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GENSLER - CLEARWATER EAST GATEWAY DISTRICT VISION PLAN
THE CITY OF CLEARWATER EAST GATEWAY DISTRICT VISION PLAN january 2012 CLEARWATER East Gatewa y District Vision Pla n, January 2012 2 We would like to recognize with deep appreciation everyone who assisted in the development of this VISION PLAN for his/her devotion and dedication of personal time, skills and thought leadership to promote this process of community building. Clearwater City Council Frank Hibbard, Mayor George Cretekos, Vice Mayor John Doran, Councilmember Paul Gibson, Councilmember Bill Jonson, Councilmember Clearwater City Staff Bill Horne, City Manager Rod Irwin, Assistant City Manager Jill Silverboard, Assistant City Manager Geri Campos Lopez, Director of Economic Development and Housing Department Ekaterini Gerakios, Community Development Coordinator Michael Delk, Director of Planning and Development Department Michael Quillen, Director of Engineering Department Joelle Castelli, Director of Public Communications Gina Clayton, Assistant Director of Planning and Development Department Felicia Leonard, Administrative Support Manager of Parks and Rec Department Robin Gomez, City Auditor Lydia Moreda, Sr. Systems Analyst Clearwater Police Department GIS/Geographic Technology Department Public Communications Department All members of the East Gateway Task Force Steering Committee Maryce Garber Dr. Gilbert Jannelli Sam Karas Shelley Kuroghlian Donna Maxa Elvira Morgan Gary Payne Toni Riggs Mary Beth Scanlon JoAnna Siskin Julie Thompson Ron “Smokey” Townson The East Gateway Business & Neighbors Association (BNA) The East Gateway Stakeholders Advisory Group (SAG) Gensler Keith G. Greminger, AIA-Community Planner and Project Manager Alan Colyer, ASLA-Community Planner Chris Cox, Graphic Designer Deanna Francl, Brand Strategist Tom Malivec, Brand Strategist Social Compact Alyssa Lee, CEO and Project Lead Carolina Valencia, Director of Research Ryan Gerety, Analyst Additionally, we would like to recognize Sam and Vicky Karas and the staff at the Greektown Grille, for their tremendous hospitality in hosting several of our community meetings and workshops, as well as Juventino Perez and the staff at El Chicanito Restaurant for hosting the Hispanic Focus Group meeting. Acknowledgements CLEARWATER East Gatewa y District Vision Pla n, January 2012 3 Document I 1. Introduction 4 Purpose Gensler Social Compact Project Scope 2. Executive Summary 7 Market/Economic Analysis Community Involvement Concept Plan Policy Framework Strategy/Recommendations 3. Planning Process 14 General Context Physical Context Data Gathering 4. M arket/Economic Analysis 21 Summary Bridging the Information Gap Market Size and Demographics Market Strength/Buying Power Market Stability and Risk Market Potential Conclusion 5. Community Involvement 51 Focus Groups: BNA/SAG/Steering Committee Focus Group Meetings Charrette/Community Workshop: Day One Market Analysis Report Community Survey Comparable Communities Ideas and Features Community Goals and Desires Charrette/Community Workshop: Day Two Desires and Priorities Development Opportunities Brand Strategy 6. Concept Plan 65 District Development Development Zone I – West Commercial Anchor Development Zone II – Corridor Development Development Zone III – Open Space Development Zone IV – Festival Core 7. Brand Positioning 77 Vision Approach Placemaking Story 8. Policy Framework 79 Criticism of Zoning Laws Form-Based Coding Current East Gateway Regulatory Policy 9. Strategy/Recommendations 85 Document II 10. Appendix 106 City Background Data Market/Feasibility Community Involvement Concept Planning Brand Strategy Miscellaneous table of contents 1intro ductio n CLEARWATER East Gatewa y District Vision Pla n, January 2012 5 INTRODUCTION The City of Clearwater, the third largest city in the Tampa Bay region, is a coastal community of approximately 132,000 residents, including the Enclaves. Over the last decade, the City of Clearwater’s economic development priorities have focused largely on the redevelopment of the beach and the downtown core. The City and the Community Redevelopment Agency (CRA) have seen success in both of these areas over the last several years. The East Gateway District represents 39 percent of the CRA’s area and is one of the CRA’s focus areas for improvement. PURPOSE In 2008, faced with continuing neighborhood issues and prospects for positive change through a newly approved Five-Year Action Program, residents, business owners and impacted individuals from adjacent neighborhoods organized under two community groups to advocate for the implementation of the Five-Year Action Program. These involved stakeholders have expressed general support for redevelopment and other infrastructure investments (such as streetscaping) in the District but are concerned that the East Gateway District Vision and Land Use Plan/Redevelopment Plan in the Downtown Redevelopment Plan does not reflect community preferences and might not provide for optimal build-out of this downtown district. In June 2009, the East Gateway Stakeholders Advisory Group (the steering committee for the Five-Year Action Program) recommended that the City engage the community in redefining a vision for future development and community character of the East Gateway, with the anticipation of land use and zoning changes indicated by the outcome of the vision process. On May 31, 2011, the Community Redevelopment Agency (CRA) of the City of Clearwater, a Florida Redevelopment Agency, and M. Arthur Gensler, Jr. and Associates, Inc., with their market/economic consultant, Social Compact, entered into a contract for the East Gateway District Vision Plan. Gensler Founded in 1965, Gensler is a professional services firm that provides architecture, design, planning and strategic consulting services to clients worldwide. Throughout over 45 years of growth and change, we have fostered a passion for design’s power to make a real difference for the organizations and people we serve. We have been pioneers in creating great places that enhance the quality of work and life. Placemaking Gensler’s planning and urban design practice area taps into the complementary disciplines of consulting, interior design, architecture and brand design — to transform public spaces into living spaces. We understand how to plan for the complex balance of elements needed for communities to be successful, sustainable and attractive. That is why our plans consider journey times; access to green spaces; the infrastructure of local shops, employment, schools, transport, health and leisure facilities; as well as the ergonomics, infrastructure and sustainability of a site. CLEARWATER East Gatewa y District Vision Pla n, January 2012 6 Gensler’s strength in economic and business analysis means we can pinpoint emerging opportunities for our clients in new business areas and global markets, and help them create planning strategies to capture those opportunities. The people that shape cities today are amazingly well travelled, with a real desire to learn about the successes and failures of others and do better. Our global planning team allows clients to access that level of knowledge -the more you’ve seen, the broader your experiences and the better the dialogue about the possibilities of a particular site. We are helping to shape the future by planning many of the most important developments around the world, from Boca Raton, FL to Dubai, from Chicago to Shanghai. However big or small a project is, our global expertise is an advantage, as it helps us deliver a plan that harnesses the full potential of a site and/or community, informed by the best new ideas and developments worldwide. SocialCompact Social Compact is a nonprofit, nonpartisan organization formed by coalition of business leaders from across the country committed to promoting successful investment in lower-income communities. Working in close partnership with community and corporate leaders over the past decade and a half, Social Compact has pioneered the DrillDown™, a methodology to analyze inner-city markets and create accurate, business-oriented profiles of “emerging” neighborhood markets. Drawing on business disciplines and community strength, these DrillDown profiles have a strong track record of catalyzing sustainable, private investment, benefiting communities and businesses alike. Social Compact’s innovative research fills a void in the market: replacing outdated, deficiency-based data on lower-income communities with reliable market analysis to drive better investment decisions in underserved communities. The goal: safe and healthy neighborhoods in which to live and do business. In addition to its cornerstone research product, the DrillDown, Social Compact staff have expanded the organization’s research capabilities to include evaluations and assessments, consumer expenditure and consumer behavior surveys, and technical assistance programs geared toward building capacity among community groups to use information to guide economic development decisions. Project Scope The CRA requested professional services through RFP #15-11 to develop a comprehensive and collaborative neighborhood vision plan that is expected to address three main areas: 1) a Neighborhood Market/Economic Analysis that defines the economic base for marketsupportable revitalization efforts; 2) Community Outreach and Stakeholder Involvement culminating in a Community Design Charrette that provides a strong, clear vision of the area and responds to current and future market opportunities; and 3) a Concept Plan and Policy Framework that identify specific implementation actions and tools that help achieve the vision over a 20-year horizon. INTRODUCTION executive summary 2 CLEARWATER East Gatewa y District Vision Pla n, January 2012 8 Executive summary The East Gateway District has all the offerings of a traditional neighborhood development: live, work, play and educate, and is uniquely located on the urban edge of the worldclass destination beaches of Clearwater, Florida. Atypical to the surrounding bedroom communities with primarily residential clustering, the East Gateway District has the potential to emerge at the right demographic time when young professionals are returning to the urban mixed-use environment. Creation of a “place” is critical within the community. This place can be created through the development of a brand strategy centered around a walkable destination corridor. Complete community connectivity can be achieved through a revitalized corridor and an open space network created along the Stevenson Creek easement. Market/Econo mic Analysis The market/economic analysis of the East Gateway District aims to reveal market strengths and opportunities commonly overlooked by traditional market analysis methods. This market analysis indicates that the area has all of the components to become a more livable community, a neighborhood where residents can work, live and access most of the services and businesses they need. The area is at a transformative point to change the trajectory of the economy and improve quality of life for current and future residents and businesses. In summary, the market analysis for the East Gateway Community and the Extended Study Area suggests that these areas are, for the most part, sufficiently served with financial services, groceries, and retail/restaurant providers. Nonetheless, there is a very small apparel leakage that could potentially support 5,500 square feet of this type of retail. In addition, the East Gateway District exhibits several positive trends that merit consideration: • Stable population growth trend; • Age and ethnic diversity; • Higher income density per square mile; and • High rate of micro-businesses, exhibiting entrepreneurial spirit. The Progressive Analytics for Development (PAD)™ has the following principal conclusions or findings within the analysis and research that drive the following recommendations: • Change perceptions and negative influences that impact community image, attractiveness, safety and redevelopment opportunities; • Encourage and support restaurant and shopping destinations focusing on local, unique shops, ideally a combination geared towards both City residents’ and tourists’ needs; • Capture the additional revenue generated by the increased visitors to the area and their increased expenditures; • Create more foot traffic in the East Gateway (toward a more walkable community). • Support businesses that make the area a destination area; VISION: As an “urban edge” community , the East Gateway District offers un-paralleled opportunities not found anywhere else in the Greater Clearwater area. The District has all the qualities of Traditional Neighborhood Development , live/work /play & educate in a culturally diverse setting , vigorously sought out by a demographic of young professionals, families and aging adults . Through the Cleveland Street and Gulf to Bay corridor enhancements , a strong Open Space connectivity strategy focused on Stevenson Creek, an expanding commercial anchor at Missouri and Cleveland and the development of an identifiable core “place ” to congregate and celebrate , this walkable mixed-use community will become a destination for an emerging market of residents and visitors alike. CLEARWATER East Gatewa y District Vision Pla n, January 2012 9 • Consider FrankCrum and UMA as anchor institutions to create additional jobs for the residents and the greater community; and • Increase residential density (consider establishing affordable housing opportunities for employees and students that work and study in the East Gateway District). Community Involve ment The Vision Plan Steering Committee was formed to serve as the conduit to the planning team, both consultants and City staff, and the greater community that they represented to channel information and set direction for integration. Its members included members of the Business and Neighbors Association (BNA), the Stakeholders Advisory Group (SAG), and prominent businesses in the East Gateway District. The redevelopment of the East Gateway District is a process that brings together a variety of data, information, knowledge and perspectives to create a directive that is factually based in existing and ongoing summation of conditions, as best understood and recorded, within the immediate boundaries and surrounding areas of influence. Information was distributed in a variety of formats including electronic, printed material within existing newsletters, press releases, door hangers, etc. The Focus Group Vision Sessions allowed us to reveal our preliminary findings of both market feasibility and physical attributes to the community. This setting gave us the opportunity to hear directly from the community and collect the goals, desires, their own personal observations, likes/dislikes and discuss other comparable communities they felt were representative of the environments they would like to see in the East Gateway District. Additionally, City Staff conducted a Focus Group meeting in Spanish for the local Hispanic residents and business owners. During the meeting, they reviewed the scope of work and preliminary findings and received valuable input from the participants. During the Charrette/Community Workshops, we reviewed market data and community goals, discussed “comparable” communities, reviewed development sites and project possibilities, looked at preferred alternatives for projects, locations, and priorities, and discussed opportunities for marketing and brand positioning. In addition, we surveyed the employment base at FrankCrum, faculty and students at Ultimate Medical Academy (UMA) and the parents and staff at St. Cecelia’s Interparochial Catholic School. We polled these groups on a variety of topics because of their reach across a variety of demographics and the need for outside perspective from people that visit the District but do not live in the study area. Concept Plan As we looked at the overall development opportunities within the East Gateway, we first mapped the existing development types categorized in general terms as commercial; residential (singlefamily and multi-family); institutional; and open space. These differ slightly from land-use or zoning maps only to reinforce the communal nature of the District. Executive summary CLEARWATER East Gatewa y District Vision Pla n, January 2012 10 General issues that are widespread across the District and need to be addressed through community perseverance and policy commitment entail: District Development Neighborhood Appearance Improve street appearance throughout the neighborhoods and the commercial corridor. Street appearance either demonstrates a sense of pride and resurgence or is evidence of a decaying community. Support art and landscaping projects to beautify the area. Social Services The fallout of loitering and the constant presence of the homeless, whether real or perceived, is that the safety and well-being of residents, employees and visitors is at risk. We recommend the continued negotiation for the relocation of certain social service providers to a site outside of the East Gateway District. Transit and Transportation Explore the extension of transportation services like the Jolley Trolley and additional routes from the PSTA to and within the District. This will greatly affect the attractiveness and viability for redevelopment as the East Gateway is adjacent to the Downtown and a few minutes away from the beaches. Business Assistance Encourage the formation of a coalition of various businesses groups (restaurants, legal services, property management, etc.), to assist each other, share resources and form alliances to promote the District as a business-friendly environment and build upon their respective successes. Safety/Security Encourage and enhance community policing to continue improving the crime statistics in the community. Expanded crime watch and similar community programs need to be encouraged in the neighborhoods with an organized reporting/recording process of suspicious activities, however minor. Increased patrolling of known problem areas would deter and possibly drive undesirable activities out of the District. Extended daytime patrolling near the Soup Kitchen and the day-labor centers will further deter the loitering and the presence of undesirable activities. Installation of campus-style emergency call stations at strategic locations throughout the community with a wellpublicized security campaign will demonstrate a directive toward a safer and more secure community environment. Although lighting is relatively good along the major corridors, consistent and continuous coverage throughout the neighborhood streets will offer increased security and a comfort level to the residents and visitors. Through our research, understanding of the physical context, market analysis, demographic trends and extensive community participation sessions, we identified four zones for focus of redevelopment efforts. Executive summary CLEARWATER East Gatewa y District Vision Pla n, January 2012 11 Zone I West Commercial Anchor The intersection of Missouri Avenue and Cleveland Street has been recognized as a major entry node in the East Gateway District. We recommend it be developed as such because our market research has indicated that Zone I is an “attractor” from the region for commercial activities. The extension of the Cleveland Streetscape improvements needs to continue east to support development needs and create extended stay and additional commercial interaction for regional customers. Ultimate Medical Academy (UMA) and FrankCrum are regional educators and employers adding vitality and an economic base to this Zone and are to be engaged for the area’s success and their growth and expansion. The former Economy Inn site, at approximately 2.2 acres, presents several key opportunities with a development density of .55 (FAR) floor area ratios (52,700 sf), and a residential density of 30 units/acre (66 units), and upon further study it can comfortably support a mix of these entitlements. Zone II Corridor Development The opportunity to address the Cleveland Street and Gulf to Bay Boulevard as a development Zone comes through a corridor re-design due to the re-routing of the beach traffic onto Court Street with the opening of the Memorial Causeway Bridge. Transition from a vehicular-oriented corridor to a pedestrian-oriented corridor changes the dynamic of the community and focuses the marketing and branding of the area as a destination place. We recommend the immediate initiation of the Cleveland Streetscape Phase III because it is a crucial component of the revitalization process and it will accelerate neighborhood improvements. We also recommend an overlay as an amendment to the existing regulatory documents and utilize the concepts expressed in the existing Clearwater Downtown Redevelopment Plan. Zone III Open Space As a community on the “urban edge”, the East Gateway has the offering of open space that not only makes it an attractive alternative to the “urban core”, but becomes that differentiator that can distinguish a community. The natural amenity of Stevenson Creek running through the literal center of the community has the opportunity to create that differentiator. This open space plan serves as the connector to the peripheral community park amenities of Glen Oaks Park and the Clearwater Country Club. The Vision Plan reflects the culmination of several goals, desires and opportunities: the transformation of retention ponds into community parks through simple trail/boardwalk and pavilion offerings, community gardens, and the need for a children’s playground within the community to minimize the crossing of high-volume Court Street. Zone IV Festival Core Through the transformation of the Cleveland Street and Gulf to Bay corridor, and the creation of a walkable district, the establishment of a core gathering place is essential for community identity, pride and ownership. Executive summary CLEARWATER East Gatewa y District Vision Pla n, January 2012 12 The obvious location to create such a place is at the crossroads of major thoroughfares where linkages to the surrounding neighborhoods and the greater community are simple and direct. East Gateway’s “main & main” occurs at the intersection of Cleveland, Gulf to Bay and Hillcrest. At this key location an iconic feature can create the “place” that becomes the gathering spot or meeting place. As Cleveland Street continues eastward, the lane reduction within the existing right-of-way affords an opportunity to increase the edge landscape and develop approximately 1.7 acres for larger events. Alternative event planning, in cooperation with the surrounding business community, incorporates the utilization of the surface parking lots and expands the Festival Core. Policy Framewor k Zoning codes have evolved over the years as urban planning theory has changed, legal constraints have fluctuated and political priorities have shifted. It has also been argued that zoning laws work against economic efficiency and, therefore, hinder development in a free economy. A poor zoning restriction could hinder the optimal efficient usage of a given area. The proposed Future Land Use and operating policy for the District offers a semblance of uniformity and begins to shape a directive as to the intent of differing development zones for more definitive range of development types. In our review of the Future Land Use and Existing Zoning District parcels, we can identify several parcels that could better serve the community and possibly the land owners by a change of land use and zoning categories. The opportunity to create an Overlay District within the community offers several advantages that can work within the existing policies, but allows greater flexibility and focused opportunities within select areas. The research, community outreach and formation of an appropriate Overlay District for the East Gateway CRA should be a high priority in the near term. Strategy /Reco mmendations GOAL: District Develop ment • Change perception and negative influences that impact the community image, attractiveness, safety and redevelopment opportunities. Goal : Create a vibrant market • Encourage and support restaurant and shopping destinations focusing on local, unique shops, ideally a combination geared towards both city residents’ and tourists’ needs. • Create more foot traffic in the East Gateway District (toward a more walkable community). • Focus on business development to support local institutions. Executive summary CLEARWATER East Gatewa y District Vision Pla n, January 2012 13 Goal : Concept Planning Zone I • Focus development near the Missouri Avenue and Cleveland Street intersection as a commercial anchor through a strategic concentrated development initiative. Goal : Concept Planning Zone II • Create a district corridor along Cleveland Street and Gulf to Bay Boulevard as a “complete street” within a redevelopment district promoting walkability, shared resources and edge conditions for a vibrant community destination. Goal : Concept Planning Zone III • Develop a north-south connectivity axis of open space and community amenities along the Stevenson Creek drainage basin. Goal : Concept Planning Zone IV • Create a central gathering place where the community can come together for regularly scheduled events and activities, offering a sense of place and a community destination core. Goal : Branding Strategy • Create a strategy to rebrand the East Gateway District as a cohesive vibrant destination community to live, work, recreate and educate. As part of this goal, the City should explore the opportunity of renaming Gulf to Bay Boulevard through the branding process. Goal : Policy /Framewor k • Modify the existing policy/framework to assist in the redevelopment process and ease some of the restrictive or negative policies that currently are controlling the area’s growth. We recommend that the City introduce formedbased code as a regulatory tool to assist in the redevelopment process. We believe that these strategies and recommendations will set forth the implementation tools to initiate the vision plan created by the East Gateway District community. Executive summary pla nning proce ss 3 CLEARWATER East Gatewa y District Vision Pla n, January 2012 15 planning process To develop a vision that was truly authentic and community-driven, the planning team looked for indicators that emerged through a process of discovery. The personality of the community revealed itself and formed a directive by balancing three major form givers: Context (General and Physical), Data Gathering/Research and Community Participation. At the onset of the project, Gensler/Social Compact planning staff scheduled a kick-off meeting with City and CRA officials to establish a dialogue, a communication network/directory and facilitate a process for smooth, reliable and consistent interaction. This was the conduit for the planning team and the City of Clearwater for what became a continuous interaction and conveyance of documents and information. The Vision Plan Steering Committee was established with members chosen from the Stakeholders Advisory Group (SAG), leadership of the Business & Neighbors Association (BNA) and prominent members of the East Gateway business community to act as a sounding board and guiding force when interacting with the community and provide directives to the engagement process. The team immediately initiated a data gathering process with the City’s assistance and other network tools to build a base of knowledge that was broad in scope to allow the team to understand the contextual nature of the East Gateway District. We looked to the Vision Plan Steering Committee and City staff to help us better understand the historical, cultural, environmental and social aspects of the community, as well as the day-to-day views of living, working, commuting and interacting within the City at large. general conte xt The City of Clearwater, the third largest city in the Tampa Bay region, is a coastal community of approximately 132,000 (including the Enclaves). The city is comprised of diverse neighborhoods and businesses that span the Pinellas County peninsula between the Gulf of Mexico and Tampa Bay. As the county seat, Clearwater supports a variety of government offices and businesses in its downtown central business district. In addition, Clearwater Beach is an international tourist destination bringing millions of visitors to the city each year. Over the last decade, the City of Clearwater’s economic development priorities have focused largely on the redevelopment of the beach and the downtown core. These areas were targeted for improved performance as the City’s primary economic generators. The City and the Community Redevelopment Agency (CRA) have seen success in both of these areas over the last several years, with some important projects completed. Activities in this area will continue into the future to build upon the gains made to date and ensure the City receives the “return on investment” sought by its efforts. One of the CRA’s focus areas for improvement is the East Gateway District. The East Gateway District (District) represents 39% of the CRA. Approximately 24 acres of the District are part of the original CRA that was established in 1981. The balance of the District was brought into the CRA through an expansion in 2004. CLEARWATER East Gatewa y District Vision Pla n, January 2012 16 Physical Context The 176-acre East Gateway District is a neighborhood located on the eastern end of downtown. The District’s southern boundary coincides with SR 60 (Gulf to Bay Boulevard), which is the primary transportation corridor to the downtown and the beach. The physical context offers the visual and regulatory setting from which the vision plan will reside. The make-up of the variety of uses within the District -residential (both single and multi-family), commercial/retail/office, right-of-way, open space or public realm -and how they are connected, disjointed or how they interact with each other offers a starting point in the development of a community vision. The East Gateway District is characterized by a mixed land use pattern. Residential areas are interspersed with pockets of poorly maintained properties, the majority of which are rentals, and underutilized and obsolete strip commercial developments. East Gateway’s commercial sector is burdened with a d declining business base, deteriorating infrastructure, a mismatch of uses and vacant storefronts. Platting and development practices from an earlier era are nonconforming to current regulations, creating widespread impediments to redevelopment in the neighborhood. Additional struggles stem from a negative image associated with crime, problematic uses that attract loitering and illicit activities, and a chronically homeless population. BROWNELL ST HILLCREST DR SANTA ROSAST PRESCOTT AVE RIDGEWOOD S T JEFFERSONAVE HILLTOP AVE FOREST RD SAN JUAN C T CRESTVIEW ST EDGEWOOD AVE SALLYLN MARILYN DR WAVERLY WAY ORANGEWOOD AVE KENWOOD AVE FRANKLIN CIR PINEWO OD ST ROSEWOODST OAKWOOD ST CRISTOBOLLN WOODDR JACARAN DACIR LEMBOCIR BROWNSCT PIERCEST CLEVELAND ST EVERGREEN AVE EVERGREEN AVE BETTY LN FREDRICAAVE MADISON AVE JEFFERSONAVE FRANKLINST GROVEST MARIVA AVE BETTYLN RO GERS ST WASHINGTON AVE PINE ST HILLCREST AVE SAN REMOAVE PIERCE ST TURNERST MADISON AVE MISSOURIAVE LINCOLN AVE CREST AVE PARKST GROVEST PIERCE ST AVANDACT GOULD ST JACARANDA CIR GR OVE ST GROVE ST DREW ST DREW ST CLEVELANDSTNE LINCOLN AVE LINCOLN AVE JACKSON RD MADISON AVE BETTY LN LADY MARYDR LADY MARY DR FREDRICAAVE BETTYLN EVERGREEN AVE FRANKLIN ST MISSOURIAVE MISSOURI AVE MISSOURIAVE CLEVELAND ST LINCOLNAVE COURT ST COURT ST PARK ST TURNER ST GULFTOBAY BLVD HILLCRESTAVE HIGHLANDAVE HIGHLANDAVE PARK ST SAN REMO AVE TURNER ST ROGERS ST DELEONST DE L EONST FRANKLINST CLEVELAND ST GULFTOBAY BLVD GLENWOODAVE GLENWOOD AVE TURNER ST LAKE AVE LAKE AVE SKYVIEW AVE GROVEST GROVE ST GLENWOOD AVE LAURAST LAURAST LAURAST HIGHLANDAVE ORANGEVIEW ST DREW ST Map 9 Existing Zoning Districts in the East Gateway Character District 0 200 400 Feet Legend Source: City of Clearwater Planning Department Prepared by: City of Clearwater Planning Department, January 2003 HDR OS/R MHDR MDR LMDR D OC I planning process CLEARWATER East Gatewa y District Vision Pla n, January 2012 17 The appearance or condition of the public realm, streetscape or curb appeal often defines a community. The terrain, natural features, street grid and opportunities for distinction can distinguish one community from another and shape its future if nurtured properly. Changes adjacent to the District can have impacts to a community often unintended and can be capitalized upon if positioned correctly. Communities/neighborhoods with shared borders are partners in the vision plan and should be viewed as such. The cohesive integration of any planning impacts all. The East Gateway has the distinction as an “urban edge” community that is surrounded by major park/open space settings (Glen Oaks Park to the south, Crest Lake Park to the east, and the Clearwater Country Club to the north), with a natural spine in the form of Stevenson Creek. State transportation corridors parallel the northern and southern borders of the District (Drew Street and Court Street)and provide both easy vehicular access as well pedestrian impediments. planning process | | | ©2008 Gensler. All rights reserved. | | | ©2008 Gensler. All rights reserved. study aREA ©2008 Gensler. All rights reserved. EXTENDED sTUDY aREA CLEARWATER East Gatewa y District Vision Pla n, January 2012 18 Completion of the Memorial Causeway Bridge in 2005 and the re-direction of the traffic patterns have had a large physical impact to the core of the East Gateway community through a lesser presence of the automobile. This can be viewed as a loss of sheer volume of potential economic opportunity from drive-by customers. It also offers the opportunity to readdress the street from a vehicular-dominated corridor to a pedestrian-oriented community. To understand all the influences to the East Gateway District, we created three tiers of study that included the Greater Clearwater Area, taking into consideration the Downtown Business District, the beaches and their access, as well as the major corridors that feed into the City. We also defined an Extended Study Area bounded by Keene Road, Palmetto Street, Myrtle Avenue and Druid Road that encompasses the periphery of the District and contributes to the essence of the East Gateway District through market, community and proximity. The Study Area, which is the focus of the vision plan, is within the boundaries of Drew Street to the north; Missouri Ave to the west; Court Street to the south and Highland Avenue to the east. Data Gat hering Existing Data Various studies, maps and demographics were a part of the holistic image we assembled to give the planning team a sense of history and a starting point for moving forward. Recognizing both the needs and the potential of the District, in 2002 the CRA initiated a Findings and Declaration of Necessity Analysis (“slum and blight” study) for the District, which was officially designated as a redevelopment area in 2004. The Clearwater Downtown Redevelopment Plan (CDRP) was amended to establish a vision for the District, strategies to resolve neighborhood needs, and policies to guide future redevelopment. Although the CDRP is the principle document for the CRA and is focused on the Downtown, these policies can benefit the western edge of the East Gateway District as well as the Cleveland Street and Gulf to Bay corridor. Economic Development Strategic Plan, 2011 The plan outlines the steps for achieving economic development success and guiding principles that reflect the values of the community. As an economic development plan, this plan developed a set of statements expressing how a community defined economic vitality. Based on the research and analysis, this plan was organized around the core goals of pursuing tax base diversification, higher paying jobs, and business vitality. The need for greater tax base diversification and higher wage jobs is fully supported by the data. Business vitality refers to the city and its economic development partners taking a more active role in helping existing businesses expand and new enterprises form. The guiding principles were recognized as a challenge that can only become a reality if goals are established as pillars to support key proposals. planning process CLEARWATER East Gatewa y District Vision Pla n, January 2012 19 Downtown Clearwater Market Study, 2005 As the basis for evaluating the market potentials and opportunities for investment in Downtown Clearwater, Lambert Advisory examined demographic, economic, and real estate market trends and forecasts for several geographic areas (in descending order of geographic size): the Tampa Bay Area, Pinellas County, City of Clearwater, the CRA, and the Downtown retail trade area. The Tampa Bay area, Pinellas County, and the City of Clearwater are profiled to provide economic context for the narrower Downtown retail trade area and the CRA, as well as discuss the Downtown’s existing and potential “capture” of economic activity that occurs at the broader geographic area (for example, the proportion of office space in Pinellas County, based on County employment projections, that can be leased in Downtown office buildings). East Gateway District Five-Year Action Program, 2008 Given that the area experienced public and private disinvestment, the City/CRA committed resources to stabilize the District. As a result, the East Gateway District Five-Year Action Program for Fiscal Years 2007/08-2011/12 was developed and approved in 2008, setting forth a series of actions to help restore vitality and livability to the area and better integrate local Hispanic residents and businesses into the community. The four overarching goals of the Five-Year Action Program are: • Engage residents, businesses and other neighborhood interests in the creation and implementation of the action program; • Achieve neighborhood stability by addressing the social, economic and physical issues that plague the area; • Establish a unique and positive identity that instills neighborhood pride and sense of ownership; and • Revitalize the neighborhood to attract reinvestment in private property. In 2008, faced with continuing neighborhood issues and prospects for positive change through a newly approved Five-Year Action Program, residents, business owners and impacted individuals from adjacent neighborhoods organized under two community groups to advocate for Action Program implementation. These involved stakeholders have expressed general support for redevelopment and other infrastructure investments (such as streetscaping) in the District but are concerned that the East Gateway District Vision and Land Use Plan/Redevelopment Plan in the Downtown Redevelopment Plan does not reflect community preferences and might not provide for optimal buildout of this downtown district. In June 2009, the East Gateway Stakeholders Advisory Group (the steering committee for the Five-Year Action Program) recommended that the City engage the community in redefining a vision for future development and community character of the East Gateway, with the anticipation of land use and zoning changes indicated by the outcome of the vision process. planning process CLEARWATER East Gatewa y District Vision Pla n, January 2012 20 Market-Based Research Working in close partnership with community and corporate leaders over the past decade and a half, Social Compact has pioneered the “DrillDown,” a methodology to analyze inner-city markets and create accurate, business-oriented profiles of “emerging” neighborhood markets. The DrillDown combines numerous data sets, public and private, national and local, in order to build a set of upto-date community economic indicators tailored to urban markets. These indicators describe the size (population), strength (income and buying power), stability (homeownership and residential investment) and investment opportunity of a given market more accurately than traditionally used datasets. DrillDown™ profiles combine Social Compact’s many innovative economic and demographic methodologies into a powerful information package unique in scope, breadth and accuracy compared with conventional inner-city economic analyses. These profiles unearth new and previously overlooked investment and development opportunities in underserved urban areas. DrillDown™ profiles have consistently found innercity communities to be larger, safer and with far greater buying power than indicated by standard market information sources. The DrillDown PAD™ combines demographic and economic profiles with real estate market analytics to provide a robust analysis of both the demographic, economic and land characteristics of a location. The DrillDown PAD™ utilizes PopStats, a product of Synergos Technologies, as the basis for establishing the demographic & economic profiles. PopStats data uses an estimation approach that corrects for errors in traditional methodologies and places detailed attention to elevating the accuracy of the estimates themselves. The bottom-up approach is based on the existing relationship between Census household counts and postal delivery counts at the ZIP+4 level to generate the most unbiased estimates possible. A series of checks-and-balances are used to validate estimate results and ensure accuracy. Traditional market data sources are supported by local primary data in the real estate market analysis to understand development activity, trends and opportunities. The proposed project plan aims to reveal market strengths and opportunities commonly overlooked by traditional market analyses. With adequate, accurate information, the proposed market analysis can assist Clearwater and other local stakeholders to leverage neighborhood assets to attract investment, creating safe and healthy neighborhoods in which to live and do business. ~ East Gateway District ~ Five-Year Action Program FY 07/08 – 11/12 Community Redevelopment Agency Approved: May 13, 2008 Prepared By: East Gateway Task Force: Development & Neighborhood Services Economic Development & Housing Engineering Legal Parks & Recreation Planning Police Public Communications Solid Waste planning process 4market /eco nomic analy sis Clearwater East Gateway District Vision Plan, January 2012 BLANK 22 In recent years, inner-city neighborhoods have come to represent billions of dollars in untapped buying power and retail leakage. The ethnic and cultural diversity of urban residents represents myriad opportunities for local entrepreneurs, niche markets and new markets for financial service providers, corporate retailers and other commercial investors. Despite this opportunity, barriers to private investment in underserved neighborhoods persist. As a result, urban residents lack access to basic goods and services at competitive prices, and retailers and developers are unable to capitalize on the fundamental assets of inner-city, urban communities. Clearwater East Gateway District Vision Plan, January 2012 BLANK 23 Clearwater East Gateway District Vision Plan, January 2012 BLANK 24 Clearwater East Gateway District Vision Plan, January 2012 BLANK 25 ─ Clearwater East Gateway District Vision Plan, January 2012 BLANK 27 Map 3. Enclaves Map 2. All Trade Areas Source: Social Compact, Census 2000 TIGER/Line Files Clearwater East Gateway District Vision Plan, January 2012 BLANK 29 Chart 1. Ethnic Composition Source: Social Compact, PopStats 2010 0% 10% 20% 30% 40% 50% 60% 70% 80% WHITE BLACK HISPANIC ASIAN OTHER City of Clearwater 73% 10% 13% 2% 2% Extended Study Area 59% 15% 23% 1% 2% East Gateway Community 50% 13% 34% 1% 2% Clearwater East Gateway District Vision Plan, January 2012 BLANK 30 Chart 2. Age Composition Source: Social Compact, PopStats 2010 Less than 5 5 to 14 14 to 18 18 to 22 22 to 25 25 to 45 45 to 65 More than 65 Study Area 7% 13% 5% 3% 3% 35% 23% 11% Extended Study Area 6% 11% 5% 4% 3% 29% 27% 15% City of Clearwater 5% 10% 4% 4% 3% 22% 27% 24% 0% 5% 10% 15% 20% 25% 30% 35% 40% Clearwater East Gateway District Vision Plan, January 2012 BLANK 31 Table 2: Net Migrations in the past 12 months (2010) Neighborhood % Net Migration Study Area -2.58% Extended Study Area -4.79% City of Clearwater -0.72% Trade Area (1 mile) -0.75% Trade Area (2 miles) -0.77% Trade Area (5 miles) 0.08% Source: Social Compact, PopStats 2010 Table 3. Population Projections NHOOD Year (2000-2010) Year (2010-2015) Year (2015-2020) Study area -2.41% 0.77% 1.56% Extended study area -0.12% 1.59% 1.93% City of Clearwater -1.90% 3.05% 2.84% Trade area (1 mile) -2.15% 2.27% 2.38% Trade area (2 miles) -1.16% 3.07% 2.81% Trade area (5 miles) -0.82% 3.28% 2.98% Source: Social Compact, PopStats 2010 Clearwater East Gateway District Vision Plan, January 2012 BLANK 32 Chart 4. Population Projections Source: Social Compact, PopStats 2010 -3.0% -2.0% -1.0% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% Year (2000-2010) Year (2010-2015) Year (2015-2020) Study area Extended study area City of Clearwater Clearwater East Gateway District Vision Plan, January 2012 BLANK 33 Chart 5. Incomes Source: Social Compact, PopStats 2010 $0 $50,000 $100,000 $150,000 $200,000 $250,000 AVG INCOME MEDIAN INCOME INCOME PER ACRE Study area $41,115 $31,098 $205,501 Extended study area $46,019 $39,417 $133,678 City of Clearwater $62,617 $47,940 $182,868 Trade Area (1 mile) $52,615 $43,606 $138,335 Trade area (2 miles) $61,325 $48,470 $175,839 Trade area (5 miles) $61,828 $48,653 $178,978 Clearwater East Gateway District Vision Plan, January 2012 BLANK 34 Chart 6. Income of New Home Buyers* * 2010 Home Mortgage Disclosure Act data is not available at this time Source: Social Compact, HMDA 2009 $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 INC NEW BUYERS 06 INC NEW BUYERS 07 INC NEW BUYERS 08 INC NEW BUYERS 09 Study area $80,500 $60,103 $50,813 $41,231 Extended study area $88,562 $79,293 $61,049 $46,280 City of Clearwater $113,766 $107,384 $106,904 $93,770 Trade Area (1 mile) $89,536 $85,694 $68,673 $54,161 Trade area (2 miles) $100,926 $102,344 $85,954 $66,299 Trade area (5 miles) $104,299 $107,278 $98,185 $85,506 Clearwater East Gateway District Vision Plan, January 2012 BLANK 35 Table 4. Visitors in Clearwater/St. Petersburg (in Thousands) (Jan-Aug) 2010 (Jan-Aug) 2011 Percent Change 2010-2011 H/M/C/C Visitors* 1,912.1 2,022.9 5.79% V F/R** 1,877.2 1,897.5 1.08% Total Visitors 3,789.3 3,920.4 3.46% * Visitors who stayed at Hotels, Motels, Condos or Camp Grounds ** Visitors who stayed with relatives and friends Source: Social Compact, Pinellas County Tourist Development Council 2010-2011 Table 5. Visitor Expenditures in Clearwater/St. Petersburg (in Millions) (Jan-Aug) 2010 (Jan-Aug) 2011 Percent Change 2010-2011 H/M/C/C Exp. 1,424.5 1,548.7 8.72% V F/R Exp. 988.4 1,006.0 1.78% Total Exp. 2,412.9 2,554.7 5.88% Source: Social Compact, Pinellas County Tourist Development Council 2010-2011 Clearwater East Gateway District Vision Plan, January 2012 BLANK 36 Chart 7. Median Home Sale Values Source: Social Compact, HMDA 2009 $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 East Gateway Extended Study Area City & Enclaves Trade Area (1 mile) Trade Area (2 miles) Trade Area (5 miles) Median Home Sale Value $72,941 $124,223 $148,642 $129,730 $143,462 $146,427 Clearwater East Gateway District Vision Plan, January 2012 BLANK 37 Table 6. Absorption Rates* Price Range Active Listings Sales in the past 6 months Sales per month Absorption Rate $10,000 -$100,000 669 629 104.8 6.38 $100,000 -$250,000 533 444 74.0 7.20 $250,000 -$500,000 219 127 21.2 10.35 $500,000 -$1,000,000 116 40 6.7 17.40 > $1,000,000 59 9 1.5 39.33 Total 1,596 1,249 208.2 7.67 * Absorption rates calculated based on home sales in the last 6 months Source: Social Compact, www.Realtor.com (Mar.-Sep.) 2011 Clearwater East Gateway District Vision Plan, January 2012 BLANK 38 Chart 8. Demolitions, New Constructions and Renovations per 10,000 households Source: Social Compact, City of Clearwater's Building Permits 2005-2010 0 10 20 30 40 50 60 70 80 90 Demolitions New Constructions Renovations City Per 10K HHs 8.2 16.5 82.2 Extended Study Area per 10K HHs 12.9 12.9 82.7 Clearwater East Gateway District Vision Plan, January 2012 BLANK 39 Table 7. Residential New Constructions and Renovations 2005 2006 2007 2008 2009 2010 Clearwater 37 327 208 133 38 36 Extended Study2 Area 34 15 6 0 3 2005 2006 2007 2008 2009 2010 Clearwater 419 1,230 878 510 496 353 Extended Stud3y7 Area 131 89 43 49 37 Source: Social Compact, City of Clearwater's Building Permits 2005-2010 RESIDENTIAL NEW CONSTRUCTIONS RESIDENTIAL RENOVATIONS Clearwater East Gateway District Vision Plan, January 2012 BLANK 40 Chart 9. Safety (2008-2010) per 1000 People ViolentCrime 35 Source: Social Compact, Clearwater City Police Department Records 2008-2010 Clearwater East Gateway District Vision Plan, January 2012 BLANK 41 Clearwater East Gateway District Vision Plan, January 2012 BLANK 42 Chart 10. Financial Institutions* per 10,000 Households * A nontraditional financial institution is a predatory lender such as a check cashier or payday lender. Credit Unions and Banks are both traditional financial institutions. Source: Social Compact, FDIC, National Credit Union Administration (NCUA) 2010 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 Study area Extended study area City of Clearwater BANKS PER HH 0.0 10.7 9.0 CREDUNIONS PER HH 8.203445 4.283572 0.830634 TRAD FIN INST PER HH 8.203445 14.9925 9.801479 NONTRAD FIN INST PER HH 8.203445 12.85072 4.817676 Clearwater East Gateway District Vision Plan, January 2012 BLANK 43 Chart 11. Average Distance to Nearest Financial Institution Source: Social Compact, FDIC, National Credit Union Administration (NCUA) 2010 0 0.51 1.52 2.53 AVG DIST BANK AVG DIST CREDIT U AVG DIST NON TRAD FIN RELATIVE DISTANCE Study area 0.512596 0.446826 0.297607 1.745647 Extended study area 0.43486 0.606866 0.294826 1.690795 City of Clearwater 0.634103 1.426138 0.71072 1.793392 Trade Area (1 mile) 0.595274 0.940228 0.432256 2.690536 Trade area (2 miles) 0.594147 1.315061 0.659781 1.869547 Trade area (5 miles) 0.60178 1.732654 0.785575 1.392717 Clearwater East Gateway District Vision Plan, January 2012 BLANK 44 Table 8. Grocery Gap Indicators GROCERY INDICATORS EXTENDED STUDY AREA NO NATURE'S FP Full Service Grocers 3 2 Full Service Grocers per HH 6.43 4.28 Average Distance 0.56 0.85 Grocery Expenditures $5.9 Million $5.9 Million Full Grocers Revenue $17.0 Million $15.6 Million Grocery sq. ft. per Capita 4.06 3.59 Source: Social Compact, AC Nielsen 2010 Clearwater East Gateway District Vision Plan, January 2012 BLANK 45 Table 9. Top 20 Businesses in the City of Clearwater based on Employment BUSINESS SECTORS Employees Sales Volumes Top Businesses Other Service (Not Public) 10,786 $46.0 Million 5 Religious Organizations Retail Trade 6,750 $1.5 Billion 9 Supermarket & Grocery Stores, 3 New Car Dealers Manufacturing 4,402 $806.9 Million 4 Surgical and Medical Instrument Manufacturing, All Other Plastic Products Manufacturing, 3 Broadcast & Wireless Communications Equipment Manufacturing Accommodation and Food Services 2,638 $94.9 Million 9 Full-Service Restaurants, 7 Limited-Service Restaurants HealthCare and Social Assistance 3,309 $242.9 Million 6 Nursing Facilities, 3 General & Medical Surgical Hospitals Source: Social Compact, InfoUSA 2010 Clearwater East Gateway District Vision Plan, January 2012 BLANK 46 Table 10. Extended Area Businesses SECTOR BUSINESSES SALES VOLUME EMPLOYEES Professional, Scientific & Technical Services 162 $133.8 Million 791 Other Services Except Public Administration 103 $20.7 Million 357 Health Care and Social Assistance 91 $99.3 Million 891 Retail Trade 90 $174.9 Million 814 Finance and Insurance 58 $63.2 Million 339 Real Estate and Rental Leasing 47 $29.5 Million 181 Accommodation and Food Services 43 $21.8 Million 494 Administrative and Support Waste Management 37 $74.9 Million 624 Construction 33 $109.1 Million 298 Manufacturing 29 $40.5 Million 128 Wholesale Trade 21 $165.3 Million 164 Information 17 $29.7 Million 104 Entertainment and Recreation 15 $10.6 Million 68 Educational Services 12 $1.3 Million 213 Non Classified Establishments 11 . 34 Transportation and Warehousing 11 $11.9 Million 116 Public Administration 11 . 362 Utilities 1 $3.1 Million 10 Management of Companies and Enterprises 1 . 30 Source: Social Compact, InfoUSA 2010 Clearwater East Gateway District Vision Plan, January 2012 BLANK 47 Table 11. Health Care Occupation Openings OCCUPATIONS City Opennings ESA Openings TOTAL HEALTH CARE OCCUPATIONS 1,957 553 Registered nurses 330 113 Nursing aides, orderlies, and attendants 208 41 Licensed practical and licensed vocational nurses 186 59 Home health aides 260 12 Physicians and surgeons 161 81 Medical assistants 83 34 Pharmacy technicians 48 14 Pharmacists 30 10 Physical therapists 33 5 Dental assistants 24 5 Radiologic technologists and technicians 21 9 Medical records and health information technicians 29 10 Healthcare support workers, all other 43 5 Speech-language pathologists 23 7 Medical transcriptionists 22 3 Medical and clinical laboratory technologists 28 10 Medical and clinical laboratory technicians 33 8 Emergency medical technicians and paramedics 10 6 Respiratory therapists 12 5 Psychiatric technicians 14 8 Other occupations with less than 14 openings 359 108 Source: Social Compact, EMSI's occupational data (3rd Quarter) 2011 Clearwater East Gateway District Vision Plan, January 2012 BLANK 48 Table 12. Health Care Average Hourly Earnings* OCCUPATIONS City Earnings ESA Earnings TOTAL HEALTH CARE OCCUPATIONS $23.62 $25.67 Physicians and surgeons $73.73 $73.73 Pharmacists $50.26 $50.26 Physical therapists $34.13 $34.13 Registered nurses $27.87 $27.87 Radiologic technologists and technicians $25.55 $25.55 Speech-language pathologists $25.34 $25.34 Medical and clinical laboratory technologists $25.30 $25.30 Respiratory therapists $22.60 $22.60 Licensed practical and licensed vocational nurses $18.44 $18.44 Dental assistants $17.16 $17.16 Medical and clinical laboratory technicians $14.44 $14.44 Medical assistants $13.35 $13.35 Medical records and health information technicians $12.86 $12.86 Pharmacy technicians $12.64 $12.64 Healthcare support workers, all other $12.49 $12.49 Psychiatric technicians $11.34 $11.34 Nursing aides, orderlies, and attendants $10.66 $10.66 Emergency medical technicians and paramedics $10.49 $10.49 Medical transcriptionists $10.39 $10.39 Home health aides $10.22 $10.22 * Estimated data for the city & Extended Study Area Source: Social Compact, American Community Survey 2005-2009 Clearwater East Gateway District Vision Plan, January 2012 BLANK 49 Clearwater East Gateway District Vision Plan, January 2012 BLANK 50 5community invol vement CLEARWATER East Gatewa y District Vision Pla n, January 2012 52 co mmunity involve ment Critical to the community planning process is the engagement of a committed and concerned citizenry. Ownership of the VISION is instrumental to the short-term political initiation/acceptance, as well as the long-term implementation. The dynamics of a community-fostered plan are what germinate its authenticity and set the groundwork for true placemaking as only can be found in the East Gateway Community. FOCUS GROUPS: BNA/SAG/Steering Committee The redevelopment of the East Gateway District is a process that brings together a variety of data, information, knowledge and perspectives to create a directive that is factually based in existing and ongoing summation of conditions, as best understood and recorded, within the immediate boundaries and surrounding areas of influence. The community visioning” sessions were initiated into varying levels: neighborhood or association groups (East Gateway Business & Neighbors Association – BNA); and organizations (East Gateway Stakeholders Advisory Group -SAG). These sessions were coordinated in conjunction with and the East Gateway Task Force, the CRA and the City. We looked to City staff as to their understanding of the participant groups, timing and locations. Early in the project, as part of the Data Gathering, Community Involvement and Project Understanding, we attended BNA and SAG meetings as observers to become acquainted with the participants and allow the participants to meet our team. After several meetings discussing the visioning process, schedule and responding to questions and concerns, a Vision Plan Steering Committee was organized, in conjunction with City staff, to serve as the intermediary to the larger community, the BNA/SAG organizations, as well as a sounding board to the City and planning team throughout the project. This allowed for a broader reach-through with direct community representatives. EAST GATEWAY VISION PLAN STEERING COMMITTEE October 3, 2011 Mr. William Horne City Manager City of Clearwater 112 S. Osceola Avenue Clearwater, FL 33756 Dear Mr. Horne: The undersigned, members of the East Gateway Vision Plan Steering Committee, wish to inform you of our enthusiastic support of the visioning process currently underway for the East Gateway District. We believe that Gensler, in concert with Social Compact, has demonstrated an understanding of the business and resident needs/vision to redevelop the study area into a desirable and vibrant community. We also ask that key actions, such as acceleration of the Cleveland Streetscape Phase III project be supported by the City Council and Staff. It is imperative that potential developers be given a sense of commitment by the City to the plan, which begins with the “bones” of the project -the Gulf to Bay /Cleveland Street corridor. We are all eager to help the City move forward with these proposed improvements. We acknowledge that not every member of the Steering Committee or community may be as supportive of the current effort; however, we believe the majority view this as a very positive action. We ask for your continued support of this undertaking to make the East Gateway redevelopment a reality. Sincerely, Maryce Garber, member of the SAG and the BNA Dr. Gilbert Janelli, property owner and member of the SAG Sam Karas, property/business owner Shelley Kuroghlian, President of Clearwater Neighborhoods Coalition and member of the SAG Donna Maxa, property/business owner and member of the SAG Elvira Morgan, member of the SAG and Secretary of the EGBNA Gary Payne, General Manager at Nature’s Food Patch Mary Beth Scanlon, Principal at St. Cecelia’s Interparochial Catholic School JoAnna Siskin, member of the SAG and the EGBNA Julie Thompson, President of the BNA CC: Frank Hibbard, Mayor George Cretekos, Vice Mayor John Doran, Councilmember Paul Gibson, Councilmember Bill Jonson, Councilmember Bill Horne, City Manager Rod Irwin, Assistant City Manager Geri Campos Lopez, Director of Economic Development and Housing Department Ekaterini Gerakios, Community Development Coordinator Keith Greminger, Project Manager at Gensler CLEARWATER East Gatewa y District Vision Pla n, January 2012 53 Outreach Programs Announcements and distribution of information regarding designated Vision Sessions or Focus Group meetings were coordinated with the City & the Steering Committee, as well as other leadership groups (BNA/SAG), educational institutions (St. Cecelia’s Interparochial Catholic School and UMA) and larger district employment groups (FrankCrum), to garner the largest pool for attendance. Information was distributed in a variety of formats including electronic, newsletters, bulletins, door hangers, etc. Focus Group MEETINGS The Focus Group meetings allowed us to reveal our preliminary findings of both the market feasibility and the physical attributes to the community. This setting gave us the opportunity to hear directly from the community and collect the goals, desires, their own personal observations, likes/dislikes and discuss other comparable communities they feel are representative of the environments they would like to see in the East Gateway District. From those who participated from the neighborhoods and the business and community, as well as through continued work with the City and various contributing organizations, we got a sense of where the community needed assistance, what kind of community was desired, and how to build upon the data collected to create that Vision. Additionally, City Staff conducted a Focus Group Meeting in Spanish for the local Hispanic residents and business owners. During the meeting, they reviewed the scope of work, preliminary findings, and received valuable input from the participants. The goal is to address opportunities and strengths of the District and the main objectives through a series of tools or exercises. These exercises will flush out any weaknesses, concerns, misunderstandings, or oversights, so the directives we initiate will enable improvements through the concept plan, policy framework and recommendations. Based upon the findings of all three resources (market feasibility, physical attributes and community goals), we began the creative response of the strengths, weaknesses, and opportunities to achieve the highest and best use of all resources. co mmunity involve ment CLEARWATER East Gatewa y District Vision Pla n, January 2012 54 Charrette /Community Workshop: Day One To brief the community on activities leading up to the workshop, the team made a series of quick summarizations of activities taken to date. A review of plans, maps, meetings and Steering Group directives were presented. We introduced the planning process and review of terminology such as demographic areas, Greater City, Extended Study Area, Study Area, and phrases like market “attractors” and “leakage” for the participants to understand the context of influences that are shaping the decisionmaking process. Market Analysis Report Social Compact presented their findings in a statistical format to graphically depict the District in comparison to the other Clearwater demographic areas. The essence of the findings and reporting shown to the community formed the underpinnings on the development directives the community could build upon to create short-and long-term opportunities. The report in all cases referenced back to the Study Area in general terms such as population (2% of the City), ethnicity (34% Hispanic vs. 17% of the City), etc. co mmunity involve ment CLEARWATER East Gatewa y District Vision Pla n, January 2012 55 Other community snapshots synthesized in the presentation touched on several topics: Education: St. Cecelia’s Interparochial Catholic School, UMA and providers, and general statistical population trends. Income Levels: Average household, per capita, and an interesting revelation of “Revenue Density” as a product of per capita income over population demographics that indicate a concentration of income within the East Gateway District. Financial Services: Within the Extended Study Area, there is great overall access to financial institutions (5 banks and 2 credit unions). Grocery: There is one full-service grocer in the Study Area (Nature’s Food Patch) and three within the Extended Study Area. This offers very good ratios for the population base with minimal travel distance of less than 0.56 mile to grocery services. Retail & Restaurants: Within the overall study of revenues for the city across a variety of sources, the statistics had shown that the East Gateway represents over 5% of the revenue for retail & restaurants. With only 2% of the population, this indicates that the District is an “attractor” for this market segment and suggests that destination development around this market can generate significant traffic for other businesses. Expenditures: The apparel market within the Study Area is significantly lower and appears there is “leakage” to other districts or areas. Due to the large presence of outlets and national apparel retailers nearby, the opportunity for this market is minimal. We recommended a focus on local, unique apparel shops, ideally a combination of stores geared towards Clearwater residents as well as tourists looking for unique clothing options. Crime: Satistical data shows that the District is one of the highest crime areas in the City. Continued efforts by the police and community groups to curtail these activities should be supported. It should be noted that the community perception of the social services offered within the District greatly add or contribute to the concentration of crime data. This has been a long standing concern of the community and ranks very high on the Community Goals Desires and Priorities. DrillDown PAD: Clearwater Findings S i lC tI f A l I Cl t FL S t b 2011 Social Compact. Inform < Apply < Impact SocialCompact 1 Clearwater, September, co mmunity involve ment CLEARWATER East Gatewa y District Vision Pla n, January 2012 56 Community Survey To reach the largest concentration of user groups that frequent the District on a regular basis we surveyed the employment base at FrankCrum, faculty and students at UMA and the parents and staff at St. Cecelia’s Interparochial Catholic School. We polled them on a variety of general access and engagement issues. Some of the more significant statistics that were derived from the survey are: 67% come to the District for employment; over 60% travel five miles or greater to reach the District; 63% visit restaurants; 41% grocery shop and 33% do some form of retailing while in the District. The attractions to the District and general downtown area are company sponsored events, farmer’s market and jazz festivals. The overwhelming percent of issues of concern were related to community appearance, crime and homelessness. This was strong evidence of areas to concentrate our efforts and match many of the resident and community goals (see survey results in the Appendix). co mmunity involve ment MOST IMPORTANT SOMEWHAT IMPORTANT NOT AS IMPORTANT Neighborhood Appearance 71% 18% 7% Crime 81% 10% 8% Homeless Population 74% 15% 11% Availability of Parking 25% 33% 28% Availability of Restaurants 41% 36% 12% Availability of Retail Options 47% 33% 11% Variety of Service Providers 28% 37% 17% Q4: What are the most important factors that discourage you from doing more activities in the East Gateway? CLEARWATER East Gatewa y District Vision Pla n, January 2012 57 Comparable Communities Throughout our engagement with the community, participants often referred to other communities or settings where they had memorable or enjoyable experiences. At these meetings and specifically through the Focus Group and Steering Committee meetings, we polled attendees of desirable and complimentary communities or places they recommend we study. We identified six communities: Dunedin, FL Safety Harbor, FL Winter Park, FL H yde Park, Tampa, FL H idalgo, Mexico, and Lincoln Road, Miami Beach, FL We then asked the community workshop attendees to identify, through a visual peferencing exercise, the attributes/settings they found most appealing. | | ©20011 Gensler. All rights reserved. | | ©20011 Gensler. All rights reserved. co mmunity involve ment CLEARWATER East Gatewa y District Vision Pla n, January 2012 58 Ideas and Feat ures As another exercise through visual preferencing, we again asked the attendees to identify features or offerings they would like to see within the community. They were asked to identify not necessarily a town, neighborhood or communities as demonstrated in the previous exercise, but ideas, activities and events that would lead us to some of the functional aspects of the redevelopment plan. The community identified several preferred features that included community gardens, shade structures, pedestrian bridges and a possible art contribution of architectural murals the Verizon building facades (see Community Involvement section of the Appendix). | | ©20011 Gensler. All rights reserved. ©20011 Gensler. All rights reserved. co mmunity involve ment CLEARWATER East Gatewa y District Vision Pla n, January 2012 59 Community Goals and desires After the participants identified visual options of what they perceived as desirable opportunities for their community, the planning team led a discussion on what the development drivers (or impediments) might be for these goals. The list expanded and all who had an opinion or thought contributed to the discussion. The Community Goals (Mind Mapping document on this page) captures all of the goals that the community identified as most important during the Focus Group meetings. To achieve consensus, or at least a more unified understanding of what the development drivers represent, we engaged in a methodology called “mind-mapping”. As part of the mind-mapping exercise, each topic was discussed openly within the overall group to funnel the thoughts and ideas of each of the development drivers more narrowly. As a result of these exercises, we consolidated the community goals with an acceptable understanding of what the goals represent and have established a Development Checklist as directives to be incorporated into the Vision Plan. COMMUNITY GOALS – MIND MAPPING Activities Children /Young Adults Brand Identity/Strategy Unique /Authentic /Cultural Business Incentives Funding Alternatives /Façade program Code Enforcement Dumpster Enclosures Community Gardens Vegetable/Floral Events Festivals /Outdoor Market Leverage District Partners Medical/Technology Cluster Retailing Mural Program Additional Site Opportunities Funding and Tour Program Overlay District Land Use /Zoning Shared Resources Parking Solutions/Availability Public /Private Parks, Trails and Boardwalks Stevens Creek Police Presence Community Policing /Hot Spots Sidewalk Construction Connectivity/Continuity /Safety Social Services Relocation Soup Kitchen /Transitional Housing Streetsape Phase III Cleveland thru Gulf to Bay Transportation /Transit Trolley Extension /PSTA co mmunity involve ment CLEARWATER East Gatewa y District Vision Pla n, January 2012 60 Charette /co mmunity workshop: Day Two As a manner of housekeeping, and to brief any attendees who could not make to the Day One Workshop, as well as refresh those who did, we opened with a brief review of the exercises undertaken the evening before. This allowed for questions regardings the entire process and briefings by both the planning team and City Staff. EAST GATEWAY VISION PLAN COMMUNITY WORKSHOPS AGENDA Thursday, September 22, 2011 Workshop Goals and Expectations Review of: Goals and Priorities Development Evaluation Checklists Development Zones and Project Opportunities Concept Planning Preferred Alternatives o Alignment with Evaluation Checklist o Projects, Locations, Prioritization “Brand Strategy” and “Community Image Development”: Create New Focus and Direction for the East Gateway co mmunity involve ment CLEARWATER East Gatewa y District Vision Pla n, January 2012 61 Desires AND Priorities The Development Checklist was an all-consuming description of issues to be addressed. We asked the participants to prioritize what was necessary and critical to achieve through the community redevelopment vision. The team stressed that all issues would be included and that “nothing was off the table.” However, setting priorities, understanding potential sequencing of goals and creating funding mechanisms and various regulatory processes would have to be in place for implementation to occur. The community members in attendance ranked and defined their preferences for redevelopment activities. The document on this page captures the final ranking of all previously identified community goals. Streetscape Phase III received the most votes, Social Services was the second most popoular and the concept of an Overlay District was the third most popular choice. East Gateway Vision Plan Community Workshop Wed. Sept 21, 2011 Community Goals Desires and Priorities Voting Results 1. Streetscape Phase III Cleveland thru Gulf to Bay Median Design (U-Turns possible) Cross Street Access Destination Development Safe, Secure Pedestrian Zones Lighting & Landscaping Service & Delivery Truck Accessible Parking Solutions 2. Social Services Soup Kitchen Relocation Rid Homelessness/Drugs & Prostitution Safe Harbor location option City Manager & Organization Discussion Meetings 3. Overlay District Land Use/Zoning Code Development Shared Resources Signage Regulation Building Placement 4. Transportation/Transit PSTA Routes & Shelters Trolley Extension to District Bicycles Other Mobility Vehicles Business Incentives Police Presence Brand Identity/Strategy Parks, Trails & Boardwalks Leverage District Partners Parking Solutions/Availability Sidewalk Construction Code Enforcement Community Gardens Events Mural Program CLEARWATER East Gatewa y District Vision Pla n, January 2012 62 Develop ment Opport unities The Planning Team armed with information gathered across all basis of the form-givers Context, (General and Physical), Data Gathering/Research, and Community Participation), embarked on the formulation of the physical realization of where and how the various development drivers contribute to the transformation of the District. We generated a strategy that focused on the various development types, rather than the strict definition of the zoning or land use types that currently exist within the District. This helped to better understand the connectivity to, and within, each of the identified development types. East Gateway District PLOS Grade Map DREW COURT PARK CLEVELAND HILLCREST HIGHLAND BETTY MISSOURI SAN REMO FRANKLIN LAURA GULF-TO-BAY DE LEON ROGERS FREDRICALADY MARY EVERGREEN GROVE SANTA ROSA LINCOLN SAN JUAN PIERCE WAVERLY JEFFERSON ORANGEVIEW KENWOOD PRESCOTT MARIVA AVANDA GROVE PARK JEFFERSON ROGERS LINCOLN BETTY FRANKLIN LINCOLN BETTY PIERCE PIERCE ² Legend PLOS Grade A PLOS Grade B PLOS Grade C PLOS Grade D Roads 0 0.05 0.1 0.2 Miles DREW COURT PARK HIGHLAND CLEVELAND BETTYHILLCREST MISSOURI SAN REMO FRANKLIN LAURA GULF-TO-BAY TURNER DE LEON ROGERS FREDRICALADY MARY EVERGREEN GROVE SANTA ROSA LINCOLN SAN JUAN PIERCE CRESTVIEW WAVERLY ORANGEVIEW JEFFERSON MARIVA KENWOOD PRESCOTT AVANDA GROVE PARK JEFFERSON ROGERS LINCOLN BETTY FRANKLIN LINCOLN BETTY PIERCE PIERCE East Gateway District BLOS Grade Map Legend BLOS Grade A BLOS Grade B BLOS Grade C BLOS Grade D Roads ² 0 0.05 0.1 0.2 Miles co mmunity involve ment CLEARWATER East Gatewa y District Vision Pla n, January 2012 63 Building upon strategies currently underway (Gulf to Bay/Highland Intersection Improvements), Cleveland Streetscape design, as well as programs like the Facade & Building Lot Improvement Program, new sidewalk construction and the City’s code enforcement activities for eroding derelict sites and neighborhood dumpster visual blight, the planning team identified four zones or initiatives that addressed differing desires taken from the community goals. Development Zone I to assist with redevelopment opportunities and economic growth utilizing City-owned real estate (former Economy Inn site) around the community attractors of UMA, Nature’s Food Patch and the Greektown Grille; Zone II to further the streetscape initiative along Cleveland Street and Gulf to Bay Boulevard and development of an Overlay strategy easing the regulatory process; Zone III to capitalize on the natural offerings of the community with recreation and community open space; and Zone IV to create the “core,” or central gathering place, that is transformative for a variety of community-building events and activities. ©20011 Gensler. All rights reserved. II I IV III II OVERLAY DISTRICT OVERLAY DISTRICT Institutional Commercial Single Family Multi -Family Gateway co mmunity involve ment CLEARWATER East Gatewa y District Vision Pla n, January 2012 64 Brand Strategy As a finale to the Community Workshops, the Planning Team introduced the concept of a Branding Strategy to be undertaken to assist in the transformation of the community. The “idea” of the East Gateway and the re-positioning of the District as a destination with a sense of place is to be captured and made real through a local, culturally driven, authentic, community engaging process. Redevelopment occurs through a recognized process of community vision, infrastructure investment and marketing. The development of a brand is a methodical community self-discovery that creates a memorable experience with the participants, both residents and visitors. We encourage the City to engage in this discovery and assist in the redevelopment process that will transform a community and the lives of its participants. “Brand is not inventing what you should be but rather uncovering the potential of what you are.” What does a brand do? Differentiate Deliver Value Create Preference co mmunity involve ment co ncept pla n 6 CLEARWATER East Gatewa y District Vision Pla n, January 2012 66 As we looked at the overall development opportunities within the East Gateway District, we first mapped the existing development types categorized in general terms: commercial, residential (both single family and multi-family), institutional, and open space. These differ slightly from landuse or zoning maps only to reinforce the communal nature of the District. We also offered locations of community thresholds as potential gateways or entry markers at various scales to continually reinforce the District as a community and support a future branding strategy. General issues that are common place across the District and need to be addressed through community perseverance and policy commitment entail: District Develop ment Neighborhood Appearance Street appearance throughout the neighborhoods, either single-family or multi-family, either offfers a sense of pride and resurgence or is evidence of a decaying community. The overwhelming presence of dumpsters at the curbs within the East Gateway community is threatening to a neighborhood trying to rebound. Unmaintained properties, shoddy facades and inconsistent sidewalk patterns are resolvable issues that can dramatically impact and promote the turnaround of a community, block by block. Social Services Consistently throughout our interaction with the community and explicitly through our community survey, the negative impacts of the less fortunate inhabitants subscribing to the services offered at the soup kitchen and the day labor establishments are of major concern. The fallout of loitering and the constant presence of the homeless, whether real or perceived, is that the safety and well-being of district residents, employees and visitors is at risk at that area. The City Administration is encouraged by the East Gateway community to continue to strive for a resolution for an alternative location for these services. East Gateway District Develop ment CLEARWATER East Gatewa y District Vision Pla n, January 2012 67 Transit and Transportation With proximity to Downtown Clearwater and on route to our world-class beaches, the extension of transportation services like the Jolley Trolley and additional routes from PSTA to and within the District, will greatly affect the viability for redevelopment. With the strong patronage by UMA students and the local Hispanic community and the potential of a growing urban business core to utilize these transportation options for expanded food and beverage options, the East Gateway District will benefit and assist to sustain their operation. Business Assistance Above and beyond the great opportunities afforded by such programs as the Façade and Site Improvement, additional assistance to established and potential businesses looking to locate within the District could provide a variety of services. Coalitions of various businesses groups (restaurants, legal services, property management, etc.) to assist each other, share resources and form alliances to promote the District as a business-friendly environment and build upon their respective successes are critical and very important. Safety/Security Increase security through upgraded lighting program, greater police presence and introduction of campus-style call or alarm stations distributed throughout the District. Branding Market repositioning of the District will be an essential tool to attract redevelopment. Creating a thorough brand strategy for the District will initiate the public relations campaign for District revitalization. Through our research, understanding of the physical context, market analysis, demographic trends and extensive community participation sessions, we identified four zones for focus of future redevelopment efforts. The redevelopment zones address differing needs ranging from targeted industry incentive zones, stronger commercial “attractors” with supporting development, embellished natural features with community-driven open space programming, an identified “destination core” for community gatherings and “sense of place,” and an enhanced corridor through continuing efforts west of the District with scheduled intersection improvements, coupled with opportunities of a “corridor overlay district” to stimulate reinvestment, coordination among property owners for mutual gain and regulatory adjustments strengthening the attractiveness of the area. | | | ©20011 Gensler. All rights reserved. II I IV III II OVERLAY DISTRICT OVERLAY DISTRICT Institutional Commercial Single Family Multi -Family Gateway CLEARWATER East Gatewa y District Vision Pla n, January 2012 68 Develop ment Zone I – West Commercial anchor The intersection of Missouri Avenue and Cleveland Street has been recognized as a major entry node in the East Gateway District, and we recommend it be developed as such. We propose the continued extension of the Cleveland Street improvement project to extend minimally to Betty Avenue, inclusive of the former Economy Inn site, for recognition of community and City investment and support for private investment. The streetscape improvements will add capacity to the district parking count, expand pedestrian café opportunities and create traffic calming attributes to encourage a walkable environment. Our market research has indicated that Zone I is an “attractor” from the region for commercial activities and needs to be reinforced in order to create extended stay and additional commercial interaction for those regional customers. Nature’s Food Patch, the Greektown Grille, and Los Mayas Mexican Restaurant contribute to the “attractor” status, they are models for additional commercial activities in this Zone, and they can be the base of a cluster of businesses to serve a wider range of consumers. Ultimate Medical Academy (UMA) and FrankCrum are large regional educators and employers adding vitality and an economic base to this Zone. UMA offers a unique opportunity to attract additional users to this Zone through partnerships of medical and technology clustering building upon UMA’s “externship” and job placement strategies. UMA trains students for careers in the allied health field (medical technicians, dental assistants & hygienists, laboratory assistants, etc.) and can be a source of interns and future employees through a revolving resource in an attractive location recognized by consumers as a “destination.” Continued support of UMA’s growth and facility needs at their location, associated industry development and parking demands can potentially have the largest impact to the redevelopment of the District. CLEARWATER East Gatewa y District Vision Pla n, January 2012 69 To facilitate the educator/employer relationship in the East Gateway District, we have identified the former Economy Inn site as a prime opportunity to create a mixed-use real estate development serving the medical/technology industry supported by the UMA externships and graduates, the residential and consumer needs of those employees, as well as the Clearwater Strategic Plan. The former Economy Inn site, at approximately 2.2 acres has a development density of .55 (FAR) floor area ratios (52,700 sf), and a residential density of 30 units per acre (66 units), can comfortably support a mix of these entitlements. Redevelopment opportunities to match needs orchestrated through research of the current and potential partnerships of UMA and commercial expansion and housing demographics can be accommodated and contribute immensely to the 24/7 dynamic livability of Zone I. Regulatory incentives to assist this Zone and the overall Cleveland & Gulf to Bay corridor enhancement can be realized through an Overlay District supplement to the existing land development codes specific to the recognized needs of the District. Develop ment Zone I – West Commercial anchor CLEARWATER East Gatewa y District Vision Pla n, January 2012 70 The essence of this Zone derives from the previously mentioned Cleveland Streetscape standards that have occurred currently west of Missouri Avenue. Zone I initiates this concept of the streetscape through the East Gateway District, and we show here the Gulf to Bay opportunities, culminating on the east at the “Five-Points” Intersection located at the corners of Gulf to Bay Boulevard, Court Street, and Highland Avenue. Zone II completes the overall corridor by linking the downtown with the Five-Points intersection. The opportunity to readdress the corridor design comes through the rerouting of the beach traffic onto Court Street with the opening of the new Memorial Causeway Bridge. The traffic counts along the Gulf to Bay and Cleveland Street corridor, as documented by the Pinellas County Metropolitan Planning Organization (MPO), reduced from a high of approximately 26,000 trips per day in 2005 to slightly over 11,000 trips per day in 2010. This allows for traffic lane reductions and a redistribution of the right-of way width to develop what is commonly referred to as “complete streets.” The public realm program of activities for the corridor balances vehicular needs with pedestrian needs, accommodates bicycle paths, landscape, café and street retailing, parking opportunities and creates a human comfort through calming devices separating the vehicular and pedestrian conflict. Transition from a vehicular-oriented corridor to a pedestrian-oriented corridor changes the dynamic of the community and focuses the marketing and branding of the area as a destination and place, as opposed to previous strategies as a drive-by attraction dependent upon a “happenstance” economy. The evolution of the District is tied to a number of existing and proposed strategies. The immediate initiation of Phase III of the Cleveland Street Streetscape improvements continuing east past Missouri Avenue will be catalytic to the corridor transformation. Improved pedestrian zones, landscaping and additional parallel parking will attract development interest and investment. The Façade and Building Lot Improvement grants offered through the CRA can assist commercial property owners with improving the appearance of their properties and transforming the look and feel of the corridor. Develop ment Zone II -corridor develop ment | | | ©20011 Gensler. All rights reserved. CLEARWATER East Gatewa y District Vision Pla n, January 2012 71 Acquisition of the CarPro site as an investment parcel was strategic along this redevelopment corridor. Current opportunities are fairly limited, but as a central site to a larger development strategy through consolidation of adjacent parcels, this site offers a premier development opportunity as other investments and the corridor improvements proceed through the District. The proposed improvements at the Highland Avenue, Gulf to Bay and Court Street intersections, also known as “Five-Points,” will create an attractive announcement to the current high volume traffic counts on Court Street that there is a “destination district” at the new gateway. Construction for this project began in December 2011. We recommend the development of a specific Overlay District tailored to the specific needs and desires of the community for the corridor. Overlay Districts are special zones that lie on top of existing zones and they enhance or replace existing regulations. The overlay will be an amendment to the existing regulatory documents and will utilize the concepts expressed in the existing Downtown Development Guidelines. As the community and the City define the objectives of the overlay, these will be added to the guidelines. Thus, the boundary of a proposed Overlay District would facilitate the coalescing of the regulatory policy. Further research and community involvement will be required to fully develop the range of standards to be formulated and adopted to embrace the physical context, development demand, market conditions and social change to achieve the desired outcome. Several suggested policies to be considered for an Overlay District are: • Reduced Parking Requirements • Street Parking Standards • Shared Parking • Parking Partnerships • Lot Line Development Placement • Shared Stormwater Retention • Open Space Standards • Café Dining Standards • Operating Hours • Transitional Use • Mixed-Use Development • Signage Standards Develop ment Zone II -corridor develop ment CLEARWATER East Gatewa y District Vision Pla n, January 2012 72 The proposed plan illustrates a variety of the concepts mentioned here as well as goals and desires revealed at several of the community meetings. The plan is a concept plan to stimulate the community interest and demonstrate the opportunities the corridor could unveil. We met with staff from the City’s Planning & Development and Legal Departments and reviewed the concept for potential issues. All concluded that the ideas were well within the jurisdiction of their departments to pursue as an objective. The plan, as an idea in nature, would stimulate a series of additional studies to satisfy engineering requirements, meet community needs, and create the overlay language to fully execute the concept presented here. ©20011 Gensler. All rights reserved. | | | ©20011 Gensler. All rights reserved. Develop ment Zone II -corridor develop ment CLEARWATER East Gatewa y District Vision Pla n, January 2012 73 Develop ment Zone III – Open Space Community connectivity is so important to the vitality and livability for its inhabitants. As a community on the “urban edge”, the offering of open space not only makes it an attractive alternative to the “urban core”, but it becomes that differentiator that can distinguish a community. The natural amenity of Stevenson Creek running through the physical center of the community has the opportunity to create that differentiator, as well as serve as the connector to the peripheral open space amenities of Glen Oaks Park to the south across Court Street, and the Clearwater Country Club across Drew Street to the north. Many residents currently make these ties on a regular basis. This plan proposes to formalize those connections in a safe and responsive way. Through the community involvement process of this engagement, we learned of the community’s desire to take advantage of the outdoor environment. Several meetings began to shape the opportunities expressed by East Gateway residents of other comparable community settings or offerings that formulated the programmatic basis of events and activities desired in their neighborhoods. CLEARWATER East Gatewa y District Vision Pla n, January 2012 74 As we studied the Stevenson Creek drainage canal, learned of its edges easements, experienced its natural beauty and history, and engaged in conversations of potential partnerships with adjacent property owners, we recognized this as a unique opportunity to transform an underutilized piece of infrastructure, as a drainage canal, into a unifying source of community pride and feature. The plan reflects the culmination of several goals, desires and opportunities: the previous experiences of transformation of retention ponds into community parks through simple trail and pavilion offerings similar to Prospect Lake Park, community input on desire to initiate community garden development through a partnership on the vacant land of the Creekside Manor residences in exchange for a connecting pedestrian bridge across Stevenson Creek; an understanding of the community ethnic heritage of Hildago, Mexico and potential visual icons to create an identity and a gathering place, the need for a children’s playground within the community to minimize the dangerous crossing of high-volume Court Street, etc. | | | ©20011 Gensler. All rights reserved. Develop ment Zone III – Open Space CLEARWATER East Gatewa y District Vision Pla n, January 2012 75 Develop ment Zone IV – Festival Core Through the transformation of the Cleveland Street and Gulf to Bay corridor and the creation of a walkable district, the establishment of a core gathering place is essential for community identity, pride and ownership. This “place” is for continual community interaction, whether a formal activity such as an art festival, book fair, fresh market, or cultural event, or a simple place to rest, read a newspaper, and stroll to after a nice meal. It will be know “the place” where the community assembles. These are ideas, goals and desires that surfaced out of the community focus sessions, the market study, and our experience in placemaking and community building. The obvious location to create such a place is at the crossroads of major thoroughfares where linkages to the surrounding neighborhoods and the greater community are simple and direct. East Gateway’s “main & main” occurs at the intersection of Cleveland Street & Gulf to Bay Boulevard. These two corridors intersecting at an oblique angle create a visual terminus that can be recognized through the length of each corridor. At this key location an iconic feature can create that “place” that becomes the gathering spot or meeting place. Cultural significance, branding and community input to the shaping of the space is critical to create pride, ownership and the authenticity of place that makes it unique and memorable. As Cleveland Street continues eastward, the lane reduction within the existing right-of-way affords an opportunity to increase the edge landscape and develop infrastructure zones for power, data, lighting, and structural connections for shade, advertising and visual stimulation. The development of this Festival Core with the proper infrastructure facilitates the ease of event planning, options to a variety of events and minimizes the disruption of day-to-day activities. Transportation planning can be orchestrated to allow street closures so as not to impact access to the surrounding businesses. This redevelopment area can be accomplished as an alternate to the streetscape corridor improvements, or offered as a separate redevelopment strategy scheduled and budgeted as funding becomes available. There may also be opportunities available through research for grants and awards for public places or urban open space development within the Community Redevelopment Agency (CRA). CLEARWATER East Gatewa y District Vision Pla n, January 2012 76 Alternative event planning, in cooperation with the surrounding business community, incorporates the utilization of the surface parking lots and expands the Festival Core to approximately 1.7 acres that can be used for larger events. The opportunity to use these surface lots for “mobile retailing” (a recently new concept made popular with the “food truck” concept), allows retailers to come into the community and test the market by establishing a demand for their products and hopefully, start working with Economic Development, to migrate to an available storefront within the district corridor. Community cooperation, streetscaping and utilization of nearby vacant parcels to add additional parking for these special events will be necessary for the success of future events. These strategies can be realized through the incorporation and adoption of an Overlay District supporting these concepts. | ©20011 Gensler. All rights reserved. Develop ment Zone IV – Festival Core BRAND POSITIONING 7 CLEARWATER East Gatewa y District Vision Pla n, January 2012 78 BRAND POSITIONING Creating a great destination is about unlocking the potential of a place and telling a powerful story that connects with guests at an emotional level, where they will notice, listen, buy, and believe. Brand identity should complement and enhance the vision created in the master plan. VISION It all starts with a community vision. The East Gateway has already taken forward plans to develop the corridor along Cleveland Street and Gulf to Bay by engaging the community in the visioning process. There is a strong core group of passionate residents that, along with City officials, are already making great strides in creating a vision for the East Gateway District. APPROACH We use a holistic approach of architecture, brand strategy, graphic communications, and environmental design. Throughout the master planning process we have learned many great stories and have come to understand the community’s interests and needs. The community is energized and ready to make changes that will allow the East Gateway District to become a place that people seek out. PLACEMAKING Placemaking is the art and science of creating memorable moments through physical environments. Great places are destinations which have strong identity and deliver desired experiences. Placemaking starts with the following: • Pride of place; • Stewardship of the land; • Catalyst for change; • Connectivity; • Authentic experience; • Innovative & memorable design; and • Brand identity STORY We believe that great experiences are based on a series of moments that, when put together, resonate with visitors in a meaningful way. We will create a brand story that tells the complete East Gateway story, provides cohesiveness and is seamless with your vision for the built environment. Our brand story will tell the East Gateway District story in the most engaging, relevant, and memorable way. We will begin this process by identifying issues unique to the East Gateway so that the story connects with the community. Some areas of interest include the experiences of those from Hidalgo, Mexico, the healthy environment that is promoted from being near the beach, opportunity and stability that can be created with greater business activity, and the prevalence of green space, local events, and the good bones of the building and architectural fabric. Learning Business strategy Goals & vision Audience Benchmarking Platform Define differentiators Positioning statement Brand platform Core identity Ideas Tone of voice Public relations Design vocabulary Experiences Masterplanning Architecture Collateral Website POLICY FRAMEWORK 8 CLEARWATER East Gatewa y District Vision Pla n, January 2012 80 Zoning codes have evolved over the years as urban planning theory has changed, legal constraints have fluctuated, and political priorities have shifted. The various approaches to zoning can be divided into four broad categories: • Euclidean • Performance • Incentive • Form-Based Euclidean zoning codes are the most prevalent in the United States. Euclidean zoning is characterized by the segregation of land uses into specified geographic districts and dimensional standards stipulating limitations on development activity within each type of district. Advantages include relative effectiveness, ease of implementation, long-established legal precedent, and familiarity. However, Euclidean zoning has received criticism for its lack of flexibility and institutionalization of now-outdated planning theories. The East Gateway District currently operates under the Euclidean form of codes and may not best serve the community during its transitional development and long-term goals. Modification, adoption and/or additions to the Downtown Design Guidelines from the 2004 Clearwater Downtown Redevelopment Plan may assist in the redevelopment process and ease some of the restrictive policies currently controlling the East Gateway District. Performance zoning, also known as “effectsbased planning”, uses performance-based, or goaloriented criteria, to establish review parameters for proposed development projects. Performance zoning is intended to provide flexibility, rationality, transparency and accountability, avoiding the arbitrariness of the Euclidean approach and better accommodating market principles and private property rights with environmental protection. Difficulties include a requirement for a high-level of discretionary activity on the part of the supervising authority. Performance zoning has not been widely adopted in the USA. Incentive zoning, first implemented in Chicago and New York City, is intended to provide a rewardbased system to encourage development that meets established urban development goals. The method establishes a base level of limitations and a reward scale to entice developers to incorporate the desired development criteria. Incentive zoning allows a high degree of flexibility but can be complex to administer. Form-Based codes offer considerably more flexibility in building uses than Euclidean codes do. Form-based zoning regulates not the type of land use, but the form that the land use may take. For instance, form-based zoning in a dense area may insist on low setbacks, high density, and pedestrian accessibility. Criticism of zoning laws Much criticism of zoning laws comes from those who see the restrictions as a violation of property rights. It has been argued that zoning boards and city councils can too easily strip property owners of their right to unencumbered use of their land. policy framewor k CLEARWATER East Gatewa y District Vision Pla n, January 2012 81 It has also been argued that zoning laws work against economic efficiency and therefore hinder development in a free economy. A poor zoning restriction could hinder the optimal efficient usage of a given area. Even without any zoning restrictions, a landfill, for example, would likely gravitate to cheaper land rather than being placed in a residential area. Also, strict zoning laws can get in the way of creative developments, like mixed-use buildings, and can even stop harmless activities like yard sales, community gardens, food truck events and “pop-up” mobile retailing opportunities. Form-Based Coding Form-based codes foster predictable built results and a high-quality public realm by using physical form (rather than separation of uses) as the organizing principle for the code. They are regulations, not mere guidelines, adopted into city or county law. Form-based codes offer a powerful alternative to conventional zoning. Form-based codes address the relationship between building facades and the public realm, the form and mass of buildings in relation to one another, and the scale and types of streets and blocks. The regulations and standards in form-based codes are presented in both words and clearly drawn diagrams and other visuals. They reference to a regulating plan that designates the appropriate form and scale (and therefore, character) of development, rather than only distinctions in land-use types. This approach contrasts with conventional zoning’s focus on the micro-management and segregation of land uses, and the control of development intensity through abstract and uncoordinated parameters (e.g., FAR, dwellings per acre, setbacks, parking ratios, traffic LOS). Not to be confused with design guidelines or general statements of policy, formbased codes are regulatory, not advisory. They are drafted to implement a community plan. They try to achieve a community vision based on time-tested forms of urbanism. Ultimately, a form-based code is a tool; the quality of development outcomes depends on the quality and objectives of the community plan that a code implements. ELEMENTS OF A FORM-BASED CODE Regulating Plan: A plan or map of the regulated area designating the locations where different building form standards apply, based on clear community intentions regarding the physical character of the area being coded. Public Space Standards: Specifications for the elements within the public realm (e.g., sidewalks, travel lanes, on-street parking, street trees, street furniture, etc.) Building Form Standards: Regulations controlling the configuration, features, and functions of buildings that define and shape the public realm. Administration: A clearly defined application and project review process. Definitions: A glossary to ensure the precise use of technical terms. Architectural Standards: Regulations controlling external architectural materials and quality. policy framewor k CLEARWATER East Gatewa y District Vision Pla n, January 2012 82 Landscaping Standards: Regulations controlling landscape design and plant materials on private property as they impact public spaces (e.g. regulations about parking lot screening and shading, maintaining sight lines, ensuring unobstructed pedestrian movement, etc.). Signage Standards: Regulations controlling allowable signage sizes, materials, illumination, and placement. Environmental Resource Standards: Regulations controlling issues such as storm water drainage and infiltration, development of slopes, tree protection, solar access, etc. Annotation: Text and illustrations explaining the intentions of specific code provisions. Current East Gateway Regulatory Policy In general, the Existing Land Uses for the East Gateway District (see Map 5) are too prescriptive and varied to offer a clear direction as to the vision of the community. The proposed Future Land Use (see Map 3) and operating policy for the District, offers a semblance of uniformity and begins to shape a directive as to the intent of differing development zones for more definitive range of development types. Still, there are limiting factors to these land uses that may inhibit or deter perspective development opportunities to embark upon the revitalization process, especially over longer periods of time and transitional economies. The Existing Zoning Districts (see Map 9) reinforce the Future Land Uses (Map 3) in location, geography and parcel designation, and begin to further define the development zones, but also can become restrictive to a broader base of potential opportunities for a struggling economy. The opportunity to create an Overlay District within the community offers several advantages that can work within the existing policies, but allows greater flexibility and focused opportunities within select areas. The range of policy issues can vary greatly based upon community desires, market conditions, physical opportunities, civic will and administrative resources. BROWNELLST METTO ST HILLCRESTDR SANTAROSA ST PRESCOTT AVE RIDGEWOODST JEFFERSON AVE BOOTHAVE HILLTOPAVE FOREST RD SANJUANCT NICHOLSONST PALMAVE LEE ST CRESTVIEW ST WEST AVE EDGEWOOD AVE PALMTERRACEDR WATTERSONAVE SALLYLN WAVERLY WAY ROSEMERERD ORANGEWOOD AVE SMALLWOODCIR SHERMAN MCVEIGH DR GEORGIA ST INDIANAAVE KENWOODAVE MARIVA AVE FRANKLINCIR FERNAVE PINEWOODST ROSEWOODST OAKWOOD ST ALDENAVE WOODDR JACARAN DACIR HAMILTONCRES OAKWOOD AVE MARKLEY ST LEMBOCIR BROWNSCT PIERCEST LIME ST CREST AVE CEDARST EVERGREENAVE EVERGREENAVE BETTY LN HOLTST HIGHLANDAVE FREDRICAAVE LAURA ST MADISONAVE JEFFERSONAVE FRANKLINST GROVE ST HART ST NICHOLSONST MARIVAAVE BETTYLN PENNSYLVANIAAVE MISSOURIAVE ROGERSST ELDRIDGEST NICHOLSONST PINEST WOODDR PROSPECT AVE ELMWOOD ST WALNUT ST WASHINGTON AVE PROSPECTAVE BAYAVE HARTST MADISONAVE METTOST WASHINGTON AVE PINEST HILLCRESTAVE PARK ST PALMETTOST LAURAST PINEST ROGERSST ROGERS ST PINEBROOKDR MISSOURIAVE SANREMOAVE FRANKLIN ST PIERCEST ROSEMERE RD MAPLEST TURNERST MADISONAVE MISSOURI AVE LINCOLNAVE OSCEOLA AVE GARDENAVE CRESTAVE PARKST MAPLE ST JEFFERSON AVE GROVEST BETTYLN PIERCEST HENDRICKS ST HAROLDCT AVANDA CT PEACHST MARGOAVE GOULDST GROVE ST MAPLEST BLANCHEBLITTLEJOHNTRL JACARANDACIR GROVEST GROVE ST DREW ST DREW ST DREW ST MYRTLEAVE MYRTLEAVE MYRTLEAVE JONES ST JONES ST LAURA ST CLEVELANDST NE LINCOLNAVE LINCOLNAVE JACKSON RD MADISONAVE PENNSYLVANIAAVE JONES ST HART ST PLAZAST MAPLE ST MAPLE ST BETTYLN LADY MARY DR LADY MARYDR FREDRICAAVE PIERCEST PIERCE ST BETTYLN EVERGREENAVE FRANKLIN ST MISSOURIAVE MISSOURI AVE MARTINLUTHERKING,JR.AVE MARTINLUTHERKING,JR.AVE MARTIN LUTHER KING,JR. AVE MISSOURIAVE CLEVELAND ST CLEVELAND ST PROSPECTAVE LINCOLNAVE COURTST COURTST COURTST EWING AVE MEMORIALCAUSEWAY PARK ST PARK ST VINE AVE VINEAVE GARDEN AVE GARDENAVE OSCEOLAAVE SEMINOLE ST ELDRIDGEST ELDRIDGEST ELDRIDGEST PALMETTO ST PALMETTOST FORTHARRISON AVE FORTHARRISONAVE GARDEN AVE SEMINOLE ST SEMINOLEST SEMINOLEST OSCEOLAAVE MYRTLE AVE FORT HARRISONAVE FORTHARRISONAVE CLEVELANDST PIERCEBLVD DREW ST PIERCEST COURT ST OAKAVE OAKAVE BAYAVE TURNER ST TURNER ST TURNERST DRUID RD DRUID RD ORANGEAVE DRUIDRD DRUIDRD PINEST CHESTNUTST CHES TNUTST EWINGAVE PARK ST GULFTOBAYBLVD HILLCREST AVE DRUIDRD HIGHLANDAVE HIGHLANDAVE PARK ST SANREMOAVE TURNERST ROGERS ST DELEONST DE L EONST FRANKLINST CLEVELANDST GULFTOBAY BLVD GLENWOODAVE GLENWOODAVE TURNERST LAKEAVE LAKE AVE SKYVIEWAVE GROVEST GLENWOOD AVE LAURAST LAURAST HIGHLAND AVE ORANGEVIEWST MAPLE ST MAPLEST DREW ST PALMETTO ST GLENWOODAVE Clearwater Harbor Pinellas Trail 0 400 800 Feet Legend Source: City of Clearwater Planning Department and Economic Development Department Prepared by: City of Clearwater Planning Department, January 2003 Single Family Two Family Multiple Family Office Retail Vehicle Services Industrial Utility\Infrastructure Parking Government Facilities Institutional Recreation Vacant Overnight Accommodations Map 5 Existing Land Uses BROWNELL ST HILLCREST DR SANTA ROSA ST PRESCOTT AVE RIDGEWOODST JEFFERSON AVE HILLTOP AVE FOREST RD SAN JUAN CT CRESTVIEW ST EDGEWOODAVE SALLYLN WAVERLYWAY ORANGEWOOD AVE KENWOOD AVE FRANKLINCIR PINEWOODST ROSEWOODST OAKWOOD ST WOOD DR JACARANDA C IR LEMBO CIR BROWNS CT PIERCEST CLEVELANDST EVERGREEN AVE EVERGREEN AVE BETTY LN FREDRICA AVE MADISONAVE JEFFERSON AVE FRAN KLIN ST GROVE S T MARIVAAVE BETTY LN ROGERS S T WASHINGTON AVE PINE ST HILLCREST AVE SAN REMO AVE PIERCE ST TURNERST MADISONAVE MISSOURI AVE LINCOLN AVE CREST AVE PARK ST GROVE ST PIERCEST AVANDA CT GOULD ST JACARANDA CIR GROVE ST GR OVEST DREW ST DREW ST CLEVELAND STNE LINCOLNAVE LINCOLN AVE JACKSON RD MADISON AVE BETTY LN LADY MARY DR LADY MARY DR FREDRICAAVE BETTY LN EVERGREEN AVE FRANKLINST MISSOURI AVE MISSOURI AVE MISSOURIAVE CLEVELAND ST LINCOLN AVE COURT ST COURTST PARK ST TURNER ST GULF TO BAY BLVD HILLCREST AVE HIGHLAND AVE HIGHLAND AVE PARK ST SAN REMOAVE TURN ERST ROGERS ST DE LEONST DELEON ST FRANKLINST CLEVELAND ST GULFTOBAY BLVD GLENWOOD AVE GLENWOOD AVE TURNER ST LAKE AVE LAKE AVE SKYVIEWAVE GROVEST GROVEST GLENWOODAVE LAURAST LAURA ST LAURA ST HIGHLAND AVE ORANGEVIEWST DREW ST Map 9 Existing Zoning Districts in the East Gateway Character District 0 200 400 Feet Legend Source: City of Clearwater Planning Department Prepared by: City of Clearwater Planning Department, January 2003 HDR OS/R MHDR MDR LMDR D OC I BROWNELL ST M ETTOST HILLCRESTDR SANTA ROSAST PRESCOTT AVE RIDGEWOODST JEFFERSON AVE BOOTH AVE HILLTOPAVE FOREST RD SANJUAN C T NICHOLSON ST PALM AVE LEE ST CRESTVIEW ST WESTAVE EDGEWOODAVE PALMTERRACEDR WATTERSON AVE SALLYLN WAVERLYWAY ROSEMERERD SMALLWOODCIR SHERMAN MCVEIGH DR GEORGIA ST INDIANAAVE KENWOOD AVE MARIVAAVE FRANKLINCIR FERN AVE PINEWOODST ROSEWOODST OAKWOODST ALDENAVE WOODDR JACARANDACIR HAMILTONCRES OAKWOODAVE MARKLEY ST LEMBO CIR BROWNSCT PIERCEST LIMEST CREST AVE CEDAR ST EVERGREEN AVE EVERGREENAVE BETTYLN HOLTST HIGHLANDAVE FREDRICAAVE LAURA ST MADISONAVE JEFFERSON AVE FRANKLINST GROVEST HARTST NICHOLSON ST MARIVAAVE BETTY LN PENNSYLVANIA AVE MISSOURIAVE ROGERSST ELDRIDGEST NICHOLSON ST PINE ST WOODDR PROSPECTAVE ELMWOOD ST WALNUT ST WASHINGTON AVE PROSPECT AVE BAYAVE HARTST MADISON AVE METTOST WASHINGTONAVE HIBISCUSST PINEST HILLCRESTAVE PARK ST PALMETTOST LAURA ST PINE ST ROGERS ST ROGERSST PINEBROOKDR MISSOURI AVE SAN REMO AVE FRANKLINST PIERCEST ROSEMERE RD MAPLE ST TURNER ST MADISONAVE MISSOURI AVE LINCOLNAVE OSCEOLAAVE GARDENAVE CREST AVE PARKST MAPLE ST JEFFERSONAVE GROVEST BETTY LN PIERCEST HENDRICKS ST HAROLDCT AVANDA CT PEACHST MARGOAVE GOULDST GROVE ST MAPLEST BLANCHEBLITTLEJOHN TRL JACARANDACIR GROVE ST GROVE ST DREW ST DREW ST DREW ST MYRTLE AVE MYRTLEAVE MYRTLE AVE JONES ST JONES ST LAURA ST CLEVELANDSTNE LINCOLN AVE LINCOLNAVE JACKSON RD MADISONAVE PENNSYLVANIAAVE JONES ST HART ST PLAZA ST MAPLE ST MAPLE ST BETTYLN LADYMARYDR LADYMARY DR FREDRICA AVE PIERCE ST PIERCEST BETTYLN EVERGREEN AVE FRANKLIN ST MISSOURI AVE MISSOURIAVE MARTINLUTHERKING,JR.AVE MARTINLUTHER KING,JR.AVE MARTINLUTHERKING,JR.AVE MISSOURIAVE CLEVELAND ST CLEVELANDST PROSPECTAVE LINCOLN AVE COURTST COURTST COURTST EWINGAVE MEMORIAL CAUSEWAY PARK ST PARK ST VINE AVE VINEAVE GARDEN AVE GARDENAVE GARDENAVE OSCEOLAAVE SEMINOLE ST ELDRIDGEST ELDRIDGEST ELDRIDGEST PALMETTOST PALMETTOST FORT HARRISONAVE FORTHARRISONAVE GARDENAVE SEMINOLEST SEMINOLE ST SEMINOLEST OSCEOLA AVE MYRTLE AVE FORTHARRISONAVE FORTHARRISONAVE CLEVELANDST PIERCEBLVD DREWST PIERCEST COURT ST OAKAVE OAK AVE BAYAVE TURNERST TURNERST TURNERST DRUIDRD DRUIDRD ORANGEAVE DRUIDRD DRUIDRD PINEST CHESTNUTST CHESTNUT ST EWINGAVE PARKST GULF TOBAYBLVD HILLCRESTAVE DRUIDRD HIGHLAND AVE HIGHLANDAVE PARK ST SANREMOAVE TURNERST ROGERSST DELEON ST DE LEONST FRANKLINST CLEVELANDST GULFTOBAYBLVD GLENWOODAVE GLENWOOD AVE TURNER ST SKYVIEW AVE GROVE ST GLENWOOD AVE LAURA ST LAURAST HIGHLAND AVE ORANGEVIEWST MAPLE ST MAPLEST DREW ST PALMETTO ST GLENWOOD AVE Clearwater Harbor Pinellas Trail Town Lake 0 400 800 Feet Map 3 Future Land Use Legend Source: Pinellas Planning Council Prepared by: City of Clearwater Planning Department, January 2003 Residential Mixed Use Commercial Public/Semi-Public Special Designation Central Business District Institutional Residential Urban Residential Medium Residential High Residential/Office General Commercial General Recreation/Open-Space RU RM RH R/OG CG R/OS INS CBD policy framewor k CLEARWATER East Gatewa y District Vision Pla n, January 2012 83 Jurisdictional boundaries, or edges, of an Overlay District should be crafted carefully to reflect the greatest potential for opportunity as well as recognize the adjacent properties and their impact or contribution to the overlay. It would be highly recommended, where feasible, that changes in land use, zoning or overlay have separation by right-ofway or green space for transition. One tool to ease the transition from uses, zoning or overlay is the incorporation of form-based regulations. In our review of the Future Land Use and Existing Zoning District parcels, we identified approximately a dozen parcels that could better serve the community, and possibly the land owners, through a change of land use and zoning categories. Parcels that are of contrary use from the majority of the block configuration or are adjacent to or affronting another use designation could be candidates for change. This comes as a means to “align” uses and parcels to have a clear demarcation of transitions and contribute to the placemaking goals of the community. Thus, the boundary of a proposed Overlay District would facilitate the coalescing of the regulatory policy. Further research and community involvement will be required to fully develop the range of standards to be formulated and adopted to embrace the physical context, development demand, market conditions and social change to achieve the desired outcome. Several policies to be considered for an Overlay District: Reduced Parking Requirements: Based upon a walkable environment, individual developments will be evaluated on a project-by-project basis and proximity. Re-establish parking requirements based upon development needs (i.e. restaurant, retail, office, etc.), and contextual options for other sources for parking (i.e. street parking and communityshared spaces). Street Parking Standards: Through the redevelopment of the screetscape within the district, added parallel or diagonal parking spaces within the public realm will assist in overall parking demands. Shared Parking: Use-associated (business vs. entertainment, daytime vs. nighttime, weekday vs. weekend, etc). Parking Partnerships: Adjacent landowners can work out efficient parking layouts bounded by structured district agreements through an incentive program. District Community Parking Contributions: Business ownership can contribute to a community parking fund to provide off-site resources within walkable proximity (+/-1000’ – 1350’, less than a 5-minute walk) of their commercial business. Lot Line Development Placement: Designation of minimum and maximum setbacks to primary and secondary streets, as well as side yard requirements for new development. Shared Stormwater Retention: Shared opportunities to have district wide stormwater collection system and real estate set aside for onsite requirements (if required) to create community amenity. (i.e. Town Lake Regional Stormwater District). policy framewor k CLEARWATER East Gatewa y District Vision Pla n, January 2012 84 Open Space Standards: With regard to new development, a percentage of open space beyond parking and landscape requirements to create a series or contribution to a series of open space amenities (parks/plaza/courtyards/etc) with the District. Café Dining Standards: Outdoor dining and social gathering standards to enable street activity and ambiance. These standards can include: physical encroachment standards, egress standards, alcohol sales, lighting, landscape, sound, etc. District Operating Hours: Hours of operation; street cleaning; trash pick-up; repairs and maintenance; etc., based on community drivers. Transitional Use: Allowing operating uses to transition throughout the day/week/year in order to capture varying markets segments and seasonal opportunities (i.e. daily: pottery coffee shopafterschool youth art classes-evening social mixer for gallery showing; seasonal: ice cream shop to pumpkin and Christmas tree sales). Mixed-Use Development: Vertically or horizontally integrated uses that offer greater development advantages as well as expanded daily use timeframes (i.e. ground floor retail, second floor office, third floor residential). Height compatibility to be reviewed as part of context (see elements of form-based codes). The research, community outreach and formation of an appropriate Corridor Overlay District for the East Gateway CRA should be a high priority in the near-term. The City should take immediate steps to contract with a professional consulting team to work with the City’s Planning & Economic Development departments to create a regulatory code for the ease and predictability of a development process designed to incentivize private sector investments within the District. These investments should be compact and clustered where possible to reduce parking and support a walkable pedestrian environment. policy framewor k strate gy/reco mmendatio ns 9 CLEARWATER East Gatewa y District Vision Pla n, January 2012 86 The opportunities for the redevelopment of the East Gateway District have been explored, vetted and documented within this Vision Plan. Our recommendations span across several initiatives and geographic areas. These include: • District Development; • Create a Vibrant Market; • Concept Planning Zone I – West Commercial Anchor; • Concept Planning Zone II – Corridor Development; • Concept Planning Zone III – Open Space; • Concept Planning Zone IV – Festival Core; • Brand Positioning; and • Policy/Framework Process-Driven Results Throughout this process of research and data collection to understand the existing conditions of the neighborhood, as well as the infrastructure and physical attributes of the District, we came to know the community offerings. Through several meetings with different stakeholder groups, area employer organizations and interested citizens, we gained a sense of the community’s aspirations. This revealed that the community strongly endorses the relocation of the social service providers that have been residing within the District for decades. Without this overwhelmingly desired strategy, it is believed that the opportunity for the East Gateway District to become an attractive environment for businesses and residential expansion will be severely hampered. Furthermore, through market data combined with demographic statistics, we learned of opportunities and needs to shape an economic strategy to provide a directive for potential prosperity. We tested and explored planning concepts and ideas to provide a vision of what the community could become. We identified where regulatory enhancements and potential framework policy modifications could create more inviting development conditions to assist interested parties. All of these strategies, with a targeted re-positioning of the community, can create a brand focused on its potential and its newly identified assets. The following goals, through a methodical series of strategies and actions implemented over time, can create the environment for community revitalization. Strategy /Reco mmendations GOAL: District Develop ment • Change perception and negative influences that impact the community image, attractiveness, safety and redevelopment opportunities. Goal : Create a vibrant market • Encourage and support restaurant and shopping destinations focusing on local, unique shops, ideally a combination geared towards both city residents’ and tourists’ needs. • Create more foot traffic in the East Gateway District (toward a more walkable community). • Focus on business development to support local institutions. strategy /reco mmendations VISION: As an “urban edge” community , the East Gateway District offers un-paralleled opportunities not found anywhere else in the Greater Clearwater area. The District has all the qualities of Traditional Neighborhood Development , live/work /play & educate in a culturally diverse setting , vigorously sought out by a demographic of young professionals, families and aging adults . Through the Cleveland Street and Gulf to Bay corridor enhancements , a strong Open Space connectivity strategy focused on Stevenson Creek, an expanding commercial anchor at Missouri and Cleveland and the development of an identifiable core “place ” to congregate and celebrate , this walkable mixed-use community will become a destination for an emerging market of residents and visitors alike. CLEARWATER East Gatewa y District Vision Pla n, January 2012 87 Goal : Concept Planning Zone I • Focus development near the Missouri Avenue and Cleveland Street intersection as a commercial anchor through a strategic concentrated development initiative. Goal : Concept Planning Zone II • Create a district corridor along Cleveland Street and Gulf to Bay Boulevard as a “complete street” within a redevelopment district promoting walkability, shared resources and edge conditions for a vibrant community destination. Goal : Concept Planning Zone III • Develop a north-south connectivity axis of open space and community amenities along the Stevenson Creek drainage basin. Goal : Concept Planning Zone IV • Create a central gathering place where the community can come together for regularly scheduled events and activities, offering a sense of place and a community destination core. Goal : Branding Strategy • Create a strategy to rebrand the East Gateway District as a cohesive vibrant destination community to live, work, recreate and educate. Explore the opportunity of renaming Gulf to Bay Boulevard through the branding process. Goal : Policy /Framewor k • Modify to the existing policy/framework to assist in the redevelopment process and ease some of the restrictive or negative policies that currently are controlling the area’s growth. Introduce formed-based code as a regulatory tool to assist in the redevelopment process. We believe that these strategies and recommendations will set forth the implementation tools to initiate the Vision plan created by the East Gateway District community. strategy /reco mmendations CLEARWATER East Gatewa y District Vision Pla n, January 2012 88 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 1: Continue efforts and expand opport unities to assist in public realm (streets and open space ) improvements Action 1: Complete sidewalk program through the residential and commercial zones City of Clearwater X Action 2: Increase code enforcement sweeps/inspection/activities City of Clearwater Code Enforcement X X Action 3: Hold a community forum on property maintainence to inform and educate on standards and regulations City of Clearwater and BNA X Action 4: Relocate dumpsters from streets, offer assistance with enclosure costs and research alternative collection methodology City of Clearwater Solid Waste X Action 5: Increase penalties and shorten compliance times for code infractions City of Clearwater Code Enforcement X X Strategy 2: Relocation of Social Service Programs to consolidated co untywide location and elimination of transient employ ment centers Action 1: Continue City Administation negotiations with existing social service providers for alternative solutions and locations City of Clearwater X Action 2: Continue civic perserverence working with City Administration to resolve issues in a timely and short-term timeframe City of Clearwater and BNA X Action 3: Create alliance of day labor employment organizations with the construction industry and other resource industries for alternative locations that support specific trade activities, (i.e. industrial land use locations, etc.) City of Clearwater X strategy /reco mmendations district development goal : Change perceptions and negative influences that impact community image , attractiveness , safety and redevelopment opportunities CLEARWATER East Gatewa y District Vision Pla n, January 2012 89 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 3: Enco urage and support expanded transit options to the District Action 1: Coordinate potential ridership groups with PSTA officials to determine needs, schedule and stop location options for increased patronage City of Clearwater and PSTA/Pinellas County X X Action 2: Create Jolley Trolley ridership programs/incentives for patrons from the downtown business core and the beach to East Gateway attractors (retail and restaurants) City of Clearwater, Jolley Trolley and BNA X X Action 3: Coordinate transit opportunities/locations into Cleveland corridor streetscape development for appropriate and attractive integration City of Clearwater and PSTA/Pinellas County X Strategy 4: Create business-friendly and professional affiliations specifically oriented to East Gateway opport unities Action 1: Form coalition of “like-minded” business alliances to support growth and influence objectives City of Clearwater and BNA X Action 2: Continue coordination between Economic Development and Housing (EDH) and Planning and Development departments to address and implement development needs/concerns/issues impeding or advancing business objectives City of Clearwater X Action 3: Research potential revenue sources (dues/fees/assessments) from membership organizations/individuals to fund initiatives and objectives City of Clearwater and BNA X strategy /reco mmendations district development goal : Change perceptions and negative influences that impact community image , attractiveness , safety and redevelopment opportunities CLEARWATER East Gatewa y District Vision Pla n, January 2012 90 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 5: create and maintain a safe & secure environment throughout the corridor develop ment, neighborhoods and activity areas Action 1: Improve street lighting standards for greater coverage, added safety, and improved appearance City of Clearwater X X Action 2: Expand crime watch and other community programs City of Clearwater PD and BNA X X Action 3: Increase patrolling of known problem areas City of Clearwater and BNA X X Action 4: Instalation of campus-style emergency call station at strategic locations City of Clearwater X goal : Change perceptions and negative influences that impact community image , attractiveness , safety and redevelopment opportunities strategy /reco mmendations district development CLEARWATER East Gatewa y District Vision Pla n, January 2012 91 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing STRATEGY 1: Establis h new or improve recreational area/attractions to capt ure increased spending. Plan to capt ure reasonable increment of the $13.3 million spending in Retail . Action 1: Create a customer intercept survey to better understand the existing retail base City of Clearwater and Chambers of Commerce X Action 2: Conduct further analysis of visitor demand City of Clearwater X Action 3: Focus brand marketing on those segments identified Consultant X Action 4: Extend the transportation from the beach to the East Gateway City of Clearwater, Pinellas County, Jolley Trolley X X strategy /reco mmendations CREATE A VIBRANT Market goal : Encourage and support restaurant and shopping destinations focusing on local , unique shops, ideally a combination geared towards both City residents ’ and tourists ’ needs CLEARWATER East Gatewa y District Vision Pla n, January 2012 92 Timeframe Actions Responsible Parties Short-Term Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 1: Support the establis hment of businesses that generate frequent visits , such as dry cleaners, resta urants (partic ularly focusing on unique cuisines and local flavors ); businesses geared towards activities of bot h visitors and residents (i.e. pottery stores that have children classes or coffee shops with wireless internet for UMA students ) should be considered as essential to the business mix for the area Action 1: Consolidate/reconcile all demographic/retail data into an online database that can be accessed easily by partners, retailers and brokers via a branded website City of Clearwater X Action 2: Develop relationships with local and national brokers/tenant reps (via outbound contact and in person at retail industry shows City of Clearwater X Action 3: Put together a campaign that shows all available (or soon-to-be-available) locations City of Clearwater, Brokers X Action 4: Develop a schedule of city improvements including schedule for streetscape improvements, gateway, clean and green programs, other infrastructure improvements, façade programs, etc. to provide a basis of momentum that can be used in developing plans by business owners City of Clearwater X Action 5: Expansion and/or recruitment of restaurants (ie. cafes, outdoor meeting areas, etc.); when possible, include an incentive/program, such as a façade grant or assistance with outdoor furniture and seating space City of Clearwater X X strategy /reco mmendations CREATE A VIBRANT Market goal : Create more foot traffic in the east gateway (toward a more walkable community ) CLEARWATER East Gatewa y District Vision Pla n, January 2012 93 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 1: Establis hing co -op businesses ready to provide services that are currently used by the anchor institutions but obtained far away will help to generate new jobs and viable businesses in the area while servicing local sta keholders Action 1: Identify business opportunities within the supply chain of anchor institutions City of Clearwater X Action 2: Consider the formation of a Main Street program, business or merchant association to support activities City of Clearwater, Businesses X Action 3: Promote entrepreneurship by publicizing the existing Small Business Development Center; utilize the nonprofit business support organization SCORE (www.score.org) to support programming on business development City of Clearwater, X Strategy 1: Build on the trends toward downtown living and the need for affordable housing to create workforce housing opport unities Action 1: Work with existing anchor institutions to research and coordinate housing needs City of Clearwater X Action 2: Promote the financing opportunities offered by the Florida Housing Finance Corporation City of Clearwater X Action 3: Market the East Gateway District to the development community for urban village housing City of Clearwater X strategy /reco mmendations CREATE A VIBRANT Market goal : Focus on business development to support local institutions goal : Increase Residential Density CLEARWATER East Gatewa y District Vision Pla n, January 2012 94 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 1: Actively seek develop ment partnes hips for utilization of the former Econo my Inn site Action 1: Coordinate with UMA long-term needs regarding real estate/parking/program growth City of Clearwater X Action 2: Seek development interest in Vision Study market report of retail “leakage”, housing opportunities and medical/technology partnerships City of Clearwater X Action 3: Research market competitors of Nature’s Food Patch (Whole Foods/Publix Greenwise/etc.) for support business types for infill opportunities City of Clearwater and Nature’s Food Patch X Action 4: Recruit technology-focused firms to accomplish strategic plan recommendations City of Clearwater X Strategy 2: Develop alternate par king scenarios for short -term and long -term par king strategies Action 1: Revise and define short-term and long-term parking opportunities and regulation/design standards City of Clearwater X X X Action 2: Create community (shared) parking program for district participants City of Clearwater X Action 3: Review and potentially revise parking requirements for "walkable" communities (+/-1000’-1300’ proximity for offsite parking) City of Clearwater X goal : Focus redevelopment near the Missouri Avenue and Cleveland Street intersection as a commercial anchor through a strategic concentrated development initiative strategy /reco mmendations Concept planning zone I CLEARWATER East Gatewa y District Vision Pla n, January 2012 95 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 3: Property assemblage for ease of develop ment for UMA Campus opport unities/major district par king facility Action 1: Assemble current block property owners to discuss current and future utilization, leases, and tenant opportunities City of Clearwater and property owners X Action 2: Conduct forum w/development community for interest in UMA “externship” and job placement program to encourage business/industry development and relocation opportunities within the District City of Clearwater and Developer Industry X Action 3: Acquire parcels as available (or needed) to support redevelopment City of Clearwater or Interested Developer X X strategy /reco mmendations Concept planning zone I goal : Focus redevelopment near the Missouri Avenue and Cleveland Street intersection as a commercial anchor through a strategic concentrated development initiative CLEARWATER East Gatewa y District Vision Pla n, January 2012 96 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 1: Creation of a regulatory Overlay District Action 1: Define edges and property boundaries to be included within the Overlay District City of Clearwater X Action 2: Coordinate for development of the overlay program City of Clearwater or Planning Consultant X Action 3: Conduct public meeting(s) for community input on desired characteristics of the overlay regulations City of Clearwater and BNA/SAG X Action 4: Develop shared parking strategies for more efficient parking utilization City of Clearwater X Strategy 2: Develop alternate Scenarios for SHORT-TERM PARKING needS Action 1: Revise and define short-term parking opportunities and regulation/design standards City of Clearwater X Action 2: Create community (shared) parking program for district participants City of Clearwater X Action 3: Review (reduce) parking requirements to accommodate and promotie a “walkable” community City of Clearwater X goal : Creation of a District Corridor along Cleveland Street and Gulf to Bay Boulevard as a “complete street” within a redevelopment district promoting walkability , shared resources, and edge conditions for a vibrant community destinationstrategy /reco mmendations Concept planning zone II CLEARWATER East Gatewa y District Vision Pla n, January 2012 97 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 3: Promote infill develop ment for double-loaded corridor (develop ment on bot h sides of the street) Action 1: Concentrate development to complete block development through incentives programs City of Clearwater X Action 2: Promote adjacent development to expand or share common areas City of Clearwater X Action 3: Create activity areas such as small plazas, parks or open space as edge enforcement to block development City of Clearwater X Strategy 4: INITIATE corridor streetscape PHASE iii and develop THE Missouri Ave. and Cleveland Street intersection as a District Gateway feat ure Action 1: Appropriate funding as part of the Cleveland Streetscape Phase III prior to 2017 schedule City of Clearwater X X Action 2: Conduct public meeting(s) for community input on aesthetics/function/workability City of Clearwater, BNA/SAG X X Action 3: Conduct right-of-way survey to determine frontage parcel impacts to parking and other access issues City of Clearwater Planning/Engineering/Legal X X Action 4: Engage the Engineering Department for streetscape design City of Clearwater X X strategy /reco mmendations Concept planning zone II goal : Creation of a District Corridor along Cleveland Street and Gulf to Bay Boulevard as a “complete street” within a redevelopment district promoting walkability , shared resources, and edge conditions for a vibrant community destination CLEARWATER East Gatewa y District Vision Pla n, January 2012 98 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 1: Survey and document the easement jurisdiction , capacity , access and limits , as well as opport unities for enhancement Action 1: Engage consultant or City staff to analyze of basin City of Clearwater and/or Planning Consultant X Strategy 2: Develop and coordinate the east gateway Open Space Master Plan tas ks to program, design and constr uct phases over predicated schedule Action 1: Conduct public involvement forum(s) to thoroughly develop programmatic opportunities and activities desired to be included in the open space network (i.e. community gardens, playground, public art and pedestrian bridges) City of Clearwater, BNA/SAG, Consultant X Action 2: Develop partnerships with property owners adjacent to the canal to develop mutual benefit understandings and enhance connectivity and shared resources City of Clearwater, Legal, BNA/SAG X X Action 3: Develop operational, maintenance understanding and funding sources for dedicated uses and programming City of Clearwater, Legal and BNA/SAG X Action 4: Develop implementation schedule for planning, funding and construction for open space program City of Clearwater, Consultant X strategy /reco mmendations Concept planning zone III goal : Development of a North -South connectivity axis of open space and community amenities along the Stevenson Creek drainage basin CLEARWATER East Gatewa y District Vision Pla n, January 2012 99 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 3: Work with Florida Depart ment of Transportation for Court and Drew Street pedestrian crossings for safe connectivity beyond the District borders Action 1: Identify southern connection from the District to Glen Oaks Park City of Clearwater FDOT and/or Consultant X X Action 2: Identify northern connection from the District onto Drew Street City of Clearwater FDOT and/or Consultant X X strategy /reco mmendations Concept planning zone III goal : Development of a North -South connectivity axis of open space and community amenities along the Stevenson Creek drainage basin CLEARWATER East Gatewa y District Vision Pla n, January 2012 100 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 1: Reappropriation of the right-of-way on Cleveland Street east of Gulf to Bay intersection based upon traffic co unt reductions Action 1: Survey public realm to determine City ownership boundaries and frontage parcel impacts to parking and other access issues City of Clearwater and/or consultant X Action 2: Assist adjacent property owners with parking lot planning through an incentive program City of Clearwater and/or Consultant X Action 3: Provide additional access to Cleveland as new city right-of-way assisting in access/egress to festival area City of Clearwater Traffic, Legal, and/or consultant X Strategy 2: Streetscape Design based upon District needs and reduced traffic requirements Action 1: Seek consultant or City-developed design City of Clearwater and/or Consultant X X Action 2: Develop public involvement strategy to assist in programming of events and activities City of Clearwater, BNA/SAG, and/or Consultant X X Action 3: Plan redevelopment with adequate infrastructure to support community events with power, structure, communications sound and support for minimal disruption and ease of event preparation City of Clearwater and/or Consultant X strategy /reco mmendations Concept planning zone IV goal : Creation of a central gathering place where the community can come together for regularly scheduled events and activities offering a sense of place and a community destination core CLEARWATER East Gatewa y District Vision Pla n, January 2012 101 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 3: Acquire triangular Car Rental property as focul point at crossroads for co mmunity iconic feat ure Action 1: Purchase real estate for public amenity through TIF sources or other funding City of Clearwater X Action 2: Seek Request for Proposals for public art resource for development of iconic feature City of Clearwater X Strategy 4: Develop appropriate regulatory support to allow the greatest variety of events and activities for co mmunity interaction and econo mic opport unity Action 1: Identify multiple use options, street closures, timeframes and scheduling for greatest flexibility City of Clearwater X Action 2: Identify nearby vacant parcels for festival/event parking City of Clearwater X Action 3: Identify funding sources (grants, endowments, naming rights, etc.) to sustain activity, events, operations and management City of Clearwater X strategy /reco mmendations Concept planning zone IV goal : Creation of a central gathering place where the community can come together for regularly scheduled events and activities offering a sense of place and a community destination core CLEARWATER East Gatewa y District Vision Pla n, January 2012 102 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 1: Creation of a Branding VISION TO unloc k the potential of THE EAST GATEWAY DISTRICT Action 1: Solicit and contract with a Branding Design consultant to create strategy, approach and graphics City of Clearwater X X Action 2: Engage the community in the branding process BNA/SAG and Consultant X X Action 3: Complement and enhance the vision created in the master plan BNA/SAG and Consultant X X Strategy 2: Develop a “Place making” strategy by creating memorable moments through physical environments Action 1: Discover those community destinations which have strong identity and deliver desired experiences BNA/SAG and Consultant X Action 2: Develop opportunity and stability that can be created with greater business activity BNA/SAG and Consultant X Action 3: Promote stewardship of the environment, both natural and man-made BNA/SAG and Code Enforcement X strategy /reco mmendations Brand strategy goal : Creation of a strategy to re-brand East Gateway Distict as a cohesive vibrant desination community to live, work , recreate and educate CLEARWATER East Gatewa y District Vision Pla n, January 2012 103 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 3: Develop a brand STORY that tells the East Gateway District story in the most engaging , relevant , and memorable way Action 1: Identify issues and opportunities unique to the East Gateway that connect with the community BNA/SAG and Consultant X Action 2: Develop storylines around great experiences that are based on a series of moments that when put together resonate with VISITORS in a meaningful way. BNA/SAG and Consultant X Strategy 4: Change of idenity to support the brand through more appropriate naming of streets , places , areas and neighborhoods Action 1: Develop community support for identification of designated changes (i.e. place, street, area, etc.) BNA/SAG and Consultant X Action 2: Naming concepts that reflect brand, place, community and core values that emerge through the branding strategy BNA/SAG and Consultant X strategy /reco mmendations Brand strategy goal : Creation of a strategy to re-brand East Gateway Distict as a cohesive vibrant desination community to live, work , recreate and educate CLEARWATER East Gatewa y District Vision Pla n, January 2012 104 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 1: Thorough review of the policies and procedures governing the East Gateway District for reco mmended changes Action 1: Delete the language of CDRP* East Gateway Policy #3 and Strategy #28 which supports the expansion of the CHIP facility as a campus City of Clearwater X Action 2: Encourage the implementation of CDRP* East Gateway Policy #9 to expand Commercial and Downtown zoning to Cleveland Street and Gulf to Bay Boulevard City of Clearwater X Action 3: Discourage the development and use of any of the public right-of-way for perpendicular parking where stalls have direct access to the travel lanes City of Clearwater X *Clearwater Downtown Redevelopment Plan Strategy 2: More appropriate regulatory framewor k to implement an overlay district to serve the redevelop ment process along the Cleveland Street and Gulf to Bay corridors Action 1: Research best practices and policies beneficial to the East Gateway community, as well as serve in the redevelopment process City of Clearwater X Action 2: Solicit the consultation of appropriate professionals (City staff or consultant) to draft overlay amendments for the corridor City of Clearwater X X Action 3: Craft edges of an Overlay District to reflect the greatest potential for development opportunity and study the adjacent properties and their impact or contribution to the overlay City of Clearwater and/or consultant X Action 4: Review potential of the CDRP* with modifications to extend to serve the East Gateway District corridor development City of Clearwater X Action 5: Implement code revisions/modifications to support appropriate signage and display graphics City of Clearwater X strategy /reco mmendations POLICY/FRAMEWORK goal : Policy /Framework modifications to assist in the redevelopment process to ease some of the restrictive or negative policies currently controlling the area CLEARWATER East Gatewa y District Vision Pla n, January 2012 105 Timeframe Actions Responsible Parties Short-Term (1-3 years) Mid-Term (4-7 years) Long-Term (7+ years) Ongoing Strategy 3: Investigate the option of a Form-Based Code for the East Gateway District to ease restrictions of use-oriented policies and support a wider base for econo mic opport unity Action 1: Address the relationship between building facades and the public realm, the form and mass of buildings in relation to one another, and the scale and types of streets and blocks City of Clearwater and/or consultant X Action 2: Require regulations and standards in form-based codes are presented in both words and clearly drawn diagrams and other visuals City of Clearwater and/or consultant X strategy /reco mmendations POLICY/FRAMEWORK goal : Policy /Framework modifications to assist in the redevelopment process to ease some of the restrictive or negative policies currently controlling the area appendix 10 see doc ument ii Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) Mid-Term Term Short- Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term Ongoing (7+ years) Long-Term (4-7 years) id-TermM (1-3 years) Short-Term