04/13/2015 - Special MeetingMonday, April 13, 2015
6:00 PM
City of Clearwater
City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
Main Library - 100 N. Osceola Ave., Room A/B
Community Redevelopment Agency
Special Meeting Agenda
Re ULI with Downtown Development Board (DDB), Clearwater
Downtown Partnership (CDP) and Regional Chamber of Commerce
April 13, 2015Community Redevelopment Agency Special Meeting Agenda
1. Call To Order - Trustee Cretekos
3. Citizens to be Heard Regarding Items Not on the Agenda
4. New Business Items
4.1 ID#15-1186 Overview of Process and Priority (P) Work Program - Rod Irwin, CRA
Executive Director
5. Public Comment
6. CRA/DDB/CDP/Chamber Discussion
7. Next Steps
8. Adjourn
Page 2 City of Clearwater Printed on 4/8/2015
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#15-1186
Agenda Date: 4/13/2015 Status: Agenda ReadyVersion: 1
File Type: Action ItemIn Control: Community Redevelopment Agency
Agenda Number: 4.1
SUBJECT/RECOMMENDATION:
Overview of Process and Priority (P) Work Program - Rod Irwin, CRA Executive Director
SUMMARY:
N/A
APPROPRIATION CODE AND AMOUNT:
N/A
USE OF RESERVE FUNDS:
N/A
Page 1 City of Clearwater Printed on 4/8/2015
Urban Land Institute
Implementation Plan
Rod Irwin
April 13, 2015
How we got here…
•6/15/14 Study Week Began
•6/20/14 Draft Report Received
•9/5/14 Formal Report Received
•9/29/14 Discussed at Work Session
•11/21/14 ULI Special Work Session
•12/4/14 $500k Initial Funding Approved
•1/21/15 Council/Public Briefing on Priority Implementation Plan Items
•2/1/ 15 Council Discussion/Decision on Stakeholder Group Format
•4/13/15 Joint Meeting /Community Forum
Priority Selection Criteria
•Council Direction from 9/29/14 Work Session:
1. Defer Bluff/Waterfront Master Plan Pending
CMA Clarification
2. Commence North Marina Plan Now
3. Commence Boating Plan Now
4. Identify Items for Early Implementation
(90 days) - aka “Low Hanging Fruit”
•General Issues of Particular Council Interest:
1.Downtown Design Guidelines
2.Downtown Gateway Improvements
CMA Impacted Parcels
Priority Items
Comprehensive Boating Plan
•Engage a consultant to: 1) prepare a
plan to establish Clearwater Harbor as
a major boating center; and 2) knit
together the downtown, beach and
north marina basin to support
redevelopment
•$45 to $50k
•Status: RFP Issued; Consultant
selection in May; Report in September
North Marina Master Plan
•Update 10-year old special area plan
to reflect current conditions and to
facilitate development and investment
in area
•$75 to $100k
•Revised area master plan
•Status: RFP Issued; Consultant to be
hired in May; Council Draft in
September
Boost Downtown Library
•Develop strategy to: 1) make Library an
“attractor element” to bring additional people
downtown; 2) align the library to participate in
the economic development “entrepreneurial
ecosystem.”
•$TBD
•9 months
•Status : “Maker Space” Consultant report
complete; MOU on “Entrepreneurial
Ecosystem” scheduled for May completion;
“repurposing” a portion of the library space to
support this priority underway.
Bridge as Gateway Feature
•Evaluate fiscal, programmatic and
regulatory feasibility of illuminating
bridge as redevelopment component
•$TBD
•12-18 months
•Status : Staff Research Underway;
Report to Council with feasibility
analysis, partnership/funding options,
and design examples in February 2016
Design Guidelines and Sign
Regulations
•Complete comprehensive review of
development regulations, design
guidelines and sign regulations in
Downtown District
•Will be done in house, with advisory group
•18 months
•Status: Interviews/research begun;
stakeholder advisory group in formation;
formal work to begin in late April-early May
Attract an Incubator
•Determine appropriate CRA/City
participation in emerging
“entrepreneurial ecosystem” in
Downtown/East Gateway
•$TBD
•Status: Draft City/CRA/ Partners
MOU and Funding Agreement in
May
Enhance Gateways
•Develop plans, costs and designs to
enhance identification and directional
features at key entry points to downtown
and East Gateway
•$TBD
•18 months
•Status: List of 13 potential locations
identified; with FDOT constraints, list of
enhancement/ features, and final plans
and costs awaiting Branding Study input
East Gateway Community Market
•Determine feasibility of a Community
market “mercado” in the East
Gateway as a local activity center and
neighborhood civic core
•Will be done in house
•5 months
•Status: White paper on “mercados”
and memo to CRA identifying
pros/cons, possible sites and
projected costs in May-June
Community Branding
•Develop comprehensive brand and
brand marketing strategy, including
Downtown/East Gateway Components
•$100k
•Project is underway and branding
deliverables completed summer 2015
•Status: Consultant interviews, focus
groups and community perception
surveys are complete; April 20th
presentation of results; creative content
development to follow.
Real Estate Marketing Plan
•Use ULI market analysis to heighten
marketing of key residential, office
and hotel parcels in the downtown
and East Gateway
•$10k (CRA funds)
•4 months
•Status: Marketing brochure and parcel
information in electronic and print
format for targeted marketing
campaign in late April
Form Stakeholder Group
•Create a forum for the discussion of
issues with the city, development
partners and community stakeholders
•$TDB
•4 months
•Establishment of discussion format
•Status: Complete - Council decides on
Use of Established Joint Meeting
Structure, with “Community Forum”
Use of TIF Bonds
•Investigate TIF bond usage to
leverage redevelopment
•>$5k (CRA funds)
•3 months
•TIF bond utilization white paper from
financial advisor and CRA board
briefing and discussion item
•Status: Complete - CRA Discussion
and Briefing in March
Additional ULI Items
•ULI #2 - Promote “Clean and Resilient Marina”
•Status: Application Filed w DEP - approval
notification received. 1st in SW Florida!
•ULI #4 - Create Water Taxi
•Status: Pilot Operation Underway
•ULI #32 - Identify Implementation “Lead”
•Status: Complete - ACM for ED
Designated
Additional ULI Items
•ULI 36- Support Special Events
•Status: City/CRA/DDB/CDP/REH-
Deliberate Strategy and Event
Funding Coordination Heightened
•ULI 37-41- Engage Partners
•Status : City/CRA staff have
reinforced/enhanced liaisons as
suggested by ULI
Summary
•Ambitious, aggressive work program and
timetable , within Council guidance
•All work items “above and beyond”
departmental work programs established
in City budget
•An organic, evolving effort subject to
amendment as situations warrant and/or
Council directs
•Additional, substantive items at this time
will likely require amendment to existing
departmental work program commitments
Next Steps…
•Staff moves forward with
implementation of Priorities
•Staff provides quarterly reports to
Council/Community on progress
•Adjustment to Priority Items/Work
Program as needed.
•Addition of Priority items, in
consultation with Council, as current
items reach completion.
Urban Land Institute
Implementation Plan
Rod Irwin
April 13, 2015
ULI REPORT IMPLEMENTATION MATRIX (P): Staff recommended initiatives to begin within 1st 90 days; reflects Council discussion
deferring Bluff/Waterfront Master Plan until after CMA and Greenlight clarifications.
*Timeframe begins once Council or City Manager provide direction/approval
Month/years represent time to completion from commencement
Staff Recommendation Timeframe*Work Program Impacts Cost
1)Create a Comprehensive Boating Plan (P)
M&A
ED&H, P&R,
Library
Support: Consultant needed; Report to include
market analysis, survey; description of desired
activities; locations for ferry service, etc.180 days M&A: Minimal, consultant needed $35k
1a)
Provide recreational boating experiences at
downtown marina
M&A
Legal
Support: Recommendations for activities that need
referendum approval will be part of the
Comprehensive Boating Plan (above).
Referendum: March
2016
Legal: Once activities and locations are identified,
Legal can define charter changes needed to reflect
desired activities. TBD
2)
Ensure environmental Integrity of Clearwater
Harbor
M&A
Engineering
Support: 1) Marina to investigate benefit of
upgrading its certification from "Clean Marina" to
"Clean and Resilient Marina" designation; 2)
Engineering will continue to implement stormwater
and mitigation activities; (3) Ongoing
implementation of Stevenson Creek Watershed
Management Plan and future update of Plan.
(1) TBD; (2)
Ongoing; (3) Begin
in 2015, 18 months
(1) M&A would need work program modification;
(2) and (3) Part of work programs
(1) TBD; (2) n/a; (3)
$400k
3)Ensure future connections to the waterfront
P&D
P&R, Legal,
Engineering
Support: (1) Current connections include
maintaining 14 access points; (2) Future
connections (path along water) is a long-term
implementation item to be considered as part of
Bluff Master Plan and Comprehensive Boating Plan
process; 3) goals and objectives to be included in
the revision to the Downtown Redevelopment Plan
and N. Marina Master Plan
(1) Ongoing; (2)
long-term and TBD,
per 1.2; 3) long-term
, per 1.2 TBD TBD
STRATEGY 1.1: Waterfront District--Promote and grow the boating culture; instill activity along the waterfront.
ACTIONS
Lead
Department
FOCUS AREA 1: STRATEGY
Planning, Development and Design Strategies
Page 1
4)Create a water taxi or ferry service
M&A
Legal
Support alternative transporation modes and
encourage as public-private partnership. (1) For
water taxi service, regulatory framework needs to
be created to allow the taxis, define locations for
stops, rules, etc. (2) For ferry service, public
subsidy is needed to run on a schedule. Council to
determine how much public subsidy, if any, to
allocate; RFP can be prepared and contractor
selected.
(1) 6 months for
water taxi
regulations; (2) 6
months for
contractor selection;
additional 8-9
months for dock
permits
Legal: Significant work on the regulations;
M&A: Signficant staff time to prepare RFP; design
needed by Engineering; and time for dock
permitting and construction
(2) TBD (subsidy
needed for contractor
plus est. $50k for beach
landing/floating dock)
5)
Create comprehensive North Marina Master Plan
(Small Area Plan) (P)
P&D
M&A
Support: Priority to provide framework for pending
decisions on facility siting and development
applications.
1 year (including
consultant selection)
Consultant needed for Master Plan; Minimal staff
impact if US 19 Plan is largely completed;
regulatory changes to be done by staff, if needed,
after Plan is completed.
$75k+/- (subject to
change based on final
scope)
6)Attract waterfront restaurants
ED&H
CRA
Support: Activity is subject to referendum and part
of Bluff Master Plan TBD, per 1.2 TBD TBD
7)
Capitalize and grow Old Clearwater Bay housing
stock
ED&H
P&D
Support: (1) ED&H--Research grant or low-interest
loan rehabilitation programs not associated with
affordable housing and determine if program is
feasible; (2) P&D--Research policy and regulatory
incentives to encourage housing improvements 1 year
ED&H--could be incorporated as part of FY14-15
work program with a consultant
TBD--Incentives needed
for Rehab program
funding; $15k for
consultant
8)
Master Plan the Bluff/Waterfront:
-Appoint Steering Committee
-Engage Development Consultant
-RFP for Master Plan Consultant (Public
Engagement)
P&D
ED&H
ACM
Support: Commencement subject to Council
authorization vis-à-vis clarification of CMA
Downtown Project . The Plan could include
addressing market analysis and development
strategy/financial feasibility; access and parking;
park design (what activities could be accommodated
and where and how they might occur and be
designed); and public engagement.
Consultant
selection: 4 months;
Plan completion 12-
15 months
TBD: Substantial multi-department work program
impacts
$200-300k (depends on
scope)
8a)
Define Referendum process after Bluff Master
Plan (added for timeline purposes)
ACM, Legal
Clerk, PC
Support:Charter review begins January 2015.
Ballot language is needed 3 months prior to
election.The next regular election is March 1, 2016.
If we miss that date, then a special election will
have to be called ($100k+). Next election is
November 8, 2016.
Historically, 9-12
months (following
completion of
Bluff/Waterfront
Master Plan)Significant time from Clerk, Legal, PC
TBD: Election schedule
chosen will be major
determinant of cost
STRATEGY 1.2: Bluff/Waterfront
Page 2
8b)
Following Master Plan process, conduct RFP
process for "horizontal or master" developer (to
develop opportunity sites along the Bluff)
ACM
ED&H Support: to be implemented after Bluff Master Plan
4 months for
selection Work Program addition for ED&H n/a
8c)Expand Coachman Park P&R Support: to be implemented after Bluff Master Plan TBD, per 1.2 TBD TBD
8d)Identify opportunity sites along the Bluff ACM Support as part of Bluff Master Plan TBD, per 1.2 TBD TBD
8e)Attract and promote a large draw on City Hall site ACM Support as part of Bluff Master Plan TBD, per 1.2 TBD TBD
8f)
Make attractive locations across the Bluff and to
the water (Cleveland street connection)
P&R
Engineering
Support as part of Bluff Master Plan and Expand
Coachman Park process TBD, per 1.2 TBD TBD
9)Boost the Library (P)
Library
P&R
ED&H
Support: Some charter restrictions limit
recommendations: (1) Research partnership
opportunities to develop the Main Library as an Arts
& Culture destination space. (2) Engage STEM
organizations in the downtown area to identify
educational and creative opportunities. (3)
Determine space, buildout/materials, and resources
needed.
Research: 3
months; Planning 3
months;
Implmentation: TBD
Major impact: the most efficient and effective way
is to increase one PT position to FT (cost about
$17,000 a year). Also will need to add hours to
increase access.
$17,000 to upgrade PT
to FT; $50,000 for
evening hours, $50,000
for Fri & Sat morning,
general fund next
budget. $30,000 to
reconfigure space for
partnerships.
10)Use Bridge as Gateway (P)
P&R
Legal
Engineering
Support as public art project: (1) Engineering to
research FDOT requirment; (2) Legal to research
Pierce 100 issues; (3) P&R to Manage Public Art
Process/Call for Artists
(1) and (2) DOT and
Legal --6 months;
(3) 6-9 month public
art process
Work program:
Engineering: research.
Legal: Research Restrictions
P&R: Public Art Process after above.
$350-400k (based on
Tampa's project--Could
be opportunity for
corporate sponsorship)
11)Make downtown more navigable
Engineering
CRA
Support changes to Wayfinding signs after
Community Branding project and facility siting is
completed (i.e. garage, City Hall, Intermodal hub,
CMA, etc.); In short-term: Research flexible sign
faces, and identify funding sources.TBD
Could be incorporated into Engineering and CRA
work programs after branding & facilities
determined.
TBD, based upon
system selected
12)
Reconsider design guidelines and signage
regulations (P)P&D Support
Depends on Council
direction/ prioritiesP&D: Changes to sign code can be done in-house n/a
STRATEGY 1.3: Central Business District: Make downtown more attractive; bring people to the streets; make downtown more navigable
Page 3
13)
Consider application of Form-based Code (in the
Downtown Redevelopment Plan area)
P&D
Legal Support
Depends on Council
direction/ priorities
P&D: Depending upon the extent of these
changes, this may be doable in-house or if more
extensive, require outside assistance.Est. $75-100k
14)
Create a Streetscape Toolkit (for
secondary/arterial streets)
Engineering
ED&H
Support: (1) As part of current strategy,
streetscape improvements are encouraged as part
of private redevelopment. (2) Streetscape elements
are already incorporated into Downtown
Redevelopment Plan: Cleveland Streetscape Phase
2 design palette/spec sheets are used as general
guide for "side" streets. (3) Support Cleveland
Streetscape Phase 3.
(1) Ongoing
(2)Completed (3)FY
17-20
Part of existing work programs
(3) $6m in Penny 3
allocated for Cleveland
Streetscape Phase 3
15)Attract an Incubator (P)
ED&H
CRA
Support as part of private sector (and not solely
publicly-funded) initiative: (1) model already
underway focusing on tech entrepreneurship; staff
exploring CRA financial participation;
(2) Explore feasibility of a "Resource Center" or
"One Stop" concept with other partners
(1) 3 months
(2) 12-18 months Part of ED&H/CRA work program
(1) TBD--Potential CRA
financial participation;
(2) TBD
16)Consider City Hall with Intermodal Hub
CM/ACM
Engineering
Support: Preliminary siting analysis is underway;
Final decision depends on CMA and Greenlight
referendum results. TBD
Significant staff impacts after CMA & Greenlight
resolved.
TBD ($7.5m for City
Hall only as part of the
CMA proposal); $5.5M
in Penny 2017 for
Intermodal Center/City
Hall
17)
Create a secondary service-based retail
environment along Fort Harrison CRA
Support as part of private redevelopment
opportunities. Given that majority of property
ownership is Church of Scientology and Pinellas
County, there is little likelihood of added retail
space.Long-term TBD TBD
18)
Attract additional retail/restaurants
(i.e. Find the next Starbucks)CRA
Support as private sector initiative: Church of
Scientology and downtown property owners working
on identifying market demand and matching
potential businesses with appropriate locations.
Once impediments are defined, City will work with
this group to explore potential programs and
solutions.TBD
Can be incorporated as part of existing work
program TBD
Page 4
19)
Attract another cultural or entertainment venue to
the area (i.e. Find the next Capitol Theatre)ACM Support as part of Bluff Master Plan process TBD, per 1.2 TBD TBD
20)
Enhance Gateways (to include: five points
intersection; Cleveland and Myrtle, lntermodal
hub, Pinellas Trail; Fort Harrison & Court) (P)
Engineering
ED&H, CRA
Support: Five points intersection is completed.
Other locations need ROW and feasibility
investigation and funding identification (some after
facility siting)TBD
Minimal staff impacts for ROW identification of
other locations. Need to identify design and
construction costs if able to proceed.TBD
21)
Promote downtown brand through signage, public
art, architectural elements, and green space
P&D, P&R
PC, CRA,
Engineering
Support: 1) Community Branding Project
underway; 2) Identify opportunities after Community
Branding project is completed TBD TBD TBD
22)Build a garage near or adjacent to intermodal hub
ACM
Engineering
Support: Needs feasibility investigation and funding
identification after the Greenlight referendum
3-5 years for south
location, 4-6 years
for north location.
Appears to assume 2 downtown garages, one
south & one north. Significant staff impacts on
each.
$7 M - $8 M per garage;
Source of Funds TBD
23)
Create bike/walk loop to connect Downtown with
North Greenwood and East Gateway
Engineering
P&R
CRA
Support:1) Major portions complete; 2) North
Connector location unresolved; 3) Needs ROW,
feasibility and funding identification.5+ years
Moderate staff time to coordinate w/CSX RR for
northern loop.est. $500k
24)Connect Jolley Trolley to East Gateway
ED&H
CRA
Support: Part of East Gateway Vision Plan.
However, feasibility is dependent on available
funding and market demand from riders 5+ years Part of existing work programs TBD
25)
Evaluate highest and best use of the existing golf
course and enhance Glen Oaks Park P&R
Do not support: (1) Clearwater Golf Course: Long-
term lease agreement would need to be terminated
with a significant financial impact to the city; (2)
Glen Oaks Park: Currently at maximum use with
stormwater and parks facility combined n/a n/a n/a
26)
Connect Glen Oaks to East Gateway via a
Stevenson Creek Trail
CRA
Engineering
P&R Support as part of East Gateway Vision Plan 5+ years
Preliminary layout complete. Ready to contact
property owners for possible easements. Minimal
staff impacts.
Est. $400k not including
land acquisition
27)Commmunity Market (P)
CRA
ED&H
Support: (1) Feasibility of Festival Core part of
East Gateway Vision Plan;
(2) Investigation of "Mercado" as it needs a fixed
location and feasibility and cost analysis
(1) 3 years
(2) TBD
(1) Part of ED&H/CRA/Engineering work program
(2) Significant impact to work program if conducted
in FY14-15
(1) TBD
(2) TBD
28)Promote Healthy Food
CRA
ED&H
P&R
Support: Farmers Market part of East Gateway
Vision Plan; underway with feasbility TBD Part of ED&H/CRA work program TBD
STRATEGY 1.4: Community Gateways and Connections
Page 5
Staff Recommendation Timeframe*Work Program Impacts Cost
29)Conduct community branding effort (P)PC
Support: Contract awarded and work underway--
North Star hired 12 months Part of existing work program $100k
30)
Communicate the real estate market and potential
for expansion of real estate activity (P)
ED&H
PC
Support: Prepare a marketing piece that highlights
housing, retail, and office demand for web-based
and social media distribution 4 months To be completed in house with existing staff $5k
31)
Create a forum for the discussion of issues with
the city, development partners, and community
stakeholders (P)ACM
Support: Create Communications Stakeholder
Group (CSG); Define goals
Subject to Council
Concurrence n/a n/a
Staff Recommendation Timeframe*Work Program Impacts Cost
32)Identify Lead Responsibility CM
Support: ACM appointed; ULI Implimentation Team
(aka "Brain Trust") appointed Completed No impact n/a
33)Revise Downtown Redevelopment Plan
P&D
CRA
Support: Begin after TIF extension is approved by
Pinellas County; Bluff/Waterfront Master Plan and
North Marina Special Area Plan will be addressed
once completed.
12-18 months from
County Commission
direction on TIF
extension; TBD to
make changes from
Bluff and N. Marina
Master Plans
TBD: Multi-phase effort depending on
recommendations of Bluff Master Plan and N.
Marina Master Plan, Form-based code analysis,
etc.
TBD if consultant is
needed
34)
Investigate the use of TIF bonds to leverage
redevelopment (P)
ACM
Finance
Support: Needs cost/benefit analysis; Opinion letter
from Financial Advisor has been requested 4 months Incorporated as part of existing work program TBD
ACTIONS
Lead
Department
FOCUS AREA 3: ORGANIZATIONAL CAPACITY AND IMPLEMENTATION
ITEM 3.1: Implementation
FOCUS AREA 2: COMMUNICATION/PARTNERSHIPS
Item 2.1: Clearwater must begin to actively tell its story
Item 2.2:
ACTIONS
Lead
Department
Page 6
35)
Add Clean and Safe Program to Downtown
Redevelopment Plan
CRA
Police Support: Needs further investigation and definition
TBD, part of DT
plan above TBD TBD
36)Support Special Events
CRA, DDB
P&R
Support events (Blast Friday and Star Spectacular,
etc.) that are better integrated into redevelopment
activities, engaging public and creating awareness
for Downtown activities
Underway &
Ongoing Part of existing work program
Recommend FY14-15
CRA funding: $75k
Blast Friday and $15k
Star Spec; DDB is
funding $17.5k for Blast
Friday and $20k for Star
Spec
37)Create framework for engaging partners CM/ACM
Support: Create specific plan/deliverables for
affected Departments
Underway &
Ongoing Part of existing work program n/a
38)Pinellas County
CM/ACM
Engineering
ED&H
Support: Work together on funding opportunities,
CRA TIF extension, and PSTA and
MPO/transportation/parking needs
Underway &
Ongoing Part of existing work program n/a
39)Business Leadership ED&H
Support: Attend meetings with umbrella
organization
Underway &
Ongoing
Can be incorporated as part of existing work
program n/a
40)Church of Scientology
ACM, ED&H
PC, P&D
Others?
Support: Establish and maintain regular
communication with Church, determine long-term
plan for properties; etc.
Underway &
Ongoing
Can be incorporated as part of existing work
program n/a
41)Community Leaders ACM
Support: Create Communication Stakeholder
Group (CSG) (see Item 2.2)
3 months: Subject to
Council Concurence
with Direction TBD n/a
ITEM 3.2: Engage Partners
Page 7