Loading...
11/18/2002CITY COMMISSION WORK SESSION CITY OF CLEARWATER November 18, 2002 Present: Brian J. Aungst Mayor/Commissioner Whitney Gray Vice-Mayor/Commissioner Hoyt P. Hamilton Commissioner William C. Jonson Commissioner Frank Hibbard Commissioner Also present: William B. Horne II City Manager Garry Brumback Assistant City Manager Ralph Stone Assistant City Manager Pamela K. Akin City Attorney Cynthia E. Goudeau City Clerk Brenda Moses Board Reporter The Mayor called the meeting to order at 9:06 a.m. at City Hall. To provide continuity for research, items are in agenda order although not necessarily discussed in that order. PRESENTATIONS City Supervisory - Leadership Development Program. Human Resources Director Joe Roseto introduced the graduates of this year’s Leadership Development Program. Mayor Aungst congratulated them. The Work Session recessed from 9:08 to 9:14 a.m. to meet as the Pension Trustees. PUR PURCHASING 1. Service contract with Thomas Ollestad for tennis instructor during the period of November 22, 2002 thru September 30, 2003 for $100,000. 2. Purchase contract with Pride of Florida to increase the contract for the purchase of recapped heavy equipment tires during the remaining portion of the contract ending December 31, 2003 for $120,000. 3. Purchase contract with Fisher Scientific for miscellaneous purchase of bunker gear during the period of November 23, 2002 thru November 30, 2003 for $100,000. 4. Declare surplus and authorize disposal of vehicles and equipment. In response to a question re #1, Parks and Recreation Director Kevin Dunbar said the City collects collects the revenues for tennis lessons and retains 25%. He said it typically generates $20,000 to $25,000 annually. Mr. Ollestad receives the remainder of the revenue, which he uses for his expenses including hiring assistants. FN FINANCE 1. Adopt Resolution #02-50 establishing the intent to reimburse certain Water and Sewer project costs incurred with proceeds of future tax-exempt financing. A Water and Sewer rate study has been completed which proposed a 7% increase in water and sewer rates effective 7/1/01, 4/1/02, 1/1/03, 10/1/03, and 10/1/04. The City Commission approved these rate increases, which are sufficient to provide for operations, capital projects, and debt service on bonds issued during this time period. This rate study identified a need for approximately $137.3 million in capital projects, with bonds to be issued in 2001/2002 of approximately $53,776,000 and in 2003/2004 of approximately $35,657,000 and approximately $40,644,000 in 2005/2006. When the 2002 Bonds were sold through competitive bidding, they generated proceeds to fund $54,185,287 in capital projects ($411,787 above the projected amount). Rather than re-size the bonds issue, we are reducing the 2004 bond issue by this amount. Attached is a list of $35,245,213 ($35,657,000 projected needs less $411,787 excess 2002 proceeds) in projects to be financed from the 2003/2004 bond issue. We anticipate issuing bonds in 2003/2004 to finance these projects. The date of issuance will be determined at a later date based upon market conditions and completion of the FY2003 financial statements. The Water and Sewer Fund will be incurring expenses on these projects prior to the issuance of the bonds. This reimbursement resolution will allow for the City to be reimbursed from the Bond proceeds. In response to a question, Finance Director Margie Simmons said staff is looking at issuing bonds sooner if market conditions warrant. MR MARINE /AVIATION 1. Approve third amendment to Clearwater Airpark, Inc. lease, the Fixed Base Operator at Clearwater Airpark, for the first five-year renewal option. The current Lease and Operating Agreement for Clearwater Airpark terminates on November 30, 2002. The Lessee, Clearwater Airpark, Inc., with the City’s consent wishes to renew this Lease Agreement for the first of two (2) consecutive five (5) year lease periods. Comprehensive General Liability is modified to include Environmental Liability, with the City of Clearwater and Lessee named additional insured, at a cost not to exceed $7,500.00. The City of Clearwater is to be named as additional insured with respect to all coverage’s except workers’ compensation. The FBO (Fixed Base Operator) will be liable for any damage to the property caused by subsequent fuel spills. The FBO has agreed to pay all costs for the initial site remediation of the recent spill, initially estimated at $36,000 with unknown future monitoring costs. The Company that provided the remediation, Adams Tanks and Lift, has revised its estimate of the initial site remediation cost to be $26,000 and further stated that we did more than the state regulations require in cleaning up this spill by pumping the groundwater out twice. Their estimate of the extra measures we took in the interest of public safety and to minimize future remediation costs from this spill was approximately $3,000. Every effort has been made to handle this incident quickly, effectively and go the extra mile to save the City and the FBO future expense and have proper liability coverage. Annual CPI increases will continue yearly on January 1st for all rent and fee payments. The monthly rent is $13,311.00 plus tax. The City will receive 75% percent of all future building rental revenues. The City receives six cents ($.06) per gallon for all fuel dispensed at the Airpark, this will increase to eight cents ($.08) per gallon effective December 1, 2002. In response to a question, Marine and Aviation Director Bill Morris said the AA (Airport Authority Board) reviewed this renewal option in its final form. They are in favor of retaining David King as the FBO. He said the additional revenue equates to $2,000 to $3,000 a year. 2. Approve Ordinance # 7059-02, amending Chapter 2, Article III, Division 2, Section 2.081 through 2.085 of the Code of Ordinances to replace the title of the "Airport Authority Board" with "Airport Advisory Board", and provide clarification of their powers and duties, and pass on the first reading. By amending the title and clarifying the powers and duties of the Airport Authority Board, this Ordinance change will bring their authority more in line with other City Advisory Boards. The composition and terms of members remain essentially the same. Additionally, they remain able to initiate studies and make recommendations on airport matters to the City Commission and shall be responsive on airport matters referred to the board by the City. In response to a question, Mr. Morris requested the Commission approve this amendment to clarify this board’s authority. He said two members of the AA were opposed to the amendment. City Clerk Cyndie Goudeau said the AA has always acted in an advisory capacity. It never operated in a regulatory fashion. PW PUBLIC WORKS 1. Traffic Signalization Options with Pinellas County - Paul Bertels On September 12, 2001, the Pinellas County Metropolitan Planning Organization adopted the requirements document developed by the MPO's Traffic Signal and Median Control Committee. The requirements document included the concept of one primary control center and two secondary control centers that would be electronically connected to each other through a "Wide Area Network" (WAN). A team comprised of existing personnel from the County, Clearwater, and St. Petersburg centers would staff the primary control center to control traffic signal timing and operations on the multi-jurisdictional corridors throughout the county. This concept became known as the "Omnibus Plan" and provides continuity and experience as well as allowing input from the various stakeholders. It is important to the Federal Highway Administration to have stakeholder involvement and can in fact affect grant opportunities from the federal government. In July 2002, Mayor Aungst and Mayor Rick Baker received a letter from County Administrator Steve Spratt detailing a proposal for County takeover of all traffic signal operations and maintenance. Ostensibly the County would provide all funding contingent upon a proper funding source being developed. The two biggest problems for this scenario are the serious maintenance deficiency history of the County and the potential lack of stakeholder involvement. There are three options from which Clearwater can choose for the future of its traffic signal operations. Maintain the existing format whereby the City does its own signal timing and maintenance. Adopt the MPO approved Omnibus Plan whereby the city becomes part of a countywide team for the purposes of timing control of major corridors. Under this plan the city would continue to maintain it's own traffic signals. Turn all the traffic signal operations and maintenance over to the County. Under this plan the County would control all the timing functions as well as the maintenance of the signals. It is the recommendation of the Clearwater traffic operations staff that the City Commission adopt the second option. This is the Omnibus Plan. Mr. Horne requested the Commission suspend the normal rules and allow the guests in attendance from the County to participate in discussion in order to understand the challenges Clearwater faces. Consensus was to allow the County’s participation. County Commissioner Karen Seel said the County feels this issue is of critical importance. There is confusion regarding if the City or the County has jurisdiction over traffic signalization throughout the County. The MPO has set aside $15 million to implement ITS (Intelligent Transportation System). Equipment bids will go out in March for all the related equipment. The County is considering the gas tax to fund the system. The County is looking at best practices and understands Clearwater’s concern regarding levels of service. County Administrator Steve Spratt urged Clearwater to keep an eye on the most important objective, which is to manage traffic congestion and travel delays on a countywide basis. He said the County’s surveys show that one thing people liked least about living in Pinellas County was the traffic. He said integrating systems between the County and other participants would be a priority. The proposal does not differ very much from the MPO document. He felt there is a need for one agency to be accountable. Maintenance and quality standards can be addressed in agreements. He welcomed the opportunity to work with Clearwater staff to aggressively move forward on this issue. It was remarked there appears to be some confusion regarding the savings that Clearwater would see and which roads would be involved. It was felt more details are needed. Mr. Spratt said the City would control collector roads and the County would control County arterial roadways. Mr. Spratt said the details and concerns would be addressed specifically in the agreement. It was remarked that most people don’t care who controls the system. Concern was expressed that expectations would be created but not met. Ms. Seel said a transitional period could be established. It was felt that the City and County should have ongoing discussions to ensure all issues and concerns are addressed in an effort to come to a conclusion in a timely manner. 2. Approve the three Consent Order Agreements with the Florida Department of Environmental Protection (FDEP) totaling up to a maximum of $97,500 in penalties only or $26,400 in penalties and $106,650 for in-kind projects for a maximum of $133,050, which provide for corrective actions to return to compliance at the City's three wastewater treatment plants. Since receiving new operating permits for the City’s three advanced wastewater treatment plants in August 2000, the City has had issues meeting new regulatory requirements for copper, trihalomethanes (THMs) and toxicity. The City also had prior issues with fecal coliform bacteria in the wastewater effluent. In May 2001, City staff met with FDEP to discuss the issues seeking higher interim limits while solutions are sought via the City’s plan of action. FDEP concurred with this approach but indicated the only vehicle available is a Consent Order. The Consent Orders address higher interim limits for a time certain but also assess penalties for non-compliance. To control fecal coliform bacteria, disinfectant levels were increased as well as improvement in plant processes that resulted in compliance since July 2001. City operational staff has made significant progress with copper through plant process improvements, meeting existing permit limits since November 2001. Additional methods to reduce copper levels are still being sought. For THM control, staff is conducting pilot studies using chlorine dioxide. The first study at Marshall Street Plant, initiated in April 2001, was successful in reducing THMs but caused adverse toxicity results. A second pilot study was initiated in June 2002 using different chemicals and methods to reduce toxicity from chlorine dioxide byproducts. Mixing zones may also be a solution as well as disinfection by alternative means (Ultraviolet Light being the most likely). Toxicity issues are being addressed by improving plant procedures, lab practices and wastewater process improvements. The East/Northeast toxicity issue may also be resolved through approval of a mixing zone in Tampa Bay. If toxicity is not resolved by December 31, 2003, the City will be required to conduct extensive tests to determine the source of the toxicity. Staff is working on obtaining mixing zones for Marshall St. and East/Northeast Plant discharges. These permit modifications will include the ambient affect of mixing for copper, THMs and toxicity. Under these Orders, the three plants must be in compliance by December 31, 2004. Penalties assessed under these Orders total $97,500. Partial payment of these penalties can be accomplished through in-kind projects that improve the environment. However, in kind projects are valued at 1.5 times the penalty amount and some penalties are still required by FDEP. If the City pursues an in-kind project, then the value of the project would equate to $106,650 and penalties would amount to $26,400 totaling $133,050. Transfer of savings from within the Water & Sewer Utility Fund operating cost center budgets will be used to fund up to the maximum of $133,050 for an in-kind project and penalties to be paid through operations. If an in-kind capital project is selected, sufficient budget and Sewer Revenue are available in the Capital Improvement Program project Facilities Upgrade and Improvements (315-96654) for a first quarter or mid-year transfer to establish a project to fund the “in-kind” project. Public Utilities Director Any Neff said toxicity is controversial with respect to procedures and methods used. The process is very precise. Clearwater splits samples and sends them to different labs to ensure consistent results. In response to a question, he said staff is requesting the authority to decide between payment or in-kind projects. 3. Approve Addendum 2 to the Conceptual Approval Agreement between the Florida Communities Trust and the City of Clearwater for the Kapok Wetland and Floodplain Restoration Project for a time extension. The City Commission accepted funding in the amount of $3,500,000 and approved the Conceptual Approval Agreement between the Florida Communities Trust and the City of Clearwater for the Kapok Wetland and Floodplain Restoration Project on January 24, 2002. On June 20. 2002, the City Commission approved Addendum 1 to the Agreement to change the acquisition of the Friendly Village of Kapok to fit the “pre-acquired” process. Florida Communities Trust has determined that all tenants must have vacated the park prior to reimbursing the City for funds expended. In order to allow sufficient time to accomplish the complete relocation of the tenants a time extension of six months, from November 20, 2002 to May 30, 2003 is required. In response to a question, Assistant Director of Engineering Al Carrier said the project is going well. He is confident that all residents will be relocated on schedule. 4. Award a three year contract to Armstrong Environmental Services, Inc., of Safety Harbor for Nuisance and Exotic Vegetation Control and Maintenance on City Lakes, Ponds, Channels and Immediate Adjacent Transitional Areas in the amount $253,994. A Request for Proposal and Quotes (RFP No. 37-02) was issued on August 13, 2002 for Nuisance and Exotic Vegetation Control and Maintenance of City Lakes, Ponds, Channels, and Immediately Adjacent Transitional Areas. The work scope called for the control of nuisance and exotic species, which impede water flow and/or diminish the habitat value of twenty-seven specified lakes, ponds, channels, and immediately adjacent transitional areas. The scope also required that the treatment controls adhere to environmentally acceptable best management practices, and that monthly and annual reports be provided to the City summarizing all activities and proposing recommendations for the following years. Three proposals were received and evaluated based on technical merit, qualifications, experience, proximity to the City and reasonableness of proposed costs. Armstrong Environmental Services, Inc. provided the most responsive proposal, which included the initial removal of woody and other herbaceous species, especially on sites that were not previously included in this work effort, followed by monthly inspections, chemical treatment, and bank maintenance to ensure that any nuisance and exotic aquatic vegetation is controlled. The cost for the first year of the contract is anticipated to be $114,998 with the second and third year costs $69,498 each, for a total contract price not to exceed $253,994. Parks and Recreation will assist in funding for this contract with the first year anticipated at $12,628 with the second and third year costs $1,188 each for a total of $15,004. There is sufficient funding available in the current operating budgets for PWA/Public Svcs/Stormwater Operations (419-02090) and for Parks and Recreation/Administration (010-01860) cover this contract. In response to a question, Mr. Carrier said this contract deals only with City owned lakes. Nuisance and exotic aquatic vegetation can only be controlled, not eliminated. 6. Approve an Amendment to the Interlocal Agreement for the construction of Keene Road with Pinellas County to coordinate efforts facilitating the installation of landscaping from Druid Road to Sunset Point Road. Pinellas County and the City entered into an Interlocal Agreement to facilitate the County’s roadway project along Keene Road from Druid Road to Sunset Point Road. This agreement was approved by the Commission on October 21, 1999. City and County staff have since determined that it would be in the best interests of the City to amend the agreement. The amendment includes: a) Revising the amount the County pays the City for the Cultural Arts Workshop. The amount has been changed from $230,000 to $250,000. The appraised value was $250,000. The City and County have agreed that the most beneficial approach to facilitate landscaping would be for the County to design and provide funding for the landscaping, then have the City initiate a contract to implement the landscaping plan as provided by Pinellas County once the road widening project is completed. The County will pay the City an amount not to exceed $133,000.00 for landscaping implementation. In response to a question, Engineering Director Mike Quillen said the County provides normal maintenance, however, if the City wants a higher level of landscaping, it would be responsible for maintenance. 7. Award a contract for the Sharkey Road and Oberlin Drive Drainage Improvements (00-0058-EN) to MTM Contracts, Inc. of St. Petersburg, Florida for the sum of $499,299.55 which is the lowest responsible bid received in accordance with the plans and specifications. The work proposed in this contract includes work in the vicinity of the intersection of Sharkey Road and Oberlin Drive. The primary purpose of this project is to provide hydraulic conveyance for the 25 year – 24-hour storm event by replacing an undersized culvert on Sharkey Road. The work to be performed will include channel widening and deepening, sidebank stabilization with the construction of gabion baskets and the replacement of two existing 50” X 31” corrugated metal pipes with two 6’ x 10’ concrete box culverts. The work also will include replacement of curb inlets and the relocation of a water and sewer line. This project will commence after award and execution of the contract and will be completed in 120 calendar days. Sufficient budget and revenue are available in the 02 Stormwater Bond Construction Fund project 377-96140, Sharkey Road Drainage Improvements, to fund this contract. It was requested that staff provide a design of the area. CLK CITY CLERK 1. Charter Review Discussion (WSO) The City Charter requires the Commission to appoint a Charter Review Advisory Committee at least every 5 years in the January of a year preceding a City election. As the City prepares for the Committee to be appointed in January 2003, input from the Commission is needed. Section 7.02 of the City Charter relates to the Charter Review Committee and provides some guidance. It calls for there to be no less than10 members and provides that the Committee “shall review the existing Charter and make recommendations to the Commission for revisions thereto.” The Commission is being asked to consider the following issues: How does the Commission want to make appointments to the Committee? Do you wish to limit the number to 10 members or appoint additional members Other than City residency, do you want any special qualifications or composition? Registered voter? Do you each want to make individual appointments or make appointments by majority vote as is done for other advisory boards? Do you want to solicit applications for consideration or should Commissioners recruit the members or some combination of the two? What role does the Commission want staff to assume? Are there specific issues the Commission wants the Committee to review? Some examples may be: Form of governance – strong Mayor vs. City Manager form; distribution of authority – Manager authority vs. Commission prohibitions; The Commission – number of members; at-large vs. district seats; length of terms; Limitations – allow transfer/donation of residential and/or property of limited economic value; relieve or clarify 60-year lease language; merge the two sections regarding limitations on City-owned bluff/waterfront property. Discussion ensued regarding the composition of the Committee. It was felt that applications be required even if an interested party submits a resume. It was suggested each Commission member appoint one member of the Committee and the remaining Committee members be appointed by the Commission as a whole. It also was felt that applicants should be registered voters and City residents for at least one year. Consensus was to discuss this topic again at the December 2, 2002, Work Session. Commission Discussion Items 1. Set Closed Bargaining Session. Mr. Roseto said a closed bargaining session needs to be scheduled as soon as possible to discuss financial proposals, as negotiations with City unions are at critical levels and the holiday season is approaching. Consensus was to schedule a 30-minute meeting at 8:15 p.m. on November 21, 2002. 2. Pelican Walk Garage Discussion. At the July 18, 2002, City Commission meeting, the Commission reviewed a number of alternatives regarding parking options for Clearwater Beach. One of the alternatives involved the purchase of property and construction of a 450-space parking garage on the Pelican Walk parking lot east of the shopping center building. The City Commission directed staff to pursue this alternative subject to two conditions: 1) update of the parking demand analysis for the North Beach area; and, 2) negotiation of a contract for purchase subject to adequate demand being defined. Subsequent to this direction, Chance Management Advisors, Inc., was retained by the City to: Determine existing parking inventory, rates, occupancy, turnover and demand in the Pelican Walk Area; Review current and proposed development and determine future parking demand; and, Determine financial performance of a proposed public parking facility on the Pelican Walk site. The City Administration and Legal Council also initiated discussions with the Pelican Walk property owner related to purchase of the parking lot. DEMAND ANALYSIS AND FINANCIAL FEASIBILITY RESULTS AS A CITY-OWNED GARAGE Chance Management Advisors conducted field surveys for daytime, evening, weekday and weekend peak and off-peak demand during August and September 2002. These field surveys were further refined using historical revenue data from the City’s parking system. Both private and public parking lots were utilized in the analysis. Chance then evaluated future parking demand based on projects currently approved or under construction and interviewed city staff regarding projected development/ redevelopment in the North Beach area. Other factors were also considered including current public parking competition with the Hilton Hotel lots, current “free” parking on existing properties during hours they are closed including weekends and evenings (i.e. the Sun Trust parking lot), elimination of existing illegal parking, proposed “free” parking for the tenants of the Pelican Walk shopping center, including the proposed Outback Restaurant, etc. Based on the demand analysis and estimated construction, operating and financing costs, two pro formae were developed. One required all garage patrons to pay market rate and one included free parking for the Pelican Walk patrons as prescribed by the current owner (i.e. one hour free parking for all retail customers and two hours free parking for Outback on weekdays and two and one half hours free parking for Outback on weekends). Pro forma #1 represents all patrons paying market rate and pro forma #2 represents free parking by the Pelican Walk patrons. Neither pro forma comes close to breaking even in the first full year of operation including a one million dollar “up front” contribution to the project from the city’s parking system retained earnings. Specifically, pro forma #1 indicated a net revenue deficit of $454,327 in the first full year of operation, with projections out to the year 2013 of similar annual deficits. Pro forma #2 indicated a net revenue deficit of $710,734 in the first full year of operation, with projections out to the year 2013 of similar annual deficits. The estimated construction costs used by Chance Management totaled $14,883 per space. City Administration has been approached by several parking garage contractors who indicated this figure was high in their estimation. In order to gauge the impact of significant cost savings associated with construction, Chance Management ran a pro forma using a construction cost of $10,000 per space. At this level the first full year annual deficit was $272,025 for pro forma #1 and $528,432 for pro forma #2. City Administration developed an internal staff team to review, critique and define alternatives that might improve the pro formae discussed above. This group included parking system staff, engineering, legal, finance and economic development. Finance also requested bond counsel to evaluate the alternatives. The defining factor that is the weak component of a garage at this location is the poor demand for this site by beach goers. The consensus related to these alternatives was that staff was unable to identify an alternative which would be fiscally neutral and not require long-term financial support from the City. City administration has met with the Pelican Walk property owner and shared the results of the demand analysis and the financial feasibility. POTENTIAL OPTIONS City administration has developed two other potential options utilizing the Pelican Walk parking lot. These options have varying degrees of risk and neither option involves the city purchasing the Pelican Walk parking lot. These options have been developed to illustrate a range of feasibility utilizing this specific site. It should be noted that the Pelican Walk property owner currently has not agreed to either of these two options. Option #1 - City Lease Back of 180 Spaces Under this scenario the Pelican Walk property owner would build, own and operate a 337-space parking garage in which there would be 67 spaces on the ground floor and three levels of 90 spaces each. The city would lease 180 spaces (two levels) for $1,500 per space for a term of 15 years resulting in an annual cost of $270,000. A condition of this option would be for the city to obtain annual “subscriptions” for 50 spaces at $1,500 per space from surrounding users that have parking deficiencies such as Clearwater Beach Hotel, Heilman’s, Frenchy’s, etc. This would generate approximately $75,000 annually. The city would also apply the one million dollars from retained earnings from the parking system to be utilized in the most “fiscally feasible” manner possible, i.e. simply applying this amount over fifteen years at an assumed interest rate of 3.5 % of the unpaid principal would allow a payment of approximately $83,889 per year. Other potential sources of revenue would be as follows: $32,000 annually from beach goers per the Chance demand analysis, $8,000 annually from increased enforcement of illegal parking in the demand area per the Chance analysis, and finally $45,000 annually from the reallocation of beach parkers resulting from the construction of the Beach Walk project per the Chance demand analysis. The summary of these sources is: $270,000 Annual lease amount -75,000 Annual subscriptions for 50 spaces -83,889 $1,000,000 contribution spread over 15 yrs @ 3.5% -32,000 Beach goers revenue -8,000 Parking Enforcement -45,000 Beach Walk relocated parking $26,111 Deficit per year Key assumptions regarding this option relate to the risk involved in a minimum of 50 private subscriptions annually and the timing and real impact of the Beach Walk project. Absent these revenues the annual deficit would rise to approximately $146,111. This scenario also assumes that all of the identified revenues would flow entirely to the City. Option #2 - City Purchase of 100 Spaces in a Condominium Form of Ownership Under this scenario the City would utilize the one million dollars from retained earnings from the parking system to purchase/own 100 spaces in a parking garage constructed by the Pelican Walk property owner. The size of the garage in addition to these spaces would be at the discretion of the property owner, but would at a minimum include the existing number of parking spaces in addition to the 100 spaces the city would purchase. This proposal would be conditioned on the property owner agreeing to a purchase price of no more than $10,000 per space. The city recurring costs would be the proportional cost of operating and maintenance of the garage. The city estimates these costs to be approximately $900 per space annually for a total of $90,000 annually. The city would attempt to develop as many subscriptions to these spaces as possible. As indicated in Option #1 above, if the city were successful in 50 subscriptions per year this would generate approximately $75,000 at $1,500 per space per year. Also as indicated above, based on the Chance Management analysis the city is projected to realize an additional $32,000 annually from beach goers and possibly $8,000 annually from parking enforcement. If these three sources of revenue were realized the total would be approximately $115,000 annually, which would exceed the $90,000 per year projected operating and maintenance costs. The two options identified above would leave the property and any future private improvements on the tax roll. The assessed value of the types of structures and arrangements identified above have not been evaluated at this time. Secondly, the option of a lease back or condominium ownership of public spaces raises the question of competing alternative locations that might provide stronger beach parking or shared parking, i.e., if the city is not going to purchase property and construct a garage, would there be other owners in this parking trade area that might be interested in these options. The Pelican Walk location has been recognized in previous Commission discussions as a location to provide parking primarily for the redevelopment of the Mandalay Avenue retail/restaurant corridor. Although the demand analysis for a 450 space garage owned/operated by the city is not feasible in this location, there remains the general perspective that the overall area is experiencing much needed redevelopment and that there are existing and future parking demands that, if satisfied, would have a positive impact on this area. The Chance Management analysis has refined the perspective that “beach goer” parking is location sensitive. Given that the overwhelming percentage of the parking system annual revenue is generated by beach goers vs. retail/restaurant or other users, a different strategy may be required. Administration would also note that there are significant illegal and substandard parking spaces that need to be eliminated. This issue was identified during the recent report regarding transfer of the enforcement operations from the Police Department to the Parking System. Administration intends to implement enhanced beach parking enforcement as soon as the staffing is available. It should be noted that the significant work that has been done on parking alternatives on Clearwater Beach during the last four years has led to certain conclusions that can be reached: 1) Responding to needs to increase public parking inventory on the beach cannot be satisfied without significant subsidy if the alternative locations are “inferior” non-beach locations; 2) In addition to inferior market locations, the price of these properties is extraordinary for a parking garage project 3) The location of “free” private parking in the rights-of-way on most of the interior blocks on north and south beach create “artificial” artificial value for these properties; and 4) Given the financial considerations and hurdles that have been encountered on both North and South Beach, it may be prudent to consider sources of supplemental funding, such as a special assessment district, that would directly benefit and be funded by beach properties. Administration recommends that the Commission review the alternatives identified above and provide direction regarding public parking at the Pelican Walk location. The impact of the agreement with Belle Harbor was questioned. Assistant City Manager Ralph Stone said the revenue from that agreement would help in the early years with the garage. City Attorney Pam Akin said those payments commence with completion of that development. If the City hasn’t built a garage by that time period, those payments do not have to be made. In response to a question, Mr. Stone said the Belle Harbor developers are not supporting a particular option at this time. He said the details regarding how to specify ownership of the parking spaces have not been determined. There are some challenges regarding the operation of the garage. The Police Department would receive some parking spaces, but not the library. In response to a question, Mr. Stone said the Parson Engineering survey done previously had projected significant beach storefront patrons, but Chance Management did not project the same numbers. It was remarked that beachgoers typically search for parking on the street, then on off street service garages, then in a City lot. It was suggested that signage could be placed on right-hand turns or on the roundabout indicating beach parking areas. Concern was expressed about the time period that the Chance Management survey was conducted and the validity of the numbers. Mr. Stone said Chance Management would explain their survey at Thursday’s Commission meeting. In response to a question, developer Louis Anastopoulos said he would not consider building a parking garage without the City’s participation. He felt the City should proactively enforce parking on the beach. He felt parking should only be free after 6:00 p.m. Concern was expressed that 90 parking spaces was insufficient and would not serve the public long term, as spaces would be lost with the Mandalay streetscape improvements. It was felt the proximity of the proposed garage would not present a problem for beachgoers to walk to the beach. Discussion ensued regarding subsidizing the garage. Ms. Simmons said tax revenues or cutting services would be required. It was suggested that staff and Mr. Anastopoulos continue discussions regarding staff’s proposed options before Thursday night. It was remarked that consideration should be given to inadequate parking for guests of high-rises being built, the extent of the City’s subsidy, a possible secondary parking garage on south beach. In response to a question re selling the surface lots on Mandalay to fund the garage, it was indicated Charter requirements would have to be met and development rights had been transferred from one of the lots. 3. Citizens Task Force for Downtown Marina Mr. Morris said the MAB (Marine Advisory Board) is unanimously in favor of trying to incorporate a marine feature along the waterfront in downtown. The MAB has actively been working with the Economic Development department staff to preserve the old footprint of the Memorial Causeway Bridge. Environmental issues need to be addressed. Discussion ensued regarding if a special Citizens Task Force regarding a downtown marine would be helpful. Ms. Akin said a referendum will be required to construct a marina in that area. Economic Development and Housing Director Reginald Owens said staff is meeting with the Engineering staff and Mr. Morris next week to discuss looking at a consultant that would be able to prepare an application for environmental review for a downtown marina. He said a task force might help with the review process regarding environmental issues at the point at which a marina becomes a real possibility. It was remarked that as no opposition to a marine feature in the downtown has been received, the main issue is environmental restrictions. It was suggested the Downtown Marine Task Force could be designated as an ad hoc committee, comprised of MAB, DDB (Downtown Development Board), and EAB (Environmental Advisory Board) members. It was noted that the proposed task force would not be an official task force of the Commission. It was suggested Mr. Owens and Mr. Morris provide the Commission with a recommended framework for the task force. Mr. Horne suggested if formed, the task force be convened after the first of the year. Other Commission Action Commissioner Jonson requested and received consensus for Clearwater to host an Advocacy Workshop for the Suncoast League of Municipalities. Commissioner Hamilton said he looks forward to Wednesday night’s dinner being hosted by the South Greenwood Citizens for Progressive Action. He acknowledged the passing of Mr. Charles Belcher and Mr. Russell Savage. Mayor Aungst offered his condolences to Fire Chief Rowland Herald for the passing of his father last week. Adjourn The meeting adjourned at 12:31 p.m.