03/13/2006 WORK SESSION ONLY ITEMS
Work Session Agenda
learwater City Council Work Session - Monday, March 13, 2006 1 :00 PM
Presentations
1. Service Awards
Budget Office
1. 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.
Finance
2. Declare vehicles and equipment surplus to the needs of the City and authorize disposal
through sale to the highest bidder at the Tampa Machinery Auction, Tampa, Florida, or
through sale to the highest bidder on the internet through GovDeals.com, the Pinellas
County Internet Auctioneer of Record. (consent)
Marine and Aviation
1. 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 the first reading.
2. 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. (consent)
Police
1.
Approve a two-year lease agreement with Ewart Holdings, Inc. for the period April 1,
2006 through March 31, 2008, at an annual cost of $9,600 and authorize the
appropriate officials to execute same. (consent)
Public Communications
1. Draft of Downtown Communications Plan.
Engineering
1. Approve and accept the 1 O-foot wide Sovereign Submerged Lands Easement No.
40713 over and across a portion of Section 8, Township 29 South, Range 15 East in
Clearwater Harbor to be conveyed by the Board of Trustees of the Internal
Improvement Trust Fund of the State of Florida, and authorize appropriate officials to
execute same. (consent)
2. Cost Increases and Impact to Projects
Public Services
1. Approve Change Order 2 to the Mandalay Channel Pedestrian Bridge Utility Relocation
Project (03-0047-UT) to Akerman Construction Company, Inc. of Purcell, Oklahoma
increasing the contract amount by $124,000 for a new contract total of $963,870.60
and authorize the appropriate officials to execute same. (consent)
Work Session Agenda 03-13-2006 - Rev 1
Page 1 of 3
Planning
1. Adopt Resolution 06-11 approving the first amendment to the Development Agreement
between K & P Clearwater Estate, LLC (the property owner) and the City of Clearwater
(previously approved DVA2004-00001 by City Council on February 17, 2005.
(DV A2004-0000 1 A)
2. Approve amendments to the Community Development Code relating to the
Neighborhood Conservation Overlay District (NCOD) & Pass Ordinance 7582-06 on
first reading.
3. Approve the Petition for Annexation, Future Land Use Plan Amendment from the
County Residential Low (RL) Category to the City Residential Low (RL) Category and
Zoning Atlas Amendment from the County R-3, Single-Family Residential District to the
City Low Medium Density Residential (LMDR) District for 1604 N. Betty Lane (Lot 12,
Block B, Stevenson's Heights according to the map or plat therof, as recorded in Plat
Book 34, Page 13, Public records of Pinellas County, Florida); and Pass Ordinance
7594-06, 7595-06 & 7596-06 on first reading.
4. Approve the Annexation, Future Land Use Plan Amendment from the County
Residential Low (RL) Category to the City Residential Low (RL) Category and Zoning
Atlas Amendment from the County R-3, Single-Family Residential District to the City
Low Medium Density Residential (LMDR) District for 1425 Regal Road (Lot 19, Solar
Crest Subdivision); and Pass Ordinance 7591-06, 7592-06 & 7593-06 on first reading.
(ANX2005-11037)
5. 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. (consent)
6. Approve amendments to Beach by Design: A Preliminary Design for Clearwater Beach
and Design Guidelines (BBD) that revise uses, building heights, step backs, setbacks,
landscaping and parking access for the Old Florida District; that eliminate the live/work
product in the Marina Residential District; that increase the maximum density for
overnight accommodations; and that clarify the transfer of development rights
provisions and Pass Ordinance 7546-06 on first reading.
City Manager
1. Approve a grant agreement in the amount of $25,000 between the City of Clearwater
and A Spiritual Change, Inc., and authorize the appropriate officials to execute same.
(consent)
Official Rec and Legislative Svc
1. Appoint one member to the Community Development Board with the term expiring on
February 28, 2010.
2. Approve amendment to Rule 1, subsection 2 of Council Rules, to change the starting
time of Work Sessions to 1 :30 p.m. and adopt Resolution 06-21.
City Attorney
1. Adopt Ordinance 7547-06 on second reading, amending the Future Land Use Plan
element of the Comprehensive Plan of the City, to change the land use designation for
certain real property located on Clearwater Beach between Mandalay Ave. and the
Gulf of Mexico between Kendall and the North side of Somerset St., East of Mandalay
Ave., from Residential High to Resort Facilities High.
Work Session Agenda 03-13-2006 - Rev 1
Page 2 of 3
2. Adopt Ordinance 7548-06 on second reading, amending the Zoning Atlas of the City by
rezoning certain real property located on Clearwater Beach between Mandalay Ave.
and the Gulf of Mexico between Kendall St. and the North side of Somerset St., East of
Mandalay Ave., from Medium High Density Residential to Tourist.
3. Adopt Ordinance 7588-06 on second reading, annexing certain real property whose
post office address is 2066 The Mall, into the corporate limits of the City and redefining
the boundary lines of the City to include said addition.
4. Adopt Ordinance 7589-06 on second reading, amending the Future Land Use Plan
element of the Comprehensive Plan of the City, to designate the land use for certain
real property whose post office address is 2066 The Mall, upon annexation into the City
of Clearwater, as Residential Urban (RU).
5. Adopt Ordinance 7590-06 on second reading, amending the Zoning Atlas of the City by
zoning certain real property whose post office address is 2066 The Mall, upon
annexation into the City of Clearwater, as Low Medium Density Residential (LMDR).
6. Adopt Ordinance 7598-06 on second reading, amending Ordinance 7371-05, which
vacated a portion of the 60-foot right-of-way of First Avenue (a.k.a. First Street Per
Field), subject to special conditions to amend the special conditions.
7. Continue adoption of Ordinance 7546-06 on second reading, making amendments to
Beach By Design: A Preliminary Design for Clearwater Beach and Design Guidelines,
by amending Section II, Future Land Use, Subsection A. The "Old Florida" District;
amending Section II, Subsection C. Marina Residential District; and, by amending
Sections V.B and VII.A. to April 6, 2006.
8. Approve a blanket purchase order in the amount of $15,000.00 for Bryant, Miller and
Olive, P.A. (consent)
Other City Attorney Items
City Manager Verbal Reports
Council Discussion Items
1. Presentation re 1 O-year plan to end homelessness in Pinellas County
Other Council Action
Adjourn
Presentation(s) for Council Meeting
1. Proclamation - Celebrate Clearwater Neighborhoods Week 2006 - March 26 - April 1
2. Proclamation - Donate Life Month
3. Proclamation - Parkinson's Awareness Month
4. Proclamation - Water Conservation Month is April
5. Proclamation - FairHousing Month is April
Work Session Agenda 03-13-2006 - Rev 1
Page 3 of 3
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Interoffice Correspondence Sheet
From:
Mayor and Councilmembers ~
Cyndie Goudeau, City Clerk ~
Bill Horne, City Manager; Garry Brumback, Asst. City Manager; Rod Irwin, Asst. City
Manager; Pam Akin, City Attorney
To:
CC:
Date:
March 10,2006
RE:
Revisions to Agenda Packet for March 13, 2006
Revised Work Session Aqenda: 03-13-06 - Rev. 1. New agenda provided. Please
replace.
. ENG-2: Cost Increases and Impact to Projects. Item added to agenda and
presentation handouts provided.
. PLD-6: Approve amendments to Beach by Design and Pass Ordinance 7546-06 on first
reading. Item added to agenda and paperwork provided.
. CM-1: Approve a grant agreement in the amount of $25,000 between the City of
Clearwater and A Spiritual Change, Inc. Item added to agenda and paperwork
provided.
. ORLS-1: Appoint one member to the Community Development Board with the term
expiring on February 28,2010. Item added to agenda, no paperwork.
. ORLS-2: Approve amendment to Rule 1, subsection 2 of Council Rules, to change the
starting time of Work Sessions to 1 :30 PM and adopt Resolution 06-21. Item added to
agenda and paperwork provided.
. CDI-1: Presentation re 10-year plan to end homelessness in Pinellas County.
Paperwork provided for item.
· Presentationes) for Council Meetinq-#5: Proclamation - Fair Housing Month is April.
Item added to agenda.
.
Memo to Council for 03-13-06 Work Session - revisions.doc
1 of 1
Situation Analysis
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Intended Outcomes
Businesses Continue to
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Maintain Positive
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Build Excitement for
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Overall Strategy
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Background
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:
. $20.2 million, 90,000-square-foot Main Library
. $64.2 million high-span Memorial Causeway Bridge with extra lanes for
emergency vehicle and space for a future monorail
. $16.13 million worth of roadway and utility improvements to a new
Alternate U.S. 19 through downtown
. Wayfinding signage to assist visitors
. 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.
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 is currently 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.
Situation Analysis
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 east
and west directions, the project would take approximately 12 months to
complete. Phasing the project and keeping one lane of traffic open would add an
additional 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, there are
others who feel that it will be a detriment to their bottom line. In order to best
support the businesses during this construction phase, we plan 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 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 the streets are wider (St. Petersburg) or
where the 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, there are others who 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 the 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 plan is
concerned with:
Primary Audiences
Downtown businesses/business owners
Downtown employers/employees
Residents in the affected downtown communities
Visitors to downtown
Downtown developers
Secondary Audiences
Residents not living in the affected downtown communities
Clearwater elected officials and employees
News media
Other government agencies (CVB, PSTA, FOOT, etc)
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 Sf. 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. We 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
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) We ask 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
businesses. These objectives are:
Objective 1: Maintain a positive message throughout construction, focusing on
the positives of the project and increasing pedestrian traffic in the downtown
area.
Objective 2: Build knowledge of, and excitement for, the streetscape project
throughout the process with both businesses and residents in and out of
downtown.
Objective 3: Clearly communicate parking and traffic situations and parking
alternatives.
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 residents throughout construction.
Objective 5: Facilitate wayfinding signage and other directional materials to
ensure convenient access to businesses and other downtown locations.
Objective 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.
Strategies
Objective 1
Maintain a positive message throughout construction, focusing on the positives of
the project and increasing pedestrian traffic in the downtown area.
Intended outcomes
Downtown businesses continue to be viable during construction.
Visitors understand and look forward to the change, once complete.
Potential new visitors begin to plan for visits.
Local residents have pride in the future of the downtown community.
Local residents understand the overall strategy for downtown
redevelopment and how all the pieces fit together.
Strategies
1.1 Create a single web presence with all downtown and streetscape
information. Include e-mail subscription, project updates, renderings,
private developments, etc.
1.2 Create a consistent message about the transformation of the downtown
that can be used throughout the construction process.
1.3 Consider promotion and advertising in local markets through partnership
with chamber, Main Street, Downtown Development Board, and
Downtown Partnership.
1.4 Place a focus on the downtown itself in marketing, with a message that
downtown shops are still open for business.
1.5 Work with selected Downtown Development Board Public Relations or
Marketing agency to help support downtown businesses during the
construction.
Associated Costs
Regional advertising:
$20,000*
*Economic Development has budgeted advertising funding to support the project.
Objective 2
Build knowledge of, and excitement for, the streetscape project throughout the
process with businesses and residents in and outside of downtown.
Intended outcomes
Minimize negative feedback and perceptions
Create a local "buzz" about downtown Clearwater
Build public ownership of the project
Residents in all areas of Clearwater would understand the role downtown
plays in the overall picture
Strategies
2.1 See Strategy 1 .1
2.2 Place renderings of the project in empty storefronts during
construction.
2.3 Place displays at strategic locations in downtown, including
the construction office and a central location.
2.4 Place displays in rec center and libraries outside of the
downtown area to clearly communicate the overall strategy
for those outside the downtown area.
2.5 Create a single Streetscape rack card, brochure or poster for
distribution and display through downtown businesses and
chamber.
2.6 Partner with downtown developers to include information
about their projects on our website.
2.7 Get testimonials from supportive downtown businesses
promoting the promise of the project for use in future
correspondence and publications.
2.8 Create and use downtown logo on wayfinding, construction
and other signage to create brand awareness for the project.
2.9 Create a postcard that would have the finished project on it
that vendors could personalize and send to regular
customers.
2.10 Submit monthly newsletter articles for neighborhood
association newsletters. (Same as Strategy 4.10)
Associated Costs
Postcards:
Renderings:
$3,000
20 @ $60
$3,000
$1,200
Rack card:
Displays
$3,000
15 @ $50
$3,000
$ 750
$7,950
Objective 3
Clearly communicate parking and traffic situations and parking alternatives.
Intended outcomes
Minimize traffic complaints.
Encourage return visits by regular customers.
Increase use of alternative parking locations.
Strategies
3.1 Promote existing traffic resources, such as 5-1-1, for current traffic
conditions.
3.2 Continue to promote existing traffic resources and provide traffic
information to those resources so that our current information is updated.
3.3 Ensure that all marketing materials include information about available
parking locations.
3.4 Work with online direction resources (Le. mapquest) that provide
directions to make sure the new alignment of the Memorial Causeway
Bridge and AL T 19 designation are included.
3.5 Communicate the opening of Myrtle Avenue in April. Include information
about the new Alt 19 designation/route in all our communication tools
when project is complete.
Associated Costs
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
businesses and residents throughout construction.
Intended outcomes
Ensure quick response to business and citizen concerns during
construction.
Increase understanding of key timelines and project components.
Build ownership within the community for the project.
Focus discussion on the ultimate outcome and success of the project.
Strategies
4.1 See Strategy 1.1
4.2 Hold periodic hard-hat meetings during construction to provide status
information and hear public concerns.
4.3 Create a monthly Streetscape update newsletter to distribute throughout
the area and via e-mail.
4.4 Create a business assistance publication.
4.5 Create a telephone hotline with regularly updated recordings and allow for
response through voicemail. Promote hotline on-site and through
publications.
4.6 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.
4.7 Incorporate Streetscape information and updates into existing C-View
programming.
4.8 Provide local media with a regular "Streetscape Update" throughout
construction.
4.9 Include Streetscape information in existing printed materials as
appropriate (Sunshine Lines, C-News, and CIP Update)
4.10 Promote a central point of communication for the Streetscape project.
4.11 Create newsletter articles for publications for neighborhood associations,
Chamber, high-rise management companies, and major downtown
employers. (See Strategy 2.9)
4.12 Use rack cards (Strategy 2.4) and displays to distribute through city
facilities, Chambers and other resident- and business-oriented outlets.
Associated Costs
Newsletter:
18 @ $500 (incl. distribution)
$9,000
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
Minimize traffic & access complaints.
Maintain traffic to downtown businesses.
Reinforce branding of Cleveland Street through design of signage.
Strategies
5.1 Include downtown logo/branding on temporary wayfinding, business
entrance, and project information signage.
5.2 Look at feasibility of using temporary construction signage.
Associated Costs
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 promote downtown.
Intended outcomes
Develop stronger partnerships with those who have an interest in
promoting the downtown.
Create a uniformity of message and logo.
Strategies
6.1 Support the strategies and coordinate efforts to unify the messages being
sent to businesses, customers and residents.
6.2 Provide Streetscape logo to unify look and feel of outreach efforts.
6.3 Begin regular meetings with all the groups who have an interest in
promoting downtown Clearwater.
6.4 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.
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2
.
.'
.
Cost Methodolo9ies
Used for AnalysIs
. Price Histories
. ENR Construction Cost Index
History
. RS Means Construction Cost Data
. Construction Industry. Contractor
Cost Feedback
CIP Projects Impacted
by PDC Adjustment
. NE WWTP Thermal Dryers
- FY 10/11 to FY 11/12
. WWTP East Bypass & Northeast
Pump
- FY 09/10 to FY 10/11
. WWTP UV Disinfection
- FY 09/10 to FY 10/11
CIP - 6 Year Plan
Projects Cost Ana Iyzed
. Wastewater Collection. TBE
. Reclaimed Water. McKim & Creed
. Water Supply & Treatment. Parsons
. Water Pollution Ctrl. . Jones Edmunds
. Transportation. HDR
. Drainage. HDR
. Architectural. HDR
. Marine Facilities. HDR
Present Day Cost
Adjustment
. All CIP Projects in 6-Year Plan
were Adjusted to Reflect PDC
. PDC was Subject to Project Scope
and Complexity
. Average PDC Adjustment 25%
CIP Projects Impacted
by PDC Adjustment
. Morningside Meadows Drainage
Improvements
- FY 05/06 to FY 09/10
. Spring Branch Detention &
Conveyance Improvements
- FY 06/07 to FY 09/10
3
.
.
.
Penny for Pinellas 2
. All Remaining Penny 2
Construction Projects were
Evaluated for Project Feasibility &
Funding
. Funding is Adequate for
Remaining Penny 2 Projects as
Envisioned and Planned
Summary
. Analyzed Major Construction Material
Cost Trends over 9 Years
. Analyzed CIP - 6 Year Plan
Analyzed Penny 2
Adjusted All Projects to PDC
. Established Construction Cost
Escalation Factor for Future Projects
I
Penny 2 Construction
Projects
. Bayfront Promenade
. Morningside Recreation Center
. New Fire Stations
Resources to Establish
CIP Escalation Factor
. Global Insight's Consumer Price
Index 2.54%
. Price Index for State and Local
Construction Spending 4.0%
. Price Trends for Federal.Aid Highway
Construction 2.4%
. Monthly Bid Analysis 12.0%
. Average = 5.48%
~.Cl?arwater
u~
CONSTRUCTION COST
TRENDS
1996 - 2005
FLORIDA
4
Please note that all of the material for
this article is based on Stanley Plog's
research and writings. He recently
published a new book called "Leisure
Travel" Do not discard local cultures and
traditions. These are the elements that
Plog provl'des his readers with a
make a destination unique and worth
ntimber of suggestions and visiting. Tomorrow's travelers are
predictions for successful tourism seeking the unique and tl1at which is
marketing among western countries different from what they l1ave back
that have an aging population and a 110me. Do everything possible to
higher demand for travel products. preserve local customs and tr aditiolls
Among his suggestions are: and make sure that tile local population
{ understands that these traditions and
_Protect the uniqueness of your customs are a valuable part of the local
area. Do not replicate someone else, JourisroJDQ~$tr.y.
be yourself. That means that if you (_ ~
have a culture or architecture that is _Care for your ecology by protecting
unique to your part of the world, panoramic vistas and build in such a
preserve it rather than destroying it. way that visitors and locals alike
have a sense of "breathing space~"
_To maintain a sustainable tourism, Make~sure.that"YoillcteStrnatiOn.has an
industry, try not to overcrowd an area ~lrmasfer pian'~ather than simply
with too many hotels, fast food building for building sake. One of the
restaurants, etc. The higher the density, fastest ways to destroy a tourism
the greater the probability that the area destination or attraction is through poor
is beginning a tourism industry decline. planning and urban sprawl.
While it may take a number of years for
this decline to set in, the seeds of the
tourism decline have now been planted.
Insights into the wisdom of
Stanley Plog...Part # 2
_An aging population will demand
greater levels of service excellence.
That means that greater emphasis will
be needed in areas of training, not only
for front-line personnel, but also for
everyone who may come in contact
with tourists, such as police, first
responders, and local citizens.
_Do not skimp on quality of the
infrastructure. Make sure that
buildings meet and exceed your
community's codes. When renovating
an older building make sure that the
new construction matches the older
architecture, and when building a new
building make sure that new
construction does not destroy the
artistic and architectural harmony of the
area.
. _When it comes to activities,
develop a tourism Industry that
offers variety. No one attraction can
please everyone.
TRAVEL & TOURISM NEWS
For destinations to succeed in the
twenty-first century they will have to
offer safe and secure locations with
multiple products. Product development
is the key to a destination's longevity
Make sure that the local population
understands how it benefits from
tourism. Often, people in the tourism
industry simply assume that all locals
see the benefits of tourism. Often they
are simply wrong. Public servants such
as police and other first responders
often see visitors as simply extra work.
In a like manner, the public does not
always understand the relationship
between tourism and the strength of the
local economy.
Make sure that as a tourism provider
you work with local public servants and
develop new projects in such a way
that the local population not only
understands the benefits of the project
but also supports it.
SEVERAL NEWER READERS HAVE
ASKED US, "WHAT EXACTLY IS THE
eVB AND WHAT DO THEY DO"?
Here's the answer in a nutshelll
l.uS 03-13-C<.iJ(HfMldau;J)
PL U-d
The St. Petersburg/Clearwater Area
Convention & Visitors Bureau is
charged with enhancing the
county's economy by increasing
direct visitor expenditures and job
development, training and retention
in the tourism industry
It works domestically and
internationally to develop and
enhance consumers, travel media,
the travel industry, meeting and
conference planners, sports
promoters and film producers with
research-driven marketing
programs focusing on beaches,
sports, arts and culture and
nature..based opportunities. The
CVB also leads a community-based
team to market the benefits of
tourism to local residents while
working with varied interests to
assist in the development of new
attractions and the redevelopment
of others
ABYZ NEWS LINKS
h t t D:/ /www.abvzl1cwslinks.com
In an age of Web sites that play
music, show movies, and do just
about everything except make
dinner for you, I still enjoy research
and informational sites that load fast
and have a simple, c1ickable list of
links. That's exactly what you get
with ABYZ News Links
This site has lists of links to
newspapers, news media, and
news sources worldwide, arranged
by region and country. Looking for a
newspaper in Fiji? Just click on
"Fiji" in the countries list, and you'll
get links to all the news media from
that country, with abbreviations to
tell you what type of media
(newspaper, radio, etc.) it is, what
language it's in, and what its focus
(alternative business, ethnic,
general interest, etc.) is. Each link
will take you to the Web page for
that media outlet.
3
.
.
.
~ \0\
1I~~
Requested Action
& Next Steps
t'.lI
A
Anticipated
Outcomes
~~ ~~~
.3 /1..3/ (Iv
c..c ""l,.... \
'f'r
Why now for
a 10- Year Plan?
Our Plan to
End Homelessness
--,
1r
~r
Jj ,
'J Why now for
a IO-Year Plan?
4
1
.
e
e
Why Now?
"', r
". @ Growing population of
homeless citizens
~ Lack of needed resources
to curb this trend
@ Call from the federal groups
& government for planning
and action
Homeless Trends:
r (Also refer to handout)
~ 48.3'Yo are "chronic":
· Homeless longer than 1 year
· or 4+ times in 3 years
[i! 16 'Yo report living in places
not meant for human
habitation
Homeless Trends in Pinellas County
(The statistics on the following pages were derived from the
Homeless Coalition annual homeless counts and surveys.)
Annual Homeless Count
5000
4000
3000
_~_~c;.",-~- "",e.j---- ~ ,<", ~,1
A -1"-~ -....., ~.~"I
I
2000
1000
o
2000
2003
2004
2005
2001
2002
. Represents an 1 I 'X. increase. kJrgely due to an increase in unsheltered homeless citizens.
Homeless Trends:
1 r
1iI 44.7'0 of homeless adults
have a disabling condition
· 34.4'Yo = Mental health/emotional
· 29.1 'Yo = Physical/medical
· 27.5'Yo = Alcohol/drugs
· 14.7'Yo = Both mental health
& alcohol/drugs
· l.7'Yo = HIV/AIDS
2
e
e
e
1: r
, ~
I
\. r
Homeless Trends:
~ 22.7'10 are women
fa! 19.5'10 are children
~ 6.6'10 are 60+ years old
liI 18.6 '10 are veterans
~ 34.9'10 are minorities
(See additional facts on handout)
Costs & Resources
~I $67 million
· Estimated cost to Pinellas County
over next 5 years - for status quo
@ $33 million
· Estimated cost to implement new
recommended models
,I
'I
,
Marlowe, H. (2005, Dec.). An analysis of the cost impacts fan improved service
system for homeless parsons.
~ $20 million
· Cost savings from new approach
,: r
Costs & Resources
@ Public funds dedicated to
homelessness in Pinel/as:
· $13 mi lIion (2003 est;mate)
· Includes federal, state
and local sources
,I
'!
Marlowe, H. & Kolinski, K. (2006, Jan.). An analysis of targeted public investment
in homeless services and other related public expenditures and social co..~ts.
1
Call to Action
r A 2000 - National Alliance to
End Homelessness included
"ending chronic homelessness"
in its lO-year
plan ~
l4_Plan: H.!U.J!reaaal
[H_to::':=.~
12
3
e
.
.
t " Call to Action
1, r A 2002 - President Bush
, , ~ identified "ending chronic
homelessness" as a top
objective for the next decade
'Ii' 2002 - Interagency Council on
\SJ Homeless reconvened and
pushed the "lO-year plan to
chronic homelessness" concept
13
~ 200+ CITIES AND COUNTIES ARE NOW ENGAGED
'S/IN 10-YEAR PLANNING INITIATIVES
hll200&
t " Call to Action
1.: r TODAY:
) (120 Federal agencies
coordinate efforts (and
funding) to end chronic
homelessness in to years
More than 200 communities
have developed a to-Year Plan
14
Our lO-Year
Plan to
End Homelessness
16
4
e
Pinellas County Plan
@2002-2004
· Process to hire a consultant
. Conduct needed research for
comprehensive planning
@Summer 2004
· St. Petersburg and Pinellas
officials agreed to develop
a joint lO-Year Plan
Pinellas County Plan
@ Since mid-90's
· Homeless Coalition led
local planning efforts
@ 2000-2004
· Local officials formed
committees and task forces to
address the growing problem
18
17
.
Pine lias County Plan (continued)
Homeless Policy Group
I;. . u~ . 2 Pinellas County . 2 Faith-based
II Commission . 2 Business
. 2 St. Petersburg Couneil
. 2 Clearwater Counci I
. 2 Largo Counei I
. 1 Pinellas Park Couneil
. Mayor, Tarpon Springs
. 1 Mayors' Counei I rep
. 1 School Board
. Public Defender
(representing JWB)
, . 1 Veterans Admin.
. 1 Law Enforcement
Pinellas County Plan (continued)
Homeless Policy Group
@ Fall 2004
· Homeless Policy Group formed
· 30 representatives from local
governments and targeted
industries
· Support from four government
staff and a paid consultant
'a~
~
~LJ
. 2 Neighborhood
. 2 Health Care:
1 institutional, 1 community
. 1 United Way
. 1 Foundation
. 1 Housing Authority
. 1 Nonprofit Provider
. 1 Coalition Rep
. 1 Consumer
. At-Large
20
19
.
5
.
.
.
Pinellas County Plan (continued)
Homeless Policy Group
~ Fall 2004 - January 2006
· Policy group met regularly,
researched and worked to
develop the 10- Year Plan
· Plan targets new initiatives
& best practices
Our
lO-Year Plan:
Refer to pages
9 - 12 in the plan
for a list of key
initiatives under
each section & goal.
21
II
Opening Doors 0' Opportunity:
Alo-Y_PlQ"lofndH~u.....
In I'inellllCounty
AdoDted Januarv 2006
23
Pine!las County Plan (cont;nued)
4 Sections & 6 Goals
1. System Oversight & Evaluation
2. Funding & Policy
3. Coordination & Partnership
4. Continuum of Services:
~ Prevention
!iI Outreach & Intake
fi! Shelter & Housing Goal
22
<I> TEN ELEMENTS OF GREAT PLANS
These Ten Elements create Great Plans that are research-driven.
performance-based, and results-oriented.
DISCIPLINED PEOPLE
1. Political Will
2. Partnerships
3. Consumer-Centric Solutions
e
DISCIPLINED lliOUGHT
4. Business F>lan
5. Budget Implications
6. Prevention AND Intervention
7. Inno\lative Ideas
DISCIPLINED ACTION
8_ Implementation Team
9. Broad-Based Resources
10. Living Documents
~w. rn.d fO Drln, out' pi"", 10 'Ile_ful ~OIlclI.I.io,..rep tlv .top, 80 r1NIllN trIaN 0' POOpM would pin
con1Jd~ II'em ~ .lIce...... norJust"", wont. - . Kroger CEO, JIn'I He<<1ng, ~
GOOO... TO BETTER... TO GREAT
24
6
.
.
.
~~u: ."=~
D'J\.:jJ ),
- ~
Requested Action
a Next Steps
2~
~tD~T'i -= &~~1
IMf~ C,.4
Next Steps *
@ Designate departments/ staff
to work on implementing
applicable action steps
· Consolidated Plan
· New programs
· Community involvement
· Development activity
· Service delivery
~ \Q)
U~~
27
Requested Action
@ Pass a Resolution to approve
& support the 10- Year Plan
~ Appoint member(s) to serve as
representative(s) on an
oversight council ~r
II \Q)
_!~~
26
Next Steps
@ Identify immediate action
steps for support
@ Refer to appropriate
departments/committees for
action plans (~
d b d ffi! \Q)
an u gets U~~
28
7
I.
.
.
IA
Anticipated
Outcomes
Z9
II". : Anticipated
f. . B Outcomes
@ Increased prevention efforts
@ More opportunity for attainable
housing
@ Move people through the
"system" more quickly
& permanently
31
I.ail Anticipated
MJ! Outcomes
@ Seamless planning and
coordination
@ Increased funding for needed
servi ces
@ Retooling existing approaches
30
~I''''' " Fewer people will become
r ~ homeless (prevention)
.. · . @ Fewer people wi 1/
experience repeat homeless
episodes
@ Episodes of homeless will
be shortened
@ New approaches wi II reduce
overall cost of care
32
8
.
.
.
!I"'-. : Anticipated
, . ft Outcomes
@ Supporting this plan helps...
. Our homeless citizens
. Our community
. Businesses and neighborhoods
. Our city/county government
. More efficient and effective approaches
33
Opening Doors of Opportunity:
A lO-Year Plan to End Homelessness
in Pine lias County
34
9