium site; 57) Urban design program; 58) Network infrastructure upgrade; 59) Microsoft Office 2007 implementation; and 60) Cleveland Streetscape Phase II. The City Manager said staff would be stretched if work items are added. Each item requires a standard level of coordination among departments. Take Home Vehicle Report City Auditor Robin Gomez provided a PowerPoint presentation on his review of Citywide THV (Take Home Vehicles) programs, i.e. Police, Fire, Gas, and Development & Neighborhood Services. The THV program is based on City and departmental policies for City economic reasons, department operations, or the nature of work. The report reviewed fleet cost reports, including direct, parts, labor, fuel, and debt and a computation of commuting distances between work and home. (One work year equals 225 days) According to his observations, costs for Development & Neighborhood Services are minimal with one vehicle. Council Work Session 2008-02-04 7 The Fire Department's THV program's 12 vehicles are used for frequent responses. While the Deputy Chief's THV is driven to Hillsborough County, he often responds to emergencies. In response to a question, Mr. Gomez said not all Fire THVs are Suburbans. Fire personnel use THVs to respond to emergencies more often than the police. CGS' (Clearwater Gas System) THV program has 22 vehicles with 14 of them responding to work locations. THVs are driven by five supervisors and 14 technicians who travel to Pasco and Hernando county work sites. Mr. Gomez recommended that CGS trim the five supervisor THVs and continue to monitor department operational needs. The Police Department has 150 THVs, or 66% of the Police vehicle fleet. Thirty-three THVs go to Pasco County and 11 go to Hillsborough County. Based on $0.71 per mile driven, he estimated department commuting costs total $373,943. The three THVs driven by civilians have been returned. The 147 THVs driven by sworn officers were approved by 17 authorization or approval codes. Approximately 30% of Police Department fleet miles are used by THVs. The Police Department THV program has operational justifications, including the need to report after hours, criminal investigations, and serving warrants or executing search warrants. Mr. Gomez reported such incidents average once a month. He said the 30 patrol vehicles driven out of the County are only in service for one shift per day rather than available for second or third shift patrols. He said the program also presents the City with additional liability exposure. Mr. Gomez recommended that the Police Department's THV boundary be limited to Pinellas County, with drivers of out of Pinellas County vehicles assessed payroll deductions of $0.50 per mile driven between home and the Countryside substation, for a savings of $172,240. Mr. Gomez said the $0.50 rate is based on IRS (Internal Revenue Service) figures. Concern was expressed that in-county locales are farther away than some out-of-county locations. Police Chief Sid Klein said dismantling the THV program would delay response times and increase overtime costs. THV participants are available for service at the beginning and end of their shifts rather than spending 30 minutes each time receiving assignments and transferring equipment. THVs last longer than fleet vehicles and are essential for recruitment and retention. Restricting THVs to Pinellas County would not reduce the fleet's size. Police Chief Klein recommended basing mileage reimbursement on the County line. The amount of savings resulting from officers sharing vehicles was requested. To increase productive time, Chief Klein supported assigning THVs to all officers. It was commented that other employees provide their own transportation to work. It was felt that police officers should not pay higher mileage rates than competing departments. Human Resources Director Joe Roseto said THVs never have been part of union negotiations. Council Discussion Items Taxable Property Values, Homestead vs. Non-Homestead - Gibson AND Council Work Session 2008-02-04 8 Budget - Hibbard AND Public Outreach Program - Hibbard Discussion ensued regarding the property tax amendment. It was recommended that sacrifices be equitable, that citizens be part of the process through budget visioning, and that costs to operate individual libraries and recreation centers be identified. It was stated that declining property values will exacerbate shortfalls. Budget Director Tina Wilson said to avoid a millage rate increase, next year's budget may require an estimated $8 million in reductions. The property appraiser will provide property value information by June. It was recommended that the Council reach out and help citizens understand the issues. It was stated that nothing should be off the table. Assistant City Manager Jill Silverboard said staff needs time to prepare a basic budget for City Council and citizen responses. She recommended ranking items to determine where cuts can be made. Adjourn The meeting adjourned at 5:25 p.m. Council Work Session 2008-02-04 9