03/13/2006
CITY COUNCIL WORKSESSION MINUTES
CITY OF CLEARWATER
March 13, 2006
Present: Frank Hibbard Mayor
William C. Jonson Vice-Mayor
Hoyt P. Hamilton Councilmember
Carlen Petersen Councilmember
John Doran Councilmember
Also present: William B. Horne II City Manager
Garry Brumback Assistant City Manager
Rod Irwin Assistant City Manager
Pamela K. Akin City Attorney
Cynthia E. Goudeau City Clerk
Patricia O. Sullivan Board Reporter
The Mayor called the meeting to order at 1:00 p.m. at City Hall.
To provide continuity for research, items are in agenda order although not
necessarily discussed in that order.
Presentations
1. Service Awards
Three service awards were presented to City employees.
Katrina Breedlove, Information Technology Department, was presented the March 2006
Employee of the Month award.
The March-April 2006 Team Award was presented to the Public Works Team
representing the Public Services and Engineering departments: Perry Lopez, Ed Burke, Phil
Seissian, Melvin Maciolek, Paul Bertels, Ricky Hess, Paul Henderson, Jim Sokol, Mike
Whittaker, Ted Mellis, Dave Taggart, Yacub Bilal, Dane Heatherington, Modesto Gonzalez, Jim
Potts, Barbara Amiro, Jay Gibson, Terry Butler, Tim Coleman, and Ray Boler.
The Council recessed from 1:10 to 1:11 p.m. to meet as the Pension Trustees.
Budget Office
Pass on first reading Ordinances #7603-06 and #7604-06, amending the City's fiscal year
2005/06 Operating and Capital Improvement Budgets at first quarter.
The FY (Fiscal Year) 2005/06 Operating and Capital Improvement Budgets were
adopted in September 2005 by Ordinances 7497-05 and 7498-05. Section 2.521 of the City's
Code of Ordinances requires that the City Manager prepare a quarterly report detailing income
and expenditure estimates, collections, the explanation of significant variances, as well as, the
financial status of all active capital improvement projects.
Council Work Session 2006-03-13 1
The report is based on three months of activity (October 2005 through December 2005) in
this fiscal year. The report comments on major variances, as well as documents all proposed
amendments.
Significant Fund amendments are:
General Fund: General Fund revenues and expenditure amendments reflect a net
increase of $211,989. Major reasons for the overall General Fund expenditure increase
includes the appropriation of General Fund retained earnings of $75,000 for contract services
for building permit review, $2,240 for an enhanced Council travel budget, and $5,000 for youth
scholarships for the Nagano exchange program, and $22,099 reappropriating funds for the
Homeless Shelter program. In addition, the amendment reflects more than $67,000 of increases
in the Parks and Recreation Department to account for operations that previously had been
accounted for in a Special Program project, but through analysis of the Internal Audit Department,
determined to better be accounted for in the General Fund. The related revenues for these
programs offset this amendment. In addition, $35,000 is transferred to the Capital Improvement
Fund to establish a project for the schematic design of the Morningside Recreation Center.
Savings within the Parks and Recreation operating budget offsets this cost.
General Fund Reserves – In order to ensure adequate reserves, the City Council’s policy
reflects that General Fund unappropriated retained earnings of 8.5% of the City’s budgeted
General Fund expenditures must be maintained as a reserve to guard against future
emergencies. With the closing of the year-end 2005 books, and the allocation of reserves noted
above, estimated General Fund reserves at first quarter are approximately $15.5 million, or 13.9%
of the current year’s General Fund budget, exceeding our reserve policy by just over $6 million.
Significant amendments to other City Operating Funds: 1) Gas Fund - Budget
amendments in the Gas Fund reflect an increase of over $6 million primarily for the increased
cost of fuel for resale. This cost is more than offset by increased revenue estimates; 2) Solid
Waste Fund - The only amendment to the Solid Waste Fund reflects the return of over $1million
from the Capital Improvement Fund Beach Walk project. With the approved funding of future
tax-exempt funding for Beach Walk, this funding is no longer needed in this project and is
returned to the Solid Waste Fund; 3) Recycling Fund - Expenditure amendments totaling
$90,056 reflect the allocation of the annual Pinellas County Recycling grant of $60,056 to the
Special Program project established to account for these funds, and an increase of $25,000 for
the cost of inventory purchases for resale, which is offset by increased revenue from the sale of
recyclables; 4) Harborview Fund - Significant amendments to the Harborview Fund reflect a
reduction of over $1.5 million in revenues and expenditures as a result of the new management
agreement with Global Spectrum resulting in the direct allocation of all operational expenditures
and the accounting of revenues directly by Global Spectrum; 5) Garage Fund - The primary
amendment to the Garage Fund reflects the allocation of $462,258 of unrestricted retained
earnings of the Garage Fund to the Capital Improvement Fund for the upgrade of the radio
system to Simulcast as approved by the Council in November 2005; 6) Central Insurance Fund -
At first quarter, the Central Insurance Fund reflects the allocation of $391,483 of unrestricted
retained earnings of the Central Insurance Fund to cover the higher than anticipated premiums
for property, casualty, liability, workers’ compensation and other non-health related insurance as
approved by the City Council in September 2005; and 7) Capital Improvement Fund - First
Council Work Session 2006-03-13 2
quarter amendments to the Capital Improvement Fund total $8,789,239. The increase in the
Beach Walk project approved by the City Council in February was more than $14 million.
Project budget increases not previously approved by the Council reflect an increase of
$784,450.48 in County restricted TIF (Tax Increment Financing) funds revenue to the Downtown
Streetscape project, an increase of $29,000 in local option gas tax revenue to the Citywide
Intersection Improvement project to fund intersection improvements as the result of an ADA
(Americans with Disabilities Act) settlement, and $35,000 to establish the Morningside
Recreation Center preliminary design funded by savings in the Parks and Recreation
Department operating budget.
Special Program Fund - The Special Program Fund reflects a net budget increase of
$2,424,578 at first quarter. Amendments include the recognition of more than $670,000 in
grants proceeds supporting programs for Americorps, COPS technology, Operacion Apoyo
Hispano, and Juvenile Welfare grants supporting neighborhood recreation program. Other
significant amendments reflect more than $500,000 for the Special Events programs in the last
six months, $350,000 to establish the project for the remediation of the Clearwater Auto Site,
$413,000 from police fines and court proceeds to support public safety programs, and $215,000
in revenues for police outside duty contractual services.
The amended 2005/06 Capital Improvement Program budget report is submitted for the
budget increase
City Council's first quarter review. The net proposed amendment is a of
$8,789,239. This review provides the opportunity to examine the status of all active projects and
present formal amendments to the project budgets. Fiscally significant budget increases
encompassed within this review are as follows:
The City Council did not previously approve the following Capital Improvement Budget
Downtown Streetscape
increase: 1) - To record a budget increase of $784,450.48 in County
Citywide
Restricted TIF revenue. This represents estimated receipts for this year; 2)
Intersection Improvements
– To record a budget increase of $29,000 in Local Option Gas Tax,
which will be transferred from the Special Development Fund. This will provide funding to settle
Morningside Recreation Center
Tampa Bay ADA v. City of Clearwater court case; and 3)
Replacement
– To record a budget increase of $35,000 of General Fund revenue, which will be
transferred from savings within the Parks & Recreation operating budget. This will fund the
schematic design work for this project.
increases
All significant budget that have been previously approved by the Council are: 1)
Druid Road Improvements - $500,000; 2) Beach Walk - $14,765,419; 3) Bayview Park - $200,000;
4) Dailey Property Purchase - $183,500; 5) Ross Norton Complex - $299,562; 6) Radio Simulcast
Upgrade - $462,258; and 7) Alligator Creek Implementation Projects II - $250,000.
In accordance with City of Clearwater Code Section 2.564(2), the City Manager may
approve and execute change orders without City Council approval within certain limitations. The
following change order have been administratively approved since the last report to the Council
based on the code specified criteria: 1) Increases do not exceed 10% over Council approved
amount on a cumulative basis; 2) Change does not change the scope of a project; 3) Price
increases do not require additional appropriation to the project; 4) Contract price decreases may be
approved without limitation; and 5) The time for completion may not be extended by more than 60
days, in any one change or cumulatively for the same project.
Council Work Session 2006-03-13 3
1) September 30, 2005 - Administrative Change Order #5 & Final – Area “F” Gravity Sewer
System Improvements (02-0049-UT). This change order increases the contract by $54,331.66 to
adjust for actual supplies and materials used and decrease the contract by $83,198.54 for items
not needed to complete this contract. The net change is a decrease of $28,866.88 in the contract
Rowland, Inc. -$28,866.88
amount. ; 2) ) September 30, 2005 - Administrative Change Order #2 &
Final – Reservoir No. 1 – Reverse Osmosis Water Treatment Facility (00-0049-UT). This change
order decreases the contract by $15,553.01 for work the City performed instead of the contractor.
GE Osmonics, Inc. -$15,553.01
; 3) October 7, 2005 - Administrative Change Order #1 – 2005
Street Resurfacing Contract (05-0009-EN). This change order increases the contract by
$160,537.80 to remove and replace deteriorated curbs. The curb work was not part of the original
contract but is required to performed satisfactory road resurfacing work. This change order also
R.E. Purcell
extends the completion date by 60 days to allow for this additional work.
Construction Company, Inc. $160,537.80
; 4) October 11, 2005 - Administrative Change Order #2
– Myrtle Avenue Roadway & Drainage Improvements (00-0034-EN). This change order increases
the contract by $251,488.57 to adjust contingency fees and reimburse costs incurred when other
portions of project were not completed in timely manner by other contractors. This change order
decreases the contract by $697,961.69 for items that need not be completed by this contractor for
Westra
this project. The net change is a decrease of $446,473.12 in the contract amount.
Construction Corporation -$446,473.12
; 5) October 25, 2005 - Administrative Change Order #1
& Final – Security Facilities at the NE APCF and Reservoirs #2 and #3 (02-0049-UT). This
change order increases the contract by $15,839.27 to adjust for actual supplies and materials used
and decreases the contract by $20,135.80 for items not needed to complete this contract. The net
Kloote Contracting, Inc. -$4,296.53
change is a decrease of $4,296.53 in the contract amount. ;
6) January 30, 2006 - Administrative Change Order #2 – Kapok Wetland & Floodplain Restoration
Project (02-0049-UT). This change order increases the contract by $14,913.61 to provide creek
maintenance and planting of vegetation, and for plants lost due to construction delays. Costs of
Aquatic Plants of Florida, Inc.
plant losses will be recovered from other party separately.
$14,913.61
; 7) December 12, 2005 - Administrative Change Order #1 & Final – McMullen Booth
Road Pedestrian Bridge Overpass (99-0082-EN). This change order increases the contract by
$122,700.27 to adjust for actual supplies and materials used and decreases the contract by
$234,702.67 for items not needed to complete this contract. The net change is a decrease of
Caladesi Construction Company, Inc. -$112,002.40
$112,002.40 in the contract amount. ; 8)
December 19, 2005 - Administrative Change Order #1 & Final – Lift Station #12 Improvements
(01-0058-UT). This change order decreases the contract by $23,556.00 for the unused portion of
TLC Diversified, Inc. -$23,556.00
the contingency item and to close this contract. ; 9) January 11
2006 - Administrative Change Order #1 – Mandalay Channel Pedestrian Bridge Utility Relocation
(03-0047-UT) This change order increases the contract by $76,300.10 due to delays caused by
Akerman
existing field conditions and contaminated soil discovered during construction.
Construction Company, Inc. $76,300.10
; and 10) January 19 2006 - Administrative Change
Order #2 –Wellfield Pump Replacements Project (04-0036-UT). This change order is for the
reduction of the unused 10% contingency item. This project is completed and this is for contract
Hausinger & Associates, Inc. -$26,839.18.
closeout purposes.
In response to a question, Budget Director Tina Wilson said recruitment is a Police
Department goal. The FROG (Florida Resource and Opportunity Guide) is an information guide
that includes library information.
Council Work Session 2006-03-13 4
Marine and Aviation
Approve amending Section 33.067 of the Code of Ordinances, modifying the designated slow
speed minimum–wake zone in Mandalay Channel to apply only to vessels larger than 25 feet,
and pass Ordinance #7606-06 on first reading.
Modifying the previously approved extension to the slow speed minimum wake to the
northernmost point of Island Estates to apply only to vessels larger than 25 feet, will reopen one
of the last remaining areas for water sports in the local area. It is believed this change will
control the size of the wakes caused by larger vessels, while at the same time allowing smaller
vessels the speed necessary to water ski.
Vessels 25 feet and under may operate at a safe operating speed in Mandalay Channel
from Somerset Street to the northern most point of the slow speed minimum wake zone on
Island Estates with this modification.
Marine & Aviation Director Bill Morris reported the Pinellas County Sheriff would do its
best to support this compromise, but had expressed concerns regarding education and
enforcement. If approved, the City will post education signage. The City Attorney said
ownership of bottomlands would not impact the wake zone, just where the City can post signs.
Approve the anticipated activities and estimated cost of $345,426 for Phases I and II of the
Downtown Boat Slips project, and approve a Work Order to Wade-Trim, an Engineer of Record,
in the amount of $258,426 for Phases I and II, which is included in the $345,426 estimated
Phase I and II project costs and authorize the appropriate officials to execute same.
After receiving the cost estimate by Wade-Trim for the Clearwater Beach Municipal
Marina Expansion Feasibility Study, the Council directed staff to put the Municipal Marina
remodel on hold until such time that the adjoining upland property is developed and to focus
City efforts on the Downtown Boat Slips project. This project would require passage of a
referendum, anticipated to take place in November 2006. The cost estimate would fund the
preparatory and consultant services necessary to research and develop a boat slip project
proposal for City Council consideration and/or referendum authorization. It anticipates a
“waterside” proposal similar to the design previously developed in the Downtown Marina Study,
but with no waterborne facilities other than boat slips. No “landside” impacts to Coachman Park
are anticipated, except for internal renovation of an existing structure for restroom installation.
The Work Order to Wade Trim, an Engineer of Record, contains tasks and the estimated
costs associated with the downtown boat slips project. In addition to those tasks, the City will
be obtaining a financial feasibility study and will need a public communications budget. Staff
would like to proceed with Phases I and II at this time and will bring the results of this work back
to the City Council in the summer for discussion. Should the Council authorize a referendum on
the project, additional funds could be appropriated at that time to move forward with Phases III
and IV.
It is anticipated that the budget for this project will include:
Wade-Trim – Phases I and II $258,426
Financial Feasibility Study 20,000 (estimated)
Council Work Session 2006-03-13 5
Public Communications 67,000 (estimated)
Total Current Budget Request $345,426
Wade-Trim – Phase III 61,870
Wade-Trim – Phase IV 11,500
Development of Regional Impact 250,000 (if required)
Grand Total $668,796
It was recommended that the scope include focus group desires to consider commercial
uses that are noninvasive to nearby residents but provide activities for non-boaters, such as
short excursions, and generate Downtown activity.
Public Communications
Draft of Downtown Communications Plan.
Public Communications Assistant Director Joelle Castelli reviewed the draft. Cleveland
Street Streetscape Project is part of the City’s overall plan to create a more pedestrian-friendly
area downtown and to act as a catalyst for downtown redevelopment. The $6.2 million project
will redesign downtown’s main street between Myrtle Avenue and the waterfront.
In the Downtown area, 1,800 new residential units are in the planning or construction
stages. To support this growth, the City has invested in upgrading the downtown infrastructure
with the following completed projects: 1) $20.2 million, 90,000 square-foot Main Library; 2)
$64.2 million high-span Memorial Causeway Bridge with extra lanes for emergency vehicle and
space for a future monorail; 3) $16.13 million worth of roadway and utility improvements to a
new Alternate U.S. 19 through downtown; 4) Wayfinding signage to assist visitors; and 5)
Prospect Lake Park, a regional stormwater retention area in the downtown core, which has
been a catalyst for residential projects in the surrounding area.
Currently, the City is building Glen Oaks Stormwater Retention and Recreation Park.
This 32-acre, $7 million investment will help relieve flooding in the downtown core and will
provide soccer fields, trails, observation decks and a gazebo.
In the near future, Cleveland Street will be transformed into a pedestrian-friendly area,
adding landscaped sidewalks and medians with areas available for public art. The project also
includes new benches, trash cans, bike racks and decorative street lighting. Improvements to
Station Square Park will make it a better small concert venue, and new electric connections will
provide power for vendors and festivals. Other enhancements will help to upgrade utility
capacity for the more than 1,800 new residential units planned for downtown.
Downtown Clearwater currently offers 95,000 square-feet of available Class A office
space with gulf views from executive offices. To encourage businesses to relocate to the
downtown, a tax refund program for the creation of new jobs is available. To qualify,
businesses must offer an average annual wage of $39,949 to receive an $8,500 refund for each
new job created. An additional $1,000 will be awarded if the average annual wage is $52,107
and will be increased by $2,000 for an average annual wage of $69,476.
Council Work Session 2006-03-13 6
More than five million overnight visitors come to Pinellas County each year, many of
whom make Clearwater beach their point of departure for trips around the region. When
needing a break from the beach, other area downtowns are often their choice of destination.
There currently is very little to do in the downtown core during the evenings and there is no
movie theater in Clearwater. Downtown specialty stores have a regular customer base and
there is a vibrant lunchtime crowd but there is little foot traffic in the evenings.
Cleveland Street Streetscape Project will take between 12 and 18 months to complete,
depending on if the project is constructed with a partial or full closure of Cleveland Street. In
2005, representatives from Economic Development, the Main Street program and Public Works
went door to door to discuss the project with downtown businesses. The purpose of these
meetings was two-fold: to discuss the overall Streetscape project and to poll storeowners about
their preference for a full or partial closure of Cleveland Street. If Cleveland Street is shut down
in both directions, the project would take approximately 12 months to complete. Phasing the
project and keeping one lane of traffic open would add 6 months to the project, thus taking
approximately 18 months to complete. The poling produced no clear consensus. Half the
business owners wanted to keep the street closed and half wanted to keep it open.
In preparation for starting the project, the Public Communications Department, in
conjunction with Public Works and Economic Development, held a Stakeholder Meeting and a
Town Hall Meeting. The Stakeholder Meeting included representatives from the private
developments, Main Street Program, Downtown Partnership, Downtown Development Board,
Clearwater Regional Chamber of Commerce, Church of Scientology, and nearby neighborhood
associations. The general public, as well as the previously listed stakeholders, were invited to a
Town Hall Meeting where the project was discussed and break out groups discussed issues and
possible solutions. The primary areas of concern centered around five areas: Business
Support, Parking, Access and Wayfinding, Communication and Housing.
Following are some of the primary concerns:
Business Support: Most everyone agrees with the need to create an environment that
allows downtown businesses to thrive. Because pedestrian traffic is important to businesses,
any disruption to that access must be closely coordinated with businesses and limited.
Merchants and their customers need to be provided with timely, ongoing communications.
During the project, businesses will lose access to the parking spaces immediately in front of
their storefront. As was learned from the Mandalay Avenue and Beach Walk projects, keeping
open lines of communication with the businesses, and providing a forum to share ideas and
concerns, are paramount to the success of the project and to the viability of these businesses
during construction. A recent Downtown Market Study showed that downtown retail opportunity
is driven by three key market segments: workers in downtown, visitors to Clearwater, and
residents in and surrounding downtown within a broader trade area. The analysis makes clear
that downtown retail has a market in place that should allow it to be performing much better than
is currently the case. While some businesses are excited about the streetscape project, others
feel that it will be a detriment to their bottom line. In order to best support the businesses during
this construction phase, the City plans to create resources and communication tools to help
them succeed.
Parking: While a 2002 parking study showed that there is ample parking in the
downtown core, there is a perception that parking is a major issue in the downtown area. The
Council Work Session 2006-03-13 7
perception is that there is not enough parking and that the parking that is present is not
accessible. Some storeowners want patrons to be able to park immediately in front of their
establishments. One goal of the streetscape project is to create an environment where people
are encouraged to walk and discover new stores, restaurants and gathering places.
Additionally, some have questioned the orientation of on-street parking along Cleveland Street,
encouraging angled parking instead of planned parallel parking. While the angled parking
solution works in areas where streets are wider (St. Petersburg) or where traffic lanes are
clearly divided (Dunedin), the width of Cleveland Street will not allow for this option. New
developments will be required to provide adequate parking for their structure and the City is
currently working with private developers to incorporate public parking into new projects when
feasible. During construction, on-street parking will not be available on Cleveland Street. In
addition, contractor and private development vehicles would have to be addressed.
Communicating to residents and visitors about available parking options and the overall goal of
the project is part of this plan.
Access and Wayfinding: Like parking, downtown traffic is perceived as a major issue.
Although major “thru” traffic has been eliminated on Cleveland Street, Fort Harrison Avenue,
Myrtle Avenue and Osceola Avenue can have high volumes of heavy through traffic. The
perception still exists that to get to downtown Clearwater, drivers would have to deal with high
volumes of beach and commuter traffic. With periods of heavy traffic throughout downtown
during peak beach season and rush hour, maintaining open communication with residents about
traffic issues is vital. Just as important is communicating these issues with owners who are
trying to get to their businesses. While communication cannot directly alleviate traffic issues, it
can help to educate business owners and drivers about alternative routes and establish
expectations about parking availability.
Perceptions: There is a divergent mix of perceptions in the downtown area. While some
are excited for the project, others fear that the Streetscape project will not live up to the
expectations of creating an environment where businesses can thrive. There is also the
perception that there needs to be more of a mix of people who live, work and visit businesses in
the downtown core. These perceptions can only be addressed through active involvement of
the community and continued dialogue with stakeholders. The Stakeholder Meeting and Town
Hall Meeting are only the start of an ongoing dialogue throughout and beyond the streetscape
project.
Audiences: There are five primary audiences and four secondary audiences that this
Primary Audiences
plan is concerned with: - Downtown businesses/business owners,
Downtown employers/employees, Residents in the affected downtown communities, Visitors to
Secondary Audiences -
downtown, Downtown developers; Residents not living in the affected
downtown communities, Clearwater elected officials and employees, News media, Other
government agencies (CVB, PSTA, FDOT, etc.); and Chambers of Commerce.
Communication Tools: The City presently has several regular communications vehicles
that may be used for this campaign. Internal tools include Sunshine Lines, C-NEWS print
advertising section in the St. Petersburg Times, FITS Parks and Recreation magazine, C-VIEW
15, and the city’s Web site, myclearwater.com. In addition, special-use publications may be
used as part of the overall strategy. Staff will also be using communications tools accessible to
other outside agencies that also have an interest in promoting downtown Clearwater. These
distribution partners would include the Downtown Partnership, Main Street Program, Downtown
Council Work Session 2006-03-13 8
Development Board, Chambers of Commerce, neighborhood associations, Building
Management Companies, downtown employers and downtown developers.
Key Messages: While the overall message points will change as the project progresses,
there are several key messages that should be maintained throughout the project. These will
help maintain a focus on the future and provide all stakeholders with a consistent message
about Cleveland Street Streetscape: 1) The City of Clearwater and the contractor are committed
to doing everything they can to minimize effects on parking and business access. Parking is still
available on side streets and in various other locations; 2) While construction is going on,
Downtown Clearwater businesses are still open for business and are accessible; 3) Downtown
Clearwater plays an important role in the vitality of the overall City. Responding to the national
trend to create walkable, unique places that patrons desire, the Streetscape project will create
an environment that will be attractive for new shops, restaurants and retail; 4) The City asks for
patience from our residents, businesses and visitors during the construction project and look
forward to continued dialogue and partnership.
Objectives: There are six primary objectives within this plan. These objectives are
based on recommendations from City leadership, community leaders, residents and
Objective 1:
businesses. These objectives are: 1) Maintain a positive message throughout
construction, focusing on the positives of the project and increasing pedestrian traffic in the
Objective 2:
downtown area; 2) Build knowledge of, and excitement for, the streetscape project
throughout the process with both businesses and residents in and out of downtown; 3)
Objective 3:
Clearly communicate parking and traffic situations and parking alternatives; 4)
Objective 4:
Ensure that key stakeholders have timely and easy access to information on the
project timeline and status, and foster and maintain positive relationships with businesses and
Objective 5:
residents throughout construction; 5) Facilitate wayfinding signage and other
directional materials to ensure convenient access to businesses and other downtown locations;
Objective 6:
and 6) Support the private efforts of the Downtown Development Board, the
Chambers of Commerce, the Main Street Program and the Downtown Partnership to promote
downtown.
Objective 1:
Strategies: Maintain a positive message throughout construction, focusing
Intended
on the positives of the project and increasing pedestrian traffic in the downtown area.
outcomes
: 1) Downtown businesses continue to be viable during construction; 2) Visitors
understand and look forward to the change, once complete; 3) Potential new visitors begin to
plan for visits; 4) Local residents have pride in the future of the downtown community; and 5)
Local residents understand the overall strategy for downtown redevelopment and how all the
Strategies
pieces fit together. : 1) Create a single web presence with all downtown and
streetscape information. Include e-mail subscription, project updates, renderings, private
developments, etc.; 2) Create a consistent message about the transformation of the downtown
that can be used throughout the construction process; 3) Consider promotion and advertising in
local markets through partnership with chamber, Main Street, Downtown Development Board,
and Downtown Partnership; 4) Place a focus on the downtown itself in marketing, with a
message that downtown shops are still open for business; 5) Work with selected Downtown
Development Board Public Relations or Marketing agency to help support downtown
Associated Costs
businesses during the construction. : 1) Regional advertising - $20,000
(Economic Development has budgeted advertising funding to support the project.)
Council Work Session 2006-03-13 9
Objective 2:
Build knowledge of, and excitement for, the streetscape project throughout
Intended outcomes
the process with businesses and residents in and outside of downtown. :
1) Minimize negative feedback and perceptions; 2) Create a local “buzz” about downtown
Clearwater; 3) Build public ownership of the project; and 4) Residents in all areas of Clearwater
Strategies
would understand the role downtown plays in the overall picture. : 1) See Strategy
1.1; 2) Place renderings of the project in empty storefronts during construction; 3) Place
displays at strategic locations in downtown, including the construction office and a central
location; 4) Place displays in rec center and libraries outside of the downtown area to clearly
communicate the overall strategy for those outside the downtown area; 5) Create a single
Streetscape rack card, brochure or poster for distribution and display through downtown
businesses and chamber; 6) Partner with downtown developers to include information about
their projects on our website; 7) Get testimonials from supportive downtown businesses
promoting the promise of the project for use in future correspondence and publications; 8)
Create and use downtown logo on wayfinding, construction and other signage to create brand
awareness for the project; 9) Create a postcard that would have the finished project on it that
vendors could personalize and send to regular customers; 10) Submit monthly newsletter
Associated Costs
articles for neighborhood association newsletters. (Same as Strategy 4.10).
-$7,950: 1) Postcards - $3,000; 2) Renderings - $1,200 (20 @ $60); 3) Rack card - $3,000; and
4) Displays - $750 (15 @ $50).
Objective 3
:Clearly communicate parking and traffic situations and parking alternatives.
Intended outcomes
: 1) Minimize traffic complaints; 2) Encourage return visits by regular
Strategies
customers; and 3) Increase use of alternative parking locations. : 1) Promote
existing traffic resources, such as 5-1-1, for current traffic conditions; 2) Continue to promote
existing traffic resources and provide traffic information to those resources so that our current
information is updated; 3) Ensure that all marketing materials include information about
available parking locations; 4) Work with online direction resources (i.e. Mapquest) that provide
directions to make sure the new alignment of the Memorial Causeway Bridge and ALT 19
designation are included; and 5) Communicate the opening of Myrtle Avenue in April. Include
information about the new ALT 19 designation/route in all our communication tools when project
Associated Costs
is complete. - Signage & VMB – Undetermined.
Objective 4
:Ensure that key stakeholders have timely and easy access to information
on the project timeline and status, and foster and maintain positive relationships with
Intended outcomes
businesses and residents throughout construction. : 1) Ensure quick
response to business and citizen concerns during construction; 2) Increase understanding of
key timelines and project components; 3) Build ownership within the community for the project;
Strategies
and 4) Focus discussion on the ultimate outcome and success of the project. : 1)
See Strategy 1.1; 2) Hold periodic hard-hat meetings during construction to provide status
information and hear public concerns; 3) Create a monthly Streetscape update newsletter to
distribute throughout the area and via e-mail; 4) Create a business assistance publication; 5)
Create a telephone hotline with regularly updated recordings and allow for response through
voicemail. Promote hotline on-site and through publications; 6) Provide e-mail updates to those
who want to be included on a downtown list serve, including those who attended the Town Hall
and Stakeholder meetings, affected Clearwater homeowner associations; 7) Incorporate
Streetscape information and updates into existing C-View programming; 8) Provide local media
with a regular “Streetscape Update” throughout construction; 9) Include Streetscape information
in existing printed materials as appropriate (Sunshine Lines, C-News, and CIP Update); 10)
Promote a central point of communication for the Streetscape project; 11) Create newsletter
Council Work Session 2006-03-13 10
articles for publications for neighborhood associations, Chamber, high-rise management
companies, and major downtown employers. (See Strategy 2.9); and 12) Use rack cards
(Strategy 2.4) and displays to distribute through City facilities, Chambers and other resident-
Associated Costs:
and business-oriented outlets. Newsletter – $9,000 (18 @ $500 including
distribution).
Objective 5
:Coordinate the placement and design of appropriate wayfinding and other
directional signage to ensure convenient access to businesses and other downtown locations.
Intended outcomes
: 1) Minimize traffic & access complaints; 2) Maintain traffic to downtown
businesses; and 3) Reinforce branding of Cleveland Street through design of signage.
Strategies
: 1) Include downtown logo/branding on temporary wayfinding, business entrance,
and project information signage; and 2) Look at feasibility of using temporary construction
Associated Costs:
signage. Signage – Undetermined.
Objective 6
: Support the private efforts of the Downtown Development Board, the
Regional Chamber of Commerce, the Main Street Program and the Downtown Partnership to
Intended outcomes
promote downtown. : 1) Develop stronger partnerships with those who
have an interest in promoting the downtown and 2) Create a uniformity of message and logo.
Strategies
: 1) Support the strategies and coordinate efforts to unify the messages being sent to
businesses, customers and residents; 2) Provide Streetscape logo to unify look and feel of
outreach efforts; 3) Begin regular meetings with all the groups who have an interest in
promoting downtown Clearwater; and 4) Work with the DDB to hire a firm to promote the
downtown businesses.
Budget: The total cost for this communication strategy is $35-40,000 over the life of the
project. In addition, these initiatives will require the reallocation of staff time and resources in
order to ensure that the products meet the expectation of quality that defines Clearwater’s
communications initiatives. Some of this may be absorbed within this year’s existing budget
from a combination of Economic Development and Public Communications with the possibility
of funding from other sources with a downtown interest. Most of the budgetary impact is in the
printing, promotional materials, mail services and professional services categories.
In response to a question, Ms. Castelli said the logo and branding have been drafted.
Economic Development & Housing Director Geri Campos reviewed DDB (Downtown
Development Board) funding for the project. When construction begins in approximately 60
days, Ms. Castelli said the communications plan will be ready to be set in motion.
Concerns were expressed that the plan’s focus is inconsistent, that creating excitement
outside the area is unrealistic, and a perception exists that the project will not live up to
expectations. In response to a suggestion to downplay the messages regarding the need for
patience and the importance of Downtown to the overall vitality of the City, others felt there were
important messages.
Engineering
Cost Increases and Impact to Projects.
Council Work Session 2006-03-13 11
Public Works Administrator Mahshid Arasteh said staff had analyzed major construction
material cost trends over nine years, the CIP (Capital Improvement Program) six-year plan, and
Penny for Pinellas 2, adjusted all projects to the PDC (Present Day Cost), and established
construction costs for future projects that include a cost escalation factor.
Assistant Engineering Director Glen Bahnick reviewed price increases between 2003
and 2005. Due to borrow pit availability, long haul distances, and permits, the average
earthwork price has increased from $4.96 to $7.24 per cubic yard. Due to oil and petroleum
prices, plan operation costs, and material and transportation costs, the average asphalt price
has increased from $53.93 to $75.81 per pound. Due to cement price increases due to demand
from China, material and transportation costs for aggregates, and plant operation costs, the
average structural concrete price has increased from $550.60 to $749.90 per cubic yard. Due
to increased demand from China and virgin steel prices, the average structural steel price has
increased from $1.06 to $1.57 per pound between. Due to increased demand from China and
scrap metal prices, the average reinforcing steel price has increased from $0.52 to $0.89 per
pound. Cost increases were due to construction market saturation, labor shortages, increased
fuel costs, supply and demand, now affected by international competition, trucking costs, and
hurricanes.
The analysis of the CIP six-year plan projects was based on price histories, the ENR
(Engineering News Record) construction cost index history, RSMeans construction cost data,
and feedback from construction industry contractors. All associated CIP projects were adjusted
an average 25% to reflect PDC, which was subject to project scope and complexity.
The PDC adjustment has impacted projects: 1) Northeast WWTP (Wastewater
Treatment Plant) thermal dyers - delay from FY (Fiscal Year) 2010/11 to 2011/12; 2) WWTP
East bypass and Northeast pump - delay from FY 2009/10 to 2010/11; 3) WWTP UV
disinfection - delay from FY 2009/10 to 2010/11; 4) Morningside Meadows drainage
improvements - delay from FY 2005/06 to 2009/10; and 5) Spring Branch detention &
conveyance improvements - delay from FY 2006/07 to 2009/10.
Staff evaluated all remaining Penny for Pinellas 2 projects for project feasibility and
funding and found that funding is adequate for remaining Penny for Pinellas 2 projects as
envisioned and planned: 1) Bayfront Promenade; 2) Morningside Recreation Center; and 3)
New fire stations.
Construction costs are anticipated to increase 20.9% between FY 2006/07 and 2010/11.
In response to a question, Assistant Engineering Director Al Carrier said delaying the
Morningside drainage project will not subject homes to flooding. In response to questions,
Assistant Public Utilities Director Todd Petrie said delays are not proposed for the Marshall
Street plant where hurricane flooding could occur. Ms. Arasteh said staff will update the City
Council regarding construction costs throughout the year.
Planning
Approve amendments to the Community Development Code relating to the Neighborhood
Conservation Overlay District (NCOD) & Pass Ordinance #7582-06 on first reading.
Council Work Session 2006-03-13 12
The Planning Department is recommending a total of 8 amendments to the Community
Development Code. Approximately three amendments present a change in current policy or a
new policy and are outlined here: 1) Allowing a neighborhood to remain eligible as a NCOD
(Neighborhood Conservation Overlay District) if significant road improvements are planned in
the area as long as the NCOD plans are not in conflict with the improvements; 2) Requiring a
neighborhood requesting a NCOD designation to have an active homeowner’s association in
place for at least two years; and 3) Requiring the timeframe for the plan study to be determined
by a joint decision of the Neighborhood Services Manager, Community Development
Coordinator and the leadership of the Study Committee.
Other amendments are editorial in nature or refinements to existing Community
Development Code sections.
Discussion ensued with concern expressed that the arduous NCOD process not be
considered as a means to regulate deed restrictions. Assistant Planning Director Gina Clayton
said the process provides the opportunity to work on a holistic plan for a neighborhood. The
City Manager said the process can move faster with neighborhood consensus. Several
neighborhoods have expressed interest in pursuing the designation. Mr. Brumback said staffing
the process would compete with other priorities.
Provide direction on the Major Issues of Concern Identified by the Evaluation and Appraisal of
the City’s Comprehensive Plan and authorize forwarding these issues to the Florida Department
of Community Affairs.
The City now is undergoing a review of its Comprehensive Plan through the State-
mandated Evaluation and Appraisal Report (EAR) process. The review is being conducted
through a public process, which identified five major issues of concern for evaluation: 1) How
can the City develop a comprehensive and diversified strategy for the City’s redevelopment?; 2)
How does the City provide guidance to enhance community character and promote livable
neighborhoods?; 3) How can the City develop and implement a strategy to eliminate enclaves
and facilitate annexation?; 4) How does the City develop and implement a proactive approach to
facilitate attainable housing and assuring safety of the aging housing stock and City’s
competitiveness?; and 5) How does the City implement an approach to coastal and disaster
management? These issues are believed to be of particular concern regarding existing and
future growth and development of the community.
The Planning Department requests City Council direction on these issues, and
authorization to forward these issues via draft letter to the Florida Department of Community
Affairs (DCA). The transmittal to DCA will be requesting DCA’s comments on, and concurrence
of, these issues that are to be documented in a subsequent letter of understanding from the
DCA to the City.
Planning Manager Steve Brown said a final report would be produced during the next six
months for submission to DCA. In response to a concern, Mr. Brown said transportation is not a
statutory item. Staff and the consultant will work together to consider citizen input, structure the
analysis, and create a report that informs DCA regarding City plans to address issues of
concern. Mr. Brown said local jurisdictions and the State have worked together to identify areas
of concern.
Council Work Session 2006-03-13 13
Council Discussion Items
Presentation re 10-year plan to end homelessness in Pinellas County.
Councilmembers Petersen and Doran and Assistant Housing Director presented the 10-
year plan. The Pinellas County Homeless Policy Group (HPG) was formed in the Fall 2004.
Their mission was to develop a Countywide10-year plan to end Homelessness. The group was
composed of approximately 40 members represented by: local elected officials, business
leaders, faith-based organizations, law enforcement, service providers and other interested
parties. The HPG met over a period of 18 months to develop the County’s Ten-Year Plan End
Homelessness titled “"Opening Doors of Opportunity: A 10-Year Plan to End Homelessness in
Pinellas County."
The Plan provides a coordinated effort for a local response and will be a major step
toward preventing and eliminating homelessness. The Plan is currently in the process of being
adopted by respective City Councils, Commissions and Boards of groups that served on the
HPG. They also are planning a kick-off the Plan sometime in early April.
The HPG has now transitioned into the Homeless Leadership Network (HLN) and will
monitor and oversee implementation of the plan to ensure accountability and results consistent
with the plan. The make-up of the HLN is very similar to the HPG, but now executive members
of the Pinellas County Coalition for the Homeless serve on the group. The PCCH now will serve
as the Operations Network Group and deal with the operating and actual implementation of the
10-Year Plan, while getting direction from the HLN.
The second resolution pertains to the U.S. Department of Housing and Urban
Development’s (HUD) definition of Homelessness. The resolution urges HUD expand their
definition of homeless to include people who are sharing the housing of others due to loss of
housing, economic hardship, or similar reasons, and those who are staying in motels because
of the lack of adequate alternative accommodations. HUD’s current definition, excludes people
who stay temporarily with others and in motels, thereby denying communities flexibility to
address locally assessed needs, and preventing vulnerable populations for receiving the
housing assistance they need.
Councilmembers Doran and Petersen indicated they are willing to serve on the
Homeless Leadership Network. In response to a question, Mr. Carroll said while Clearwater’s
weather makes the area attractive, homelessness is a national problem not unique to the City.
Citizens concerns were noted that increasing resources would cause an upsurge in the
homeless population. HPG focused on current local problems that need to be addressed. The
2005 survey indicates that many residents lived in the area before becoming homeless, with
62% living locally for more than two years and 33% being employed. HLN has had no specific
discussions regarding an inebriate center.
As no local “one-stop shop” offers homeless services, shuttling persons from one place
to another could streamline the provision of services, which are spread throughout the County.
Public transportation shortfalls were reviewed.
Council Work Session 2006-03-13 14
Support was expressed for lobbying to increase State funding for the Sadowski Act. It
was noted a 10-year plan is essential to apply for federal funding. Concern was expressed that
efforts do not cause unintended consequences to other neighborhoods. The City Manager said
the City and County will pursue funding from USHUD (U.S. Department of Housing and Urban
Development).
Other Council Action
Councilmember Petersen provided an update on TBRPC (Tampa Bay Regional
Planning Council) issues and reported the organization will take a position on eminent domain.
Councilmember Jonson reported the FLC (Florida League of Cities) is considering a
recommendation to tighten language related to slum and blight; the MPO (Metropolitan Planning
Organization) is discussing the Park Street transfer station proposal; and the old wooden bridge
pilings may be a safety issue.
Councilmember Hamilton recommended that strategically placed law enforcement could
help move traffic until Spring Break ends.
Adjourn
The meeting adjourned at 4:07 p.m.
Council Work Session 2006-03-13 15