07/15/2013
COMMUNITY REDEVELOPMENT AGENCY
AGENDA
Location: Council Chambers - City Hall
Date: 7/15/2013- 1:00 PM
1. Call to Order
2. Approval of Minutes
2.1Approve the minutes of the June 18, 2013 CRA Meeting as submitted in written summation by the City
Clerk.
Attachments
3. Citizens to be Heard re Items Not on the Agenda
4. CRA Items
4.1Presentation of the East Gateway District Five-Year Progress Report, Fiscal Years 2007-2012.
Attachments
5. Adjourn
Community Redevelopment
Agency Agenda
Council Chambers - City
Hall
Meeting Date:7/15/2013
SUBJECT / RECOMMENDATION:
Approve the minutes of the June 18, 2013 CRA Meeting as submitted in written summation by the City Clerk.
SUMMARY:
Review Approval:
Cover Memo
Item # 1
CRA 2013-06-18 1
COMMUNITY REDEVELOPMENT AGENCY MEETING MINUTES
CITY OF CLEARWATER
June 18, 2013
Present: Chair/Trustee George N. Cretekos, Trustee Paul Gibson, Trustee
Doreen Hock-DiPolito, Trustee Bill Jonson, and Trustee Jay E.
Polglaze.
Also Present: William B. Horne II - City Manager, Jill S. Silverboard - Assistant City
Manager, Rod Irwin - Assistant City Manager/CRA Executive Director,
Pamela K. Akin - City Attorney, Rosemarie Call - City Clerk, and Nicole
Sprague - Official Records and Legislative Services Coordinator.
To provide continuity for research, items are listed in agenda order although not
necessarily discussed in that order.
Unapproved
1.
Call to Order - Chair George N. Cretekos
The meeting was called to order at 9:01 a.m. at City Hall.
2. Approval of Minutes 2.1
Approve the minutes of the April 29, 2013 CRA Meeting as submitted in written
summation by the City Clerk.
Trustee Bill Jonson moved to approve the minutes of the April 29, 2013 CRA Meeting
as submitted in written in summation by the City Clerk. The motion was duly seconded
and carried unanimously.
3.
Citizens to be Heard re Items Not on the Agenda - None.
4. CRA Items 4.1
Authorize Executive Director to negotiate a Development and Purchase
Agreement with top-ranked development team, Prospect Real Estate Group, in
response to RFP/Q 12-13 (RFP/Q), to develop a mixed-use infill development on
the Cleveland Street and Prospect Lake Park Site.
The CRA released a Request for Proposals/ Qualifications (RFP/Q) 12-13 on
February 19, 2013 with the goal of selecting a qualified Development Team to
successfully develop the 5.91+/- acre site located on Cleveland Street and
Prospect Avenue in Downtown Clearwater, one block east of the Downtown Core.
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CRA 2013-06-18 2
The CRA highlighted several goals for this site:
* A mixed-use project with a primary residential component and ground floor retail
to support the workforce for the CRA’s Technology District;
* Ability to begin construction of the project within a year; and
* Ability to attract the requisite financing for the project.
The deadline for responses to the RFP/Q was April 2, 2013. The CRA
received proposals from the following four development teams:
* Bayshore Broadway, Inc.
* Hatfield Development Co., Ranck and Associates, Oxford Properties
* New Vision Communities, LLC; and
* Prospect Real Estate Group.
A Selection Committee, made up of the Executive Director of the CRA, Planning
and Development Director, Engineering Director, Real Estate Coordinator, and
the Economic Development and Housing Director (Chairperson), evaluated all
written submissions according to the following evaluation criteria stated in the
RFP/Q:
1) Developer experience and qualifications 25%;
2) Financial feasibility of the developer and project 25%;
3) Conceptual development program and vision 25%; and
4) Economic benefit to the CRA 25%
The Committee met on April 25, 2013 to review the proposals and rank the
proposals for oral presentations. The Committee invited all four respondents to
present their proposals for greater clarification. The development teams presented
their proposals to the Committee on May 8, 2013. Subsequent to the oral
presentations, the Committee completed their evaluations, rankings, and
reference checks of the four proposals.
The final ranking is as follows:
1) Prospect Real Estate Group
2) Hatfield Development Co.
3) New Vision Communities, LLC
4) Bayshore Broadway, Inc.
The Selection Committee unanimously recommends negotiations with Prospect
Real Estate Group, the top-ranked development team, for the following reasons:
* Experience - The development team showed strong experience working as a
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CRA 2013-06-18 3
team in developing mixed-use infill developments (residential and retail) in
downtown redevelopment areas (Tampa's Encore and Orlando's Creative
Village).
* Financial Feasibility - The development team has submitted letters of interest for
both debt and equity. A review of their financials shows ability to perform.
* Conceptual Development Program - The mixed-use project is consistent with
CRA goals and vision for the site.
* Economic Benefit to CRA - Proposed purchased price of $2.5 million for the site
is within market standards of pricing land cost on a per unit basis. The incentives
requested are an estimated 42 units from the density pool as well as assistance
with the build-out of the retail spaces and marketing the retail and live-work units.
Prospect Real Estate Group proposed a $34 million project to include 247 market-
rate one and two-bedroom units with 8 live-work units, a strong residential
amenity package and 15,000 square-feet of retail on Cleveland Street. The
proposed design is urban, modern and well-designed, incorporating green
techniques and views to Prospect Lake. The size, unit mix, and proposed rents for
the units are consistent with market rents for similar projects in St. Petersburg and
Clearwater.
While the developer also proposed a 15,000 square-foot building as a potential
business incubator to be funded by the CRA on the Park Street outparcel, the
building is optional and does not affect the proposed development financials and
pro-forma.
In summary, the Prospect Real Estate Group’s proposal meets all stated CRA
objectives:
* A market-rate, urban residential project with ground floor retail;
* Ability to finance the proposed $34m project;
* Ability to construct the project in the timeframe requested; and
* A purchase price of the site within market value.
Next Steps:
1) Staff negotiates a Development and Purchase Agreement;
2) CRA Board considers Development and Purchase Agreement for approval;
3) Developer files development application with Planning and Development Dept;
4) CDB considers site plan; Development order is issued;
5) Developer files for permits;
6) Property transfers according to purchase terms in the Agreement;
7) Construction commences.
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CRA 2013-06-18 4
Prospect Real Estate Group (Prospect) CEO Mark Filburn said Richard Zahn removed
himself from all ties to Prospect at the end of last year when an investigation into a
personal matter came up. Prospect did not disclose the matter because it no longer
had any affiliation with Mr. Zahn.
In response to questions, the City Attorney said the RFP did not include a statement
requiring the disclosure of criminal charges against a director or member of the
company. The RFP does refer to the Public Entity Crime Provision, Florida Statute
287.132 and 287.133. There is no statutory requirement to disclose an arrest or guilty
plea of an individual who is no longer affiliated with the entity submitting a proposal.
The City Attorney said Prospect has submitted information documenting Mr. Zahn is no
longer affiliated with the entity.
A concern was expressed that the information on Mr. Zahn was not disclosed prior to a
recently published newspaper article. It was suggested that consideration be given to
require entities providing an RFP submittal to disclose when a member of the entity has
been arrested or charged within the last six months.
The City Attorney said at the time the RFP was issued, Mr. Zahn was no longer
affiliated with Prospect.
In response to questions, Prospect representative Leigh Fletcher said Mr. Zahn
resigned from operational control and legal ownership interest in December 2012.
Prospect's bonding capability is $100 million.
CRA Executive Director Rod Irwin said the development agreement will delineate
project benchmarks and performance standards, as well as the terms and conditions.
Staff will present the development agreement and the purchase contract within the next
ninety days. The City Attorney said the performance standards are subject to
negotiation. The City owns and controls the property. The purchase of the property is
not expected to occur until the Community Development Board grants the development
approval.
It was suggested that the development agreement include language requiring payment
to the City if the performance standards are not met.
Two individuals spoke in support.
Trustee Bill Jonson moved to authorize the Executive Director to negotiate a
Development and Purchase Agreement with top-ranked development team, Prospect
Real Estate Group, in response to RFP/Q 12-13 (RFP/Q), to develop a mixed-use infill
development on the Cleveland Street and Prospect Lake Park Site. The motion was
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Item # 1
CRA 2013-06-18 5
duly seconded; Trustees Paul Gibson, Doreen Hock-DiPolito, Bill Jonson, and Jay E.
Polglaze voted "Aye"; Trustee George N. Cretekos voted "Nay".
Motion carried.
5.
Adjourn
The meeting adjourned at 9:50 a.m.
Chair
City of Clearwater
Attest
City Clerk
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Item # 1
Community Redevelopment
Agency Agenda
Council Chambers - City
Hall
Meeting Date:7/15/2013
SUBJECT / RECOMMENDATION:
Presentation of the East Gateway District Five-Year Progress Report, Fiscal Years 2007-2012.
SUMMARY:
The East Gateway District Five-Year Action Program was approved by the Clearwater Community Redevelopment
Agency (CRA) on May 13, 2008 setting forth a series of implementation steps to help restore vitality and livability
to the area. The East Gateway Five-Year Action Program for Fiscal Year 07/08 – Fiscal Year 11/12 expired on
September 30, 2012. This progress report highlights the efforts, challenges, successes, and progress of the City of
Clearwater/CRA and the East Gateway community in achieving the neighborhood’s revitalization goals.
During this reporting period, the City/CRA celebrated many achievements. Some of the top accomplishments
include:
Purchase, demolition, and environmental remediation of the former CarPro property ($650,440)
Purchase and demolition of the former Economy Inn property ($2 million)
Purchase of 14 S. Evergreen property (adjacent to former CarPro, $145,000)
Approval of the annual CRA Community Policing Interlocal Agreement (2 police officers, $150,000+ per year)
Current construction of Country Club Townhomes (future 31-unit townhome community)
Completion of the Gulf to Bay/Highland Avenue Intersection Improvements project
Approval of the East Gateway District Vision Plan
Partnership and assistance for the creation of the Clearwater Gateway Farmers Market (15,000 visitors during the
first 20 weeks of operation)
Completion of Talento 2010 (5 murals)
Organization of three Code Sweeps (2008, 2011, 2012)
Multi-cultural Events
o 2012 Mexican Independence Day (2,500 people in attendance)
o 2011 East Gateway Hispanic Festival (recipient of the 2012 FRA Best Cultural Enhancement
Award)
o 2009 Ciclovía
o 2009 Ice Cream Social
Completion of several sidewalk projects
Cover Memo
Item # 2
East Gateway Façade and Building Lot Improvement Program
o 1225 Cleveland Street (Nature’s Food Patch)
o 1390 Gulf to Bay (former La Feria de la Nieve)
o 1454 Gulf to Bay (former Kyle’s Clock Shop)
Approval of a new Five-Year Action Program for Fiscal Year 2012-2017
Creation of SAG and the East Gateway Task Force
Renovation of Jerry Howe Apartments (previously Covert Apartments)
Creation of the East Gateway Shopping and Dining Guide
The report analyzes several neighborhood indicators over the five-year period to determine the overall condition of
the East Gateway District. During this reporting period, there is a positive increase in building permits issued and
value of improvements. In addition, the activity of engaged residents and the City/CRA’s investment has increased.
However, partly because of the economic downturn and partly due to the depth and range of longstanding
neighborhood issues (such as an older housing stock, high percentage of rental properties, crime, and a drop in
revenues from property taxes), is still a concern.
It is clear that revitalization of this area will take continued and constant application of time and resources from the
City/CRA and the residents. The new Five-Year Action Program continues the efforts to stabilize the area while
encouraging new development opportunities.
Review Approval:1) Office of Management and Budget 2) Legal 3) Clerk 4) Assistant City Manager 5) City Manager 6) Clerk
Cover Memo
Item # 2
East Gateway District
FIVE YEAR PROGRESS REPORT
FY 07-08 TO FY 11-12
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Item # 2
iDatix Corp. purchased its building in April 2012 InteriorAremodelAofANature’sAFoodAPatch
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Item # 2
TABLE OF CONTENTS
INTRODUCTION - Page 1
COMMUNITY OUTREACH & INVOLVEMENT - Page 4
EVENTS & ACTIVITIES—Page 7
PERFORMANCE MEASURES - Page 20
NEXT STEPS - Page 34
EAST GATEWAY DISTRICT
FIVE-YEAR PROGRESS REPORT
FY 07/08 TO FY 11/12
JULY 15, 2013
REDEVELOPMENT PROJECTS—Page 14
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Item # 2
INTRODUCTION
THIS FINAL PROGRESS REPORT highlights the accom-
plishments and achievements of the East Gateway
District Five-Year Action Program (Fiscal Years 07/08
through FY 11/12). The report showcases the efforts,
challenges, successes, and progress of the City of
Clearwater/CRA and the East Gateway community in
achievingAtheAneighborhood’sArevitalizationAgoals,
BACKGROUND INFORMATION
The East Gateway District (District) is a centrally-
located neighborhood characterized by a mixed land
use pattern. In 2004, the Clearwater Community
Redevelopment Agency (CRA) was expanded to en-
compass the East Gateway District. The East Gateway
District Five-Year Action Program for FY 07/08 - 11/12
(Action Program) was approved in 2008, setting forth
a series of implementation steps to help restore
vitality and livability to the area.
1
Strategically Positioned
GATEWAY TO CLEARWATER’S
DOWNTOWN AND BEACH
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Item # 2
The overarching goals of the Action Program were to:
Engage residents, businesses and other neighbor-
hood interests in the creation and implementa-
tion of the action program;
Achieve neighborhood stability by addressing the
social, economic and physical issues that plague
the area;
Establish a unique and positive identity that instills
neighborhood pride and sense of ownership; and
Revitalize the neighborhood to attract reinvest-
ment in private property.
STATISTICS
The East Gateway District has all the offerings of a
traditionalAneighborhoodAdevelopmentA(“live.Awork.A
playAandAeducate”).AandAisAuniquelyAlocatedAonAtheAA
urban edge of the world-class destination beaches of
Clearwater. The East Gateway District represents 39%
of the CRA area.
The East Gateway District is home to 1,219 households
consistingAofA2.871ApeopleA(2,6%AofAtheACity’sApopula-
tion). It is a very diverse area with 50% White, 34%
Hispanic, and 13% Black. *
Children comprise the second largest group in the
District, which points to opportunities in the types of
businesses that support that population. Specifically,
25% of the population in the District are between the
ages of 0 and 18 years old, 41% between 19 and 45
years of age, 23% between 45 and 65 years of age, and
11% over 65 years old. *
Population projections indicate a positive growth
trend in the next 5 and 10 years (0.8% and 1.56%
respectively). *
Average household income in the East Gateway Dis-
trictA($41.115)AisAlowerAthanAtheACityAofAClearwater’sA
estimates. However, due to high population density in
the East Gateway District, income per acre ($205,501)
is higher than that of the City of Clearwater ($182,868
per acre). *
* Source: PopStats 2010
2
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Community Voices
COMMUNITY OUTREACH & INVOLVEMENT
THE EAST GATEWAY Five-Year Action Program was the
product of a community-based planning process.
Community involvement continues to remain vital to
decision-makingAthatAwillAshapeAtheADistrict’sAfuture,
EAST GATEWAY TASK FORCE
The East Gateway Task Force was formed in late 2005
to identify a series of strategies necessary to achieve
positive change in the District. It is comprised of staff
from several City departments: Economic Develop-
ment & Housing, Engineering, Legal, Parks & Recrea-
tion, Planning, Police, Public Communications, and
Solid Waste. Regular contact with the community
increasedATaskAForceAstaff’sAawarenessAofAstakeholderAA
needs, concerns, values and preferences, which facili-
tated technical problem solving, decision making and
focused dedication to the East Gateway initiatives.
The Task Force meets on an as-needed basis to discuss
specific program action items.
EAST GATEWAY STAKEHOLDER ADVISORY
GROUP (SAG)
The SAG is an advisory body whose purpose is to make
recommendations and provide key information to
assist with the implementation of East Gateway Five-
Year Action Program projects and initiatives. The SAG
was established in 2008.
Initially, the group was meeting bi-monthly, but in
2010 it started meeting on a monthly basis to keep
informed of all the activities underway. Membership
consists of 7 to 11 individuals representing a cross-
section of East Gateway stakeholder groups. The SAG
plays an important role in the East Gateway Five-Year
Action Program implementation process by:
Providing first-hand information regarding
neighborhood activities and concerns;
ProvidingAanA“outsideAperspective”:
Providing solutions that best meet East Gateway
needs and values; and
Suggesting ways to increase community involve-
ment. 4
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Item # 2
EAST GATEWAY BUSINESS & NEIGHBORS
ASSOCIATION (BNA)
The BNA is a grassroots organization that was
established in October 2008 by members of the
community. The BNA meets on a monthly basis as a
forum to voice community concerns and solutions.
Meeting attendance began strong, but it has been
declining over the years. Several BNA members also
serve on the SAG.
The BNA sponsored five Neighborhood Crime Walks
(August 2009, October 2009, January 2010, May 2010,
andA prilA2011)AtoAexpressAtheAcommunity’sAoppositionA
to street violence, drug activity, prostitution, and
criminal activity of any kind in the District.
In the Spring of 2010, the City awarded the BNA with
the Quarterly Neighborhood Award. Through this
award, the city recognizes those neighborhoods that
make a commitment each day to improving the quality
of life for all residents in Clearwater.
OUTREACH TO THE HISPANIC COMMUNITY
The CRA, represented by the Community Development
Manager, is a member of the Hispanic Business Council
of the Clearwater Regional Chamber of Commerce and
participates in monthly Board meetings and at Hispanic
Connections Events.
CRA staff also engaged the use of social media by creat-
ing a Twitter account with the username
“MiVecindario”A(SpanishAforA“MyANeighborhood”)AandA
used it as a vehicle to update the local Hispanic commu-
nity of activities in the East Gateway District. Tweets
are posted in Spanish.
Business visits to the several Latino-owned businesses
in the East Gateway District were used to convey infor-
mation and updates of city activities in the area.
Additionally, a Hispanic business and property owner
was recruited to serve in the SAG.
5
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EVENTS & ACTIVITIES
Critical to the community planning process was the
engagement of a committed and concerned citizenry.
In August 2011, three Focus Group Vision Sessions
were organized that gave the consultants and the city
the opportunity to hear directly from the community.
During the two Charrette/Community Workshops that
were held in September 2011, the community identi-
fied the goals that it deemed most important and
prioritized what was necessary to achieve the com-
munity redevelopment vision.
The East Gateway Vision Plan presents the vision
statement for the East Gateway District; outlines the
concept plan for the various development zones; and
provides a matrix of action items to implement the
recommended goals and strategies for FY 12/13 -
16/17.
7
EAST GATEWAY DISTRICT VISION PLAN
In June 2009, the SAG suggested that the City/CRA
engage the community in redefining a vision for future
development and community character of the East
Gateway District. In January 2010, the CRA Board
agreed to proceed with the creation of a vision plan
and on May 31, 2011, the CRA and M. Arthur Gensler,
Jr. and Associates, Inc. entered into a contract. This
collaborative neighborhood vision plan, first presented
to the Clearwater CRA Board on January 9, 2012 and
later approved by the CRA Board on May 14, 2012,
addressed three main areas:
A Neighborhood Market/Economic Analysis that
defined the economic base for market-supportable
revitalization efforts;
Community Outreach and Stakeholder Involve-
ment culminating in a Community Design Charrette
that provided a strong, clear vision of the area and
responded to current and future market opportuni-
ties; and
A Concept Plan and Policy Framework that identi-
fied specific implementation actions and tools that
help achieve the vision over a 20-year horizon.
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Item # 2
The location for the market will be on the 1200 block
on Cleveland Street. The market will operate every
Saturday from 9:00 am to 2:00 pm, with an opening
day of Saturday, Jan. 12, 2013 and the first season
ending on May 25, 2013. The ICAI is a 501(c)3
non-profit organization and is the fiscal agent of the
market.
The Clearwater Gateway Farmers Market meets the
goals of the East Gateway Vision Plan approved by
the CRA in January 2012. The Vision Plan calls for the
creation of a walkable district and events that will
attract more visitors and create activities for commu-
nity interaction and economic opportunity. The
farmer’sAmarketAwillAsupportAlocalAbusinessesAbyAAAA
expanding their customer base, creating new supply
lines, providing marketing opportunities, and improv-
ing their entrepreneurial skills. Furthermore, it
creates a unique and positive identity that revitalizes
the East Gateway District and instills neighborhood
pride and a sense of ownership.
The SAG and the BNA supported the creation of the
farmers market as well.
8
CLEARWATER GATEWAY FARMERS
MARKET
The City of Clearwater/CRA, in partnership with the
Pinellas County Health Department and the Inter-
Cultural Advocacy Institute (ICAI) , identified a need
for access to affordable and locally-grown foods by
the Clearwater community, and in particular, the
East Gateway District and surrounding neighbor-
hoods. The ICAI will be launching a farmers market
in the East Gateway District with the mission of
“promotingAhealthyAurbanAneighborhoodsAbyAprovid-
ing access to affordable and locally-grown foods to
theAClearwaterAcommunity,”A
Some of the strategic goals of the farmers market
include:
1) Become a reliable source of affordable, nutri-
tious, and easily-accessible fresh produce;
2) Create a central gathering place where the com-
munity can come together for regularly sched-
uled events and activities offering a sense of
place and a community destination core;
3) Promote culturally-diverse food and products;
4) Encourage the startup of new businesses,
including home businesses (a result of the new
Cottage Law); and
5) Provide educational opportunities including (but
not limited to) nutrition, finance, business and
sustainable living.
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Item # 2
TALENTO 2010, A CELEBRATION OF
PINELLAS COUNTY’S HISPANIC ART &
CULTURE was spearheaded by the Pinellas Opportu-
nity Council, Inc. and it took place from March 2010
through September 2010. Its goal was to strengthen
business, career and entrepreneurial opportunities for
theADistrict’sAunderservedAHispanicAcommunity,
Several artists created a total of five (5) murals:
“WhereAGladiolasABloom”A(T-ShirtAWarehouse).A“FunA
andASun”A(FraternalAOrderAofAtheAEagles).A“MexicanA
DianaA(SenorABubblesAandAElARanchitoAdeAPepe).A“FirstA
ThereAWereASpringsAofAClearAWater”A(GreektownA
Grille).AandA“ClearwaterAinATransition”A(1400AClevelandA
Plaza West Wall).
Through this project, artists and neighborhood
volunteers created a series of small-scale murals that
interact with one another to invite visitors to park,
walk.AdoAbusinessAandAappreciateAtheAneighborhood’sA
rich cultural diversity.
This program was funded in part by the federally
funded American Recovery and Reinvestment Act,
Pinellas Opportunity Council, Inc., the Clearwater
Regional Chamber of Commerce, the City of Clearwa-
ter and other sponsors.
9
CICLOVIA (SpanishAforA“bikeApath”)AtookAplaceAonA
April 26, 2009. During this family-friendly and health-
focused multicultural street festival participants biked,
strolled, skated, and took part in exercise, sports, and
dance classes. Along Cleveland Street, there were food
vendors, activities for kids, bicycle and running organi-
zations, and exhibitors representing public service,
fitness and green living organizations.
THE ICE CREAM SOCIAL took place on September
27, 2009. During the event, Task Force staff and
members of the SAG and the BNA distributed neighbor-
hood information and discussed East Gateway efforts.
Two East Gateway businesses provided the ice cream
and the piñata for the event: La Feria Del Sabor and
Piñatas Arcoiris.
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Talento 2010
Ribbon Cutting Ceremony
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EL GRITO—MEXICAN INDEPENDENCE DAY
EVENT The City of Clearwater/CRA and the Mexican
Council of Tampa Bay invited residents and visitors to
joinAinAtheA“ShoutAofAIndependence”AwithAaAstreetA
partyAtitledA“ElAGrito”AthatAcommemoratedAAMexico’sA
Independence Day. The event was held on September
15, 2012 and it attracted approximately 2,500 people.
This multi-cultural event featured bands from Mexico,
like La Arrasadora Banda Huracán and Orquesta La
Ricotana, as well as local bands (Banda San Antonio de
Zacatecas). At 10 p.m., the event culminated with a
ceremonial exchange of Mexican and U.S. flags by
government officials.
11
THE EAST GATEWAY HISPANIC FESTIVAL took
place on May 22, 2011 at Glen Oaks Park in Clearwa-
ter, FL. This free family-friendly event featured cultural
entertainment, business and services information for
the community, food and beverages, and lots of activi-
ties for the children. The goal for the festival was to
promote the East Gateway neighborhood and the CRA
as a destination. This was an opportunity to engage
the residents while giving visibility to local businesses.
The festival offered something that everyone could
enjoy. It attracted approximately 800 people, including
hundreds of children, from all areas of the city.
This special event won the 2012AFR A wardAforA“BestA
CulturalAEnhancement”.
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12
SHOPPING & DINING GUIDE
The East Gateway District Shopping & Dining Guide was created
in February 2009 and has been updated twice since. It reveals
the wide variety of businesses in the area and provides
residents and visitors with the opportunity to become more
familiarAwithAtheADistrict’sAofferings,ATheAguideAisAdownloadableA
onAtheAEastAGateway’sAwebsite;A
www.myclearwater.com/eastgateway
BUSINESS VISITS
Business visits by CRA staff have proved
useful for promoting the East Gateway
revitalization effort.
Through regular business visits, CRA staff
maintain a pulse on the East Gateway
business environment and are able to
offer timely advocacy and other assistance
for business expansions and improve-
ments.
BLACK BARREL AND RECYCLING
AWARENESS PROGRAM
In August 2008, September 2009, and July
2011, in an effort to encourage proper trash
disposal, bilingual door hangers were
distributed to every East Gateway residence.
Information included the availability and
pickup schedule of black barrels and recy-
cling bins.
BUILDING DIVISION LIAISON
There is a need for higher level of service due to propensity of non-
conforming properties in East Gateway and relative inexperience of
East Gateway applicants with the development review process. The
city’sADevelopmentAServicesACenterAManagerAandAaAPlannerAIIIAhaveA
been assigned as the dedicated Building Division staff to assist poten-
tial East Gateway applicants and guide them through the process.
TRAFFIC CALMING
The City/CRA worked with Park Street
residents to help deter criminal elements
using Park Street as a cut-through. An
engineering solution included the installa-
tion of speed humps.
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14
CARPRO ACQUISITION AND DEMOLITION
InADecemberA2009.AtheACR AidentifiedAtheACarProASiteAasAaAcandidateAforAparticipationAinAtheACity’sABrownfieldsAAAA
ProgramAgivenAtheAsite’sAenvironmentalAissues.AtheAnon-conforming land use, the potential future redevelopment
of a particularly blighted area of the East Gateway, and the availability of funding for environmental remediation.
At least four different phases of environmental site assessments were conducted prior to May 2007. The investi-
gations identified adverse environmental conditions within the property boundaries of the site and two adjacent
properties to the west. Given the location and redevelopment opportunities for the site, the CRA purchased the
property on Aug. 5, 2010 and demolition was completed in September 2010. Assessment of the site continued
with the placement of monitoring wells to delineate the extent of the groundwater contamination. The assess-
ment portion of the estimate, up to $190,000, was covered by the 2009 American Recovery and Reinvestment
Act (ARRA) assessment funds and existing Brownfields grants.
On Nov. 15, 2011, the CRA approved a Work Order in the amount of $325,440 to Cardno TBE to complete
remediation activities. Based on the schedule, the remediation and post-active remediation monitoring (PARM)
program will be completed in approximately 1.5 years after project initiation.
ACQUISITION OF 14 S. EVERGREEN AVENUE
On March 13, 2011, the City of Clearwater purchased real
property located at 14 S. Evergreen Avenue, with a purchase
price of $135,000 and total expenditures not to exceed
$145,000 (including environmental assessments, survey ser-
vices, closing costs, and any other ancillary costs associated
with the acquisition.)
The property is approximately 6,300 sq. ft. The property is
contiguous with the former CarPro property. The acquisition
resulted in a total corner lot size of approximately 18,375 sq.
ft., which may be used for a future redevelopment project.
REDEVELOPMENT PROJECTS
THE EAST GATEWAY NEIGHBORHOOD REVITALIZATION STRATEGY (NRS)
was approved by the CRA Board in March 2009. Designating the East Gateway as a NRS
Area under this US Department of Housing & Urban Development designation makes
reporting and threshold requirements less arduous for federal funding of revitalization
projects .
Attachment number 2 \nPage 7 of 11
Item # 2
ECONOMY INN PROPERTY - On September 7,
2010, the CRA approved the purchase of the Economy
Inn parcel (1274 Cleveland Street) for $1.9 million,
which includes the acquisition cost ($1.6M), closing
costs, and demolition costs. The 2.2-acre parcel that
included the Royal Palm Motel, Viva Mexico restau-
rant, a single-family residence and two housing
duplexes, was the scene of numerous code violations
& criminal activity. Police Department records indicate
that, during FY 09/10, calls for service/complaints to
the Economy Inn totaled 421 calls - more than one call
per day requiring Police attention. 127 incident
reports were filed from these calls for service.
Since 2004, the Economy Inn Motel has been
subject of at least 24 code cases.
On April 28, 2011, a ceremony took place on
site to celebrate the start of demolition. Once
demolition was completed, the site was
sodded and fenced. After the creation of an
East Gateway Vision Plan and once the
economy improves, the property will be promoted for
redevelopment.
15
COUNTRY CLUB TOWNHOMES - This future 31-unit townhome community is located on a 2.1-acre site at
Drew Street and N. Betty Lane (formerly a Verizon parking lot). Units will be owner-occupied and affordable to low-
and moderate-income households (workforce-housing). The City provided a $700,000 loan to the Developer
utilizing CDBG funds. On October 2009, the Economic Development and Housing Department prepared a loan
modification to extend terms of loan for five years, given economic conditions and the state of the housing market.
The City Council approved the loan modification on Nov. 17, 2009. On July 20, 2010, the Community Development
Board (CDB) approved the site plan with eleven conditions. On July 22, 2011, a construction loan of $1,500,000 was
approved by the HUD Neighborhood Stabilization Program 2 (NSP2) consortium. In August 2011, the site plan was
approved, foundation permits were issued and construction commenced. The project is expected to be completed
in FY 13-14.
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Item # 2
THE FAÇADE AND BUILDING LOT IMPROVEMENT PROGRAM
was approved by the CRA Board on March 2009. The purpose of the
program is to assist East Gateway District commercial property owners in
improving the appearance of building exteriors and building sites that are
highlyAvisibleAfromAmajorAstreets,ATheAprogram’sAprimaryAgoalAisAtoAstimu-
late further investment in the District by transforming the look and feel of
aging commercial corridors.
The program offers project funding assistance to eligible property owners
toAhelpAoffsetAeligibleAprojectAcosts,AUpAtoA$35.000AinA“loan-to-grant”AfundsA
are available per approved project. If a property owner meets all program
requirements, the zero-interest loan will transition to a grant over a five-
year period.
Two projects were completed in FY 10/11 [1390 Gulf to Bay Blvd. (former
LaAFeriaAdeALaANieve)AandA1454AGulfAtoABayABlvd,A(formerAKyle’sAClockA
Shop)],AOneAprojectAwasAcompletedAinAFYA11/12A(ClevelandAPlaza.ANature’sA
Food Patch). Each project received the maximum award of $35,000.
JERRY HOWE TRANSITIONAL APARTMENTS (formerly Covert
Apts.)
On June 8, 2009, Boley Centers, Inc. presented to the City a request for
funding for construction costs to rehabilitate Covert Apartments, an
apartment complex located at 1447 and 1451 Gulf to Bay Boulevard, in
the East Gateway District. The property provides 13 transitional beds for homeless veterans with disabilities.
The total cost to renovate the Covert Apartments was $620,950 with the requested amount from the City being
$128,198. Other funding for this project included $117,752 from the Veterans Administration and $375,000 from
Boley Centers, Inc.
The project was presented and approved by the Neighborhood and Housing Advisory Board (NAHAB) in July
2009. The loan closed on December 17, 2009. In August 2010, the applicant started the permitting process and
the project was completed in 2011. CRA/City staff participated in the grand opening and dedication ceremony
for the Jerry Howe Transitional Apartments on November 18, 2012.
16
Left: 1454 Gulf to Bay Blvd.
(before and after)
Above: 1390 Gulf to Bay Blvd.
(before and after)
Below: 1225 Cleveland St. (after)
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GULF TO BAY & HIGHLAND AVENUE INTERSECTION IMPROVEMENT PROJECT
The community continued to express concern about decreased traffic volumes and business activity in the East
Gateway associated with the rerouting of beach traffic onto Court Street in conjunction with the opening of the
new Memorial Causeway Bridge.
In an effort to create an inviting entryway to the
District and address the lack of pedestrian
walkways in this intersection, an attention grabbing
entryway feature at the intersection of Gulf to Bay
Boulevard, Highland Avenue and Court Street was
proposed. The feature cues motorists, pedestrians
and cyclists that something special lays ahead. The
intersection improvements maximize views and
vistas into the District from Gulf to Bay Boulevard,
reinforces community identity, and increases
safety.
TheAconceptualAplansAwereApresentedAandAsupportedAbyAbothAtheABN AandAtheAS G.AwithAtheACity’sAEngineeringAA
Department developing and finalizing the construction documents. On Sept. 1, 2011, the City Council awarded
Gibbs and Register, Inc. of Winter Garden, Florida the project with a bid of $340,265.20. On Sept. 11, 2011, the
mast arm signal portion of the project was advertised with three FDOT–certified signal contractors submitting bids.
On Oct. 6, 2011, the City Council awarded American Lighting of Dover, Florida this project with a bid of $261,967.
The project was completed in September 2012. The source of funds for this project was Penny for Pinellas II.
BUSINESS EXPANSION
Despite the economic downturn, several businesses in the District
expanded during this reporting period.
Greektown Grille opened its doors in October 2008. The owners invested
$1,600,000 to purchase and develop the property.
Ultimate Medical Academy (UMA) expanded its location to 1255 Cleve-
land Street. The value of the interior remodeling of the first and second
floors of the tower building was over $700,000.
Nature’sAFoodAPatchAalsoAcompletedAanAinteriorAandAexteriorAremodelA
worth over $735000.
In 2010, new construction began on 1310 Cleveland Street. The initial
build out had a value of $344,062. The property owners opened a
convenienceAstoreAinAtheAfirstAunitAunderAtheAnameASeaZar’sAQuickAMart,A
In the Spring/Summer of 2012, Save-A-Lot pulled out construction
permits worth over $780,000.
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SIDEWALK PROJECTS
One strategy aimed at making the District a safer community is to build sidewalks on streets that automobiles
and pedestrians frequently share.
Using federal CDBG-R dedicated funding from the Economic Development and Housing Department, CRA staff
coordinated with the Engineering Department for the construction of several sidewalk projects. The following
sidewalk projects have been completed:
Pierce Street (San Remo to Highland); Jefferson Ave (Cleveland to Drew); Franklin Street (north side only,
Bridge to Gulf to Bay Blvd.); Laura Street (Highland to Hillcrest); Grove Street (San Remo to Highland);
San Juan Court (San Remo to Gulf to Bay), De Leon St (Hillcrest to Gulf to Bay), Evergreen Ave. (Cleveland
to Drew), Hillcrest Ave. (Cleveland to Drew ), Cleveland St (north side only, San Remo to Highland), and
Park St (GTB to Highland).
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PERFORMANCE MEASURES
20
Analysis
PROGRESS in the achievement of East Gateway District
goals is measured, in part, through the evaluation of
performance measures. The analysis of basic
neighborhood indicators in this section reveals that
the East Gateway District has yet to turn the corner
toward neighborhood stability. While the economic
downturn is certainly a contributing factor to declining
property values and homeownership rates in the East
Gateway, the depth and range of longstanding
neighborhood issues will indeed take time, resources,
and focus to correct. Continued emphasis in this area,
strategic investments, and civic engagement remain
critical to a successful revitalization effort.
LAND USE
The vast majority of the properties in the East
Gateway District are residential (687 out of 895), while
121 properties are commercial and 57 properties are
mixed-use (map on page 21).
sAshownAinAtheA“YearAStructureABuilt”AmapAonApageA
22, the construction of new structures has significantly
decreased and the housing stock in the District is old.
433 structures were built between 1920 and 1959 and
375 structures between 1960 and 1979. Meanwhile,
only 63 structures were built between 1980 and 1999
and a mere 24 structures between 2000 and 2012.
HOUSING TENURE & CONDITIONS
Neighborhood stabilization is a primary goal for the
East Gateway District. By increasing the ratio of owner
-to-renter occupied dwellings in this predominantly
rental neighborhood, there is a greater probability of
property maintenance and civic engagement.
As shown in the Homesteaded Properties maps on
pages 23 and 24, the number of owner-occupied
dwellings declined over the five-year period (200 prop-
erties in calendar year 2008 versus 175 in calendar
year 2012).
PerAtheA“StructuralAQuality”AmapAonApageA25.A86Astruc-
tures are in Fair condition, 809 in Average condition
and 9 in Above Average condition.
PROPERTY VALUES
Change in property values is typically a prime indicator
of neighborhood health. The property tax base in the
new Community Redevelopment Area, which includes
the East Gateway District, declined by $62,226,253
(approximately 43.47%) between FY 07/08 and FY
11/12.
FY 04/05 Tax Roll (base year) $ 88,234,600
FY 07/08 Tax Roll $143,146,902
FY 08/09 Tax Roll $134,103,909
FY 09/10 Tax Roll $116,499,344
FY 10/11 Tax Roll $ 94,021,659
FY 11/12 Tax Roll $ 80,920,649
Note 1: New Community Redevelopment Area was es-
tablished in 2004 and is comprised of 201 acres. This
area includes the 176-acre East Gateway District.
Note 2: Property value decline was experienced city-
wide, statewide and nationwide during this reporting
period.
Note 3: Tax Roll values are after senior exemptions.
The map on page 26 depicts changes in the assessed
value of East Gateway properties. The assessed value
of 105 properties declined by 0-25%; 236 properties
declined by 25-50%; and 483 properties declined by
over 50%. Meanwhile, only 37 properties had an
increase or no change in assessed value over the five-
year period.
PROPERTY VALUATION
NEW COMMUNITY REDEVELOPMENT AREA
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24
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BUILDING PERMITS — Per Table 1 below, there is a positive trend in the value of building permits each fiscal year.
During this five-year period, the building permit value increased by 363% (from $408,957 in FY 07-08 to $1,894,753 in FY
11-12.
In FY 2007-2008, Verizon pulled a permit for partial demolition worth $40,000. The second largest permit value was
approximately $35,000 (Maxa Enterprises).
In FY 2008-2009.AtheAlargestApermitAvalueAwasA$660.000AforAtheAinteriorArenovationAofANature’sAFoodAPatchA(1225AAAAA
Cleveland Street). The second largest value was $244,000 for the construction of a new single family home on 1469
Laura St., followed by $72,000 for the partial demolition of 1315 Cleveland St. (former Aqua Clara building).
In FY 2009-2010, the largest building permit value was approximately $1.1M for the Jade Group (relocation of Ultimate
Medical Academy to 1255 Cleveland Street). The second largest value was $835,000 for new construction on 1310 &
1314AClevelandASt,A(futureASeaZar’sAMarket),
In FY 2010-2011, WorkNet Pinellas did an interior renovation for $300,000; Verizon pulled a permit for parking lot
configuration worth $250,000 (part of future Country Club Townhomes), and The Jade Group pulled another permit
worth $238,000 for tenant improvement.
In FY 2011-2012, Save-A-Lot pulled a building permit worth $750,000 for alteration of existing space, and
Country Club Townhomes for new construction of multi-family dwelling ($400,000).
Table 1: Building Permit Data in the East Gateway
Attachment number 3 \nPage 9 of 21
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28
Code Compliance — In 2010, the Planning and
Development Department reevaluated the effective-
ness of its inspection zone configurations and deter-
mined that five different zones traversed the
Downtown, the East Gateway, and the Skycrest
neighborhood. In order to improve consistency and
consolidate the Downtown Redevelopment Plan area
into one inspection area, in September 2010 and
subsequently in April 2013 the inspection zones were
reconfigured and a new zone was created to encom-
pass the geographical areas mentioned above under a
single Code Inspector (map on page 29).
Consequently, the East Gateway District area is now
assigned to one inspector who is very involved with
the community while investigating violations of the
city’sACommunityADevelopmentACode,ATheAinspectorA
works closely with the CRA, the local neighborhood
and business groups, the Police Department, and the
Economic Development and Housing Department. The
inspector is also a member of the East Gateway Task
Force and is responsible for the coordination of code
enforcement sweeps within the Gateway area.
In May 2010, the Planning and Development Depart-
ment had a new land management computer software
application installed. During the migration of data
from one system to the other, it became apparent that
all data did not properly transfer over. Additionally,
workflows and business rules changed, thus disparities
exist in the data collected for code enforcement activ-
ity in the East Gateway District for this reporting
period.
The overwhelming majority of code violations in the
East Gateway District fall within four categories: lack
of a business tax receipt, overgrowth/accumulation of
debris, inoperative vehicles, and lack of proper prop-
erty maintenance. These 4 categories accounted for
61% of all code violations (1,207 cases out of a total of
1,968 cases) during this reporting period. Please refer
to Table 2 on page 30 for more detailed information.
Per Table 3 (page 30), in FY 11/12, 226 out of 391
(57.8%) cases met voluntary compliance. Only 6 cases
were remediated by the City. Similar results can be
found for all five fiscal years. During this reporting
period, Complied and Voluntary Compliance account
for 64.89% of all cases (1,277 out of 1,968).
Code sweeps are an important part of neighborhood
revitalization. Blighted properties tend to attract
negative behavior, crime, and they sometimes drive
down surrounding property values. Code sweeps are
not intended solely to issue violations but to educate
the residents and businesses and help citizens keep
their property up. The Code Compliance Department
conducted three code sweeps during this reporting
period: May 2008, April 2011, and November 2011.
In FY 2007-2008, 294 out of a total of 626 code viola-
tions (47%) were the direct result of a code sweep.
The results are similar for the other two code sweeps:
In FY 2010-2011, code sweep violations constituted
56% of all code violations (264 out of a total of 472)
and 47.3% in FY 2011-2012 (185 out of 391).
Table 4: Code Sweep Violations
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Table 2: Code Violation Data
Table 3: Code Violations Case Status
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COMMUNITY POLICING
During this reporting period, and on a yearly basis, the
City Council acting as the CRA Board approved the
Interlocal Agreement between the CRA and the City of
Clearwater for a more visible community policing
presence within the East Gateway neighborhood.
Two Clearwater Police Department officers were
assigned to provide law enforcement services for a
minimum of 40 hours a week. The officers reported to
the Sergeant of the Downtown Bike Team. Two new
bicycles were ordered and funded by the CRA.
The team has been focusing on crime hot spots and
networked with residents and businesses in the East
Gateway community. The two Police Officers worked
with Code Compliance to have numerous vacant
residences/businesses boarded up properly to keep
transients and drug dealers from loitering. Additional
responsibilities of the CRA community officers include:
Development of confidential informants in the
target area;
Filing of criminal charges against identified drug
dealers;
Completion of reports on all suspected gang
members in the District and the CRA;
Conducting a minimum of three prostitution
reverse sting operations annually;
Reduction of crimes committed by and against
homeless individuals in the target area;
Issuance of trespass warnings when applicable.
On February 25, 2010, the Downtown/East Gateway
BikeATeamAreceivedAtheAChief’sAUnitACitationAforA
achieving the goals and objectives of the CRA Agree-
ment,A sAaAresultAofAtheAteam’sAincreasedAenforcementA
strategy, an improvement in the quality of life in the
East Gateway District has been observed.
The desired goal of the Interlocal Agreement between
the CRA and the Clearwater Police Department is to
“reduceAdrugAdealing.Aprostitution.AandAstreetAcrimes”A
in the East Gateway District. Over the years, the area
has experienced a reduction in most crime categories
and reported offenses overall. Comparing the crime
statistics from fiscal years 2010-2011 and 2011-2012,
there are increases in the category of burglary
offenses. However, there are notable decreases in the
robbery category, as well as prostitution and drug
offenses.
Table 5 (page 32) compares Clearwater Police Depart-
ment’sAtopAreportsAtakenAinAtheAEastAGatewayADistrictA
during the last two fiscal years. Prior fiscal year data is
not included due to changes in reporting categories.
For FY 08/09 and 09/10 top police reports, please
refer to Appendix A on page 36.
ENHANCED COMMUNITY POLICING
THROUGH CRA / CITY
INTERLOCAL AGREEMENT
Attachment number 3 \nPage 13 of 21
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TOP POLICE REPORTS
EAST GATEWAY DISTRICT
Table 5: Police Data
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NEXT STEPS
On May 13, 2008, the CRA Board adopted the East Gateway District Five-Year Action Program for FY 2007-2012. This
action program ended on September 30, 2012. In October 2012, and because of the continuing needs of the District
and the momentum that CRA/City staff and programs have created, staff recommended and CRA Board approved that
a new East Gateway District Five-Year Action Program be implemented for FY 2012-2017.
The new Five-Year Action Program includes action items that were:
Identified in the East Gateway Vision Plan, which was approved by the CRA Board in January 2012;
Proposed by the East Gateway Task Force, which is comprised of staff from various city departments;
Recommended by members of the East Gateway Stakeholder Advisory Group (SAG); and
Included in the original Five-Year Action Program and remain relevant for the upcoming five fiscal years.
For the following five fiscal years, there will be 8 overarching Goals and strategies for implementation purposes:
Goal 1: District Development
Goal 2: Create a Vibrant Market
Goal 3: Zone I (West Commercial Anchor)
Goal 4: Zone II (Corridor Development)
Goal 5: Zone III (Open Space)
Goal 6: Zone IV (Festival Core)
Goal 7: Branding Strategy
Goal 8: Policy/Recommendations
The focus for the first fiscal year will be the review and update of the Downtown Redevelopment Plan; the next phase
of the sidewalk construction; the continued community policing presence and outreach to the businesses; completion
of an additional façade project; and assistance with the successful launch of the Clearwater Gateway Farmers Market.
Continued emphasis and financial support towards initiatives in the East Gateway District, along with meaningful civic
engagement will be critical to the success of the revitalization efforts for this neighborhood.
34
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36
APPENDIX A
TOP POLICE REPORTS
EAST GATEWAY DISTRICT
OCTOBER 2008—SEPTEMBER 2009
Open Alcohol Ordinances ................................. 330
Traffic Citations .................................................. 245
Drug arrests ......................................................... 239
Field Interview Reports ..................................... 215
Warrant Arrests .................................................. 113
Trespass Warnings ............................................... 97
Trespass arrests .................................................... 62
Accident Investigations ........................................ 39
Criminal Traffic Arrests ...................................... 35
Prostitution Arrests ............................................. 20
Suspended/No Valid Driver License ............... 17
Battery Arrests ...................................................... 14
Baker Acts ............................................................. 13
Gang Graffiti Reports .......................................... 13
Disorderly Conduct ............................................ 12
Violation of Probation Arrests ........................... 11
Probable Cause Advisory Arrests .................... 11
Resisting Arrests .................................................. 11
Marchman Acts ................................................... 11
Domestic Felony ..................................................... 9
Theft ......................................................................... 5
DUI .......................................................................... 4
OCTOBER 2009—SEPTEMBER 2010
Open Alcohol Ordinances .......................... 381
Traffic Citations ............................................ 351
Drug arrests ................................................... 253
Field Interview Reports ............................... 276
Warrant Arrests ............................................ 149
Trespass Warnings ....................................... 169
Trespass arrests .............................................. 69
Accident Investigations .................................. 69
Criminal Traffic Arrests ................................ 47
Prostitution Arrests ....................................... 69
Suspended/No Valid Driver License ......... 32
Battery Arrests ................................................ 10
Baker Acts ....................................................... 29
Gang Graffiti Reports ...................................... 8
Disorderly Conduct ...................................... 17
Violation of Probation Arrests ....................... 4
Probable Cause Advisory Arrests .............. 43
Resisting Arrests ............................................ 20
Marchman Acts ............................................. 35
Domestic Felony ............................................... 9
Theft ................................................................... 9
DUI .................................................................... 7
Attachment number 3 \nPage 18 of 21
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Historic Images of the East Gateway District —Courtesy of Mike Sanders
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Historic Images of the Royal Palm Motel—Courtesy of Patti Bianco
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Historic Images of the CRA—Courtesy of Maryce Garber
Left: Cleveland Street looking East
Below: Cleveland Street looking West
Top: Downtown Aerial
Right: Ft. Harrison Avenue
Attachment number 3 \nPage 21 of 21
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COMMUNITY
REDEVELOPMENT AGENCYCOMMUNITY
REDEVELOPMENT AGENCYEast Gateway District
Five Year Progress ReportFY 07/08 TO FY 11/12East Gateway District
Five Year Progress ReportFY 07/08 TO FY 11/12
Attachment number 4 \nPage 1 of 27
Item # 2
Attachment number 4 \nPage 2 of 27
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BACKGROUND INFORMATIONBACKGROUND INFORMATIONBACKGROUND INFORMATIONBACKGROUND INFORMATIONEast Gateway Character DistrictEast Gateway Character District––
Established in 2004Established in 2004
East Gateway Character DistrictEast Gateway Character District––
Established in 2004Established in 2004
East Gateway Task ForceEast Gateway Task Force––
Formed in late 2005Formed in late 2005
––
Comprised of City Staff from 8 Comprised of City Staff from 8 DepartmentsDepartments
East Gateway Task ForceEast Gateway Task Force––
Formed in late 2005Formed in late 2005
––
Comprised of City Staff from 8 Comprised of City Staff from 8 DepartmentsDepartments
Attachment number 4 \nPage 3 of 27
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BACKGROUND INFORMATIONBACKGROUND INFORMATIONBACKGROUND INFORMATIONBACKGROUND INFORMATIONEast Gateway FiveEast Gateway Five--Year Action Year Action
ProgramProgramEast Gateway FiveEast Gateway Five--Year Action Year Action
ProgramProgramProgramProgram––
Adopted in May 2008Adopted in May 2008
––
Goal to stabilize and revitalize the areaGoal to stabilize and revitalize the area
––
Five CategoriesFive CategoriesProgramProgram––
Adopted in May 2008Adopted in May 2008
––
Goal to stabilize and revitalize the areaGoal to stabilize and revitalize the area
––
Five CategoriesFive Categories
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STATISTICSSTATISTICSSTATISTICSSTATISTICS
Diverse Population of 2,871Diverse Population of 2,87125% are Children25% are ChildrenDiverse Population of 2,871Diverse Population of 2,87125% are Children25% are Children25% are Children25% are ChildrenHigh Income Per AcreHigh Income Per Acre25% are Children25% are ChildrenHigh Income Per AcreHigh Income Per Acre
Attachment number 4 \nPage 5 of 27
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COMMUNITY VOICESCOMMUNITY VOICESCOMMUNITY VOICESCOMMUNITY VOICES
Stakeholder Advisory Group (SAG)Stakeholder Advisory Group (SAG)––
Established September 2008Established September 2008
––
Provide Feedback to the CityProvide Feedback to the City
Stakeholder Advisory Group (SAG)Stakeholder Advisory Group (SAG)––
Established September 2008Established September 2008
––
Provide Feedback to the CityProvide Feedback to the City
––
Provide Feedback to the CityProvide Feedback to the City
––
Up to 11 Community MembersUp to 11 Community Members
––
Provide Feedback to the CityProvide Feedback to the City
––
Up to 11 Community MembersUp to 11 Community Members
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COMMUNITY VOICESCOMMUNITY VOICESCOMMUNITY VOICESCOMMUNITY VOICESEast Gateway Business and East Gateway Business and
Neighbors Association (BNA)Neighbors Association (BNA)––
Grassroots OrganizationGrassroots Organization
East Gateway Business and East Gateway Business and
Neighbors Association (BNA)Neighbors Association (BNA)––
Grassroots OrganizationGrassroots Organization
––
Established October 2008Established October 2008
––
Quarterly Neighborhood AwardQuarterly Neighborhood Award
––
Established October 2008Established October 2008
––
Quarterly Neighborhood AwardQuarterly Neighborhood Award
Attachment number 4 \nPage 7 of 27
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BNA CRIME WALKBNA CRIME WALKBNA CRIME WALKBNA CRIME WALK
Attachment number 4 \nPage 8 of 27
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EVENTS & ACTIVITIESEVENTS & ACTIVITIESEVENTS & ACTIVITIESEVENTS & ACTIVITIES
East Gateway District Vision PlanEast Gateway District Vision Plan––
Neighborhood Market / Economic AnalysisNeighborhood Market / Economic Analysis
––
Community Outreach / CharretteCommunity Outreach / Charrette
East Gateway District Vision PlanEast Gateway District Vision Plan––
Neighborhood Market / Economic AnalysisNeighborhood Market / Economic Analysis
––
Community Outreach / CharretteCommunity Outreach / Charrette
––
Community Outreach / CharretteCommunity Outreach / Charrette
––
Concept Plan & Policy FrameworkConcept Plan & Policy Framework
––
Community Outreach / CharretteCommunity Outreach / Charrette
––
Concept Plan & Policy FrameworkConcept Plan & Policy Framework
Attachment number 4 \nPage 9 of 27
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EVENTS & ACTIVITIESEVENTS & ACTIVITIESEVENTS & ACTIVITIESEVENTS & ACTIVITIES
Clearwater Gateway Farmers Clearwater Gateway Farmers MarketMarket––
Partnership with ICAI and Pinellas Partnership with ICAI and Pinellas County Health DepartmentCounty Health Department
Clearwater Gateway Farmers Clearwater Gateway Farmers MarketMarket––
Partnership with ICAI and Pinellas Partnership with ICAI and Pinellas County Health DepartmentCounty Health Department
––
MissionMission
––
MissionMission
Attachment number 4 \nPage 10 of 27
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EVENTS & ACTIVITIESEVENTS & ACTIVITIESEVENTS & ACTIVITIESEVENTS & ACTIVITIESTalento2010Talento2010––
Partnership with Pinellas Opportunity Partnership with Pinellas Opportunity Council, Clearwater Chamber, and local Council, Clearwater Chamber, and local businessesbusinesses
––
5 Murals5 Murals
Talento2010Talento2010––
Partnership with Pinellas Opportunity Partnership with Pinellas Opportunity Council, Clearwater Chamber, and local Council, Clearwater Chamber, and local businessesbusinesses
––
5 Murals5 Murals
––
5 Murals5 Murals
––
5 Murals5 Murals
Attachment number 4 \nPage 11 of 27
Item # 2
EVENTS & ACTIVITIESEVENTS & ACTIVITIESEVENTS & ACTIVITIESEVENTS & ACTIVITIES
East Gateway Hispanic FestivalEast Gateway Hispanic Festival––
2012 FRA Award for Best Cultural 2012 FRA Award for Best Cultural EnhancementEnhancement
East Gateway Hispanic FestivalEast Gateway Hispanic Festival––
2012 FRA Award for Best Cultural 2012 FRA Award for Best Cultural EnhancementEnhancement
Attachment number 4 \nPage 12 of 27
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EVENTS & ACTIVITIESEVENTS & ACTIVITIESEVENTS & ACTIVITIESEVENTS & ACTIVITIESEl Grito El Grito ––Mexican Independence Mexican Independence Day (2012)Day (2012)El Grito El Grito ––Mexican Independence Mexican Independence Day (2012)Day (2012)
Attachment number 4 \nPage 13 of 27
Item # 2
REDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSFormer Economy Inn PropertyFormer Economy Inn Property––
2010, $1.9M2010, $1.9M
––
Nuisance PropertyNuisance Property
Former Economy Inn PropertyFormer Economy Inn Property––
2010, $1.9M2010, $1.9M
––
Nuisance PropertyNuisance Property
––
Nuisance PropertyNuisance Property
CarPro Acquisition & DemolitionCarPro Acquisition & Demolition––
August 2010, $325KAugust 2010, $325K
Acquisition of 14 S. Evergreen Ave.Acquisition of 14 S. Evergreen Ave.––
March 2011, $135KMarch 2011, $135K
––
Nuisance PropertyNuisance Property
CarPro Acquisition & DemolitionCarPro Acquisition & Demolition––
August 2010, $325KAugust 2010, $325K
Acquisition of 14 S. Evergreen Ave.Acquisition of 14 S. Evergreen Ave.––
March 2011, $135KMarch 2011, $135K
Attachment number 4 \nPage 14 of 27
Item # 2
REDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSCountry Club TownhomesCountry Club Townhomes––
2.1 Acre Site2.1 Acre Site
––
31 Units31 Units
Country Club TownhomesCountry Club Townhomes––
2.1 Acre Site2.1 Acre Site
––
31 Units31 Units
––
31 Units31 Units
––
Workforce HousingWorkforce Housing
––
31 Units31 Units
––
Workforce HousingWorkforce Housing
Attachment number 4 \nPage 15 of 27
Item # 2
REDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSFaçade ProgramFaçade Program––
Assist Commercial Property Owners in Assist Commercial Property Owners in Improving Appearance of BuildingsImproving Appearance of Buildings
––
Three Projects Three Projects
Façade ProgramFaçade Program––
Assist Commercial Property Owners in Assist Commercial Property Owners in Improving Appearance of BuildingsImproving Appearance of Buildings
––
Three Projects Three Projects
––
Three Projects Three Projects »»
1390 Gulf to Bay Blvd.1390 Gulf to Bay Blvd.
»»
1454 Gulf to Bay Blvd.1454 Gulf to Bay Blvd.
»»
1225 Cleveland St.1225 Cleveland St.
––
Three Projects Three Projects »»
1390 Gulf to Bay Blvd.1390 Gulf to Bay Blvd.
»»
1454 Gulf to Bay Blvd.1454 Gulf to Bay Blvd.
»»
1225 Cleveland St.1225 Cleveland St.
Attachment number 4 \nPage 16 of 27
Item # 2
BEFORE: 1390 Gulf To BayBEFORE: 1390 Gulf To BayBEFORE: 1390 Gulf To BayBEFORE: 1390 Gulf To Bay
Attachment number 4 \nPage 17 of 27
Item # 2
AFTER: 1390 Gulf To BayAFTER: 1390 Gulf To BayAFTER: 1390 Gulf To BayAFTER: 1390 Gulf To Bay
Attachment number 4 \nPage 18 of 27
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AFTER: 1225 CLEVELAND ST.AFTER: 1225 CLEVELAND ST.AFTER: 1225 CLEVELAND ST.AFTER: 1225 CLEVELAND ST.
Attachment number 4 \nPage 19 of 27
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REDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSGTB/Highland Intersection GTB/Highland Intersection Improvements ProjectImprovements Project––
Inviting EntrywayInviting Entryway
GTB/Highland Intersection GTB/Highland Intersection Improvements ProjectImprovements Project––
Inviting EntrywayInviting Entryway
––
Increased Pedestrian and Vehicular Increased Pedestrian and Vehicular SafetySafety
––
Penny for Pinellas IIPenny for Pinellas II
––
Increased Pedestrian and Vehicular Increased Pedestrian and Vehicular SafetySafety
––
Penny for Pinellas IIPenny for Pinellas II
Attachment number 4 \nPage 20 of 27
Item # 2
Attachment number 4 \nPage 21 of 27
Item # 2
REDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSREDEVELOPMENT PROJECTSSidewalk ProjectsSidewalk Projects––
Safer CommunitySafer Community
Sidewalk ProjectsSidewalk Projects––
Safer CommunitySafer Community
Attachment number 4 \nPage 22 of 27
Item # 2
PERFORMANCE MEASURESPERFORMANCE MEASURESPERFORMANCE MEASURESPERFORMANCE MEASURESCommunity PolicingCommunity Policing––
CRA/CPD Interlocal AgreementCRA/CPD Interlocal Agreement
––
Goal to reduce drug dealing, Goal to reduce drug dealing, Community PolicingCommunity Policing––
CRA/CPD Interlocal AgreementCRA/CPD Interlocal Agreement
––
Goal to reduce drug dealing, Goal to reduce drug dealing,
––
Goal to reduce drug dealing, Goal to reduce drug dealing, prostitution, and street crimesprostitution, and street crimes
––
2 CRA Police Officers2 CRA Police Officers
––
Goal to reduce drug dealing, Goal to reduce drug dealing, prostitution, and street crimesprostitution, and street crimes
––
2 CRA Police Officers2 CRA Police Officers
Attachment number 4 \nPage 23 of 27
Item # 2
PERFORMANCE MEASURESPERFORMANCE MEASURESPERFORMANCE MEASURESPERFORMANCE MEASURESBuilding PermitsBuilding Permits––
Value increased by 363%Value increased by 363%
––
From $409K to $1.9MFrom $409K to $1.9M
––
Nature’s Food Patch/UMA/Nature’s Food Patch/UMA/SeaZar’sSeaZar’s/ /
Building PermitsBuilding Permits––
Value increased by 363%Value increased by 363%
––
From $409K to $1.9MFrom $409K to $1.9M
––
Nature’s Food Patch/UMA/Nature’s Food Patch/UMA/SeaZar’sSeaZar’s/ /
––
Nature’s Food Patch/UMA/Nature’s Food Patch/UMA/SeaZar’sSeaZar’s/ /
Country Club TownhomesCountry Club TownhomesCode ComplianceCode Compliance––
1,968 cases1,968 cases
––
65% Voluntary Compliance65% Voluntary Compliance
––
3 Code Sweeps3 Code Sweeps
––
Nature’s Food Patch/UMA/Nature’s Food Patch/UMA/SeaZar’sSeaZar’s/ /
Country Club TownhomesCountry Club TownhomesCode ComplianceCode Compliance––
1,968 cases1,968 cases
––
65% Voluntary Compliance65% Voluntary Compliance
––
3 Code Sweeps3 Code Sweeps
Attachment number 4 \nPage 24 of 27
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PERFORMANCE MEASURESPERFORMANCE MEASURESPERFORMANCE MEASURESPERFORMANCE MEASURESLand UseLand Use––
687 Residential687 Residential
––
121 Commercial121 CommercialHousingHousingLand UseLand Use––
687 Residential687 Residential
––
121 Commercial121 CommercialHousingHousingHousingHousing––
175 owner175 owner--occupied dwellings in occupied dwellings in
20122012
––
Declining Property ValuesDeclining Property ValuesHousingHousing––
175 owner175 owner--occupied dwellings in occupied dwellings in
20122012
––
Declining Property ValuesDeclining Property Values
Attachment number 4 \nPage 25 of 27
Item # 2
NEXT STEPSNEXT STEPSNEXT STEPSNEXT STEPSNew FiveNew Five--Year Action Program Year Action Program for FY 2012for FY 2012--20172017
Critical Need for Continued Critical Need for Continued New FiveNew Five--Year Action Program Year Action Program for FY 2012for FY 2012--20172017
Critical Need for Continued Critical Need for Continued Critical Need for Continued Critical Need for Continued Emphasis and Financial Emphasis and Financial SupportSupportCritical Need for Continued Critical Need for Continued Emphasis and Financial Emphasis and Financial SupportSupport
Attachment number 4 \nPage 26 of 27
Item # 2
COMMUNITY
REDEVELOPMENT AGENCYCOMMUNITY
REDEVELOPMENT AGENCYEast Gateway District
Five Year Progress ReportFY 07/08 TO FY 11/12East Gateway District
Five Year Progress ReportFY 07/08 TO FY 11/12
Attachment number 4 \nPage 27 of 27
Item # 2