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08/13/2012 WORK SESSION AGENDA Council Chambers - City Hall 8/13/2012 - 1:00 PM 1. Presentations 1.1Service Awards Attachments 1.2Economic Impact of Poverty Presentation - Carl Harness, Pinellas County Administrator's Office Attachments 2. Gas System 2.1Approve a Joint Project Agreement with Pasco County to install natural gas mains, by roadway contractor, along Ridge Road (CR 524) from Broad Street to Moon Lake/Decubellis Road, as part of a roadway improvement project at an estimated cost of $448,313.25, and authorize the appropriate officials to execute same. (consent) Attachments 3. Engineering 3.1Approve Change Order 1 to Layne Inliner, LLC (Reynolds Inliner), in the amount of $400,000.00 for sanitary sewer line cleaning and inspection at various locations throughout the City of Clearwater for a new contract total of $1,200,000.00; and authorize the appropriate officials to execute same. (consent) Attachments 3.2Approve the request to change the name of First Avenue North, a right-of-way under the jurisdiction of the City of Clearwater, to Dimmitt Drive; and adopt Resolution 12-13. Attachments 4. Planning 4.1Approve amendments to the Clearwater Comprehensive Plan removing provisions and maps associated with implementing school concurrency, amending certain provisions of the Capital Improvements Element for consistency with Florida State Statutes and updating Map A-3 Future Land Use: 2018, Map A-14 Citywide Design Structure and Map E-1 Coastal Storm Area (Including Coastal High Hazard Area), and pass Ordinance 8334-12 on first reading. (CPA2012-04001) Attachments 4.2Approve amendments to the Community Development Code addressing the general provisions of the Code, docks, fences and walls, tree removal permits, temporary uses, Level One (minimum development standards) approvals, and definitions and pass Ordinance 8349-12 on first reading. Attachments 4.3Approve the Annexation, Initial Land Use Plan Designation of Residential Urban (RU) and Initial Zoning Atlas Designation of Low Medium Density Residential (LMDR) District for 3075 and 3087 Cherry Lane (Consisting of a portion of the south ™ of the southeast ˜ of the northwest ˜ of the northwest ˜ of Section 16, Township 29 South, Range 16 East); and pass Ordinances 8352-12, 8353-12 and 8354-12 on first reading. (ANX2012-05004) Attachments 5. Official Records and Legislative Services 5.1Review Council Rules and Policies and provide direction regarding revisions. (WSO) Attachments 6. Legal 6.1Authorize the City Attorney to allocate up to an additional $50,000.00 for defense of Szlechta v. City and Rudman v. City through trial. (consent) Attachments 6.2Authorize the City Attorney to hire Thompson, Sizemore, Gonzalez and Hearing to represent the City in the case of John Klinefelter et. al v. City of Clearwater for the total estimated amount of $50,000.00. (consent) Attachments 6.3Authorize the City Attorney to utilize the legal services of Bob Reid, Esq. in connection with the Operating and Use Agreement being negotiated for the Capitol Theater in an amount not to exceed $20,000. (consent) Attachments 6.4Adopt Ordinance 8343-12 on second reading, relating to signs; amending Section 102 of Article 8, Definitions and Rules of Construction of the Community Development Code; Repealing Division 18 of Article 3, Development Standards, of the Community Development Code and adopting a new Division 18, Signs, of Article 3, Development Standards, of the Community Development Code. Attachments 7. City Manager Verbal Reports 7.1Declare City-owned property at 401 Cleveland Street (Property) as needed for municipal purposes other than the purpose provided for in that certain lease entered into between the City of Clearwater (City) and the Greater Clearwater Chamber of Commerce (Chamber) on January 27, 2011, which currently encumbers the Property; and authorize staff to provide sixty days notice to the Chamber of termination of the current lease for municipal purpose as provided for in Section 17(d) of the lease. Attachments 8. Council Discussion Items 8.1Resolution Endorsing Establishment of a Comprehensive Public Transit System - Councilmembers Hock- DiPolito and Jonson Attachments 9. Closing Comments by Mayor 10. Adjourn 11. Presentation(s) for Council Meeting 11.1Make A Difference Fishing Tournament Day Proclamation - Charlie Turner, Make a Difference Fishing Organization Attachments Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Service Awards SUMMARY: 5 Years of Service Clinton Reeves Public Utilities Joseph Tincher Public Utilities Raymond Roby Fire and Rescue Department Emily Laurenti Public Utilities Solid Waste Kattrina Miller /General Services Kristin Matthews Police 10 Years of Service Todd Vaughan Parks and Recreation Jason Herman Information Technology 15 Years of Service Robert Carpenter Parks and Recreation James Jackson Parks and Recreation Timothy Keene Public Utilities 20 Years of Service Forrest Draxten Parks and Recreation John Pickart Police Julie Hudson Library Leah Culp Human Resources 25 Years of Service Diane Fitzgerald Public Communications Review Approval: 1) Human Resources Cover Memo Item # 1 Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Economic Impact of Poverty Presentation - Carl Harness, Pinellas County Administrator's Office SUMMARY: Review Approval: Cover Memo Item # 2 Attachment number 1 \nPage 1 of 14 May 17 Strategic Planning Big Ideas Prepared By: Larry Arrington; Director of Strategic Planning and Initiatives Item # 2 Attachment number 1 \nPage 2 of 14 Introduction The Pinellas County Board of County Commissioners is engaged wit produce on-going policy and strategic direction in a visionary and innovati and policy-making efforts, as depicted in the chart below. Work on the General Plan began in 2011. The BCC established con-arching vision of Pinellas County, set strategic direction, and outlined desired outcomes and results. The BCC strategic interest in preparation for budget decision-making later in the year. The following bject of these deep dives: Health and Human Services; Community Development; Justice and Co EnforcementSeparate presentation workshops centered on these functions were .1 for the purpose of considering in an integrated manner the goalsassing policies, programs, and projects (strategic initiatives) within This holistic approach is taken because the combined initiatives are designed to serve a s purpose: to help foster Healthy Communities. Item # 2 Attachment number 1 \nPage 3 of 14 The followin considers strategic initiatives within the Healthy Communities C narrative presents a planning template for the CSA that likely wt the General Planning process. The template includes: An Overview Challenges confronted Strategic Response Vision and Values Strategic Direction/Leadership Philosophy Strategic Initiatives A facilitated discussion of each of these components will be con obtained. The desired outcomes of the workshop are: Understanding of the challenges facing distressed communities and individuals, Healthy Communities target population. Validation of a Master Strategy to establish target communities of special emphasis. Consensus on concepts for a vision of Healthy Communities and of core values being served through strategic initiatives undertaken by the BCC and community partners. The focus of the strategic initiatives is in on the system of policies and in empower and to support citizens and communities, especially thos Consensus on the general content of the BCC the ways and means used to provide public leadership for Healthy Communities. Validation ®¥ ²¯¤¢¨í¨¢ ¨­³¤¦± ³¤£  ­£ ¢®«« ¡®± ³¨µ¤ ²³± ³¤¦¨¢ ¨­¨³¨ ³¨µ¤² ´ departments and community partners. This summary narrative is understood best as a means to generate - functional staff team under the leadership of the County Administrator. 2 The summary narrative incorporates several innovative best practices, including so-called Big Ideas. Many of the ideas are being used by local government thought lea irection-setting accomplished during 2011. The ideas, including the proposed strategic initiatives, will be vetted at ±¤í«¤¢³ "## £¨±¤¢³¨®­ ragmatic solutions grounded in impartial analysis. What follows here is a summary of the Big Ideas. Item # 2 Attachment number 1 \nPage 4 of 14 BIG IDEA 1 - A Holistic Approach to Healthy Communities 3 Pinellas County to keep its competitive edge must address simult regeneration and redevelopment: economic development and opportunity social cohesion and stability The condition of the natural and built environment. The three are interdependent. If one of these components is dam threatened. If the components are understood holistically and a communities and the individuals that inhabit them are able of sty healthy and self-²´¥í¨¢¨¤­³ÿ  ­£  ±¤ ¤¬¯®¶¤±¤£ ³® ¬¤¤³ ³§¤ ­¤¤£² ®¥ ³§¤ ¯±¤²¤­³ ¶¨³§®´³ ¢®¬¯±®¬¨² Big Idea. Item # 2 Attachment number 1 \nPage 5 of 14 BIG IDEA 2 - No Single Cause, No Simple Solution The interactions among the challenges facing distressed communit and individuals are 4 unpredictable and seemingly endless in their possibilities and c cause and no simple solution. Public Safety, Recidivism, and z-¼’z鼚“ Infrastructure Housing and Neighborhoods Access to Health, Healthy Changeable Behavioral Regulatory /š’’Ò“z¼;­ Health, and Environment Substance Challenges and Mandates Abuse Assistance Economic Development 97Ò-¼š“ and Job /©;¼š“ Homelessness BIG IDEA 3 - Breaking Vicious Feedback Loops below the standards of healthy vitality necessary to be producti-²´¥í¨¢¨¤­³ The egregious dynamics of these self-reinforcing cycles carry escalating public and human costs in health and human services, law enforcement and criminal justi natural and built environment; and, worst of all, in the loss of social contributions of citizens.  Item # 2 Attachment number 1 \nPage 6 of 14 BIG IDEA 4 - Be Comprehensive, Collaborative and Community-centric The best means of responding to the challenges involves another to deploy an array of diverse community-centric strategic initiatives. This comprehensive approach demands the combined commitments of public, private, and non-¯±®í¨³ ²¤¢³®±² ³® §¤«¯ ¥®²³¤± §ealthy communities. The hope is that through combined community-centric approaches, the complex as equally complex and collaborative strategic initiatives respond to them. BIG IDEA 5 - A Vision of Smart Investments in Healthy Communities/Self-²´¥í¨¢¨¤­³ Individuals The vision is of a Pinellas County of healthy communities and self-²´¥í¨¢¨¤­³ ¨­£¨µ¨£´ «² with these features: There is a common vision, a sense of belonging, of community ide The diversity of people with different backgrounds is positively People with different backgrounds have similar life opportunities. Healthy relationships are developed among people with different work, within neighborhoods, and within schools. There is recognition that the fundamental self-interest of individuals is inter-connected with the fundamental self-interest of the community. Each has a stake in the health and prosperity of the other. The vision recognizes that economic security depends upon econom There is -make smart public investments in economic and in social development as well as in the natural and built environment. Required are strategic initiatives that foster the entrepreneurship and innovation required for prosperous regeneration and redevelopment. Individuals, families and communities must be engaged not only a the economy and the broader society, but also as responsible citizens who are contributing, innovative, educated and ready to help lead. Healthy communities are capable of helping produce such people. These characteristics are consistent with the concepts of the vision of Pinellas County articulated and validated by the BCC in its strategic directions workshops. They are generally consistent with 5 the work of Pinellas by Design, the major countywide redevelopment planning effort undertaken another Big Idea.  Item # 2 Attachment number 1 \nPage 7 of 14 (The following is a vision statement example for Healthy Communities, a Core Service Area of Pinellas County Government. The example is intended to be used ultimately approves the vision statement). Healthy Communities Vision 6 self-²´¥í¨¢¨¤­¢¸ ¡¸ ¯±®³¤¢³¨­¦ individuals and the places they inhabit from the consequences of economic, social and environmental distress. This vision seeks behalf of the future. Pinellas County Government contributes leadership to this vision of Healthy Communities through core services it provides; and by bringing together collaborative stakeholders to work in common ¢ ´²¤ ¥®± ³§¤ ¢®¬¬®­ ¦®®£ÿ ¡¸ ¥ ¢¨«¨³ ³¨­¦ ¤¥í¨¢¨¤­³ ¯±®¡«¤¬-solving; by integrating and aligning with the interests and the initiatives of other parties, especia economic development communities; and by mobilizing effective co-saving action on behalf of engaged citizens. BIG IDEA 6: Transformational Leadership through Quality Citizen Engagement an Deliberative Democracy Transformational leadership occurs as the needs, aspirations and values of citizen- stakeholders align with the initiatives put forward by public le The work of leadership demands high-quality engagement and deliberation among citizens and their pub ±¤²´«³² ¨­ ¡¤³³¤± £¤¢¨²¨®­²þ  ­£ §¤¨¦§³¤­¤£ «¤µ¤«² ®¥ ¯´¡«¨¢ ³±´Thus, deliberative democracyer engagement is the essence of a productive leadership philosophy, another Big Idea.  Item # 2 Attachment number 1 \nPage 8 of 14 Deliberative democracy rests on the core notion of citizens and their representatives d ¯´¡«¨¢ ¯±®¡«¤¬²  ­£ ²®«´³¨®­² ´­£¤± ¢®­£¨³¨®­² ³§ ³  ±¤ ¢®­£´¢¨µ judgment; a mutual willingness to understand the values, perspecives, and interests of others; and the possibility of reframing their interests and perspectives in lig mutually acceptable solutions. It is thus often referred to as aprocess, rather than ratif¨¢ ³¨®­ ®¥ í¨·¤£ ¯®²¨³¨®­²þ  ­£  ² ¯®³¤­³¨ ««¸ ³± ­²¥®±¬¨­¦ ¨­³¤ given. 7 A companion Big Idea is that transformational leadership occurs within organizations as well communities. Leaders of organizations, whether policy-makers or executives, exercise transformational leadership when high levels of performance are quote: 8 Transactional lead-interest, but transformational leadership changes the way followers see themselvesfrom isolated individuals to members of a larger group. Transfor do this by modeling collective commitment (e.g., through self- emphasizing the similarity of group members, and reinforcing col interests. BIG IDEA 7 - &®¢´²¨­¦ ®­ #®±¤ 3¤±µ¨¢¤²þ )¬¯±®µ¤£ 3¤±µ¨¢¤ ,¤µ¤«²þ  ­£ %¥í¨¢¨¤­ )­ ³§¤²¤ ±¤²®´±¢¤ ¢®­²³± ¨­¤£ ³¨¬¤²þ ¯´¡«¨¢ «¤ £¤±² ­¤¤£ ³® ¤­¦  focused on ±¤£¤í¨­¨­¦ ³§¤ ¤·¯¤¢³ ³¨®­²þ ±®«¤²  ­£ ²¸²³¤¬² ®¥ «®¢ « ¦®µ¤±­¬¤ It is wise to commit to core services as a means to stay focused on essential and required functions. This should be done in a spirit of humility, the self-knowledge that there are limits to both public resources and to the possibilities of successful use of them. Associated with a dedication to core services are related commitments to maximize and improve their delivery and levels, and to improve ¤¥í¨¢¨¤­¢¸ ®¥ ®¯¤± ³¨®­². The establishment of core services by the BCC is an on-going process that culminates each year with the budget. This process also is driven by the approvals apdates to an over-arching General Plan, which includes a strategic planning component, and is linked to BIG IDEA 8 - Emphasize Collaboration 4¶® ¡±® £ ¡¤­¤í¨³² ±¤²´«³ ¥±®¬ ¤¥¥¤¢³¨µ¤ ¢®«« ¡®± ³¨®­² &¨±²³þ¤¥í¨¢¨¤­¢¨¤²  ­£ ²¸­¤±¦¨¤²  ¬®­¦ direct providers of core services are gained when they communicate with each other, share resources, and generally work holistically and in common cause t Pinellas County Government provides many direct core services thessed individuals and communities. Strategic initiatives pursued by the BCC should cross boundaries by forming productive external partnerships with other service prov. Many of the strategic initiatives presented later are designed to accomplish these goa  Item # 2 Attachment number 1 \nPage 9 of 14 Secondly, as stated in the Vision of Healthy Communities, quality leadership also results when ¤«¤¢³¤£ «¤ £¤±² ´²¤ ³§¤ ¯®¶¤± ®¥ ³§¤¨± ®¥í¨¢¤ strategically by ing together collaborative ²³ ª¤§®«£¤±² ³® ¶®±ª ¨­ ¢®¬¬®­ ¢ ´²¤ ¥®± ³§¤ ¢®¬¬®­ ¦®®£ÿ ¡¸ ¥ ¢- solving; by integrating the interests and the initiatives of oth action on behalf of engaged citiz BIG IDEA 9 - Build a High Performance Organization It takes a High Performance Organization to contribute optimally to Healthy Communities, and to deploy strategic initiatives through time. A High Performance Organization practices Adaptive Management. It constantly assesses 9 challenges and problems; designs and implements responses; monit performance, and makes adjustments as more is learned. strategic direction, and its leadership philosophy. Together, tideas produce a transformation from a government-centric to a community-centric model, and recognize that while county government has an important role to play; it must play it withincontext of a broader network of collaborative partners.  Item # 2 Attachment number 1 \nPage 10 of 14 The following matrix summarizes some major characteristics of tht to a high performance organization. SHIFT FROM GOVERNMENT-CENTRIC APPROACH TO HIGH PERFORMANCE COLLABORATIVE COMMUNITY-CENTRIC VISION Government-centric HPO Community-centric $¨¬¤­²¨®­ Approach Vision Part of a Network of Inter-sector View of Organization: Closed System Collaborative Partners Metaphor: Assembly Line Internet Horizontal; Cross-functional; Empowered employees Vertical; Dependency on Uniform Function & Rigid Structure: Metaphor: Geodesic Dome Structure and Authority Metaphors: Skyscraper Various combinations of engaged citizen-stakeholders representing Major Actor: Government public, private and non-¯±®í¨³ sectors Centralized command & Decentralized & dispersed; control; bureaucratic experts Deliberative with increased Power, Authority, reliance on participatory decision- Decision-making: 10 isolation within narrowly making in Cross-Functional Teams £¤í¨­¤£ ©®¡² addressing challenges holistically Add Deliberative and Participatory Policy-making Process: Representative to Representative Transformational; Emphasis on Transactional; Emphasis on Team, Organization and Leadership Philosophy Individual, self-interests; 11 Community Interests; Vision and Management Functions Strategy External Focus on collaboration, Internal Focus on Bureaucratic negotiation, network management; Focus: Management of people and Adaptive Management of Service programs Delivery Networks Policies: Centralized/Uniform Decentralized/Diverse/Flexible Accountability: 0±®¢¤²²/´³¯´³²%¥í¨¢¨¤­¢¸ Outcomes, Results, Impacts Item # 2 Attachment number 1 \nPage 11 of 14 We described the challenges, the vision, the values, the leaders direction. Now we put the "¨¦ )£¤ ² ³® ¶®±ª ¨­   - ²³¤± 3³± ³¤¦¸þ ¥®««®¶¤£ ¡¸ ³§¤ ²¯¤¢¨í¨¢ initiatives £¤í¨­¨­¦ ³§¤ ±®«¤² ®¥ 0¨­¤«« ² #®´­³¸ '®µ¤±­¬¤­³ ¨­  £ ¯³¨­¦ ³® citizens and communities that are in distress. SUMMARY These following Big Ideas  ±¤ ±¤í«¤¢³¤£ ¨­ ³§¤ Healthy Communities strategic narrative and initiatives. The BCC, at the May 17 workshop, will be asked to establish strategic direction; and to th validate the Big Ideas, the Master Strategy, and the strategic initiative BIG IDEA 1 - A Holistic Approach to Healthy Communities BIG IDEA 2 - No Single Cause/No Simple Solution BIG IDEA 3 - Breaking Vicious Feedback Loops BIG IDEA 4 - Be Comprehensive, Collaborative and Community-centric BIG IDEA 5 - A Vision of Smart Investments in Healthy Communities/Self-²´¥í¨¢¨¤­³ )­£¨µ¨£´ «² BIG IDEA 6 - Transformational Leadership through Quality Citizen Engagement a Democracy BIG IDEA 7 - &®¢´²¨­¦ ®­ #®±¤ 3¤±µ¨¢¤²þ )¬¯±®µ¤£ 3¤±µ¨¢¤ ,¤µ¤«²þ  ­£ %¥í¨¢¨¤­ BIG IDEA #8: Emphasize Collaboration BIG IDEA #9: Build a High Performance Organization Item # 2 Attachment number 1 \nPage 12 of 14 References 1 Other Core Service Areas that will be the subject of strategic p Safety; Natural Resources, Surface Water, Recreation and Culture Infrastructure; Economic and Tourism Development; and Effective Government. Members of the staff team include: Bob LaSala; Carl Harness; Lar 2 Gwendolyn Warren; Tim Burns; Anthony Jones; Mike Meidel; Todd My Garcia-Tanner; Tom Funk; Gordon Beardslee; and Elizabeth Freeman. Go to http://www.nytimes.com/2012/02/07/opinion/brooks-í«®®£-the-zone.html. Journalist 3 David Brooks sums up a wealth of scholarship and practical expern he writes: The essential truth about poverty is that we will never fully un million factors that contribute to poverty, and they interact in Some of the factors are economic: the shortage of low-skill, entry-level jobs. Some of the factors are historical: the legacy of racism. Some of the factors are famili between infants and caregivers and the cognitive problems that o them are social: the shortage of healthy role models and mentors. The list of factors that contribute to poverty could go on and o  ±¤ ¨­í¨­¨³¤ 4§¤±¤¥®±¤þ ³§¤±¤ ¨² ­® ²¨­¦«¤ ¬ ¦¨¢ «¤µ¤± ³® ¯´«« ly loops, then you have to create an equally complex and diverse se § µ¤ ³® í«®®£ ³§¤ ¹®­¤ ¶¨³§  ² ¬ ­¸ ¦®®£ ¯±®¦± ¬²  ² ¸®´ ¢ ­ í¨­£  ­£ ¥´­£  ­£ §®¯¤ ³§ ³ somehow they will interact and reinforce each other community by ­¤¨¦§¡®±§®®£ 4§¤ ª¤¸ ³® ³§¨² í«®®£-the-zone approach is that you have to allow for maximum array of organisms pursuing diverse missions in diverse ways whi each other. ugh #4 4 Healthy Communities Core Service Area (CSA). The term includes communities that are in distress economically, socially or environmentally. A community-based, public response is deemed warranted and in the public interest. ¢®¬¬´­¨³¨¤² ¬ ¸ ¡¤ ³§®´¦§³ ®¥  ² ¨­§ ¡¨³¨­¦ ²¯¤¢¨í¨¢ ¦¤®¦± ¯§¨¢  disadvantaged citizens in distress located in the County generally. 5 Many, One); Municipalities, other providers and County working t engaged citizens; Aligned economic and education community; Revitalized and redeveloped Vision Tips by John P. Kotter, author of Leading Change: 6 few years all seem to share the following characteristics: 1. Th ambitious enough to force people out of comfortable routines. Be goal; becoming the best at something is often the goal. 2. They t providing Item # 2 Attachment number 1 \nPage 13 of 14 better and better products or services at lower and lower costs, and stockholders. 3. They take advantage of fundamental trends, technology. 4. They make no attempt to exploit visions for change. From that experience, I conclude the followi exercise of both the head and the heart, it takes some time, it always involves a ¨³ ¨² ³®´¦§ ³® £® ¶¤«« 4§¤ í¨±²³ £± ¥³ ®¥³¤­ ¢®¬¤² ¥±®¬   ²¨­¦« his or her experiences and values to create a set of ideas that makes sense and is personally exciting. In successful transformations, these ideas are then di ¢® «¨³¨®­ 4§¤ £¨²¢´²²¨®­  «¬®²³  «¶ ¸² ¬®£¨í¨¤² ³§¤ ®±¨¦¨­ « ¨£ adding others, and/or clarifying the statement. I have seen some people try to accomplish this process that is as disciplined as the formal planning system, bu 6¨²¨®­ ¢±¤ ³¨®­ ¨²  «¬®²³  «¶ ¸²   ¬¤²²¸þ £¨¥í¨¢´«³þ  ­£ ²®¬¤³¨¬ercise. Kotter, John P. (1996-08-07). Leading Change (Kindle Locations 1199-1202). Perseus Books Group. Kindle Edition. Go to http://www.cpn.org/tools/dictionary/deliberate.html. Democracy demands openness to 7 the views of others and a healthy tolerance and respect for dive democracy rests on the belief that no single interest or individ for the common good. Collective wisdom arising out of the democratic process is needed to achieve a stable and orderly society that enjoys unity. Scholar Jonathan Haidt helps when he writes: 7 ¨² ±¤ ««¸ ¦®®£  ³ ®­¤ ³§¨­¦ or she already holds, usually for intuitive reasons. We should n good, open-minded, truth-seeking reasoning, particularly when self-interest or reputational concerns are in play. But if you put individuals together in the ¢ ­ ´²¤ ³§¤¨± ±¤ ²®­¨­¦ ¯®¶¤±² ³® £¨²¢®­í¨±¬ ³§¤ ¢« ¨¬² ®¥ ®³§¤± common bond or shared fate that allows them to interact civilly, you can create a group that ends important to have intellectual and ideological diversity within ¨² ³® í¨­£ ³±uth (such as an intelligence agency or a community of scientists public policy (such as a legislature or advisory board). (Haidt,-03-13). The Righteous Mind: Why Good People Are Divided by Politics and Relications 1754- 1755). Random House, Inc.. Kindle Edition). Haidt, Jonathan (2012-03-13). The Righteous Mind: Why Good People Are Divided by Politics 8 Religion (Kindle Locations 4218-4221). Random House, Inc.. Kindle Edition. 9 jerked around in marginally effective restructurings, quality pr that this ever changing, adaptive organization will be hell on e -jerk reaction occur to help make better and better products or services that s real human needs at lower and lower costs. Living and winning in ing used to, especially if you have spent most of your work life in -fashioned bureaucracies. But after Item # 2 Attachment number 1 \nPage 14 of 14 most of us, making a real contribution is -08-07). Leading Change (Kindle Locations 2576-2578). Perseus Books Group. Kindle Edition. -averse cultures, and 10 micromanaging bosses are the norm in far too many placesespecially in big companies and many -08-07). Leading Change (Kindle Locations 2497- 2498). Perseus Books Group. Kindle Edition. The fo 11 of business professionals in the classroom and on the job focusethat is, people were taught how to plan, budget, organize, staff, control, and p solve. Only in the last decade or so has much thought gone into developing leaderspeople who can create and communicate visions and strategies. Because management deals mostly with the mostly with change, in the next century we will have to become much more skilled at creating leaders. Without enough leaders, the vision, communication, and heart of transformation will simply not happen well enough or fa expectati-08-07). Leading Change (Kindle Locations 2474-2477). Perseus Books Group. Kindle Edition. Item # 2 Attachment number 2 \nPage 1 of 96 Pinellas County Board of County Commissioners 2012 May 17 2012 Workshop Session: The Economic Impact of Poverty Participating Departments: Health and Human Services Justice and Consumer Services Community Development Economic Development Code Enforcement Planning Item # 2 Attachment number 2 \nPage 2 of 96 Executive Summary The Pinellas County Board of County Commissioners has developed a new strategic vision that aims to improve the quality of life for Pinellas County residents. The undertaken by county departments (Health and Human Services, Justice and Consumer Services, Community Development, Economic Development, Code Enforcement, and Planning) through a series of workshops that provided an avenue for these departments to reass align with the Boards Strategic Direction. In an effort to revdetermine whether the core services provided by these departments align with current community needs approach to identify which constituents are the greatest users o in available funds and the complexity of issues our communities face. The economic approach entailed two phases: identifying specific zones within Pinellas County th poverty and small return to our tax base and outlining specific ns on strategic initiatives that align with the Boards Strategic Direction and will impact incurring in additional costs. The first phase focused on identifying the areas within our commns of poverty, their geographies, demographics, and economic impact on because having specific clusters of poverty within Pinellas Coun for poverty spreads and impacts everyones quality of life  including those not impoverished. Poverty also affects the economic prosperity of a community, since conditions individuals ability to develop the skills, knowledge, and habitarticipate in the workforce. While there is no one cause for poverty, communities disparities in social and environmental determinants that lead t After examining the entire County, five at-risk communities were identified to have 16% or more of their population living at or below 100% of the Federal Poverty Level (FPL). The-income individuals residing within these zones account for approximately 45% of the Countys-income population. Not only have these zones presented in poverty beyond the most recent economic downturn, but these area are also showing signs of growth, exemplifying how concentration Percent of Total Pinellas County Population Living at or below 100% of the Federal Poverty Level, 2005 to 2009 Pinellas County Population at or Total Population At-Risk Communities below 100% FPL East Tarpon Springs Other North Greenwood Above Poverty 55% At or Below Level Poverty Level Highpoint At-Risk 88% 12% Lealman Corridor Communities 45% South Saint Petersburg Costs associated with individuals living in poverty are elevated outcomes such as poor health, low productivity, and increased cr Item # 2 Attachment number 2 \nPage 3 of 96 to lower graduation rates and a reduced participation in the labor market. Our analysis of these communities indicates that these areas are responsible for up to 59% of all arrested youths during fiscal year 2011, approximatel wages due to adults that dropped out of high school, 40% of all foreclosures ina 16% unemployment rate in 2009. Furthermore, housing available at affordable rates for the low-income population is clustered within or near the five at-risk communities, forcing individuals searching for affordable housing to reside in communities with limited access care, in addition to long commutes if they have a job that requires them to travel and the individuals also have poorer health outcomes than the general po Medicaid beneficiaries and the uninsured exceeding $1.9 billion from October 2010 t Even if only 25% of the utilization came from low-income individuals residing in these zones, that would still account for $120.5 million in emergency room cost and $359illion in inpatient costs attributed to Medicaid beneficiaries and the uninsured. One conclusion to be drawn is that current efforts through depar re-tuned with greater efficiencies to not only maximize dollars and see a value-added return but to also realize improved quality of life for all Pinellas County residen While we understand that low-income individuals reside within all parts of Pinellas County, it is on poverty that one can see social patterns and costs associated with pover These effects are amplified by raising children in poor environments, which contri illnesses, lower educational attainment, lack of recreational acies and role models, disengagement in the community, lower paying jobs, risk of homelessness, increase lower lifetime monetary contribution to society. The second part of our economic approach addresses the workgroups proposals to meet the Boards strategic outcomes: increasing citizen satisfaction with the delivery of services delivering measureable savings and improved customer service from investments in technology utilizing a data driven approach to target opportunities for efficiencies achieving measureable per service/per unit cost savings achieving cost savings from collaborative workgroup for consolidation enhancing public safety and reducing victimization We believe that in order for the county to see a reduction in service costs associated with at-risk communities, departments must re-align their core services and work collectively rather than independently. By doing so, Pinellas County will be able to increase its return a highly skilled workforce, greater number of high school graduates, property values) improve community outcomes and overall quality  ultimately reducing the need for government support services in these neighborhoods and freeing up resources to be used countywide. The strategic initiatives are vital strategies to bend the cost -risk neighborhoods. The initiatives focus on collaboration, co-location, investments in technology, data-driven decision making and preventive services  allowing families to have greater access to support services. Item # 2 Attachment number 2 \nPage 4 of 96 Table of Contents I. Reducing Disparities and Increasing Cost-Savings in Pinellas County.........................................................1 Economic Impact of Poverty .......................................................................................................................................................... 3 Pinellas Countys At-Risk Communities .................................................................................................................................... 4 Zone 1: East Tarpon Springs ..................................................................................................................................................... 6 Zone 2: North Greenwood .......................................................................................................................................................... 7 Zone 3: Highpoint .......................................................................................................................................................................... 7 Zone 4: Lealman Corridor .......................................................................................................................................................... 8 Zone 5: South St. Petersburg ..................................................................................................................................................... 8 Disparities within At-Risk Communities................................................................................................................................... 9 Insufficient Transportation ....................................................................................................................................................... 9 Limited Access to Food .............................................................................................................................................................. 10 Insufficient Access to Health Care ......................................................................................................................................... 11 Poorer Health ................................................................................................................................................................................ 13 Lower Educational Attainment .............................................................................................................................................. 16 Increased Crime Rates ............................................................................................................................................................... 18 High Unemployment ................................................................................................................................................................... 20 Inadequate and Insufficient Housing ................................................................................................................................... 21 Impact of At-Risk Communities on Pinellas County ........................................................................................................... 23 Economic Impact Highlights .......................................................................................................................................... 24 Impact of Poverty ............................................................................................................................................................................. 24 Poverty in Pinellas County ............................................................................................................................................................ 24 Economic Impact within At-Risk Communities ................................................................................................................... 25 Bottom Line ......................................................................................................................................................................................... 28 Staff Credits .......................................................................................................................................................................... 29 References ............................................................................................................................................................................ 30 II. A New Approach: Strategic Alignment across Agencies ................................................................................. 32 A) Collaborating interdepartmentally and externally .................................................................................................. 32 B) Co-locating services .............................................................................................................................................................. 32 C) Shifting focus to prevention ............................................................................................................................................... 33 Strategic Initiatives: Health and Human Services ............................................................................................................... 34 Item # 2 Attachment number 2 \nPage 5 of 96 Strategic Initiatives: Justice and Consumer Services ......................................................................................................... 55 Strategic Initiatives: Community Development ................................................................................................................... 73 Strategic Initiatives: Code Enforcement .................................................................................................................................. 78 Strategic Initiatives: Planning...................................................................................................................................................... 80 Strategic Initiatives: Economic Development ....................................................................................................................... 83 Item # 2 Attachment number 2 \nPage 6 of 96 I. Reducing Disparities and Increasing Cost-Savings in Pinellas County The Board of County Commissioners has developed a new strategic of life for Pinellas County residents. In order to transition into this new strategic vision, county departments participated in a series of workshops to reassess their core services and ensure they align with the Boards Strategic Direction. Following these workshop discussions, departments were directed to work in small workgroups to (1) establish, define, and focus on a core set of services; (2) mize and improve the service delivery level of core services; (3) improve community partnership through leadership and improved communicat; and (5) establish a high performing workforce. In an effort to review and determine whether the core services p needs, this workgroup took an economic approach to identify which constituents are the county resources, recognizing limitations in available funds and the complexity of issues our communities face. In doing so, we identified specific zones within Pinellas County that have hi poverty and small return to our tax base. We also identified that working in silos has become problematic for the County, spreading our resources thin while working independently -income populations. In order for the County to see a reduction in costs associated with the low-income population served, departments and services must realign their strategic initiatives to work collectively ra independently. Therefore, the following document explores the economic effects of poverty and outlines specific suggestions on strategic initiatives that align with thtegic direction and will impact overall community outcomes without incurring in additional costs Item # 2 1 Attachment number 2 \nPage 7 of 96 In order to make Pinellas County an attractive place to live and educated, financially secure and healthy enough to contribute. However, Pinellas County has specific underserved communities that drive service delivery costs, with little financial return. While these communities have lower educational attainment and lower wages than the rest of thof incarceration and experience greater risks of homelessness. This has impacted the distribution of General Fund dollars, with funds utilized for the Justice System Services are dwindling (Figure 1 and Table 1). Figure1: General Fund Distribution, FY 2007 to 2011 2007 2011 Criminal Justice 10% Countywide Services 15% 12% 9% General Services 49% 51% 13% 12% Social Services 13% 16% Others Table 1: General Fund Distribution, FY 2007 to 2011 Percent 2007 2011 Change Criminal Justice $308,753,250 $249,223,97019% (Public Safety, Sheriff, Justice & Consumer Services, etc.) Countywide Services $104,110,920 $60,794,280 42% (Emergency Management, Parks& Conservation, etc.) General Services $82,225,400 $56,815,910 31% (Administrative Costs, Communications, BTS, etc.) Social Services $76,945,410 $43,844,330 43% (Health & Human Services) Other Constitutionals & Independent Agencies $62,638,540 $75,239,590 20% Total Approved Budget $634,673,520 $485,918,080 23% *The above calculations do not include General Fund reserves Item # 2 2 Attachment number 2 \nPage 8 of 96 Economic Impact of Poverty Poverty affects the economic prosperity of a community, for conditions associated with poverty can limit an individuals ability to develop the skills, knowledge, and ha workforce. Costs associated with individuals living in poverty are elevated due to an increased risk of adverse outcomes such as poor health, low productivity, and incr which leads to lower graduation rates and a reduced participatio Human capital  the education, work experience, training and health of the workforce- is considered one of the fundamental drivers of economic growth. Poverty works against human capital development by limiting an i ability to remain healthy and contribute talents and labor to the economy. A decrease in human capital puts a strain on government resources and causes decreased economic opportunity in the community. This, in turn, results in unemployment, increasing the number of Figure 2: Impact of Poverty Impoverished Communities Lower Economic Poor Health Output/ Unemployment Decrease in Human Less Able Capital Workforce Studies indicate that there is a correlation between childhood prience of poverty later in life. Young children living in poverty are more likely to have cognitive, behavioral,-emotional difficulties, as well as completing fewer years of school and experiencing more years of unemployment throughout their lifetime. Research attributes an estimated national annual economic cost of $500 billion due to the costs of high crime rates, poor health, and forgone earnings and producti associated with adults who grew up in poor households. High costs of poverty to the United States suggest that the investment of significant resources in poverty cially cost- effective over time (The Economic Costs of Poverty in the United States, 2007). In order to improve the quality of life for all those residing is County, it is essential to identify the areas within our community that have high concentrations of pove delivery that focuses on improving the poor outcomes these areas costs. The following sections delve into these at-risk communities, providing an in-depth view of the issues impacting those residents and their quality of life, and how they impact Pinellas County as a whole. Item # 2 3 Attachment number 2 \nPage 9 of 96 Pinellas Countys At-Risk Communities In an effort to provide the Board with the most conservative and accurate data avail communities, two different data sets were utilized to report dem information contained in this report comes from the U.S. Census Bureau's American Community Survey (ACS) 2005-09 5-year estimates, since the Decennial Census has been pared down considerably and no longer includes many socioeconomic variables, such as income, usThese 5- year estimates continuously monitor social and economic trends, providing information down to the census tract level. Additional county-level demographics come from the U.S. Census Bureaus 2011 population estimates, which are derived from both the 2010 Decen-year estimates. According to the U.S. Census Bureaus estimates, Pinellas Pinellas County 2011 Population Estimates County had a population of 920,326 in 2011. It is Total Population 920,326 MedianAge 45.7 predominately White, non-Hispanic (77%), with a Race/Ethnicity median age of 45.7 and a median household income of White 77% $43,882. There are an estimated 410,190 households in African American 10% the county, with an average household size of 2.19. The Hispanic/Latino 8% majority of households are formed by married couples Asian 3% with no children (51%), with another 23% being Other 2% married couples with children. This can be attributed to Gender the older age at which young adults are marrying and Male 52% deciding to have children, retirees that have decided to Female 48% reside in the county, or older children moving out for Total Households 410,190 Average Household Size 2.19 college or other reasons. Median Household Income $43,882 Recently, the Pinellas County Department of Health and Human Services reported that the poverty rate for Pinellas Count looking at smaller geographies and populations, it is necessary to use 5-year estimates because only they allow us to examine data at the census tract level. With this in mind, we utilized the 2005 to 2009 5-year estimates, which reported a poverty rate of 11.6% in the County during that time frame, providing a more conservative poverty rate for the areas we are analyzing. While approximately 11.6% of Pinellas Countys total population was living in poverty between 2005 and 2009, there are five at-risk communities within the county that have higher concentrations of poverty and a different demographic composition. These five areas had 16% or more of their population living at or below 100% of the Federal Poverty Level and include East Tarpon Springs, North Greenwood, Highpoint, Lealman Corridor, and South St. Petersburg (Figures 3 & 4). Areas with at least 16% of the population living in poverty were selected as at-risk communities because they are at least one standard deviation above the average rate in Pinellas County. Average Percent of Individuals Living in Poverty within Census Tracks = 11.6% Selected census tracts: At least one standard deviation above the average percent of the poverty in Pinellas County. Item # 2 4 Attachment number 2 \nPage 10 of 96 An estimated 45% (approximately 47,662 individuals) of Pinellas Countys total low-income population lives within the identified at-risk communities (Figure 5). While this is only about 5% of Pinellas Countys total population, these zones have the greatest impact on County resources. Figures 3 and 4 illustrate how these at-risk communities have increased in size from 2000 to 2009. This exemplifies how concentration of poverty affects nearby communities and how important it is to invest in these zones to improve socioeconomic conditions that would impact Pinellas County as a whole. It is important to note that communities identified as at-risk have exhibited inequities when compared to other parts of Pinellas County for decades, not just since th. Figure 3: Pinellas County At-Risk Figure 4: Pinellas County At-Risk Communities by Census Tract, 2000 Communities by Census Tract, 2005 to 2009 Item # 2 5 Attachment number 2 \nPage 11 of 96 Figure 5: Percent of Total Pinellas County Population Living At Federal Poverty Level, 2005 to 2009 Population at or Total Population below 100% FPL O ther 55% A bove Poverty A t or Below Level Poverty Level 88% A t-Risk 12% Communities 45% Pinellas Countys At-Risk Communities (cont.) The following section zooms into each at-risk community and describes their demographic breakdown. Within each map, we are focusing the discussion on the zones whe or below 100% of the Federal Poverty Level (orange and red in the legend). In order to describe all at-risk communities in detail, we have identified the ZIP codes and census tracts they cover. Whenever available, demographic data and other indicators are reported by census tra-depth analysis of the at-risk communities because census tracts cover a more specific geo provided by ZIP code, which covers a broader area in the zones and may include d neighborhoods with lower poverty rates. Figure 6: Zone 1 At-Risk Communities Zone 1: East Tarpon Springs East Tarpon Springs encompasses two census tracts found within a portion of ZIP code 34689. This zone has an estimated population of 8,534, with approximately 20% living at or below 100% of the Federal Poverty Level. Of those living in poverty, 45% are White, 29% are African American, 18%are Hispanic, and 8% are of another race. The average household size in this ZIP code is 2.3. Item # 2 6 Attachment number 2 \nPage 12 of 96 Figure 7: Zone 4 At-Risk Communities Zone 2: North Greenwood North Greenwood is the second largest at-risk community, encompassing 11 census tracts that fall within ZIP codes 33755 and 33756 (overlapping slightly with peripheral ZIP codes). This zone has an estimated population of 55,221, with approximately 25% living at or below 100% of the Federal Poverty Level. However, when you look at specific neighborhoods within the zone, census tract 262 (yellow star on map) has 51% of people living in poverty, the largest amount in Pinellas County. Census tracts 258, 255.04, and 263 also have very high levels of poverty (29%, 27%, and 26% respectively). The low-income population in this zone is 53% White, 25% African American, 15% Hispanic, and 7% of another race. The average household size in these ZIP codes is 2.42. Figure 8: Zone 3 At-Risk Communities Zone 3: Highpoint Highpoint encompasses three census tracts that fall within ZIP code 33760, with a small portion falling on the periphery of ZIP code 33771. This zone has an estimated population of 20,192, with approximately 27% living at or below 100% of the Federal Poverty Level. Census tract 245.03 has even higher poverty rates, with 33% of its residents living in poverty (yellow star on map). The low-income population in this zone is 47% White, 36% Hispanic, 9% African American, and 8% of another race. The average household size in this ZIP code is 2.82. Item # 2 7 Attachment number 2 \nPage 13 of 96 Zone 4: Lealman Corridor Lealman Corridor encompasses seven census tracts that fall within ZIP codes 33702, 33709, 33714, and 33781. While it is a broader zone than the other at-risk communities, it was selected because there is a significant cluster of impoverished individuals within this area that are on the verge of getting worse. Additionally, this zones poverty clusters have grown since 2000 (Figures 3 and 4). The poverty clusters in this zone have an estimated population of 42,355, with approximaat or below 100% of the Federal Poverty Level. The low-income population in this zone is 73% White, 11% African American, 8% Hispanic, and 8% of another race. The average household size in these ZIP codes is 2.26. Figure 9: Zone 4 At-Risk Communities Figure 10: Zone 5 At-Risk Communities Zone 5: South St. Petersburg South St. Petersburg is the largest at-risk community, encompassing 21 census tracts that fall within ZIP codes 33701, 33705, 33711, 33712, and 33713. This zone has an estimated population of 74,275, with approximately 25% living at or below 100% of the Federal Poverty Level. Within this zone, census tract 216 (yellow star on map) has 48% of people living in poverty, the second largest amount in Pinellas County. This specific pocket lies a few blocks away from the Department of Health and Human Avenue North, where Services St. Petersburg office on 1 st the largest numbers of homeless individuals in the county are located. Surrounding census tracts also have high poverty levels (20% and above). The low-income population in this zone is 63% African American, 27% White, 5% Hispanic, and 5% of another race. The average household size in these ZIP codes is 2.41. Item # 2 8 Attachment number 2 \nPage 14 of 96 Disparities within At-Risk Communities While there is no one cause for poverty, research indicates thatcommunities exhibiting high poverty rates also have disparities in social and environmental determinants that lead to poor outcomes. The following section illustrates how the five at-risk communities within the county suffer from insufficient transportation and access to food and healthcare, poorer health, lower educational attainment, increased crime rates, higher unemployment, and inadequate and insufficient housing  and the resulting costs to government and the community associated with these inequities. Insufficient Transportation Access to services is critical among populations with limited resources. Many times, individuals living in at- risk communities do not have a reliable method of transportation access food, health care, and other services not Figure 11: Bus Route for Zone 1 Resident visiting located within walking distance. Within our at-risk Health and Human Services Clearwater Office communities, 11% of households do not have a vehicle available, while 41% have only one vehicle (U.S. Census Bureaus 2011 estimates). This causes these communities to rely heavily on public transportation, which does not always have a bus stop nearby their home or destination. While the Pinellas Suncoast Transit Authority has multiple bus routes throughout the County, most run on main roads and only provide one to three accessible routes within the at-risk communities (with the exception of Zones 4 and 5). Some of these routes miss specific residential areas within the zones, forcing residents to walk several blocks  sometimes close to a mile  to get to the nearest bus stop. These factors contribute to long travel times when individuals are trying to access services across the county. For example, a client residing on or near 301 Disston Ave in Tarpon Springs needing to see a case manager at the Department of Health and Human Services Clearwater office (14 miles away) must travel close to 1.5 hours each way and transfer once in order to reach the Clearwater location. Furthermore, with one-way cash fares costing $2.00  or $3.00 if riding an express line  individuals spend between $4 and $6 round-trip on any given day. For a person riding the bus three times a week, it totals between $48 and $72 a month on one-way fares  up to 8% of the net monthly earnings for an individual living exactly at 100% of the Federal Poverty Level. Item # 2 9 Attachment number 2 \nPage 15 of 96 Limited Access to Food Limited transportation within at-risk communities forces individuals and families to travel extra in order to access supermarkets or grocery stores. Many times, they are forced to purchase food at local convenience stores or gas stations because of proximity. The options at these loca limited and unhealthy, contributing to obesity, diabetes and othprevalent in these areas. Figure 12 highlights the areas within Pinellas County that have low access to food  areas where residents must travel more than one mile to a supermarket or large grocery store (U.S. Department of Agriculture, 2006). These areas overlap with Zone 2, 3, 4 and 5. Given that these are the same areas where residents lack a reliable method of transportat the bus system in order to purchase their weekly groceries. Figure 12: Pinellas County Areas (in orange) with Low Access to Food Item # 2 10 Attachment number 2 \nPage 16 of 96 Insufficient Access to Health Care Access to health care is also crucial in improving the health outcomes of a community. is having health insurance available in order to access the heal-income residents are eligible for Florida Medicaid (specifically low-income children/pregnant mothers, families with children, and aged or disabled individuals). The average annual cost per Medicaid child in Florida is , 2011, 162,474 Pinellas County $2,092, while adults cost an average $6,704. As of December 31 st residents were enrolled in Medicaid, accounting for 18% of the estimated 2011 population (University of South Floridas Policy and Services Research Data ). Forty-six percent of Medicaid enrollees in the county resided within our at-risk communities, 51% of which were children. Not all low-income individuals are eligible for Florida Medicaid, such as single or childless adults between the ages of 18 to 64. These individuals may qualify for our Pinellas County Health Program, which served approximately 15,700 uninsured, low-income individuals during fiscal year 2011. By providing primary and preventive care through a medical home setting, the Pinellas County Health Program has managed to decrease costs to $1,442 per client  an astonishing improvement when compared to Wellcares 2008 approximate cost per client of $5,927. However, this is only a fraction of the uninsured population within Pinellas County. Recently, the Pinellas County Department of Health and Human Serutilized the Centers for Disease Control and Preventions most recent 2010 BeSurveillance System statistics which indicate that 11.4% of the countys population is uninsured (approximately 104,486 uninsured individuals). Even if we strive to target 30% of this population (31,346 individuals), we currently lack infrastructure, capacity, and funding to do so. Figure 13: Overlap of Pinellas County At-Risk Zones with Health Professional Shortage Areas Although having health insurance is critical in accessing health care for these populations, it is also necessary to have multiple access points across the County that accept Medicaid and/or Pinellas County Health Program clients in order to ensure they can receive care at an accessible location. While Pinellas County out of 67 Florida counties) ranks highly in clinical care (3 rd and availability of primary care physicians (829:1, exceeding the national benchmark of 631:1), this is not true for the indigent populations residing within the at-risk communities (County Health Rankings, 2012). The U.S. Health Resources and Services Administration (HRSA) has designated specific areas within the county as health professional shortage areas, for they have a shortage of primary medical care, dental or mental health providers. These areas overlap with our at-risk communities, as can be seen in Figure 13. Increasing our presence through the establishment of one-stop shops that offer initial medical care is crucial in order to improve access for these communities, which is just one of the strategic initiatives presented by Health and Item # 2 11 Attachment number 2 \nPage 17 of 96 Human Services in collaboration with over 20 community agencies Collaborative. It has been documented that individuals with limited access to health care utilize the emergency room for primary care. The Center for Disease Control and Preventions National Center reported that, in 2007, approximately one in five persons in the at least once in a 12-month period. Medicaid beneficiaries under the age of 65 showed the most emergency room utilization, with more than one-quarter of children and nearly two in five adults having used the emergency room at least once. While the uninsured were no more likely than those with private insurance to have had at least one emergency room v likelihood of utilizing the emergency room by income level: 29% of those living in poverty used the emergency room at least once compared to only 16% of those living above 400% of the Federal Poverty Level. In Pinellas County, the average cost of emergency room visits at County hospitals between October 2010 and September 2011 for Medicaid, self-payers, and other patients paid for by state or local government was $3,178  totaling $482.2 million in emergency room visits that did not result in hospital admissions (Agency for Healthcare Administration  FloridaHealthFinder.gov). This accounts for 42% of all emergency room costs and 52% of all emergency room visits that did not result in hospital admissions (Table 2). While the county does not directly pay for emergency room visits by Medicaid enrollees that led to an inpatient stay longer than partially the countys responsibility (described below). Additionally, these costs are passed on and contribute to the higher health care costs for individuals with health insurance. Table 2: Emergency Room Visits and Costs at County Hospitals between October 2010 and September 2011 ER Visits ER Costs Average Cost/Visit Total Percent Total Percent All payer types 289,811100% $1,153,978,781 100% $3,982 Medicaid Only (includes KidCare) 82,756 29%$244,012,030 21% $2,949 Uninsured Only 68,977 24%$238,143,552 21% $3,453 (Self-payer & Other State/Local) The Agency for Healthcare Administration includes any emergency room visits that resulted in an inpatient stay as a part of the overall inpatient care visits. Between October 2010 and September 2011, Medicaid patients accounted for 27,995 hospitalizations at a cost of $1.1 billion  16% of all inpatient costs for County hospitals (Agency for Healthcare Administration  FloridaHealthFinder.gov). While the average length of stay was 5.1 days, sicker patients tend to stay in hospitals longer because o the severity of their diseases. It is important to find ways to contain these costs, for the County is responsible for 35% of a Medicaid patients hospital bill from days 11 through 45. In Fiscal Year 2011, this accounted for $12.5 million of the Department of Health and Human Services budget. Meanwhile, self-payers and other patients paid for by state or local government totaled 9,187 inpatient hospitalizations, averaged 3.9 hospital stay days and cost $338 million, accounting for 5% of all inpatient costs for County hospitals. Some County hospitals have been previously reimbursed for a portion of these costs through Low I Pool mechanisms, as well as by contracting services and faciliti Health Program. However, due to current Medicaid changes (such as the signing of MedicHB 5301), Item # 2 12 Attachment number 2 \nPage 18 of 96 the ability of the County to assist local hospitals in leveraging additional funds t care may be in jeopardy. Table 3: Hospitalizations and Costs at County Hospitals between October 2010 and September 2011 Hospitalizations Hospitalization Costs Average Average Length of Stay Cost/Visit Total Percent Total Percent All payer types 147,446100%5.1$6,718,942,619100%$45,569 Medicaid Only (includes KidCare) 27,995 19% 5.1 $1,099,673,515 16% $39,281 Uninsured Only 9,187 6% 3.9 $337,993,685 5% $36,790 (Self-payer & Other State/Local) While we cannot report exactly how many of these encounters were one of the five at-risk communities, we do know 47% of the low-income population in Pinellas County resides there. Even if only 25% of the utilization came from low-income individuals residing in these zones, that would still account for $120.5 million in emergency room cost and $359.4 million in inpatient costs attributed to Medicaid beneficiaries and the uninsured. Poorer Health Persons living in poverty are more likely to suffer from poor heaverall quality of life and well-being of a community. Poorer health outcomes translate into dollars lost in a communit in productivity, unemployment, and shorter life expectancy. For Johnson Foundation indicates that adults living in poverty can expect to live at least six and a half years less than those with high income. Individuals with limited resources not only utilize the emergency room for primary care, but also have higher rates of chronic disease. As described in the previous section, emergency room visits may lead to inpatient stays, costing additional dollar to the County. Individuals residing within our at-risk communities exhibited higher rates of emergency room visits and hospital admissions due to chronic illnesses than the general Pinellas County population from 2008 to 2010 (Figures 14 to 16, Healthy Tampa Bay): Emergency room rates due to diabetes were 42% higher for those residing within at-risk communities than the general population, while hospitalizations were 38% hig Figure 14: Average Rates of Emergency Room Visits and Hospitalizations due to Diabetes, 2008 to 2010 35 30 25 20 32.6 32.0 15 10 19.9 18.8 5 0 ER Rates Hospitalization Rates Pinellas County At-Risk Communities Item # 2 13 Attachment number 2 \nPage 19 of 96 Emergency room rates due to adult asthma were 38% higher for those residing within at-risk communities than the general population, while those for pediatric asthma were 40% higher than the general population. In both cases, hospitalizations due to asth were 35% higher than the general population. These higher rates are not surprising, given the well-documented link between pediatric asthma and environmental stressors, such as poor housing with mo Figure 15: Average Rates of Emergency Room Visits and Hospitalizations due to Asthma, 2008 to 2010 180 150 120 90 165.2 60 99.6 29.6 12.3 19.0 19.3 30 61.2 37.7 0 ER Rates Hospitalization ER Rates Hospitalization Rates Rates Adult Asthma Pediatric Asthma Pinellas County At-Risk Communities Hospitalization rates due to congestive heart failure were 25% hfor those residing within at-risk communities than the general population. Figure 16: Average Hospitalization Rates due to Congestive Heart Failure, 2008 to 2010 40 30 20 36.5 27.5 10 0 Hospitalization Rates Pinellas County At-Risk Communities Item # 2 14 Attachment number 2 \nPage 20 of 96 Maternal and infant health is another important community indicator, for it impacts the physical, mental, emotional, and socioeconomic health of women and their families. Maternal age at giving birth is a key factor in determining well-being of both mother and child. Infants born to teen mothers ar have a lower birth weight, be born prematurely, and die in their infancy (Childtrends, 2011). Meanwhile, teen mothers tend to have behavioral and academic problems, putting their children at significantly greater risk of poor educational outcomes when compared to children born In 2009, the average number of teen birth in at-risk communities was twice as high as in Pinellas County (Figure 17  Florida Department of Children and Families, 2009) (Juvenile Welfare Board). Figure 17: Average Number of Teen Births, 2009 50 40 30 42 20 21 10 0 Pinellas County At-Risk Communities Infant low birth weight is another indicator of poor community health outcomes, such as long-term maternal malnutrition, poor health, and poor health care during for mothers that may contribute to infant low birth weight include poor nutrition, chronic health problems (such as diabetes and heart disease), insufficient prenatal care, drug addiction, and alcohol abuse. Smoking, lead exposure, and other types of air pollutions are additional environmental risk factors that also contribute t birth weight. Low birth weight babies are at a higher risk of newborn complication mortality and morbidity, inhibited growth and cognitive developm. As a whole, average low birth weight rates for at-risk communities between 2005 and 2009 were slightly higher than the Countys general population (11% vs. 8%, respectively) (Figure 18  American Community Survey). Zone 5 (South St. Petersburg) has the highest average rate, at 1 Figure 18: Average Percent of Live Births With Low Birth Weight -Risk Communities, 2005 to 2009 14% 12% 10% 8% 13% 6% 11% 9% 9% 4% 8% 8% 7% 2% 0% Pinellas At-Risk Zone 1 Zone 2 Zone 3 Zone 4 Zone 5 County Communities Item # 2 15 Attachment number 2 \nPage 21 of 96 Lower Educational Attainment Poverty is linked to lower educational attainment within a commun childhood. Children living in poverty are much more likely to l successful educational outcomes. In addition, they are more likely to live in neighborhoods that have limited resources and low-performing schools. Neighborhoods with concentrated poverty im children from socializing, having positive role models, and expe child development. These disadvantaged children have substantial gaps in knowledge competencies that affect readiness to learn. In Florida, the FAIR-K test is one of two Florida Kindergarten Readiness Screener measures used to determine school readiness among kindergarteners. In Pinellas County, 71% of kindergarten students were ready for school in 20 However, only 63% of kindergarteners living within our at-risk communities were ready for school during the same timeframe; specifically, only 51% of low-income kindergarteners living in these at-risk communities who participated in subsidized child care were ready for school. Meanwhile, the Florida Comprehensive Assessment Test (FCAT) is another standardized test administeredades 3 through 11 to measure student progress in reading, math, science and writing. Again, only 63% of third graders residing within at-risk communities performed at or above grade level, compared to 74% in Pinellas County (Figures 19 and 20  Pinellas County Schools, Department of Research and Accountability, 2011) (Juvenile Welfare Board). These lower rates affect multiple outcomes for these children an detrimental outcomes, such as grade repetition and dropping out of school. Figure 19: Kindergarten School Readiness (FAIR-K test), 2011 80% 60% 40% 71% 63% 51% 20% 0% Pinellas County At-Risk Communities Children in At-Risk Communities in subsidized child care Figure 20: 3rd Grade Students Scoring at or above Grade Level in FCAT Reading, 2011 80% 60% 40% 74% 63% 20% 0% Pinellas County At-Risk Communities Item # 2 16 Attachment number 2 \nPage 22 of 96 Child maltreatment is another factor that is detrimental to chil maltreatment has a negative impact on the victimized childs sch and subsequent lifetime economic opportunities. In Pinellas County, there were an average 59 verified reports of child abuse between April 2010 and March 2011. However, the average verifie abuse within the at-risk communities were 105  almost double the amount of the general population (Figure 21  Florida Department of Children and Families, 2010) (Juvenile Welfare Board). Figure 21: Average Number of Verified Reports of Child Abuse, April 2010 to March 2011 120 80 105 40 59 0 Pinellas County At-Risk Communities Low-income children are also at a greater risk of Figure 22: Percent High School Students not completing high school, limiting future Graduating with Standard Diploma, 2011 employment opportunities that translate into 85% lower wages. A high school dropout earns about $260,000 less over a lifetime than a high 80% school graduate, paying about $60,000 less in 75% taxes (Rouse, 2005). In 2011, approximately 70% 70% of high school students residing in the ZIP codes 81% 65% that encompass our at-risk communities 60% 70% graduated with a standard diploma, as opposed to 55% 81% in the rest of Pinellas County (Figure 22  Pinellas County Schools, Department of Research 50% Pinellas County At-Risk Communities and Accountability, 2011) (Juvenile Welfare Board). Assuming the demographic breakdown for the entire population residing within our at-risk communities holds true among high school students that reside in the same areas, we have provided a sample scenario to demonstrate potential lost wages among students that did not graduate with a standard diploma (Table 4). Taking into consideration that the total 12 grade public school student membership in Pinellas County during 2011 was 7,405 (Pinellas th County Schools  Department of Research and Accountability, 2011) and that 22% of the total Pinellas County population lives within these at-risk communities, we extrapolated that approximately 1,629 students reside within these communities. Given that 30% of stu diploma, this would account for approximately 489 students. Finally, assuming these students do not get their high school diploma before the age of 25, and taking into account that a high school dropout earned an average $7,840 less than a high school graduate in 2009 (U.S. Department of Education, 2011), this could translate into $3.8 million dollars in lost wages in one y once these individuals reach adulthood. Item # 2 17 Attachment number 2 \nPage 23 of 96 Table 4: Sample Scenario Depicting Potential Lost Wages Among Students that did not Graduate with a Standard Diploma and are Employed by the Age of 25 12 grade public school student membership in Pinellas County during 7,405 th Percent of Pinellas Countys population residing within at-risk community zones: x 22% Assuming same population distribution, extrapolated students residing in zones: 1629 Assuming the same graduation rate as other Pinellas County stude: x 11% Extrapolated students residing in zones that did not graduate wi 489 Assuming students do not get a diploma before age 25 and all work, average yearly loss in earni x $7,840 Potential lost wages in one year once these children reach adult $3,836,228 As mentioned above, lower educational attainment is associated w lower wages. When compared to the state average, Pinellas County has an overa whose highest education level is less than high school (12% Pinellas vs. 15% Florida). However, approximately 20% of the adults living in at-risk communities did not complete high school, indicating lower educational attainment than the general population (Figure 23) (American Community Survey, 2005 to 2009). Given that a high school dropout earned an average $7,840 less than a high 2009 (U.S. Department of Education, 2011) and an estimated 21,371 individuals living in these at-risk communities have less than high school completed, this could translate into approximately $167.6 million in lost wages within our at-risk communities in one year alone among adults above the age of 25. Figure 23: Highest Educational Attainment for Adults 25 or Older in Pinellas County, 2005 to 2009 Florida Pinellas County At-Risk Communities 12% 15% 20% 44% 55% 57% 30% 31% 36% Less than high school High school Some college or more Increased Crime Rates Lack of resources within communities has a direct effect on publ areas of concentrated poverty with low housing values and high s risk of death from homicide (Robert Wood Johnson Foundation, 2011). Higher exposur drugs, community deterioration, incarceration and re-entry, and other inequities all increase the likelihood of crime in at-risk communities (Prevention Institutes Urban Networks to Increase Thriving Youth, 2011). In Pinellas County, 59% of all arrested and 62% of all re-arrested youths during fiscal year 2010 resided within our at-risk communities (Figure 24), with most residing within Zone 5, which Item # 2 18 Attachment number 2 \nPage 24 of 96 accounted for 27% of all arrested and 30% of all re-arrested in Pinellas County during the same time period (Table 5). Similar figures can be seen with arrested adults, where 57% of all arrests and 61% of all re-arrests occurred among adults residing within our at-risk zones (Table 5). The Alliance for Excellent Education indicates that high school dropouts are 3.5 arrested in their lifetime. Meanwhile, high school dropouts acc (Harlow, 2003). Assuming numbers are consistent among our population, approximately 10,609 arrested adults residing in at-risk communities in Pinellas County are high school dropouts, tr83.2 million in lost wages in one year  assuming they exit the system and become employed. According to additional figures provided by the Department of Justice and Conthere is likelihood that approximately 70% of recidivist youths in Pinellas County ws. These individuals continue cycling the system, spending taxpayer dolla economy. Table 5: Newly Arrested and Re-arrested Youths and Adults Residing in At-Risk Communities vs. Other Communities in Pinellas County, FY 2010 Youths Adults Arrested Re-arrested Arrested Re-arrested Total Percent Total Percent Total Percent Total Percent Zone 1 73 2% 31 2% 584 2% 292 2% Zone 2 348 11% 149 11% 2,494 10% 1,328 11% Zone 3 1836%766%1,2895%6385% Zone 4 426 13% 175 13% 3,298 13% 1,698 14% Zone 5 899 27% 421 30% 6,480 26% 3,646 29% Total At-Risk Communities 1,929 59% 852 62% 14,145 57% 7,602 61% Total Other Communities 1,365 41%52938% 10,542 43% 4,882 39% Total Pinellas County 3,294 100%1,381 100% 24,687 100% 12,484 100% Figure 24: Percent of Newly Arrested and Re-arrested Youths and Adults Residing in At-Risk Communities vs. Other Communities in Pinellas County, FY 20 100% 80% 38% 39% 41% 43% 60% 40% 62% 61% 59% 57% 20% 0% Arrested Re-Arrested Arrested Re-Arrested Youths Adults At-Risk Communities Other Communities Item # 2 19 Attachment number 2 \nPage 25 of 96 High Unemployment Unemployment rates within Pinellas County have skyrocketed sincerising from 3.9% in 2007 to 11% in 2009 (American Community Survey). Howevewhen you compare the unemployment rates within at-risk communities to the rest of Pinellas Countys population during the same timeframe, these account for a larger portion of unemployment rates (Figure 25). In 2009, the unemployment rate for at-risk communities was 15.9%, while all other areas were only 9.7% (Figure 26). Specific zones had even higher rates, with Zone 5 (South Saint Petersburg) exhibiting the highest rates at 19.6% (Figure 27). It is important to understand that unemployment rates significan without a job: they are only based on recently unemployed individuals eligible to collect unemployment benefits and those actively searching for a job. Unemployment rates do not include individuals t exhausted their unemployment benefits, given up searching, are u job market. Figure 25: Pinellas County Unemployment Figure 26: Pinellas County Unemployment Rates by Census Tract, 2009 Rate Trends, 2007 to 2009 20.0% 15.6% 15.0% 11.0% 9.2% 10.0% 5.7% 6.4% 9.7% 5.0% 3.9% 5.6% 3.4% 0.0% 2007 2008 2009 At-Risk Communities Other Communities Pinellas County Overall Figure 27: Pinellas County Unemployment Rates for 2009 by Zone 25.0% 20.0% 15.0% 10.0% 19.6% 16.2% 14.1% 13.0% 11.9% 5.0% 9.7% 0.0% Item # 2 20 Attachment number 2 \nPage 26 of 96 Inadequate and Insufficient Housing The availability of safe and affordable housing is crucial in order to improve outcomes for those living in poverty. The percent of income spent on housing is the leading indicator United States. Historically, housing expenditures exceeding 30% of household in indicator of a housing affordability problem. In order to inject dollars into the community, individuals should be able to afford housing and still have enough income left over for other nondiscretionary spending. However, recent data from the National Low Income Housing Coalition indica a family in Florida without a housing subsidy has to make $18.56 an hour ( afford a two-bedroom unit at the fair market rent (Table 6). This would require an individual earning minimum wage in Florida to work 97 hours a week to meet et rent prices. While the estimated median annual income for Pinellas County in 2011 wabove the fair market rent ($43,882), individuals living in poverty have much lower income levels, making housing unaffordable. Table 6: Comparison of Pinellas County Median Annual Income and Income at 100% of the Federal Po Level against the Cost of a Two-Bedroom Unit in Florida at Fair Market Rent in 2012 Annual 30% Household Monthly Rent at 30% Salary Income Household Income 2011 Pinellas County $43,882 $13,164.60 $1,097.05 Median Annual Income 2012 Florida Fair Market $41,574.40 $12,472.32 $1,039.36 Rent for Two-Bedroom Unit 1 $11,170 $3,351 $279.25 2 $15,130 $4,539 $378.25 3 $19,090 $5,727 $477.25 2012 Income at 100% FPL By Family Size 4 $23,050 $6,915 $576.25 5 $27,010 $8,103 $675.25 6 $30,970 $9,291 $774.25 Low wages and unemployment have also affected foreclosure rates in the county, with 40% of all foreclosures in 2009 having occurred within ZIP codes that cover our at-risk communities (Figure 28). The increased number of foreclosures within our at-risk communities has put many community members in the need to rent housing. Even then, rent must be affordable. Using the information on Table 6, which indicates that a low-income family of three that uses only 30% of their monthly incom should pay no more than $477 for a two-bedroom unit, a search for the availability of housing propertie with rent ranging from $0 to $500 a month in Pinellas County was conducted at FloridaHousingSearch.org , 2012. Results indicated that only 30 properties in the County had one-bedroom units on April 3 rd available; only 2 of these properties had two-bedroom units available at this price range. With the average number of units per listed property at 3.2, this indicates that However, 279 individuals sought properties accepting Section 8 H individuals seeking properties that accept vouchers from the Pinellas County Department of Health and Human Services. These results indicate a lack in availability o one day. Table 7 further demonstrates a dearth in available housing by presentinglable properties and units on April 3vs. total properties and units on the Florida Housing Search dat rd available to the public. Furthermore, these properties all fall within or near the five at-risk communities, forcing individuals searching for affordable housing to reside in communities with limited access to food Item # 2 21 Attachment number 2 \nPage 27 of 96 and health care, in addition to long commutes if they have a job on public transportation. Figure 28: Pinellas County Foreclosure Rates by Census Tract, 2009 Table 7: Availability of Affordable Housing in Pinellas County on the Florida Housing Search Database on April 3, 2012 (Maximum rent rd based on 30% of income earned for individuals living at 100% FPL Available on On Database 4/3/2012 Maximum Rent Available Available Total Total on Database Properties Units* Properties Units* $300 3 9 16 48 $400 7 21 16 48 $500 42 126 258 774 $600 109 327 701 2,103 $700 220 660 1,493 4,479 $800 346 1,038 2,496 7,488 Total available within affordable 727 2,181 4,980 14,940 range** *Extrapolated based on 3.2 units per property. **Using 30% of household income for rent; based on earnings at 1 Federal Poverty Level for household sizes 1 to 6. However, prop include enough bedrooms per unit for listed prices. The increased number of foreclosures within our at-risk communities coupled with low income wages that make it difficult to afford unsubsidized rent puts many community members at the risk of becoming homeless. If not enough safe and affordable housing is available, the numb homeless families and individuals rises. The cost of homelessness can be quite high for taxpayers, for it includes hospitalization, medical treatment, incarceration, polirvention, and emergency shelter expenses. For example, the cost of an emergency shelter bed funded by the U.S. Departme Urban Developments Emergency Shelter Grants program is approximately $8,067 more th annual cost of a federal housing subsidy. Meanwhile, the average cost per first time homeless family in an emergency shelter is between $1,391 and $3,698 per month (U.S. DHousing and Urban Development). In an attempt to calculate the estimated cost of homelessness in Pinellas County, we examined metropolitan areas that have performed analyses on the cost of homelessness with similar a climate than Florida, which contributes to homeless individuals relocating into thes. We also ensured cost of living was comparable from these cities to ities in Florida, such as Miami, which also has a high incidence of homelessness. Thus, we identified Los Angeles as a comparable community, due to its warm weather, virtually identical cost of living when compared to Miami (2011 Urban Consumer Price Index), and comprehensive study that accounted for differences within Item # 2 22 Attachment number 2 \nPage 28 of 96 associated costs (Los Angeles Homeless Services Authority). We performed a cost of living adjustment to the 2009 average monthly cost of a homeless person in Los Angeles to calculate the cost to Pinellas County in 2011 (a 3.9% increase in Los Angeles from 2009 to 2011, comparison of the CPI index from Los Angeles to Miami, and a 13.9% decrease from Miami to Tampa in 2011). Pinellas Countys 2011 Point-in-Time counts indicated that on the night of January 23, 2011, 5,887 men, women, and children were homeless. rd Assuming this number was consistent throughout the year (no newly homeless individuals in a 12-month period), and given that the average cost per month of a homeless person in Pinellas County in 2011 after cost adjustments was $2,529, this would translate into $178.7 million annually after cost of living adjustments. If we utilize the projections reported by the Pinellas County Coalition for the Homeless, which estimate 22,000 individuals were homeless at some point during 2011, and assume each individual is homeless for no more than 3 months during that timeframe, this would translate into $166.9 million annually. While these numbers are representative of the entire homeless population in Pinellas Cou majority of homeless shelters are located within or near these a-risk communities. Impact of At-Risk Communities on Pinellas County Havingspecific clusters of poverty within Pinellas County is detrimental to the entire community, for poverty spreads and impacts everyones quality of life  including those not impoverished. These effects are amplified by raising children in poor environments, which co, increased illnesses, lower educational attainment, lack of recreational ac the community, lower paying jobs, risk of homelessness, increase lower lifetime monetary contribution to society. Table 8 highlights the potential annual lost revenue in Pinellas County discussed in the previous sections, which total $2.3 billion. Spending dollars on these issues also affects taxpaying county residents from beneficonomic contributions on other countywide services. Table 8: Summary of Discussed Potential Costs and Lost Revenues Emergency Room costs for Medicaid and Uninsured: $482.2 million Inpatient costs for Medicaid and Uninsured: $1.4 billion Potential lost wages for students not graduating with standard diploma: $3.8 million Lost wages for adults with less than high school completed: $167.6 million Lost wages among arrested adults that are high school dropouts: $83.2 million Cost of homeless individuals: $178.7 million Estimated Total: $2.3billion In order for Pinellas County to achieve its vision of improving creating healthy environments and prosperous communities. The following chapter discusses the strategic initiatives this workgroup has developed to meet the Boards Str delivery in a collaborative manner. Item # 2 23 Attachment number 2 \nPage 29 of 96 Economic Impact Highlights Impact of Poverty Costs associated with poverty are elevated due to an increased risk of adverse outcomes such as poor health, low productivity, and increased crime in unsafe neighbor rates and a reduced participation in the labor market. Research attributes an estimated annual economic cost of $500 bi crime rates, poor health, and forgone earnings and productivity poor households. Pinellas County has specific underserved communities that drive service delivery costs, with little financial return. Direct impact in the distribution of General Fund dollars from 2007 to 2011: Allocation of funds for Justice Services increased from 49% to 51%. o Allocation of funds for Social Services decreased from 12% to 9%. o Allocation of funds for Countywide Services decreased from 16% to 13%. o Poverty in Pinellas County In order to improve the quality of life for all those residing i the areas within our community that have high concentrations of po This will allow for targeted service delivery that focuses on im o areas face that increase County costs. While approximately 11.6% of Pinellas Countys total population was living in poverty between 2005 and 2009, there are five at-risk communities within the county that have 16% or more of thei population living at or below 100% of the Federal Poverty Level (FPL): Zone 1 - East Tarpon Springs:~20% of population living at or below 100% FPL. o Zone 2 - North Greenwood: ~25% of population living at or below 100% FPL. o Zone 3 - Highpoint:~27% of population living at or below 100% FPL. o Zone 4 - Lealman Corridor: ~19% of population living at or below 100% FPL. o Zone 5 - South St. Petersburg:~25% of population living at or below 100% FPL. o An estimated 45% (approximately 47,662 individuals) of Pinellas -income population lives within the identified at-risk communities. At-risk communities have exhibited inequities when compared to other parts of Pinell decades, not just since the economic recession. Item # 2 24 Attachment number 2 \nPage 30 of 96 Economic Impactwithin At-Risk Communities Insufficient Transportation Individuals in at-risk communities have a heavy reliance on public transportation, always have a bus stop nearby their home or destination. 11% of households do not have a vehicle available, while 41% hav Long travel times when individuals are trying to access services across the . An individual travelling from Tarpon Springs to Clearwater (14 miles away) must travel close to 1.5 hours each way and transfer once. A person riding the bus three times a week spends between $48 (regular fare) and $72 (express buses) a month on one-way fares  up to 8% of the net monthly earnings for an individual living ex 100% FPL. Limited Food Access Limited transportation within at-risk communities forces individuals and families to travel extra distances in order to access supermarkets or grocery stores. Areas within Pinellas County that have low access to food overlap with Zones 2, 3, 4, and 5. Insufficient Access to Healthcare In 2011, 46% of Medicaid enrollees in the County resided within our at-risk communities (~75,062), 51% of which were children. In 2010, approximately 11.4% of the countys population was uninsured (~104,486 individuals). Areas within the county with a shortage of primary medical care, dental or mental health providers overlap with all five at-risk communities. The total cost of emergency room visits at County hospitals between October 2010 and September 2011 for Medicaid beneficiaries and the uninsured was $482.2 million  42% of all costs and 52% of all emergency room visits that did not result in hospital admissions. The total cost of inpatient hospitalizations at County hospitalsbetween October 2010 and September 2011 for Medicaid beneficiaries was $1.1 billion  16% of all costs and 19% of all hospitalizations. The total cost of inpatient visits at County hospitals between October 2010 and September 2011 for the uninsured was $338 million  5% of all inpatient costs and 6% of all hospitalizations. Even if only 25% of the utilization came from low-income individuals residing in these zones, that would still account for $120.5 million in emergency room cost an attributed to Medicaid beneficiaries and the uninsured. Item # 2 25 Attachment number 2 \nPage 31 of 96 Poorer Health Poorer health outcomes translate into dollars lost in a communit unemployment, and shorter life expectancy. Adults living in poverty can expect to live at least six and a half years less than those with high income. Between 2008 and 2010, average emergency room rates due to diabetes were 42% higher for those residing within at-risk communities than the general population, while average hospitalizations were 38% higher. Between 2008 and 2010, average emergency room rates due to adult asthma were 38% higher for those residing within at-risk communities than the general population, while those for pe were 40% higher than the general population. In both cases, average hospitalizations due to asthma were 35% higher than the general population. Between 2008 and 2010, average hospitalization rates due to congestive heart failure were 25% hi for those residing within at-risk communities than the general population. Between 2005 and 2009, average low birth weight rates were slightly higher than the Countys general population (11% vs. 8%). Zone 5 has the highest average rate, at 13%. Lower Educational Attainment Neighborhoods with concentrated poverty impede children from socializing, having positive role models, and other factors crucial for healthy child development. School readiness serves as a predictor for detrimental outcomes, such as grade repetitio out of school. In 2011, only 63% of kindergarteners living within at-risk communities were ready for school, while only 51% of those in subsidized childcare were ready. Low-income children are also at a greater risk of not completing hig employment opportunities that translate into lower wages. A high school dropout earns about $260,000 less over a lifetime than about $60,000 less in taxes. In 2009, high school dropouts earned an average $7,840 less than high school graduates in the U.S. In 2011, approximately 70% of high school students residing in at-risk communities graduated with a standard diploma. This could translate into $3.8 million dollars in lost wages in individuals reach adulthood, assuming they do not get a high school diploma before the age of 25. Between 2005 and 2009, approximately 21,371 individuals (20%) of the adults living in at-risk communities did not complete high school. This could translate into approximately $167.6 million in lost wages within our at-risk communities in one year alone among adults above the age of 25. Increased Crime Rates High school dropouts are 3.5 times more likely than graduates to be a Item # 2 26 Attachment number 2 \nPage 32 of 96 In fiscal year 2010, 59% of all arrested and 62% of all re-arrested youths resided within at-risk communities. Similarly, 57% of all arrested and 61% of all re-arrested adults resided within at-risk communities. High school dropouts account for 75% of state prison inmates, indicating that approximately 10,609 arrested adults residing in at-risk communities in Pinellas County are high school dropouts. This translates into approximately $83.2 million in lost wages in one year  assuming they exit the system and become employed. There is likelihood that approximately 70% of recidivist youths in Pinellas County will be arrested as adults. High Unemployment In 2009, the unemployment rate for at-risk communities was 16%, while all other areas were only 10%. Zone 5 exhibited the highest rates, at 20%. Inadequate and Insufficient Housing The availability of safe and affordable housing is crucial in order to improve outcomes for those living in poverty. In 2009, 40% of all foreclosures occurred within at-risk communities. The increased number of foreclosures within our at-risk communities has put many community members in the need to rent housing. The percent of income spent on housing is the leading indicator of housing affordability in the United States. Households paying over 30% of their income in housing costs are considered In 2012, a family in Florida without a housing subsidy has to make $18.56 a annually) to afford a two-bedroom unit at the fair market rent while not spending more than 30% of their household income. This would require an individual earning minimum wage in Florida 97 hours a week to meet fair market rent prices. While the estimated median annual income for Pinellas County in arket rent ($43,882), individuals living in poverty have much lower income levels, making housing unaffordable. A family of three living at exactly 100% FPL earns $19,090 annua $477.25 a month on rent in order to not be considered cost burden. A search conducted at FloridaHousingSearch.org for the availabil County with rent up to $500 a month (consistent with a family of income on housing costs) indicated that approximately 102 units were available on April 3, 2012. rd Meanwhile, 279 individuals sought properties accepting Section 8and another 7 individuals sought properties that accept Health and Human Services vouchers. These results indicate a lack in availability of affordable housing within the County in just one Item # 2 27 Attachment number 2 \nPage 33 of 96 Sought properties all fall within or near the five at-risk communities, forcing individuals searching for affordable housing to reside in communities with limited access to food and health care, in addition to long commutes if they have a job that requires them to travel an High foreclosure rates and low income wages that make it difficult to afford unsubsidized r many community members at the risk of becoming homeless. The cost of homelessness can be quite high for taxpayers, including hospitalization, medical treatment, incarceration, police intervention, and emergency shelter expenses. The cost of an emergency shelter bed funded by the U.S. Department of Housing and Urban Developments Emergency Shelter Grants program is approximately $8,067 more annual cost of a federal housing subsidy. The average cost per first time homeless family in an emergency shelter is between $1,391 and $3,698 per month. Pinellas Countys 2011 Point-in-Time counts indicated that on the night of January 23, 2011, 5,887 rd men, women, and children were homeless. Assuming this number was consistent throughout the year (no newly homeless individuals in a 12-month period), this would translate into $178.7 million annually. If we utilize the projections reported by the Pinellas County Cohich estimate 22,000 individuals were homeless at some point during 2011, and is homeless for no more than 3 months during that timeframe, this would tran$166.9 million annually. Bottom Line: The potential annual lostrevenue in Pinellas County due to at-risk communities discussed above exceeds $2.3 billion. Item # 2 28 Attachment number 2 \nPage 34 of 96 Staff Credits Yonaira Rivera, MPH  Senior Writer Program Analyst; Contracts, Analysis, Management and Planning Un Department of Health and Human Services Joe Baldwin, MA  Senior Researcher Senior Researcher and Planner Health and Human Services Coordinating Council Massiel Garcia-Tanner Chief of Staff Department of Health and Human Services Natalie D. Jackson, MPA Program Manager; Contracts, Analysis, Management and Planning Unit Department of Health and Human Services Mary P. Buccigrossi, MA Program Analyst; Contracts, Analysis, Management and Planning Un Department of Health and Human Services Bryan O. Sullivan, MHS Special Projects Assistant; Contracts, Analysis, Management and Planning Unit Department of Health and Human Services Kyminda Lehman Business Systems Quality Review Coordinator; Contracts, Analysis, Management and Planning Unit Department of Health and Human Services Laura DeMoss Administrative Secretary to Gwendolyn Warren Department of Health and Human Services Special Thanks To: D. Gay Lancaster Deborah A. Berry Executive Director, Juvenile Welfare Board Operations Manager, Justice and Consumer Services Cheryl C. Reed Claude M. Dharamraj, M.D., M.P.H., F.A.A.P. Assistant Director, Community Development Director, Pinellas County Health Department Denise M. Groesbeck OTR, MPA, MSW Thomas Funk Code Enforcement Supervisor, Code Enforcement Executive Director, Health and Human Services Coordinating Council Elizabeth S. Freeman Plan Section Manager, Planning Department John Woodruff Director, Office of Management and Budget Item # 2 29 Attachment number 2 \nPage 35 of 96 References Holzer, H., Schanzenbach, D.W., Duncan, G.J., and Ludwig, J. (2007). The Economic Cost of Poverty United States: Subsequent Effects of Children Growing Up Poor. Cfor American Progress. U.S. Census Bureaus American Community Survey 2005 to 2009 5-year estimates. www.pinellasindicators.org U.S. Census Bureaus 2011 population estimates (based off of Ame-year estimates and Decennial Census). The Neilson Company, 2011. U.S. Department of Agricultures Economic Research Service. (2006). Areas with low access to food. Retrieved on March 152012 at www.pinellasindicators.org th Centers for Disease Control and Preventions Behavioral Risk Facstem  Florida. (2010). Percent of adults with any type of health insurance coverage. Retrieved on January 10 2012 th at http://www.floridacharts.com/charts/brfss.aspx Florida County Health Rankings: Mobilizing Action toward Community Health, 2012. Retrieved on April 5, 2012 at www.countyhealthrankings.org th Florida Agency for Healthcare Administration: Florida Health Fin 2010 to September 2011. Emergency room and Inpatient hospitalizations by hospital. Retrieved on April 5 th 2012 at www.floridahealthfinder.gov/researchers /researchers.aspx Healthy Tampa Bay Community Dashboard: Pinellas County Health Ind 2010. www.healthytampabay.com/communitydashboard Childtrends (2011). Childtrends Databank: Teen births. Retrieved on October 24, 2011 at th http://www.childtrendsdatabank.org/?q=node/52 Florida Department of Children and Families, Office of Family Sa. (2011). Abuse investigations by zip code. Tallahassee, Florida. Florida Department of Health (2010). Resident births and birth r year of birth by resident zip code. Florida CHARTS. Retrieved on, 2012 at rd http://www.floridacharts.com/charts/chart.aspx Robert Wood Johnson Foundation. (2008). Overcoming Obstacles to Health. Pinellas County Schools, Department of Research and AccountabiliHOS and FAIRS assessment results. Largo, Florida. Pinellas County Schools, Department of Research and Accountabili Assessment Test results. Largo, Florida. Rouse, C. (2005). The Labor Market Consequences of an Inadequatecation. Princeton University and National Bureau of Economic Research. Florida Department of Educations Department of Research and Accountability. (2011). E Information & Accountability Services Data Report: Membership inls, Fall 2011. Series 2012-06D. U.S. Department of Education, National Center for Education Station Sciences. (2011). Digest of Education Statistics 2010 (2011-015). Making the case: Violence and health equity. Prevention Institutes Urban Networks to Increase Thriving Youth, 2011. Harlow, C. (2003). Education and correctional populations. Burea Washington, DC: U.S. Department of Justice. Item # 2 30 Attachment number 2 \nPage 36 of 96 National Low Income Housing Coalition. (2012). Out of Reach 2012: Americas Forgotten Housing Crisis. U.S. Department of Housing and Urban Development. (2010). Costs Assoc-Time Homelessness for Families and Individuals. Los Angeles Homeless Services Authority. (2009). Where We Sleep: The Costs of Housing and Homelessness in Los Angeles. Pinellas County 2011 Point-In-Time Count of Homeless Individuals. Item # 2 31 Attachment number 2 \nPage 37 of 96 II. A New Approach: Strategic Alignment across Agencies In an effort to review and determine whether the core services pby county agencies align with the Board of County Commissioners Strategic Direction, this workgroup identified specific zones within Pinellas County that have high concentrations of poverty and smaUpon analyzing these zones and their potential loss in revenues over a one-year period, we are proposing new strategies to deliver services that focus on performance-driven outcomes. We believe that in order for the county to see a reduction in costs associated with the low-income population served, departments and services must realign their strategic initiatives to ensure actions work collectively. By doing so, Pinellas County would be able to lower the amount of resources spent on the low income population investment, improving community outcomes and overall quality of li Aligning Efforts through Strategic Initiatives Our community is at a tipping point; by shifting the way services are currently delivered in Pinellas we would be able to achieve better outcomes without requesting additional dollars to do so. Our research on other communities in the United States indicates that successthrough transparency, education, outcome measures and legislation. While this workgroup has provided the Board with specific interdepartmental strategic initiatives that will produce desired outcomes in a separate document, the following are the guiding principles behind these suggestions: A) Collaborating interdepartmentally and externally County departments and other local agencies currently invest their dollars on similar initiatives and populations. However, these services are not all connected, costing the county additional dollars while leaving gaps in the community. By collaborating on the same are complement each other, improved service quality can be achieved while reducing associated costs. Similarly, aligning strategies with other local community agenci streamlined service delivery without investing in additional dol An example of this are the improvements being made to the Countys healthcare delivery syst available health care resources for all of the countys low-income population (see chart on page 42). By aligning the strategic initiatives of these agencies to focus on collaborating and co-locating services, we would be able to eliminate duplication and increase the quality of healthcare provided without increasing appropriated funds. Utilizing the same approach across all corehe Board wishes to focus on, Pinellas County would be able to redistribute dollars within the all. B) Co-locating services As previously expressed by the Department of Health and Human Services, co-locating service agencies allows for families and other residents to have better access to service delivery in the community. This workgroup believes co-locating services is key to obtaining improved outcomes without incurring additional costs. The first step in co-locating services is a virtual co-location through the implementation of improved technologies that share enrollment and client information. This will allow for multiple accessible by residents within the first year of reorganizing agencies. The integration of these technologies has already begun through initiatives such as One-E-App and Health and Human Services CHEDAS system. Improved technological capabilities will also allow for the multiple agencies to provide access to the entire Item # 2 32 Attachment number 2 \nPage 38 of 96 family unit at one location and dealing with bill payments behi Following virtual co- location of services will be physically co-locating services through infrastructure that allows multiple agencies to be housed in the same location. Current and new facilities will be agency services, such as health and behavioral health care, work services necessary to improve our clients quality of life. C) Shifting focus to prevention Preventive services are cost-saving and have significant, long-lasting gains. For example, incarcerating children costs 20 times more than enrolling them in pre-school ($88,000 a year per incarcerated child versus $4,212 per child enrolled in a Pre-K program  Juvenile Welfare Board). Additionally, Trust for Americas Health reported that strategically investing only $10 in a return on investment for Florida of up to $6.20 for every dollar spent in health care costs. The strategic initiatives proposed by the Departments of Health & Human Services and Justice & Consumer Services shift system focus to preventive measures that improve quality of life and overall outcomes, with programs that integrate primary and behavioral health care, education, and jaiSome of these initiatives have already begun, as is the case with the improvements to the integrated health care delivery system spearheaded by Health and Human Services, the He Welfare Board, which has over 25 community partners involved in - income population, as well as juvenile justice reforms to reduce detention use spearheaded by Justice an Consumer Services. While the Board does not control all entities involved in provid within Pinellas County, they do have the ability to establish policies and ordinances that assist their implementation. This, combined with the power to engage cities and other boards in discussions to align community efforts strategically, will ensure that Pinellas County becomes a healthier community constituents  regardless of where they live. Item # 2 33 Attachment number 2 \nPage 39 of 96 Strategic Initiatives: Health and Human Services Health and Human Services is committed to improving health outco-sufficiency for all residents in Pinellas County. Recognizing that targeted and colaborative efforts are needed in certain communities, the proposed strategic initiatives focus on communi services and a prevention-first model. Investments in technology will allow us to connect providers, share data to improve service delivery and develop performance o poverty have an adverse economic impact on communities  decreasing human capital and utilizing resources that couldve otherwise been spent on countywide servi Integrated community centers  where families can come for primary care, childcare, educational government services  are integral in improving the lives of county residents. Item # 2 34 Attachment number 2 \nPage 40 of 96 INITIATIVE: Department Re-Organization and Community Partnerships LEAD DEPARTMENT: Health and Human Services Is it: Ongoing: X New: XCollaborative:X Board of County Commissioners Strategic Outcomes Status Increase citizen satisfaction with the delivery of services Deliver measureable savings and improved customer service from investments in t Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Increase employee satisfaction and engagement Achieve cost-savings from collaborative workgroup for consolidation DESCRIPTION/PURPOSE OF INITIATIVE: Department Re-organization is a critical component of identifying and focusing services. We are focused on increasing available resources to improve services, streamline service delivery, and strengthen staffing capabilities. As part of the -organization, the Department has improved its service delivery system to create a centralized cliation process. This simplified process allows for clients to navigate the Department agencies for additional services. In addition, the Department h-align staff responsibilities with our core services in order to improve service delivery. Staff with similar positions will be under one supervisor and there will be more integration of social and heal expand technological and community resource knowledge and will allow our case managers to develop care plans tailored to individual clients needs. The Department of Health and Human Services is committed to achi access to quality healthcare, improving the health outcomes of low-income/high-risk individuals and reducing health disparities in target communities. To assist in Department has begun to form closer partnerships with agencies sand County Health Department to improve and expand services to inclu the Pinellas that focus on improving outcomes at the individual and community-wide levels. Together, the agencies will embark on cost-saving initiatives that improve services and eliminate unnecessary duplication. For the first time, adults and children will be treated as a family unit at th service agencies within the community for wrap-around care. Treating the family as a holistic unit has been demonstrated to be more efficient and cost effective and wh supports and education, can improve health outcomes for every me Partnering with other entities to increase access to care and to services to the community is crucial to cost-savings initiatives that eliminate unnecessary duplication. The Department of Health and Human Services is actively working to realign relationships with multiple county agencies, having already gained the support of 25 agencies for t Continuing these efforts with other agencies will enable Pinellaervices clients to receive services in a faster, more efficient way. To better Human Services, the Juvenile Welfare Board and the Pinellas Coun target communities within Pinellas that could benefit from integrated services and targete have asked the Administrative Forum of the Health and Human Serv resources to these at-risk communities. Community health outcomes increase multi-fold when coordinated community delivery systems that provide social services are implemented, mainly because individu one place. It becomes laborious and cumbersome when individualsservices in silos, rather than being able to enroll into all services they qualify for at -locating service agencies will Item # 2 35 Attachment number 2 \nPage 41 of 96 allow for families and other residents to have better access to service delivery in the community. This reduces costs of intake and adm seamless delivery system, allows for the measurement of communit- locating services also allows for the implementation of centralized eligibility determination, eliminating unnecessary duplication among community agencies. The initial p-location includes staff from Health and Human Services, the Health Department, and Workf Department clinics in Tarpon Springs and the new Mid-County Center on Ulmerton Road. Health and Human Services will also remain in their client services offices offices are close to existing Health Department facilities. The Department of Health and Human Services is actively looking the Juvenile Welfare Board in mid-county. It is important for the continuity of collaborative pro the administrative staff of the Department work in close proximity to the Executive Staff of the Juvenil Welfare Board. This proximity will allow for greater planning, additional partnerships. Re-locating the Departments administrative staff will also allow for more convenient access to staff throughout the county. TARGET OF INITIATIVE: Low-income county residents in the communities of: East Tarpon Sprin Lealman Corridor, and South St. Petersburg CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: Data management Performance Measurement Community partnerships Integrated Technology Item # 2 36 Attachment number 2 \nPage 42 of 96 Service Delivery KEY STRATEGIES: Integration of Technology Development of data-driven performance measures Maintenance of Pinellas Indicators Integration of Services Co-location of staff IMPACTS/OUTCOMES/RESULTS: Increased citizen satisfaction with the delivery of core service Achievement of cost savings from a collaborative work group for Partner collaborations to implement countywide sustainability Elimination of duplicate services Expansion of available resources beyond allocated General Funds ESTIMATED COST: All costs will be paid for within current budget allocations. LEAD DEPARTMENT(s): Health and Human Services, Juvenile Welfare Board, Pinellas County Health Department, behavioral health providers Item # 2 37 Attachment number 2 \nPage 43 of 96 WHY PINELLAS COUNTY AND JWB ARE UNITING AS A COLLABORATIVE TEAM The complexity of public issues, the austere economic climate an desire for accountability has led many agencies to look outside their own boundaries when there is a need to sustain, improve, or implemen initiatives. These challenges have spurred governments at all le discover that collaborative engagement can translate into more e outcomes, better public policy and a better use of community and government resources. At its heart, collaboration comes from an agreement that there is something important to be accomplished t cannot, and perhaps should not, be attempted alone. Pinellas County and JWB looked to this philosophy and have concluded that JWBs expertise in childrens issues, along with its fundin Board Members interventions for at-risk children 0-17, would complement the Countys Elise Minkoff, Board Chair supports for adults with families. Promoting a better community for Gubernatorial Appointee Pinellas citizens throughout their lifespan is a shared vision b Maria Edmonds, Vice Chair achieved through working together to accomplish this common goal Gubernatorial Appointee James Sewell, Ph.D. , Secretary Gubernatorial Appointee THE JUVENILE WELFARE BOARD AND ITS COMMITMENT TO Brian J. Aungst, Jr. CHILD WELL-BEING Gubernatorial Appointee The Juvenile Welfare Board was created in 1946 in response to th The Honorable Bob Dillinger lack of resources for at-risk children and their families in Pinellas Public Defender County. Over the years, JWBs mission has been to support the The Honorable Raymond Gross healthy development of vulnerable children and their families in Sixth Judicial Court Pinellas County. Through its funding, JWB supports services which The Honorable Bernie McCabe prevent children from experiencing the negative impacts frequent State Attorney associated with an unstable family which often results in abuse Raymond H. Neri neglect, delinquent behavior and poor school performance. These Gubernatorial Appointee services are meant to support the child in developing toward a Angela H. Rouson Gubernatorial Appointee productive adulthood, reduce the victimization of citizens, and minimize an even greater outlay of public funding. The Honorable Karen Seel Pinellas County Commissioner In early 2008, the Florida Cabinet for Children and Youth set a goal in John Stewart, Ed.D. Pinellas County Schools their strategic plan to promote increased efficiency and improve Superintendent service delivery by all governmental agencies which provide serv for children and their families in Florida. Measuring progress toward these goals could be achieved through a shared and cohesive vision for child and youth outcomes across s agencies, departments and programs. Item # 2 38 Attachment number 2 \nPage 44 of 96 The Childrens Cabinet chose indicators which were in alignment the Cabinets Strategic Plan, and whose results had the ability provide useful and helpful insight to the Cabinet as well as the The final selection of the Cabinets priority measures of child - being was adopted by the JWB Board of Directors in December 2010 where they continue to guide the Agencys policy and investments. I.Every Florida Child is Healthy II.Every Florida child is ready to learn and succeed III.Every Florida child lives in a stable and nurturing family IV.Every Florida child lives in a safe and supportive community These measures help demonstrate JWBs commitment to all children but the three focus areas for the communitys most at-risk children , school success, and preventing abuse/neglect. As a result, a significant investment are school readiness is devoted to increasing the readiness of children entering school by helping th parents to build the skills needed to be ready to learn, and sta so they are more likely to graduate. Research findings indicate that such interventions have the greatest impact for the least c which guided JWBs decision to shape its investment to focus he-8 years of age. Beyond the social benefits of quality interventions, there are also strconomic arguments for investing in increasing the number of young people who make a successful tran always been JWBs desire to fund an array of interventions to su-risk children and their families; however, JWB recognizes it is imperative to fund programs which provide positive outcomes, in balance with an economic return on investment that accomplishes this in two ways: by compiling data which provides cy with in-depth analysis of the most critically at-risk neighborhoods which facilitates directing funding and inter the gap for children who reside where opportunities to be succes investment is supported by consistently delivering verified impacts though careful evidence-based programs, regularly conveying research findings to the Boa benefits of specific services. Dedication to this path leads to llows JWB to say we are funding the right intervention at the right time, for the best p JWB believes that working in tandem with the County will enhance maximize existing resources, and demonstrate accountability with regard to return on inv collaboration between the two entities optimizes the potential t upon for clients with complex needs, and to bring about a communrovides each of its citizens the supports and opportunities to experience an optimal quality Item # 2 39 Attachment number 2 \nPage 45 of 96 Rick ScottSteven L. Harris GovernorInterim State Surgeon General PINELLAS COUNTY HEALTH DEPARTMENT The Pinellas County Health Department is one of 67 county health departments operating under the auspices of the Florida Department of Health. Since 1936, the Pinellas County Health Department has responded to the needs of the community by providing accessto a continuum of culturally competent services for persons of all ages regardless of ability to pay. The Pinellas County Health Department provides a range of services–from promoting healthy lifestyles, to protecting the health of our residents through immunizations and disease investigation, to serving as the provider of last resort for certain servicessuch as primary and dental care. The mission of the Pinellas County Health Department is to promote,protect and improvethe health of all people in Pinellas County by: Monitoring and preventing the spread of Providing care as a last resort communicable disease Conducting environmental health activities Preparing and responding to emergencies that have a direct impact on public health affecting the public’s health Planning and developing policy in support Facilitating coordination among community of community and individual health health care providers The strategic focus areas of the Pinellas County Health Department include prevention, access to health care, disaster preparedness and organizational excellence.These strategic focus areas help our organization concentrate activities in areas critical to achieving our vision of a healthier future for the people of Pinellas County. PINELLAS COUNTY AND PINELLAS COUNTY HEALTH DEPARTMENT COLLABORATION The recent economic downturn has presented unique challenges to our Health Department. While the demand for our services is increasing, the revenue streams we rely on have been decreasing. This necessitates that we continually assess the value and impact of services, find new approaches for carrying out our work, identify new resources, maximize efficiencies and strengthen our collaborations. We recognize that we are not alone in working to assure the health of the public; public health is most successful when communities are working together and partnerships are strong. The Pinellas County Department of Health and Human Services and Pinellas County Health Department have a longstanding history of collaborating to improve health outcomes in Pinellas County.The Pinellas County Health Department strongly supports strengthening this collaboration and further integration of the County’s health care delivery system through co-location of services. Collaboration and co-location of services will increase access,improve quality and ultimately reduce cost of services. The Pinellas County Health Department is fully committed to serving our community’s families through integrated primary and behavioral health services to improve community health outcomes. Claude M. Dharamraj, M.D., M.P.H., F.A.A.P., Director, Pinellas County Health Department 205 Dr. M.L. King Jr. Street North • St. Petersburg, Florida 33701 www.pinellashealth.com Phone: (727) 824-6900 • Fax: (727) 820-4275 • Item # 2 40 Attachment number 2 \nPage 46 of 96 INITIATIVE: Pinellas County Health Collaborative LEAD DEPARTMENT: Health and Human Services Is it: Ongoing:New: XCollaborative: X Board of County Commissioners Strategic Outcomes Status Increase citizen satisfaction with the delivery of services Deliver measureable savings and improved customer service from investments in techno Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Increase employee satisfaction and engagement Achieve cost-savings from collaborative workgroup for consolidation DESCRIPTION/PURPOSE OF INITIATIVE: At the direction of the Board of County Commissioners, the Depar embarked on a plan to collaborate with community partners, re-design our current county health care delivery system, identify new funding streams to decrease the re and prepare for the full funding and implementation of federal and state health care reform. The collaborative effort  known as the Pinellas County Health Collaborative  is an integrated, family- focused health care delivery system comprised of 25 community pa service sectors. At the core of the Collaborative is the leadership team comprise Services, Juvenile Welfare Board, and the Health Department. Th partnership to identify the target communities in need of servicct providers through integrated services and data management, and achieve the desired outcomes. centralized and seamless medical and social services while also entire family unit, improving community health outcomes, and reducing costs. The Health Collaborative takes a holistic approach to care and p-around social and medical services for the entire family in a virtually connected campus sry system is a centralized, electronic enrollment process, which will allow our Collaborative and screen them for eligibility for other social s a provider network to ensure the highest quality of care, reduce costly duplications i billing behind-the-scenes. Our one-stop shops  modern, multifunctional centers with convenient hours - ilored to a familys needs. Disease case will focus on primary care and social services specifically ta managers will work closely with families to ensure that they sta social service case managers will assist families with obtaining adverse outcomes of poverty while also leveraging community resour This delivery system takes a holistic approach using strategies -centered partnerships, focusing on the family through community engagement, social service and faith-based agencies; centralized service enrollment through electronic inte collection; and an expanded healthcare network including school-based community clinics, community nal training facilities, hospitals, community mental health/drug college/vocatio clinics and volunteer services. The Health Collaborative will allow for a fully integrated prima care delivery system at medical homes. In addition to primary care, mental hea assessment and treatment will be accessible at a single location of care include conjoint consultation, telemedicine, on-demand behavioral health and medication consultation, interdisciplinary case management and case confereDisease case managers will provide patient education, medication management and monitoring and commll provide reinforcement of this education during phone calls and home visi Item # 2 41 Attachment number 2 \nPage 47 of 96 Other services available onsite, through outreach, or by referra group therapy; health education; nutrition counseling; labs; pharmacy; dental; provider education; specialty care; inpatient care; home health; and ER triage. PCHC social service agencies to ensure any additional social and enving access to quality health care and better health outcomes are properly addressed. The improved community outcomes include: 1.Expanded access: We currently have 12 medical homes throughout collaborative, we expect to consolidate resources and operate 8 medical homes plus 4 school-based clinics (2 in St. Petersburg, 1 in Gulfport, and 1 in Tarpon Spr integrated on-site in identified high risk communities. Expansion will includeweekend hours to help ensure comprehensive services are available when a reduce non-emergent ER use. Expansion will also allow patients to access he home, reducing the need to travel far distances by public transportation, keeping families together for their care and allowing a collaborative care team to address int chronic health outcomes. 2.Patient/family engagement in health: To ensure patient/family ent in health, the Pinellas County Health Collaborative will use team-based care that includes a provider, nurse or licensed clinical social worker, disease case manager and community health advocate. Together, the collaborative care team will engage the patient/family in making behavioral and lifestyle changes to improve physical health outcomes. Item # 2 42 Attachment number 2 \nPage 48 of 96 3.Early intervention and Substance Abuse Treatment: All participan through the implementation of a standardized screening and referl process for primary and behavioral health needs irrespective of point of entry. Patient screenings will be completed at initial contact and will be util plan. All patients will be assigned a collaborative care team that also includes a b clinician and substance abuse counselor (if appropriate.) Suncoa Health Specialists in community ERs and crisis stabilization unik times to work with hospital staff to identify patients presenting with non-life threatening problems. Behavioral Health Specialists will provide patient education on appropriate ER use and referra insurance and/or a health home to prevent further ER non-emergent use, thereby reducing cost of care. 4.Improved coordination and reporting: The University of South Flo will assist in the development of a disease registry to manage b physical and mental health outcomes for populations with mental health conditions. The regi partners for patient primary and behavioral health care manageme high quality data available through the registry will improve efficiency and health outcomes and ultimately lower service costs for the target population. Direc telemedicine technologies at selected locations to increase easeservices, from direct service to informal case consultation, to improve health and/or provider travel. 5.Diversified workforce: Existing primary and behavioral health c Human Services staff will be cross-trained through on-site trainings at health homes, web-based training on integration models and continuing education through will serve as training sites for medical and other health profesnal students and residents through existing contracts between partners and local medical schools, c health advocates and volunteers will be trained to be a new part through development of a certificate program in partnership with St. Petersburg 6.Continuing Education: The Health Collaborative will work to tran Pinellas County by implementing a 3-pronged workforce plan that updates the skills of existing health professionals, develops the skills of future health professional enhance care delivery and expand the use of team-based care. To update skills of existing health professionals, The Health Collaborative will employ strategies that include initial orientation and training, updating and expanding- training of health professionals. Initial orientation and traini-based training on primary and behavioral health integration available from the AIMS Center IMPACT -on training will be available to providers at partner health homes, nurse practitioner can shadow a psychiatric clinician, and vice course of a normal outpatient workday. Continuing Education will be comprised of intensive, brief train integration of primary and behavioral health care. Health and Hu Petersburg College to develop and implement online continuing education courses targeting and mental health professionals including licensed clinical soci family counselors and licensed mental health counselors who works and community-based organizations. The courses will teach professionals the co effective integrated primary and behavioral care system and how - provider relationships to engage and support patients and their families in treatments for chronic disease and behavioral illness utilizing collaborative care team complementary skills. Item # 2 43 Attachment number 2 \nPage 49 of 96 The Health Collaborative will work with local colleges and univesidents to develop the skills of the future health care workforce. Direc services for the past decade as a practicum training site for ps College of Nursing at the University of South Florida and is also a committed partner as an outpatient training site for the new Nova Southeastern University College o residency that commences in July 2012. Similarly, the Health Dep agreements with Nova Southeastern University College of Osteopathic Medicine, Un Florida Morsani College of Medicine and Lake Erie College of Ost training site for medical students doing residencies in internal medicine and womens health. Students and residents will receive hands-on training on the integrated care model as part of the collaborative care team during rotations at health homes. Health partner with All Childrens Hospital, Johns Hopkins Medicine to train their current clinical staff and pediatric medical residents using curriculum standards to includ integration. To identify and train new types of workers (Community Health Advre delivery and expand the use of collaborative team-based care, Health and Human Services will work with St. Petersburg College to develop a 240 hour, six-week classroom based CHA certificate program to train non-degreed health care workers on the integrated primary and behavioral health care model. The programs primary learning objective is to work closely with the member of the collaborative care team to help engage and support making behavioral and lifestyle changes to improve physical and mental health will learn how to provide basic patient education and techniques through support and linkage services that remove barriers for trand compliance. Once trained, Community Health Advocates will be hired to serve as fa-based advocates in the communities they are from. They will work with patients and the access to services, ease the pathway for patient treatment, remove barriers to compliance and inform the care team when untreated chronic disease and/or behavioral i In the current economic climate, it is difficult to finance resomportant that we identify additional funding opportunities to offset the cost delivery system that is self-funded and sustainable  allowing for general fund dollars to be spent on other ur new healthcare delivery system will allow us to improve prima services countywide. O hospitalization and non-emergency use of the ER, expand the number of clients we serve, access to quality physicians and facilities. Expansion to a 330erally Qualified Health Center will allow us to serve private pay and Medicaid clients and therefore from the government and private insurance companies. These reim total cost of care - reducing the need for county resources to sustain the program. Additionally, a 330(e) designation will better position us to se operations. We will also seek to leverage additional resources an order to provide a full spectrum of services to meet the communitys need General Fund allocation. This past fiscal year, the Department totaled over $30 million. We will continue to seek grant opportunities in the public and private sectors leverage our community partnerships to improve our service delivWe expect that, beginning in 2014 and coupled with federal health care reform, oof a system re-design, strategic collaborative partnerships, increased grant seeking ef financial burden of the county by at least $5-6 million over a 5 year period. TARGET OF INITIATIVE: Uninsured county residents living at or below 100% of the Federal Poverty Level CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: Lack of capacity to serve the amount of people in need of care Item # 2 44 Attachment number 2 \nPage 50 of 96 Costly service duplication Inadequate infrastructure and staffing resources Costly access to specialized care Limited integrated care Limited connectivity between providers Health outcomes in target communities Treating adults and children in two separate health systems KEY STRATEGIES: Reduced ER use among uninsured for primary care Collaboration with community partners Integrated care Preventive health care delivery system with multiple access poin Improved technological capacities to connect providers and elimi Leveraging financial resources Re-training the workforce Engaging and Educating the community on health outcomes IMPACTS/OUTCOMES/RESULTS: Increased capacity and improved client navigation Seamless network of providers Reduced cost of care Expanded services and continuity of care Improved health outcomes in target communities Expanding skills of current county employees Prepare county for state and federal health care reform ESTIMATED COST: All costs will be paid for within current budget allocations. LEAD DEPARTMENT(s): Health and Human Services, Pinellas County Health Department, Juvenile Welfare Board KEY PARTNERS: Directions for Mental Health, Community Health Centers of Pinell Clinic, Clearwater Free Clinic, The Health Councils, Suncoast Cecare, PEMHS, Bayfront Health System, Helen Ellis Memorial Hospital, All-Childrens Hospital, Early Learning Coalition, 1, Pinellas County Department of Justice and Consumer University of South Florida, Tampa Bay 2-1- Services, Homeless Leadership Board, Pinellas County Sheriffs Office, Pinellas County Department of Community Development, Housing Authorities, Society of St. Vince University, St. Petersburg College, Pinellas Technical Education Item # 2 45 Attachment number 2 \nPage 51 of 96 Cost of Caring for the Uninsured Percent of Budget Targeted Agency Name Description Total Budget Total to 100% FPL Budget Pinellas County Health Primary Care and $45,167,170 $35,117,019 78% DepartmentHealth Education Community Health Centers of Primary Care $13,226,212 $10,845,824 82% Pinellas St. Petersburg Free Clinic Primary Care $533,245 $533,245 100% Not available at Not available at Clearwater Free ClinicPrimary Care 100% time of report time of report Pinellas County Health and Primary Care $44,268,400 $44,268,400 100% Human Services The Health Councils, Inc.Health Education$1,446,238 $248,800 17% Directions for Mental Health, Behavioral Health $15,000,000 $13,500,000 90% Inc. Suncoast Center, Inc.Behavioral Health $20,323,559 $16,868,554 83% Personal Enrichment Through Mental Health Behavioral Health $16,800,400 $13,944,000 83% Services, Inc. Operation PARSubstance Abuse $26,759,856 $5,084,373 19% Westcare Substance Abuse $6,429,291 $6,364,998 99% Primary Care for St. Vincent de Paul $2,039,248 $2,039,248 100% Homeless Homeless Leadership Board Marketing and Outreach$45,000,000 $45,000,000 100% BayCare Health System Hospital System $3,266,489,130 $89,614,328 3% BayFront Medical Center Hospital System $1,126,877,056 $40,842,055 4% Helen Ellis Memorial Hospital Hospital System $269,873,015 $1,620,273 1% All Children's Hospital Hospital System $779,470,957 $19,724,996 3% Juvenile Welfare BoardChildren's Services $59,539,165 $35,559,368 60% Justice & Consumer Services Community Services $11,374,550 Not applicable N/A Community DevelopmentCommunity Services $23,711,530 $20,154,800 85% Sherriffs Office Community Services $220,540,850 Not applicable N/A Pinellas County School BoardEducation $1,397,892,463 $726,904,081 52% 2-1-1 Tampa Bay Cares Database $1,378,964 $375,000 27% Education & Workforce St. Petersburg College $145,000,000 Not applicable N/A Development Pinellas Technical Education Education & Workforce Not available at Not applicable N/A CentersDevelopment time of report NOVA Southeastern Education & Workforce $610,000,000 Not applicable N/A University Development Education & Workforce Not available at University of South Florida Not applicable N/A Development time of report Total Expenditures on Target Population: $1,088,109,362 Item # 2 46 Attachment number 2 \nPage 52 of 96 INITIATIVE: Improved Technological Capabilities LEAD DEPARTMENT: Health and Human Services Is it: Ongoing: New: X Collaborative: X Board of County Commissioners Strategic Outcomes Status Increase citizen satisfaction with the delivery of services Deliver measureable savings and improved customer service from investments in techno Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Increase employee satisfaction and engagement Achieve cost-savings from collaborative workgroup for consolidation DESCRIPTION/PURPOSE OF INITIATIVE: Full implementation of an integrated service delivery system wilmeasure community outcomes that demonstrate the impact our programs have-sufficiency of our clients and the communities in which they reside. To assist with this effort, the Board invested in CHEDAS, a techt and report on the quantity, quality, and cost of our programs. CHEDAS is composed NextGen, and SLG. CareScope is a service records database that management, scheduling, and provider management. CareScope also provides a community portal w clients can apply for programs online and for partner agencies t NextGen is a medical records database that will enable the Depare entirely paperless. NextGen also serves as an interface for shared medical records. allows for the electronic payment of all services. SLG enables electronically to the countys Oracle Financial database and assists with monitori rates. In December 2011, the Board approved the purchase of an A and Human Services to report on improved performance and outcomemeasures that demonstrate whether programmatic goals are being met and identify areas for efficien improvements and provide the Board with the information necessar whether core services are in alignment with community needs. CHEDAS was designed to allow for connectivity with our community partners. As the Department rol program, we are continuing connectivity discussions with our paries. The Juvenile Welfare Board is exploring the possibility of utilizing CHEDAS for their truly expanded and shared client database. Item # 2 47 Attachment number 2 \nPage 53 of 96 Under the stewardship of the Health and Human Services Coordinat, the Department of Health and Human Services and the Juvenile Welfare Board jointly sponso-App system. One-e-App is a web-based system designed to screen and enroll applicants in multipl funded programs through a single application. One E-App streamlines the application process through one electronic application that collects and stores information, scr helps families connect to needed services. One-e-App increases the approval rate for a broad range of federal, state, and local programs by improving the quality of t annual renewals by eliminating or reducing the need to re-submit verification documents. It also allows for centered health care delivery system and links client referral from various access points in a family- providers for seamless, behind-the-scenes billing and data management. The initial phase of the On-App program will include the Department of Health and Human Services, the Juvenile Welfare Board, the Pinellas County Health Department, Suncoast Center, Inc, Directi Coalition, and 2-1-1 Tampa Bay Cares. After the initial phase is complete, we will to integrate other Pinellas County Health Collaborative partners in-App. The information collected from CHEDAS, One E-App, and provider databases will be linked to local information exchanges and a Regional Health Information Organiza (RHIO) toprovide data sharing for behavioral health providers, health care and social service agens a multi-stakeholder organization that allows for the integration and information exc system. The RHIO will enable health information exchanges to provide the capability to electronically move clinical information between disparate healthcare information sy the information being exchanged. The goal of the RHIO is to faci access to and retrieval of clinical data to provide safer, timelier, efficient, effective, equitable, pat-centered care. The Health and Human Services Coordinating Council maintains Pin a comprehensive set of community indicators and data visualization tools. Pinellas -based reporting solution for viewing and downloading geographic statistics for Pinellas County. This tool allows for intra-County quality-of-life comparisons by Census Tract or ZIP Code, as well as compari Pinellas County and other counties in Florida and examines trendity-wide impact in one or more of the desired results demands the coordin community. Pinellas Indicators provides the Department of Healt statistics and visualization tools to help facilitate these efforts. TARGET OF INITIATIVE: Streamline data collection Enhance performance measures Reduce service duplication Link provider records to reduce overall costs Item # 2 48 Attachment number 2 \nPage 54 of 96 CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: Eligibility and Enrollment Case Management Data Collection and Assessment Financial Records Electronic Medical Records Comprehensive Reporting MeasureablePerformance Outcomes KEY STRATEGIES: CHEDAS One E-App Pinellas Indicators Regional Health Information Organization IMPACTS/OUTCOMES/RESULTS: Streamlined data collection Integrated data management system Community-level outcome measures Reduced costs Interaction with other agency databases ESTIMATED COST: All costs will be paid for within current budget allocations. LEAD DEPARTMENT(s): Health and Human Services KEY PARTNERS: Juvenile Welfare Board, Pinellas County Health Department, Suncoast Center, Inc., Tampa Bay 2-1-1, Early Learning Coalition, Directions for Mental Health Item # 2 49 Attachment number 2 \nPage 55 of 96 INITIATIVE: Homeless Services LEAD DEPARTMENT: Health and Human Services Is it: Ongoing:New: XCollaborative: X Board of County Commissioners Strategic OutcomesStatus Increase citizen satisfaction with the delivery of services Deliver measureable savings and improved customer service from investments in techno Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Increase employee satisfaction and engagement Achieve cost-savings from collaborative workgroup for consolidation DESCRIPTION/PURPOSE OF INITIATIVE: In 2010, the yearly projected homeless count for Pinellas County unsheltered individuals, chronic homeless, those who are institu-risk of becoming homeless. The 2011 Homeless Point-In-Time Survey counted nearly 6,000 people, comprised of both individuals and families in Pinellas County on any one night. Of these, 785 were unsheltered homeless (including a significant number of individuals who reported beinllas County) and many U.S. armed services veterans. The sheltered co 58 TBIN participating shelters and 338 individuals from 20 non-participating shelters. Individuals in shelters were more likely to be veterans. They also appeared more likely to be receiving financial benefits. Both sheltered and unsheltered homeless individuals report exper disability and financial concerns. Homeless individuals need a p needs can be identified and necessary services provided. It appears those in these supports, whether via the shelters or elsewhere. These dif contact to identify needs and provide necessary services is an essential step toward pr homelessness, or rapidly re-housing those who become homeless. While the primary reason cited for homelessness is lack of a job individuals report experiencing a range of physical and mental health conditions that ability to obtain employment. Matching these individuals with ne treatment should be a priority. Over the last 20 years, about 12,000 units of affordable housing have been lost within the County. The recent economic recession has only further strained limited reso affordable housing and the economic recession have been familiesritical lack of units and services for families with children. Dealing with fami innocent victims, and if not helped now, will most likely overly or worse, end up homeless themselves. Resources need to be identified to identify or develop appro affordable stable housing for families with children. Currently, there are very few forms of formal agency-to-agency connectivity and, with the exception of TBIN, there is no functional accountability between individual service providers a care. Service providers need formal, direct and strategic connec and formal inter-agency connectivity to other community partners. Master Case Managers are needed to work one-on-one with homeless individuals and families to create an action p adequate housing, advocate on their behalf, and monitor a client Item # 2 50 Attachment number 2 \nPage 56 of 96 Pinellas County has more service providers than most communities, but for the mo are not coordinated. There is a wide variety of homeless service County; however, these service providers are not formally and stgically integrated, especially at the tactical level. This results in mis-prioritized funding and lacks strategic engagement. The county  with support from the local communities  needs to develop an integrated shelter system with wrap-around edical services (and appropriate transportation connections) whe social and m same vision, policies, procedures, and desired outcomes. Jail Diversion and Community Re-entry programs with appropriate behavioral health, substance abu workforce development services must be created. This population case management to help with their re-integration to society. On the other hand, the newly homeless, a those at-risk of homelessness, have different needs and should not be housed in the same facilities. Recommended Strategies: Going forward the Department of Health and Human Services recomm addressing homelessness in Pinellas County: The Health and Human Services Department will take a leadership role in developing a strategic system-wide approach to addressing homelessness in Pinellas County. Str in coordination with the Juvenile Welfare Board, the Homeless Le other homeless services providers. Programs, services and alloca developed based on outcomes with strategic objectives. The Health and Human Services Department will function as an ent service delivery system for homeless families and people who are permanently disa interface between CHEDAS, One E-App and TBIN will be established to develop an integrated common eligibility/centralized intake and service delivery syste Target Families with Children, who are homeless or at-risk of becoming homeless. Provide intensive case management to help families achieve true economic-sufficiency. Services provided will include financial assistance with basic living exp-rent, utilities, food, and transportation. Medical care, child care and vocational training these services. Families will be assigned a master case manager family to develop an individualized plan for achieving self-sufficiency. Clients may self-refer or be referred by other homeless and human services providers. Famili job and/or have other means of maintaining self-sufficiency and are ready for graduation from the shelter will also be accepted into the program. Utilize the Mobile Medical Unit as a portal of entry for the hom system. The mobile medical unit will continue to visit locations homeless people, e.g., shelters, soup kitchens, homeless one-stop centers, etc. Patients will be treated, stabilized and transitioned into one of the Pinellas Co in the community. Utilize the ACTS facility in Tarpon Springs to treat homeless individuals in need of intensive long- term substance abuse services. Presently the ACTS facility is op funding limitations. The Health and Human Services Department wi Coordination and Consumer Services to develop a coordinated plan for diverting/ transferring people with significant substance abuse issues from jail, Safe H facility. Partnerships with other community agencies that have eught to develop a coordinated system of care for this population. Add to help offset these treatment costs. Item # 2 51 Attachment number 2 \nPage 57 of 96 Work to improve the transportation system to enable homeless fam access services, commute to and from work, keep their medical appointments, etc with PSTA and other providers of transportation to the low-income population will be developed to accomplish this goal. TARGET OF INITIATIVE: Homeless and at-risk individuals and families with children. CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: Chronic Homelessness Homeless Veterans Community partnerships Jail Diversion Re-entry Homeless Families with Children Adequate, Safe, and Affordable Housing Mental Health/Substance Abuse Treatment Employment KEY STRATEGIES: Reduce street homelessness Reduce homelessness among families with children Provide solutions and services for long-term economic self-sufficiency Provide adequate, safe, and affordable housing options IMPACTS/OUTCOMES/RESULTS: Safe, adequate, and affordable housing Critical social and medical services Community-level outcome measures Collaboration with community partners Long-term economic self-sufficiency ESTIMATED COSTS: All costs will be paid for within current budget allocations. LEAD DEPARTMENT: Health and Human Services KEY PARTNERS: Juvenile Welfare Board, Pinellas County Health Department, Homel Network, Pinellas County Schools, 2-1-1 Tampa Bay Cares, Catholic Charities, All Housing Authorities in Pinellas County, Pinellas County Sheriff, Operation PAR, Inc., Directions for Mental Health, Suncoast Center for Community Mental Health, Local municipalities, Boley, Inc., Religious Community Services, YWCAof Tampa Bay, Homeless Emergency Project, ACTS, WestCare Item # 2 52 Attachment number 2 \nPage 58 of 96 INITIATIVE: Expansion of the Volunteer Dental Network LEAD DEPARTMENT: Health and Human Services Is it: Ongoing: X New: XCollaborative: X Board of County Commissioners Strategic OutcomesStatus Increase citizen satisfaction with the delivery of services Deliver measureable savings and improved customer service from investments in techno Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Increase employee satisfaction and engagement Achieve cost-savings from collaborative workgroup for consolidation DESCRIPTION/PURPOSE OF INITIATIVE: Since 2008, budget constraints have eliminated comprehensive or preventive dental coverage. The annual budgeted allocation of $350,000 does allow for emergency extract or life threatening issues. Clients need not be enrolled in the m to receive relief of pain care. Four community dentists, one oral surgeon, currently participate in the dental program. From July 1, 2011 to September 30, 2011 a trial run adding prevel care at the Health Department was conducted to determine the potential impac upon rate was $70 per encounter, based on discussions with Prima Orlando. During the trial run, the Health Department provided services that supported not only Relief o Pain but Limited Preventive Services and Limited Comprehensive S Preventive treatment: exams, x-rays, oral cancer screening, cleanings, fluoride varnish and ora health education. Comprehensive treatment: basic restorations (fillings), minor endodontic for the relief Emergency care: prescription, extractions, incisions and drainage. Data from the trial run revealed that clients had not received b encounters were often needed just to complete gross debridement addressed. The first encounter typically included x-rays and a dental care plan in addition to cleaning, but most clients required three or four encounters to address their quickly utilized most available resources. Recognizing that theater than the available budget, we modified the preventive care priority to two of the m population: diabetes and cardiovascular disease. Good oral health benefits everyone, but poor oral health exacts act for individuals with chronic diseases, especially those with cardiovascular and/or di American Journal of Cardiology, American Academy of Periodontolo others suggests that managing and improving oral health status may reduce the risk factors a complications from those two highly prevalent diseases, which ar results in chronic, low level inflammation, which contributes tolar disease and further complicates diabetic conditions. Left untreated, periodontal dis glycemic control in people with diabetes as well as an increased coronary artery disease, renal disease, and increased mortality. Similar problems exist f or already diagnosed with cardiovascular disease. Since October 2011, we have continued to provide preventive dent Item # 2 53 Attachment number 2 \nPage 59 of 96 disease and/or diabetes as well as relief-of-pain for all county health program clients on an emergency basis. Health and Human Services agrees with the Board of County Commis an important component in improving a persons quality of life. At our Department workshop in January 2012, we agreed to look in to options for the county to support residents without further straining financial resources. Since our workshop, staff has been actively engaged with the Pin a collaborative network of individuals and organizations from heal academia, private industry, dental societies, non-profits, and advocacy groups to address the oral health needs in the community. The Oral Health Coalitions mission is County residents by connecting the community with resources to i health education, promote preventive medicine, and increase publ The Oral Health Coalition works with various partners throughout needs of the community and identify resources to meet those needs. Through our work with the Oral Health Coalition, we have recogni dental services in the community, but a small number of dentists services. Health and Human Services has taken a facilitative role in the group  working with not-for-profit providers and dental associations to identify ways to recruit an access points for clients. We will continue to work with the Coion and identify resources to support their efforts through outreach, marketing, or support services. on how to utilize our resources in the most strategic manner foronsider during the Fiscal Year 2013-2014 budget hearings. TARGET OF INITIATIVE: Uninsured county residents age 18-65 CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: Comprehensive preventive dental services that is accessible and KEY STRATEGIES: Expand network of volunteer providers Increase number of clinic sites for dental care Provide patient navigators to reduce the no-show rate Provide education alongside primary dental care to improve patie IMPACTS/OUTCOMES/RESULTS: Improved oral health Community education County-wide volunteer network ESTIMATED COST: All costs will be paid for within current budget allocations. LEAD DEPARTMENT: Health and Human Services KEY PARTNERS: Pinellas County Health Department, Community Health Centers of PPetersburg Free Clinic, Clearwater Free Clinic, Gulfcoast Dental Outreach, MORE HEALTH, Inc., University of Florida Dental School, Healthy Start Coalition of Pinellas, Coordinated Coalition, University of Tampa, Tampa Bay Health Coalition, Health and Human Services Coordinati Council, All-Childrens Hospital, St. Petersburg College Item # 2 54 Attachment number 2 \nPage 60 of 96 Strategic Initiatives: Justice and Consumer Services Justice and Consumer Services strives for an efficient, cost-effective justice system that is accessible and responsive to the citizens of Pinellas County. Achieving operat programs and capacity, and monitoring trends are critical to an collaborating on reducing crime, recidivism, and victimization in the co protecting citizens whiling helping to also lessen the capacity initiatives proposed by JCS target these areas through juvenile justice reform, system collaboration, education and prevention activities, preventing victimization, s-offenders, reducing substance abuse, promoting data driven decisions, and collaborating on proe efforts, actions can address immediate trends and concerns while resultin system costs. Item # 2 55 Attachment number 2 \nPage 61 of 96 INITIATIVE: Enhance data driven decision making and operations LEAD DEPARTMENT: Justice and Consumer Services Is it: Ongoing:XNew: X Collaborative: X Board of County Commissioners Strategic OutcomesStatus Increase citizen satisfaction with the delivery of services Deliver measureable savings and improved customer service from investments in techno Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Increase employee satisfaction and engagement Achieve cost-savings from collaborative workgroup for consolidation DESCRIPTION/PURPOSE OF INITIATIVE: Integration of disparate data sets remains critical to reducing on recidivism, and making sound operational decisions. Within criminal justice, law enforcement agencies traditionally have separate data systems and dispatch system requiring extra efforts to effectively share needed data.-agency crime mapping, pawn records, and intelligence files help to solve crime if sharontinued this effort over the years with strong partnerships at the agenc also vital to understanding patterns, emerging public safety con traditional Pinellas Criminal Justice Information System, while consolidated, was not designed mining and analysis. A new system is currently underway within At another level, cross-system data sharing is critical to establishing effective progra and operations. Without this level of analysis and data driven decisions, system truly solving the underlying causes. Pinellas has led in this r in 1999. Some study examples include adult recidivism, frequent flyers across system- system involvement. Much has been done and analyses have proven into the future. At this time, the project is moving towards exed data usage, program measurement, cross-system indicators, and expanded data acquisition. Homeless data examples of areas that have been pursued over the past few years The next areas being planned include intelligent, data driven alerts for mental health and ho bookings and linking jail medical data with health and human ser better community transition. Each of these areas are critical to future efficiencies and with decision making and coordination across justice stakeholders. This initiative fosters collaborative eff justice and social service agencies, and government and providers system decisions to benefit citizens through reducing victimization, pl crime, information system trends and processes to adjust service- effective system operations. Item # 2 56 Attachment number 2 \nPage 62 of 96 TARGET OF INITIATIVE: This initiative targets citizens and stakeholders through reduce victimization, better community planning for stability, effectiv CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: Information sharing and cross-jurisdictional information analysis. Data-driven system planning and decisions. KEY STRATEGIES: Champion law enforcement information sharing and successful poli and data-driven decisions (pawn, crime mapping, etc) Perform various analyses of Programs, Trends, and System Issues Generate annual justice system reports and indicators Design dashboard trend and indicator reports within new Justic operational planning Perform ongoing system budget analyses Coordinate intelligent decision and alert systems through automa-system data analysis (ie: homeless arrest alerts, mental health arrest alerts to diversion Facilitate data collaborative analyses and cross-system reports Educate cross-system stakeholders on study availability to improve targeted ap and solutions Facilitate cross-system data sharing in coordination with Health and Human Servic Explore integration of jail medical data with Health and Human Services C improve community transition IMPACTS/OUTCOMES/RESULTS: Solve crimes with technology to reduce victimization Understanding of trends and system interaction Item # 2 57 Attachment number 2 \nPage 63 of 96 Plan resources to effectively deal with emerging concerns More stable community More effective system design ESTIMATED COST: All costs will be paid for within current budget allocations. KEY PARTNERS: Justice system stakeholders, Health and Human Services, local laenforcement agencies, various data partners Item # 2 58 Attachment number 2 \nPage 64 of 96 INITIATIVE: Coordinate and expand local efforts on Justice Juvenile Syste LEAD DEPARTMENT: Justice and Consumer Services Is it: Ongoing: X New: X Collaborative: X Board of County Commissioners Strategic Outcomes Status Increase citizen satisfaction with the delivery of services Deliver measureable savings and improved customer service from investments in technology Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Achieve cost-savings from collaborative workgroup for consolidation Enhance Public Safety and Reduce Victimization DESCRIPTION/PURPOSE OF INITIATIVE: Under Chapter 985 F.S., counties are mandated to fund the cost o The cost to Pinellas County has typically been between $5 millio Pinellas County regularly disputes billing accuracies and has received approximately $2.9 million in reimbursements over time. Unfortunately, the initial state billing model was designed to e sustainability of detention capacity with little to no incentive This model becomes detrimental to youth by absorbing funds that could and stabilization. In order to better address costs and youth needs within Pinellas Changes in the billing model, the use of detention, strong collaboration, strategic connection to needed services are each critical to save on syste involvement by youth. Promising activities have been underway atunities exist to build upon and further current successes. Pinellas bed days are currently esti 32,000. At the same time, statewide, predispositional bed days Statewide Predispositional-days 700,000 579,409 600,000 554,568 500,000 418,872 400,000 332,250 339,885 272804 300,000 200,000 100,000 0 FY05-06 FY06-07 FY07-08 FY08-09 FY09-10 FY10-11 ( 6 month Predispositional-days projection) In FY12, DJJs budget was reduced by $30 million with a portion reduced from the County trust fund costs and providing some initial billing relief totaling close to $1 m Pinellas Countys disputes and reconciliations received in FY12 total roughly $770,000. With the current savings, and with the number of detention days down dramatically pursue true reform before the detention population trends change the dispute savings could help to further cost reduction while preventi many youth. Item # 2 59 Attachment number 2 \nPage 65 of 96 Justice and Consumer Services has been coordinating on recent ef collaboration with the state. A system mapping session and collaborative lab session were held to further planning and partnerships. Justice and Consumer Services is par billing and has met with Secretary Walters on several occasions Electronic monitoring has begun as a state and local collaboration with eleven (11) co 2012. Pinellas was selected by the State as the initial Georget several other positive steps are moving forward. In order to achieve the most appropriate use of the juvenile jus of probation, failure to appear, truancy, gang involvement, prev aging out of foster care, youth of incarcerated parents, at-risk populations within target areas, and other efforts. As an example, a recent report from the Regional Anti-gang Task Force shows 27 distinct gangs in Pinellas County with 885 gang-affiliated persons in 2011. (down from 943 in 2010). This is a huge hurdle that can often lead youth in the wrong direction. All of these efforts require strong leadership at both the state provide this leadership and direction for system reforms while developing structures to allow sustainable collaboration between the State and County. Justice and Consumer Services is cautiously optimistic about the collaborative efforts. This effort is highly dependent on lfuture rewrite of F.S.985 which JCS will participate in, and a better understanding of loc TARGET OF INITIATIVE: Juveniles involved in the justice system, families of juveniles, justice system stakeholders CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: The initiative will work to address the: Needs of youthConnection to services State and local planning/collaboration Proper use of detention Community engagement Reduction of gang involvement Cross-over dependency Youth aging out of foster care youth Cost of juvenile justice mandate KEY STRATEGIES: Justice and Consumer Services: Facilitate system planning efforts across state/county, across s Participate in State billing, boards and councils, and statute rewrite workgroups Collaborate on alternatives with Florida DJJ such as electronic systems, etc. Item # 2 60 Attachment number 2 \nPage 66 of 96 Establish Collaboration Team for cross-system participation and input Perform follow-up on system mapping, collaborative lab, and juvenile cross-system study Actively support and participate in Georgetown Juvenile Justice Pursue designation as an Annie E Casey Foundation JDAI site (Juives Initiative) to improve youth outcomes and further system reform Continue to dispute billing models and provide reforms for more state and county funding and initiatives Invest small portion of FY12 juvenile justice dispute savings in targeted system reform and further cost savings activities. Fund dedicated Juvenile Justice Analyst to actively monitor, ana o justice collaboration and reform efforts within Pinellas County Expand use of electronic monitoring with services to reduce predispositional detention o and seek additional billing impact Health and Human Services: Establish coordinated youth services for prevention prior to sys Establish services for families and diverted low level youth Coordinate youth services with JWB Aid in developing service bridge necessary for stabilizing aging Participate in youth collaboration team meetings Community Development: Assist JCS in engaging communities on juvenile justice alternatives such as restorative justice and gang prevention (ie: repair the harm done through their actions) Assist with planning for housing needs of foster youth aging out justice system involvement Participate in youthcollaboration team meetings IMPACTS/OUTCOMES/RESULTS: Further coordination on changes to detrimental state billing mod Connect youth with needed services Avoid future adult system involvement Reduce unnecessary use of detention for juvenile Reduce costs associated with the cost share mandate ESTIMATED COST: All costs will be paid for within current budget allocations. KEY PARTNERS: Sixth Judicial Circuit Court, State Attorney, Public Defender, P Office, Municipal law enforcement, Health and Human Services, Community Development, C programs/services/groups, State Juvenile Justice, Juvenile Welfa and various others. Item # 2 61 Attachment number 2 \nPage 67 of 96 INITIATIVE: Address impacts of prescription and synthetic substance abuse within the community LEAD DEPARTMENT: Justice and Consumer Services Is it: Ongoing: X New: X Collaborative: X Board of County Commissioners Strategic Outcomes Status Increase citizen satisfaction with the delivery of services Deliver measureable savings and improved customer service from investments in technology Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Achieve cost-savings from collaborative workgroup for consolidation Enhance Public Safety and Reduce Victimization DESCRIPTION/PURPOSE OF INITIATIVE: Justice and Consumer Services has actively been pursuing collabo prescription drug abuse in the community. More recently, the de solutions to the growing threat of synthetic drugs. In both instances local business are responsible for the distribution of the substances with the medical community prescr stores carrying synthetic incense that is not for human consu synthetic items have been included in a recent ban as of April 2012, c create concerns over future synthetic sales and accompanying dru Both areas require the Department to work with businesses, stakeand the community to reduce impacts. Justice and Consumer Services is expanding its collabo Community Development for the outreach needed within the communi in order to prevent opportunities for abuse. This is an important next step to the cur TARGET OF INITIATIVE: Communities, youth, parents, industry to prevent abuse of prescr synthetic drugs. CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: Pinellas statistics lead the state in deaths from oxycodone, alpr hydrocodone, morphine, and diazepam (valium). Pinellas saw 249 prescription-related deaths in 2010, up from 218 in 2009. Drug addicted newborns have increased by almost 600% since 2005. In 2010, UCR shows 8,525 drug related arrests in Pinellas County From December 2010 to September 2011, 229 youth were removed fro prescription drug abuse in the home. From January 2011 to October 2011, Pinellas EMS has had 2,055 reports with overdoses From July 2010 to June 2011, 1,507 individuals were treated for Pinellas/Pasco (1157 specifically treated for oxycodone) accordi Health Data, 71 being children 14 out of 18 convenience stores visited had substantial quantities of synthetic incense on the shelves for sale, with 10 of 18 having open sales of drug paraph KEY STRATEGIES: Justice and Consumer Services: Regulate access to substance of abuse as appropriate Develop and adapt enforcement strategies in coordination with local stakeholders Further local stakeholder collaboration on issues surrounding pr Provide presentations and educational opportunities to targeted Item # 2 62 Attachment number 2 \nPage 68 of 96 Health & Human Services: Ensure access and availability of supportive and treatment services Aid in dissemination of information Community Development: Coordinate community-based forums to inform and strategize with community leaders to substance abuse IMPACTS/OUTCOMES/RESULTS: Reduced Substance Abuse Reduced Deaths ESTIMATED COST: All costs will be paid for within current budget allocations. KEY PARTNERS: Justice and Consumer Services, Health and Human Services, Commun Code Enforcement, Economic Development, Other Key System Stakeholders Item # 2 63 Attachment number 2 \nPage 69 of 96 INITIATIVE: Explore and Define Models and Cross-system collaborations to reduce future jail capacity demands LEAD DEPARTMENT: Justice and Consumer Services Is it: Ongoing:X New: XCollaborative: X Board of County Commissioners Strategic Outcomes Status Increase citizen satisfaction with the delivery of services Deliver measureablesavings and improved customer service from investments in technology Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Achieve cost-savings from collaborative workgroup for consolidation Enhance Public Safety and Reduce Victimization DESCRIPTION/PURPOSE OF INITIATIVE: The Pinellas County jail received 49,826 bookings in 2010. Of these bookings, research s percentage of these individuals have significant mental health, concerns that play a role in their arrest. Many are low level, offenders which could benefit greatly from effective diversion strategies and/or alternatives populations often make up the bulk of the ongoing revolving door of system resources. More recent concerns over the involvement of returning ve system has sparked a need to review this population to prevent c and jail capacity impacts. Along with the diversion and alternatives to incarceration, effective reentry planning is a critical component for helping with the transition have been receiving direct reentry services with 7,663 reentry p help continue to close this gap to keep individuals moving forwa Through various local analyses and studies, Pinellas County Just During a 10 year period, at least 25.2% of individuals involved in the adult justice system had also been involved in the State substance and mental health system wi At least 370 inmates in jail during February 2006 had previously persistent mental illness at some point prior to incarceration A repeat arrest review over approximately 3 years found that 448 transient-related arrests each accounting for a total of 12,051 jail bed d including of the individuals arrested 1 or 2 times during same period) One individual topped 200 transient-related arrests from 1981 through 2008 with an additional 15 arrests in 2009/2010. The most recent arrest for FTA Open conta In one five year data review, an individual between the ages of 26-35, spent 341 days in jail with 6 arrests, was baker acted 4 times, and received some level of men occasions. From May 2011 through early March 2012, the jail received 1,307 dual veterans on 1,736 separate arrests (117 Air Force, 1 Air Force Reserve, 635 Army, Reserve, 25 Coast Guard, 223 Marines, 25 National Guard, and 278 When looking at the jail population, 3% are sentenced misdemeana and 4% pretrial misdemeanants totaling roughly 210 to 220 individuals. Of the remaining popul sentenced felons. While felons, many would qualify as being non-violent offenders. When incarcerated, individuals can often become more system involved and more likely for future arres in jail can become a barrier in itself if is causes a loss of ho assessing an individuals risk for placement into a range of possible alternatives can help to break the potential cycle and can avoid the creation of new barriers. Item # 2 64 Attachment number 2 \nPage 70 of 96 Additionally, assessing individuals on exit from the jail is cri Circumstances change, and an individual could have easily lost their housing, their job, or coul new challenges. Something as simple as reintegrating with famil obstacles. In 2008, to reduce future jail demands, Kimme and Associates recommended triaging and stabilizing chronic populations, connecting individuals to services, enhanci options, and implementing expanded reentry services. This becam strategy for long term jail population management. As evidenced above, there is a c component to be defined and for the system to examine its potent explore and define a Pinellas County model for future consideration. TARGET OF INITIATIVE: Avoidance of increased future jail capacity Diversion and stabilization of criminal justice involved individ mental health, substance abuse, homelessness, and medical barriers Diversion and stabilization of criminal justice involved veterans. Use of alternatives for low level and/or non-violent offenders Use of alternatives for substance abuse Reentry planning and assistance for ex-offenders returning from jail, juvenile detention, and prison CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: More appropriate placement of individuals with mental health, su concerns, homeless, and veterans returning from conflict, each w can become barriers to stabilization when not met. Ensuring availability of alternatives for use when appropriate Reduce impact of incarceration that can often lead to less stabl community due to loss of housing, loss of employment, impacts to many other issues. Reentry planning for ex-offenders KEY STRATEGIES: Explore and define justice system diversion and stabilization mo capacity demands Review jail population, existing studies, and system planning ef Review existing best practices such as the Allegheny model in Pesylvania, Hillsboroughs Criminal Registration/Reentry program, Lee Countys Triage Cente Reentry Center, and other. Develop Collaborative working group to review all data and infor model. Hold collaborative lab to help define the system model. Explore completing an adult justice system mapping project to be and gaps Document expected flow of the proposed model along with expected Coordinate with Health and Human Services on possible service solutions and individuals. Coordinate with Community Development on housing solutions Explore funding opportunities Explore alternatives to incarceration opportunities to reduce jacapacity demands Explore and gather documentation on best practice models Review jail population, existing studies, and system planning ef Item # 2 65 Attachment number 2 \nPage 71 of 96 Review existing best practices such as the Escambia County Road corrections models. Review the existing misdemeanor probation model for use and improvement Develop Collaborative working group to review all data and infor opportunities. Hold collaborative lab to help define the opportunities and full. Document recommendations with description, cost, and impacts def Safety Coordinating Council and review by the Board of County Co Coordinate with Health and Human Services on services and models Coordinate with Community Development on housing solutions Explore funding opportunities Explore Community Reintegration for All Pinellas Ex-offenders Analyze jail population and trends for informed decision making Explore development of reentry infrastructure to inform cross-system actions Explore self help processes Gather information and prepare plan Coordinate with Health and Human Services to explore options for leaving the jail to ensure proper Connection to Services Coordinate with Health and Human services to review capacity and responsive pro ex-offenders Coordinate with Health and Human services to help with temporary Coordinate with Community Development Help with coordinating a po address population needs IMPACTS/OUTCOMES/RESULTS: Reduced future jail capacity demands. Align individuals with more appropriate services for stabilizati Utilize lower cost options as appropriate ESTIMATED COST: All costs will be paid for within current budget allocations. KEY PARTNERS: Justice and Consumer Services, Health and Human Services, Community Development, Code Enforcement, Economic Development, Pinellas Ex-Offender Reentry Coalition, Other Key System Stakeholders Item # 2 66 Attachment number 2 \nPage 72 of 96 INITIATIVE: Facilitate Efforts to Reduce Crime, Victimization, and Loss wit LEAD DEPARTMENT: Justice and Consumer Services Is it: Ongoing: X New: X Collaborative: X Board of County Commissioners Strategic Outcomes Status Increase citizen satisfaction with the delivery of services Deliver measureablesavings and improved customer service from investments in technology Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/perunit cost savings Achieve cost-savings from collaborative workgroup for consolidation Enhance Public Safety and Reduce Victimization DESCRIPTION/PURPOSE OF INITIATIVE: Justice and Consumer Services pursues a range of activities to hpublic safety and reduce victimization within the community. Through justice system effo enforcement of consumer protection concerns, investigation of co consumer complaints, and consumer education, the department seeks to reduce victimization and avoi greater impacts to the justice system. This initiative will collaborate on the target areas by addressi financial loss and instability within the community. Many consumer scams target low income, financiall desperate, and elderly populations with losses that can leave vi even result in the loss of a home. A few examples of factors impacting neighborhood decline that have detrimental costs to communities, families and government include Recidivism (loss of income, loss of stability, financial impact unit, victimization in community) Truancy (crime rate, lack of skills for employment, graduation rate, income potential.) Declining Neighborhood (exacerbated by foreclosure fraud, refina decline in property values) Fraud and Predatory Lending in At-Risk Neighborhoods (instability in home ownership) Employment Scams (financial loss) Credit repair and Loan Scams (financial loss) Improper towing and gate fees (financial loss) Growing telemarketing concerns (significant potential for financ Debt collection (stress, pressure, health concerns) Unlicensed or incomplete work (financial loss, destruction of pr Addiction and substance abuse fueled by prescriptions, synthetic Through targeted efforts including education, financial preparation, regulatory enforcement, investigati of scams, reduction of recidivism, etc, communities have a bette reducing decline. Item # 2 67 Attachment number 2 \nPage 73 of 96 TARGET OF INITIATIVE: This effort targets Local consumers to reduce victimization and loss Businesses to reduce consumer concerns Ex-offenders to reduce crime and recidivism Local agencies to coordinate on information and trends CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: Consumer concerns often affect the stabilization of communities. Low income, financially struggling and elderly populations frequently fall victim to eme and pressure tactics. Scams that impact home ownership, jobs, c individuals simply trying to remain financially stable. Additionally, co areas affecting tourism through vacation scams, timeshare sales, Targeted prevention, education, and regulation of prescription ddrug paraphernalia, towing, moving, and other areas leading to addict For ex-offenders, the department actively works towards reducing the ba the community to prevent instability leading to recidivism, crime, and victimization. Analysis of trends and emerging concerns KEY STRATEGIES: Justice and Consumer Services: Perform crime mapping and analysis to address emerging areas of Assessment of community resources and crime prevention campaigns Prevent consumer victimization from scams affecting jobs, housing, medic low income and senior populations leading to economic instabilit credit repair, front-fee loan and services, home improvement, etc) Perform outreach through presentations, press releases, media in Enhance education of local law enforcement on identification of Protection training at Allstate Center and as resource to answer questions. Investigate suspicious signs, ads, and activity to reduce local Investigate Consumer Complaints Item # 2 68 Attachment number 2 \nPage 74 of 96 Perform stings and regulatory inspections on consumer issues Coordinate with local, state and federal agencies to share intelfective strategies, and address emerging and current concerns Pursue partnerships to address increased telemarketing issues Address addiction concerns stemming from the prescription drug e Address access to drug paraphernalia by minors through enforcement of advertisements and sales Reconstitute the Drug Paraphernalia Task Force and Collaborate o Paraphernalia Ordinance Pursue action plan on growth of synthetic Cannabinoids and Bath Reduce Court case impacts through successful complaint outcomes Health and Human Services: Provide assistance in disseminating information through clients Community Development: Facilitate community forums to help JCS educate the public, prevemerging concerns IMPACTS/OUTCOMES/RESULTS: This initiative coordinates a series of strategies in targeted c loss. Through prevention, education, and enforcement activitiesings, event participation, media, and 40 to 50 presentations per year. through successful complaint outcomes and avoiding Court filing. coordinated on various collaborative efforts to further reentry planning and to connect ex-offenders with community-based services. Recent reentry client totaled 3100 with 7663 pl ESTIMATED COST: All costs will be paid for within current budget allocations. KEY PARTNERS: Sixth Judicial Circuit Court, State Attorney, Public Defender, Pinellas County Sheriffs enforcement, Misdemeanor Probation(Salvation Army), Health and Development, Medical Examiner, Community programs/services/groupment of Corrections, Federal Trade Commission, Florida Department of Agriculture, Flo Investigation, etc. Item # 2 69 Attachment number 2 \nPage 75 of 96 INITIATIVE: Pursue efficient, cost effective, and collaborative justice s LEAD DEPARTMENT: Justice and Consumer Services Is it: Ongoing:X New: Collaborative: X Board of County Commissioners Strategic Outcomes Status Increase citizen satisfaction with the delivery of services Deliver measureablesavings and improved customer service from investments in technology Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Achieve cost-savings from collaborative workgroup for consolidation Enhance Public Safety and Reduce Victimization DESCRIPTION/PURPOSE OF INITIATIVE: Justice and Consumer Service monitors and coordinates on Justice in maintaining efficient and effective operations. Various decisions made across-system can have a ripple effect within the justice system. Each stakeholder has the abil another. The impacts can result in increases in bookings, socia the justice system, case timing impacts, scheduling impacts, transport impacts, jail popu in recidivism, impacts to civil actions, and many other concerns the justice system. These concerns can spill over into the community with g increases in delinquency, impacts to economic stability, potenti initiative addresses impacts and trends as they emerge to maintain a stable, informed justice system that collaborates and adjusts to situations. This initiative is directed at programs, processes, policies, an justice system to maintain efficiency and effectiveness. Exampes of system performance include: Jail bookings in 2010: 49,826 Jail releases in 2010: 50,089 Average Daily Bookings: 137 Average Daily Population in 2010: 3,187 (in 2007 had peaks near Average Length of Stay in 2010: 23 days Number of Reentry Clients by end of 2011: 3,100 with 7,663 plans created New Jail Diversion Mental Health Clients in 2011: 481 Active Misdemeanor Probation Clients in December 2011: 3009 Drug Court Clients in FY11: 1,053 with 2,024 Drug Tests, 840 Gro treatment Turning Point Homeless Inebriate Receiving in FY11: 1,320 Pinellas Circuit and County Court Filings in 2010: 233,503 cases In 2008, Pinellas County conducted a Justice System Process Stud impacts and reduce future jail demands. The study was a success made to reduce future jail capacity demands. This initiative monitors and pursues the implementation of justice system process study recommendations as a strategy for l-term reduction in jail bed construction and new jail operational costs. The Study was cond recommendation of the Public Safety Coordinating Council and approval of th Commissioners. Following jail population growth from 943 in 198 initial rate projections of future jail capacity topped 7000 witillion in new jail construction possible by 2030. Phase A on the construction accounted for $22 Based on the implementation of the justice study recommendations Master Plan were revised downward with a substantial construction and operational Item # 2 70 Attachment number 2 \nPage 76 of 96 Managing these recommendations remains an important component of TARGET OF INITIATIVE: Justice stakeholder collaboration, citizens involved in the justice system, communities with absent and returning ex-offenders, mentally ill, homeless, citizens requiring access to justice system services. CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: This initiative addresses the County funded justice system mandates, sufficient jail space planning, program p system volume, information analysis and sharing, data-driven planning and decisions, establishing relationships for diversion and service planning, prioritization, etc. KEY STRATEGIES: Enhance Efficient and Effective Justice System Operations Coordinate on effective local law enforcement strategies (ie: w appear, CIT trained for mental health identification, etc) Improve citizen access to justice services Enhance system-wide communication and collaboration Ensure efficient Court case processing standards Ensure contracts, agreements, and infrastructure are in place fo delivery Pursue system resources for effective and efficient system operatio Address complex system problems, processes and policies Monitor indicators and trends in order to continuously improve s Facilitate ongoing system planning efforts and develop justice system strategic plan Facilitate collaboration and effective resource planning within Reduce the Cost of Ownership of Justice System through effecti of mandates and programs (Article V, Jail, Juvenile Justice, etc) Maximize collection and oversight of Court system fees Impact jail population growth and management to ensure sufficien Facilitate Public Safety Coordinating Council under Chapter 951. Ensure necessary programs are available within justice system (diversion, alternative, and ree programs, etc) Ensure the Right Mix of System Resources through regular revie Reduce Recidivism through effective assessment and reentry strat Reduce and eliminate barriers/gaps to success to reduce revolving door justice serv Ensure Cross system mapping, coordination, and collaboration wi Establish data-driven solutions to manage system costs and trends Pursue Implementation of the Justice System Process Study Recommendations to Reduce Future System Costs Reduce Jail Admissions /Decrease Average Length of Stay in the J Crisis Intervention Center/Triage Center/Reentry Center o Transitional Housing and Stabilization until connected to services o Use of pretrial release options with actuarial risk assessment o Reduce time to case disposition o Expand pretrial diversion of mentally ill and substance abusing o Expand drug court operations o Risk based placement into non-jail options o Assessments for placement to in-jail programs o Staff secure residential programs to selected low-risk inmates o Expand continuum of in jail programs o Establish jail reentry planning system o Item # 2 71 Attachment number 2 \nPage 77 of 96 Monitor justice system policies and staffing o Targeted resources to aid in case processing/case teams o Monitor Justice System performance and share information for dec Develop goals and indicators o Justice and Consumer Services analyzes, prepares and circulates o IMPACTS/OUTCOMES/RESULTS: Overall Improved justice system access Stable and predictable justice system resources Availability of quality diversion, alternatives to incarceration reintegration into communities Effective justice system results (ie: quicker in/out, better connection to resources, chance for greater stability and successful outcomes) Strong collaborative planning and stakeholders with shared goals Potential for cost avoidance and savings in justice system opera Sufficient future jail space Cost effective system and program planning to impact future system pop Diversion of low level and nonviolent offenders Consensus on system actions and plans Ongoing information sharing and data-driven decisions Justice Study Implementation Reduced long-term jail capacity demand will lead to substantial cost avoidanc review in 2008 estimated future jail capacity reduction of rough total. In the Phase A Jail Master Plan, the savings were estimad at $75,000,000 to $95,000,000 in housing costs and roughly $12,500,000 annually in new staffing c ESTIMATED COST: All costs will be paid for within current budget allocations. KEY PARTNERS: Sixth Judicial Circuit Court, State Attorney, Public Defender, Pinellas County Sheriffs Office, Municipal law enforcement, Misdemeanor Probation(Salvat Community Development, Medical Examiner, Community programs/serv Corrections, State Juvenile Justice, Juvenile Welfare Board, Board of County Commissi Economic Development, Pinellas Real Estate Management, and vario Item # 2 72 Attachment number 2 \nPage 78 of 96 Strategic Initiatives: Community Development The initiatives proposed by the Community Development Department target opportunities to more effectively leverage entitlement and competitive Federal, State development and housing activities that support community redeve revitalization efforts in several of the At-Risk Communities identified in this Strategic Planning Report. Through these efforts, actions can positively impact safe, sanit families with children; safe streets and sidewalks; adequate potr, sanitary sewer and storm water drainage; compliance with building, development and zoning/land-use codes, ordinances and regulations; crime prevention; prevention of littering and illegal dumping; p-items (i.e. appliances, garbage, medicine, tires), household electronics and household c preparedness and disaster recovery; youth development and school-readiness; neighborhood schools; housing information and financial literacy; citizen outreach andt; education and empowerment for neighborhood leaders; and well-designed and functional community facilities such as parks and a recreation, Neighborhood Family Centers, day care centers, senio Item # 2 73 Attachment number 2 \nPage 79 of 96 INITIATIVE: Strengthening neighborhoods through arresting the decline of property values i communities LEAD DEPARTMENT: Community Development Is it: Ongoing: X New:X Collaborative: X Board of County Commissioners Strategic OutcomesStatus Increase citizen satisfaction with the delivery of services Deliver measureable savings and improved customer service from investments in technology Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Achieve cost-savings from collaborative workgroup for consolidation DESCRIPTION/PURPOSE OF INITIATIVE: Stabilize targeted neighborhoods that have been hit hard by foreclosures and abandoned properties including neighborhoods at TARGET OF INITIATIVE: Residents of Targeted Neighborhoods or Neighborhoods Hit Hard by the Nations Foreclosure Crisis ISSUE(S) ADDRESSED BY THIS INITIATIVE: Foreclosed, vacant and abandoned properties that are having a ne Neighborhoods hit hard by foreclosures and abandoned properties adequately maintained; Lack of affordable workforce housing; Neighborhood-based education and outreach on County issues of concern (i.e. h preparedness, mosquito prevention, surface water quality, etc.). KEY STRATEGIES: Existing Strategies Direct available Federal grants to rescue abandoned and foreclosed properties neighborhoods and neighborhoods at most risk of decline; includi Federal Neighborhood Stabilization Program 1 & 3 (NSP1 & NSP3) f-Risk o Community defined as the Lealman Corridor, specifically including Central and East Lealman in unincorporated County; Federal Neighborhood Stabilization Program 2 (NSP2) funding in t-Risk Community o defined as North Greenwood and other eligible census tracts in tof the City of Clearwater; and Federal Neighborhood Stabilization Program 2 (NSP2) funding in t-Risk Community o defined as East Tarpon, specifically including the Union Academy eligible census tracts in the city limits of the City of Tarpon Springs. Direct available local, State and Federal grants to preserve the rental housing; Direct available funding including Federal and State Grants for workforce housing; Leverage resources and funding opportunities by providing technical su funding to private agencies and organizations seeking other fund- and moderate-income persons, including persons with disabilities and special needs. Promote new infill housing development in targeted neighborhoods Direct available Federal grants to youth development activities -gang prevention efforts in selected neighborhoods; Direct available Federal grants to capital projects and beautification efforts in designated Target Areas; Item # 2 74 Attachment number 2 \nPage 80 of 96 Direct available Federal Community Development Block Grant (CDBG dilapidated structures in targeted neighborhoods, including Cent available due to Federal regulations is approximately $20,000 annually); Maintain partnerships with key stakeholders including neighborho associations, faith-based community, Sheriffs Office, and Keep Pinellas Beautiful p New Strategies Utilize Community Development Block Grant (CDBG) to increase code enforcem including funding a proactive code enforcement officer for Centr INTENDED RESULTS/BENEFITS: Safe, adequate and affordable housing; Collaboration with community partners; Preserves the positive achievements of the Countys substantial neighborhood stabilization and community revitalization; Provides an environment more attractive to private economic inve Contributes to neighborhood stability, stewardship and quality of life; Preserves property values and reduces crime; Neighborhood residents are informed and empowered to become stew topics as assisting neighbors in need, Crime Watch, surface wateace water quality, littering, landscaping choices, fertilizer use, mosquito prevent Citizens are engaged in enhancing the quality of life for all Co NOTES/COMMENTS: Target Areas Central Lealman Greater Ridgecrest Neighborhood Revitalization Strategy Area, including the Dansville Neighborhood Revitalization Strategy Area Union Academy in Tarpon Springs ESTIMATED COST: Community Development Block Grant (CDBG) funding: Funding for Code Enforcement Officer: Estimated $80,000 annually (1 FTE) Funding for Demolition Program: Estimated $20,000 annually KEY PARTNERS: Neighborhood Residents; Neighborhood Associations; Community Ass Pinellas Beautiful; Community Housing Development Organizations;onment and Infrastructure; Sheriffs Office; Fire Marshals; Non-profit and For-Profit Developers, Owners & Managers of Supportive and Permanent Housing; Non-profit Agencies; Housing Finance Authority of Pinellas County; Juvenile Welfare Board; Pinellas County Housing Authority; Tarpon Springs Housing Authority; Faith-based Community; Banking and Lending Community. Item # 2 75 Attachment number 2 \nPage 81 of 96 INITIATIVE: Preservation of Crucial Resources LEAD DEPARTMENT: Community Development Is it: Ongoing: X New; X Collaborative: X Board of County Commissioners Strategic OutcomesStatus Increase citizen satisfaction with the delivery of services Deliver measureable savings and improved customer service from investments in techno Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Increase employee satisfaction and engagement Achieve cost-savings from collaborative workgroup for consolidation DESCRIPTION/PURPOSE OF INITIATIVE: Preserveand maintain safe, stable and attractive neighborhoods and places that preserve and reinforce the livabil County. TARGET OF INITIATIVE: Residents of Targeted Neighborhoods and Surrounding Neighborhoods ISSUE(S) ADDRESSED BY THIS INITIATIVE: Preservation of the existing housing stock; Lack of affordable workforce housing; Stabilization and enhancement of neighborhoods where the existin need of repair; Stabilization and enhancement of residential neighborhoods and commercial neighborho Community Redevelopment Areas where infrastructure is failing or economic life span; Seek to reverse the cycle of economic disinvestment by the priva Neighborhood-based education and outreach on County issues of concern (i.e. h preparedness, mosquito prevention, surface water quality, etc.). KEY STRATEGIES: Existing Strategies Identify and assess the infrastructure needs of Target Area neigrhoods and provide for improvements needed to maintain their economic viability; includ seek the financial resources needed, in addition to Community De funds; Direct available Federal grants to capital projects and beautification efforts in designated Target Areas. Direct available local, State and Federal grants to preserve the rental housing; Collaborate with County departments that are seeking to educate ghborhood residents on topics such as assisting neighbors in need, Crime Watch, dumping, litte prevention, rabies prevention, etc. as a component of the citize associated with CDBG-funded improvements in the Countys Target Areas; Maintain partnerships with key stakeholders including neighborho associations, faith-based community, Sheriffs Office, and Keep Pinellas Beautiful p New Strategies Identify and assess the infrastructure needs in the Central Lealman Target Area and p improvements needed to maintain the economic viability of the ne commitment to identify and seek the financial resources, in addi Block Grant (CDBG) funds, needed to construct multi-year, phased comprehensive infrastructure Item # 2 76 Attachment number 2 \nPage 82 of 96 improvements (streets, storm drainage, sanitary sewer & potable fire hydrants); Expand the citizen participation requirements associated with the CDBG-funded improvements in Target Areas to include collaboration with the Department of Env the Countys surface water management initiative that seeks to e surface water runoff, surface water quality, littering, landscaping choices, fertili INTENDED RESULTS/BENEFITS: Safe, adequate and affordable housing; Collaboration with community partners; Preserves the positive achievements of the Countys substantial economic investment in neighborhood stabilization and community revitalization; Provides an environment more attractive to private economic inve Contributes to neighborhood stability, stewardship and quality o Preserves property values and reduces crime; Neighborhood residents are informed and empowered to become stew topics as assisting neighbors in need, Crime Watch, surface wate littering, landscaping choices, fertilizer use, mosquito prevention, etc. Citizens are engaged in enhancing the quality of life for all Co NOTES/COMMENTS: Target Areas Central Lealman Greater Ridgecrest Neighborhood Revitalization Strategy Area, in Neighborhood Revitalization Strategy Area Union Academy in Tarpon Springs ESTIMATED COST: Projects are funded based on availability of Federal and State g resources (i.e. Penny for Pinellas) KEY PARTNERS: Neighborhood Residents; Neighborhood Associations; Community Associations; Keep Pinellas Beautiful; BDRS-Code Enforcement; Department of Environment and Infrastructure; Human Services; Justice and Consumer Services; Extension; Minori (MBE/WBE); Sheriffs Office; Lealman Fire Department; Countys 20 Cooperating Cities; Priva Building Contractors. Item # 2 77 Attachment number 2 \nPage 83 of 96 Strategic Initiatives: Code Enforcement An effective code enforcement program is integral to sustaining maintaining the health, safety and welfare of the community. An active code enforc particularly in a community-at-risk, is an indicator to residents that their community matters. challenging economic times, creative solutions must be sought tothese communities are not left behind, and that the financial investment made by the Count improvement, is not lost. Exploring innovative ways to focus res target areas and restore, where possible, a more proactive code enforcement presence is community improvement, and helps to foster a sense of community opportunity exists in this regard with the Lealman community, byunity Development Block Grant dollars to support local code enforcement. But the n the resources to support a comprehensive code enforcement progra-risk neighborhood can still teeter on the edge of decline. Item # 2 78 Attachment number 2 \nPage 84 of 96 INITIATIVE: Enhance Access to Code Enforcement and Community Enhancement LEAD DEPARTMENT: Code Enforcement Is it: Ongoing: New: X Collaborative: X Board of County Commissioners Strategic OutcomesStatus Increase citizen satisfaction with the delivery of services Deliver measureable savings and improved customer service from investments in techno Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Increase employee satisfaction and engagement Achieve cost-savings from collaborative workgroup for consolidation DESCRIPTION/PURPOSE OF INITIATIVE: Develop webpage for code enforcement and community enhancement that facilitates access to educational materials re well as information and connections to various assistance serviction options, Keep Pinellas Beautiful, non-profits for assistance, senior services, foreclosure assistance etc.); as resources are available also develop supporting outrea TARGET OF INITIATIVE: Unincorporated residents, including residents who might require social services/assistance in order to comply with codes due to income, CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: Property owners are not always aware of property maintenance reg In particular, residents in distressed communities often do not maintenance issues. Maintenance issues can deteriorate into health and safety issues. KEY STRATEGIES: Coordinate with Communications on development of website Coordinate with HHS, Health Dept, non-profits, Sheriff, etc. to identify key contact and resource information. Investigate grants to pay for outreach materials for code enforcement officers, sheriffs deputies, utilities and planning staff, etc. IMPACTS/OUTCOMES/RESULTS: Can help to reduce burden on code enforcement staff by better co information and resources for assistance. Empowered neighborhoods with greater access to information they blighting influences or assist neighbors in need. KEY PARTNERS: Communications, Community Development, Health and Human Servi Consumer Services, Department of Environment and Infrastructure, etc. Item # 2 79 Attachment number 2 \nPage 85 of 96 Strategic Initiatives: Planning A solid policy foundation provides continuity and consistency in State law, the County's Comprehensive Plan represents the policy of the Board of County Commissioners. It must be based on accurate data and analysis, and include opportu development. "Filling the gaps" in the Comprehensive Plan with a an updated Economic Element that places a specific focused emphasis on will provide formal recognition and commitment to the value and planning for a healthy community, and will enable the community to be part of the planning process. Item # 2 80 Attachment number 2 \nPage 86 of 96 INITIATIVE: Fill in the Gaps in the General Plan/Comprehensive Plan LEAD DEPARTMENT: Planning Department Is it: Ongoing: X New: X Collaborative: X Board of County Commissioners Strategic OutcomesStatus Increase citizen satisfaction with the delivery of services Deliver measureable savings and improved customer service from investments in techno Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Increase employee satisfaction and engagement Achieve cost-savings from collaborative workgroup for consolidation DESCRIPTION/PURPOSE OF INITIATIVE: Develop a healthy neighborhoods component of the comprehensive plan/general plan to provide a policy foundation (i.e., goals, objectives and policies, and s core service area for adoption by the BCC Develop Phase II of the Economic Element of the Comprehensive Plan TARGET OF INITIATIVE: health and human services/public safety/justice and consumer services/community development/code enforcement as well as econo and regeneration activities focused on targeted areas CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: Lack of comprehensive/consistent/coordinated policy direction fo service area. Lack of a focused/ targeted emphasis on the unique economic chal KEY STRATEGIES: Develop scope of work and timeline Determine ability to hire a consultant to assist with initiative Establish multi-departmental task team to work (with consultant) on development Element and Phase II of the Economic Element (to be accomplished as a model for the new General Plan format) IMPACTS/OUTCOMES/RESULTS: Consistent policy direction and documented goals, responsibiliti Coordinated policy direction regarding economic development acti areas ESTIMATED COST: All costs will be paid for within current budget allocations. KEY PARTNERS: Health and Human Services, Justice and Consumer Services, Community Development, Code Enforcement, and Economic Development departments Item # 2 81 Attachment number 2 \nPage 87 of 96 INITIATIVE: Urban Regeneration Tool Kit LEAD DEPARTMENT: Planning Department Is it: Ongoing New: X Collaborative: X Board of County Commissioners Strategic Outcomes Status Increase citizen satisfaction with the delivery of services Deliver measureablesavings and improved customer service from investments in techno Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Increase employee satisfaction and engagement Achieve cost-savings from collaborative workgroup for consolidation DESCRIPTION/PURPOSE OF INITIATIVE: Promoting revitalization of neighborhoods in existing urban areas will be supported through the development and application initiative will identify existing and new approaches, programs, e used by the private and public sectors to support development and investment While the urban regeneration toolkit will have broad applicabi contained in the toolkit will be useful in helping address the challenges of the built env occurring in target communities. TARGET OF INITIATIVE: The broad range of private and public sector entities (individua companies, local governments, state agencies, private corporations, non-profit organizations, etc.) that are involved in the planning, funding, construction, management and CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: Pinellas Countys urban growth has transitioned from greenfield develop redevelopment more characteristic of a mature urban county. Mos and support urban development in the County were put in place when most areas of the county were experiencing green field expansion into undeveloped areas. C required to adequately address the distinct challenges and issuedy developed areas of the County. These challenges are readily app value of an urban regeneration toolkit is most conspicuous when communities. In fact, the governing principles in the Comprehensive Plan specifically direct that, to sustain a quality urban community, As Pinellas County achieves build out and the focus shifts to in within existing urban areas and redevelopment, no community shouically and socially, and no neighborhood should be allowed to deteriorate. KEY STRATEGIES: Establish a multi-departmental team to oversee development of a comprehensive urba toolkit. Identify current programs, on-going initiatives, and new initiatives for inclusion in the toolkit. Initiate actions at the federal, state, or local levels as neces ESTIMATED COST: All costs will be paid for within current budget allocations. KEY PARTNERS: Economic Development and Community Development Item # 2 82 Attachment number 2 \nPage 88 of 96 Strategic Initiatives: Economic Development One of the fastest ways out of poverty is to obtain quality empl a job with a stable company that pays a living wage and includes basic benefits. The economic development initiatives will take existing business assistance and incentive programs and bring them to bea communities. Item # 2 83 Attachment number 2 \nPage 89 of 96 INITIATIVE: Economic Development Incentives LEAD DEPARTMENT: Economic Development Is it: Ongoing:X New: XCollaborative; X Board of County Commissioners Strategic OutcomesStatus Increase citizen satisfaction with the delivery of services Deliver measureable savings and improved customer service from investments in techno Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Increase employee satisfaction and engagement Achieve cost-savings from collaborative workgroup for consolidation DESCRIPTION/PURPOSE OF INITIATIVE: The Pinellas County Economic Development Department would coordi various federal, state and local incentive programs to the targe these programs would apply to eligible businesses no matter where they locate within the County. Others are limited to previously designated areas, such as Enterprise Z Zones, HUBzones and the like. Still others apply somewhat more n general. These incentives are primarily intended to encourage c- quality jobs. Qualified Target Industry Tax Refund Program (QTI) This investment tool is available for companies that create highargeted, high value-added industries. This incentive returns a portion of taxes paid by th creation and wage commitments. Pre-qualified businesses receive tax refunds of $3,000 per net new-to- Florida job. Additional per job bonuses are available for businesses paying 150% or annual wage or locating in Enterprise Zones or Brownfield design Economic Development Transportation Fund Grant Funding can be awarded to local governments in need of assistance for transportation projects that will serve as an inducement for a companys retention, expansion Economic Development Transportation Fund is an incentive tool de problems that adversely impact a specific companys location or exp limited to $2 million and are awarded to the local government fo improvements. Incumbent Worker Training Program (IWT) This program provides training to existing employees within Florida c maintaining competitiveness in a global economy and for business the business facility, the training providers facility or a combination of sites. Open to all Florida businesses that have been in operation for at least one year, have at least-time employee and require training for existing employees. Businesses must provide a matching contr Enterprise Bonds Program This state program offers tax-exempt, low-interest bond financing to qualified manufacturing and 501 (c) 3 non-profit organizations. This program was designed to improve low c growing and expanding businesses to allow them to be more competitive in the global marketplace. Loan amounts range between $500,000 and $1,200,000 Item # 2 84 Attachment number 2 \nPage 90 of 96 Industrial Revenue Bonds (IRB) IRBs are tax-free, below-market-rate, long term financing offixed assets for qualified manufacturing and 501 (c) 3 non-profit organizations. IRBs are issued by local governments on b finance land, building and equipment. IRBs cannot be used for ing of existing debt. There is no minimum project size, ($1 million is feasible) with a $10 million maximum. Quick Response Training (QRT) This is a customer-driven training program designed as an inducement to secure new value-added businesses to Florida as well as provide existing business expansion. Customized entry-level skills training is limited to 24 months or less and can be the business own facility, at the training providers facility or at a combination of sites that best m needs of the business. Eligible projects are new or expanding/ex exportable goods or services, create new permanent, full-time jobs and employ Florida workers who require customized entry-level skills training. Urban Job Tax Credit This is a tax credit incentive for new or expanding businesses c-time jobs located in a designated area of St. Petersburg. Companies within specified industries can receive a $500 credit per job, which can be taken against either the state corporate income tax or the st Capital Investment Tax Credit This is a tax credit used to attract and grow capital-intensive industries in the form of an annual credit against corporate income tax for up to 20 years in an amount equ Eligible costs include expenses incurred in the acquisition, con project. Amount of annual credit may not exceed a specific percentage of annual corp liability. Each qualified applicant must be in a designated high- time jobs and make a cumulative investment of at least $25 milli Qualifying companies must be pre- approved by state agencies prior to committing to a new location Foreign Trade Zone This is a cost benefit program available to local companies invo enhance U.S. production and job opportunities by deferring, reducing or eliminating paym eliminating formal customs entries, removing duty on goods proce as materials and parts used in production. Additional benefits i reduction in federal excise taxes and elimination of quota restrictions. High Impact Performance Incentive Grant (HIPI) A negotiated incentive used to attract and grow major high-impact facilities in Florida. Pre-approved applicants must be in high-impact industry sectors, create at least 100 new full-time jobs (75 for R&D companies) in a three year period and make least $100 million ($75 million for R&D companies) in a three ye period. Once certified the high impact business is awarded 50% of their eligible award and the remaining balance once project goals are met. Brownfield Redevelopment Bonus The Bonus Tax Refund is available to encourage redevelopment and Brownfield areas. Pre-approved applicants receive tax refunds of up to $2,500 per new job created in the area. The amount of the refund is equ the new jobs created. Refunds are based upon taxes paid by the botal refund approved may be paid in any single fiscal year. The Brown Item # 2 85 Attachment number 2 \nPage 91 of 96 awarded in addition to the Qualified Target Industry Tax Refund.- approved by state agencies prior to committing to a new location. Qualified Defense Contractor Tax Refund The Qualified Defense Contractor Tax Refund may provide up to $5 saved in Florida through the conversion of defense jobs to civilew defense contract or the consolidation of a defense contract impa and the Florida Legislature enacted new legislation adding contr United States Department of Homeland Security as eligible under the Qualified Defense Contractors (QDC) Tax Refund program. Enterprise Zone incentives (EZ) Tax incentives are offered to businesses located within designat within the City of St. Petersburg and the City of Clearwater. Fl businesses that choose to create employment within an Enterprise Zone, a specific geographic area targeted for economic revitalization. These include: Jobs Tax Cr Building Materials Refund, Property Tax Credit and the Communityrogram. U.S. SBA HUBZone The Historically Underutilized Business Zones (HUBZone) program rural communities gain preferential access to federal procuremen small businesses that obtain HUBZone certification in part by employing staff who live company must also maintain a "principal office" in one of these designations are made by the federal government, and within Pineas there are designated HUBZone areas in St. Petersburg, Clearwater, and Largo, New Market Tax Credits The New Markets Tax Credit Program (NMTC Program) was establishe or increased investments into operating businesses and real estate projects located in low-income communities. The NMTC Program attracts investment capital to low-income communities by permitting individual and corporate investors to receive a tax credit again exchange for making equity investments in specialized financial institution Development Entities (CDEs). The credit totals 39 percent of the over a period of seven years (five percent for each of the firsthree years, and six percent for each of the remaining four years). The investment in the CDE cannot be redee-year period. Qualified census tracts are located throughout Pinellas Local Government Distressed Area Matching Grant Program (LDMG) The Local Government Distressed Area Matching Grant Program (LDM economy by assisting Local Governments in attracting and retaini applicants are Local Governments (county or municipality) who plan on offering financial ass targeted business in their area. Targeted businesses must create-time jobs and must be new to the state, expanding its operations, or one that could leave te without the assistance of the local and state governments. The grant award will equal $50,000 or 50% assistance provided to a business by the local government follow assistance. Local Governments must provide unemployment and poverty rates, a indicators to the Department of Economic Opportunity (DEO) regar located, and on the targeted business in which they plan on provssistance to. Community Redevelopment Area (CRA) A Community Redevelopment Plan addresses the unique needs of a t Item # 2 86 Attachment number 2 \nPage 92 of 96 overall goals for redevelopment, as well as identifying projects Examples of traditional projects include: streetscapes and roadway improvements, building construction, flood control initiatives, water and sewer improve neighborhood parks, events, marketing, sidewalks and street treentings. The plan can also include redevelopment incentives such as grants and loans for such thing demolition, building improvements and signs; the reimbursement o water/electric meters and/or job creation incentives. Sales & Use Tax exemptions These include exemptions for manufacturing machinery and equipme manufacturing process, maintenance or repair of certain aircraft monitoring, semiconductor, defense and space technology and the labor compon development expenditures. Florida Venture Capital Program Via the Florida Venture Capital Program, the Enterprise Florida-managed Florida Opportunity Fund will provide equity investments and convertible debt instruments to emerging companies locating in Florida) with perceived long-term growth potential. Emphasis will be toward transactions within Florida's targeted industries. Equity investd convertible debt instruments ranging from $1,000,000 - $5,000,000 will be targeted, although larger transactions will b exceptional cases. Each equity investment will require at a mini investment or other credit assistance. To achieve the required 10:1 private ca greatest emphasis will be toward transactions that provide stron Equity investments and convertible debt instruments ranging from $1,000,000 - $5,000,000 will be targeted, although larger transactions will be permitted in exce require at a minimum, a matching concurrent private capital inve achieve the required 10:1 private capital leverage ratio, the greatest e that provide strong private capital leveraging opportunities. Loan Guarantee Program & Loan Participation Program The Loan Guarantee Program and Loan Participation Program are available to qualified businesses that demonstrate adequate historical and/or proposed cash flow covera metrics. However, these transactions are undertaken to help mities by a Partnering Lender. Direct Loan Program The Direct Loan Program is available to qualified businesses tha proposed cash flow coverage and other credit underwriting metric providing partial gap financing as needed in special cases. 504 Bridge Loan Program he 504 Bridge Loan Program is a key sub-component to Florida's SSBCI Program. These loans will be processed by Florida First Capital Finance Corporation, working in conjunction with Enterprise Florida. With SBA 504 Loans, lenders are permitted to finance equipment a-occupied real estate purchases up to ninety-percent (90%) of the total project cost. The lender makes such a the expectation that the portion above 50% will be "taken-out" by a SBA-guaranteed note. However, there is often a timing difference up to 180 days betwe-out. The 504 Bridge Loan Program will address this timing difference. interim 90% financing risk for lenders, the 504 Bridge Loan Program will capital available for Florida's small businesses. This particular program will be targeted for transactions rangin- $5,000,000. The maximum loan term permitted is six (6) months. Item # 2 87 Attachment number 2 \nPage 93 of 96 Export Loan Guarantees & Export Direct Loans Export loan guarantees for Florida's exporting small businesses - cost export financing. Export loan guarantees will be underwrittFlorida Export Finance Corporation, working in conjunction with Enterprise Florida. An average export loan guarantee or export direct loan of $500,000 or less is targeted, with larger transac The maximum term permitted is 12 months and the fee(s) are negotiable. Florida Capital Access Program FL-CAP is a loan portfolio insurance program that enables lenders t businesses by making cash contributions to a reserve fund for eaP loan. When a loan is originated, the Borrower will contribute a percentage of the loa- 7%) into a reserve fund held by the lender. FL-CAP will match that contribution by depositing cash into the len-held reserve fund. Each CAP reserve fund will then be available to the lender as cash collateral to cov within its FL-CAP portfolio. There is a $5,000,000 maximum loan amount, but no TARGET OF INITIATIVE: Encourage relocation, expansion and retention of quality employers within the targeted geographic areas Encourage training and employment of residents of the targeted a CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: Unemployment Workforce Quality Workforce Participation KEY STRATEGIES: Identification of current and potential sites for quality employ Retention/expansion calls on existing employers Increase awareness of those programs specifically targeted to di Coordination of training programs with WorkNet Pinellas Coordination of other programs with municipalities in appropriat IMPACTS/OUTCOMES/RESULTS: Improvements in workforce participation Increase in skill levels of residents Increased employment levels among residents Increased capital investment and resulting expansion of tax base Item # 2 88 Attachment number 2 \nPage 94 of 96 INITIATIVE: Small Business Development Initiatives LEAD DEPARTMENT: Economic Development Is it: Ongoing; XNew: Collaborative: X Board of County Commissioners Strategic Outcomes Status Increase citizen satisfaction with the delivery of services Deliver measureablesavings and improved customer service from investments in techno Utilize a data-driven approach to target opportunities for efficiencies Achieve measureable per service/per unit cost savings Increase employee satisfaction and engagement Achieve cost-savings from collaborative workgroup for consolidation DESCRIPTION/PURPOSE OF INITIATIVE: Entrepreneurs and small businesses stimulate job creation, develop crucial innovations in both prod and services and promote the diversification of the economic bas (SBDC) Pinellas County Economic Development has an existing modenancial and managerial tools that local, state and national economic develop that encourages entrepreneurial and small business development. Personal Business Counseling: Meet with a Certified Business Analyst for free one-on-one counseling. SBA Counseling & Technical Assistance for business owners intere SBA Lending Programs Financial Technical Assistance Services increase loan applicants probability of securing a loan and growing their business. a.Pre- and post-loan closing business assistance b.Business plan development c.Assessment of the applicants management strengths and weaknesse Procurement Technical Assistance (PTAC) Program: One-on-one counseling sessions for Pinellas County businesses interested in selling their products and servi federal certification process. Business & Education Training Courses: Sharpen business skills with classes that focus on marketing strategies, sources of financial assistance, government contract business taxes, analyzing the competition and more. SBDC Small Business Development Programs: Procurement Technical Assistance (PTAC) Program: The Small Business Development Center offers a variety of introductory workshops, seminars, and tradeshows to p tools to be competitive in the contracting arena. In addition to outreach, one-on-one counseling sessions are held on Thursdays to assist Pinellas Cou their products and services to the government with the federal c Pinellas County Small Business Enterprise Program: The SBE is a sheltered market created for qualified vendors that allows small businesses to place bids for $25,000. The program is non-specific to gender or race and benefits all small businesses pri located in geographical Pinellas County with sales and staffing bel Item # 2 89 Attachment number 2 \nPage 95 of 96 Growth Acceleration Program (GAP):Guiding a company through a period of growth and expansion can be tricky business. GAP helps Pinellas County growing businesses develop sustainable strategies for expansion including strategic plan development, assessing and ac diversification tactics, fine tuning financial practices, and ca The Florida High Tech Corridors Virtual Entrepreneur Center. The Center is a web portal designed to provide a robust and easy-to-use resource for local entrepreneurs to find information and ser support their new or growing business. Easily locate local, regional, state and global resources for starting, relocating, or expanding your business. Local resource website at www.pinellas.flvec.com TARGET OF INITIATIVE: Encourage relocation, expansion and retention of qualityemployers within the targeted geographic areas Encourage training and employment of residents of the targeted a CHALLENGES/ISSUES ADDRESSED BY THIS INITIATIVE: Unemployment Workforce Quality Workforce Participation KEY STRATEGIES: Identification of current and potential sites for quality employers within targe Retention/expansion calls on existing employers Increase awareness of these programs specifically targeted to distressed urban areas Coordination of training programs with WorkNet Pinellas IMPACTS/OUTCOMES/RESULTS: Improvements in workforce participation Increase in skill levels of residents Increased employment levels among residents Expansion of tax base in the community KEY PARTNERS: Florida SBDC Network, WorkNet Pinellas, City of St. Petersburg, City of Clearwater, City of Tarpon Springs, Junior Achievement, Job Corps, SPC, Florida H Chambers of Commerce. Item # 2 90 Attachment number 2 \nPage 96 of 96 Item # 2 91 Pinellas County Board of County Commissioners 2012 Workshop Session May 17, 2012 The Economic Impact of Poverty Presented By: Gwendolyn C. Warren Bureau Director - Health and Human Services Item # 2 Increasing Cost-Savings in Pinellas County The Board of County Commissioners has developed a • new strategic vision that aims to improve the quality of life for Pinellas County residents. In order to transition into this new strategic vision, • Health and Human Services, Justice and Consumer Services, Community Development, and Code Enforcement departments participated in a series of workshops to reassess their core services and ensure they align with the Boards Strategic Direction. Item # 2 2 Implementing the Boards Strategic Direction Following these workshop discussions, the 4 departments  • along with Planning and Economic Development  were directed to work in a small workgroup to: Item # 2 3 Reducing Disparities and Increasing Cost-Savings in Pinellas County The workgroup took an economic approach to • identify which constituents are the greatest users of county resources. We identified specific zones within Pinellas County that have • high concentrations of poverty and a small return on the tax base. We also identified that working in silos has • become problematic. In order for the County to see a reduction in costs associated • with the low-income population served, departments must realign their services and work collectively. Item # 2 4 Item # 2 5 The Cycle of Poverty Impoverished Communities Lower Economic Poor Health Output/ Unemployment Decrease in Human Less Able Workforce Capital Item # 2 6 The Cycle of Poverty Poverty affects the economic prosperity of a community. • Costs associated with individuals living in poverty are elevated • to an increased risk of adverse outcomes such as health, low productivity, and increased crime in unsafe neighborhoods  which leads to lower graduation rates and a reduced participation in t workforce. Poverty works against human capital development by limiting an • individuals ability to remain healthy and contribute talents an labor to the economy. A decrease in human capital puts a strain on government resource • and causes decreased economic output. Item # 2 7 Breaking the Cycle of Poverty In order to improve the quality of life for all • those residing in Pinellas County, it is essential to identify the areas within our community that have high concentrations of poverty. This will allow for targeted service delivery • that focuses on improving that poor outcomes these areas face, which increase County costs. Item # 2 8 Pinellas Countys Poverty Rate We utilized the U.S. Census Bureaus American Community Survey 2005-2009 5 year estimates to derive that 11.6% of Pinellas Countys total population were living in poverty. Item # 2 9 Pinellas Countys At-Risk Communities Zone 1: East Tarpon Springs • 20% of population at 100% FPL o Zone 2: North Greenwood • 25% of population at 100% FPL o Census tract 262 has 51% of people living o in poverty, the highest in Pinellas County Zone 3: Highpoint • 27% of population at 100% FPL o Zone 4: Lealman Corridor • 19% of population at 100% FPL o Zone 5: South St. Petersburg • 25% of population at 100% FPL o Census tract 245.03 has 48% of people o living in poverty, the second highest in Pinellas County Item # 2 10 Item # 2 11 Disparities Within At-Risk Communities: Insufficient Transportation Within our at-risk communities, • 11% of households dont have a vehicle accessible. 41% only have one car per family. PSTA only has 1-3 accessible bus • routes in the zones- forcing people to walk as much as a mile to the nearest bus stop. A client living in Tarpon Springs • must travel 1.5 hours one-way to an appointment at the Clearwater Health and Human Services office. Item # 2 12 Disparities Within At-Risk Communities: Limited Food Access Limited transportation within at- • risk communities forces individuals and families to travel extra distances in order to access supermarkets or grocery stores. Many times, they are forced to • purchase food at local convenience stores or gas stations. Areas within Pinellas County that • have low access to food (areas where residents must travel over a mile for fresh food) overlap with Zones 2, 3, 4, and 5. Item # 2 13 Disparities Within At-Risk Communities: Insufficient Access to Health Care Some low-income residents are • eligible for Medicaid As of December 31, 2011, 162,474 • Pinellas County residents were enrolled in Medicaid. 46% of Medicaid enrollees in the – County resided within our at-risk communities, 51% of which were children The average cost per Medicaid child in – Florida is $2,092. The average cost per Medicaid adult in Florida is $6,704 Areas within the county with a • shortage of primary medical care, dental or mental health providers overlap with all five at-risk communities Item # 2 14 Disparities Within At-Risk Communities: Health Care Costs Individuals with limited access to • health care utilize the ER for primary care. Medicaid patients showed the • most ER usage. In Pinellas County, the average • cost of an ER visit for Medicaid, self-payers, and other patients paid for by state or local government was $482.2 million. Medicaid patients accounted for 27,995 • hospitalizations  at a cost of $1.1 billion. The County is responsible for 35% • of a patients Medicaid bill from days 11  45. The uninsured accounted for 9.187 • hospitalizations, at a cost of $338 million. Item # 2 15 Disparities Within At-Risk Communities: Poorer Health ER rates due to diabetes Hospitalization rates due to •• were 42% higher for those congestive heart failure residing within at-risk were 25% higher for those communities than the residing within at-risk general population.communities than the general population. Hospitalization rates due to o diabetes were 38% higher ER rates due to adult • In 2009, the average • asthma were 38% higher for number of teen births in at- those residing within at-risk risk communities was twice communities than the as high as in the rest of the general population. County. Pediatric ER rates due to o asthma were 40% higher Item # 2 16 Disparities Within At-Risk Communities: Lower Educational Attainment In Pinellas County, 71% of A high school drop out ears •• kindergarten students were about $260,000 less (and ready for school, but only pays $60,000 less in taxes) 63% of kindergarten in a lifetime than a person students within the zones who does graduate. were ready. 63% of 3graders in the rd • In 2011, approximately 30% • zones were performing at or of high school students in above grade level, the zones didnt graduate compared to 74% in high school, compared to Pinellas. only 19% in Pinellas. Item # 2 17 Disparities Within At-Risk Communities: Increased Crime Rates Item # 2 18 Disparities Within At-Risk Communities: High Unemployment Figure 27: Pinellas County Unemployment Rates for 2009 by Zone 25.0% 20.0% 15.0% 10.0% 19.6% 16.2% 14.1% 13.0% 11.9% 5.0% 9.7% 0.0% Item # 2 19 Disparities Within At-Risk Communities: Inadequate and Insufficient Housing Item # 2 20 Disparities Within At-Risk Communities: Available and Affordable Housing Utilizing the Florida Housing Search Database Item # 2 21 Annual Economic Impact of At-Risk Communities in Pinellas County Item # 2 22 Attachment number 4 \nPage 1 of 6 · · · · · · · · Item # 2 Attachment number 4 \nPage 2 of 6 · · · · · · · · · · · Item # 2 Attachment number 4 \nPage 3 of 6 · · · · · · · · · · Item # 2 Attachment number 4 \nPage 4 of 6 · · · · · · · · · · · Item # 2 Attachment number 4 \nPage 5 of 6 · · · · · · · · · · Item # 2 Attachment number 4 \nPage 6 of 6 · · · Item # 2 Attachment number 5 \nPage 1 of 2 · · · · · Item # 2 Attachment number 5 \nPage 2 of 2 · · · · · Item # 2 Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Approve a Joint Project Agreement with Pasco County to install natural gas mains, by roadway contractor, along Ridge Road (CR 524) from Broad Street to Moon Lake/Decubellis Road, as part of a roadway improvement project at an estimated cost of $448,313.25, and authorize the appropriate officials to execute same. (consent) SUMMARY: Pasco County has prepared construction plans to widen and improve Ridge Road (CR 524) between Broad Street and Moon Lake Road/Decubellis Road . Pasco County and Clearwater Gas System have determined it is economically and operationally beneficial to enter into a Joint Project Agreement (JPA) and have the General Contractor install the gas mains, in conjunction with the road construction project. Contractor will install approximately 1,100 feet of 2-inch gas main and 17,200 feet of 4-inch gas main (18,300 feet total). Having the General Contractor install the natural gas mains allows work to be done in a timely manner and releases Clearwater Gas System from penalty payments. Funding for this agreement is available in capital project 315-96378  Pasco New Mains and Service Lines. Type: Capital expenditure Current Year Budget?:Budget Adjustment: YesNone Budget Adjustment Comments: Current Year Cost:Annual Operating Cost: 448,313.25448,313.25 Not to Exceed:Total Cost: 448,313.25448,313.25 For Fiscal Year: 10/1/2011 to 9/30/2012 Appropriation CodeAmountAppropriation Comment 315-96378448,313.25Pasco New Mains and Service Lines Bid Required?:Bid Number: No Other Bid / Contract:Bid Exceptions: None Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager ED 5) City Manager 6) Clerk Cover Memo Item # 3 Attachment number 1 \nPage 1 of 10 2 Item # 3 Attachment number 1 \nPage 2 of 10 Item # 3 Attachment number 1 \nPage 3 of 10 Item # 3 Attachment number 1 \nPage 4 of 10 Item # 3 Attachment number 1 \nPage 5 of 10 Item # 3 Attachment number 1 \nPage 6 of 10 Item # 3 Attachment number 1 \nPage 7 of 10 Item # 3 Attachment number 1 \nPage 8 of 10 Item # 3 Attachment number 1 \nPage 9 of 10 Item # 3 EXHIBIT “A” CLEARWATER GAS SYSTEM (CGS) WORK ESTIMATE JOINT PROJECT AGREEMENT BETWEEN PASCO COUNTY AND THE CITY OF CLEARWATER, FLORIDA, D/B/A CLEARWATER GAS SYSTEM, FOR GAS MAIN INSTALLATION WITHIN THE RIDGE ROAD (CR 524) PROJECT FROM BROAD STREET TO MOON LAKE ROAD / DECUBELLIS ROAD BY THE ROADWAY CONTRACTOR ALTERNATE “A” – CGS WORK UNIT PRICE TOTAL COST ITEM NO. ITEM DESCRIPTION QUANTITY UNITS $36,910 CGMOB Mobilization 1 LS $36,910 18,455 CGMOT Maintenance of Traffic 1 LS 18,455 2,500 CGSUR Survey, Utility AsBuilt Drawings 1 LS 2,500 15 1 Utility Pipe, Install Only, PE, Gas 2” 1,000 LF 15,000 2 Utility Pipe, Install Only, PE, Gas 4” 15,700 LF 20 314,000 3 Utility Pipe, Install Only, PE, Dir. Bore, Gas 2” 100 LF 20 2,000 4 Utility Pipe, Install Only, PE, Dir. Bore, Gas 4” 1,500 LF 25 37,500 5 Utility Fixtures, Install Only, 4” Valve and Box 4 EA 50200 6 Utility Fixtures, Install Only, 4”x2” Tee 8 EA 50400 ALT “A” TOTAL$ 426,965.00 COUNTY Administrationcosts% 5%$ 21,348.25 TOTAL$ 448,313.25 LOCATION MAP N.T.S. Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Approve Change Order 1 to Layne Inliner, LLC (Reynolds Inliner), in the amount of $400,000.00 for sanitary sewer line cleaning and inspection at various locations throughout the City of Clearwater for a new contract total of $1,200,000.00; and authorize the appropriate officials to execute same. (consent) SUMMARY: The City has initiated a comprehensive maintenance program to clean, inspect, rehabilitate and repair existing sanitary sewer pipelines and manholes throughout the City of Clearwater. A key element of the maintenance program is preventative cleaning and inspecting with closed circuit television to identify deficiencies in the underground infrastructure. This type of work is performed by a combination of both City and contract crews in order to meet program goals. The program objective is to maintain the integrity of the sanitary sewer system and minimize disruptions in service to our citizens. April 15, 2010, the Clearwater City Council awarded a contract to Reynolds Inliner, LLC for the Sanitary Sewer and Televising Inspection per Bid No. 09-0047-UT in the amount of $800,000 with two one-year extensions, when agreed by both parties. Reynolds Inliner, LLC has changed their name to Layne Inliner, LLC and agreed to honor the pricing with the same terms and conditions of the contract to provide continued services to the City. The City Utilities staff will coordinate with in-house crew progress and direct the contractor, on an ongoing basis, to those areas as prescribed in the preventative maintenance schedule to meet program goals. Sufficient revenue is available in Utility Renewal and Replacement project 0327-96665, Sanitary Sewer R and R to fund this change order. Type: Capital expenditure Current Year Budget?:Budget Adjustment: YesNone Budget Adjustment Comments: Current Year Cost:Annual Operating Cost: $400,000 Not to Exceed:Total Cost: For Fiscal Year: 2011 to 2012 Cover Memo Appropriation CodeAmountAppropriation Comment Item # 4 0327-96665-563800-535-$400,000See Summary 000-0000 09- Bid Required?:Bid Number: No0047- UT Other Bid / Contract:Bid Exceptions: None Review 1) Engineering 2) Financial Services 3) Office of Management and Budget 4) Legal 5) Clerk 6) Assistant City Approval: Manager 7) City Manager 8) Clerk Cover Memo Item # 4 Attachment number 1 \nPage 1 of 2 Item # 4 Attachment number 1 \nPage 2 of 2 Item # 4 Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Approve the request to change the name of First Avenue North, a right-of-way under the jurisdiction of the City of Clearwater, to Dimmitt Drive; and adopt Resolution 12-13. SUMMARY: Owners of Dimmitt Chevrolet and Cadillac have submitted a request to the City to change the name of First Avenue North to Dimmitt Drive. The subject street extends from its western terminus at US Highway 19 North to its eastern terminus at Chautauqua Avenue for a total length of approximately 546 feet. Lawrence Dimmitt, III and LHD Properties, Ltd. own all property fronting both the north and south sides of First Avenue North; both owners are associated with the Dimmitt dealership operations. Pinellas County and the local Postmaster of the United States Postal Service have each submitted a letter of no objection to the request. The Engineering Department conducted an interdepartmental review of the request. Representatives of all City departments, potentially affected by the vacation, have no objection to the request. Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) City Manager 6) Clerk Cover Memo Item # 5 Attachment number 1 \nPage 1 of 2 RESOLUTION NO. 12-13 A RESOLUTION OF THE CITY OF CLEARWATER, FLORIDA, PURSUANT TO SEC. 28.02, CLEARWATER CODE OF ORDINANCES, CHANGING THE NAME OF FIRST AVENUE NORTH LYING EAST OF US HIGHWAY 19, WEST OF CHAUTAUQUA AVENUE AND WITHIN THE CITY LIMITS OF CLEARWATER, TO ; PROVIDING AN EFFECTIVE DATE. WHEREAS, the City of Clearwater received a petition from a local business owner, who owns all real property with frontage along First Avenue North, requesting the street name change; and WHEREAS, the City of Clearwater, pursuant to Sec. 28.02 Clearwater City Code of Ordinances wishes to change the name of First Avenue North lying east of US Highway 19 North, west of Chautauqua Avenue and within the City limits of Clearwater, ;ow, therefore, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF CLEARWATER, FLORIDA: Section 1. First Avenue North, lying east of US Highway 19 North, west of Chautauqua Avenue and within the City Limits of Clearwater, as shown on the attached Exhib Section 2. This resolution shall take effect immediately upon adoption. PASSED AND ADOPTED this _______ day of _____________, 2012. ____________________________ George N. Cretekos Mayor Approved as to form: Attest: __________________________ _____________________________ Camilo Soto Rosemarie Call Assistant City Attorney City Clerk Item # 5 Resolution No. 12- 13 Attachment number 1 \nPage 2 of 2 EXHIBIT A RD ENTERPRISE FOURTHAVE N THIRDAVE N SECOND AVE N Lakebreeze Ln N Lakebreeze Ln S Dr DR CT N RD McCORMICK DR Chels CT S CAMDEN ² Resolution 12-13: 0300600 Street Name Change Item # 5 First Ave N to Dimmitt Dr Feet Prepared by: Engineering Department Geographic Technology Division 100 S. Myrtle Ave, Clearwater, FL 33756 Map Gen By:CD Reviewed By:CL Date:07/23/2012 Grid #:233A S-T-R:32-28-16 Ph: (727)562-4750, Fax: (727)526-4755 www.MyClearwater.com Attachment number 2 \nPage 1 of 1 LOCATION MAP RD ENTERPRISE FOURTHAVE N AVE THIRDN SECOND AVEN Lakebreeze Ln N Lakebreeze Ln S Dr DR CT N RD McCORMICK DR Che CTS ² Dimmitt Chevrolet: Legend 25485 US HIGHWAY 19 N Item # 5 Dimmitt Chevrolet Parcel Prepared by: Engineering Department Geographic Technology Division 100 S. Myrtle Ave, Clearwater, FL 33756 Map Gen By:CD Reviewed By:CL Date:07/19/2012 Grid #:233A S-T-R:32-28-16 Scale:N.T.S. Ph: (727)562-4750, Fax: (727)526-4755 www.MyClearwater.com Item # 5 Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Approve amendments to the Clearwater Comprehensive Plan removing provisions and maps associated with implementing school concurrency, amending certain provisions of the Capital Improvements Element for consistency with Florida State Statutes and updating Map A-3 Future Land Use: 2018, Map A-14 Citywide Design Structure and Map E-1 Coastal Storm Area (Including Coastal High Hazard Area), and pass Ordinance 8334-12 on first reading. (CPA2012-04001) SUMMARY: In 2011, the Florida Legislature passed the Community Planning Act, which removed state-mandated concurrency requirements for schools for all local governments. The School Planning Workgroup, which consists of staff from each of the local governments previously required to implement school concurrency, the School District, and the Pinellas Planning Council, met in July 2011 to review the legislative changes and options, and subsequently recommended to the Pinellas Schools Collaborative that school concurrency be discontinued. The Collaborative, which consists of elected officials from Pinellas County, twelve municipalities, and the School Board, agreed with the Workgroups recommendation and voted to approve amendments to the Public Schools Interlocal Agreement in April 2012 that eliminated the sections related to the implementation of school concurrency. At their June 20, 2012 meeting, the Clearwater City Council approved these amendments to the Public Schools Interlocal Agreement. Amendments to the Clearwater Comprehensive Plan are needed to remove references to school concurrency in several Elements of the Plan. The Community Planning Act (2011) also revised statutory requirements related to the Capital Improvements Element. The Act maintained the requirement that the Capital Improvements Element be reviewed annually, but updates to the schedule of capital improvements may now be processed by ordinance and will not be considered amendments to the Plan, thereby eliminating the need to submit the annual update for state review. The Act also eliminated the requirement for the element to demonstrate financial feasibility. Therefore, this amendment revises the Capital Improvements Element by modifying policies related to these provisions. Several miscellaneous map items are also included within this proposed amendment. Proposed Ordinance 8334-12 includes the following amendments: Amends the table of maps for language to be consistent with the proposed amendments in this ordinance. Deletes portions of the Future Land Use Element, Intergovernmental Coordination Element, Capital Improvements Element and Public School Facilities Element related to school concurrency implementation. Amends language in the Coastal Management Element that references map E-1 to be consistent with the new proposed maps E-1A and E-1B (Coastal Storm Area). Amends the Capital Improvements Element to be consistent with Florida State Statutes by removing Cover Memo requirements that an update to the schedule of capital improvements necessitates an amendment to the Item # 6 comprehensive plan and that this schedule of improvements be financially feasible. The financially feasible requirement is replaced with a provision requiring that projects listed in the 5-year schedule be identified as funded or unfunded and given a level of priority. Amends Map A-3 Future Land Use: 2018 to have consistent legend nomenclature with the table after Policy A.2.2.1 (updating the €Water ‚Water/Drainage Feature classification and the €Drainage Feature Overlay classification). Amends Map A-14 Citywide Design Structure which showed La Belle Plaza, a Multi-Neighborhood Shopping Center located on the east side of Highland Avenue north of Belleair Road, as extending all the way to Nursery Road. The proposed amended map depicts the correct parcel boundaries of La Belle Plaza with the northern parcel boundary lying approximately 315 feet south of Nursery Road. Amends Map E-1 Coastal Storm Area by replacing it with two maps, one showing the west, or Gulf, side of the City (E-1A) and the other showing the east, or Bay, side of the City (E-1B). In 2010, the Florida Department of Community Affairs officially recognized the most recent update of the Sea, Lake, and Overland Surges from Hurricanes (SLOSH) computerized storm surge model, prepared by FEMA in 2009, which is used in determining the location of the Coastal High Hazard Area (CHHA) and the Citys Coastal Storm Area (CSA). With the release of the updated model, new maps must be adopted into local comprehensive plans. Deletes all maps associated with the Public School Facilities Element. These maps will be moved to the Comprehensive Plans data and analysis section, thereby eliminating the need to amend the plan when this map series is updated. The Community Development Board (CDB) reviewed the proposed amendment at its meeting on July 17, 2012 and unanimously recommended the amendment for approval. Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) City Manager 6) Clerk Cover Memo Item # 6 Attachment number 1 \nPage 1 of 3 Item # 6 Attachment number 1 \nPage 2 of 3 Item # 6 Attachment number 1 \nPage 3 of 3 Item # 6 Attachment number 2 \nPage 1 of 25 · · · · · · · Item # 6 Attachment number 2 \nPage 2 of 25 Item # 6 Attachment number 2 \nPage 3 of 25 Item # 6 Attachment number 2 \nPage 4 of 25 Item # 6 Attachment number 2 \nPage 5 of 25 Item # 6 Attachment number 2 \nPage 6 of 25 Item # 6 Attachment number 2 \nPage 7 of 25 Item # 6 Attachment number 2 \nPage 8 of 25 Item # 6 Attachment number 2 \nPage 9 of 25 Item # 6 Attachment number 2 \nPage 10 of 25 · · · Item # 6 Attachment number 2 \nPage 11 of 25 Item # 6 Attachment number 2 \nPage 12 of 25 Item # 6 Attachment number 2 \nPage 13 of 25 Item # 6 Attachment number 2 \nPage 14 of 25 Item # 6 Attachment number 2 \nPage 15 of 25 Item # 6 Attachment number 2 \nPage 16 of 25 Item # 6 Attachment number 3 \nPage 1 of 5 Item # 6 Attachment number 3 \nPage 2 of 5 Item # 6 Attachment number 3 \nPage 3 of 5 Item # 6 Attachment number 3 \nPage 4 of 5 Item # 6 Attachment number 3 \nPage 5 of 5 Item # 6 Attachment number 4 \nPage 1 of 4 City of Clearwater Comprehensive Plan 2008 Future Land Use: 2018 Map #: A-3, 2012 ADDENDUM Date: 06/14/2012 OLDSMAR Pinellas Planning Council / Jun 2012 Source: Legend Future Land Use Categories Residential and Mixed Use DUNEDIN RE - RESIDENTIAL ESTATE RS - RESIDENTIAL SUBURBAN RL - RESIDENTIAL LOW RU - RESIDENTIAL URBAN RLM - RESIDENTIAL LOW MEDIUM RM - RESIDENTIAL MEDIUM RH - RESIDENTIAL HIGH R/OL- RESIDENTIAL/OFFICE LIMITED R/OG- RESIDENTIAL/OFFICE GENERAL R/O/R- RESIDENTIAL/OFFICE/RETAIL RFH- RESORT FACILITIES HIGH Commercial CN - COMMERCIAL NEIGHBORHOOD CL - COMMERCIAL LIMITED CG - COMMERCIAL GENERAL CBD - CENTRAL BUSINESS DISTRICT Industrial IL - INDUSTRIAL LIMITED IG - INDUSTRIAL GENERAL Urban Support P - PRESERVATION R/OS - RECREATION/OPEN SPACE INS - INSTITUTIONAL T/U - TRANSPORTATION/UTILITY Special Designations CRD-COMMUNITY REDEVELOPMENT DISTRICT WATER - WATER/DRAINAGE FEATURE DRAINAGE FEATURE OVERLAY CLEARWATER PLANNING AREA OUTSIDE CLEARWATER CITY LIMITS Prepared by: Engineering Department / IT Geographic Technology Division 100 S. Myrtle Ave, Clearwater, FL 33756 Ph: (727)562-4750, Fax: (727)526-4755 www.MyClearwater.com BELLEAIR Item # 6 Scale:N.T.S. LARGO Attachment number 4 \nPage 2 of 4 City of Clearwater Area Map - Citywide Design Structure Citywide Design Structure Map #: A-14. 2012 ADDENDUM OLDSMAR Gulf Date: 6/13/2012 of W W City of Clearwater Mexico W Source: W Planning Department 6/12 W k SR-590 W DUNEDIN Legend _ W _ W _ Activity Centers _ W _ Destination Points W W _ _ ___ _ City / Pinellas County Parcels k _ W W _ _ W W Scientology Owned Parcels ST _ _ _ W Multi-Neighborhood Shopping Center GOU SR-60 _ _ _ Neighborhood Shopping Center BROW SAFETY HARBOR SR-60 US-19 ALT. COU _ _ _ _ _ Landmarks / Icons _ _ _ _ TURNER Neighborhood Character Features P Gateways Peach PINE PINEST P Designated Scenic Non-Com. Corridors Downtown Detail W DRUIDRD Scenic Corridors Corridors To Redevelop Corridors To Preserve PSTA Transit Routes Trails - Existing Trails - Proposed k Scenic Overlook View Corridor Clearwater Planning Area Outside Clearwater City Limits Florida Scenic Highway : Courtney Campbell Causeway (runs from McMullen-Booth Road to Veterans Expressway k (SR589) in Hillsborough County.) k Clearwater Harbor Prepared by: Information Technology Department ² Geographic Technology Division 100 S. Myrtle Ave, Clearwater, FL 33756 www.MyClearwater.com Disclaimer: Public information data is furnished by the City of Clearwater Engineering Department, and must be accepted and used by the recipient with the understanding that the data received was collected for the purpose of developing a graphic infrastructure inventory. As such, the City of Clearwater Item # 6 makes no warranties, expressed or implied, concerning the accuracy, BELLEAIR completeness, reliability, or suitability of this data for any other particular Scale:N.T.S. use. Furthermore, the City of Clearwater assumes no liability whatsoever associated with the use or misuse of such data. LARGO Attachment number 4 \nPage 3 of 4 City of Clearwater Comprehensive Plan 2008 Coastal Storm Area (Including Coastal High Hazard Area) Gulf of Mexico Map #: E-1A, 2012 ADDENDUM Date: 6/15/2012 Tampa Bay Regional Planning Council Source: Pinellas County / Feb 2012 This map is representational only. For complete information refer to Pinellas County Planning. Prepared by: Engineering Department Geographic Technology Division ² 100 S. Myrtle Ave, Clearwater, FL 33756 Ph: (727)562-4750, Fax: (727)526-4755 www.MyClearwater.com Disclaimer: Public information data is furnished by the City of Clearwater Engineering Department, and must be accepted and used by the recipient with the understanding that the data received was collected for the purpose of developing a graphic infrastructure inventory. As such, the City of Clearwater Item # 6 makes no warranties, expressed or implied, concerning the accuracy, completeness, reliability, or suitability of this data for any other particular Scale:N.T.S. use. Furthermore, the City of Clearwater assumes no liability whatsoever associated with the use or misuse of such data. Attachment number 4 \nPage 4 of 4 City of Clearwater Comprehensive Plan 2008 Coastal Storm Area (Including Coastal High Hazard Area) Tampa Bay Map #: E-1B, 2012 ADDENDUM Date: 6/15/2012 Tampa Bay Regional Planning Council Source: Pinellas County / Feb 2012 This map is representational only. For complete information refer to Pinellas County Planning. Prepared by: Engineering Department Geographic Technology Division ² 100 S. Myrtle Ave, Clearwater, FL 33756 Ph: (727)562-4750, Fax: (727)526-4755 www.MyClearwater.com Disclaimer: Public information data is furnished by the City of Clearwater Engineering Department, and must be accepted and used by the recipient with the understanding that the data received was collected for the purpose of developing a graphic infrastructure inventory. As such, the City of Clearwater Item # 6 makes no warranties, expressed or implied, concerning the accuracy, completeness, reliability, or suitability of this data for any other particular Scale:N.T.S. use. Furthermore, the City of Clearwater assumes no liability whatsoever associated with the use or misuse of such data. Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Approve amendments to the Community Development Code addressing the general provisions of the Code, docks, fences and walls, tree removal permits, temporary uses, Level One (minimum development standards) approvals, and definitions and pass Ordinance 8349-12 on first reading. SUMMARY: The Clearwater Business Task Force (BTF) was established on April 7, 2011 by the City Council to provide feedback on the current rules and regulations affecting businesses and business development. The BTF submitted its final report to City Council on August 29, 2011. The report consisted of 71 recommendations to change public perceptions about being business friendly, streamline development application processes and enable greater signage flexibility. City staff reviewed each of the recommendations and presented to City Council ideas as to how some of them may be adopted as well as a prospective timeframe for these adoptions to occur. At the direction of the City Council, staff prepared a text amendment to the Community Development Code (CDC) addressing the more straightforward recommendations of the BTF as well as a few amendments proposed by staff. These changes were reviewed by the Community Development Board (CDB) at its meeting of December 20, 2011, at which time the Board recommended the approval of the amendment. City Council passed and adopted the Ordinance on second reading on February 2, 2012. Staff is now proposing a second text amendment to address further recommendations of the BTF or that would otherwise assist in fulfilling their goals, as well as additional items proposed by staff. Ordinance 8349-12 includes amendments addressing numerous sections of the CDC; some of which are a result of the recommendations of the BTF while others are initiated by staff. Below is a summary of the substantive amendments included in the ordinance. Increases the maximum amount of floor area able to be occupied by accessory uses to an overnight accommodation use in the Tourist § District from 10 percent to 15 percent through the Flexible Standard Development (FLS) process, and from 15 percent to 20 percent through the Flexible Development (FLD) process; Establishes the Retail Plazas use in the Commercial (C), Tourist (T), and Downtown (D) Districts within all available use tiers. The use § allows for interchangeability between certain uses within a retail shopping center development; Separates the Bars use from the current Nightclubs, Taverns and Bars use, and provides for definitions that distinguish the uses from one § another; Expands the Mixed Use into the Minimum Standard and Flexible Standard Development (FLS) tiers of the Commercial (C) District; § Modifies the lot area, lot width, maximum height, front setback and/or rear setback for the Office, Restaurant, and Retail Sales and Services § uses within the Flexible Standard Development (FLS) tier of the Commercial (C), Tourist (T), and/or Office (O) Districts so that more applications may be processed administratively; The off-street parking requirements for Assisted Living, Community Residential Homes, Detached Dwellings, Medical Clinics, Nursing § Homes, and Offices are modified to be consistent throughout the CDC; The off-street parking requirement for Restaurants is reduced from 15 to 12/1,000 square feet of gross floor area with the exception of the § Downtown (D) District where the parking is reduced from 12 to 10/1,000. The reductions in off-street parking rates are based upon staff experience with development proposals, as well as comparisons to other municipal codes and Institute of Traffic Engineers (ITE) parking generation data; Allows the establishment of Restaurant and/or Retail Sales and Services uses on those properties within the Retail and Restaurant District § of Beach by Design without the provision of off-street parking; Allows swimming pools/decks that are accessory to an Attached Dwellings, Overnight Accommodations, or Resort Attached Dwellings use § on Clearwater Beach to be permitted with a rear setback of zero feet; Clarifies that only one dock structure is permitted for a single-family or two-family dwelling; § Numerous changes clarifying the provisions of Article 3, Division 8, Fences and Walls; and § Establishes the temporary use, Temporary Buildings During Construction to allow businesses that are in the midst of renovations to be able § to bring temporary buildings onto the site and still be able to function/operate. The CDB reviewed the proposed text amendment at its meeting of July 17, 2012. The Board unanimously recommended the amendment for approval. Cover Memo Item # 7 Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) City Manager 6) Clerk Attachment number 1 \nPage 1 of 43 ORDINANCE NO. 8349-12 AN ORDINANCE OF THE CITY OF CLEARWATER, FLORIDA MAKING AMENDMENT TO THE COMMUNITY DEVELOPMENT CODE BY AMENDING ARTICLE 2, ZONING DISTRICTS, CHART 2-100 PERMITTED USES, TO ADD BARS AND RETAIL PLAZAS AS PERMITTED USES, AND TO RESTATE THE NIGHTCLUBS, TAVERNS AND BARS USE AS NIGHTCLUBS AND RESTATE THE ANIMAL GROOMING AND OR BOARDING USE AS ANIMAL BOARDING, AND TO DELETE THE RESIDENTIAL SHELTERS USE FROM THE MEDIUM HIGH DENSITY RESIDENTIAL (MHDR) DISTRICT; AMENDING ARTICLE 2, ZONING DISTRICTS, DIVISION 4, MEDIUM HIGH DENSITY RESIDENTIAL DISTRICT (MHDR), TO MODIFY CERTAIN OFF-STREET PARKING REQUIREMENTS AND TO DELETE THE RESIDENTIAL SHELTERS USE FROM THE DISTRICT AND DELETE ASSOCIATED FLEXIBILITY CRITERIA; AMENDING ARTICLE 2, ZONING DISTRICTS, DIVISION 7, COMMERCIAL DISTRICT (C), TO DELETE A FOOTNOTE PERTAINING TO SETBACKS FOR PARKING LOTS, ADD A FOOTNOTE PERTAINING TO SCHOOLS, AMEND A FOOTNOTE PERTAINING TO EDUCATIONAL FACILITIES, GOVERNMENTAL USES, MEDICAL CLINICS AND SOCIAL COMMUNITY CENTERS, TO MODIFY VARIOUS DEVELOPMENT STANDARDS AND FLEXIBILITY CRITERIA, AND TO ESTABLISH DEVELOPMENT STANDARDS AND FLEXIBILITY CRITERIA FOR BARS, RETAIL PLAZAS, AND ANIMAL BOARDING; AMENDING ARTICLE 2, ZONING DISTRICTS, DIVISION 8, TOURIST DISTRICT (T), TO DELETE THE DENSITY DEVELOPMENT STANDARD FOR ALL USES, TO MODIFY VARIOUS DEVELOPMENT STANDARDS AND FLEXIBILITY CRITERIA, AND TO ESTABLISH DEVELOPMENT STANDARDS AND FLEXIBILITY CRITERIA FOR BARS AND RETAIL PLAZAS, AS WELL AS TO ADD A FOOTNOTE ALLOWING FOR NO PARKING REQUIREMENT FOR CERTAIN USES WITHIN THE RETAIL/RESTAURANT CHARACTER DISTRICT OF BEACH BY DESIGN, AND A FOOTNOTE ALLOWING A REDUCED SETBACK FOR SWIMMING POOLS/DECKS WHEN ACCESSORY TO ATTACHED DWELLINGS, OVERNIGHT ACCOMMODATIONS OR RESORT ATTACHED DWELLINGS USES; AMENDING ARTICLE 2, ZONING DISTRICTS, DIVISION 9, DOWNTOWN DISTRICT (D), TO MODIFY VARIOUS DEVELOPMENT STANDARDS AND FLEXIBILITY CRITERIA, AND TO ESTABLISH DEVELOPMENT STANDARDS AND FLEXIBILITY CRITERIA FOR BARS AND RETAIL PLAZAS; AMENDING ARTICLE 2, ZONING DISTRICTS, DIVISION 10, OFFICE DISTRICT (O), TO DELETE A FOOTNOTE PERTAINING TO SETBACKS FOR PARKING LOTS, AND TO MODIFY VARIOUS DEVELOPMENT STANDARDS AND FLEXIBILITY CRITERIA; AMENDING ARTICLE 2, ZONING DISTRICTS, DIVISION 12, INSTITUTIONAL DISTRICT (I), TO RESTRICT RESIDENTIAL SHELTERS FROM LOCATING WITHIN THE CLEARWATER DOWNTOWN REDEVELOPMENT PLAN AREA; AMENDING ARTICLE 2, ZONING DISTRICTS, DIVISION 13, INDUSTRIAL RESEARCH AND TECHNOLOGY DISTRICT (IRT), TO DELETE A FOOTNOTE PERTAINING TO SETBACKS FOR PARKING Item # 7 Attachment number 1 \nPage 2 of 43 LOTS, TO MODIFY VARIOUS DEVELOPMENT STANDARDS AND FLEXIBILITY CRITERIA, AND MODIFY FOOTNOTES PERTAINING TO OFFICE, VEHICLE SALES/DISPLAYS, MAJOR VEHICLE SALES/DISPLAYS, AND/OR VEHICLE SERVICE USES, AND TO ESTABLISH DEVELOPMENT STANDARDS AND FLEXIBILITY CRITERIA FOR ANIMAL BOARDING AND BARS AS WELL AS TO ADD A NEW FOOTNOTE REGARDING BARS; AMENDING ARTICLE 3, DEVELOPMENT STANDARDS, DIVISION 6, DOCK/MARINA STANDARDS, TO CLARIFY THAT IN NO EVENT SHALL MORE THAN ONE DOCK STRUCTURE BE LOCATED AT A SINGLE-FAMILY OR TWO-FAMILY DWELLING; AMENDING ARTICLE 3, DEVELOPMENT STANDARDS, DIVISION 8, FENCES AND WALLS, TO MODIFY OR ESTABLISH REGULATIONS PERTAINING TO HEIGHT REQUIREMENTS, LANDSCAPING, CORNER AND DOUBLE FRONTAGE LOTS, CHAINLINK FENCES, VACANT LOTS, SUBDIVISIONS, AND RETAINING WALLS; AMENDING ARTICLE 3, DEVELOPMENT STANDARDS, DIVISION 12, LANDSCAPING/TREE PROTECTION, SECTION 3-1205, TREE PROTECTION, TO PROVIDE FOR AN EXPIRATION TO TREE REMOVAL PERMITS; AMENDING ARTICLE 3, DEVELOPMENT STANDARDS, DIVISION 21, TEMPORARY USES, TO ALLOW FOR A NEW TEMPORARY USE, TEMPORARY BUILDINGS DURING CONSTRUCTION, AND APPROPRIATE REGULATIONS; AMENDING ARTICLE 4, DEVELOPMENT REVIEW AND OTHER PROCEDURES, DIVISION 3, PERMITTED USES: LEVEL ONE, TO ALLOW FOR CHANGES OF USE WHEN CONFORMANCE WITH APPLICABLE REQUIREMENTS MAY NOT BE POSSIBLE OR PRACTICABLE; AMENDING ARTICLE 8, DEFINITIONS AND RULES OF CONSTRUCTION, TO AMEND THE DEFINITIONS FOR ANIMAL GROOMING OR BOARDING USES, RETAIL SALES AND SERVICES, AND LIMITED VEHICLE SERVICE, DELETE THE DEFINITION FOR NIGHTCLUBS, TAVERNS AND BARS, AND ADD DEFINITIONS FOR BARS, NIGHTCLUBS, RETAIL PLAZAS, AND TEMPORARY BUILDINGS DURING CONSTRUCTION; PLAN AND PROPER ADVERTISEMENT; PROVIDING FOR SEVERABILITY; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, the City of Clearwater adopted a new Community Development Code on January 21, 1999 which was effective on March 8, 1999, and WHEREAS, since the effective date of the new Community Development Code, the City of Clearwater has reviewed numerous development proposals in all of the new zoning districts in all parts of the City that utilize the Minimum Standard, Flexible Standard and Flexible levels of review, and WHEREAS, the City of Clearwater desires for the Community Development Code to function effectively and equitably throughout the City, and WHEREAS, the City of Clearwater has determined where the Community Development Code needs clarification and revision, Item # 7 Ordinance No. 8349-12 Page 2 Attachment number 1 \nPage 3 of 43 WHEREAS, the Clearwater Business Task Force was established on April 7, 2011 by the City Council to provide feedback on the current rules and regulations affecting businesses and business development, and WHEREAS, The Clearwater Business Task Force submitted to City Council on August 29, 2011, a final report that consisted of 71 recommendations to change public perceptions , now therefore, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF CLEARWATER, FLORIDA: Section 1. That Article 2, Zoning Districts, Chart 2-100 Permitted Uses, of the Community Development Code, be, and the same is hereby amended to read as follows: CHART 2-100 PERMITTED USES Use Categories LDR LMDR MDR MHDR HDR MHP C T D O I IRT OSR P CRNCOD IENCOD Residential Accessory dwellings X X X X X X Attached dwellings X X X X X X X Community residential homes X X X X X X X X Detached dwellings X X X X X X X X Mobile homes X Mobile home parks X Residential infill projects X X X X X X X Nonresidential Adult uses X X Airport X Alcoholic beverage sales X X X Animal grooming and or boarding X X X Assisted living facilities X X X X Automobile service stations X X Bars X X X X Cemeteries X Comprehensive infill redevelopment project (CIRP) X X X X X X X Congregate care X X X X Convention center X Educational facilities X X X X Governmental uses X X X X X X Halfway houses X Hospitals X Indoor recreation/entertainment X X X X Light assembly X Manufacturing X Marinas X Marinas and marina facilities X X X X Item # 7 Ordinance No. 8349-12 Page 3 Attachment number 1 \nPage 4 of 43 Medical clinic X X X X Mixed use X X X X Nightclubs, taverns and bars X X X X Non-residential off-street parking X X X X Nursing homes X X X X Offices X X X X X X Off-street parking X X Open space X Outdoor recreation/entertainment X X X X Outdoor retail sales, display and/or storage X X Overnight accommodations X X X X X X X X Parking garages and lots X X X X X X Parks and recreation facilities X X X X X X X X X X X X Places of worship X X X X Problematic uses X Public facility X X Publishing and printing X Public transportation facilities X X X X X X X Research and technology use X Residential shelters X X X Resort Attached Dwellings X Restaurants X X X X X X Retail plazas X X X Retail sales and services X X X X X X X X RV parks X Salvage yards X Schools X X X X X X X X Self-storage warehouse X X Social and community centers X X X X Social/public service agencies X X X X Telecommunications towers X X X X X TV/radio studios X X Utility/infrastructure facilities X X X X X X X X X X X X X X X Vehicle sales/displays X X Vehicle sales/displays, limited X X Vehicle sales/displays, major X Vehicle service X Vehicle service, limited X Vehicle service, major X Veterinary offices X X X X Wholesale/distribution/warehouse facility X Item # 7 Ordinance No. 8349-12 Page 4 Attachment number 1 \nPage 5 of 43 Section 2. That Article 2, Zoning Districts, Division 4, Medium High Density Residential District (MHDR), Section 2-402, Minimum Standard Development, Table 2-402 Community Development Code, be, and the same is hereby amended to read as follows: Table 2-402. "MHDR" Minimum Standard Development Use Min. Lot Min. Lot Min. Setbacks (ft.) Max. Height Min. Off-Street Area Width (ft.) (ft.) Parking Front Side Rear(1) (sq. ft.) Attached Dwellings 15,000 150 25 10 15 30 2/unit Community Residential 5,000 50 25 10 15 30 1.5/unit Homes (6 or fewer residents) 2/unit Detached Dwellings 15,000 150 25 10 15 30 1.5/unit 2/unit (1) The Building Code may require the rear setback on a waterfront lot to be at least 18 feet from any seawall. Section 3. That Article 2, Zoning Districts, Division 4, Medium High Density Residential District (MHDR), Section 2-403, Flexible Standard Development, Table 2-403 be, and the same is hereby amended to read as follows: Table 2-403. "MHDR" Flexible Standard Development Use Min. Lot Min. Lot Min. Setbacks (ft.) Max. Height Min. Off-Street Area Width (ft.) (ft.) Parking Front Side Rear(1) (sq. ft.) Assisted Living Facilities 15,000 150 25 10 15 3040 1/1000 sq. ft. 1 per 2 residents Attached Dwellings 15,000 150 25 10 1015 3050 2/unit Community Residential 5,000 50 1525 510 515 3040 1 per 2 residents Homes (up to 14 residents) Detached Dwellings 5,000 50 25 510 515 3040 1.5/unit 15,000 150 2/unit Nursing Homes 15,000 150 25 10 15 3040 1/1,000 sq. ft. 1 per 2 residents Overnight Accommodations 15,000 150 25 10 15 3040 1/unit Schools 40,000 200 25 10 15 3040 1/3 students Utility/Infrastructure n/a n/a 25 10 15 n/a n/a Facilities(2) (1) The Building Code may require the rear setback on a waterfront lot to be at least 18 feet from any seawall. (2) Utility/Infrastructure uses shall not exceed three acres. Any such use, alone or when added to contiguous like uses which exceed three acres shall require a land use plan map amendment to Transportation/Utility which shall include such uses and all contiguous like uses. Section 4. That Article 2, Zoning Districts, Division 4, Medium High Density Residential District (MHDR), Section 2-404, Flexible Development, Table 2- Item # 7 Ordinance No. 8349-12 Page 5 Attachment number 1 \nPage 6 of 43 Flexible Development, Community Development Code, be, and the same is hereby amended to read as follows: Table 2-404. "MHDR" Flexible Development Use Min. Lot Min. Lot Min. Setbacks (ft.) Max. Height Min. Off-Street Area Width (ft.) (ft.) Parking Front Side Rear(1) (sq. ft.) Attached Dwellings 15,000 150 1525 010 1015 3050 2/unit Congregate Care 15,000 150 25 10 15 30 1 per 2 residents Non-Residential Off-Street n/a n/a 25 5 10 n/a n/a Parking(2) Overnight Accommodations 15,000 150 1525 010 1015 30 1/unit Parks and recreation n/a n/a 35 20 25 30 1 per 20,000 SF facilities land area or as determined by the community development coordinator based on the ITE Manual standards Residential Infill Projects(3) n/a n/a 1025 010 015 30 2/unit Residential Shelters 15,000 150 25 10 15 30 2/1,000 GFA Section 5. That Article 2, Zoning Districts, Division 4, Medium High Density Residential District (MHDR), Section 2-404, Flexible Development, Community Development Code, be, and the same is hereby amended to read as follows: * * * * * * * * * * Flexibility Criteria: * * * * * * * * * * G. Residential shelters. 1. The parcel proposed for development does not abut a manufacturing or wholesale sales and service use; 2. The parcel proposed for development is located within 600 feet of a transit line; 3. The parcel proposed for development is not located within 1,500 feet of another residential shelter; 4. All outdoor lighting is designed and located so that no light fixture casts light directly on to adjacent land used for residential purposes; 5. The residential shelter does not involve outdoor eating or sleeping facilities. Section 6. That Article 2, Zoning Districts, Division 7, Commercial District (C), Section 2-702, Minimum Standard Development, Table 2-Minimum Development Standards, Community Development Code, be, and the same is hereby amended to read as follows: Table 2-702. "C" District Minimum Development Standards Use Min. Lot Min. Lot Max. Height Min. Min. Min. Min. Off-Street Area Width (ft.) (ft.) Front Side Rear Parking Spaces (sq. ft.) (ft.) (ft.) (ft.) Item # 7 Ordinance No. 8349-12 Page 6 Attachment number 1 \nPage 7 of 43 Governmental Uses(1) 10,000 100 252510 204/1,000 SF GFA Indoor Recreation/ 10,000 100 252510 205/1000 SF GFA or Entertainment 5/lane, 2/court or 1/machine Mixed Use 10,000 100 25 25 10 20 Based upon specific use requirements Offices 10,000 100 252510 204/1,000 SF GFA 3/1,000 SF GFA Overnight Accommodations 40,000 200 252510 201/unit Parks and Recreational n/a n/a 252510 201 per 20,000 SF Facilities land area or as determined by the community development coordinator based on ITE Manual standards Places of Worship 40,000 200 252510 201 per 2 seats Restaurants 10,000 100 252510 2015 12/1,000 SF GFA Retail Plazas 15,000 100 25 25 10 20 4/1,000 SF GFA Retail Sales and Services 10,000 100 252510 205/1,000 SF GFA Social and Community 10,000 100 252510 205/1,000 SF GFA Centers Vehicle Sales/Display 40,000 200 252510 202.5/1,000 SF Lot Sales Area (1) Governmental uses shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to institutional which shall include such uses and all contiguous like uses. Section 7. That Article 2, Zoning Districts, Division 7, Commercial District (C), Section 2-703, Flexible Standard Development, Table 2- Development Standards, Community Development Code, be, and the same is hereby amended to read as follows: Table 2-703. "C" District Flexible Standard Development Standards Use Min. Lot Min. Lot Max. Height Min. Min. Min. Min. Off-Street Area Width (ft.) (ft.) Front Side Rear Parking Spaces (sq. ft.) (ft.)* (ft.) (ft.) Accessory Dwellings n/a n/a n/a n/a n/a n/a 1 space per unit Adult Uses 5,000 50 25 25 10 20 5 per 1,000 GFA Alcoholic Beverage Sales 10,000 100 25 25 10 20 5 per 1,000 GFA Automobile Service Stations 10,000 100 25 25 10 20 5/1,000 SF GFA Bars 10,000 100 25 25 10 20 10 per 1,000 GFA Educational Facilities(1) 40,000 200 25 25 10 20 1 per 2 students Governmental Uses(1) 10,000 100 2550 25 10 20 4 spaces per 1,000 GFA Item # 7 Ordinance No. 8349-12 Page 7 Attachment number 1 \nPage 8 of 43 Indoor 5,00050100 25 25 10 20 35/1000 SF Recreation/Entertainment 10,000 GFA or 35/lane, 12/court or 1/machine Medical Clinics(1) 10,000 100 25 25 10 20 235/1,000 GFA Mixed Use 5,000 50 100 25 50 25 0 10 10 20 Based upon 10,000 specific use requirements Nightclubs 10,000 100 25 25 10 20 10 per 1,000 GFA Offices 5,000 3,500 50 30 100 2550 25 010 1020 3 4 spaces 10,000 per 1,000 GFA 3/1,000 SF GFA Off-Street Parking 10,000 100 n/a 25 10 20 n/a Outdoor Retail Sales, 20,000 100 25 25 10 20 5 per 1,000 SF of Display and/or Storage outdoor display area Overnight Accommodations 20,000150200 2550 25 010 1020 1 per unit 40,000 Places of Worship(2) 20,000 100200 2550 25 10 20 .5-1 per 2 seats 40,000 Public Transportation n/a n/a 10 n/a n/a n/a n/a Facilities(3) Restaurants 5,000 3,500 50 30 100 25 35 50 25 010 1020 7 15 12 spaces 10,000 per 1,000 GFA Retail Plazas 15,000 100 25 50 25 010 1020 4 spaces per 1,000 GFA Retail Sales and Services 5,000 3,500 50 30 100 25 35 50 25 010 1020 45 spaces per 10,000 1,000 GFA Schools (5) 40,000 200 25 25 0-10 10-20 1 per 3 students Social and Community 3,50035100 2535 25 010 1020 45 spaces per Centers (1) 10,000 1,000 GFA Utility/Infrastructure n/a n/a 20 25 10 20 n/a Facilities(4) Vehicle Sales/Displays 20,000150200 25 25 10 20 2.5 spaces per 40,000 1,000 of lot sales area Veterinary Offices or Animal 10,000 100 25 25 10 20 4 spaces per Grooming and Boarding 1,000 GFA * The front setback may be reduced to 15 feet for parking lots provided the land area is not sufficient to accommodate the full setback requirement and the reduction results in an improved site plan or improved design and appearance and landscaping is in excess of the minimum required. (1) Educational facilities, Governmental uses, Medical clinics and Social and community centers uses shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to Institutional which shall include such uses and all contiguous like uses. (2) Places of worship shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to Institutional which shall include such uses and all contiguous like uses. (3) Public transportation facilities shall not exceed three acres. Any such use, alone or when added to contiguous like uses which exceed three acres shall require a land use plan map amendment to Transportation/Utility which Item # 7 Ordinance No. 8349-12 Page 8 Attachment number 1 \nPage 9 of 43 shall include such uses and all contiguous like uses. (4) Utility/Infrastructure uses shall not exceed three acres. Any such use, alone or when added to contiguous like uses which exceed three acres shall require a land use plan map amendment to Transportation/Utility which shall include such uses and all contiguous like uses. (5) In the Commercial Neighborhood (CN), Commercial Limited (CL) and Commercial General (CG) land use categories, Schools shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to Institutional which shall include such uses and all contiguous like uses. Section 8. That Article 2, Zoning Districts, Division 7, Commercial District (C), Section 2-703, Flexible Standard Development, Community Development Code, be, and the same is hereby amended to read as follows with subsections re-lettered as appropriate: * * * * * * * * * * Flexibility criteria : * * * * * * * * * * E. Bars. 1. The parcel proposed for development is not contiguous to a parcel of land which is designated as residential in the Zoning Atlas; 2. The parcel proposed for development is not located within 500 feet of a parcel of land used for purposes of a place of worship or a public or private school unless the intervening land uses, structures or context are such that the location of the stand alone bar is unlikely to have an adverse impact on such school or use as a place of worship. * * * * * * * * * * J. Mixed use. 1. Lot area and width: The reduction in lot area and/or width will not result in a building which is out of scale with existing buildings in the immediate vicinity of the parcel proposed for development. 2. Side and rear setback: a. The reduction in side and/or rear setback does not prevent access to the rear of any building by emergency vehicles. b. The reduction in side and/or rear setback results in an improved site plan, more efficient parking, or improved design appearance and landscaped areas are in excess of the minimum required. 3. The increased height results in an improved site plan, landscaping areas in excess of the minimum required or improved design and appearance. * * * * * * * * * * I K. Offices. 1. Height: a. The increased height results in an improved site plan, landscaping area in excess of the minimum required or improved design and appearance. b. The increased height will not reduce the vertical component of the view from any adjacent residential property. 2. Side and rear setback: a. The reduction in side and rear setback does not prevent access to the rear of any building by emergency vehicles; b. The reduction in side and rear setback results in an improved site plan, more efficient parking or improved design and appearance; c. The reduction in side and rear setback does not reduce the amount of landscaped area otherwise required. Item # 7 Ordinance No. 8349-12 Page 9 Attachment number 1 \nPage 10 of 43 3. Off-street parking: The physical characteristics of a proposed building are such that the likely uses of the property will require fewer parking spaces per floor area than otherwise required or that the use of significant portions of the building are for storage or other non-parking demand generation purposes. 3. Lot area and width: The reduction in lot area and/or width will not result in a building which is out of scale with existing buildings in the immediate vicinity of the parcel proposed for development. * * * * * * * * * * L N. Outdoor retail sales, display and/or storage. * * * * * * * * * * 7. The parcel proposed for outdoor storage or display fully conforms to the requirements of Article 3, Division 7 12 in regard to landscaping; * * * * * * * * * * T. Retail plazas. 1. Height: a. The increased height results in an improved site plan, landscaping areas in excess of the minimum required and/or improved design and appearance; b. The increased height will not reduce the vertical component of the view from any adjacent residential property. 2. Side and rear setback: a. The reduction in side and rear setback does not prevent access to the rear of any building by emergency vehicles; b. The reduction in side and rear setback results in an improved site plan, more efficient parking or improved design and appearance; c. The reduction in side and rear setback does not reduce the amount of landscaped area otherwise required. 3. Restaurants within the retail plaza may occupy up to 25% of the total gross floor area of the retail plaza. Any restaurant, or fraction thereof, that exceeds 25% must provide off-street parking at a rate consistent with the parking requirement for the restaurant use in the district. 4. All retail plaza buildings, including outparcels, must be unified in terms of color, materials, and architectural style. * * * * * * * * * * V X. Veterinary offices, or animal grooming/boarding. * * * * * * * * * * Section 9. That Article 2, Zoning Districts, Division 7, Commercial District (C), Section 2-704, Flexible Development, Table 2- Community Development Code, be, and the same is hereby amended to read as follows: Table 2-704. "C" District Flexible Development Standards Use Min. Lot Min. Lot Max. Height Min. Min. Min. Min. Off-Street Area Width (ft.) Front Side Rear Parking (sq. ft.) (ft.) (ft.) (ft.) (ft.) Alcoholic Beverage Sales 5,00050100 25 1525 010 1020 5 per 1,000 GFA 10,000 Animal Boarding 5,000 50 100 25 15 25 0 10 10 20 4 spaces per Item # 7 Ordinance No. 8349-12 Page 10 Attachment number 1 \nPage 11 of 43 10,000 1,000 GFA Bars 5,000 50 100 25 15 25 0 10 10 20 10 per 1,000 GFA 10,000 Comprehensive Infill n/a n/a n/a n/a n/a n/a Determined by the Redevelopment Project community development coordinator based on the specific use and/or ITE Manual standards Indoor 3,50030100 2550 1525 010 1020 35/1000 SF Recreation/Entertainment 10,000 GFA or 35/lane, 12/court or 1/machine Light Assembly 5,00050100 25 1525 010 1020 45 spaces per 10,000 1,000 GFA Limited Vehicle Service 5,00050100 25 1525 010 1020 45 spaces per 10,000 1,000 GFA Marinas and Marina 5,00050 25 25 10 20 1 space per 2 slips Facilities 20,000 Mixed Use 5,00050100 2550 1525 010 1020 45 spaces per 10,000 1,000 GFA and 2 spaces per residential unit Based upon specific use requirements Nightclubs 5,00050100 25 1525 010 1020 10 per 1,000 GFA 10,000 Offices 3,50030100 2550 1525 010 1020 3 - 4 spaces per 10,000 1,000 GFA 3/1,000 SF GFA Off-Street Parking 10,000 100 n/a 1525 010 1020 n/a Outdoor 20,000 100 25 1525 10 1020 110 per 1,000 Recreation/Entertainment SQ FT of land area or as determined by the community development coordinator based on ITE Manual standards Overnight Accommodations 20,000100200 2550 1525 010 1020 1 per unit 40,000 Problematic Uses 5,000 50 25 1525 10 1020 5 spaces per 1,000 SF GFA Restaurants 3,50035100 2550 1525 010 1020 7 15 12 spaces 10,000 per 1,000 GFA Retail Plazas 15,000 100 25 50 15 25 010 1020 4 spaces per 1,000 GFA Retail Sales and Services 3,50030100 2550 1525 010 1020 45 spaces per 10,000 1,000 GFA RV Parks 40,000 200 25 1525 20 1020 1 space per RV Item # 7 Ordinance No. 8349-12 Page 11 Attachment number 1 \nPage 12 of 43 space Schools (2) 30,000-100-200 25-50 15-25 0-10 10-20 1 per 3 students 40,000 Self Storage 20,000 100 25 1525 10 1020 1 per 20 units plus 2 for manager's office Social/Public Service 5,00050100 2550 1525 010 1020 34 spaces per Agencies(1) 10,000 1,000 GFA Telecommunication Towers 10,000 100 Refer to 25 10 20 n/a section 3- 2001 Vehicle Sales/Displays 10,000100200 25 1525 10 1020 2.5 spaces per 40,000 1,000 SQ FT of lot area Veterinary Offices or 5,00050100 25 1525 010 1020 4 spaces per Grooming and Boarding 10,000 1,000 GFA (1) Social/public service agencies shall not exceed five acres. (2) In the Commercial Neighborhood (CN), Commercial Limited (CL) and Commercial General (CG) land use categories, Schools shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to Institutional which shall include such uses and all contiguous like uses. Section 10. That Article 2, Zoning Districts, Division 7, Commercial District (C), Section 2-704, Flexible Development, Community Development Code, be, and the same is hereby amended to read as follows with subsections re-lettered as appropriate: * * * * * * * * * * Flexible development. * * * * * * * * * * B. Animal boarding. 1. The parcel is not contiguous to a parcel of land which is designated as residential in the Zoning Atlas. 2. The use of the parcel does not involve animal confinement facilities that are open to the outside. 3. Animals may have supervised outdoor exercise but only between 7:00 a.m. - 9:00 p.m. In no case shall animals be left unsupervised while outdoors. 4. Accessory boarding facilities shall contain waste control facilities and an air- handling system for disinfection and odor control. 5. Lot area and width: The reduction in lot area and width will not result in a building which is out of scale with existing buildings in the immediate vicinity. 6. Side and rear setback: a. The reduction in side and/or rear setback does not prevent access to the rear of any building by emergency vehicles; b. The reduction in side and/or rear setback results in an improved site plan, more efficient parking, or improved design and appearance and landscaped areas are in excess of the minimum required. 7. Front setback: The reduction in front setback results in an improved site plan or improved design and appearance. C. Bars. Item # 7 Ordinance No. 8349-12 Page 12 Attachment number 1 \nPage 13 of 43 1. Location: a. The parcel is not contiguous to a parcel of land which is designated as residential in the Zoning Atlas; b. The parcel is not located within 500 feet of a parcel of land used for a place of worship or a public or private school unless the intervening land uses, structures or context are such that the location of the stand alone bar is unlikely to have an adverse impact on such school or use as a place of worship; c. The parcel has frontage on an arterial street but will not involve direct access to a major arterial street; 2. Lot area and width: The reduction in lot area and width will not result in a building which is out of scale with existing buildings in the immediate vicinity of the parcel proposed for development. 3. Front setback: The reduction in front setback results in an improved site plan or improved design and appearance. 4. Side and rear setback: a. The reduction in side and/or rear setback does not prevent access to the rear of any building by emergency vehicles; b. The reduction in side and/or rear setback results in an improved site plan, more efficient parking, or improved design and appearance and landscaped areas are in excess of the minimum required. * * * * * * * * * * Q. Retail plazas. 1. Height: a. The increased height results in an improved site plan, landscaping areas in excess of the minimum required and/or improved design and appearance; b. The increased height will not reduce the vertical component of the view from any adjacent residential property. 2. Front setback: The reduction in front setback results in an improved site plan or improved design and appearance. 3. Side and rear setback: a. The reduction in side and rear setback does not prevent access to the rear of any building by emergency vehicles; b. The reduction in side and rear setback results in an improved site plan, more efficient parking or improved design and appearance; c. The reduction in side and rear setback does not reduce the amount of landscaped area otherwise required. 4. Restaurants within the retail plaza may occupy up to 25% of the total gross floor area of the retail plaza. Any restaurant, or fraction thereof, that exceeds 25% must provide off-street parking at a rate consistent with the parking requirement for the restaurant use in the district. 5. All retail plaza buildings, including outparcels, must be unified in terms of color, materials, and architectural style. * * * * * * * * * * U Y. Veterinary offices, grooming and boarding. * * * * * * * * * * Item # 7 Ordinance No. 8349-12 Page 13 Attachment number 1 \nPage 14 of 43 Section 11. That Article 2, Zoning Districts, Division 8, Tourist District (T), Section 2- 802, Table 2-Community Development Code, be, and the same is hereby amended to read as follows: Table 2-802. "T" District Flexible Standard Development Standards (1) Use Min. Lot Min. Lot Max. Min. Setbacks Density Min. Off-Street (1)(1) Area Width Height (ft.) Parking (sq. ft.) (ft.) (ft.) Front Side Rear Accessory Dwellings n/a n/a n/a n/a n/a n/a 30 1/unit units/acre Alcoholic Beverage Sales 5,000 50 35 1015 10 20 n/a 5 per 1,000 GFA (6) Attached Dwellings 10,000 100 3550 1015 10 1020 30 2 per unit units/acre Bars 5,000 50 35 15 10 20 10 per 1,000 GFA (2) Governmental Uses 10,000 100 3550 1015 010 1020 n/a 34/1,000 GFA Indoor 5,000 50 35 100 015 010 20 n/a 10 per 1,000 GFA Recreation/Entertainment 50 Medical Clinic 10,000 100 30 35 1015 10 20 20 235/1,000 GFA 50 Mixed Use 5,000 50100 3550 015 010 1020 30 Based upon 10,000 units/acre specific use requirements Nightclubs 5,000 50 35 15 10 20 n/a 10 per 1,000 GFA Non-Residential Off-Street n/a n/a n/a 25 5 10 n/a n/a Parking Offices 5,000 50 100 35 50 10 0 010 1020 n/a 3 4 spaces per 10,000 15 1,000 GFA 3/1,000 SF GFA Outdoor 5,000 50 35 1015 10 20 n/a 2.5 spaces per Recreation/Entertainment 1,000 sq. ft. of lot area or as determined by the community development director based on ITE Manual standards Overnight Accommodations 20,000 1003550 1015 010 1020 40 1.2 per unit 150 rooms/acr e Parking Garages and Lots 20,000 100 50 1525 10 1020 n/a n/a Parks and Recreation n/a n/a 50 25 10 20 n/a 1 per 20,000 SF Facilities land area or as determined by the community development coordinator based on ITE Manual standards Public Transportation n/a n/a 10 n/a n/a n/a n/a n/a (3) Facilities Item # 7 Ordinance No. 8349-12 Page 14 Attachment number 1 \nPage 15 of 43 Resort Attached 10,000 100 3550 1015 10 1020 30 1.5 per unit (6) Dwellings units/acre Restaurants 5,000 50100 2535 10 0 010 1020 n/a 7 15 12 spaces (5) 10,000 35 50 15 per 1,000 GFA Retail Plazas 15,000 100 35 50 0 15 010 1020 4 spaces per 1,000 GFA Retail Sales and Services 5,000 50100 35 50 10 0 010 1020 n/a 45 spaces per (5) 10,000 15 1,000 GFA Social and Community 5,00050100 3550 1015 010 1020 n/a 45 spaces per Center 10,000 1,000 GFA Utility/Infrastructure n/a n/a n/a 25 10 10 n/a n/a (4) Facilities (1) Specific standards for the Old Florida District and the Marina District that supersede the above regulations are set forth in Beach by Design: A Preliminary Design for Clearwater Beach and Design Guidelines. (2) Governmental uses shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to Institutional which shall include such uses and all contiguous like uses. (3) Public transportation facilities shall not exceed three acres. Any such use, alone or when added to contiguous like uses which exceed three acres shall require a land use plan map amendment to Transportation/Utility which shall include such uses and all contiguous like uses. (4) Utility/infrastructure uses shall not exceed three acres. Any such use, alone or when added to contiguous like uses which exceed three acres shall require a land use plan map amendment to Transportation/Utility which shall include such uses and all contiguous like uses. (5) For those properties within the boundaries of the Retail/Restaurant District, as established by Beach by Design, off-street parking shall not be required. (6) Swimming pools and/or decks in conjunction with a swimming pool that are accessory to either an attached dwellings, overnight accommodations, or resort attached dwellings principal use on Clearwater Beach are permitted a rear setback of zero feet. Section 12. That Article 2, Zoning Districts, Division 8, Tourist District (T), Section 2- 802, Flexible Standard Development, Community Development Code, be, and the same is hereby amended to read as follows with subsections re-lettered as appropriate: * * * * * * * * * * Flexibility criteria: A. Accessory dwellings. 1. One accessory dwelling that is subordinate and accessory to a principal permitted use. 2. Title to the accessory dwelling is vested in the ownership of the principal use. 3. The floor area of the accessory dwelling does not exceed 25 percent of the floor area of the principal use. * * * * * * * * * * D. Bars. 1. Location. The parcel proposed for development is not contiguous to a parcel of land which is designated as residential in the Zoning Atlas; 2. The design of all buildings complies with the Tourist District design guidelines in Division 5 of Article 3. * * * * * * * * * * I K. Offices. Item # 7 Ordinance No. 8349-12 Page 15 Attachment number 1 \nPage 16 of 43 1. The use of the parcel proposed for development fronts on but will not involve direct access to a major arterial street; 2. All signage is a part of the comprehensive sign program; 1. Lot area and width: The reduction in lot area will not result in a building which is out of scale with existing buildings in the immediate vicinity of the parcel proposed for development; 3 2. The design of all buildings complies with the Tourist District design guidelines in Article 3, Division 5. 4 3. Setbacks: a. The reduction in front setback contributes to a more active and dynamic streetlife; b. The reduction in front setback results in an improved site plan or improved design and appearance; c. The reduction in side and rear setbacks does not prevent access to the rear of any building by emergency vehicles; d. The reduction in side and rear setbacks results in an improved site plan, more efficient parking or improved design and appearance; e. The reduction in side and rear setbacks results in landscaped areas in excess of the minimum required. 5. Off-street parking: a. Adequate parking is available on a shared basis as determined by all existing land uses within 1,000 feet of parcel proposed for development, or parking is available through any existing or planned and committed parking facilities or the shared parking formula in Article 2, Division 14; b. The physical characteristics of a proposed building are such that the likely uses of the property will require fewer parking spaces per floor area than otherwise required or that the use of significant portions of the building will be used for storage or other non-parking demand-generating purposes. 6 4. Height: The increased height results in an improved site plan or improved design and appearance. * * * * * * * * * * K M. Overnight accommodations. * * * * * * * * * * 10. Accessory uses. * * * * * * * * * * b. The maximum floor area for accessory uses located within the building interior shall be limited to ten 15 percent of the gross floor area of the development; * * * * * * * * * * P R. Restaurants. 1. Lot area and width: The reduction in lot area will not result in a building which is out of scale with existing buildings in the immediate vicinity of the parcel proposed for development; 2. Location: The use of the parcel proposed for development will not involve direct access to a major arterial street; 32. Height: The increased height results in an improved site plan and/or improved design and appearance; 4 3. Signs: No sign of any kind is designed or located so that any portion of the sign is more than six feet above the finished grade of the front lot line of the parcel Item # 7 Ordinance No. 8349-12 Page 16 Attachment number 1 \nPage 17 of 43 proposed for development unless such signage is a part of an approved comprehensive sign program; 54. Setbacks: a. The reduction in front setback contributes to a more active and dynamic street life; b. The reduction in front setback results in an improved site plan or improved design and appearance; c. The reduction in side and rear setbacks does not prevent access to the rear of any building by emergency vehicles; d. The reduction in side and rear setbacks results in an improved site plan, more efficient parking or improved design and appearance; e. The reduction in side and rear setbacks does not reduce the amount of landscaped area otherwise required. 65. Off-street parking: a. The physical characteristics of a proposed building are such that the likely uses of the property will require fewer parking spaces per floor area than otherwise required or that the use of significant portions of the building will be used for storage or other non-parking demand-generating purposes; b. Adequate off-street parking is available on a shared basis as determined by all existing land uses within 1,000 feet of the parcel proposed for development, or parking is available through any existing or planned and committed parking facilities or the shared parking formula in Article 2, Division 14; c. Fast food restaurants shall not be eligible for a reduction in the number of off-street parking spaces. 76. The design of all buildings complies with the Tourist District design guidelines in Division 5 of Article 3 * * * * * * * * * * S. Retail plazas. 1. Height: The increased height results in an improved site plan or improved design and appearance; 2. Setbacks: a. The reduction in front setback contributes to a more active and dynamic street life; b. The reduction in front setback results in an improved site plan or improved design and appearance; c. The reduction in side and rear setbacks does not prevent access to the rear of any building by emergency vehicles; d. The reduction in side and rear setbacks results in an improved site plan, more efficient parking or improved design and appearance; e. The reduction in side and rear setbacks does not reduce the amount of landscaped area otherwise required. 3. The design of all buildings complies with the Tourist District design guidelines in Division 5 of Article 3. 4. Restaurants within the shopping center may occupy up to 25% of the total gross floor area of the shopping center. Any restaurant, or fraction thereof, that exceeds 25% must provide off-street parking at a rate consistent with the parking requirement for the restaurant use in the district. 5. All shopping center buildings, including outbuildings, must be unified in terms of color, materials, and architectural style. Item # 7 Ordinance No. 8349-12 Page 17 Attachment number 1 \nPage 18 of 43 Q T. Retail sales and services. 1. Lot area and width: The reduction in lot area will not result in a building which is out of scale with existing buildings in the immediate vicinity of the parcel proposed for development; 2. Location: The use of the parcel proposed for development will not involve direct access to a major arterial street; 32. Height: The increased height results in an improved site plan or improved design and appearance; 4 3. Setbacks: a. The reduction in front setback contributes to a more active and dynamic street life b. The reduction in front setback results in an improved site plan or improved design and appearance; c. The reduction in side and rear setbacks does not prevent access to the rear of any building by emergency vehicles; d. The reduction in side and rear setbacks results in an improved site plan, more efficient parking or improved design and appearance; e. The reduction in side and rear setbacks does not reduce the amount of landscaped area otherwise required. 54. Off-street parking: a. The physical characteristics of a proposed building are such that the likely uses of the property will require fewer parking spaces per floor area than otherwise required or that the use of significant portions of the building will be used for storage or other non-parking demand-generating purposes; b. Adjacent land uses are of a nature that there is a high probability that patrons will use modes of transportation other than the automobile to access the use; c. Adequate parking is available on a shared basis as determined by all existing land uses within 1,000 feet of the parcel proposed for development, or parking is available through any existing or planned and committed parking facilities or the shared parking formula in Article 2, Division 14. 65. The design of all buildings complies with the Tourist District design guidelines in Division 5 of Article 3. * * * * * * * * * * Section 13. That Article 2, Zoning Districts, Division 8, Tourist District (T), Section 2- 803, Table 2-pment Standards, Community Development Code, be, and the same is hereby amended to read as follows: Table 2-803. "T" Flexible Development Standards (1) Use Min. Lot Min. Lot Max. Min. Min. Min. Density Min. Off-Street Area Width Height Front Side Rear Parking (1)(1)(1)(1) (sq. ft.) (ft.) (ft.) (ft.) (ft.) (ft.) Alcoholic Beverage Sales 5,000 50 35100 015 010 1020 n/a 5 per 1,000 GFA (3) Attached Dwellings 5,000 50100 35100 015 010 1020 30 2 per unit 10,000 units/acre Item # 7 Ordinance No. 8349-12 Page 18 Attachment number 1 \nPage 19 of 43 Bars 5,000 50 35100 015 010 1020 10 per 1,000 GFA Comprehensive Infill n/a n/a n/a n/a n/a n/a 30 2 spaces per Redevelopment Project units/acre; attached dwelling 40 unit and as rooms/acre determined Determined by the community development coordinator for all other uses based on the specific use and/or ITE Manual standards Limited Vehicle Sales and 5,000 50 35100 015 010 1020 n/a 45 spaces per Display 1,000 GFA Marinas and Marina 5,000 50 25 1015 010 1020 n/a 1 space per 2 slips Facilities Mixed Use 5,00050100 35100 015 010 020 30 Based upon 10,000 units/acre specific use requirements Nightclubs 5,000 50 35100 015 010 1020 n/a 10 per 1,000 GFA Offices 5,000 50 100 35100 015 010 1020 n/a 3 - 4 spaces per 10,000 1,000 GFA 3/1,000 SF GFA Outdoor 5,000 50 35 515 010 1020 n/a 2.5 spaces per Recreation/Entertainment 1,000 SQ FT of lot area or as determined by the community development coordinator based on ITE Manual standards Overnight 10,00010035100 015 010 020 40 1-1.2 per unit (3) Accommodations 150 rooms/acre 20,000 Resort Attached 5,00050100 35100 015 010 1020 30 1.5 per unit (3) Dwellings 10,000 units/acre Restaurants 5,000 50100 25100 015 010 1020 n/a 7 15 12 spaces (2) 10,000 per 1,000 GFA Retail Plazas 15,000 100 35 100 0 15 010 1020 4 spaces per 1,000 GFA Retail Sales and Services 5,000 50100 35100 015 010 1020 n/a 45 spaces per (2) 10,000 1,000 GFA (1) Specific standards for the Old Florida District and the Marina District that supersede the above regulations are set forth in Beach by Design: A Preliminary Design for Clearwater Beach and Design Guidelines. (2) For those properties within the boundaries of the Retail/Restaurant District, as established by Beach by Design, off-street parking shall not be required. (3) Swimming pools and/or decks in conjunction with a swimming pool that are accessory to either an attached dwellings, overnight accommodations, or resort attached dwellings principal use on Clearwater Beach are permitted a rear setback of zero feet. Item # 7 Ordinance No. 8349-12 Page 19 Attachment number 1 \nPage 20 of 43 Section 14. That Article 2, Zoning Districts, Division 8, Tourist District (T), Section 2- 803, Flexible Development, Community Development Code, be, and the same is hereby amended to read as follows with subsections re-lettered as appropriate: * * * * * * * * * * Flexibility criteria: * * * * * * * * * * C. Bars. 1. Location. The parcel proposed for development is not contiguous to a parcel of land which is designated as residential in the Zoning Atlas; 2. Height: The increased height results in an improved site plan and/or improved design and appearance; 3. Setbacks: a. The reduction in front setback contributes to a more active and dynamic street life; b. The reduction in front setback results in an improved site plan or improved design and appearance; c. The reduction in side and rear setback does not prevent access to the rear of any building by emergency vehicles; d. The reduction in side and rear setback results in an improved site plan, more efficient parking or improved design and appearance; 4. The design of all buildings complies with the Tourist District design guidelines in Division 5 of Article 3. * * * * * * * * * * G H. Offices. 1. Height: The increased height results in an improved site plan or improved design and appearance; 2. Signs: No sign of any kind is designed or located so that any portion of the sign is more than six feet above the finished grade of the front lot line of the parcel proposed for development unless such signage is a part of an approved comprehensive sign program; 2. Lot area and width: The reduction in lot area will not result in a building which is out of scale with existing buildings in the immediate vicinity of the parcel proposed for development; 3. Location: The use of the parcel proposed for development will not involve direct access to a major arterial street; 4 3. Setbacks: a. The reduction in front setback contributes to a more active and dynamic street life; b. The reduction in front setback results in an improved site plan or improved design and appearance; c. The reduction in side and rear setback does not prevent access to the rear of any building by emergency vehicles; d. The reduction in side and rear setback results in an improved site plan, more efficient parking or improved design and appearance; 54. Off-street parking: a. The physical characteristics of a proposed building are such that the likely uses of the property will require fewer parking spaces per floor area than otherwise required or that the use of significant portions of the building will be used for storage or other non-parking demand-generating purposes; Item # 7 Ordinance No. 8349-12 Page 20 Attachment number 1 \nPage 21 of 43 b. Adequate parking is available on a shared basis as determined by all existing land uses within 1,000 feet of the parcel proposed for development, or parking is available through existing or planned and committed parking facilities or the shared parking formula in Article 3, Division 14. 65. The design of all buildings complies with the Tourist District design guidelines in Division 5 of Article 3. * * * * * * * * * * I. Overnight accommodations. * * * * * * * * * * 11. Accessory uses. * * * * * * * * * * b. The following shall apply to required parking for accessory uses: i. Accessory uses located within the building interior may occupy between ten 15 percent and 15 20 percent of the gross floor area of the development, but only when additional parking is provided for that portion of the accessory uses which exceeds ten 15 percent. The required amount of parking shall be calculated by using the minimum off-street parking development standard for the most intensive accessory use(s). Where there is a range of parking standards, the lowest number of spaces allowed shall be used to calculate the additional amount of off-street parking required for the project. In projects where the interior accessory uses exceed 15 20 percent of the building gross floor area, all interior accessory uses shall be considered additional primary uses for purposes of calculating development potential and parking requirements. * * * * * * * * * * K L. Restaurants. 1. Lot area and width: The reduction in lot area will not result in a building which is out of scale with existing buildings in the immediate vicinity of the parcel proposed for development; 2. Location: The use of the parcel proposed for development will not involve direct access to a major arterial street; 32. Height: The increased height results in an improved site plan and/or improved design and appearance; 4. Signs: No sign of any kind is designed or located so that any portion of the sign is more than six feet above the finished grade of the front lot line of the parcel proposed for development unless the sign is a part of a comprehensive sign program; 53. Setbacks: a. The reduction in front setback contributes to a more active and dynamic street life; b. The reduction in front setback results in an improved site plan or improved design and appearance; c. The reduction in side and rear setback does not prevent access to the rear of any building by emergency vehicles; d. The reduction in side and rear setback results in an improved site plan, more efficient parking or improved design and appearance; 64. Off-street parking: Item # 7 Ordinance No. 8349-12 Page 21 Attachment number 1 \nPage 22 of 43 a. The physical characteristics of a proposed building are such that the likely uses of the property will require fewer parking spaces per floor area than otherwise required or that the use of significant portions of the building for storage or other non-parking demand-generating purposes; b. Fast food restaurants shall not be eligible for a reduction in the number of off-street parking spaces; c. Adequate parking is available on a shared basis as determined by all existing land uses within 1,000 feet of the parcel proposed for development, or parking is available through any existing or planned and committed parking facilities or the shared parking formulas in Article 3, Division 14. 75. The design of all buildings complies with the Tourist District design guidelines in Division 5 of Article 3. M. Retail plazas. 1. Height: The increased height results in an improved site plan or improved design and appearance; 2. Setbacks: a. The reduction in front setback contributes to a more active and dynamic street life; b. The reduction in front setback results in an improved site plan or improved design and appearance; c. The reduction in side and rear setbacks does not prevent access to the rear of any building by emergency vehicles; d. The reduction in side and rear setbacks results in an improved site plan, more efficient parking or improved design and appearance; e. The reduction in side and rear setbacks does not reduce the amount of landscaped area otherwise required. 3. The design of all buildings complies with the Tourist District design guidelines in Division 5 of Article 3. 4. Restaurants within the shopping center may occupy up to 25% of the total gross floor area of the shopping center. Any restaurant, or fraction thereof, that exceeds 25% must provide off-street parking at a rate consistent with the parking requirement for the restaurant use in the district. 5. All shopping center buildings, including outbuildings, must be unified in terms of color, materials, and architectural style. * * * * * * * * * * Section 15. That Article 2, Zoning Districts, Division 9, Downtown District (D), Section 2-902, Table 2-Community Development Code, be, and the same is hereby amended to read as follows: Table 2-902. "D" Flexible Standard Development Standards Use Max. Height (ft.) Min. Off-Street Parking Accessory Dwellings n/a n/a Alcoholic Beverage Sales 3050 35 per 1,000 GFA Attached Dwellings 3050 1-1.5 per unit Bars 30 50 3 10 per 1,000 GFA Item # 7 Ordinance No. 8349-12 Page 22 Attachment number 1 \nPage 23 of 43 Convention Center 30 50 5 per 1,000 GFA Indoor Recreation/Entertainment Facility 3050 35 per 1,000 GFA(1) Mixed Use 3050 Based upon specific use requirements Nightclubs 3050 310 per 1,000 GFA Offices 3050 13 per 1,000 GFA(1) Overnight Accommodations 3050 .751 per unit Parking Garages and Lots 50 n/a Parks and Recreation Facilities 50 1 per 20,000 SF or as determined by the community development coordinator based on ITE Manual standards Places of Worship 3050 .51 per 2 seats Public Transportation Facilities 10 n/a Restaurants 3050 5 15 10 per 1,000 GFA(1) Retail Plazas 30 50 4 per 1,000 GFA Retail Sales and Service 3050 24 per 1,000 GFA(1) Social and Community Centers 3050 24 per 1,000 GFA Utility/Infrastructure Facilities n/a n/a (1) For those existing buildings/properties with frontage on Cleveland Street that are located between Osceola Avenue and Myrtle Avenue that have no existing off-street parking spaces, nor the ability to provide any off- street parking spaces, the use(s) of the buildings/properties may be changed without the off-street parking that would otherwise be required for the change of use being provided. Section 16. That Article 2, Zoning Districts, Division 9, Downtown District (D), Section 2-902, Flexible Standard Development, Community Development Code, be, and the same is hereby amended to read as follows with subsections re-lettered as appropriate: * * * * * * * * * * Flexibility criteria: * * * * * * * * * * D Bars. 1. Height: The increased height results in an improved site plan and/or improved design and appearance; 2. Off-street parking: a. The physical characteristics of a proposed building are such that the likely uses of the property will require fewer parking spaces per floor area than otherwise required or the physical context, including adjacent buildings and uses are such that there is a high probability that patrons will use modes of transportation other than the automobile to access the use; b. Adequate parking is available on a shared basis as determined by all existing land uses within 1,000 feet of the parcel proposed for development or parking is available through any existing or planned and committed parking facilities or the shared parking formula in Article 3, Division 14; 3. Design: a. All street frontage is designed and used for commercial purposes; b. The design of all buildings complies with the Downtown District design guidelines in Division 5 of Article 3. * * * * * * * * * * Item # 7 Ordinance No. 8349-12 Page 23 Attachment number 1 \nPage 24 of 43 P. Retail plazas. 1. Height: The increased height results in an improved site plan and/or improved design and appearance; 2. The design of all buildings complies with the Downtown District design guidelines in Division 5 of Article 3. 3. Restaurants within the shopping center may occupy up to 25% of the total gross floor area of the shopping center. Any restaurant, or fraction thereof, that exceeds 25% must provide off-street parking at a rate consistent with the parking requirement for the restaurant use in the district. 4. All shopping center buildings, including outbuildings, must be unified in terms of color, materials, and architectural style. * * * * * * * * * * Section 17. That Article 2, Zoning Districts, Division 9, Downtown District (D), Section 2-903, Table 2-Community Development Code, be, and the same is hereby amended to read as follows: Table 2-903. "D" District Flexible Development Standards Use Max. Height Min. Off-Street (ft.) Parking Alcoholic Beverage Sales 30100 35 per 1,000 GFA Animal Boarding 30 4 per 1,000 GFA Attached Dwellings 30100 11.5 per unit Comprehensive Infill Redevelopment n/a Determined by the community development Project coordinator based on the specific use and/or ITE Manual standards Educational Facilities 30100 4/1000 GFA Governmental Uses 30100 35 per 1,000 GFA (1) Indoor Recreation/Entertainment Facility 30100 35 per 1,000 GFA Limited Vehicle Sales and Display 30 24 per 1,000 GFA Marinas and Marina Facilities 30 1 space per 2 slips Mixed Use 30100 Based upon specific use requirements Nightclubs 30100 310 per 1,000 GFA (1) Offices 30100 13 per 1,000 GFA Overnight Accommodations 50100 .751 per unit Public Facilities 30100 12 per 1,000 GFA (1) Restaurants 30100 5 15 10 per 1,000 GFA (1) Retail Sales and Service 30100 24 per 1,000 GFA Social/Public Service Agencies 30100 34 per 1,000 GFA Telecommunication Towers Refer to Section 3-2001 n/a Veterinary Offices, and or Animal 30 4 per 1,000 GFA Grooming and Boarding Item # 7 Ordinance No. 8349-12 Page 24 Attachment number 1 \nPage 25 of 43 (1) For those existing buildings/properties with frontage on Cleveland Street that are located between Osceola Avenue and Myrtle Avenue that have no existing off-street parking spaces, nor the ability to provide any off- street parking spaces, the use(s) of the buildings/properties may be changed without the off-street parking that would otherwise be required for the change of use being provided. Section 18. That Article 2, Zoning Districts, Division 9, Downtown District (D), Section 2-903, Flexible Development, Community Development Code, be, and the same is hereby amended to read as follows with subsections re-lettered as appropriate: * * * * * * * * * * B. Animal Boarding. 1. The parcel is not contiguous to a parcel of land which is designated as residential in the Zoning Atlas. 2. The use of the parcel does not involve animal confinement facilities that are open to the outside. 3. Animals may have supervised outdoor exercise but only between 7:00 a.m. - 9:00 p.m. In no case shall animals be left unsupervised while outdoors. 4. Accessory boarding facilities shall contain waste control facilities and an air- handling system for disinfection and odor control. 5. The design of all buildings complies with the Downtown District design guidelines in Division 5 of Article 3. * * * * * * * * * * RS. Veterinary offices, and or animal grooming and boarding. * * * * * * * * * * Section 19. That Article 2, Zoning Districts, Division 10, Office District (O), Section 2- 1002, Minimum Standard Development, Table 2- Standards, Community Development Code, be, and the same is hereby amended to read as follows: Table 2-1002. "O" District Minimum Development Standards Use Min. Lot Min. Lot Max. Height Min. Setbacks (ft.) Min. Off-Street Area Width (ft.) (ft.) Parking Front Side Rear (sq. ft.) Offices 10,000 100 30 25 20 10 20 3/1,000 sq. ft. GFA Parks and Recreation n/a n/a 50 25 10 20 1 per 20,000 SF Facilities land area or as determined by the community development director based on ITE Manual standards Places of Worship(1) 40,000 200 30 35 20 20 1 per 2 seats Schools 40,000 200 30 35 20 20 1/3 students (1) Places of Worship shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to Institutional which shall include such uses and all contiguous like uses. Item # 7 Ordinance No. 8349-12 Page 25 Attachment number 1 \nPage 26 of 43 Section 20. That Article 2, Zoning Districts, Division 10, Office District (O), Section 2- 1003, Flexible Standard Development, Table 2- Standards, Community Development Code, be, and the same is hereby amended to read as follows: Table 2-1003. "O" District Flexible Standard Development Standards Use Min. Lot Min. Lot Max. Height Min. Setbacks (ft.) Min. Off-Street Area Width (ft.) (ft.) Parking Front* Side Rear (sq. ft.) Accessory Dwellings n/a n/a n/a n/a n/a n/a 1/unit Community Residential 6,000 60 30 25 10 10 1 per 2 residents Homes Educational Facilities 3,500 50 3050 25 10 20 23/1,000 GFA Medical Clinic 20,000 100 30 35 20 20 5/1,000 GFA Nursing Homes 20,000 100 30 35 20 20 1 per 2 residents Offices 3,500 50 100 3050 15 25 10 10 20 23/1,000 GFA 10,000 Off-Street Parking 3,500 50 n/a 25 10 20 n/a Places of Worship (1) 20,000 100200 3050 2535 1020 1020 1 per 2 seats 40,000 Public Transportation n/a n/a 10 n/a n/a n/a n/a Facilities (2) Restaurant n/a n/a n/a n/a n/a n/a n/a Retail Sales and Service n/a n/a n/a n/a n/a n/a n/a TV/Radio Studios 40,000 200 35 35 20 20 5/1,000 GFA Utility/Infrastructure n/a n/a n/a 35 20 20 n/a Facilities (3) Veterinary Offices 5,000 50 30 25 10 20 4/1000 GFA * The front setback may be reduced to 15 feet for parking lots provided the land area is not sufficient to accommodate the full setback requirement and the reduction results in an improved design and appearance and landscaping is in excess of the minimum required. (1) Places of worship shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to Institutional which shall include such uses and all contiguous like uses. (2) Public transportation facilities shall not exceed three acres. Any such use, alone or when added to contiguous like uses which exceed three acres shall require a land use plan map amendment to transportation/utility which shall include such uses and all contiguous like uses. (3) Utility/infrastructure facilities shall not exceed three acres. Any such use, alone or when added to contiguous like uses which exceed three acres shall require a land use plan map amendment to transportation/utility which shall include such uses and all contiguous like uses. Section 21. That Article 2, Zoning Districts, Division 10, Office District (O), Section 2- 1003, Flexible Standard Development, Community Development Code, be, and the same is hereby amended to read as follows: * * * * * * * * * * Item # 7 Ordinance No. 8349-12 Page 26 Attachment number 1 \nPage 27 of 43 Flexibility criteria: * * * * * * * * * * F. Offices. 1. Height: a. The increased height results in an improved site plan, landscaping areas in excess of the minimum required or improved design and appearance; b. The increased height will not reduce the vertical component of the view from any adjacent residential property; 2. No sign of any kind is designed or located so that any portion of the sign is more than six feet above the finished grade of the front lot line of the parcel proposed for development unless such signage is a part of an approved comprehensive sign program. 3. Off-street parking: The physical characteristics of a proposed building are such that the likely use of the property will require fewer parking spaces per floor area than otherwise required or that the use of significant portions of the building will be used for storage or other non-parking demand-generating purposes. 4. Lot area and width: The reduction in lot area and/or width will not result in a building which is out of scale with existing buildings in the immediate vicinity of the parcel proposed for development; 5. Front and rear setbacks: The reduction in front and/or rear setbacks result in an improved site plan, more efficient parking or improved design and appearance. * * * * * * * * * * J. Restaurants. 1. The use is located in a building which is primarily used for office purposes; 2. The restaurant does not occupy more than ten percent of the floor area of the building in which it is located; 32. The total floor area devoted to retail sales and service use and restaurant does not occupy more than ten percent of the floor area of the building in which it is located. K. Retail sales and services. 1. The use is located in a building which is primarily used for office purposes; 2. The retail sales and service use does not occupy more than ten percent of the floor area of the building in which it is located. 2. The total floor area devoted to retail sales and service use and restaurant does not occupy more than ten percent of the floor area of the building in which it is located. * * * * * * * * * * Section 22. That Article 2, Zoning Districts, Division 10, Office District (O), Section 2- 1004, Flexible Development, Table 2- Community Development Code, be, and the same is hereby amended to read as follows: Table 2-1004. "O" District Flexible Development Standards Use Min. Lot Min. Lot Max. Height Min. Setbacks (ft.) Min. Off-Street Area Width (ft.) (ft.) Parking Front Side Rear (sq. ft.) Accessory Dwellings n/a n/a n/a n/a n/a n/a 1/unit Item # 7 Ordinance No. 8349-12 Page 27 Attachment number 1 \nPage 28 of 43 Comprehensive Infill n/a n/a n/a n/a n/a n/a Determined by the Redevelopment Project community development director based on the specific use and/or ITE Manual standards Medical Clinic 20,000 100 3050 1535 1020 1020 5/1,000 GFA Mixed Use 3,500 50 3080 1535 1020 1020 23/1,000 GFA and 2 spaces per residential unit Based upon specific use requirements Nursing Homes 20,000 100 3050 1535 1020 1020 1 per 2 residents Offices 3,500 50 3080 1535 1020 1020 23/1,000 GFA Restaurant n/a n/a n/a n/a n/a n/a n/a Retail Sales and Service n/a n/a n/a n/a n/a n/a n/a Telecommunication Towers 10,000 100 Refer to 25 10 20 n/a Section 3- 2001 TV/Radio Studios 20,000 100200 3580 1535 1020 1020 35/1,000 GFA 40,000 Section 23. That Article 2, Zoning Districts, Division 10, Office District (O), Section 2- 1004, Flexible Development, Community Development Code, be, and the same is hereby amended to read as follows with subsections re-lettered as appropriate: * * * * * * * * * * Flexibility criteria: A. Accessory dwellings. One accessory dwelling, which is subordinate and accessory to a principal permitted use provided that: 1. Title to the accessory dwelling is vested in the ownership of the principal use; 2. The floor area of the accessory dwelling does not exceed 25 percent of the floor area of the principal use. * * * * * * * * * * F. Offices. 1. Height: a. The increased height results in an improved site plan, landscaping areas in excess of the minimum required or improved design and appearance; b. The increased height will not reduce the vertical component of the view from any adjacent residential property. 2. Sign: No sign of any kind is designed or located so that any portion of the sign is more than six feet above the finished grade of the front lot line of the parcel proposed for development unless such signage is a part of an approved comprehensive sign program. 3. Off-street parking: The physical characteristics of a proposed building are such that the likely uses of the property will require fewer parking spaces per floor area than otherwise required or that the use of significant portions of the building will be used for storage or other non-parking demand-generating purposes. Item # 7 Ordinance No. 8349-12 Page 28 Attachment number 1 \nPage 29 of 43 4. Front setback: The reduction in front setback results in an improved site plan or improved design and appearance. 5. Side and rear setbacks: a. The reduction in side and/or rear setback does not prevent access to the rear of any building for emergency access; b. The reduction in side and/or rear setback results in an improved site plan, more efficient parking or improved design and appearance and landscaping in excess of the minimum required. G. Restaurants. 1. The use is located in a building which is primarily used for office purposes; 2. The restaurant does not occupy more than ten percent of the floor area of the building in which it is located; 3. The total floor area devoted to retail sales and service use and restaurant does not occupy more than ten percent of the floor area of the building in which it is located; 4. The use of the parcel proposed for development will not involve direct access to a major arterial street. H. Retail sales and services. 1. The use is located in a building which is primarily used for office purposes; 2. The retail sales and service use does not occupy more than ten percent of the floor area of the building in which it is located; 3. No sign of any kind related to the retail sales and service use is designed or located so that any portion of the sign is more than six feet above the finished grade of the front lot line of the parcel proposed for development unless such signage is a part of an approved comprehensive sign program; 4. The use of the parcel proposed for development will not involve direct access to a major arterial street. * * * * * * * * * * Section 24. That Article 2, Zoning Districts, Division 12, Institutional District (I), Section 2-1203, Flexible Standard Development, subsection K, Residential Shelters, Community Development Code, be, and the same is hereby amended to read as follows: * * * * * * * * * * Flexibility criteria: * * * * * * * * * * K. Residential shelters. 1. The parcel proposed for development does not abut a manufacturing, wholesale sales and service use wholesale/distribution/warehouse facility, office or retail sales and service use; 2. The parcel proposed for development is located within 600 feet of a transit line; 3. The parcel proposed for development is not located within 1,500 feet of another residential shelter; 4. All outdoor lighting is designed and located so that light fixtures do not cast light directly on to adjacent land use for residential purposes; 5. The residential shelter does not involve outdoor eating or sleeping facilities. 6. Front setback: The reduction in front setback results in an improved site plan or improved design and appearance and landscaping exceeds the minimum required. Item # 7 Ordinance No. 8349-12 Page 29 Attachment number 1 \nPage 30 of 43 7. Rear setback: The reduction in rear setback is necessary to preserve protected trees and/or results in an improved site plan or more efficient design and appearance and landscaping exceeds the minimum required. 8. The parcel is not located within the Clearwater Downtown Redevelopment Plan area. * * * * * * * * * * Section 25. That Article 2, Zoning Districts, Division 13, Industrial, Research and Technology District (IRT), Section 2-1302, Minimum Standard Development, Table 2- District Minimum Standard Development, Community Development Code, be, and the same is hereby amended to read as follows: Table 2-1302. "IRT" District Minimum Standard Development Standards Uses Min. Lot Min. Lot Min. Setbacks Max. Height Min. Off-Street Area Width (ft.) (ft.) (ft.) Parking (sq. ft.) Front Side/ Rear Accessory Dwellings 5,000 50 20 15 50 1/unit Governmental Uses(1) 20,000 200 20 15 50 3/1,000 SF GFA Indoor Recreation/Entertainment(2) 20,000 200 20 15 50 5/1,000 SF GFA or 5/lane, 2/court or 1/machine Manufacturing(3) 20,000 200 20 15 50 1.5/1,000 SF GFA Offices(4) 20,000 n/a 200 n/a 20 n/a 15 n/a 50 n/a 3/1,000 SF GFA n/a Outdoor Storage (accessory use)(5) n/a n/a n/a n/a n/a n/a Parks and Recreation Facilities n/a n/a 25 10/20 50 1 per 20,000 SF land area or as determined by the community development coordinator based on the ITE Manual standards Publishing and Printing 20,000 200 20 15 50 3/1,000 SF GFA Research and Technology 20,000 200 20 15 50 2/1,000 SF GFA Restaurants(6) 10,000 200 100 20 15 50 15 12 spaces per 1,000 SF GFA Self Storage 20,000 200 20 15 50 1 per 20 units plus 2 for manager's office TV/Radio Studios 20,000 200 20 15 50 4/1000 SF GFA Vehicle Service(7) 20,000 200 20 15 50 1.5/1,000 SF GFA Wholesale/Distribution/ 20,000 200 20 15 50 1.5/1,000 SF GFA Warehouse Facility (1) Government uses shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to Institutional which shall include such uses and all contiguous like uses. Item # 7 Ordinance No. 8349-12 Page 30 Attachment number 1 \nPage 31 of 43 (2) Indoor recreation/entertainment uses, when alone or added to existing contiguous like uses, and when not part of a master development plan, shall not exceed five acres. This restriction applies when used in the Industrial Limited (IL) Countywide future land use plan category. (3) In the Industrial Limited (IL) land use category, manufacturing shall be limited to a use engaged in the manufacture, predominately from previously prepared materials, of finished products or parts, including processing, fabrication, assembly, treatment, packaging, storage, sales and distribution of goods, and shall not include or allow for any exterior storage or processing of equipment or materials of any kind. (4) Offices located in the Industrial General (IG) future land use category shall be allowed only as an accessory use, located within the structure to which it is accessory, and shall not exceed 25 percent of the floor area of the principal use to which it is accessory. Offices located in the Industrial Limited (IL) future land use category are not permissible as a Minimum Standard Development. (5) Outdoor storage within the required front yard setback shall be prohibited. Such outdoor storage areas shall be limited to not more than 30 percent of the subject lot or parcel and shall be completely screened from view from all adjacent residential zoned properties and/or public rights-of-way by a solid wall/fence six feet in height. Items stored within outdoor storage areas shall not exceed six feet in height and/or shall not be otherwise visible from adjacent residentially zoned property and/or public rights-of-way. (6) Restaurants that are accessory or incidental to any permitted use will not require Flexible Standard Development application for review. Restaurants located in the IL future land use category shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan amendment to the appropriate category which shall include such use and all contiguous like uses. Restaurants located in the IG future land use category shall be allowed only as an accessory use, located within the structure to which it is accessory, and shall not exceed 25 percent of the floor area of the principal use to which it is accessory. (7) Vehicle service located in the Industrial General (IG) future land use category shall be allowed only as an accessory use, located within the structure to which it is accessory, and shall not exceed 25 percent of the floor area of the principal use to which it is accessory. Vehicle service located in the Industrial Limited (IL) future land use category shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to Commercial General which shall include such uses and all contiguous like uses. Section 26. That Article 2, Zoning Districts, Division 13, Industrial, Research and Technology District (IRT), Section 2-1303, Flexible Standard Development, Table 2- District Flexible Standard Development, Community Development Code, be, and the same is hereby amended to read as follows: Table 2-1303. "IRT" District Flexible Standard Development Standards Uses Min. Lot Min. Lot Min. Setbacks Max. Height Min. Off-Street Area Width (ft.) (ft.) (ft.) Parking (sq. ft.) Front* Side/ Rear Animal Boarding 10,000 100 20 15 30 5/1,000 SF GFA Automobile Service Stations(1) 20,000 100 20 15 30 4/1000 SF GFA Major Vehicle Service(1) 20,000 100 20 15 30 4/1000 SF GFA Manufacturing(2) 10,000 100 20 15 50 1.5/1,000 SF GFA Offices 20,000 200 20 15 50 3/1,000 SF GFA Outdoor Recreation/Entertainment(3) 40,000 200 20 15 30 110/1,000 SF Land Area or as determined by the community development coordinator based on ITE Manual standards Item # 7 Ordinance No. 8349-12 Page 31 Attachment number 1 \nPage 32 of 43 Outdoor Storage 10,000 100 20 15 30 3/1,000 SF GFA Parking Lots 10,000 100 20 15 n/a n/a Public Facilities 10,000 100 20 15 50 12 per 1,000 GFA Public Transportation Facilities(4) n/a n/a n/a n/a 10 n/a Publishing and Printing 10,000100200 20 15 50 3/1,000 SF GFA 20,000 Research and Technology 10,000 100 20 15 50 2/1,000 SF GFA Residential Shelters(5) 5,000 50 20 15 30 3/1,000 SF GFA Retail Sales and Services(1) n/a n/a n/a n/a n/a n/a Restaurants(6) 5,00050 -100 20 15 30 50 7 15 12 spaces 10,000 per 1,000 GFA Self Storage 10,000 100 20 15 50 1 per 2025 units plus 2 for manager's office TV/Radio Studios 10,000 100 20 15 50 4/1000 SF GFA Utility/Infrastructure Facilities(7) n/a n/a 20 15 n/a n/a Vehicle Sales/Displays and Major 40,000 200 20 15 30 1.5/1,000 SF Lot Vehicle Sales/Displays(8) Sales Area Vehicle Service(8) 10,000 100 20 15 50 1.5/1,000 SF GFA Veterinary Offices or Animal 10,000 100 20 15 30 5/1,000 SF GFA Grooming Wholesale/Distribution/Warehouse 10,000 100 20 15 50 1.5/1,000 SF GFA Facility * The front setback may be reduced to 15 feet for parking lots provided the land area is not sufficient to accommodate the full setback requirement and the reduction results in an improved site plan or improved design and appearance and landscaping is in excess of the minimum required. (1) Automobile service station, major vehicle service, and retail sales and service uses in the Industrial Limited (IL) future land use category that are not part of a master development plan shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to the appropriate category which shall include such uses and all contiguous like uses. (2) In the Industrial Limited (IL) land use category, manufacturing shall be limited to a use engaged in the manufacture, predominately from previously prepared materials, of finished products or parts, including processing, fabrication, assembly, treatment, packaging, storage, sales and distribution of goods, and shall not include or allow for any exterior storage or processing of equipment or materials of any kind. (3) Outdoor recreation/entertainment uses in the Industrial Limited (IL) future land use category that are not part of a master development plan shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to the appropriate category which shall include such uses and all contiguous like uses. (4) Public transportation facilities shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to Transportation/Utility which shall include such uses and all contiguous like uses. (5) Residential shelters shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to Transportation/Utility which shall include such uses and all contiguous like uses. (6) Restaurants that are accessory or incidental to any permitted use will not require Flexible Standard Development application for review. Restaurants located in the IL future land use category shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan amendment to the appropriate category which shall include such use and all contiguous like uses. Restaurants located in the IG future land use category shall be allowed only as an accessory use, located within Item # 7 Ordinance No. 8349-12 Page 32 Attachment number 1 \nPage 33 of 43 the structure to which it is accessory, and shall not exceed 25 percent of the floor area of the principal use to which it is accessory. (7) Utility/infrastructure uses shall not exceed five acres. Any such use, alone or when added to contiguous like uses which exceed five acres shall require a land use plan map amendment to Transportation/Utility which shall include such uses and all contiguous like uses. (8) Vehicle sales/displays, major vehicle sales/displays, and/or vehicle service in the Industrial Limited land use category shall not exceed five acres. In the Industrial General category such use shall not exceed 25 percent or the floor area and shall be accessory. Any such use, alone or when added to contiguous like uses which exceed five acres or 25 percent of the floor area shall require a land use plan map amendment to Commercial General which shall include such uses and all contiguous like uses. In the Industrial General category such uses shall not exceed 25 percent of the floor area and shall be accessory. Section 27. That Article 2, Zoning Districts, Division 13, Industrial, Research and Technology District (IRT), Section 2-1303, Flexible Standard Development, Community Development Code, be, and the same is hereby amended to read as follows with subsections re-lettered as appropriate: * * * * * * * * * * Flexibility criteria: * * * * * * * * * * A. Animal boarding. 1. The parcel is not contiguous to a parcel of land which is designated as residential in the Zoning Atlas. 2. The use does not involve animal confinement facilities that are open to the outside. 3. Animals may have supervised outdoor exercise but only between 7:00 a.m. - 9:00 p.m. In no case shall animals be left unsupervised while outdoors. 4. Accessory boarding facilities shall contain waste control facilities and an air- handling system for disinfection and odor control. * * * * * * * * * * TU. Veterinary offices and animal grooming. * * * * * * * * * * Section 28. That Article 2, Zoning Districts, Division 13, Industrial, Research and Technology District (IRT), Section 2-1304, Flexible Development, Table 2- Flexible Development Standards, Community Development Code, be, and the same is hereby amended to read as follows: Table 2-1304. "IRT" District Flexible Development Standards Uses Min. Lot Min. Lot Min. Setbacks (ft.) Max. Height Min. Off-Street Area Width (ft.) (ft.) Parking Front* Side Rear (sq. ft.) Adult Uses(1) 10,000 100 20 15 15 30 5/1,000 SF GFA Bars (5) 10,000 100 20 15 15 30 10 per 1,000 GFA Comprehensive Infill n/a n/a n/a n/a n/a n/a Determined by the Redevelopment Project community development director coordinator based on the specific use and/or ITE Manual Item # 7 Ordinance No. 8349-12 Page 33 Attachment number 1 \nPage 34 of 43 standards Nightclubs(2) 10,000 100 20 15 15 30 15/1,000 SF GFA 10 per 1,000 GFA Offices 10,000 100 20 15 15 30 50 3/1,000 SF GFA Overnight 40,000 200 20 15 15 50 1/UNIT Accommodations(3) Salvage Yards 40,000 200 20 15 15 30 1/200 SF of office space Self Storage 20,000 100 20 15 15 30 1 per 2025 units plus 2 for manager's office Social/Public Service 10,000 100 20 15 15 30 3/1,000 SF GFA Agencies(4) Telecommunication Towers 10,000 50 25 10 20 Refer to n/a Section 3- 2001 * The front setback may be reduced to 15 feet for parking lots provided the land area is not sufficient to accommodate the full setback requirement and the reduction results in an improved site plan or improved design and appearance and landscaping is in excess of the minimum required. (1) Adult uses shall not exceed five acres in area in the Industrial Limited land use plan map category or exceed 25 percent of a project in the Industrial General land use plan map category. (2) Nightclubs shall not exceed five acres in area in the Industrial Limited land use plan map category or exceed 25 percent of a project in the Industrial General land use plan map category. (3) Overnight accommodations shall not exceed five acres in the Industrial Limited land use plan map category. (4) Social/public service agencies shall not exceed five acres. (5) Bars shall not exceed five acres in area in the Industrial Limited land use plan map category or exceed 25 percent of a project in the Industrial General land use plan map category. Section 29. That Article 2, Zoning Districts, Division 13, Industrial, Research and Technology District (IRT), Section 2-1304, Flexible Development, Community Development Code, be, and the same is hereby amended to read as follows: * * * * * * * * * * Flexibility criteria: * * * * * * * * * * B. Bars. 1. The parcel proposed for development is not contiguous to a parcel of land which is designated as residential in the Zoning Atlas; 2. The use of the parcel proposed for development will not involve direct access to a major arterial street; 3. Adjacent land uses are of a nature that there is a high probability that patrons will use modes of transportation other than the automobile to access the use. * * * * * * * * * * DE. Offices. 1. The proposed use of the parcel shall be related to the uses permitted in the district and shall include, but not be limited to, office uses related to scientific or industrial research, product development and testing, engineering development and marketing development, corporate offices provided, however, that they do Item # 7 Ordinance No. 8349-12 Page 34 Attachment number 1 \nPage 35 of 43 not provide services or uses to the general public on the premises, and such other office uses, including support services, as well as uses which are accessory to and compatible with the permitted uses. Support services for the purposes of this zoning district shall be defined as companies that supply services utilized wholly by other companies located in this zoning district. 2. Offices located in the IG future land use category shall be allowed only as an accessory use, located within the structure to which it is accessory, and shall not exceed 25 percent of the floor area of the principal use to which it is accessory. * * * * * * * * * * G. Self storage. 1. The parcel proposed for development does not abut land which is designated or used for residential purposes. 2. Access doors to individual storage units are located within a building or are screened from view from adjacent property or public rights-of-way by landscaped walls or fences located no closer to the property lines of the parcel proposed for development than five feet. * * * * * * * * * * Section 30. That Article 3, Development Standards, Division 6, Dock/Marina Standards, Community Development Code, be, and the same is hereby amended to read as follows: DIVISION 6. DOCK/MARINA STANDARDS Section 3-601. Docks. * * * * * * * * * * C. New docks. 1. Docks, boatlifts and service catwalks that serve single-family or two-family dwellings. * * * * * * * * * * e. Number of docks/slips. No dock shall provide more than two slips for the mooring of boats, except as houseboats may otherwise be permitted consistent with Chapter 33 of the City's Code of Ordinances. Slips shall be for the exclusive use of the residents of the contiguous upland property. Personal watercraft lifts are not considered to be boat slips. i) No more than one dock structure shall be located at a single- family or two-family dwelling. ii) In the event that two or more properties each already having a dock are combined, then only one dock may remain. iii) No dock shall provide more than two slips for the mooring of boats, except as houseboats may otherwise be permitted consistent with Chapter 33 of the City's Code of Ordinances. Slips shall be for the exclusive use of the residents of the contiguous upland property. Personal watercraft lifts are not considered to be boat slips. * * * * * * * * * * Section 31. That Article 3, Development Standards, Division 8, Fences and Walls, Community Development Code, be, and the same is hereby amended to read as follows: Item # 7 Ordinance No. 8349-12 Page 35 Attachment number 1 \nPage 36 of 43 DIVISION 8. FENCES AND WALLS Section 3-801. Purpose and applicability. It is the purpose of this division to provide standards for fences and walls, except earth or water retaining walls determined to be necessary by the community development coordinator and fences and walls required by Article 3, Division 12, Landscaping. * * * * * * * * * * Section 3-804. Setback and height Height requirements. The following setback and height requirements shall apply to all fences, and walls, except chain link fences. A. Front setback. Walls and fences located in front of a principal structure shall be permitted to a maximum height of 36 inches with the following exceptions: 1. In the MDR and MHDR zoning districts, brick or other masonry walls or walls with masonry columns linked by substantial grill work shall be permitted to a maximum height of six feet in a required front setback area as a Level One (flexible standard development) approval. Such walls shall be architecturally compatible with the principal structure on the property and compatible with the surrounding properties. 2. In the HDR, MHP, C, T, D, O, I, IRT, OSR, and P zoning districts, PVC fences, brick or other masonry walls or walls with masonry columns linked by substantial grill work shall be permitted to a maximum height of six feet in a required front setback front of a principal structure. 3. Walls, no greater than a maximum height of six feet, shall be permitted for the perimeter of any residential subdivision located within any zoning district. Such walls shall be architecturally compatible with the building design within the subdivision. 4. Landscaping requirements. Any fence or wall that exceeds three feet in height and is located within any required structural setback adjacent to a public right-of- way shall provide a three feet wide landscaped strip on the street side of the fence. B. Side and rear setback areas. 1. Fences and walls shall be permitted to a maximum height of six feet between the principal structure and any side or rear lot line with the following exceptions: a1. Fences and walls may be permitted up to eight feet in height if located in the Industrial, Research, and Technology District ("IRT"). b2. Fences and walls may be permitted up to eight feet in height in the Commercial District through Level One, (Flexible Standard Development) approval to buffer uses with drive-thru facilities, vehicle sales/displays, automobile service stations, outdoor retail sales, display and/or storage and residential zoning districts. If any fence is part of a Level Two review, the decision to approve the fence will be made by the Community Development Board. c3. On those properties adjacent to water, fences proposed to be located within 20 feet of the property line adjacent to the water or within the required setback, whichever is greater, must be non-opaque and cannot exceed 48 inches in height. C. Reserved. Landscaping requirements. Any fence or wall that exceeds three feet in height and is located between a principal structure and any right-of-way shall provide a three foot wide landscaped strip on the right-of-way side of the fence. Item # 7 Ordinance No. 8349-12 Page 36 Attachment number 1 \nPage 37 of 43 D. Corner lots. For the purposes of fence placement on corner lots, the front yard shall be the side of the property from which the property is addressed. The placement of any fence on this side of the property shall adhere to the front setback provisions in Section 3-804(A) 3-804.A., above. The other side of the property shall be considered a side yard. A and a fence may be erected in this area in compliance with the side yard setback provisions in subsection 3-804(B) Section 3-804.B., above, provided: the fence is consistent with the character and placement of any structures and setbacks on the adjoining properties, including the placement of the fence on the property line. 1. The fence is consistent with the character and placement of any structures and setbacks on the adjoining properties, including the placement of the fence on the property line. 2. However, if the side of the property is adjacent to a right-of-way that would be classified as an arterial or collector right-of-way by the City Engineer, then the fence may be constructed consistent with the provisions in Section 3-804.B., above, regardless of the above condition. E. Double frontage lots. For the purposes of fence placement on double frontage lots, the front yard shall be the side of the property from which the property is addressed. The placement of any fence on this side of the property shall adhere to the front setback provisions in Section 3-804(A) 3-804.A., above. The other opposite side of the property shall be considered a rear yard. A and a fence may be erected in this area in compliance with the rear yard setback provisions in Section 3-804(B) 3-804.B., above provided the following conditions exist: 1. The rear yards of the adjacent lots on the same side of the street are oriented the same as the lot on which the fence is proposed; and 2. The pattern of the dwellings across the street is also oriented with the rear yard facing the lots across the street. 3. If both of these the above conditions cannot be met, such fence in the rear setback shall not exceed three feet in height. 4. However, if the rear is adjacent to a right-of-way that would be classified as an arterial or collector right-of-way by the City Engineer, then the fence may be constructed consistent with the provisions in Section 3-804.B., above, regardless of any of the above conditions. F. Exception for attached dwellings. No fence or wall over six feet in height shall be permitted on any attached dwelling lot, except where the fence or wall is installed along the boundary of the property, in which case the fence or wall shall be uniformly designed and shall meet the height limits and other standards otherwise applicable to the fence or wall. G. Retaining walls, not including those walls associated with a detention pond which are regulated by Section 3-901, may be located between the principal structure and any front, side or rear lot line, provided no portion of the wall that is located above grade exceeds 18 inches in height unless otherwise required to be of a greater height to satisfy and environmental or engineering need as determined by the City Engineer. H. An equivalent combination of fence, wall, landscape berm or retaining wall may be utilized to achieve the maximum possible fence height; however in no case shall the combined height of the structures exceed the maximum height provisions. Section 3-805. Chainlink fences. The following requirements shall apply to chain link fences. A. Prohibited. Chainlink fences are prohibited within the Downtown District. B. Front setback. Chainlink fences shall not be permitted in the front yard setback area of a principal structure. Chainlink fences shall only be located on a parcel to the rear of the Item # 7 Ordinance No. 8349-12 Page 37 Attachment number 1 \nPage 38 of 43 front building line of the principal building, unless permitted pursuant to Section 3-802(E) above structure. C. Side and rear setbacks. Chainlink fences located in a side or rear yard between the principal structure and any side or rear lot line shall not exceed 48 inches or six feet if clad with green or black vinyl. If such side or rear yard lot line is adjacent to a public right-of-way, however, such chainlink fence shall not be permitted. D. Landscaping requirements. Chainlink fences which are not otherwise required to be landscaped by Article 3 Division 12 shall be landscaped with a continuous hedge or a nondeciduous robust growing vine at frequent intervals. Such landscaping may be located on the external or internal side of the fence along the entire length of the fence. E. Public or private recreational facilities. Chainlink fences for public or private tennis courts, golf courses and driving ranges, athletic fields, play courts, batting cages and other similar uses are exempt from height regulations contained in this section and the location restriction of Section 3-805(B) 3-805.B., above. F. Vacant lots. In all zoning districts except for the Downtown District, chainlink fences, clad with green or black vinyl, and other non-opaque fences are permitted to secure any vacant lot or lot without a primary use and are subject to all requirements of Section 3- 805 above, with the exception to Section 3-805.B. Such fences shall be limited to a maximum height of three feet in the front setback and six feet in the side and rear setback. Upon development of the vacant lot, any chain link fencing shall be removed from the front setback. F. Vacant lots. In all zoning districts except for the Downtown District, chainlink fences, clad with green or black vinyl are permitted to secure any vacant lot. Such fences shall be limited to a maximum height of six feet and are subject to the requirements of 3-805.D., above. Upon development of the vacant lot, all chain link fencing shall be removed. G. Publicly owned landbanked properties. A six foot high green or black vinyl coated chainlink fence shall be permitted around the perimeter of any publicly owned landbanked property and shall be exempt from the landscaping requirements specified in Section 3-805.D., above. * * * * * * * * * * Section 3-807. Special regulations. A. Fences for swimming pools. A swimming pool may be enclosed with a four feet foot high fence or wall. B. Publicly owned landbanked properties. A six feet high green or black vinyl coated chainlink fence shall be permitted around the perimeter of any publicly owned landbanked property and shall be exempt from the landscaping requirements for chainlink fences specified in Section 3-805(C) above. BC. Visibility triangle. All fences and walls shall comply with the sight visibility triangle requirements in Article 3, Division 9. C. Subdivisions. 1. Parcels of land within a subdivision which, in conjunction with the approval of the subdivision, were required to have a fence and/or wall shall not be permitted any additional or substitute fences or walls which otherwise contravene the general purpose and uniformity afforded by the approved plan. 2. A six-foot high wall or fence, excluding chainlink, may be installed around the perimeter of any residential subdivision, provided such a wall or fence does not conflict with Section 3-807.C.1., above, or 3-804.A. D. Subdivisions. Parcels of land within a subdivision which, in conjunction with the approval of the subdivision, were required to have a fence, wall and/or landscape plan shall not be permitted any additional or substitute fences or walls which otherwise contravene the general purpose and uniformity afforded by the approved plan. Item # 7 Ordinance No. 8349-12 Page 38 Attachment number 1 \nPage 39 of 43 DE. Construction sites. Temporary fences around construction sites may be approved by the building official and such fences shall comply with any reasonable conditions, e.g., height, location, materials, as the building official may determine appropriate for a given property. EF. Fences on publicly owned landed lands. Deviations from these fence requirements may be permitted for fences associated with public projects pursuant to the Level 1 (flexible standard) approval process. * * * * * * * * * * Section 32. That Article 3, Development Standards, Division 12, Landscaping/Tree Protection, Section 3-1205, Tree Protection, Community Development Code, be and the same is hereby amended as follows: Section 3-1205. Tree protection. * * * * * * * * * * B. Criteria for issuance of a removal permit. * * * * * * * * * * 3. Expiration. Tree removal permits shall be valid for a period of six months from the date of issuance. Extensions may be granted by the community development coordinator or designee for good cause. * * * * * * * * * * Section 33. That Article 3, Development Standards, Division 21, Temporary Uses, Section 3-2103, Allowable Temporary Uses, Community Development Code, be, and the same is hereby amended to add a new subsection K, and re-lettering the subsequent subsections as appropriate: * * * * * * * * * * K. Temporary buildings during construction. 1. Allowable within the C, T, D, O, I and IRT Districts; 2. Allowable only for the duration of an active building construction permit. All temporary buildings must be removed prior to the issuance of a Certificate of Completion or Certificate of Occupancy, as applicable, for the permanent building; 3. All temporary buildings must meet the setbacks applicable to the permanent building; 4. An adequate area for parking must be provided on-site that would accommodate the parking needs of the temporary building; and 5. The temporary use permit may be revoked if it should be determined that construction on the permanent building has ceased. * * * * * * * * * * Section 34. That Article 4, Development Review and Other Procedures, Division 3, Permitted Uses: Level One, Community Development Code, be, and the same is hereby amended to read as follows: * * * * * * * * * * Section 4-302. Application/approval by community development coordinator. A. Level One approval (minimum development standards). An applicant for a Level One approval (minimum development standards) shall submit an application in accordance Item # 7 Ordinance No. 8349-12 Page 39 Attachment number 1 \nPage 40 of 43 with the requirements of Section 4-202(A) and (F) to the community development coordinator who shall review the application in accordance with the requirements of Section 4-202(C) and (D) and determine whether the application demonstrates compliance with the requirements of this Development Code. Within 15 working days of a determination of sufficiency, the community development coordinator shall approve the application, deny the application or approve with conditions necessary to make the proposed development conforming with the applicable general and specific requirements set out in Articles 2 and 3 including the provisions of Section 3-913 in regard to general standards for approval conditions. 1. An applicant for a Level One approval (minimum development standards) shall submit an application in accordance with the requirements of Sections 4-202.A and F to the community development coordinator who shall review the application in accordance with the requirements of Sections 4-202.C and D and determine whether the application demonstrates compliance with the requirements of this Development Code. Within 15 working days of a determination of sufficiency, the community development coordinator shall approve the application, deny the application or approve with conditions necessary to make the proposed development conforming with the applicable general and specific requirements set out in Articles 2 and 3 including the provisions of Section 3-914 in regard to general standards for approval conditions. 2. It is acknowledged that changes of use may be proposed whereby conformance with all of the applicable general and specific requirements set out in Article 2 may not be possible or practicable. In those situations the following provisions shall apply: a. If there is no difference in the established development standards between an existing use and a proposed use that is permissible as a minimum standard use in the zoning district of the subject property, then the change of use may be processed as a Level One (minimum standard) approval even if the structures and/or properties involved are nonconforming with regard to said development standards, provided that the site is brought into compliance to the greatest extent practicable with the parking and landscaping standards set out in Article 3. b. If there is a difference in the established development standards between an existing use and a proposed use that is permissible as a minimum standard use in the zoning district of the subject property, but the proposed use would have a lesser impact, then the change of use may be processed as a Level One (minimum standard) approval even if the structures and/or properties involved are nonconforming with regard to said development standards, provided that the site is brought into compliance to the greatest extent practicable with the parking and landscaping standards set out in Article 3. c. If there is a difference in the established development standards between an existing use and a proposed use that is permissible as a minimum standard use in the zoning district of the subject property and the proposed use would have a greater impact, but still meet the parameters established below, then the change of use may be processed as a Level One (minimum standard) approval even if the structures and/or properties involved are nonconforming with regard to said development standards, provided the site is brought into compliance to the greatest extent practicable with the parking and landscape standards set forth in Article 3. Item # 7 Ordinance No. 8349-12 Page 40 Attachment number 1 \nPage 41 of 43 1. The building or tenant space, as applicable, is less than 5,000 square feet; and 2. The change of use cannot create a nonconforming situation with regard to the provision of off-street parking. In the instance where the existing use is currently nonconforming with regard to the provision of off-street parking, the resulting change of use cannot exacerbate this nonconformity by more than ten percent; and 3. Eligible uses include only offices, retail sales and services, and mixed-use (the commercial component of which may only include office or retail sales and services); and 4. If the existing development was part of a Level Two (Flexible Development) development approval, then the proposed change of use must comply with the provisions of Section 4-406. d. lesser impactgreater impact shall be based upon the difference in development standards between the two uses. * * * * * * * * * * Section 35. That Article 8, Definitions and Rules of Construction, Section 8-102, Definitions, Community Development Code, be, and the same is hereby amended as follows: Section 8-102. Definitions. * * * * * * * * * * Animal grooming or boarding uses means a use where animals are kept on a temporary basis in conjunction with grooming or overnight boarding. * * * * * * * * * * Bars means any establishment licensed by the State of Florida for consumption of alcohol on the premises, which is devoted during any time of operation predominantly or totally to serving alcoholic beverages, and in which the serving of food, if any, is merely incidental to the consumption of any such beverage; and the licensed establishment is not located within, and does not share any common entryway, or common indoor area with any business for which the sale of food or any other product or service is more than an incidental source of gross revenue; and seating/tables accounts for at least 75% of the total gross floor area of the use. * * * * * * * * * * Nightclubs means a commercial establishment wherein alcoholic beverages are sold and consumed on the premises and has entertainment, including, but not limited to, a dance floor, a band, orchestra, disc jockey and equipment, a stage for comedy, theatre, or other forms of live entertainment, but excluding adult entertainment. The dance floor or open space may be established by the temporary removal or re-arrangement of furniture or tables. Any establishment that charges a cover charge, door charge, required contribution, or one time membership fee (excluding social and community centers) or has a minimum drink purchase requirement will be designated a nightclub. Nightclubs, taverns, and bars means any facility licensed by the State of Florida for on premise consumption of alcoholic beverages but not including restaurants. * * * * * * * * * * Retail plazas means a building or group of buildings on the same property or adjoining properties, but operating as and/or presenting a unified/cohesive appearance and generally but not necessarily under common ownership and management, and which is partitioned into separate units that utilize a common parking area, and is designed for a variety of Item # 7 Ordinance No. 8349-12 Page 41 Attachment number 1 \nPage 42 of 43 interchangeable uses including governmental, indoor recreation/entertainment, office, restaurant, retail sales and service, and social/community center. In addition, bars, medical clinics, nightclubs, and places of worship may also be incorporated into retail plazas subject to their approval through the applicable Level One (Flexible Standard Development) or Level Two (Flexible Development) approval process and meeting their respective flexibility criteria. * * * * * * * * * * Retail sales and services means a building, property, or activity the principle use or purpose of which is the sale or lease of goods, products, materials, or services directly to the consumer, including grocery stores, bicycle stores (sales, rentals and/or repair), adult day care, child care, personal services, animal grooming, funeral homes, art galleries, artisans, farmer markets, and including the sale of alcoholic beverages for off-premises consumption provided that the sale of alcoholic beverages is subordinate to the principal use and display of alcoholic beverages occupies less than 25 percent of the floor area of the use. Not including problematic uses, street vendors or the on-premise consumption of alcoholic beverages. * * * * * * * * * * Temporary buildings during construction means a building that may be used to accommodate the principal use of a property in those instances where the permanent building that otherwise would accommodate the use is rendered unavailable/unoccupiable due to renovations, modifications or other construction related activities. * * * * * * * * * * Vehicle service, limited means an activity conducted within a structure which primarily involves the routine maintenance of automobiles, motorcycles, trucks, boats, and recreational vehicles. Limited vehicle service includes only washing, waxing, changing oil, detailing, installation of accessories or audio equipment, and window tinting. * * * * * * * * * * Section 36. Amendments to the Community Development Code of the City of Clearwater (as originally adopted by Ordinance No. 6348-99 and subsequently amended) are hereby adopted to read as set forth in this Ordinance. Section 37. The City of Clearwater does hereby certify that the amendments contained herein, as well as the provisions of this Ordinance, are consistent with and in Section 38. Should any part or provision of this Ordinance be declared by a court of competent jurisdiction to be invalid, the same shall not affect the validity of the Ordinance as a whole, or any part thereof other than the part declared to be invalid. Section 39. Notice of the proposed enactment of this Ordinance has been properly advertised in a newspaper of general circulation in accordance with applicable law. Section 40. This ordinance shall take effect immediately upon adoption. PASSED ON FIRST READING ____________________________ PASSED ON SECOND AND FINAL ____________________________ READING AND ADOPTED ____________________________ George N. Cretekos Item # 7 Ordinance No. 8349-12 Page 42 Attachment number 1 \nPage 43 of 43 Mayor Approved as to form: Attest: ____________________________ ____________________________ Leslie K. Dougall-Sides Rosemarie Call Assistant City Attorney City Clerk Item # 7 Ordinance No. 8349-12 Page 43 Attachment number 2 \nPage 1 of 8 CDB Meeting Date: July 17, 2012 Case Number: TA2012-06007 Ordinance No.: 8349-12 Agenda Item: F. 2. CITY OF CLEARWATER PLANNING AND DEVELOPMENT DEPARTMENT STAFF REPORT REQUEST: Amendments to the Community Development Code Ordinance Number 8349-12 INITIATED BY: City of Clearwater, Planning and Development Department BACKGROUND: The Clearwater Business Task Force (BTF) was established on April 7, 2011 by the City Council to provide feedback on the current rules and regulations affecting businesses and business development. The BTF submitted its final report to City Council on August 29, 2011. The report consisted of 71 recommendations City staff reviewed each of the recommendations and presented to City Council ideas as to how some of them may be adopted as well as a prospective timeframe for these adoptions to occur. At the direction of the City Council, staff prepared a text amendment to the Community Development Code (CDC) addressing the more straightforward recommendations of the BTF as well as a few amendments proposed by staff. These changes were reviewed by the Community Development Board (CDB) at its meeting of December 20, 2011, at which time the Board recommended the approval of the amendment. City Council passed and adopted the Ordinance on second reading on February 2, 2012. Staff is now proposing a second text amendment to address further recommendations of the BTF or that would otherwise assist in fulfilling their goals, as well as additional items proposed by staff. ANALYSIS: Proposed Ordinance No. 8349-12 includes amendments addressing a variety of different sections of the CDC. As noted above, some of the amendments were recommended by the BTF while others are being initiated by staff. The following is a discussion of the proposed amendments based upon the recommendations of the BTF: Opportunity #2 18. Accessory use for overnight accommodations for mid-priced hotels (not destination resorts): Allow 20% of gross floor area as accessory use before additional parking is required or amend definition of "accessory use" to exclude required floor area pursuant to hotel franchise agreements such as gift shops, business centers, fitness centers, supporting restaurants and meeting space. Item # 7 Community Development Board July 17, 2012 TA2012-06007 Page 1 Attachment number 2 \nPage 2 of 8 Presently, accessory uses to an overnight accommodations use are permitted to occupy a maximum of ten percent of the gross floor area of the development when the application is processed as a Flexible Standard Development (FLS). This ordinance proposes to increase this maximum to 15 percent [page 16 of Ordinance]. When the application is processed as a Flexible Development (FLD), accessory uses are currently permitted to occupy between ten and 15 percent of the gross floor area, but only when additional parking is provided for that portion exceeding ten percent. This ordinance would increase these figures from ten percent to 15 percent, and from 15 percent to 20 percent [page 21 of Ordinance]. While the proposed changes are not exactly what was recommended by the BTF in their final report and referenced above, this is consistent with the direction given to staff by City Council. Opportunity #3 4. When a tenant of a multi-tenant property requires a Level 2 approval, do not require that the entire multi-tenant property be brought through the development review process as a result of the tenant. Staff has taken two different approaches to address this recommendation. The first approach is to establish the use of Retail Plazas [pages 4, 7-8, 10-11, 13, 15, 17, 19, 22-24, and 41 of Ordinance] in the Commercial (C), Tourist (T), and Downtown (D) Districts. Retail Plazas specifically address the multi-tenant building/property aspect of the recommendation and will -tenant buildings/properties. This interchangeability would not require the submittal of any Level One or Level Two application in order to change the use of a tenant space from/to any of the following uses: Governmental, Indoor Recreation/Entertainment, Office, Restaurant, Retail Sales and Service, and Social/Community Center. Other uses, such as: Bars, Medical Clinics, Nightclubs, and Places of Worship may also be incorporated into Retail Plazas subject to their approval through the applicable Level One or Level Two approval process and meeting their respective flexibility criteria. Retail Plazas will be permissible through the Minimum Standard, FLS, and FLD tiers in the C District; the FLS and FLD tiers in the T District; and the FLS tier in the D District. The second approach taken by staff is based upon the acknowledgement that changes of use may be proposed whereby conformance with all of the applicable general and specific requirements set forth in Article 2 may not be applicable or appropriate. In such a situation, staff has proposed parameters based upon the differences in development standards between the existing and proposed uses whereby the change of use may be permitted as a Level One (minimum standard) provided that the site is brought into compliance to the greatest extent practicable with the parking and landscape standard set forth in Article 3 [pages 39-41 of Ordinance]. The following amendments, while not specifically recommended by the BTF, are in keeping with the goals of the BTF to provide for a more streamlined and efficient process, and are being initiated by staff: Accessory Dwellings 1. [pages 15, 27 and 28 of Ordinance] In the O District, Accessory Dwellings are presently allowed in the FLS and FLD tiers; however the development standards and flexibility criteria do not differ between the two Item # 7 Community Development Board July 17, 2012 TA2012-06007 Page 2 Attachment number 2 \nPage 3 of 8 tiers. Therefore, this Ordinance will delete Accessory Dwellings from the FLD tier. In addition, this use is also permitted in the T District in the FLS tier. However, while the CDC sets forth development standards for the use, it does not set forth flexibility criteria. This Ordinance will establish those flexibility criteria. Mixed Use 2. [pages 7-9, 11, 14, 19, 23-24 and 28 of Ordinance] In an effort to encourage the development of mixed use projects, the proposed Ordinance expands Mixed Use into the Minimum Standard and FLS tiers of the C District. In the FLS tier of the T District, flexibility is provided for the minimum lot area development standard consistent with what is already allowed in the FLD tier. These changes may also have the effect of enabling some applications to be processed administratively and therefore allow new development or changes of use to occur quicker than at present. The off-street parking requirement for the use is also changed to be consistent across each of the Districts in which the use is permissible (C, T, D and O). Nightclubs, Taverns and Bars 3. [pages 3-4, 7, 9, 11-15, 19-20, 23-24, 33-34 and 41 of Ordinance] The Bars aspect of this use will be split off into its own use type, but will retain the same development standards and application processes as the use would currently have in the CDC. The purpose of this split is to make required advertisements of these uses easier to understand as Nightclubs and Bars can have diverse impacts on a surrounding area. The proposed Ordinance adopts a definition for the Bars use, as well as adopting a revised definition for Nightclubs. Offices, Restaurants, and Retail Sales and Services 4. [pages 8, 14-15, and 26 of Ordinance] In an effort to process more applications administratively and thereby allow new development or changes of use to occur more expeditiously than at present, the Ordinance will reduce the minimum lot area and lot width requirements within the FLS tiers for the Office, Restaurant, and Retail Sales and Services uses within the C and T Districts to resemble their FLD counterparts. In addition, the maximum height allowance will be increased in the C District, and the front setback reduced in the T District in the same manner. In the O District, the minimum lot area, lot width, front and rear setbacks will be reduced and the maximum height increased for the Offices use to resemble its FLD counterpart. Residential Shelters 5. [pages 4, 6 and 29-30 of Ordinance] Residential Shelters are presently permissible in the FLD tier of the MHDR District; however this use will be deleted from the district as the use has been determined to be inconsistent and inappropriate for the district. Residential Shelters are also permissible in the FLS tier of the Institutional (I) District. The use will be retained in this appropriate district; however the criterion that the parcel not be located within the Clearwater Downtown Redevelopment Plan area. Self Storage 6. [pages 34 and 35 of Ordinance] The Self Storage use is presently permissible within the FLS and FLD tiers of the IRT District. While the development standards are different between the two tiers (minimum lot Item # 7 Community Development Board July 17, 2012 TA2012-06007 Page 3 Attachment number 2 \nPage 4 of 8 area and maximum height), the FLD tier is more stringent and therefore any request for this use would never elevate to this tier. As such, this Ordinance will delete the use from the FLD tier. Veterinary Offices / Animal Grooming / Animal Boarding 7. [pages 3, 8, 10-13, 24-25, 31- 33 and 41-42 of Ordinance] The Veterinary Offices aspect of this use will remain without any changes. However, Animal Grooming will be removed from this use type and relocated into the Retail Sales and Services use, and Animal Boarding will be established by itself. Animal Boarding will continue to be a permissible use in the C (FLD), D (FLD) and IRT (FLS) Districts. 8.Off-Street Parking [pages 5, 7-8, 11, 14-15, 19, 23-24, 30, 32 and 34 of Ordinance] The proposed Ordinance will make several changes to the off-street parking requirements throughout the Code. In the MHDR District, the off-street parking requirements for Assisted Living, Community Residential Homes, Detached Dwellings, and Nursing Homes will be changed to be consistent with the requirements found in other districts. In the C and T Districts the off-street parking requirement for Medical Clinics will be changed to be consistent with the requirement found in other districts. In the C and T Districts the off-street parking requirement for Offices will be reduced from 4 to 3/1,000 square feet of gross floor area. This will be consistent with the current requirement in the D, O and IRT Districts. In the C, T, D and IRT Districts the off-street parking requirement for Restaurants will be reduced from 15 to 12/1,000 square feet of gross floor area with the exception of the D District where the parking will be reduced to 10/1,000. The reductions in off-street parking rates are based upon staff experience with development proposals, as well as comparisons to other municipal codes and ITE parking generation data. 9.Footnotes [pages 8-9, 12, 15, 19, 26, and 31-34 of Ordinance] The footnote denoted by an asterisk (*) in the C, O, and IRT Districts is being deleted as it is no longer needed based upon amendments adopted under Ordinance No. 8310-12. In addition to the above, the remaining footnotes in the C District are needed for consistency with the Countywide Plan Rules. In the T District there are two footnotes being added. The first footnote allows the establishment of Restaurant and/or Retail Sales and Services uses on those properties within the boundaries of the Retail and Restaurant District of Beach by Design without the provision of off-street parking. This allowance is based upon language within Beach by Design acknowledging that off-street parking is not envisioned to be provided on each individual development site, but rather within a parking garage for the entire District. The second footnote allows swimming pools/decks that are accessory to an Attached Dwellings, Overnight Accommodations, or Resort Attached Dwellings use on Clearwater Beach to be permitted with a rear setback of zero feet. This is based upon several development applications over the years that have requested such flexibility despite the provision of such an accessory element being widely accepted as a standard for the use, and further that its Item # 7 Community Development Board July 17, 2012 TA2012-06007 Page 4 Attachment number 2 \nPage 5 of 8 location at the rear of the development is quite standard as a predominance of the properties would have waterfront access or views. In the IRT District there is one new footnote as well as amendments to two other footnotes. The new footnote, for the new Bars use, occurs in the FLD tier and is needed for consistency with the Countywide Plan Rules, and is consistent with the existing footnote for Nightclubs, which this use was considered a part of previously. The first amendment to the footnotes occurs with footnote (4) in the Minimum Standard tier and adds language that the Office use is not permissible as a Minimum Standard use when located in the Industrial Limited (IL) future land use plan category. This is based upon the following existing flexibility criterion for Offices: The proposed use of the parcel shall be related to the uses permitted in the district and shall include, but not be limited to, office uses related to scientific or industrial research, product development and testing, engineering development and marketing development, corporate offices provided, however, that they do not provide services or uses to the general public on the premises, and such other office uses, including support services, as well as uses which are accessory to and compatible with the permitted uses. Support services for the purposes of this zoning district shall be defined as companies that supply services utilized wholly by other companies located in this zoning district. Given this existing language, it was determined that the Office use should have some level of review to ensure compliance, and thus should not be permissible as a Minimum Standard use. The second amendment to the footnotes occurs with footnote (8) in the FLS tier and simply moves the second sentence of the footnote to the end in order to eliminate potential confusion between the two future land use plan categories referenced. Docks 10. [page 35 of Ordinance] The proposed amendment will clarify what has always been standard practice, and what that only one dock structure is permitted for a single-family or two-family dwelling. The amendment also provides language dealing with the event that two or more properties each already having a dock are combined. Fences and Walls 11. [pages 36-39 of Ordinance] There are numerous changes/modifications to the CDC with regard to fences and walls, most of which are minor in nature. These changes are as follows: Section 3-801. The purpose and applicability statement is amended to delete the exception language pertaining to earth/water retaining walls as these amendments adopt language regarding such. Section 3-804. This Section is amended to clarify the rules regarding the placement of fences/walls. Language pertaining fence heights are relative to the fences/walls location to the principal structure and not Item # 7 Community Development Board July 17, 2012 TA2012-06007 Page 5 Attachment number 2 \nPage 6 of 8 relative to its location on the property. The exception provisions provided for corner lots and double frontage lots are also amended to add exceptions for those properties adjacent to arterial/collector rights-of-way. Language is also added regarding the maximum height for retaining walls, and regarding the maximum height when combining/stacking fences, walls, landscape berms or retaining walls. Section 3-805. This Section is also amended to clarify the rules regarding the placement of fences/walls as discussed previously. The language regarding vacant lots is revised to allow owned landb-807. Section 3- -805. The language regarding subdivisions is also amended to allow for the installation of a six-foot high fence/wall around the perimeter of a residential subdivision. Tree protection 12. [page 39 of Ordinance] The amendment will formally establish an expiration date for tree removal permits at six months from the date of issuance, and allow for extensions to those permits. Temporary Uses 13. [page 39 of Ordinance] The amendment will establish a new temporary use, Temporary Buildings During Construction. The purpose for this temporary use is to allow for businesses that are in the midst of renovations to be able to bring temporary buildings onto the site and still be able to function/operate. The amendment also establishes the criteria by which the use is allowed, which includes the criterion that the temporary building is only allowable for the duration of an active building permit and that the building(s) must be removed prior to the issuance of a Certificate of Completion/Occupancy. Definitions 14. [pages 41-42 of Ordinance] Animal Grooming or Boarding uses removes the references to grooming (grooming use being included in the Retail Sales and Services definition). The definition will now only pertain to the use of Animal Boarding. Bars establishes a definition for the new Bars use that is clearly distinct from the definition of Nightclubs. One provision for the definition is that seating/tables must account for at least 75% of the total gross floor area of the use. Nightclubs establishes a definition for the new Nightclubs use that is clearly distinct from the definition of Bars. Nightclubs, Taverns and Bars this definition is deleted from the Code. Retail Plazas establishes a definition for the new Retail Plazas use, which is intended to allow for a building or group of buildings partitioned into separate units and designed for a variety of uses including Governmental, Indoor Recreation/Entertainment, Office, Restaurant, Retail Sales and Services, and Social/Community Center that can be interchanged without the need for a new approval each time the use changes. The definition also allows for Bars, Medical Clinics, Nightclubs, and Places of Worship to be Item # 7 Community Development Board July 17, 2012 TA2012-06007 Page 6 Attachment number 2 \nPage 7 of 8 incorporated into Retail Plazas subject to their approval through the applicable Level One or Level Two approval process and meeting all respective flexibility criteria. Retail Sales and Services includes Animal Grooming among the uses under the umbrella of Retail Sales and Services. Temporary Buildings During Construction establishes a definition for the new temporary use that allows for a temporary building to be used to accommodate the principal use of a property when said building is being renovated. Vehicle Sales, Limited adds the installation of accessories or audio equipment to the uses under the umbrella of Limited Vehicle Sales. CRITERIA FOR TEXT AMENDMENTS: Section 4-601, CDC, sets forth the procedures and criteria for reviewing text amendments. All text amendments must comply with the following: 1.The proposed amendment is consistent with and furthers the goals, policies and objectives of the Comprehensive Plan. A review of the Clearwater Comprehensive Plan identified the following Goals and Policy which will be furthered by the proposed Code amendments: Policy A.6.2.1 On a continuing basis, the Community Development Code and the site plan approval process shall be utilized in promoting infill development and/or planned developments that are compatible. These amendments are intended to simplify or clarify various development review processes, and facilitate development activities. As such, the above referenced Policy of the Comprehensive Plan will be furthered. 2.The proposed amendment furthers the purposes of the Community Development Code and other City ordinances and actions designed to implement the Plan. The proposed text amendment will further the purposes of the CDC in that it will be consistent with the following purposes set forth in Section 1-103. It is the purpose of this Development Code to implement the Comprehensive Plan of the city; to promote the health, safety, general welfare and quality of life in the city; to guide the orderly growth and development of the city; to establish rules of procedure for land development approvals; to enhance the character of the city and the preservation of neighborhoods; and to enhance the quality of life of all residents and property owners of the city (Section 1-103.A., CDC). It is the purpose of the Community Development Code to create value for the citizens of the City of Clearwater by allowing property owners to enhance the value of their property through innovative and creative redevelopment (Section 1-103.B.1., CDC). Item # 7 Community Development Board July 17, 2012 TA2012-06007 Page 7 Attachment number 2 \nPage 8 of 8 The amendments proposed by this ordinance will further the above referenced purposes by facilitating the establishment of certain new uses, and changes in use to certain uses in a more expedient manner than currently possible under the Code, and by providing for more readily attainable, more appropriate, and more internally consistent development standards. SUMMARY AND RECOMMENDATION: The proposed amendments to the Community Development Code are consistent with and will further the goals of the Clearwater Comprehensive Plan and the purposes of the Community Development Code. Based upon the above, the Planning and Development Department APPROVAL recommends of Ordinance No. 8349-12 that amends the Community Development Code. Prepared by Planning and Development Department Staff: Robert G. Tefft, Development Review Manager ATTACHMENT: Ordinance No. 8349-12 Item # 7 Community Development Board July 17, 2012 TA2012-06007 Page 8 Attachment number 3 \nPage 1 of 5 AMENDMENTS ASSOCIATED WITH ORDINANCE NO. 8349-12 (TA2012-06007) ARTICLE 2. ZONING DISTRICTS Permitted Uses Chart (1) Chart 2-100 Chart. Boarding; and change Nightclubs, taverns and bars to Nightclubs. [Pages 3-4 of Ordinance] Division 4, Medium High Density Residential District (2) Sec. 2-402 Minimum Standard Development Table. Amend off-street parking requirements for Community Residential Homes (6 or fewer residents) and Detached Dwellings to be consistent with same uses in other districts. [Page 5 of Ordinance] (3) Sec. 2-403 Flexible Standard Development Table. Amend off-street parking requirements for Assisted Living Facilities, Detached Dwellings, and Nursing Homes to be consistent with same uses in other districts. [Page 5 of Ordinance] (4) Sec. 2-404 Flexible Development Table. Delete Residential Shelters. This use has been determined to be inappropriate for the District. [Pages 5-6 of Ordinance] (5) Sec. 2-404 Delete Flexibility Criteria for Residential Shelters. [Page 6 of Ordinance] Division 7. Commercial District (6) Sec. 2-702 Minimum Standard Development Table. Amend off-street parking requirements for Offices and Restaurants. Add Mixed Use and Retail Plazas as minimum standard uses. [Pages 6-7 of Ordinance] (7) Sec. 2-703 Flexible Standard Development Table. Add Bars, Mixed Use, and Retail Plazas as flexible standard uses. Modify the development standards for Offices, Restaurants, and Retail Sales and Services. Delete Animal Grooming and Boarding from the flexible standard uses. Delete footnote Expand existing footnote (1) to include Educational Facilities, Medical Clinics, and Social and Community Centers. Add footnote (5) regarding Schools in the Commercial Neighborhood, Commercial Limited and Commercial General land use plan categories. [Pages 7-9 of Ordinance] Item # 7 Attachment number 3 \nPage 2 of 5 (8) Sec. 2-703 Add flexibility criteria for Bars, Mixed Use, and Retail Plazas. Modify flexibility criteria for Offices, and Outdoor Retail Sales, Display and/or Storage. [Pages 9-10 of Ordinance] (9) Sec. 2-704 Flexible Development Table. Add Animal Boarding, Bars, and Retail Plazas as flexible development uses. Modify off-street parking requirement for Mixed Use. Add footnote (2) regarding Schools in the Commercial Neighborhood, Commercial Limited and Commercial General land use plan categories. [Pages 10-12 of Ordinance] (10) Sec. 2-704 Add flexibility criteria for Animal Boarding, Bars and Retail Plazas. [Pages 12-13 of Ordinance] Division 8. Tourist District (11) Sec. 2-802 Flexible Standard Development Table. Delete Density column from entire table. Add Bars and Retail Plazas and flexible standard uses. Modify development standards for Indoor Recreation/Entertainment, Medical Clinic, Mixed Use, Offices, Restaurants, and Retail Sales and Services uses. Add footnote (5) regarding off-street parking in the Retail/Restaurant District of Beach by Design. Add footnote (6) regarding swimming pools/decks accessory to Attached Dwellings, Overnight Accommodations and Resort Attached Dwellings. [Pages 13-15 of Ordinance] (12) Sec. 2-802 Add flexibility criteria for Accessory Dwellings (existing permitted flexible standard development use; however flexibility criteria were not provided), Bars, and Retail Plazas. Modify the flexibility criteria for Offices, Overnight Accommodations, Restaurants, Retail Sales and Services. [Pages 15-18 of Ordinance] (13) Sec. 2-803 Flexible Development Table. Delete Density column from entire table. Add Bars, and Retail Plazas as flexible development uses. Modify off- street parking requirement for Comprehensive Infill Redevelopment Project, Mixed Use, Offices, and Restaurant uses. Modify lot area/width development standards for Offices. Add footnote (2) regarding swimming pools/decks accessory to Attached Dwellings, Overnight Accommodations and Resort Attached Dwellings. [Pages 18-19 of Ordinance] (14) Sec. 2-803 Add flexibility criteria for Bars and Retail Plazas. Modify flexibility criteria for Offices, Overnight Accommodations, and Restaurants. [Pages 20-22 of Ordinance] Division 9, Downtown District Item # 7 Attachment number 3 \nPage 3 of 5 (15) Sec. 2-902 Flexible Standard Development Table. Add Bars and Retail Plazas as flexible standard uses. Modify off-street parking requirement for Mixed Use and Restaurants. [Pages 22-23 of Ordinance] (16) Sec. 2-902 Add flexibility criteria for Bars and Retail Plazas. [Pages 23-24 of Ordinance] (17) Sec. 2-903 Flexible Development Table. Modify off-street parking requirement for Restaurants. Delete Animal Grooming from the flexible development uses (the use is being reclassified as part of the Retail Sales and Services use). [Pages 24-25 of Ordinance] (18) Sec. 2-903.R. Veterinary Offices, and or Animal Grooming and Boarding. Delete Animal Grooming (the use is being reclassified as part of the Retail Sales and Services use). [Page 25 of Ordinance] Division 10, Office District (19) Sec. 2-1002 Minimum Standard Development Table. Modify the side setback for Offices as a minimum standard use to be consistent with the same standard allowed as a flexible standard development use. [Page 25 of Ordinance] (20) Sec. 2-1003 Flexible Standard Development Table. Modify the development standards . [Pages 25- 26 of Ordinance] (21) Table 2-1003 Modify flexibility criteria for Offices, Restaurants, and Retail Sales and Services. [Pages 26-27 of Ordinance] (22) Sec. 2-1004 Flexible Development Table. Delete Accessory Dwellings, Restaurants, and Retail Sales and Services (already permissible with same development standards as a flexible standard development use), and Offices as this use will become permissible with the same development standards as a flexible standard development use based upon the proposed amendments. [Pages 27-28 of Ordinance] (23) Sec. 2-1004 Delete the flexibility criteria for Accessory Dwellings, Office, Restaurants, and Retail Sales and Services. [Pages 28-29 of Ordinance] Division 12, Institutional District (24) Sec. 2-1203.K. Modify the flexibility criteria for Residential Shelters. [Page 29 of Ordinance] Division 13, Industrial, Research and Technology District Item # 7 Attachment number 3 \nPage 4 of 5 (25) Sec. 2-1302 Minimum Standard Development Table. Modify the development standards for Offices to reflect it is only permissible as an accessory use. Modify the lot width requirement for Restaurants to be consistent with the same standard allowed as a flexible standard development use. Modify footnote (4) to include language precluding Offices from locating in the Industrial Limited future land use plan category as a minimum standard development use. [Pages 29-31 of Ordinance] (26) Sec. 2-1303 Flexible Standard Development Table. Add Animal Boarding as a flexible standard development use. Modify the maximum height for Restaurants. Delete Animal Grooming from the flexible standard development uses (the use is being reclassified as part of the Retail Sales reformatting existing language. [Pages 31-32 of Ordinance] (27) Sec. 2-1303 Add flexibility criteria for Animal Boarding. [Page 33 of Ordinance] (28) Sec. 2-1304 Flexible Development Table. Add Bars as a flexible development use. Delete Self Storage as a flexible development use. Modify the off-street parking requirements for the Comprehensive Infill Redevelopment Project and Nightclubs uses. Modify the maximum height development standard pertaining to Comprehensive Infill Redevelopment Project development standards footnote (5) relating to Bars in the Industrial Limited future land use plan category. [Pages 33-34 of Ordinance] (29) Sec. 2-1304 Add flexibility criteria for Bars. Delete the flexibility criteria for Self Storage. Modify the flexibility criteria for Offices. [Pages 34-35 of Ordinance] ARTICLE 3. DEVELOPMENT STANDARDS Division 6, Dock/Marina Standards (30) Sec. 3-601.C.1.e. Number of docks/slips. Reformat existing language, and add new language to clarify that no more than one dock structure may be located at a single-family or two-family dwelling. [Page 35 of Ordinance] Division 8, Fences and Walls (31) Sec. 3-801 Purpose and Applicability. Delete language with regard to retaining walls. [Page 35 of Ordinance] (31) Sec. 3-804 Setback and Height Requirements. Delete reference to setbacks and yards throughout section. Relocate language pertaining to landscaping Item # 7 Attachment number 3 \nPage 5 of 5 rrors pertaining to code citations. Add additional exceptions relating to the placement of fences on corner lots and double frontage lots. Add language pertaining to retaining walls. [Pages 35-37 of Ordinance] (31) Sec. 3-805 Chainlink Fences. Delete reference to setbacks and yards throughout section. Delete incorrect language pertaining to landscaping requirements. language pertaining to vacant lots. Add language pertaining to publicly owned landbanked properties (relocated from 3-807). [Pages 37-38 of Ordinance] (31) Sec. 3-807 Special Regulations. Delete language pertaining to publicly owned landbanked properties (relocated to 3-805). Modify existing language pe Ordinance] Division 12, Landscaping/Tree Protection (32) Sec. 3-1205 Add language pertaining to the expiration of a tree removal permit. [Page 39 of Ordinance] Division 21, Temporary Uses (33) Sec. 3-2103 Add new subsection K for Temporary Buildings During Construction, and establish standards and criteria for such. [Page 39 of Ordinance] ARTICLE 4, DEVELOPMENT REVIEW AND OTHER PROCEDURES Division 3, Permitted Uses: Level One (34) Sec. 4-302.A. Level One Approval (Minimum Development Standards). Reformat existing language. Add new language pertaining to proposed changes of use where conformance with all of the applicable requirements may not be possible or practicable. [Pages 39-41 of Ordinance] ARTICLE 8, DEFINITIONS AND RULES OF CONSTRUCTION (35) Sec. 8-102 Definitions. definition title. Modi [Pages 41-42 of Ordinance] Item # 7 Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Approve the Annexation, Initial Land Use Plan Designation of Residential Urban (RU) and Initial Zoning Atlas Designation of Low Medium Density Residential (LMDR) District for 3075 and 3087 Cherry Lane (Consisting of a portion of the south š of the southeast ™ of the northwest ™ of the northwest ™ of Section 16, Township 29 South, Range 16 East); and pass Ordinances 8352-12, 8353-12 and 8354-12 on first reading. (ANX2012-05004) SUMMARY: This voluntary annexation petition involves a 0.248-acre property consisting of two parcels of land occupied by two single-family dwellings. It is located on the southwest corner of Cherry Lane and McMullen Booth Road. The applicant is requesting this annexation in order to receive sanitary sewer and solid waste service from the City. The Planning and Development Department is requesting that the 0.489-acres of abutting McMullen Booth Road right-of- way not currently within the city limits also be annexed. The property is located within an enclave and is contiguous to existing City boundaries to the south. It is proposed that the property be assigned a Future Land Use Plan designation of Residential Urban (RU) and a zoning category of Low Medium Density Residential (LMDR). The Planning and Development Department determined that the proposed annexation is consistent with the provisions of Community Development Code Section 4-604.E as follows: The property currently receives water service from the City of Clearwater. The closest sanitary sewer line was extended down the adjacent Cherry Lane right-of-way at the property owners expense. The applicant has paid the City's sewer impact and assessment fees. Collection of solid waste will be provided by the City of Clearwater. The property is located within Police District III and service will be administered through the district headquarters located at 2851 N. McMullen Booth Road. Fire and emergency medical services will be provided to this property by Station 49 located at 565 Sky Harbor Drive. The City has adequate capacity to serve this property with sanitary sewer, solid waste, police, fire and EMS service. The proposed annexation will not have an adverse effect on public facilities and their levels of service; and The proposed annexation is consistent with and promotes the following objective of the Clearwater Comprehensive Plan: Objective A.6.4: Due to the built-out character of the City of Clearwater, compact urban development within the urban service area shall be promoted through application of the Clearwater Community Development Code. Objective A.7.2 Diversify and expand the Citys tax base through the annexation of a variety of land Cover Memo uses located within the Clearwater Planning Area. Item # 8 Policy A.7.2.3 Continue to process voluntary annexations for single-family residential properties upon request. The proposed RU Future Land Use Plan category is consistent with the current Countywide Plan designation of this property. This designation primarily permits residential uses at a density of 7.5 units per acre. The proposed zoning district to be assigned to the property is the Low Medium Density Residential (LMDR) District. The use of the subject property is consistent with the uses allowed in the District. The parcel located at 3075 Cherry Lane meets the Districts minimum dimensional requirements. The parcel located at 3087 Cherry Lane exceeds the Districts minimum dimensional requirements; however, the existing structure exceeds the maximum height standards and encroaches into the setbacks established for Minimum Standard Development in the LMDR District. Therefore, when this property is annexed, the dwelling will be a non-conforming structure. The proposed annexation is consistent with the Countywide Plan and the Citys Comprehensive Plan and Community Development Code; and The property proposed for annexation is contiguous to existing City boundaries to the south; therefore the annexation is consistent with Florida Statutes Chapter 171.044. Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) City Manager 6) Clerk Cover Memo Item # 8 Attachment number 1 \nPage 1 of 3 ORDINANCE NO. 8352-12 AN ORDINANCE OF THE CITY OF CLEARWATER, FLORIDA, ANNEXING CERTAIN REAL PROPERTY LOCATED ON THE SOUTHWEST CORNER OF THE INTERSECTION OF CHERRY LANE AND MCMULLEN BOOTH ROAD, CONSISTING OF A PORTION OF THE SOUTH ½ OF THE SOUTHEAST ¼ OF THE NORTHWEST ¼ OF THENORTHWEST ¼ OFSECTION16, TOWNSHIP 29 SOUTH, RANGE 16 EAST, WHOSE POST OFFICE ADDRESS IS 3075 AND 3087 CHERRY LANE, TOGETHER WITH THE ABUTTING RIGHT-OF-WAY OF MCMULLEN BOOTH ROAD, INTO THE CORPORATE LIMITS OF THE CITY, AND REDEFINING THE BOUNDARY LINES OF THE CITY TO INCLUDE SAID ADDITION; PROVIDING AN EFFECTIVE DATE WHEREAS, the owner of the real property described herein and depicted on the map attached hereto as Exhibit A has petitioned the City of Clearwater to annex the property into the City pursuant to Section 171.044, Florida Statutes, and the City has complied with all applicable requirements of Florida law in connection with this ordinance; now, therefore, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF CLEARWATER, FLORIDA: Section 1. The following-described property is hereby annexed into the City of Clearwater and the boundary lines of the City are redefined accordingly: The East 269.05 feet of the North 100 feet of the South 110 feet of the South ½ of the Southeast ¼ of the Northwest ¼ of the Northwest ¼ of Section 16, Township 29 South, Range 16 East, Pinellas County, Florida, LESS the East 162 feet thereof,togetherwith the abutting right-of-way of McMullen Booth Road. (ANX2012-05004) The map attached as Exhibit“A”ishereby incorporated by reference. Section 2.The provisions of this ordinance are found and determined to be consistent with the City of Clearwater Comprehensive Plan. The City Council hereby accepts the dedication of all easements, parks, rights-of-way and other dedications to the public, whichhave heretofore been made by plat, deed or user within the annexed property. The City Engineer, the City Clerk and the Planning Director are directed to include and show the property described herein upon the official maps and records of the City. Section 3. This ordinance shall take effect immediately upon adoption. The City Clerk shall file certified copies of this ordinance, including the map attached hereto, with the Clerk of the Circuit Court and with the County Administrator of Pinellas County, Florida, within 7 days after adoption, and shall file a certified copy with the Florida Department of State within 30 days after adoption. Item # 8 Ordinance No 8352 -12 Attachment number 1 \nPage 2 of 3 PASSED ON FIRST READING PASSED ON SECOND AND FINAL READING AND ADOPTED ________________________________ George N. Cretekos Mayor Approved as to form:Attest: _______________________________________________________________ Leslie K. Dougall-SidesRosemarie Call Assistant City AttorneyCity Clerk Item # 8 Ordinance No 8352 -12 Attachment number 1 \nPage 3 of 3 27521 200 1918171615141312 250 11 21/07 4 250 21/08 19 22/14 300 123 456 78 20 1 2 3112 3 22/13 20 1 3118 4 91011 121314 1516 6 5 2 200 21/14 21/1221/13 21/1021/11 25 211 22/17 22/18 22/24 22/29 507(S) 123 234 4 5 23/01 83843 30 150 3.52 A 60 C 123 6 7 5 471(S) 1 34 5 6 35 13 46 8 9 200 2 23 22 8620 18 15 17 16 14 12 13 201 PROPOSED ANNEXATION MAP Owner: Pelfrey, Riley Dale Case: ANX2012-05004 Property 0.248 (parcel) Site: 3075 Cherry Lane & 3087 Cherry Lane SizeAcres:0.489 ROW ()() Land Use Zoning 16-29-16-00000-220-3000 & PIN: 16-29-16-00000-220-4100 From : RU R-2 To: RU LMDR Atlas Page: 292A C:\Users\Lauren.Matzke\AppData\Local\Microsoft\Windows\Temporary Internet Item # 8 Files\Content.Outlook\OH6PEXWY\8352-12 Ex A (3).docx Attachment number 2 \nPage 1 of 3 ORDINANCE NO. 8353-12 AN ORDINANCE OF THE CITY OF CLEARWATER, FLORIDA, AMENDING THE FUTURE LAND USE PLAN ELEMENT OF THE COMPREHENSIVE PLAN OF THE CITY, TO DESIGNATE THE LAND USE FOR CERTAIN REAL PROPERTY LOCATED ON THE SOUTHWESTCORNER OF THEINTERSECTION OF CHERRY LANE AND MCMULLEN BOOTH ROAD, CONSISTING OF A PORTION OF THE SOUTH ½ OF THE SOUTHEAST ¼ OF THE NORTHWEST ¼ OF THE NORTHWEST ¼ OF SECTION 16, TOWNSHIP 29 SOUTH, RANGE 16 EAST, WHOSE POST OFFICE ADDRESS IS 3075 AND 3087 CHERRY LANE, TOGETHER WITH THE ABUTTING RIGHT-OF-WAY OF MCMULLEN BOOTH ROAD, UPON ANNEXATION INTO THE CITY OF CLEARWATER, AS RESIDENTIAL URBAN (RU); PROVIDING AN EFFECTIVE DATE. WHEREAS, the amendment to the future land use plan element of the comprehensive plan of the City as set forth in this ordinance is found to be reasonable, proper and appropriate, and is consistent with the City's comprehensive plan; now, therefore, BEIT ORDAINED BY THE CITY COUNCIL OF THE CITY OF CLEARWATER, FLORIDA: Section 1. The future land use plan element of the comprehensive plan of the City of Clearwater is amended by designating the land use category for the hereinafter described property, upon annexation into the City of Clearwater, as follows: PropertyLand Use Category The East 269.05 feet of the North 100 feet Residential Urban (RU) of the South 110 feet of the South ½ of the Southeast ¼ of the Northwest ¼ of the Northwest ¼ of Section 16, Township 29 South, Range 16 East, Pinellas County, Florida, LESS the East 162 feet thereof, together with the abutting right-of-way of McMullen Booth Road. (ANX2012-05004) The map attached as Exhibit“A” ishereby incorporated by reference. Section 2. The City Council does hereby certify that this ordinance is consistent with the City’s comprehensive plan. Section 3.This ordinance shall take effect immediately upon adoption, contingent upon and subject to the adoption of Ordinance No.8352-12. PASSED ON FIRST READING _____________________ PASSED ON SECOND AND FINAL _____________________ READING AND ADOPTED Item # 8 Ordinance No. 8353-12 Attachment number 2 \nPage 2 of 3 __________________________ George N. Cretekos Mayor Approved as to form: Attest: ____________________________________________________ Leslie K. Dougall-Sides Rosemarie Call Assistant City Attorney City Clerk Item # 8 Ordinance No. 8353-12 Attachment number 2 \nPage 3 of 3 I RU 11 I I I RU 19 I 3112 I 3118 I RU RU 25 RU I R/OL 150 123 RLM RU I I 200 RU 201 FUTURE LAND USE MAP Owner: Pelfrey, Riley Dale Case: ANX2012-05004 Property 0.248 (parcel) Site: 3075 Cherry Lane & 3087 Cherry Lane SizeAcres:0.489 ROW ()() Land Use Zoning 16-29-16-00000-220-3000 & PIN: 16-29-16-00000-220-4100 From : RU R-2 To: RU LMDR Atlas Page: 292A Item # 8 8353-12 Exhibit A Attachment number 3 \nPage 1 of 3 ORDINANCE NO. 8354-12 AN ORDINANCE OF THE CITY OF CLEARWATER, FLORIDA, AMENDING THE ZONING ATLAS OF THE CITY BY ZONING CERTAIN REAL PROPERTY LOCATED ON THE SOUTHWEST CORNER OF THE INTERSECTION OF CHERRY LANE AND MCMULLEN BOOTH ROAD, CONSISTING OF A PORTION OF THE SOUTH ½ OF THE SOUTHEAST ¼ OF THE NORTHWEST ¼ OF THE NORTHWEST ¼ OF SECTION16, TOWNSHIP 29 SOUTH, RANGE 16 EAST, WHOSE POST OFFICE ADDRESS IS 3075AND 3087 CHERRY LANE,TOGETHER WITH THE ABUTTING RIGHT-OF-WAY OF MCMULLEN BOOTH ROAD, UPONANNEXATION INTO THE CITY OF CLEARWATER, AS LOW MEDIUM DENSITY RESIDENTIAL (LMDR); PROVIDING AN EFFECTIVE DATE. WHEREAS, the assignment of a zoning district classification as set forth in this ordinance is found to be reasonable, proper and appropriate, and is consistent with the City's comprehensive plan; now, therefore, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF CLEARWATER, FLORIDA: Section 1. The following described property located in Pinellas County, Florida, is hereby zoned as indicated upon annexation into the City of Clearwater, and the zoning atlas of the City is amended, as follows: PropertyZoning District The East 269.05 feet of the North 100 Low Medium Density feet of the South 110 feet of the South Residential(LMDR) ½ of the Southeast ¼ of the Northwest ¼ of the Northwest ¼ of Section 16, Township 29 South, Range 16 East, Pinellas County, Florida, LESS the East 162 feet thereof, Together with the abutting right-of-way of McMullen Booth Road. (ANX2012-05004) The map attached as Exhibit“A”ishereby incorporated by reference. Section 2. The City Engineer is directed to revise the zoning atlas of the City in accordance with the foregoing amendment. Section 3. This ordinance shall take effect immediately upon adoption, contingent upon and subject to the adoption of Ordinance No. 8352-12 PASSED ON FIRST READING ___________________________ PASSED ON SECOND AND FINAL ___________________________ Item # 8 READING AND ADOPTED Ordinance No.8354-12 Attachment number 3 \nPage 2 of 3 _______________________________ George N. Cretekos Mayor Approved as to form: Attest: ________________________________________________________ Leslie K. Dougall-SidesRosemarie Call Assistant City AttorneyCity Clerk Item # 8 Ordinance No.8354-12 Attachment number 3 \nPage 3 of 3 LMDR 11 I LMDR 19 3112 LMDR 3118 LMDR 25 I LMDR LMDR O 150 MHP 123 LMDR LMDR 200 LMDR 201 ZONING Owner: Pelfrey, Riley Dale Case: ANX2012-05004 Property 0.248 (parcel) Site: 3075 Cherry Lane & 3087 Cherry Lane SizeAcres:0.489 ROW ()() Land Use Zoning 16-29-16-00000-220-3000 & PIN: 16-29-16-00000-220-4100 From : RU R-2 To: RU LMDR Atlas Page: 292A EXHIBIT “A” Item # 8 Attachment number 4 \nPage 1 of 8 CHAMBLEELN PROJECT SITE Colonial Dr Cherry Ln Eastwood KENTUCKY DOWNING TENNESSEE Carolina LOCATION MAP Owner: Pelfrey, Riley Dale Case: ANX2012-05004 Property 0.248 (parcel) Site: 3075 Cherry Lane & 3087 Cherry Lane SizeAcres:0.489 ROW ()() Land Use Zoning 16-29-16-00000-220-3000 & PIN: 16-29-16-00000-220-4100 From : RU R-2 To: RU LMDR Atlas Page: 292A Item # 8 S:\Planning Department\C D B\Annexations (ANX)\Active Cases\Cherry Lane 3075 ANX2012-05004 - Pelfrey\Maps\ANX2012- 05004_Location.doc Attachment number 4 \nPage 2 of 8 AERIAL MAP Owner: Pelfrey, Riley Dale Case: ANX2012-05004 Property 0.248 (parcel) Site: 3075 Cherry Lane & 3087 Cherry Lane SizeAcres:0.489 ROW ()() Land Use Zoning 16-29-16-00000-220-3000 & PIN: 16-29-16-00000-220-4100 From : RU R-2 To: RU LMDR Atlas Page: 292A Item # 8 S:\Planning Department\C D B\Annexations (ANX)\Active Cases\Cherry Lane 3075 ANX2012-05004 - Pelfrey\Maps\ANX2012- 05004_Aerial.doc Attachment number 4 \nPage 3 of 8 27521 200 1918171615141312 250 11 21/07 4 250 21/08 19 22/14 300 123 456 78 20 1 2 3112 3 22/13 20 1 3118 4 91011 121314 1516 6 5 2 200 21/14 21/1221/13 21/1021/11 25 211 22/17 22/18 22/24 22/29 507(S) 123 234 4 5 23/01 83843 30 150 3.52 A 60 C 123 6 7 5 471(S) 1 34 5 6 35 13 46 8 9 200 2 23 22 8620 18 15 17 16 14 12 13 201 PROPOSED ANNEXATION MAP Owner: Pelfrey, Riley Dale Case: ANX2012-05004 Property 0.248 (parcel) Site: 3075 Cherry Lane & 3087 Cherry Lane SizeAcres:0.489 ROW ()() Land Use Zoning 16-29-16-00000-220-3000 & PIN: 16-29-16-00000-220-4100 From : RU R-2 To: RU LMDR Atlas Page: 292A Item # 8 S:\Planning Department\C D B\Annexations (ANX)\Active Cases\Cherry Lane 3075 ANX2012-05004 - Pelfrey\Maps\ANX2012- 05004_Proposed.doc Attachment number 4 \nPage 4 of 8 I RU 11 I I I RU 19 I 3112 I 3118 I RU RU 25 RU I R/OL 150 123 RLM RU I I 200 RU 201 FUTURE LAND USE MAP Owner: Pelfrey, Riley Dale Case: ANX2012-05004 Property 0.248 (parcel) Site: 3075 Cherry Lane & 3087 Cherry Lane SizeAcres:0.489 ROW ()() Land Use Zoning 16-29-16-00000-220-3000 & PIN: 16-29-16-00000-220-4100 From : RU R-2 To: RU LMDR Atlas Page: 292A Item # 8 S:\Planning Department\C D B\Annexations (ANX)\Active Cases\Cherry Lane 3075 ANX2012-05004 - Pelfrey\Maps\ANX2012- 05004_Future Land Use.doc Attachment number 4 \nPage 5 of 8 LMDR 11 I LMDR 19 3112 LMDR 3118 LMDR 25 I LMDR LMDR O 150 MHP 123 LMDR LMDR 200 LMDR 201 ZONING Owner: Pelfrey, Riley Dale Case: ANX2012-05004 Property 0.248 (parcel) Site: 3075 Cherry Lane & 3087 Cherry Lane SizeAcres:0.489 ROW ()() Land Use Zoning 16-29-16-00000-220-3000 & PIN: 16-29-16-00000-220-4100 From : RU R-2 To: RU LMDR Atlas Page: 292A Item # 8 S:\Planning Department\C D B\Annexations (ANX)\Active Cases\Cherry Lane 3075 ANX2012-05004 - Pelfrey\Maps\ANX2012- 05004_Zoning.doc Attachment number 4 \nPage 6 of 8 27521 200 Single Family 1918171615141312 250 Detached Homes 11 Place of Worship, 21/07 Place of School, Athletic Fields 4 250 Worship 21/08 19 22/14 300 Townhouses 123 456 78 20 1 2 3112 3 22/13 20 1 3118 4 Single Family 91011 121314 1516 6 5 2 Detached Homes 200 Single Family 21/14 21/1221/13 21/1021/11 25 211 Detached Homes 22/17 22/18 22/24 22/29 507(S) Office 123 234 4 5 23/01 83843 Mobile Home 30 150 3.52 A 60 C 123 Park 6 7 5 471(S) Single Family Detached 1 34 5 6 Homes Social and 35 Community 13 46 8 9 200 2 Center 23 22 8620 18 15 1716 14 12 13 201 EXISTINGSURROUNDING USES MAP Owner: Pelfrey, Riley Dale Case: ANX2012-05004 Property 0.248 (parcel) Site: 3075 Cherry Lane & 3087 Cherry Lane SizeAcres:0.489 ROW ()() Land Use Zoning 16-29-16-00000-220-3000 & PIN: 16-29-16-00000-220-4100 From : RU R-2 To: RU LMDR Atlas Page: 292A Item # 8 S:\Planning Department\C D B\Annexations (ANX)\Active Cases\Cherry Lane 3075 ANX2012-05004 - Pelfrey\Maps\ANX2012- 05004_ExistingSurrounding.doc Attachment number 4 \nPage 7 of 8 View looking south at the subject property, 3087 Cherry LaneView looking south at the subject property, 3075 Cherry Lane Across the street, to the north of the subject property, Across the street, to the north of the subject property, 3087 Cherry Lane3075 Cherry Lane East of the subject property, 3087 Cherry LaneWest of the subject property, 3075 Cherry Lane Looking southerly along McMullen Booth Road frontage ANX2012-05004 Item # 8 Pelfrey, Riley Dale 3075 Cherry Lane & 3087 Cherry Lane Page 1 of 2 Attachment number 4 \nPage 8 of 8 View looking easterly along Cherry LaneView looking westerly along Cherry Lane ANX2012-05004 Item # 8 Pelfrey, Riley Dale 3075 Cherry Lane & 3087 Cherry Lane Page 2 of 2 Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Review Council Rules and Policies and provide direction regarding revisions. (WSO) SUMMARY: Review Approval: Cover Memo Item # 9 Attachment number 1 \nPage 1 of 32 Item # 9 Attachment number 1 \nPage 2 of 32 Item # 9 Attachment number 1 \nPage 3 of 32 Item # 9 Attachment number 1 \nPage 4 of 32 BOARDS Item # 9 Attachment number 1 \nPage 5 of 32 BUDGET and FINANCE Item # 9 Attachment number 1 \nPage 6 of 32 Item # 9 Attachment number 1 \nPage 7 of 32 Item # 9 Attachment number 1 \nPage 8 of 32 Item # 9 Attachment number 1 \nPage 9 of 32 Item # 9 Attachment number 1 \nPage 10 of 32 Item # 9 Attachment number 1 \nPage 11 of 32 Item # 9 Attachment number 1 \nPage 12 of 32 Item # 9 Attachment number 1 \nPage 13 of 32 Item # 9 Attachment number 1 \nPage 14 of 32 Item # 9 Attachment number 1 \nPage 15 of 32 Item # 9 Attachment number 1 \nPage 16 of 32 Item # 9 Attachment number 1 \nPage 17 of 32 Item # 9 Attachment number 1 \nPage 18 of 32 CITY COUNCIL Item # 9 Attachment number 1 \nPage 19 of 32 Item # 9 Attachment number 1 \nPage 20 of 32 Item # 9 Attachment number 1 \nPage 21 of 32 Item # 9 Attachment number 1 \nPage 22 of 32 CITY EMPLOYEES Item # 9 Attachment number 1 \nPage 23 of 32 GENERAL ADMINISTRATION Item # 9 Attachment number 1 \nPage 24 of 32 Item # 9 Attachment number 1 \nPage 25 of 32 Item # 9 Attachment number 1 \nPage 26 of 32 Item # 9 Attachment number 1 \nPage 27 of 32 LAND DEVELOPMENT Item # 9 Attachment number 1 \nPage 28 of 32 ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ Item # 9 Attachment number 1 \nPage 29 of 32 LEGAL Item # 9 Attachment number 1 \nPage 30 of 32 LEISURE Item # 9 Attachment number 1 \nPage 31 of 32 Item # 9 Attachment number 1 \nPage 32 of 32 Item # 9 Attachment number 2 \nPage 1 of 7 Item # 9 Attachment number 2 \nPage 2 of 7 Item # 9 Attachment number 2 \nPage 3 of 7 Item # 9 Attachment number 2 \nPage 4 of 7 Item # 9 Attachment number 2 \nPage 5 of 7 Item # 9 Attachment number 2 \nPage 6 of 7 Item # 9 Attachment number 2 \nPage 7 of 7 Item # 9 Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Authorize the City Attorney to allocate up to an additional $50,000.00 for defense of Szlechta v. City and Rudman v. City through trial. (consent) SUMMARY: On April 17, 2007, Council authorized the City Attorney to hire Jeffrey L. Hinds, Esq., as defense counsel in inverse condemnation matters and who specializes in such matters to represent the City in the case of On February 17, 2009, the City Council authorized the City Attorney to extend Mr. Hinds' representation to include and, The liability portion of case was tried in 2009 and the City received a favorable ruling. The cases of and, are set for trial the week of August 27. Additional funding of $50,000.00 is requested to cover the expenses of the scheduled trials of the liability portions of these two cases. The funding is available and will come from the City Attorney's professional services budget. Type: Operating Expenditure Current Year Budget?:Budget Adjustment: YesNone Budget Adjustment Comments: Current Year Cost:Annual Operating Cost: $50,000 Not to Exceed:Total Cost: For Fiscal Year: 10012011 to 09302012 Appropriation CodeAmountAppropriation Comment 010-09600-530100-514-$50,000 000-0000 Bid Required?:Bid Number: No Sole Other Bid / Contract:Bid Exceptions: Source Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) City Manager 6) Cler Cover Memo k Item # 10 Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Authorize the City Attorney to hire Thompson, Sizemore, Gonzalez and Hearing to represent the City in the case of John Klinefelter et. al v. City of Clearwater for the total estimated amount of $50,000.00. (consent) SUMMARY: Individual Fire employees and former employees have filed a combined action in United States District Court alleging that the City improperly calculated their overtime hours and that they are due additional overtime pay at time-and-a half under the federal Fair Labor Standards Act. Specifically, Plaintiffs allege that the City improperly used premium payments for idle holiday hours to offset overtime pay, which would otherwise be due. Plaintiffs are requesting a jury trial. The City has filed an answer and defenses in the case arguing good faith, statute of limitations [2-3 years], and action in accordance with the collective bargaining agreement [neither the employees nor the union ever complained about the payroll practices]. The City Attorney has assigned defense of this lawsuit to Tom Gonzalez, Esq. of the law firm of Thompson, Sizemore, Gonzalez and Hearing. The estimated cost to defend this suit is estimated to be $50,000.00 The funding for this case is available in and will come out of the City Attorneys professional services budget. Type: Operating Expenditure Current Year Budget?:Budget Adjustment: YesNo Budget Adjustment Comments: Current Year Cost:Annual Operating Cost: Not to Exceed:Total Cost: $50,000 For Fiscal Year: 10012011 to 09302012 Appropriation CodeAmountAppropriation Comment 010-09600-530100-514-$50,000 000-0000 Bid Required?:Bid Number: No Sole Other Bid / Contract:Bid Exceptions: Source Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) City Manager 6) Clerk Cover Memo Item # 11 Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Authorize the City Attorney to utilize the legal services of Bob Reid, Esq. in connection with the Operating and Use Agreement being negotiated for the Capitol Theater in an amount not to exceed $20,000. (consent) SUMMARY: The City currently has a Legal Services Agreement with Bob Reid, Esq. to act as Bond Counsel for the City. In this agreement, there is a section providing for other legal services at an hourly rate upon request of the City Attorney. The City is currently negotiating an Operating and Use Agreement with Ruth Eckerd Hall for the Capitol Theater. The City Attorney would like to utilize the services of Mr. Reid to assist in these negotiations. Mr. Reid has agreed to an hourly rate of $350.00, for a total amount not to exceed $20,000. Funding for this is available in and will come from the City Attorney's Professional Services budget. Type: Operating Expenditure Current Year Budget?:Budget Adjustment: YesNo Budget Adjustment Comments: Current Year Cost:Annual Operating Cost: Not to Exceed:Total Cost: $20,000 For Fiscal Year: 10/01/2011 to 09/30/2012 Appropriation CodeAmountAppropriation Comment 010-09600-530100-514- 000-0000 Bid Required?:Bid Number: No Other Bid / Contract:Bid Exceptions: Other Review Approval: 1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) City Manager 6) Clerk Cover Memo Item # 12 Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Adopt Ordinance 8343-12 on second reading, relating to signs; amending Section 102 of Article 8, Definitions and Rules of Construction of the Community Development Code; Repealing Division 18 of Article 3, Development Standards, of the Community Development Code and adopting a new Division 18, Signs, of Article 3, Development Standards, of the Community Development Code. SUMMARY: Review Approval: Cover Memo Item # 13 Attachment number 1 \nPage 1 of 66 Item # 13 Attachment number 1 \nPage 2 of 66 Item # 13 Attachment number 1 \nPage 3 of 66 Item # 13 Attachment number 1 \nPage 4 of 66 Item # 13 Attachment number 1 \nPage 5 of 66 Item # 13 Attachment number 1 \nPage 6 of 66 Item # 13 Attachment number 1 \nPage 7 of 66 Item # 13 Attachment number 1 \nPage 8 of 66 Item # 13 Attachment number 1 \nPage 9 of 66 Item # 13 Attachment number 1 \nPage 10 of 66 Item # 13 Attachment number 1 \nPage 11 of 66 Item # 13 Attachment number 1 \nPage 12 of 66 Item # 13 Attachment number 1 \nPage 13 of 66 Item # 13 Attachment number 1 \nPage 14 of 66 Item # 13 Attachment number 1 \nPage 15 of 66 Item # 13 Attachment number 1 \nPage 16 of 66 Item # 13 Attachment number 1 \nPage 17 of 66 Item # 13 Attachment number 1 \nPage 18 of 66 Item # 13 Attachment number 1 \nPage 19 of 66 Item # 13 Attachment number 1 \nPage 20 of 66 Item # 13 Attachment number 1 \nPage 21 of 66 Item # 13 Attachment number 1 \nPage 22 of 66 Item # 13 Attachment number 1 \nPage 23 of 66 Item # 13 Attachment number 1 \nPage 24 of 66 Item # 13 Attachment number 1 \nPage 25 of 66 Item # 13 Attachment number 1 \nPage 26 of 66 Item # 13 Attachment number 1 \nPage 27 of 66 Item # 13 Attachment number 1 \nPage 28 of 66 Item # 13 Attachment number 1 \nPage 29 of 66 Item # 13 Attachment number 1 \nPage 30 of 66 Item # 13 Attachment number 1 \nPage 31 of 66 Item # 13 Attachment number 1 \nPage 32 of 66 Item # 13 Attachment number 1 \nPage 33 of 66 Item # 13 Attachment number 1 \nPage 34 of 66 Item # 13 Attachment number 1 \nPage 35 of 66 Item # 13 Attachment number 1 \nPage 36 of 66 Item # 13 Attachment number 1 \nPage 37 of 66 Item # 13 Attachment number 1 \nPage 38 of 66 Item # 13 Attachment number 1 \nPage 39 of 66 Item # 13 Attachment number 1 \nPage 40 of 66 Item # 13 Attachment number 1 \nPage 41 of 66 Item # 13 Attachment number 1 \nPage 42 of 66 Item # 13 Attachment number 1 \nPage 43 of 66 Item # 13 Attachment number 1 \nPage 44 of 66 Item # 13 Attachment number 1 \nPage 45 of 66 Item # 13 Attachment number 1 \nPage 46 of 66 Item # 13 Attachment number 1 \nPage 47 of 66 Item # 13 Attachment number 1 \nPage 48 of 66 Item # 13 Attachment number 1 \nPage 49 of 66 Item # 13 Attachment number 1 \nPage 50 of 66 Item # 13 Attachment number 1 \nPage 51 of 66 Item # 13 Attachment number 1 \nPage 52 of 66 Item # 13 Attachment number 1 \nPage 53 of 66 Item # 13 Attachment number 1 \nPage 54 of 66 Item # 13 Attachment number 1 \nPage 55 of 66 Item # 13 Attachment number 1 \nPage 56 of 66 Item # 13 Attachment number 1 \nPage 57 of 66 Item # 13 Attachment number 1 \nPage 58 of 66 Item # 13 Attachment number 1 \nPage 59 of 66 Item # 13 Attachment number 1 \nPage 60 of 66 Item # 13 Attachment number 1 \nPage 61 of 66 Item # 13 Attachment number 1 \nPage 62 of 66 Item # 13 Attachment number 1 \nPage 63 of 66 Item # 13 Attachment number 1 \nPage 64 of 66 Item # 13 Attachment number 1 \nPage 65 of 66 Item # 13 Attachment number 1 \nPage 66 of 66 Item # 13 Attachment number 2 \nPage 1 of 26 Item # 13 Attachment number 2 \nPage 2 of 26 Item # 13 Attachment number 2 \nPage 3 of 26 Item # 13 Attachment number 2 \nPage 4 of 26 Item # 13 Attachment number 2 \nPage 5 of 26 Item # 13 Attachment number 2 \nPage 6 of 26 Item # 13 Attachment number 2 \nPage 7 of 26 Item # 13 Attachment number 2 \nPage 8 of 26 Item # 13 Attachment number 2 \nPage 9 of 26 Item # 13 Attachment number 2 \nPage 10 of 26 Item # 13 Attachment number 2 \nPage 11 of 26 Item # 13 Attachment number 2 \nPage 12 of 26 Item # 13 Attachment number 2 \nPage 13 of 26 Item # 13 Attachment number 2 \nPage 14 of 26 Item # 13 Attachment number 2 \nPage 15 of 26 Item # 13 Attachment number 2 \nPage 16 of 26 Item # 13 Attachment number 2 \nPage 17 of 26 Item # 13 Attachment number 2 \nPage 18 of 26 Item # 13 Attachment number 2 \nPage 19 of 26 Item # 13 Attachment number 2 \nPage 20 of 26 Item # 13 Attachment number 2 \nPage 21 of 26 Item # 13 Attachment number 2 \nPage 22 of 26 Item # 13 Attachment number 2 \nPage 23 of 26 Item # 13 Attachment number 2 \nPage 24 of 26 Item # 13 Attachment number 2 \nPage 25 of 26 Item # 13 Attachment number 2 \nPage 26 of 26 Item # 13 Attachment number 3 \nPage 1 of 1 Item # 13 Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Declare City-owned property at 401 Cleveland Street (Property) as needed for municipal purposes other than the purpose provided for in that certain lease entered into between the City of Clearwater (City) and the Greater Clearwater Chamber of Commerce (Chamber) on January 27, 2011, which currently encumbers the Property; and authorize staff to provide sixty days notice to the Chamber of termination of the current lease for municipal purpose as provided for in Section 17(d) of the lease. SUMMARY: The City entered into an Amended and Restated Business Lease Contract (Lease) with the Greater Clearwater Chamber of Commerce on January 27, 2011 for the Chambers occupancy of City-owned property at 401 Cleveland Street. The current Lease expires on February 28, 2013. Pursuant to the Lease, the City may terminate the Lease upon determination by the City Council at a duly constituted City Council Meeting that the Lease premises are needed for other municipal purposes. The City and Ruth Eckerd Hall, Inc. are negotiating the terms of a lease for the expansion, renovation and operation of the Capitol Theatre. 401 Cleveland Street is adjacent to the Capitol Theatre and is included in the theatre expansion and renovation plans. Ruth Eckerd Hall, Inc. has approached the City with a request for access to the Property by the first week of November, 2012 to begin renovations. With direction from Council, staff will provide sixty days notice of termination of the Lease to the Greater Clearwater Chamber of Commerce. Review Approval: Cover Memo Item # 14 Attachment number 1 \nPage 1 of 2 Item # 14 Attachment number 1 \nPage 2 of 2 Item # 14 Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Resolution Endorsing Establishment of a Comprehensive Public Transit System - Councilmembers Hock-DiPolito and Jonson SUMMARY: Review Approval: Cover Memo Item # 15 Attachment number 1 \nPage 1 of 3 Item # 15 Attachment number 1 \nPage 2 of 3 Item # 15 Attachment number 1 \nPage 3 of 3 Item # 15 Pinellas Alternatives Analysis: Locally Preferred Alternative As Endorsed by the Project Advisory Committee on 1/30/2012 Downtown 275 19 Clearwater Area 4 275 Connection to Greater Gateway Area and Howard Frankland Bridge ALT 19 275 19 Attachment number 2 \nPage 1 of 1 O 1 Miles Downtown St. Petersburg 275 Tropicana Tropicana Field Field Downtown 5th Ave N 5th Ave N St. Petersburg 1st Avenue S 1st Avenue S Connection to Greater Gateway area and 175 Area Howard Frankland Bridge Aerial Source: Bing Maps 2011 Study Area Source: Pinellas County, Florida Department of Transportation, F Item # 15 Attachment number 4 \nPage 1 of 1 F11.2035PPBN IGUREOLICYLANUSETWORK FIGURE 11 Item # 15 59 PINELLASCOUNTYLONGRANGETRANSPORTATIONPLAN Meeting Date: 8/13/2012 Work Session Council Chambers - City Hall SUBJECT / RECOMMENDATION: Make A Difference Fishing Tournament Day Proclamation - Charlie Turner, Make a Difference Fishing Organization SUMMARY: Review Approval: Cover Memo Item # 16