08/15/20111. Call to Order
COMMUNITY REDEVELOPMENT AGENCY
AGENDA
Location: Council Chambers - City Hall
Date: 8/15/2011- 2:00 PM
2. Approval of Minutes
2.1 Approve the minutes of the July 18, 2011 CRA Meeting as submitted in written summation by the City
Clerk.
El Attachments
3. CRA Items
3.1 Redevelopment Progress Analysis Update (2004 -2011)
El Attachments
3.2 Presentation of the East Gateway District Two -Year Progress Report.
El Attachments
4. Adjourn
Community Redevelopment
Agency Agenda
Council Chambers - City
Hall
Meeting Date:8 /15/2011
SUBJECT / RECOMMENDATION:
Approve the minutes of the July 18, 2011 CRA Meeting as submitted in written summation by the City Clerk.
SUMMARY:
Review Approval:
Cover Memo
Attachment number 1
Page 1 of 2
COMMUNITY REDEVELOPMENT AGENCY MEETING MINUTES
CITY OF CLEARWATER
jiy „ o, Z+i i
Present: Chair /Trustee Frank Hibbard, Trustee George N. Cretekos, Trustee
John Doran, Trustee Paul Gibson, and Trustee Bill Jonson.
Also Present: William B. Horne II - City Manager, Jill S. Silverboard - Assistant City
Manager, Rod Irwin - Assistant City Manager, Pamela K. Akin - City
Attorney, Rosemarie CaII - City Clerk, and Nicole Sprague — Official
Records and Legislative Services Coordinator.
To provide continuity to research, items are in agenda order although not
necessarily discussed in that order.
Unapproved
1. Call to Order — Chair /Trustee Frank Hibbard
The meeting was called to order at 8:39 a.m. at City Hall.
2. Approval of Minutes
2.1 Approve the minutes of the May 31, 2011 CRA Meeting as submitted in written
summation by the City Clerk.
Trustee Bill Jonson moved to approve the minutes of the May 31, 2011 CRA Meeting as
submitted in written summation by the City Clerk. The motion was duly seconded and
carried unanimously.
3. CRA Items
3.1 Adopt mid -year budget amendments for the Community Redevelopment Agency
for fiscal year 2010/11.
Amendments to the revenues of the Operating Budget reflect a decrease of
$76,359 in TIF received for fiscal year 2010/11 based upon final receipts for the
TIF proceeds from Pinellas County, the City of Clearwater, and the Downtown
Development Board.
Other revenue amendments for fiscal year 2010/11 reflect an increase of $50,000
in Interest Earnings, an increase of $1,376 in Other General Revenues, and the
allocation of $224,473 of CRA reserves representing the portion of the Central
Community Redevelopment Agency 2011 -07 -18 1
Attachment number 1
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Insurance Fund loan allocated for the demolition and other site costs for the
Economy Inn in order to establish capital project 388 - 94868, Economy Inn
Acquisition /Demolition.
Operating expenditure amendments at mid -year include the return of $247,983
from the Downtown Redevelopment Project to fund:
1. $75,000 in contractual services for the Blast Friday Program
2. $148,000 for the per annum appropriation to Ruth Eckerd Hall
3. $24,983 to offset the unanticipated loss in net revenues due to lower than
expected property values.
In addition, budget amendments in both the capital and operating funds reflect the
return of $66,500 of funds incorrectly budgeted in the Capital Budget for the
Economy Inn to establish a line item for the related debt operating budget. These
funds were set aside to pay the annual debt interest payment on the Economy Inn
loan.
All expenditure activity reflected in the Capital Project Fund is for the period
ending April 30, 2011.
In response to a question, Budget Director Tina Wilson said the capital improvement
project item for Saint Vincent de Paul Property Acquisition was for the thrift store.
Trustee John Doran moved to adopt mid -year budget amendments for the Community
Redevelopment Agency for fiscal year 2010/11. The motion was duly seconded and
carried unanimously.
4. Other Business — None.
5. Adjourn
The meeting was adjourned at 8:44 a.m.
Chair
Attest Community Redevelopment Agency
City Clerk
Community Redevelopment Agency 2011 -07 -18 2
Community Redevelopment
Agency Agenda
Council Chambers - City
Hall
SUBJECT / RECOMMENDATION:
Redevelopment Progress Analysis Update (2004 -2011)
Meeting Date:8 /15/2011
SUMMARY:
This review of the CRA redevelopment program strategy, program and financial performance status has been prepared
pursuant to discussion and questions raised by several Board members at the May 31 CRA meeting. At that time it was
determined between the Board and staff that a discussion and review of the Downtown, Retail /Restaurant Strategy and
East Gateway CRA progress and performance would be helpful in clarifying exactly where the CRA is on
redevelopment efforts and provide the Board with an opportunity to redirect policy and /or strategy if desired.
Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) City Manager 6) Clerk
Cover Memo
Attachment number 1
Page 1 of 8
To: CRA Board
FROM: Rod Irwin, Executive Director
RE: Redevelopment Program Progress Analysis, 2004 -2011
DATE: August 3, 2011
This review of the CRA redevelopment program strategy, program and financial performance
status has been prepared pursuant to discussion and questions raised by several Board
members at the May 31 CRA meeting. At that time it was determined between the Board and
staff that a discussion and review of the Downtown, Retail /Restaurant Strategy and East
Gateway CRA progress and performance would be helpful in clarifying exactly where the CRA
is on redevelopment efforts and provide the Board with an opportunity to redirect policy and /or
strategy if desired.
Summary and Conclusions
This report examined program achievement and performance metrics status for three primary
CRA areas: 1) Downtown CRA; 2) Retail /Restaurant Strategy; and 3) East Gateway CRA.
The evaluation period is 2004 -2011, since 2004 was the date of adoption of the Downtown
Redevelopment Plan by City Council /CRA. The downtown redevelopment approach in
Attachment A was implemented shortly thereafter.
Three evaluation criteria were utilized to assess progress:
1) Specific program and project results of established vision /policies /strategies;
2) Growth in taxable value (TV), particularly vis -a -vis citywide performance;
3) Ratio of private- to - public investment from incentivized projects.
All City /CRA resources expended on redevelopment activities in the project area were included.
Only private investment from projects receiving some sort of public participation were included:
private investment in the area not directly incentivized, but resulting from the general improved
business /investment environment created by the public investment was not calculated or
included. This conservative approach was chosen to minimize any question about methodology
or results. As a result, it is a given that the private —to- public investment ratios would be higher if
all private investment were captured that were directly or indirectly influenced by CRA/City
expenditures in the Downtown.
The results indicate:
1) That there have been significant and quantifiable project and program
accomplishments in the Downtown CRA and the Retail /Restaurant Strategy. (Please see
Attachment A for an outline of strategy and specific project accomplishments from the
Downtown and Retail restaurant Strategies).
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2) The retail /restaurant strategy developed with ERA has been successful in attracting
the "niche ", destination and established restaurants that can anchor further expansion
and be sustainable during a difficult recessionary period.
3) From a taxable value standpoint, the increase in the Downtown CRA has totaled 35.5%
since 2004, compared to a 2.0 % increase Citywide (Attachment B). Taxable value has
increased by $63,357,917 in the Downtown CRA during the period. The stated
redevelopment goal of Florida Statutes, Chapter 163 to stabilize and grow the taxable value in
the CRA is being very successfully accomplished under current strategies and approaches.
4) With respect to ratio of private- to- public investment, the Downtown CRA has realized
a healthy $5.1 -to -1 ratio (Attachment C). Without the DT Boat Slips -- -which is primarily a
marina and park project - - -the ratio increases to $7.9 –to- 1.
From an "opportunity cost" standpoint, within the constraint on allowable use of CRA funds
under state statute, the likelihood of alternative expenditures with higher return ratios appears
slight.
5) With respect to retail /restaurant grants, the ratio of private -to- public investment
realized is a healthy $6.2 -to -1, with the Downtown CRA receiving $2,036,246 in private
investment for a public commitment of $330,077(Attachment D).
In an industry sector where profit margins are small, and landlord investments accordingly
constrained by profit and rent margins, the ratio results are quite positive.
6) The East Gateway CRA shows a loss of taxable value ( -7.7 %) consistent with the early
stage of the CRA intervention (2007), and a modest private –to- public investment ratio of
$1.83 to 1(Attachment E). The results indicate both a movement in the right direction with
respect to leveraging private investment, and, at the same time, clearly indicating the
"downside" risk and inevitable result of a failure to engage in redevelopment areas in a
sustained, robust manner. Continued attention and funding will be necessary to assure
program and financial results.
Rationale for Redevelopment Efforts
City /CRA downtown redevelopment –as a component of a City -wide economic development
effort —is a critically important policy initiative for the City for several reasons:
• Increases in assessed value generated by a successful downtown redevelopment effort
builds long term fiscal capacity for the entire City, allowing the funding support for
critical services that a land constrained, fully developed City like Clearwater would
otherwise have difficulty generating. The significant AV increase realized by the
Downtown CRA is an example of the impact of such efforts. Redevelopment activities to
increase the tax base for support of desired City services will have to be a part of the
long –term response to revenue constrictions faced by the City if acceptable levels of
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City services are to be maintained.
• Failure to pursue redevelopment of older, blighted areas is not a static situation and will
lead to further physical blight, deterioration and reduction in AV for support of City
services. Also, it will generate social conditions in the neglected areas that require more
costly City service "packages" than would otherwise be required and lead to a spread of
the blight, crime, cost of services and reduction of AV in the surrounding areas as the
conditions in the primary areas broadens and "bleeds "into adjoining areas. "Walking
away" is not a feasible alternative.
• Economically healthy, vibrant cities require the existence of vibrant and healthy
commercial cores that facilitate the entertainment, social and residential choices sought
by increasing numbers of residents making choices between communities in which to
live, invest and spend discretionary income on lifestyle choices. The City cannot
compete effectively with this trend toward a return to urban, mixed —use living without an
attractive and vibrant downtown.
• The CRA structure in place allows the City to access the County's portion of the
collected TIF revenues for infrastructure, environmental remediation, housing and land
acquisition within the CRA areas. Through the expiration of the current CRA
authorizations in 2019, County revenues in the excess of $10,000,000, by conservative
projections, will flow to the CRA from County TIF to underwrite critical activities. Without
the County TIF, these critical needs would either have to be funded from general City
revenues or not accomplished.
Guiding Principles and Policies of CRA
A) Chapter 163, Florida Statutes provides for the establishment of CRA's, a redevelopment trust
fund and the concomitant redevelopment activities, pursuant to an adopted Redevelopment
Plan, for the stated purpose of elimination of deterioration and /or blight, tax base preservation
for the municipality and reduction of the inordinate demand for services from unhealthy
conditions in the redevelopment area, among other stated objectives.
B) The Downtown Redevelopment Plan , adopted by the City Council and CRA inn 2004, the
seminal document concerning the City /CRA effort at redevelopment, states that the purpose of
the Plan and the City /CRA efforts is to :
"reclaim its traditional downtown and make it the center and heart of the City"
The Plan further declares that the vision and intent of the Plan and redevelopment effort is:
"to provide a flexible framework for the redevelopment of Downtown into a place that attracts
people to live, work, shop and play "; and,
"Downtown will be an integrated community with a mix of retail, residential, office and
recreational opportunities ".
Finally, the Facade Design Analysis Report, developed with significant public process and
City /CRA adoption, as well as the ERA Retail Strategy, identified a retail, restaurant and quality
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public space objective for the Cleveland Street District that is "anchored" upon destination
restaurants, retail and entertainment in the District. The concept was validated by independent,
professional consumer testing panels commissioned at the time.
The CRA efforts are based upon the achievement of these stated City Council /CRA policy
directions, as well as related policies in the Plan and other policy statements by the City
Council /CRA.
C) A related guiding principle of the CRA is to utilize TIF and other resources to increase and
expand the taxable value of the redevelopment areas so that at the end of the CRA
redevelopment period the CRA redevelopment areas contribute a significant tax base to the City
to underwrite municipal services and mitigate the need for millage increases to City residents.
The "capture" and use of TIF during the redevelopment period is intended to grow the tax base
to the benefit of the entire City over the long term.
D) Finally, CRA results of incentives/ investments should generate a positive public /private
investment return ratio, so that strategic investment of public funds in redevelopment initiatives
attract public investments at acceptable multiples based on risk incurred, the nature of the
project and the opportunity cost vis -a -vis alternative use of TIF funds.
Strategic Approach and Results- Downtown CRA
Clearwater's downtown, as is the case with many "traditional" downtowns of the first half of the
20th century, became " functionally obsolete" in the 60's and 70's as a result of economic and
societal changes that fundamentally altered the way the City and nation lived , worked and
shopped - -- suburbanization and population shifts away from established urban areas ; rise of
shopping centers near suburban developments; changes in the way business is conducted;
and, recently, the rise of "online" shopping. The traditional model of the central business district
with high density residential areas close by and utilizing the CBD for most/all of basic shopping
and service needs is no longer viable and cannot be effectively reconstructed.
What has emerged in redevelopment theory and practice is a fundamental, "organic"
reconceptualization of what role traditional downtown areas can play in local economies. Rather
than previous theory that talked of "revitalization" —which implied that the previous downtown
paradigm could be recaptured through strategic, targeted and rather modest investments - - -it is
now recognized that that is not possible and that the future of traditional downtowns must be to
acknowledge and reflect the seminal, economic changes and forces which led to the CBD's
demise at mid - century.
The future for these areas requires a fundamental, organic paradigm shift towards "niche" retail,
restaurant, entertainment and life style options not available in suburban, newer areas. It
acknowledges that downtown areas must distinguish themselves by establishing a sufficient
"critical mass" of retail, restaurant, housing and entertainment to provide an urban experience
sufficiently differentiated from other areas to attract population. Unique, destination restaurants;
high quality cultural and entertainment opportunities; specialty retail; and, increasingly, quality
housing attractive to the "boomer" generation seeking the former experiences and a return to
"maintenance free" urban living.
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The solution requires a systematic, strategic and long -term design and implementation of a new
urban "construct ", not a quick fix rejuvenation of the previous function of downtowns such as
Clearwater. It requires a long term, thoughtful and strategic approach that recognizes the
difficulty of building a new enterprise "from the ground up ".
In response, our approach to the Downtown CRA is a "layered" approach aimed at building a
"critical mass" of the various attributes necessary to achieve a new, healthy paradigm for an
economically viable Downtown going forward— housing; destination retail and restaurants;
entertainment "destinations "; and, supporting infrastructure.
Please see Attachment A for a detailed outline of the strategy and accomplishments to date.
There have been significant, delineated accomplishments in achieving CRA/City policy goals
since 2004, as delineated in Attachment B, despite weathering the worst economic downturn
since the Great Depression. Obviously a major part of the effort is increased housing, which has
been particularly affected by the recession. However, the Downtown is /has put into place the
foundation for a strong wave of private investment as the economy recovers overall.
In the meantime, we are emphasizing the ability of the Capital Theatre, Blast Friday and the
other public events to attract visitors and residents to Downtown and support the existing
merchants who are affected by the same recession that has paralyzed the housing sector.
Two unresolved issues of importance: 1) transit -the availability of rapid transit in the Downtown
CRA would be of immeasurable import to achievement of the redevelopment strategy. The
critical mass of housing facilitative of the strategy requires easy and timely in- and -out access to
employment centers. Pursuit of light rail and /or enhanced bus systems need to be pursued. 2)
homelessness- the Downtown continues to be impacted, in reality and in perception, by a
homeless population to a significant degree related to the East Gateway Soup Kitchen and the
various "feeding stations" appearing in Downtown. A successful resolution of these phenomena
will materially affect the ability to maximize realization of the redevelopment strategy.
With respect to the objective of increased taxable value for the City from Downtown, the
Downtown CRA AV has increased 43.8% since 2004 as opposed to a 5.3% citywide AV
increase. Using preliminary 2011 taxable values, the Downtown CRA taxable value increased
by 35.5% as opposed to a 2.0% taxable value increase citywide.
$63,357,917 in increased AV has been realized in the Downtown CRA since 2004 that will
accrue, after expiration of the CRA, to the City to sustain/ underwrite City services. The
Downtown CRA has realized significantly greater growth in assessed value than the citywide
results over the survey period.
From the ratio of private -to- public investment, the CRA/City has realized $195,030,823 in new
private investment since 2004, based upon a CRA/City investment of $36747,341 (including
$13,482,392 for the Boat Slips) during the same period. This results in a favorable $5.1 to 1
return on investment (ROI). If one were to eliminate the boat slips –as primarily a
Marina /Coachman Park improvement —the return -on– investment (ROI) rises to $7.9 to 1. (See
Attachment C).
On all three measurement criteria —CRA policy achievement; ROI; and AV growth -- the
Downtown CRA strategy has worked well and the CRA has achieved significant, quantifiable
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progress over the measurement period. The Downtown is well positioned to benefit from the
recovery of the economy and renewed development opportunities in the future. We just need to
"stay the course" during the recessionary period.
Strategic Approach and Results— Downtown Retail Strategy
Within the overall Downtown Redevelopment Strategy delineated above and in Attachment A,
and as further delineated in the Facade Design Analysis, ERA Retail Strategy and by
professionally- conducted consumer testing focus groups, the retail and restaurant strategy has
and continues to emphasize the incentivization of "destination" retail /restaurants that can
"anchor" and have a high probability of succeeding in an evolving and not - yet - completed urban
redevelopment area.
Restaurant recruitment has thus focused on the following: 1) "niche" restaurant products that do
not compete with, or are replicated by, chain restaurants or Mall food products, thus generating
an audience and patronage for Downtown; 2) retail restaurants that are established , going
concerns that can bring a clientele with them to the Downtown location, rather than depending
solely on the local market, during the high risk start -up period; 3) expansion of existing,
successful retail /restaurants that have indicated a high likelihood of being successful in
expanded facilities.
It is a well known tenet of the retail /restaurant industry in these redevelopment cases that
"retailing follows and serves a market; retail does not lead or go in first ". Since the construction
of the downtown market, i. e. housing, office, etc.., has been interrupted by the recession, we
are concentrating on products that can meet our overall strategic requirements, survive the
recession, and maintain some momentum until/ as the economy recovers. We also emphasize
the importance of helping existing businesses to survive until the more robust aspects of our
strategy can be reengaged in an improved economy.
The success of Casanova; La Cachette; Tony's; and Green Restaurant are examples of
progress in our restaurant strategy.
With respect to metrics, Attachment D indicates that of the retail /restaurants leveraged by some
kind of public incentive between 2004 and 2011, private investment has totaled $2,036,246
based upon a public investment of $ 330,077. This represents a $6.2 to 1 ratio of private to
public investment (ROI) -- -quite favorable in an industry with characteristically low rent margins
and concomitant low capital investment profiles. Further, these investments represent capital
expenditures that will remain with the restaurants and continue to serve the Downtown,
regardless of any change in operations.
Given the current difficulties created by the national recession, the retail /restaurant strategy is
performing as well as could reasonably be expected both from a policy and a return -on-
investment standpoint.
Strategic Approach and Results -- -East Gateway CRA
The East Gateway CRA was only established in 2004, and the concerted effort by the CRA and
the City to address the redevelopment needs of the area did no really begin until adoption and
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funding of the Five Year Plan in 2007. As a result, the program accomplishments and
performance metrics reflect the early stages of "intervention" - - -and why redevelopment
activities are so important to the East Gateway and, as well, the City of Clearwater as a whole.
Blight and deterioration are not static conditions that will remain unchanged as a result of
"benign neglect ". The problems will multiply and inevitably increase essential service demands
while eroding the taxable value needed to fund those service requirements. "Walking away" is
not a feasible or financially responsible alternative in redevelopment areas.
For example, the taxable value of the East gateway CRA has declined 7.7% between 2004 and
2011(- 7.7 %) —a considerable difference from either the Downtown CRA or the Citywide taxable
value for the same period. There is every indication that this "disinvestment" would continue and
likely increase without a concerted effort by the CRA and neighborhood groups. It would impact
the entire City in terms of a declining tax base and inordinate City service requirements at a time
when resources are constrained.
The area has been plagued by absentee ownership without necessary property maintenance;
excessive rental real estate by absentee ownership; code violations; and, excessive criminal
activities. All of these would indicate a continued decline in investment and taxable value
without active intervention. The Five Year Plan is designed to address this downward spiral, in
conjunction with active neighborhood involvement and "ownership" over a sustained period.
The continued operation of the Soup Kitchen is a major obstacle to East Gateway
redevelopment and investment, which will have to be removed in order to fully achieve strategy
and policy objectives.
On the positive side, the commitment of the CRA/City to date in the East gateway indicates the
beginnings of definite progress. Since 2007 the efforts of the CRA and neighborhood groups
have been successful in catalyzing an investment climate that has not been evident heretofore,
resulting in $ 10,022,420 in private investment in the East Gateway (See Attachment E).
Investor discussions reveal that in most cases their confidence for investment in the area was
influenced by the renewed and heightened commitment to redevelopment by the CRA and City.
City Planning and Development report a reduction in code violations from 626 violations in FY
07/08 to 233 in FY 08/09 and 246 in FY 09/10. At the same time, building permits issued
increased from 79 in FY/08/09($1.26 M) to 109 in FY09 /10 ($2.31M)—despite a serious
economic recession.
From a public /private investment ratio standpoint, the metrics reflect the early stages of CRA
involvement, but are nonetheless positive. The overall private -to– public investment ratio since
2007 is $1.83 to 1. Using only investments where public funds were involved in the deal, the
ratio reflects $1.03 to 1. (See Attachment E).
These lower ratios reflect the necessary infrastructure and property acquisition (i.e. Economy
Inn acquisition) investments characteristic of early -stage redevelopment to create the
environment for private investment confidence moving forward.
While the East gateway CRA effort is in the early stages and reflects both the perils of not
intervening (TV decline) and early positive investment, the strategies underlying the Five Year
Plan and CRA enhanced involvement in the area appear to be moving in the right direction.
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Hopefully the Vision Study currently underway will provide an empirical and strategic template to
further focus and leverage success in the area.
Feel free to contact me if you have a question or desire clarification. I have scheduled this
matter for a discussion at the August 15th CRA meeting.
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Attachment A
DOWNTOWN REDEVELOPMENT OVERVIEW
Prepared by: Rod Irwin, ACM
Updated: 6/30/11
City /CRA downtown redevelopment –as a component of a City -wide economic development
effort —is a critically important policy initiative for the City for several reasons:
• Increases in assessed value generated by a successful downtown redevelopment effort
builds long term fiscal capacity for the entire City, allowing the funding support for
critical services that a land constrained, fully developed City like Clearwater would
otherwise have difficulty generating. The 35.5% AV increase realized by the Downtown
CRA in between 2004 and 2011 is an example of the impact of such efforts.
Redevelopment /development activities to increase the tax base for support of desired
City services will have to be a part of the long –term response to revenue constrictions
faced by the City if acceptable levels of City services are to be maintained.
• Failure to pursue redevelopment of older, blighted areas is not a static situation and will
lead to further physical blight and deterioration; reduction in AV for support of City
services; generate social conditions in the neglected areas that require more costly City
service "packages" than would otherwise be required; lead to a spread of the blight,
crime, cost of services and reduction of AV in the surrounding areas as the conditions in
the primary areas broadens and "bleeds "into adjoining areas. "Walking away" is not a
feasible alternative.
• Economically healthy, vibrant cities require the existence of vibrant , healthy commercial
cores that facilitate the entertainment, social and residential choices sought by
increasing numbers of residents making choices between communities in which to live,
invest and spend discretionary income on lifestyle choices. The City cannot compete
effectively with this trend toward a return to urban, mixed –use living without an attractive
and vibrant downtown.
• The CRA structure in place allows the City to access the County portion of the collected
TIF revenues for infrastructure, environmental remediation, housing and land acquisition
within the CRA areas. Through the expiration of the current CRA authorizations in 2019,
County revenues in the excess of $10,000,000, by conservative projections, will flow to
the CRA from County TIF to underwrite critical activities. Without the County TIF, these
critical needs would either have to be funded from general City revenues or not
accomplished.
The CRA has thus developed the following strategy and is moving forward as outlined
below.
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Attachment A
A. "Layered "Strategy for Downtown Redevelopment —no one set of initiatives will be
sufficient to achieve the mass and diversity necessary to realize a vibrant, economically
sustainable downtown. A strategy employing a "stack" of initiatives will be necessary:
1) Infrastructure Improvements to create an attractive and supportive physical
environment for private investment.
Completed to date:
• Streetscape, Phase I
• Station Square Park
• Station Square Parking Facility
• Public Art in Median Program( Sculpture 340)
2) "Roofs and Beds and Office Space "—Ultimately need 1000 -2000+ new residential
/hotel units in Downtown, as well as "lease up" of Downtown office towers, to
generate on -going support for retail /restaurant services
Completed to date:
• Water's Edge (157 units)
• Station Square(126 units)
• Residence Inn(115 rooms)
• CSDVRS(6,000 sq. ft. /62 jobs)
• Baldwin Connelly Insurance Group(13,000 sq. ft. /52 jobs)
Although several residential properties are currently in distress as a result of national
recession, prices will re -set and units will be occupied /sold as economy recovers.
3) Restaurant/ Retail "Repopulation "strategic, targeted recruitment of restaurants and
miscellaneous retail, with emphasis on established, "niche" operations that can
survive the challenges of operating in a redevelopment environment.
Completed to date:
• Facade Improvement Study — established "Cafe Society" overall retail
vision
• ERA Retail Analysis- Confirmed "Cafe Society and "niche" restaurants as
new "anchors" of Cleveland Street District retail effort
• Downtown Manager /Retail Recruiter
• La Cachette
• Casanova
• Tony's Expansion
• "Green" Organic Expansion
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Attachment A
4) Cultural /Entertainment Magnet(s) — Facilities with broad, recurring appeal to attract
consistent, varying patrons to Downtown to support retail and restaurants
Completed to date:
• Capitol Theatre Acquisition
Addition of a second cultural or entertainment attraction with significant, broad "draw"
would be very beneficial.
5) Special events- Promote and support special events in– and - around the Cleveland
Street District and the East Gateway to a) bring in support for retailers and
restaurants; and b) expose more people to "new" redevelopment areas.
Initiatives to date (examples):
• Blast Friday/ Miracle on Cleveland Street
• Jazz n' Art Walk
• Ciclovia
• Fashion and Arts Week
• Lunchtime Concert
• Etc.
B. Current Economic and Development Environment
Our Strategy has been empirically validated and initiated on a multi- faceted basis.
However, the major recessionary factors affecting the national and State economy and
real estate markets —and even more severely the Florida scene -- -have significantly
impacted and extended the accomplishment of redevelopment goals for the
Downtown /Cleveland Street District.
The "perfect storm" of adverse factors affecting the economy and real estate markets
include:
• Commercial and residential construction financing difficult/unavailable:
Low LTV's; High equity requirements; heavy discount in valuation of
property acquired during "boom" period, further affecting equity
requirements; high interest rates on available financings
• Retail and commercial expansion credit severely constrained and
expensive
• High unemployment and earnings contraction, affecting both retail
spending and housing market
• Severe overcapacity in residential markets, particularly condo
• Overall retail contraction by national and regional firms
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Attachment A
These factors require that we "reset" our expectations and timelines for achieving our
redevelopment goals and objectives and look at how the City can best proceed during
this "hiatus" period before recovery of the retail and commercial markets.
C. Strategy Forward During Economic Downturn-
Goal: Take advantage of the downturn to "position" the City to be best able to respond to
recovery and maximize our ability to capture investment
1) Countercyclical Infrastructure Investment- take advantage of favorable pricing and
availability to accomplish projects that will support/ enhance private investment
during and after recovery
• Streetscape, Phase II
• Downtown Boat Slips
• Capitol Theatre Acquisition
• Economy Inn/ St. Vincent de Paul /CarPro Acquisitions
2) _Update and Adjust Regulations and Plans- Get ready!
• ED Strategic Plan Development
• East Gateway Vision Plan & 5 Year Work Plan
• Revised Restaurant Incentive Guidelines
• Revised Sign Regulations
• Parking Signage and Wayfinding Improvements.
3) "Strategic" Support for Commercial /Retail Projects that can Proceed During
Downturn - higher /different support programs are required to assist private ventures
• Casanova /Zeal Development Project
4) Support Regional and State Initiatives that will " Position" Area and City to Rebound
and Capture Investment when Economy Recovers
• TBP ED "Cluster" Analysis Study
• BRT Study
• One Bay
• Etc.
Outlook: that the economy will begin to move toward stabilization and recovery by the end of
2012, led by a rebound in the financial markets and stocks. However, recovery in the
commercial /residential real estate and retail leasing sectors —those particularly important to our
4
Attachment number 2
Page 5 of 5
Attachment A
redevelopment program -- will "lag" significantly behind the general recovery. At least another
year of declining property values for City budget purposes will also take place, as AV's generally
"trail" changes in the real estate market by at least one year.
Objective: to position the downtown redevelopment initiative to 1) maintain the maximum
feasible momentum of the City /CRA effort during this difficult economic downturn and 2) be
ready to respond to recovery with the best possible redevelopment environment in order to
maximize opportunities for private investment.
We believe the strategy and process outlined above will assure that we meet those objectives.
Realities: Redevelopment 1) is a long -term process, not a "quick fix " - -- a multi -year effort that
requires staying power and adjustment of tactics as the real estate environment changes; 2)
requires broad, community consensus on the value and necessity of DT redevelopment in order
to maintain momentum over time: 3) DT stakeholders need to be vocal educators and
advocates in development of that consensus —in partnership with the City /CRA —to assure
success.
5
Attachment number 3
Page 1 of 1
Attachment B
Comparison of Taxable Value Changes
City of Clearwater, Downtown CRA and East Gateway CRA
Valuation Years 2004 -2010
Change in TV
Citywide
Downtown CRA
East Gateway CRA
2004 TV
$7,468,726,752
$178,586,200
$88,234,600
2010 TV
$7,866,410,324
$256,776,159
$94,021,659
Change in TV
2004 -2010
$397,683,572
$78,189,959
$5,787,059
% Change
+5.3%
+43.8%
+6.6%
Change in TV
$156,958,248
$63,357,917
($6,759,346)
2004- 2011(Prelim. )*
% Change using
+2.0%
+35.5%
-7.7%
Preliminary 2011*
2011 Valuation numbers subject to further revision by Property Appraiser
Attachment C- Revised
Downtown CRA
Summary of Private -to- Public Investment
Incentivized Projects
2004 -2010
Private
Investment **
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Water's Edge Condos
Station Square Condos
1100 Cleveland Street
Residence Inn
Casanova Restaurant
534 Cleveland Street
La Cachette Restaurant
DiVino Restaurant
Tony's Pizzeria
"Green" Restaurant
Chiang Mai
Caliyogurt
CRA Portion
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Water's Edge Condos
Station Square Condos
1100 Cleveland Street
Residence Inn
Casanova Restaurant
534 Cleveland Street
La Cachette Restaurant
DiVino Restaurant
Tony's Pizzeria
"Green" Restaurant
Chiang Mai
Caliyogurt
Cleveland Streetscape Phase II
Downtown Boat Slips
Cleveland Streetscape Phase I
Capital Theatre
Miscellaneous
Station Square Park
St. Vincent de Paul
CRA Operating Expenses
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Private -to- Public Investment Ratio:
Private -to -CRA Investment Ratio
Attachment number 4
Page 1 of 1
P.F.
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increases to 7.9 to 1.
Attachment number 5
Page 1 of 1
Attachment D
Analysis of Public/ Private Investment
CRA Retail /Restaurant Incentives
Downtown CRA
Private -to- Public Investment Ratio: 6.2 to 1
Private
Investment
CRA
Incentives
Casanova
$1,100,000
$ 185,000
La Cachette
$ 265,000
$ 10,000
Tony's Pizzeria
$ 85,000
$ 50,000
"Green" Restaurant
$ 69,400
$ 50,000
534 Cleveland Street
$ 312,346
$ 10,000
Chiang Mai
0
$ 5077
DiVino
$ 194,500
$ 10,000
Caliyogurt
$10,000
$ 10,000
TOTAL
$ 2,036,246
$ 330,077
Private -to- Public Investment Ratio: 6.2 to 1
Attachment number 6
Page 1 of 1
Attachment E
East Gateway District
Summary of Private -to- Public Investment
October 2007 through June 2011
CRA /Federal funds Private Investment Total Value
Facade Program
1390 Gulf to Bay
(former La Feria de
la Nieve)
$ 38,271
$ 8,815
$ 44,153
1454 Gulf to Bay
(former Old Kyle's
Clock shop)
$ 35,338
$ 51,746
$ 87,084
1225 Cleveland
(Nature's Food Patch)
$ 39,670
$ 721,927
$ 761,597
1275 Cleveland
(Maxa Enterprises)
$ 5,000
$ 34,902
$ 39,902
1498 Gulf to Bay (T-
shirt Warehouse)
$ 3,800
$ 0
$ 3,800
Greektown Grille
$ 0
$1,600,000
$1,600,000
UMA (Ultimate Medical
Academy)
$ 0
$1,206,726
$1,206,726
Achieva Credit Union
$ 0
$ 289,500
$ 289,500
Seazar's Mini Mart
$ 0
$ 437,462
$ 437,462
Shu Shu's Mongolian
BBQ restaurant
$ 0
$ 18,590
$ 18,590
Covert Apartments
$ 128,198
$ 492,752
$ 620,950
Dunedin Housing
Authority (Fairway
Gardens project)
$ 0
$ 860,000
$ 860,000
Economy Inn
$1,900,000
TBD
$1,900,000
CarPro
$ 296,000
TBD
$ 296,000
Country Club
Townhomes
$2,200,000
$4,300,000
$6,500,000
Gulf to Bay / Highland
Intersection
Improvements
$ 550,000
$ 0
$ 550,000
Sidewalks
$ 223,680
$ 0
$ 223,680
Development of a Vision
Plan
$ 68,000
$ 0
$ 68,000
TOTAL
55,487,957 $10,022,420
Private -to- Public Investment Ratio: 1.83 to 1
Private Incentivized -to- Public Investment Ratio: 1.02 to 1
Attachment number 7
Page 1 of 1
ATTACHMENT F
MAJOR DOWNTOWN CRA REDEVELOPMENT PROJECTS
Taxable Value Comparisons, 2004- 2011(Prelim.)
2004 2011(Prelim.)
Water's Edge -0- $48,057,686
Station Square $ 405,000 $23,878,204
Residence Inn -0- $ 6,300,000
Casanova $ 320,000 $ 648,500
1100 Cleveland* $5,300,000 $ 1,542,194
TOTAL $6,025,000 $80,426,584
*2004 TV represents prior office occupancy. Preliminary 2011 is partial due to
incomplete construction.
Attachment number 8
Page 1 of 1
To: Rod Irwin, Executive Director, Community Redevelopment Agency
From: Tony Starova, Owner, Tony's Pizzeria and Ristorante
Date: August 3, 2011
Re: Tony's Pizzeria and Ristorante Relocation and Expansion Interior Build -out; Results of Operations
In response to your request for documentation describing the impact relocation has had on Tony's
Pizzeria and Ristorante with facilitation of the city's investment of $50,000, we think the following
numbers speak for themselves.
Between January and May 31, 2011, more than 60,000 customers (over 10,000 per month) have been
served at Tony's Pizza. Customers served in the restaurant and bar area totals 31,342 (6,268 a month),
which is approximately equal to the amount of people served in the casual pizza area located toward the
front of the restaurant. These numbers represent a 100% increase in traffic compared to our previous
count in the 500 block. Compared to last year, there is a 45% increase in first -time costumers and 25-
30% of there return. We've seen a 100% increase in dinner -time costumer numbers.
We attribute the increase in business to three factors that include:
• Expansion and new location;
• Events on Cleveland Street and Capitol Theatre shows occurring in the same block; and,
• Marketing - To date, Tony's Pizzeria has sold approximately 100 LivingSocial coupons offering
50% off and 475 Groupon coupons offering 50% off. For the month of June, we offered a large
cheese pizza for $2.99 that more than 100 new customers took advantage of. We also advertise
with the Jolley Trolley, Clearwater Gazette, and on Google and Facebook.
Receiving the $50,000 Community Redevelopment Agency restaurant relocation and expansion
assistance grant was pivotal in our decision to remain and expand within the Cleveland Street District.
We consider the relocation and expansion of Tony's Pizza to be a very wise business decision.
Sincerely,
(4
Tony Starova, Owner
Community Redevelopment
Agency Agenda
Council Chambers - City
Hall
SUBJECT / RECOMMENDATION:
Presentation of the East Gateway District Two -Year Progress Report.
SUMMARY:
Meeting Date:8 /15/2011
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.
Staff presented the first annual progress report in April of 2009. Given staffing changes, staff did not complete a
report in 2010. However, this progress report includes accomplishments over the last two fiscal years.
The East Gateway Task Force is the responsible entity for implementing the Five -Year Action Program. The Task
Force is comprised of staff from the following city departments: Economic Development and Housing;
Engineering; Parks and Recreation; Planning and Development; Police; Public Communications; and Solid
Waste /General Services. East Gateway Task Force collaboration on neighborhood issues and opportunities
continued throughout the reporting cycle.
The East Gateway District Two -Year Progress Report, August 2011, provides an overview of the past two years'
progress and accomplishments such as:
Approval for the acquisition of the Economy Inn and related parcels for redevelopment
Acquisition and demolition of the CarPro property for environmental remediation
Federal funding from the CDBG and CDBG- Recovery Act to implement two projects:
1) Installation of new sidewalks on Grove St., Franklin St., Pierce St., Laura St., Jefferson Ave., and San
Juan Ct.
2) Implementation of the East Gateway Facade and Building Lot Improvement Program: committed
$105,000 to three projects (1390 Gulf to Bay Blvd., 1454 Gulf to Bay Blvd., and 1225 Cleveland Street)
Continued community policing unit that is improving safety and security in the neighborhood and building public
trust
Monthly meetings of the East Gateway Stakeholder Advisory Group and monthly attendance at the East Gateway
Business and Neighbors Association meetings
Planning and orchestration of multiple community celebrations: Sunday Ciclovia (April 2009); Ice cream Social
(September 2009); and Talento 2010 (March, May, and September 2010)
Creation of the East Gateway Neighborhood Revitalization Strategy Area Plan and approval from FLU la Memo
Outlining of steps needed to implement an East Gateway District Vision Plan process
Creation of the East Gateway Shopping and Dining Guide
Funding of renovation improvements to 1447 and 1451 Gulf to Bay Boulevard (Covert Apartments)
Loan modification to extend loan terms for Country Club Townhomes and negotiation of construction loan terms
(Developer received site plan approval for the project)
Expansion of Ultimate Medical Academy and relocation of Consumer Energy Solutions to 1255 Cleveland Street,
interior remodeling of Nature's Food Patch, opening of Greektown Grille, commencement of construction of 1310
Cleveland Street (SeaZar's).
While the report outlines declining neighborhood indicators such as property values, the homeownership rate
remained steady the last fiscal year. A positive improvement is the significant increase in building permits issued
and value of improvements in the last fiscal year. The Report also highlights implementation activities for the
coming year.
Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) City Manager 6) Clerk
Cover Memo
Clearwater
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BACKGROUND
INFORMATION
• East Gateway Character District
- Established in 2004
• East Ga
Task F.r
sed f Cjiy Staff from 7
BACKGROUND
INFORMATION
• East Gateway Five-Year_Action
Program
AM • d 'n ay 2008
3
•
t•, or'
\API-
COMMUNITY VOICES
• Stakeholder Advisory Group (SAG)
Eg!Iished September
4.efeedbac h • trti
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COMMUNITY VOICES
mv.
a; ,r Business and
b r ssociation (BNA)
ssroots organization
Estab - -dOctober2O
d8
ar eighborho
AFETY & SECURITY
VAN-PD
er ocal Agreement
i' • :i Offfers
0
Mor• isible Community -:, „`
Policing
Top Police Reports
or(
r s
•
t
1
SAFETY & SECURITY
• Visible Sidewalks Projects
AFTER: PIERCE STREET
BUSINESS ENVIRONMENT
• Dedicated Building Division .tall
in
Expansion
•
• Busi
ktown Grille
stment
• Ultima e edical Academy (UMA)
- Expanded Location to 155 Cleveland
$700K Investmen
a ure's Food • . c
nt • r'o ; • modelin
BUSINESS ENVIRONMENT
■Increased Business Activity
nPla g Cases
tuber
in Invest
mar -d to
•
BUSINESS ENVIRONMENT
• Code Enforcement
New Code Inspeckion Area
Iwee'si wee • � s
NEIGHBORHOOD APPEARANCE
• Facade Program
-Asst Commercial P erty Owners in
•
n
Two e1rpject.
390 Gulf Q
ears f uildin es
Bay BI
FOR SALE
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ION
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NEIGHBORHOOPPEA
• Economy Inn Property
- 2.2 A
- Problematic Properly
421 Calls For Service
NEIGHBORHOOD APPEARANCE
• Car Pro Acquisition & Demolition
rownfie
ECG o ` GROWTH &
HOUSING
• Covert Apartments
- Rehabilitation of Ap Complex
ns ith Disa i
ver OK Investment
ECG o ` /a61V5WTH &
HOUSING
• Country Club Townhomes
31 -unit To nhome Community
Workf rce
SUNDAY �
.II ,I,OrIA
Bike Walk Dance
Breathe
HISPANIC COMMUNITY
Pinellas Opportunity Council, Inc.
March through September 2010
urals
FOCUS ITEMS FOR FY 10/11
• Demolition of the Economy Inn
Property
• Identify Additional Street for
Constr coon of Iliew SiaI ks
h.
nd Intersection
Improv nts P
• Development of a Visi VIM Plan
Clearwater
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Attachment number 2
Page 1 of 14
On the Path to Revitalization
TWO -YEAR PROGRESS REPORT (FY 08/09 & 09/10)
Attachment number 2
Page 2 of 14
GreekTown Grille— Opened October 2008
Councilmember George Cretekos presents
the Certificate of Appreciation to Sonny
Sharma, VP of Operations for Ultimate
Medical Academy
4TALENTO 2010
CPI PAPATIl1N NF PINFI I AS 1 (11INTY'C HISPANIC ART ANTI CIII TI IR:
L
7e4
Ti
i
EAST GATEWAY DISTRICT
TWO -YEAR PROGRESS REPORT
FY 08/09 & 09/10
AUGUST 15, 20
TABLE OF CONTENTS
7e4
INTRODUCTION - Page 1
OUTREACH & INVOLVEMENT - Page 3
7ei
YEAR AT A GLANCE - Page 5
PERFORMANCE MEASURES - Page 12
Nel
YEAR AHEAD - Page 24
Attachment number 2
Page 4 of 14
INTRODUCTION
THIS PROGRESS REPORT highlights the second
and third years of the East Gateway District Five -
Year Action Program (FY 08/09 and FY 09/10).
The report illuminates the efforts, accomplish-
ments, and progress of the City of Clearwater and
the East Gateway community in achieving the
neighborhood's revitalization goals.
Despite major economic and fiscal challenges that
the neighborhood, city and country faced during
the last three years, the community's interest in an
improved and more livable East Gateway District
remained high. Residents and business owners
rededicated themselves to results - oriented citizen
participation.
1
bGATEWAY TO CLEARWATER'S
DOWNTOWN AND BEACH
A collaborative team approach has made possible
the many accomplishments described in this
report. The East Gateway Task Force (more infor-
mation on page 3), has worked diligently over
the years to advance the East Gateway Five -Year
Action Program and create a better neighbor-
hood for those that live, work, and visit the East
Gateway District.
Attachment number 2
Page 5 of 14
[This page intentionally left blank.]
Attachment number 2
Page 6 of 14
OUTREACH & INVOLVEMENT
THE EAST GATEWAY Five -Year Action Program
is the product of a community -based planning
process. It was adopted by the Clearwater
Community Redevelopment Agency (CRA) on
May 2008. While the Action Program has transi-
tioned into the implementation phase, community
involvement remains vital to decision - making
that will shape the district's future.
East Gateway Task Force
The East Gateway Task Force was formed in late
2005 to identify a series of strategies necessary to
achieve positive change in the East Gateway
District. It is comprised of staff from several City
departments: Economic Development & Housing,
Engineering, Legal, Parks & Recreation, Planning,
Police, Public Communications, and Solid Waste.
Regular contact with the community increased
Task Force staff's awareness of stakeholder needs,
concerns, values and preferences, which facili-
tated technical problem solving, decision making
and focused dedication to the East Gateway initia-
tives.
The Task Force meets on an as- needed basis to
discuss specific program action items.
3
ACTIVE COMMUNITY ORGANIZATIONS
EAST GATEWAY DISTRICT
EAST GATEWAY STAKEHOLDER ADVISORY
GROUP
EAST GATEWAY BUSINESS AND NEIGHBORS
ASSOCIATION
HISPANIC LEADERSHIP COUNCIL
CLEARWATER NEIGHBORHOODS COALITION
East Gateway Stakeholder Advisory Group
(SAG)
The SAG was established in September 2008. Its pur-
pose is to make recommendations and provide key
information to guide East Gateway Five -Year Action
Program projects and initiatives. Initially, the SAG
was meeting bi- monthly, but in 2010 the group
started meeting on a monthly basis to keep informed
of all the activities underway. Membership consists
of 7 to 11 individuals representing a cross - section of
East Gateway stakeholder groups. The SAG plays an
important role in the East Gateway Five -Year Action
Program implementation process by:
♦ Providing first -hand information regarding
neighborhood activities and concerns;
♦ Identifying potential controversies;
♦ Providing an "outside perspective ";
♦ Providing solutions that best meet East
Gateway needs and values; and
♦ Suggesting ways to increase community
involvement.
The SAG met fifteen (15) times during this report-
ing period.
In June 2009, the SAG recommended that the city
engage the community in redefining a vision for
future development and community character of
the East Gateway. It also called for flexibility to
alter land use documents and make code changes
necessary to implement such a vision. In December
2009, CRA staff sought community input for an
inclusive and robust visioning plan that articulates
the preferred urban form and character for the
district. In January 2010, CRA staff presented the
issue before the CRA Board as a multi -phase
project to include vision development as phase one
and implementation based on vision plan out-
comes as an optional subsequent phase. The CRA
Board agreed to proceed.
East Gateway Business & Neighbors Associa-
tion (BNA)
The BNA is a grassroots organization that was
established in October 2008 by members of the
community. The BNA meets on a monthly basis as
a forum to voice community concerns and solu-
tions. As its name implies, its membership is
represented by residents and businesses. Meeting
attendance has been strong, with BNA members
quickly moving from issue identification to
problem - solving mode.
BNA subcommittees include Membership, Code,
and Neighborhood Coalition. Several BNA mem-
bers also serve on the SAG.
4
Attachment number 2
Page 7 of 14
The BNA sponsored four Neighborhood Crime
Walks (August 2009, October 2009, January 2010, and
May 2010) to express the community's opposition to
street violence, drug activity, prostitution, and crimi-
nal activity of any kind in the district.
In the Spring of 2010, the City awarded the BNA
with the Quarterly Neighborhood Award. Through
this award, the city recognizes those neighborhoods
that make a commitment each day to improving the
quality of life for all residents in Clearwater.
Outreach to the Hispanic Community
CRA staff continued working with the Hispanic
Leadership Council, a committee whose main goals
are community outreach and the integration of the
Hispanic immigrant population. The CEO of the
Hispanic Outreach Center is a SAG member. Busi-
ness visits to the several Latino -owned businesses in
the East Gateway District were used to convey infor-
mation and updates of city activities in the area.
The CRA, represented by the Community Develop-
ment Coordinator, is a member of the Hispanic Busi-
ness Council of the Clearwater Regional Chamber of
Commerce and participates in their monthly meet-
ings and Hispanic Connections Events.
CRA staff also engaged the use of social media by
creating a Twitter account with the username
"MiVecindario" (Spanish for "My Neighborhood ")
and used it as a vehicle to update the local Hispanic
community of activities in the East Gateway District.
All tweets are posted in Spanish.
Attachment number 2
Page 8 of 14
YEAR AT A GLANCE
Pro' ects & Activi •
Ciclovia (Spanish for "bike path ") took place
on April 26, 2009. During this family- friendly
and health - focused multicultural street festival
participants biked, strolled, skated, and took
part in exercise, sports, and dance classes.
Along Cleveland Street, there were food ven-
dors, activities for kids, bicycle and running
organizations, and exhibitors representing
public service, fitness and green living organi-
zations.
SUNDAY 1
ICLOVIA
8
Bike I Walk I Dance I Breathe!
Talento 2010, A Celebration of Pinellas
County's Hispanic Art & Culture was spear-
headed by the Pinellas Opportunity Council, Inc.
and it took place from March 2010 through Sep-
tember 2010. Its goal was to strengthen business,
career and entrepreneurial opportunities for the
district's underserved Hispanic community.
Several artists created a total of five (5) murals:
"Where Gladiolas Bloom" (T -Shirt Warehouse),
"Fun and Sun" (Fraternal Order of the Eagles),
"Mexican Diana (Senor Bubbles and El Ranchito
de Pepe), "First There Were Springs of Clear
Water" (Greektown Grille), and "Clearwater in
Transition" (1400 Cleveland Plaza West Wall).
Through this project, artists and neighborhood
volunteers created a series of small -scale murals
that interact with one another to invite visitors to
park, walk, do business and appreciate the
neighborhood's rich cultural diversity.
This program was funded in part by the federally
funded American Recovery and Reinvestment
Act, Pinellas Opportunity Council, Inc., the City
of Clearwater, the Clearwater Regional Chamber
of Commerce, and other sponsors.
/1 0 ��'� r I IV6 �it.�"'
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5
Attachment number 2
Page 9 of 14
CarPro Acquisition & Demolition - In June
2010, the CRA Board approved the purchase
and demolition of the former CarPro site
(1359 Cleveland Street). The goals are to
improve the environment through the clean-
up of this contaminated property, stimulate
investment through redevelopment of a par-
ticularly blighted area of the East Gateway
District, and allow expenditures of available
federal recovery funds.
The CRA purchased the property on Aug. 5,
2010 after performing Phase I and Phase II
Environmental Site Assessments.
Demolition was completed in September
2010. Assessment of the site continues with
the placement of monitoring wells to deline-
ate the extent of the groundwater contamina-
tion.
Hrtacnmem numoer
Page 10 of 14
_Sidewalk Projects
One strategy aimed at making the East Gate-
way District a safer community is to build
sidewalks on streets that automobiles and
pedestrians frequently share.
Using federal CDBG -R dedicated funding from
the Economic Development and Housing
Department, CRA staff coordinated with the
Engineering Department for the construction of
several sidewalk projects. The following side-
walk projects were completed during this
reporting period: Pierce Street (San Remo to
Highland); Jefferson Ave (Cleveland to Drew);
Franklin Street (north side only, Bridge to Gulf
to Bay Blvd.); Laura Street (Highland to Hill -
crest); Grove Street (San Remo to Highland);
and San Juan Court (San Remo to Gulf to Bay).
e.4% .C4)m
conomic Development end Ho
East Gateway Web Page
CRA staff maintained the East Gateway web page throughout
this reporting period. www.mycleawater.com /eastgateway
The web page describes the East Gateway story, including its
history and vision and provides information to the community
about past, present, and future events /initiatives, as well as
web links to key documents.
The web page received 1,069 pageviews in FY 08/09 and 1,102
pageviews in FY 09/10. The average time a viewer spent on the
web page was approximately two minutes, which was three
times higher than the average time for the City's web page.
The Ice Cream Social took place on September
27, 2009. During the event, Task Force staff and
members of the SAG and the BNA distributed
neighborhood information and discussed East
Gateway efforts.
Two East Gateway businesses provided the ice
cream and the pinata for the event: La Feria Del
Sabor and Pinatas Arcoiris.
7
Attachment number 2
Page 11 of 14
Economy Inn Property - On Sept. 7, 2010, the
CRA approved the purchase of the Economy Inn
parcel (1274 Cleveland Street). The 2.2 -acre parcel
that included the Royal Palm Motel, Viva Mexico
restaurant, a single- family residence and two
housing duplexes, was the scene of numerous
code violations and criminal activity. Police
Department records indicate that, during FY
09/10, calls for service /complaints to the
Economy Inn totaled 421 calls - more than one
call per day requiring Police attention. 127
incident reports were filed from these calls for
service. Since 2004, the Economy Inn Motel has
been subject of at least 24 code cases.
Country Club Townhomes - This fu-
ture 31 -unit townhome community is lo-
cated on a 2.1 -acre site at Drew Street and
N. Betty Lane (formerly a Verizon park-
ing lot). Units will be owner - occupied and
affordable to low- and moderate - income
households (workforce- housing).
The City provided a $700,000 loan to the
Developer utilizing CDBG funds. On
October 2009, the Economic Development
and Housing Department prepared a loan
modification to extend terms of loan for
five years, given economic conditions and
the state of the housing market. The City
Council approved the loan modification
on Nov. 17, 2009. On July 20, 2010, the
Community Development Board (CDB)
approved the site plan with eleven
conditions.
The East Gateway Neighborhood Revitalization
Strategy (NRS) was approved by the CRA Board in March
2009. Designating the East Gateway as a NRS Area under
this US Department of Housing & Urban Development
designation makes reporting and threshold requirements
less arduous for federal funding of revitalization projects .
Covert Apartments—On June 8, 2009, Boley Centers, Inc.
presented to the city a request for funding for construction
costs to rehabilitate Covert Apartments, an apartment
complex located at 1447 and 1451 Gulf to Bay Boulevard.
The property will provide 13 transitional beds for veterans
with disabilities.
The total cost to renovate the Covert Apartments is
$620,950 with the requested amount from the City being
$128,198. Other funding for this project includes $117,752
from the Veterans Administration and $375,000 from
Boley Centers, Inc.
The project was presented and approved by the Neighbor-
hood and Housing Advisory Board (NAHAB) in July 2009.
The loan closed on December 17, 2009. In August 2010, the
applicant started the permitting process. The project is
expected to be completed in 2011.
hlilf 11111`II
8
I. ■
EAST GATEWAY DISTRICT Shopping &n;a;ngGuide
dill"'
wi II
s=
'MAW 4�
ml
COURT. . �� oft .■
The Facade and Building Lot Improvement Program was
approved by the CRA Board on March 2009. The purpose of the
program is to assist East Gateway District commercial property
owners in improving the appearance of building exteriors and build-
ing sites that are highly visible from major streets. The program's
primary goal is to stimulate further investment in the district b
transforming the look and feel of commercial corridors.
The program offers project funding assistance to eligible property
owners to help offset eligible project costs. Up to $35,000 in "loan-to-
grant" funds are available per approved project. If a property owner
meets all program requirements, the zero - interest loan will transition
to a grant over a five -year period.
In September 2010, construction bid process was completed for 1390
Gulf to Bay Blvd. (former La Feria de La Nieve) and 1454 Gulf to Bay
Blvd. (formed Kyle's Clock Shop). Loan closings are scheduled for
October 2010 for both properties; each project is receiving the maxi-
mum award of $35,000.
Funding for the program is derived from U.S. Department of Hous-
ing and Urban Development (HUD) CDBG and CDBG -R funds.
Business Visits
Business visits by CRA staff have proved useful for promoting
the East Gateway revitalization effort.
Through regular business visits, CRA staff maintain a pulse
on the East Gateway business environment and are able to
offer timely advocacy and other assistance for business
expansions and improvements.
Shopping & Dining Guide
The East Gateway District Shopping
& Dining Guide was created in Febru-
ary 2009. It reveals the wide variety of
businesses in the area and provides
residents and visitors the opportunity
to become more familiar with the
district's offerings. The guide is
downloadable on the East Gateway's
website.
DIRECTORY
Attachment number 2
Page 12 of 14
PROGRAM GUIDELINES
FACADE 8 BUILDING LOT IMPROVEMENT PROGRAM
EAST GATEWAY DISTRICT
C.Rwanv COwnuwry REEwor x: cr
MM S. 21109
giarsiones
Irlet41 a i spans
CON LUIS ENRIQUE, COACHMAN PARK
10 OCTUERE
Spanish Language
Publications
Quarterly issues of Guia de
Diversiones promote City
library programs, homebuyer
seminars and recreational
facilities and offerings to
Hispanic residents in the East
Gateway District and citywide.
For example, the Parks and
Recreation Department
Contract Instructor Program
serves to expand recreational
program offerings of interest
to Hispanic residents.
Attachment number 2
Page 13 of 14
Building Division Liaison
There is a need for higher level of service due to propensity of non
- conforming properties in East Gateway and relative inexperience
of East Gateway applicants with the development review process.
The city's Development Review Supervisor has been assigned as
the dedicated Building Division staff to assist potential East
Gateway applicants and guide them through the process.
cKi,"4",ab
Building Plan Review Committee (BPRC)
BPRC consists of staff members from various city departments.
BPRC meetings take place on a weekly basis, during which time
staff members review recently submitted permits and discuss
proposed projects in the City of Clearwater. Future applicants
can attend the meeting and discuss their plans with BPRC on an
informal basis prior to submitting their application.
Business Expansion
Despite the economic downturn, several businesses in the East
Gateway District expanded during this reporting period.
Greektown Grille opened its doors in October 2008. The owners
invested $1,600,000 to purchase and develop the property.
Ultimate Medical Academy (UMA) expanded its location to 1255
Cleveland Street. The value of the interior remodeling of the first
and second floors of the tower building was over $700,000.
Nature's Food Patch also completed an interior remodel worth
over $650,000.
In 2010, new construction began on 1310 Cleveland Street. The
initial build out had a value of $100,000. The property owners
plan to open a convenience store in the first unit under the name
SeaZar's Quick Mart.
•
•un;„
EL RANCXITO OE PEPE
10
Attachment number 2
Page 14 of 14
[This page intentionally left blank.]
PERFORMANCE MEASURES
PROGRESS in the achievement of East Gateway
District goals is measured, in part, through the
evaluation of performance measures. The analysis
of basic neighborhood indicators in this section
reveals that the East Gateway District has yet to
turn the corner toward neighborhood stability.
While the economic downturn is certainly a con-
tributing factor to declining property values and
homeownership rates in the East Gateway, the
depth and range of longstanding neighborhood
issues will indeed take time to correct. Steadfast
implementation of the multi - pronged strategies
set forth in the Five -Year Action Program —
including strategic investments and cultivated
civic engagement — remains critical to a successful
revitalization effort.
Land Use
The vast majority of the properties in the East
Gateway District are residential (489 out of 645),
while 137 properties are commercial (map on page
13).
As shown in the "Year Structure Built" map on
page 14, the construction of new structures has
significantly decreased. 382 structures were built
between 1920 and 1959 and 358 structures
between 1960 and 1979. Meanwhile, only 59 struc-
tures were built between 1980 and 1999 and a
mere 27 structures between 2000 and 2010.
Property Values
Change in property values is typically a prime
indicator of neighborhood health. The property
tax base in the new Community Redevelopment
Area, which includes the East Gateway District,
declined by $17,604,565 (approximately 13 %)
between FY 08/09 and FY 09/10.
12
Attachment number 3
Page 1 of 14
PROPERTY VALUATION
NEW COMMUNITY REDEVELOPMENT AREA
FY 04/05 Tax Roll (base year)
FY 07/08 Tax Roll
FY 08/09 Tax Roll
FY 09/10 Tax Roll
$88,234,600
$143,146,902
$134,103,909
$116,499,344
Note 1: New Community Redevelopment Area was estab-
lished in 2004 and is comprised of 201 acres. This area
includes the 176 -acre East Gateway District.
Note 2: Property value decline was experienced citywide,
statewide and nationwide during this reporting period.
Note 3: Tax Roll values are after senior exemptions.
The map on page 15 depicts changes in the assessed
value of East Gateway properties. The assessed value
of 223 properties declined by 20 -30 %; 181 properties
declined by 30 -40 %; and 182 properties declined by
40 -50 %. On the positive side, the assessed value of
116 properties increased by 0 -10 %.
Housing Tenure & Conditions
Neighborhood stabilization is a primary goal for the
East Gateway District. By increasing the ratio of
owner -to- renter occupied dwellings in this predomi-
nantly rental neighborhood, there is a greater prob-
ability of property maintenance and civic engage-
ment. As shown in the Homesteaded Properties map on
page 16, the number of owner - occupied dwellings
remained almost the same (194 properties in calen-
dar year 2009 versus 193 in calendar year 2010).
Per the "Structural Quality" map on page 17,
75 structures are in Fair condition, 750 in Average
condition and 7 in Above Average condition.
Attachment number 3
Page 2 of 14
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Page 5 of 14
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Attachment number 3
Page 6 of 14
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•
17
Code Compliance — In 2010, the Planning and De-
velopment Department reevaluated the effective-
ness of its inspection zone configurations and deter-
mined that five different zones traversed the Down-
town District, the East Gateway District and the
Skycrest neighborhood. In order to improve consis-
tency and consolidate the Downtown Redevelop-
ment Plan area into one inspection area, in Septem-
ber 2010 the inspection zones were reconfigured
and a new zone was created to encompass the
geographical areas mentioned above under a single
Code Inspector (map on page 19).
Consequently, the East Gateway area is now
assigned to one inspector who is very involved with
the community while investigating violations of our
Community Development Code. The inspector
works closely with the local neighborhood and busi-
ness groups, the Police Department, and the Eco-
nomic Development and Housing Department. The
inspector is also a member of the East Gateway Task
Force and is responsible for the coordination of code
enforcement sweeps within the Gateway area. Two
code sweeps are scheduled to take place in 2011.
In May 2010, the Planning and Development
Department had a new land management computer
software application installed. During the migration
of data from one system to the other, it became
apparent that all data did not properly transfer
over. Additionally, workflows and business rules
changed, thus disparities exist in the data collected
for code enforcement activity in the East Gateway
District for this reporting period.
The Code Compliance Division has investigated a
significant number of Community Development
Code violations in the East Gateway area and they
are listed in the table below. The overwhelming ma-
jority (64 %) of violations fall within five categories:
lack of a business tax receipt, overgrowth/
accumulation of debris, parking on the grass, inop-
erative vehicles, and residential parking.
Attachment number 3
Page 7 of 14
Case Type
FY
08/09
FY
09/10
Total
Address Numbering
2
1
3
Business Tax Receipt
28
24
52
Debris /Overgrowth
49
46
95
Fence Maintenance
2
2
4
Graffiti
5
3
8
Grass Parking
17
45
62
Inoperative Vehicles
41
22
63
Outdoor Storage
17
12
29
Residential Parking
11
22
33
Pool
2
2
Property Maintenance
14
10
24
Signs
13
9
22
Tree
1
1
Vehicle Sales, Repair
3
2
5
Watering
5
5
Other Investigations
23
48
71
Total
232
247
479
Compliance by the owner was gained for all of the
above violations with the exception of 10, which
were ultimately remediated by the City. In addition
to violations associated with Community Develop-
ment Code provisions, the Construction Services
Division had a total of ten (10) unsafe structure cases
during the same reporting period. Six of those cases
have been resolved, but four are still active.
During the two -year reporting period, one property
(single - family dwelling) had 14 violations, three
properties (single - family dwelling, mixed -use and
multi - family dwelling) had a total of 8 violations
each, and one other property (motel), now owned by
the CRA, had 10 violations. These properties account
for 10% of the total violations found in the neighbor-
hood.
18
COMMUNITY
Attachment number 3
Page 8 of 14
Business Activity
During this reporting period, the national
economic recession negatively affected business
development and economic redevelopment in the
East Gateway neighborhood. The following busi-
nesses opened in the East Gateway District during
this reporting period:
EL RESUELVE (tortillas & tamales)
1417 Cleveland Street
ESTETICA DIANA (hair salon)
1458 Gulf to Bay Blvd.
GREEKTOWN GRILLE (restaurant)
1230 Cleveland Street
LA FERIA DEL SABOR (ice cream shop)
1436 Gulf to Bay Blvd.
Attachment number 3
Page 9 of 14
Building Permits and Planning Cases
In FY 08/09, one business application went
through the Flexible Development process
(Ultimate Medical Academy) and two applications
applied for a Temporary Use permit (Novedades
El Padrino and John Hickley Produce for a "Back
to School" event). In FY 09/10, Ultimate Medical
Academy went through the Comprehensive Sign
Program, two businesses began the Flexible Devel-
opment process (former Kyle's Clock Shop and
WorkNet Pinellas) and five businesses applied for
a Temporary Use permit.
Type of Planning Case
2009 2010
Comprehensive Sign Program
Flexible Development
Temporary Use
1
2
1
2
5
Total 3
8
20
Attachment number 3
Page 10 of 14
Per the table below, a total of 79 permits were issued in FY 08/09. Their value was approximately
$1.26 million. Meanwhile, during FY 09/10 a total of 109 permits were issued (an increase of approxi-
mately 38 %). Their value was almost double that of the previous year ($2,316,840).
21
FY 08/09
FY 09/10
Type of Permit
Value
# Permits
Value
# Permits
A/C Change Out
$ 26,092
6
Addition
$ 20,000
1
Alarm - Security
$ 8,439
9
Cut and Cap
$ 2,800
2
Demo - Building
$ 6,980
1
Demolition - Building
$ 2,400
1
$ 38,000
2
Demolition - Partial
$ 14,000
3
$ 2,500
1
Driveway
$ 4,727
3
Electrical
S 11,467
5
Fence
$ 200
1
$ 500
1
Fire Alarm
$ 3,359
4
$ 24,871
4
Fire Hood
$ 2,300
1
$ 2,411
1
Fire Sprinkler - Interior
$ 40,805
2
Fire Suppression
$ 1,500
1
$ 3,750
2
Fuel Tank
$ 134,000
2
Interior Build Out - New Building
$ 100,000
1
Miscellaneous
$ 3,325
3
$ 600
1
New
$ 243,406
1
$ 344,662
2
New Accessory (shed,deck)
$ 1,631
2
Parking
$ 9,169
1
Remodel
$ 680,933
7
$ 1,179,789
11
Repair
$ 212,801
40
$ 174,849
22
Replacement
$ 6,950
7
Roof
$ 89,720
9
$ 144,411
21
Sign
$ 1,650
3
$ 18,795
3
Site Work Only
$ 15,000
1
Grand Total
$ 1,261,952
79
$ 2,316,840
109
21
Police Reports and Calls for Service
In September 2009 and September 2010, the City
Council approved the Interlocal Agreement
between the CRA and the City of Clearwater in
order to continue providing a more visible com-
munity policing presence within the East
Gateway neighborhood. The Downtown Bike
Substation has served as the primary duty station
for the East Gateway team.
Two Clearwater police officers were officially
assigned to provide law enforcement services for
a minimum of eight hours per day, five days per
week. One of the officers was assigned a Crown
Victoria police car for use. Two new bicycles were
ordered and funded by the CRA, per the CRA/
PD Interlocal Agreement.
The team focused on crime hot spots and
networked with residents and businesses in the
East Gateway community. Bike Team and Gate-
way officers monitored the Soup Kitchen/ CHIP
on a daily basis from 9:00 a.m. to 11:00 a.m., edu-
cating homeless clients on the "Rules of Conduct"
set forth by the Clearwater Homeless Intervention
Project (C.H.I.P.) and the Police Department.
These rules were enforced continually by the
officers throughout their shifts.
Additionally, police officers worked with Code
Compliance to have numerous vacant residences/
businesses boarded up properly to keep transients
and drug dealers from loitering.
22
Attachment number 3
Page 11 of 14
ENHANCED COMMUNITY POLICING
THROUGH CRA/ CITY
INTERLOCAL AGREEMENT
T
On February 25, 2010, the Downtown /East
Gateway Bike Team received the Chief's Unit
Citation for achieving the goals and objectives of
the CRA Agreement. As a result of the team's
increased enforcement strategy, an improvement
in the quality of life in the East Gateway District
has been observed.
Four prostitution reverse sting operations were
conducted during FY 08/09 and seven during
FY 09/10. Between October 2009 and September
2010, a total of 253 drug arrests were conducted,
reflecting a 6% increase over last year and a 150%
increase over the start of the project two years
ago. During FY 09/10, there were a total of 2,011
police reports taken in the East Gateway District,
which represents an increase of 99% over the pre-
vious two years (1,009 reports for FY 07/08 and
1,947 for FY 08/09).
The tables on page 24 compare Clearwater Police
Department's top police reports taken in the East
Gateway District during FY 08/09 and FY 09/10.
The arrows next to 2010 data indicate the direc-
tion of change (positive, negative, or neutral).
TOP POLICE REPORTS
EAST GATEWAY DISTRICT
•
OCTOBER 2008 — SEPTEMBER 2009
Open Alcohol Ordinances 330
Traffic Citations 245
Drug arrests 239
Field Interview Reports 215
Warrant Arrests 113
Trespass Warnings 97
Trespass arrests 62
Accident Investigations 39
Criminal Traffic Arrests 35
Prostitution Arrests 20
Suspended /No Valid Driver License 17
Battery Arrests 14
Baker Acts 13
Gang Graffiti Reports 13
Disorderly Conduct 12
Violation of Probation Arrests 11
Probable Cause Advisory Arrests 11
Resisting Arrests 11
Marchman Acts 11
Domestic Felony 9
Theft 5
DUI 4
Retail Theft 3
Stalking 3
TOTAL POLICE REPORTS TAKEN 1,947
23
Attachment number 3
Page 12 of 14
OCTOBER 2009 — SEPTEMBER 2010
Open Alcohol Ordinances
Traffic Citations
Drug arrests
Field Interview Reports
Warrant Arrests
Trespass Warnings
Trespass arrests
Accident Investigations
Criminal Traffic Arrests
Prostitution Arrests
Suspended /No Valid Driver License
Battery Arrests
Baker Acts
Gang Graffiti Reports
Disorderly Conduct
Violation of Probation Arrests
Probable Cause Advisory Arrests
Resisting Arrests
Marchman Acts
Domestic Felony
Theft
DUI
Retail Theft
Stalking
381 4
351 4
253 4
276 4
149 4
169 4
69 4
69 4
47 4
69 4
32 4
10 4
29 4
8 4
17 4
4 4
43 4
20 4
35 4
9
9 4
7 4
3
0 4
TOTAL POLICE REPORTS TAKEN 2,011
Attachment number 3
Page 13 of 14
YEAR AHEAD
In 2009 and 2010, the East Gateway community maintained momentum in the pursuit of its goals.
For the remainder of the East Gateway Five -Year Action Program, CRA staff will continue focusing on the
implementation of identified strategies for the revitalization of the East Gateway District.
EAST GATEWAY DISTRICT
TO -DO LIST
Infrastructure / Redevelopment
♦ Demolish the Economy Inn property. The
demolition will help revitalize the neighbor-
hood and prepare the property for future rede-
velopment.
♦ Complete De Leon Street sidewalk project.
♦ Identify additional streets for new sidewalk
construction through the combined input of the
community and the city's Engineering Depart-
ment.
♦ Complete concept plans and cost estimates for
the Gulf to Bay / Highland Intersection
Improvements project.
♦ Retain existing and attract new businesses.
♦ Facilitate commencement of construction for
Country Club Townhomes.
♦ Continue environmental site assessments at the
former CarPro site.
♦ Coordinate efforts with the Florida Department
of Transportation on the Drew Street Sidewalk
Improvement project.
Collaborative Partnerships
♦ Seek action - oriented partnerships in resolving
neighborhood vagrancy challenges.
♦ Seek strategic partnerships for redevelopment
to stimulate private investment in the area.
Community Engagement
♦ Seek proposals from qualified consulting firms to
develop a comprehensive neighborhood vision
plan.
♦ Keep the community informed and interested.
♦ Engage the local Hispanic community and busi-
nesses.
Neighborhood Appearance
♦ Solicit additional applicants for the East Gateway
Facade and Building Lot Improvement Program.
♦ Complete loan -to -grant closings for at least two
facade projects.
♦ Provide technical guidance to community-
supported initiatives that are in harmony with the
East Gateway Five -Year Action Program.
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Attachment number 3
Pase14of14
Historic Images of the Royal Palm Motel — Courtesy of Patti Bianco
ROYAL PALM MOTEL
1250 Cleveland 51.
Clearwater, Fla.