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03/30/2009COMMUNITY REDEVELOPMENT AGENCY AGENDA Location: Council Chambers - City Hall Date: 3/30/2009- 9:00 AM 1. Call to Order 2. Approval of Minutes 2.1 Approve the minutes of the February 17, 2009 CRA meeting as submitted in written summation by the City Clerk 1B Attachments 3. CRA Items 3.1 Approve contract with Streetsense Consulting, LLC, of Bethesda, Maryland for development of Cleveland Street District retail design guidelines, pursuant to RFP #06-09 and recommendation of the selection committee, in an amount not to exceed $42,000, including optional work and reimbursable expenses, as delineated in the Professional Services contract. 1B Attachments 3.2 Presentation of the East Gateway District Annual Progress Report, April 2009. 1B Attnchmentc 4. Other Business 5. Adjourn l Community Redevelopment Agency Agenda Council Chambers - City Hall Meeting Date:3/30/2009 SUBJECT / RECOMMENDATION: Approve the minutes of the February 17, 2009 CRA meeting as submitted in written summation by the City Clerk SUMMARY: Review Approval: 1) Clerk Cover Memo Item # 1 Attachment number 1 Page 1 of 3 COMMUNITY REDEVELOPMENT AGENCY MEETING MINUTES CITY OF CLEARWATER February 17, 2009 Unapproved Present: George N. Carlen Petersen John Doran Frank Hibbard Paul Gibson William B. Horne II Jill S. Silverboard Rod Irwin Pamela K. Akin Cynthia E. Goudeau Rosemarie Call CRA Trustee CRA Trustee City Manager Assistant City Manag Assistant City Manag City Attorney City Cler Mana The Chair called the meeting to order To provide continuity for necessarily discussed in that or minutes of the Community Redevelopment ed and submitted in written summation by the kseconded and carried unanimously. u , three highly respected and locally based insurance agencies joined forces ces available to their clients and to provide growth opportunities for their colleagu ree firms include Carlisle Fields, Nichols Insurance, and Baldwin Connelly Group. Ca e Fields has served Pinellas County for over three decades and specializes in automobile, homeowners and business insurance. Nichols Insurance is a nationally ranked health insurance agency that specializes in all types of employee benefits for individuals and businesses with 1 to 50 employees. Baldwin Connelly Group serves both individuals and businesses and focuses on areas of Commercial Risk Management, Employee Benefits and Community Redevelopment Agency 2009-02-17 Item # 1 Cretekos Vice-Chair/CRA Trustee Attachment number 1 Page 2 of 3 Private Insurance for high net worth individuals. The combined agencies currently have seven offices, including Tampa, Brandon, Ft. Lauderdale and four in Pinellas County. The companies will be combining their four Pinellas County offices and will be headquartered in 13,000+ square-feet in the Bank of America office building at 600 Cleveland Street in downtown Clearwater, creating 55 high-wage jobs. Unfortunately, the Bank of America office building does not have enough to accommodate all the employees in this company. The Bank of America build y'? parking ratio of 2.7 spaces per 1,000 square-feet of leaseable spale space demands ratios in the 4.0 to 6.0 spaces per 1,000 square-fenc parking ratios is having a negative impact on the competitiveness office ecially in downtown areas, since they cannot compete with ne urban esp incentive is needed to offset that competitive disadvantage and althe Downtown. VA The Baldwin Connelly Group, LLC needs an additional 30 employee needs. For this reason, the company is requesting ecc CRA (Community Redevelopment Agency) to covotthe The Economic Development Incentive Fund was wage job o pportunities to the Downtown Business wage levels, capital investment, economic impac mmitm Fund currently has approximately $143,736. Staff recommends that the grant effective March 1, 2009 to p Garage for 36 months for the headquarters; 2) Creation o wit' ' ess distri ruary IV The total Coll pay the City Parking 36 months. This parki employees at its downtovA Connelly Group, LLC and Lmi-annually. over the three ill be $48,600. The CRA will oviding the 30 parking spaces at $45 per space for itional upon confirmation of 55 full-time Worts. otarized letter from a partner of Baldwin Employment verification is required Eco nomic Development and Housing Director Geri Campos In response to ffe aid occupancy e Garden Avenue parking garage is not at 100% everyday. F ed are from t ot not the general fund. e ved to approve a parking agreement between the Clearwater Comm ment Agency and Baldwin Connelly Group, LLC to pay the cost of additions needed (not to exceed $48,600) for the company's relocation to downtown Clearwater. e motion was duly seconded and carried unanimously. 4 - Other Business - None Community Redevelopment Agency 2009-02-17 2 Item # 1 5 - Adjourn The meeting adjourned at 8:43 a.m. Attachment number 1 Page 3 of 3 Chair Community Redevel Community Redevelopment Agency 2009-02-17 3 Item # 1 l Community Redevelopment Agency Agenda Council Chambers - City Hall SUBJECT / RECOMMENDATION: Meeting Date:3/30/2009 Approve contract with Streetsense Consulting, LLC, of Bethesda, Maryland for development of Cleveland Street District retail design guidelines, pursuant to RFP #06-09 and recommendation of the selection committee, in an amount not to exceed $42,000, including optional work and reimbursable expenses, as delineated in the Professional Services contract. SUMMARY: The Request for Proposals (RFP #06-09) for development of retail design guidelines for the Cleveland Street District in downtown Clearwater was formally released by the Clearwater Community Redevelopment Agency (CRA) on January 5, 2009, with a submittal deadline of February 4, 2009. Specifically, the RFP calls for a comprehensively illustrated design guideline manual to help guide the Cleveland Street District retail development. The manual will serve to set better infill standards and overall higher quality design standards for Downtown Clearwater. These services will support the overall strategy for downtown revitalization, which is: 1) implement infrastructure improvements; 2) attract residential development; and 3) create a "destination." These services will provide additional detail to the retail component within the existing downtown design guidelines and support the Cleveland Street Faqade Design Analysis and Cleveland Street District Retail Strategy. The RFP was advertised on the City's Web site, in local newspapers and through electronic mailing to select architectural firms. Sixteen firms from across the nation submitted proposals in response to the RFP. On February 13, 2009, a Selection Committee met to evaluate the written proposals and identify finalists who most closely met the objectives of the CRA for Retail Design Guidelines for the Cleveland Street District as delineated in the RFP. The Selection Committee consisted of: Rod Irwin, CRA Executive Director Geraldine Campos Lopez, Director, Economic Development and Housing Michael Delk, Planning Director Courtney Orr, Downtown Manager The Selection Committee identified six firm proposals, which appeared to best meet the selection criteria based upon a rating formula in the RFP. The Selection Criteria used was as follows: • Expertise in retail design (30%) • Qualifications of firm and key personnel (20%) Project management experience and capabilities • Previous performance and experience with similar projects/references (20%) • Technical approach to project (20%) Completeness of proposal • Cost quoted (10%) The top six firms were invited to make formal, detailed, in-person presentations to the Selection Committee on March 3 and 4. The six short-listed firms were: • Cooper Carry, Inc.; Atlanta, GA • Gensler; Tampa, FL • Kiku Obata & Company; St. Louis, MO • RTKL Associates Inc.; Dallas, TX Cover Memo • Shook Kelley; Charlotte, NC Item # 2 • Streetsense Consulting, LLC; Bethesda, MD Subsequent to the interviews, and after further due diligence and clarification, the Selection Committee unanimously recommended that the development team headed by Jon Eisen of Streetsense Consulting, LLC of Bethesda, MD be recommended to the CRA for designation as the preferred firm for creating retail design guidelines for the Cleveland Street District, subject to successful negotiation of contract terms. The major determinants of the decision were: 1) Directly related qualifications and experience with drafting retail design guidelines as delineated in the RFP, and particularly, in urban redevelopment environments such as the Cleveland Street District; 2) Technical approach to project most compatible with CRA objectives for the project; 3) Thorough understanding of the scope of work and needs for the Cleveland Street District in downtown Clearwater; and 4) Qualifications of firm and key personnel As part of their scope of work, Streetsense Consulting, LLC will provide a Retail Design Guidelines manual that encompasses storefront, signage, and lighting guidelines. Examples of storefront style and type, materials, entry doors, awnings, signage, color, lighting, graphics, storefront zones, and other similar elements will be addressed. At the option of the CRA, Streetsense can develop illustrative schematic designs for up to two storefronts on Cleveland Street. Type: Operating Expenditure Current Year Budget?: Yes Budget Adjustment Comments: Current Year Cost: Not to Exceed: For Fiscal Year: Appropration Code 388-94852 Bid Required?: Other Bid / Contract: Yes Budget Adjustment: None $42,000 Annual Operating Cost: 0 $42,000 Total Cost: $42,000 to Amount Appropriation Comment $42,000 Bid Number: RFP# 06-09 Bid Exceptions: None Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager ED 5) Clerk 6) City Manager 7) Clerk Cover Memo Item # 2 Attachment number 1 Page 1 of 5 CONTRACT THIS CONTRACT, entered into this 30th day of March, 2009, by and between the COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF CLEARWATER, a Florida Redevelopment Agency, hereinafter referred to as "CRA," P.O. Box 4748, Clearwater, Florida 33758-4748 and Streetsense Consulting, LLC, a Maryland corporation, hereinafter referred to as "Streetsense," 4600 East-West Highway, St. 800; Bethesda, MD 20814. WHEREAS, the CRA requested professional services to undertake the making of retail design guidelines for the Cleveland Street District; and WHEREAS, Streetsense agrees to develop retail design guidelines for the Cleveland Street District; NOW THEREFORE, in consideration of the promises stated herein, the CRA and Streetsense mutually agree as follows: 1. SCOPE OF PROJECT. Streetsense agrees to provide retail design guidelines for the Cleveland Street District under the terms and conditions described in attached Exhibit "A." 2. TIME OF PERFORMANCE. This Contract shall commence on March 30, 2009 and terminate on August 31, 2009. 3. COMPENSATION. Item # 2 Attachment number 1 Page 2 of 5 The CRA will pay a not to exceed amount of $37,500, according to the fee schedule in Exhibit "A", plus out-of-pocket expenses, in the amount not to exceed $4,500. 4. CHANGE IN SCOPE OF WORK The CRA may, from time to time, require changes in the scope of the project of Streetsense to be performed hereunder. Any changes to be negotiated and confirmed in a written amendment must be completed before performing any changed work. Such changes, including any increase or decrease in the amount of Streetsense's compensation and changes in the terms of this Contract which are mutually agreed upon by and between CRA and Streetsense shall be effective when incorporated in written amendment to this Contract. 5. METHOD OF PAYMENT. Streetsense's invoices shall be submitted to the CRA for approval for payment on a monthly basis. The CRA agrees to pay after approval under the terms of the Florida Prompt Payment Act F.S. 218.70. The CRA's performance and obligation to pay under this Contract is contingent upon an annual appropriation of the CRA's budget. 6. NOTICES AND CHANGES OF ADDRESS. Any notice required or permitted to be given by the provisions of this Contract shall be conclusively deemed to have been received by a party hereto on the date it is hand delivered to such party at the address indicated below (or at such other address as such party shall specify to the other party in writing), or Page 2 of 5 Item # 2 Attachment number 1 Page 3 of 5 if sent by registered or certified mail (postage prepaid) on the fifth (5th) business day after the day on which such notice is mailed and properly addressed. Streetsense 4600 East-West Highway Suite 800 Bethesda, MD 20814 Telephone: 301-652-9020 Facsimile: 301-652-9166 City of Clearwater Rod Irwin CRA Executive Director P.O. Box 4748 Clearwater, Florida 33758 Telephone: 727-562-4058 Facsimile: 727-562-4052 7. TERMINATION OF CONTRACT. The CRA at its sole discretion may terminate this Contract by giving Streetsense a ten (10) day written notice of its election to do so and by specifying the effective date of such termination. Streetsense shall be paid for its services through the effective date of such termination. Further, if Streetsense shall fail to fulfill any of its obligations hereunder, this Contract shall be in default, the CRA may terminate the Contract, and Streetsense shall be paid only for work completed. 8. INDEMNIFICATION AND INSURANCE. Streetsense agrees to protect, defend, indemnify and hold CRA and its officers, employees and agents free and harmless from and against any and all losses, penalties, damages, settlements, costs, charges, professional fees or other expenses or liabilities of every kind and character arising out of or due to any negligent act or omission of Streetsense or its employees in connection with or arising directly or indirectly out of the Agreement and/or the performance hereof. Without limiting its liability under this Agreement Streetsense shall procure and maintain during the life of the Agreement professional liability Page 3 of 5 Item # 2 Attachment number 1 Page 4 of 5 insurance. This provision shall survive the termination of this Agreement. Streetsense agrees to comply with all terms, provisions, and requirements contained in Exhibit "B" attached hereto and made a part hereof as if said document were fully set forth at length herein. 9. PROPRIETARY MATERIALS. Upon termination of this Contract, Streetsense shall transfer, assign and make available to the CRA or its representatives all property and materials in Streetsense's possession belonging to or paid for by the CRA. All materials created by Streetsense, as it pertains to this contract, are copyrighted and therefore the appropriate copyright laws shall protect any and all reuse of this work for any purpose(s) other than for Cleveland Street in Clearwater, Florida. 10. INTERESTS OF PARTIES. Streetsense covenants that its officers, employees and shareholders have no interest and shall not acquire any interest, direct or indirect, which would conflict in any manner or degree with the performance and/or provision of services required under the terms and conditions of this Contract. 11. CONFORMANCE WITH LAWS. Streetsense agrees to comply with all applicable federal, state and local laws during the life of this Contract. 12. ATTORNEY FEES. In the event that either party seeks to enforce this Contract through attorneys at law, then the parties agree that each party shall bear its own attorney fees and costs. Page 4 of 5 Item # 2 Attachment number 1 Page 5 of 5 12. GOVERNING LAW AND VENUE. The laws of the State of Florida shall govern this Contract, and any action brought by either party shall lie in Pinellas County, Florida. IN WITNESS WHEREOF, the parties hereto have executed this Contract as of the date set forth above. Approved as to form: Pam Akin City Attorney Attest: Print Name: Secretary COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF CLEARWATER, FLORIDA By: Rod Irwin, Executive Director, CRA Attest: Cynthia E. Goudeau City Clerk Streetsense Consulting, LLC By: Print Name. Title: Page 5 of 5 Item # 2 Attachment number 2 Page 1 of 3 Fxhihit A Scope of Work 1. Development of Retail Design Guidelines StreetSense Consulting LLC will create a series of written recommendations for the vertical and three- dimensional components of retailers' storefronts along Cleveland Street. This comprehensive document will include examples of storefront style and type, materials, entry doors, awnings, signage, color, lighting, graphics, and other similar elements and will incorporate information that can be used in discussions with potential tenants as well as other interested parties. It will also specifically address what is encouraged and discouraged for each element. Please note that we have reviewed both the Cleveland Street District Retail Strategy and the Cleveland Street Fagade Design Analysis and understand that this document should support this existing framework. Storefront Guidelines Graphics, materials, colors, lighting techniques, fixtures, and special details are all necessary components in bringing a storefront to life. When individual shops combine these elements, they become distinct and expressive participants in creating a street's character, therefore contributing to the street's overall success from a retail perspective. This will certainly be true in the Cleveland Street District. When designing individual parts of a storefront, it is imperative to keep the overall whole in mind at all times. If each storefront element is designed independently, the final creation may be a storefront that fails in its fundamental job: communicating a cohesive and welcoming message to the passing consumer. Establishing a cohesive vision for this area of downtown Clearwater, therefore, will be an extremely important aspect of these design guidelines. As much as the individual elements should be part of a larger scheme, there should be a primary element that drives the other pieces in one area, such as signage, awnings, or lighting. These key elements are extremely important because they immediately attract the attention of a passerby, essentially acting as the first impression of a place for potential consumers. When choosing a primary storefront element, it is important to keep the viewer as well as the District's character in mind, as each element has its merits. Awnings will likely be the primary element in the areas of Cleveland Street where people first see stores from their cars. Similarly, signage (particularly window and wall signs) will likely be the most important element on blocks with heavy foot traffic. Retailers that thrive in the evening, such as restaurants and bars, should focus on lighting as well as on creating an inviting outdoor seating area with appropriate and unique materials, finishes, and colors. All of these elements greatly increase the visual interest of a storefront zone and will be discussed in depth in the Cleveland Street Retail Storefront Design Guidelines. Other elements of consideration are windows, architectural treatments and embellishments, materials, and entryway maintenance. Signage Guidelines As mentioned above, signs are extremely important, especially in pedestrian-friendly environments like Cleveland Street. As such, it is important that all signs within Cleveland Street are part of the overall design strategy, as they are critical components of the development's identity to consumers. Signs serve several important functions, including: attracting shoppers, acting as wayfinding, and enhancing the ambience of the retail environment. The functionality of signage is reinforced through the use of quality materials, rich lighting techniques (addressed in more detail in the next section), and applying clear and legible lettering. All of these items will be discussed at length as they specifically relate to Cleveland Street. Although each store will have the ability to put their own twist on the overarching philosophy, the fundamentals should remain the same. Signage should be easy to read, should hold up to the elements, and should be visually appealing. Item # 2 Attachment number 2 Page 2 of 3 Many of the same principles that apply to storefront design are important when discussing signage design- color, scale, materials, lighting, code and maintenance schedules all play a large part in a successful signage concept. All of these elements will be addressed in the Cleveland Street Design Guidelines. Lighting Guidelines Lighting is an important element that, if implemented thoughtfully, can help brand and animate Cleveland Street, as well as contribute to the safety of its streets. Due to a mix of residents, office workers, travelers, and shoppers, Cleveland Street is an 18-hour community, with active streets at most times of day. During these times, storefronts should provide as much lighting as possible. The scale, height, and coloration of lighting elements in addition to visual descriptions, details, finishes, and lighting types for building facades will be included in the Cleveland Street Design Guidelines. Like all design guidelines documents created by StreetSense, those done for Cleveland Street will be heavily illustrated and extremely user-friendly. Close attention will be paid to maintaining the integrity of this historic mainstreet while positioning the district for success in today's retail market. Understanding the market and the relationship between Cleveland Street and the rest of downtown Clearwater will be imperative to successfully completing this exercise. In addition to a preliminary site-visit and review of existing materials, the bulk of the work for this project will be in creating a series of recommendations for the vertical and three-dimensional components of the buildings and retailers' storefronts. Additionally, storefront style and type, materials, entry doors, awnings, signage, lighting, graphics, storefront zones, and other similar elements will be addressed. Fee: $28,500.00 Schedule: 60-75 days following orientation site visit Meetings: One Visit (kickoff, orientation and data collection), One mid project trip for review, coordination, and discussion of draft guidelines with appropriate staff One for final presentation to the CRA, etc... Deliverable: A digital copy of the final product, hard copies can be made available and shall be charged based on our typical reimbursable costs. II. Development of Illustrative Storefront Designs: Optional As per your request, we can generate storefront schematic designs for your use as part of the implementation process with your prospective retailers and or building owners. We can create two (2) storefronts for your use that will incorporate the following: General look and feel (design), Color palette for that specific storefront, Material call outs, Entry location and design, Lighting suggestions, Signage suggestions, And general dimensions. Item # 2 Attachment number 2 Page 3 of 3 Fee: $9,000.00 or $4,500.00 per storefront Schedule: Two (2) weeks. Meetings: Two by phone and one web based call. Deliverable: A digital copy of the final product. Additional Meetings Any additional meeting in Clearwater shall be considered an additional service and be billed at our hourly rate, as described below. This shall include but not limited to; all travel related expenses, hotel, food, rental car, fuel, time and materials for each person's traveling (including travel time). Additional Services Any work over and above the work outlined in this proposal shall be considered an additional service. As per our Agreement with the City, any and all additional work shall be in writing and agreed upon prior to commencing with potential work effort. The fees for these additional services shall be agreed upon at the time of negotiation for the work. Hourly Rates: Managing Principal $250 Principal $165-$225 Senior Associate $130-$150 Associate $115-$130 Project Manager $100-$125 Designer/Planner $85-$95 Staff $65 This proposed fee does not include reimbursable expenses such as travel, food, overnight delivery, mail, reproductions, long distance calls, faxes, mileage, and similar. All reimbursable expenses shall be billed at 110% of the gross. We estimate that the reimbursable expenses to be $4,500. We are extremely excited about this opportunity. Please review this proposal and let us know if you have any questions about the scope, schedule or the direction you wish to take in proceeding with StreetSense. The details of deliverables, project timetable and specific payment schedule will be determined during final contract negotiations and will be based upon StreetSense's proposal and the completion of identified tasks, including staff review and consultant revisions. Item # 2 l Community Redevelopment Agency Agenda Council Chambers - City Hall SUBJECT / RECOMMENDATION: Presentation of the East Gateway District Annual Progress Report, April 2009. SUMMARY: Meeting Date:3/30/2009 The East Gateway District Five-Year Action Program was approved by the Community Redevelopment Agency on May 13, 2008. The Action Program calls for periodic monitoring and evaluation of progress in the East Gateway to ensure that the neighborhood vision is continually strived for and neighborhood assets are protected and enhanced. The East Gateway Task Force is the responsible entity for implementing the Action Program. The Task Force is comprised of staff from the following city departments: Development & Neighborhood Services; Economic Development & Housing; Engineering; Parks & Recreation; Planning; Police; Public Communications; and Solid Waste/General Services. The East Gateway District Annual Progress Report, April 2009, provides an overview of the past year's progress and accomplishments such as: Regular and productive meetings of the East Gateway Task Force for collaboration on neighborhood issues and opportunities Expanded community policing unit that is improving safety and security in the neighborhood and building public trust Organization of the East Gateway Stakeholder Advisory Group and East Gateway Business & Neighbors Association, providing greater opportunity for community engagement and grassroots problem solving Planning and orchestration of two community celebrations: East Gateway Back to School event and Sunday Ciclovfa (rescheduled) Improving the appearance of the neighborhood by addressing littering and code violations The Report also draws attention to less positive neighborhood indicators (declining property values and homeownership rate) as well as implementation activities for the coming year. Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager ED 5) Clerk 6) City Manager 7) Clerk Cover Memo Item # 3 Attachment number 1 Page 1 of 22 Item # 3 Attachment number 1 Page 2 of 22 Item # 3 Attachment number 1 Page 3 of 22 ANNUAL PROGRESS REPORT, APRIL 2009 EAST GATEWAY DISTRICT TABLE OF CONTENTS INTRODUCTION Page One OUTREACH & INVOLVEMENT Page Three YEAR AT A GLANCE Page Five PERFORMANCE MEASURES Page Nine YEAR AHEAD Page Fifteen Item # 3 Attachment number 1 Page 4 of 22 Item # 3 Attachment number 1 Page 5 of 22 INTRODUCTION Strategically Positioned Year Action Program (FY 07/08- FY 11/12). The report illuminates the efforts, accomplishments and progress of the Cite of Clearwater and the East Gatewav community in achieving the neighborhood's revitalization goals. While the past NIcar presented economic and fiscal challenges to the neighborhood, cite and country, the communitv's interest in a better, more livable East Gatewav District was ignited and strength- ened in spite of it. New forums for community collaboration were established and citizens and business owners rededicated themselves to results -oriented participation. In spite of economic conditions, the entrepreneu- rial spirit is alive in East Gateway. The year say several new businesses fill vacant storefronts while longstanding businesses remained in hope of better davs to come. A collaborative team approach has made possible the many accomplishments described in this re- port. The East Gateway Task Force has worked diligently over the veal, to advance the Action Program and create a better neighborhood for those that live and work in East Gatewav. Item # 3 1 THIS ANNUAL PROGRESS REPORT addresses GATEWAY TO CLEARWATLR'S the first year of the East Gateway District Five- DOWNTOWN & BEACH Attachment number 1 Page 6 of 22 [This page intentionalh, left blank.] Item # 3 Attachment number 1 Page 7 of 22 OUTREACH & INVOLVEMENT THE EAST GATEWAY DISTRICT Five-Year Ac- lion Program is the product of a community- based planning process. While the Action Pro- gram has transitioned into the implementation phase, community involvement remains vital to decision-making that will shape the ncighbor- hood's future. Communications & Outreach Plan To guide the public involvemcnt process during Action Program implementation, the East Gate- wav District Outreach & Communications Plan was developed. A key clement of the plan is es- tablishment of the East Gatewav Stakeholder Ad- visorv Group (SAG) as a measure to gain mean- ingful participation by the range of stakeholders in this diverse neighborhood. Task Force Role The East Gateway Task Force ensures that the public is adec7uately informed and involved at appropriate intervals in the Action Program im- plementation. Task Force representatives rou- tinely attend SAG and other community meetings ACTIVE COMMUNITY ORGANIZATIONS EAST GATEWAY DISTRICT EAST GATEWAY DISTRICT STAKEHOLDER ADVISORY GROUP EAST GATEWAY BUSINESS & NEIGBORS ASSOCIATION HISPANIC LEADERSHIP COUNCIL CLEARWATER NEIGHBORHOODS COALITION to present concepts, address questions and hear public opinion. Regular contact with the a0mmunity has in- creased staff's awareness of stakeholder needs, concerns, values and preferences, which facilitates technical problem solving and decision making and increases certainty and predictability in East Gatewav initiatives. Outreach Multiple outreach foi°ums were relied on over the year to increase the public's accessibility to infor- Item # 3 3 Community Voices matiorn and participation in the Action Program, including: • Public meetings • Conlnlunite cvcnts • Community organization meetings Public Meetings A commnuriih- meeting was held in June 2008 to present the recentl\17 approved Action Program and to kick-off the implementation phase. The community in attendance was asked to be more irnvolved in East Gateway neighborhood affairs. East Gateway Stakeholder Advisory Group The SAG was established in September 2008 and has been meeting hi-monthly, since. Membership consists of seven to 11 individuals representing a cross-section of East Gatc?Vay stakeholder groups. The purpose of the SAG is to make recommenda- tions and provide key information to guide Ac- tion Program projects and initiatives. The SAG plays an important role in the Action Program implementati on process bv: • Providing first-hand information regarding neighborhood issues Fla-prig potential controvcrsles • Providing fresh perspectives • Providing solutions that best meet East Gate- way needs, preferences and values • Identifying the public that needs to be in- volved and the kinds of input needed • Suggesting woes to increase community in- volvcmcnt East Gateway Business & Neighbors Association The BNA is a grassroots organization that was established be community members in October 2005. The BNA meets monthly as a forum to voice community concerns and solutions. As its name implies, the membership is represented by resi- dents and businesses. Attendance has been excel- lent, with BNA members duick]NT moving from issue identification to problem solving mode. Attachment number 1 Page 8 of 22 STAKEHOLDERS --------------- BUSINESS ---- -------- --- RESIDENTS- PROPERTY , PEOPLE FROM r NEIGHBORING AREAS 1 GOVERNMENT 0 CLIENTS + CUSTOMERS SOCIAL, RELIGIOUS + OTHER ORGS Several BNA members also serve on the SAG. BNA subcommittees include Membership, Trnfi•a- structure, Mural Arts District and Soup Kitchen. Community Events Community cvcnts, such as the August 2008 "Back to School" celebration, provided excellent outreach opportunities by capturing the attention of a larger, more representative group. At the event, people that might not attend communitN- meetings were informed about the neighborhood revitalization effort, including waN.Ts to be in- volved. Hispanic Community While a plan to convene Hispanic Focus Groups did not materialize during the vear, the Task Force found other wows of getting the word out to and obtaining feedback from this significant East Gateway'7 population group. Tn September 2008, staff distributed a community survey at a large- scale Mexican Tndependence Day event. Staff pre- sented the Action Program to the Hispanic Lead- ership Council. A Hispanic Outl•each Center (HOC) staff member participated in Task Force planning meetings for community cvcnts and the HOC Executive Director is a SAG member. Busi- ness \ isits are also used to convey East GatckVay information. Item # 3 4 Attachment number 1 Page 9 W 22 YEAR AT A GLANCE Projects & Programs HIGHLIGHTS of the East Gatm vav District Five-Year Action Pro- gram accomplishments over the past veal, An agreement boween the CRA and City provides for a ne%y, com- munitv-pKing unit in East Cate- wav and measurable objectives for reducing drug dealing, prostitu- tion and street crimes. The new officers supplement existing pa- trols to increase police presence. result of outreach to area businesses. The East Gatc\? ay Business &- Neighbors Asso ciation canvassed the neighborhood, signing LIP residents and businesses for East Gatewav's second crime watch organisation. Black Barrel & Recycling Awareness Program To encourage proPcr trash disposal, bilingual infOrrua- tion ?tias distributed to every East Gate ay residence about the range of city solid waste services. Building Division Liaison The character of existing develop- ment in East We"= is often at odds with current Code requirements, making simple alterations a challenge for some property owners. James Wagner, Development Review Super- visor, is the Building Division Liai- son, helping East Catewav property oeyners launch their Projects. Streetlight Program To rc%dve an identified lighting deficiency at the 700 block of Mis- souri Avenue, decorative street- lights were installed. The city is Solutions to Vagrancy Issues The city held meetings to discuss public input on the impacts of chronically homeless Persons on residents, businesses and prop- erty owners in East Gatewav. 1'Vhilc no specific strategy has been identified, the city continues to seek a balanced solution in partnership with residents and social services organizations. Item # 3 5 Community Policing The Police Department received six new "No Trespass" affidavits n a currently coordinating with a cable cemppany to relocate aerial wires in this location to existing under- ground conduit. Attachment number 1 Page 10 of 22 Business Beautification Award Indocn- Environmental Technologics received the city's Business Beautification Recognition A??ard for Winter 2009. IET is helping to establish the standard for building and site design and property maintenance in the East Gateway District. CPTED Review Process Spanish Language Publications Community Events A multiculhn-al "Back to School" celebration vy-as held in August 2008. The estimated 300 people in attendance were largely from the Hispanic commu- nity. The 2009 celebration and street festival, Srrrrdoy Cicloz?ia , had to be resched- uled due to inclement weather. NCvNr development in Downto\Nrn, including city parks, are reviewed by Planning staff for consistency e?ith Crime Prevention Solutions for Litter "Hot Spots" Littering is a frequent problem at bus stops without trash receptacles. To help remedy this problem in East Gateway, the Pinellas Suncoast Transit Authority (PSTA) installed Wire trash receptacles at bus stops cm Gulf to Bay Boulevard and Cleveland Street. OuartCHY issues of Gain dr' The city provided funding assistance for a 36-unit townhouse project Dizvr iorr promotes City library kno??n as Country Club Homes. The project is located on a 2.1-acre site at programs, homebuVCr seminars Drew Street and Betty Lane (formerly a VCrizon parking lot). Units vy-ill be and recreational facilities and pro- owner-occupied and affordable to low to moderatC incc,mC households. grams to Hispanic residents in East Gatcvyray and citywide. For exam- ple, the Parks and Recreation De- partment Contract Instructor Pro- gram serves to expand recreational program offerings of interest to Hispanic residents. Item # 3 6 Increasing Homeownership Through Environmental Design (OPTED) principles. OPTED emphasises t11e ability to "see and be seen" as a deterrent to crime. Attachment number 1 Page 11 of 22 Traffic Calming Clean Up Day & Code Sweep The cite worked with Park Street The Neighborhood Services Division residents to help deter criminal elements using Park Strect as a cut-through. An cnginccring sm- lution included the installation of Fagade & Building Lot Improvement Program This program, approved in March 2009, provides an incentive for ccm-imercial property owners to transform the appearance of build- ings and building sites on maim- Shopping & Dining Guide The East Gatcwa, District Shop- ping & Dining Guide WVCaIS tile wide variety ()f businesses in the area. The guide is dm?anloadable mn the citv's wcb site. organized an East Gatc av clean up day in May 2005. The clean up was immcdiatcl, followed by a Cc,mmu- East Gateway Web Page A web page was created h> facili- tate information dissemination to the communit,. The v?'eb page tells the East Gateww steno, including its histor, and vision, aspects about the revitalizatimn process and hmw the community can be involved, and web links to key' documents such as the Five-Year Action Pro- 1111d proposed East Gateway initiatives. MM, Outreach & Communications The Public Oub-cach &Z Cmmmuni- cations Plan articulates the proc- ess for commumit, outreach, infor- mation dissemination, feedback and use Of public cmmmcnta-, in ncighbenhmod decision-making. The pu-pose of the plan is to fa- cilitateon-goingcommLill it\' par- ticipation during the Action Pro- gram timeframe. Business Visits Business Visits by staff have pr(wed useful for promoting the East Gate- w,w revitalization effort and learn- ing abewt business issues, plans and ideas for creating positive change in the neighborhood. Neighborhood Revitalization Strategy The East Gatcwav District Neighborhood Revitalization Strate-v (NRS) was approved b, the city in March 2009. Designating the East Gatcwav as a NRS Area under this US Department of Housing & Urban Development program makes reporting and threshold requirements Icss onerous for federal funding ()f revitalizatiem pr()jects . Item # 3 7 speed humps. nit, Response Team code se?ecp to identify Code violations. Attachment number 1 Page 12 of 22 [This page intentionalh, left blank.] Item # 3 Attachment number 1 Page 13 of 22 PERFORMANCE MEASURES Analysis PROGRESS in the achievement of East GatcwaN goals is gauged, in part, through the evaluation of performance meast-ii•es. The arnalvsis of basic neighborhood indicators in this section reveal that the East Gatewav District has vet to turn the cor- ner toward neighborhood stability. While the eco- nomic downturn is certainlNIT a contributing factor to declining property values and homeownership rates in East Gate«va>>, the depth and range of longstanding neighborhood issues will indeed take time to correct. Steadfast implementation of the multi-pronged strategics set forth in the Ac- tion Program-including strategic investments and nurtured civic engagement-remain critical to a successful revitalization effort. Property Values Change in property values is typically a prime indicator of neighborhood health. From 2007 to 2008, the property tax base in the Ncw Commu- nity Redevelopment Area, which includes the East Gateway District, declined by $8,856,189 (approximately 6"?,). Note: property value decline was experienced city, state and nationwide in 2008. The map on page 10 depicts changes in the assessed value of East Gateway properties. PROPERTY VALUATION NEW COMMUNITY REDEVELOPMENT AREA' 2004 Tax Roll (base year) ....................$88,234,600 2007 Tax Roll ......................................$143,451,973 2008 Tax Roll ......................................$134,595,784 y Nctc Cor mimity Rcclcc,clolnrtcirt Arca was cstablishol in 2004 mid is comprised of 201 Acres. This arca ill- chtdcs tlrc 176-Acre Fast Gatcwatl District. Tlic oitirc C1c rwatcr Co?rurtr+riitrt Rcrle??clol?rrtcnt l rc?l cr??ires in 2019. Housing Tenure Neighborhood stabilization is a primary East Gate- wav goal. Pv increasing the ratio of owner to renter -occupied dwellings in this predominantly rental neighborhood, there is a greater likelihood of prop- erty maintenance and civic engagement As shown in the H0jrIcstc'17dc(1 P1'01 e0rtios map on page owner-occupied dwellings declined from "171 dwellings to "153 dwellings during 2007-2008. Code Violations Since 2004, the city has conducted three code sweeps in the East Gateway District. The results of those sweeps are summarized below: EAST GATEWAY CODE SWEEPS NOV 2004 NOV 2006 MAY 2008 Parcels with violations 374 248 509 Parcels with no violations 505 633 372 Conlmmilty Code vlolatlOns 298 207 735 Public nuisance violations 242 92 202 Most frequent violation poor tlnenclosed dead/absent paint dtlmpstcr landscaping Item # 3 9 Attachment number 1 Page 14 of 22 z c : " W E-4 U A W W Od N L L Q Q Q T O Q O L n T C 7 O U U) a? n ai U L O 10 Item # 3 Attachment number 1 Page 15 of 22 HOMESTEADED PROPERTIES, 2007-2008 EAST GATEWAY DISTRICT East Gateway District 0 Parcels w/Hnmestead Exemption 2007 (171) ® Waterhody Parcels w/Homestead Exemption 2008 (153) 11 Item # 3 LEGEND: Source: Pinellas County Property Appraiser, 2008. Attachment number 1 Page 16 of 22 YEAR STRUCTURE BUILT & STRUCTURAL QUALITY, 2007-2008 EAST GATEWAY DISTRICT Year Structure Built: 1920-1939 (696) 1940-1949 (113%) 1950-1959 (42%) 1960-1969 (18%) 1970-1979 (9%) 1980-1989 (2%) 1990-1999 (2%) 2000-Current (3%) Existing Land Use: Residential 0 Structural Quality Commercial "Fair" or Below 0 Civic I Institutional Park I Open Space Transportation I Utility Vacant . . East Gateway District Data Unavailable 12 Item # 3 LEGEND: Source: Pinellas County Property Appraiser, 2008. Attachment number 1 Page 17 of 22 Code Violations (cootimicd) The significant increase in East Gateway code vio- lations in 2008 over those in 2004 and 2006 is at- tributable to an intensified cite effort to improve neighborhood appearance in East Gatc«vay. New Approved Site Plans No applications were made for site plan review in East Gate«vav in the past Nlear. Police Reports & Calls for Service October 2005 marked the first month of enhanced New Business Organizations A piece of good news is the establishment of the East Gateway Business & Neighbors Association in October 2008. The association meets 111onth1v to discuss and address matters of interest to East Gatcwav property owners, merchants and resi- dents (Also sec Outreach & Public Involvement section for details on this group). New Business Start Ups 111 2008, the following businesses opened in the East Gatekvav District: BUY COINS & STAMPS 14-58 Gulf to Bav Blvd EL RLSUEVE (tortillas & tamales) 1417 Cleveland St GREEKTOWN GRILLE 1220 Cleveland St HANDS ON BICYCLE (parts & repair) 14-53-B Gulf to Bav Blvd LA FERIA DE LA NIEVA (food & ice cream) 1390 Gulf to Bav Blvd NOVEDADES ARCOIRIS (sports apparel) 1411 Cleveland St PAISANO HELP (morlev wiring & shipping) 1411 Cleveland St NOVEDADES ARCOIRIS (sports apparel) 1411 Cleveland St SHU SHU'S MONGOLIAN BARBEQUE 1436 Gulf to Bav Blvd SILVA WESTERN WEAR 1442 Gulf to BaNIT Blvd VIVA MEXICO (Mexican cuisine) 1264 Cleveland St WANNA SAVE SUB SHOP 1362 Cleveland St law enforcement in the East Gatcwav District. Two additional police officers were assigned to law enforcement responsibilities for a minimum of eight hours per day, five days per week, as set forth in a City/CRA lnterlocal Agreement. Current police deploymernt consists of two bicycle officers working Thursdav, Fridav and Saturday evening shifts. Other officers assigned to East Gate«vay work day shifts. Sergeant Joe Falcone supervises enforcement activities Pursuant to the Intcrlocal Agreement. The Downtown Bike Sub- station serves as the primarv duty station for the East Gatcwav team. The team is focusing on crime hot spots and net- working with residents and businesses in the East Gateway community. A prostitution mapping project was completed and is awaiting final ap- proval. Several "reverse sti ng" operations arc planned for 2009 to address the prostitution prob- lem in East Gatcwav. Bike Team and Gatcwav of- ficers monitored the Soup Kitchen/ CHIP on a daily basis from 9:00 a.m. to 11:00 a.m., educating homeless clients on the "Rules of Conduct" set forth bv CHIP and the Police Department These rules are enforced continually by the officers throughout their shifts. The tables on page 14 compare Police Department statistics related to criminal offcnscs in East Gate- wav. The arrows next to 2008 data indicate the direction of change (positive, negative, neutral). 1n light of the decrease in "Reports" and increase in "Calls for Service," the increase in calls may be a result of the Police Department's community policing strategy to ask residents and businesses to call with ally perceived issue. Item # 3 13 Attachment number 1 Page 18 of 22 TOP CRIMINAL POLICE REPORTS EAST GATEWAY DISTRICT TOP CALLS FOR POLICE SERVICE FAST GATEWAY DISTRICT June 2007-August 2007 Ordinance violation open alcohol) ............ 60 Drug arrests ............................................... ............ 56 Burglary ...................................................... ............ 27 Theft (petit) ................................................ ............27 Traffic violation ......................................... ............24 Criminal mischief ...................................... ............15 Trespass arrests ......................................... ............14 7 (7 a?,?ravatc? ?attcry .................... Assault ............1_? Disorderly conduct ................................... ............10 Battery ......................................................... ............10 Battery (domestic) ..................................... ..............8 Gang actin ity .............................................. .............. 7 Fraud/forgcr??/counterfeiting ................ ..............6 Theft (grand) .............................................. ..............6 Total reports ............................................... ..........339 June 2008 -August 2008 Ordinance violation (open alcohol) ................43 Drug arrests ....................................... ................47 J3 Burglary .............................................. ................24 Theft (petit) ........................................ ................12 n Traffic violation ................................. ................... Criminal mischief .............................. .................. 1-5- Trespass a rrests ................................. .................... 13 Assault aggravated/battery ............ ..................6 n Disorderly conduct ........................... ..................1 Battery ................................................. ................11 u Battery (domestic) ............................. ..................9 u Gang activitv ...................................... ..................0 Fraud/Rngwy/counterfeiting ........ ................10 u Theft (grand) ...................................... ................1-5 u Total reports ....................................... ..............262 -3 June 2007-August 2007 Traffic stop ........................................................... . 572 Suspicious person .......... .....................................421 Special detail ................... .....................................108 Assist citizen ................... .......................................99 911 hang up .................... .......................................96 Disturbance/disorderly .......................................78 Extra patrol ..................... .......................................71 Traffic crash .................... ....................................... 70 Supplemental report ...... .......................................62 Assist other agency ........ ....................................... 57 Drug call .......................... ....................................... . 54 Ordinance violation ....... ....................................... . 51 Alarm ............................... ....................................... 48 Building check ................ .......................................46 Battery ............................. ....................................... 39 Total calls for service ..... .................................2,711 June 2008 --August 2008 Traffic stop .......................................................452 8 Suspicious person ...........................................332 -? Special detail .....................................................108 , Assist citizen ................... ...................................98 9"11 hang up .................... ...................................78 Disturbance/disorderly ...................................83 u Extra patrol ..................... .....................................0 Traffic crash .................... ...................................44 Supplemental report ...... .................................... 5 -5 J3 Assist other agency ........ ...................................41 n Drug call .......................... .................................... 54 ° Ordinance violation ....... ...................................46 n Alarm ............................... ...................................98 u Building check ................ .....................................6 Batterv ............................. ...................................4-5 u Total calls for service ..... ..............................2,8284u Item it 3 14 Attachment number 1 Page 19 of 22 YEAR AHEAD Maintaining Momentum IN 2008, EAST GATEIVAY found its voice through leadership and a specific strategy for positive change. 111 2009, the community's greatest challenge will be to maintain momentum in the pursuit of its goals. EAST GATEWAY DISTRICT TO-DO LIST Community Engagement • Convene Hispanic Focus Groups to obtain in- put from Hispanic residents and businesses and nurture civic leadership ill this commu- • Get the word out Keep the community in- formed and interested. • Articulate a community vision for the physical (built) environment and overall community character. Overcome Obstacles to Redevelopment • Consider land use and land development re- quirements that conform to desired develop- ment patterns (sec community vision above). Collaborative partnerships • Scck action-oriented parherships in resolving neighborhood issues involving vagrancy. • Seek strategic partnerships for redevelopment that stimulates private investment in the area. • Provide technical guidance to community supported initiatives that arc in hai-molly with the East Gateway Five-Year Action Program (c.g., Modcl Block Program, East Gateway- Mural Arts District, etc.). • Host clean up days. Solicit applicants for the East Gatcway Facade. & Building Lot Improvement Program. Infrastructure • Complete concepts and cost estimates for the Downtown/Beach Gateway & Wayfinding Project. • Identify a site and funding partner for East Gateway Tot Lot. • Identify solutions to park issues (sec Over- coming Obstacles to Redevelopment). • Retain/attract retail businesses. • Submit candidate sidewalk projects for fund- ing under the City's Sidewalk Program. Item # 3 15 Neighborhood Appearance Attachment number 1 Page 20 of 22 [This page intentionally left blank.] Item # 3 16 Attachment number 1 Page 21 of 22 Historic Images of East Gateway Courtesy of Mike Sanders Item # 3 Attachment number 1 Page 22 of 22 Item # 3