06/15/2015Monday, June 15, 2015
1:00 PM
City of Clearwater
City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
City Hall Chambers
Community Redevelopment Agency
Meeting Agenda
June 15, 2015Community Redevelopment Agency Meeting Agenda
1. Call To Order
2. Approval of Minutes
2.1 Approve the minutes of the May 18, 2015 CRA Meeting as submitted in written
summation by the City Clerk.
3. Citizens to be Heard Regarding Items Not on the Agenda
4. New Business Items
4.1 Overview and Review of Existing CRA Downtown Plan-Bluff/Coachman Park/
Waterfront Areas.
4.2 Bluff/ Coachman Park/ Waterfront Master Plan process alternatives.
4.3 Present a White Paper, “A Study of Markets/Mercados in the United States ,”
and provide direction on next steps.
5. Trustee Discussion Items
5.1 Next Steps regarding ULI - Trustee Jonson
6. Adjourn
Page 2 City of Clearwater Printed on 6/11/2015
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#15-1392
Agenda Date: 6/15/2015 Status: Agenda ReadyVersion: 1
File Type: MinutesIn Control: Community Redevelopment Agency
Agenda Number: 2.1
SUBJECT/RECOMMENDATION:
Approve the minutes of the May 18, 2015 CRA Meeting as submitted in written summation by
the City Clerk.
SUMMARY:
APPROPRIATION CODE AND AMOUNT:
USE OF RESERVE FUNDS:
Page 1 City of Clearwater Printed on 6/11/2015
Community Redevelopment Agency Meeting Minutes May 18, 2015
City of Clearwater
City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
Meeting Minutes
Monday, May 18, 2015
1:00 PM
City Hall Chambers
Community Redevelopment Agency
Page 1 City of Clearwater
Draft
Community Redevelopment Agency Meeting Minutes May 18, 2015
Roll Call
Present 4 - Chair George N. Cretekos, Trustee Jay E. Polglaze, Trustee Bill
Jonson, and Trustee Hoyt Hamilton
Absent 1 - Trustee Doreen Hock-DiPolito Also Present - William B. Horne II - City Manager, Rod Irwin - CRA Executive
Director/ Assistant City Manager, Pamela K. Akin - City Attorney,
Rosemarie Call - City Clerk, Nicole Sprague - Official Records and
Legislative Services Coordinator
To provide continuity for research, items are listed in agenda order although not necessarily
discussed in that order. Unapproved
1. Call To Order
The meeting was called to order at 1:14 p.m.at City Hall. 2. Approval of Minutes
2.1 Approve the minutes of the April 13, 2015 Special CRA Meeting and the May 4, 2015
CRA meeting as submitted in written summation by the City Clerk.
Trustee Jonson moved to approve the minutes of the April 13, 2015
Special CRA Meeting as submitted in written summation by the City
Clerk. The motion was duly seconded and carried unanimously.
Trustee Jonson questioned the last sentence on page 5 may not reflect
the Mayor's suggestion, which he understood as reviewing the existing
plan so that everyone knew what was in there, what the goals and
strategies were, and that would be a baseline to proceed further.
The Mayor said he was comfortable with the language as written.
Trustee Hamilton moved to approve the minutes of the May 4, 2015
CRA meeting as submitted in written summation by the City Clerk.
The motion was duly seconded and carried unanimously.
3. Citizens to be Heard Regarding Items Not on the Agenda – None.
Page 2 City of Clearwater
Draft
Community Redevelopment Agency Meeting Minutes May 18, 2015 4. New Business Items
4.1 Dedicate two portions of CRA-owned property as public right of way, authorize the
appropriate officials to execute same and adopt Resolution 15-01.
On January 10, 2002, City Council passed Ordinance 6834-01 vacating two
small portions of city right-of-way along the east boundary of Prospect Avenue.
The parcels contain approximately 209.51 square feet and 252.56 square feet.
The vacation was intended to accommodate a previous development proposal
for the Prospect Lake development site. The CRA took title to the vacated
areas and the development proposal subsequently failed. These two parcels
are still owned by the CRA and not needed for the current development
proposal. Dedicating the parcels as right-of-way will restore east boundary of
Prospect Avenue to its original condition.
Trustee Jonson moved dedicate two portions of CRA-owned
property as public right of way and authorize the appropriate officials
to execute same. The motion was duly seconded and carried
unanimously.
Resolution 15-01 was presented and read by title only. Trustee
Polglaze moved to adopt Resolution 15-01. The motion was duly
seconded and upon roll call, the vote was:
Ayes: 4 - Chair Cretekos, Trustee Polglaze, Trustee Jonson and Trustee
Hamilton
5. Trustee Discussion Item
5.1 Urban Land Institute (ULI) Project - Trustee Jonson
Trustee Jonson wishes to discuss the following areas:
• Confirmation that the ULI discussion in June will include the following:
o Staff presentation of Conceptual Alternatives for developing the
Coachman Park/ Bluff Master Plan
o Review of the existing Clearwater Downtown Redevelopment
Plan (as I recall this was suggested by the Mayor at the last
worksession).
• ULI Project GANT Chart
• Quarterly ULI Project update: format/content - suggesting a format that
could be similar to the Weekly Project Report.
Page 3 City of Clearwater
Draft
Community Redevelopment Agency Meeting Minutes May 18, 2015
CRA Executive Director Rod Irwin said the update to the Downtown
Redevelopment Plan, as it relates to the bluff and the Coachman Park
waterfront, would be the subject of the master plan moving forward. In
response to questions, Mr. Irwin said he is in the process of creating a chart
that reflects the ongoing projects and scheduled plan completions. The City
Manager said they were not yet comfortable with the format and will have it
completed soon.
In response to a question regarding the next scheduled ULI update, Mr. Horne
said a PowerPoint Presentation would be provided as it has been done in the
past. Staff would look at the format of existing reports to see if there is an
opportunity to add information regarding the status of ULI projects. Mr. Irwin
said they will schedule the quarterly report in July.
In response to a question regarding The Nolan, Economic Development and
Housing Director Geri Campos-Lopez said the pile driver is on site; work will
begin once test probes are complete. The foundation for building B, closest to
Cleveland St., will be first. Plans for the rest of the buildings have been
submitted for permitting. Underground utility and storm water installations will
be going on next week.
6. Adjourn
The meeting adjourned at 1:33 p.m.
Chair
Community Redevelopment Agency
Attest
City Clerk
Page 4 City of Clearwater
Draft
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#15-1383
Agenda Date: 6/15/2015 Status: Agenda ReadyVersion: 1
File Type: Action ItemIn Control: Community Redevelopment Agency
Agenda Number: 4.1
SUBJECT/RECOMMENDATION:
Overview and Review of Existing CRA Downtown Plan-Bluff/Coachman Park/ Waterfront
Areas.
SUMMARY:
Overview and review of Existing CRA Downtown Plan- Bluff/ Coachman Park/ Waterfront
Area:
·Background and Plan Components (Lopez)
·Coachman Park Element (Dunbar)
·Charter/ Legal Provisions (Akin)
·Implementation Status/ Issues (Irwin)
Page 1 City of Clearwater Printed on 6/11/2015
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with
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s
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––
Ha
r
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w
/
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u
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a
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––
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t
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a
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h
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——
Re
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Fu
n
c
t
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Fu
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Bl
f
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(
d
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)
h
d
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f
f
(
d
t
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)
h
d
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––
Bl
uff
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des
ti
na
ti
on
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n
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c
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d th
ro
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h
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des
ti
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and n
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Do
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Do
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FA
R
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f
4
FA
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f
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Pa
ge
1
9
“
…
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Pa
ge
1
9
“
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to
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t
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h
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h
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k
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l
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t
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g c
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g c
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Pa
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2
2
“
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ge
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••
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2
3
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––
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2.
0
1
(
d
)
(
5
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(
v
)
–
pr
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b
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s
th
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,
do
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on
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(
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•
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•
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(
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:
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•
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T
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•
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•
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•
2.
0
1
(d)(
6)
()
(
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–
ap
p
l
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s
to
:
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e
pr
o
p
e
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t
y
be
l
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w
th
e
28
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t
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•
th
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pr
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p
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r
t
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be
l
o
w
th
e
28
fo
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t
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n
e
•
Me
m
o
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a
l
Ca
u
s
e
w
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y
(S
.
R
.
60
)
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1,200‐
f
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d the ea
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of Cl
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t
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r
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r
bor
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an
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s
.
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•
2.
0
1
(d)(
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n
t
’
d
()
(
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–
Pr
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Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#15-1414
Agenda Date: 6/15/2015 Status: Agenda ReadyVersion: 1
File Type: Action ItemIn Control: Community Redevelopment Agency
Agenda Number: 4.2
SUBJECT/RECOMMENDATION:
Bluff/ Coachman Park/ Waterfront Master Plan process alternatives.
SUMMARY:
Bluff/ Coachman Park/ Waterfront Master Plan process alternatives (Delk, Lopez)
·ULI Recommended Process (Lopez)
·Staff recommended Hybrid w/ Steering Committee (Lopez)
·Additional/ Alternative Forms of Community Participation (Delk, Lopez)
Page 1 City of Clearwater Printed on 6/11/2015
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r
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#
1
Al
t
e
r
n
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t
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v
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P
r
o
c
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s
s
#
1
••
On
c
e
M
a
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r
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l
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ple
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C
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e
M
a
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l
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i
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y pypy
pu
t
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Q
/
R
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P
f
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pu
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/
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f
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t
h
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Al
t
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P
r
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c
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s
s
#
2
Al
t
e
r
n
a
t
i
v
e
P
r
o
c
e
s
s
#
2
••
Co
n
d
u
c
t
R
F
P
p
r
o
c
e
s
s
t
o
s
e
l
e
c
t
a
M
a
s
t
e
r
Co
n
d
u
c
t
R
F
P
p
r
o
c
e
s
s
t
o
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l
e
c
t
a
M
a
s
t
e
r
PlPl
ClCl
il
d
il
d
Pl
an
Pl
an
Con
s
u
lta
n
t
Con
s
u
lta
n
t
to
inc
lude:
to
inc
lude:
––
Ro
b
u
s
t
p
u
b
l
i
c
e
n
g
a
g
e
m
e
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t
p
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b
u
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p
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b
l
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g
a
g
e
m
e
n
t
p
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o
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e
s
s
Wt
f
t
t
i
i
t
/
k
i
l
i
t
f
Wt
f
t
t
i
i
t
/
k
i
l
i
t
f
––
Water
fro
n
t a
c
ti
vit
y/pa
r
k s
p
e
c
iali
st for
Water
fro
n
t a
c
ti
vit
y/pa
r
k s
p
e
c
iali
st for
re
d
e
v
e
l
o
p
m
e
n
t
a
n
d
p
r
o
g
r
a
m
m
i
n
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re
d
e
v
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l
o
p
m
e
n
t
a
n
d
p
r
o
g
r
a
m
m
i
n
g
••
Co
n
d
u
c
t
R
F
P
p
r
o
c
e
s
s
t
o
s
e
l
e
c
t
a
Co
n
d
u
c
t
R
F
P
p
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e
s
s
t
o
s
e
l
e
c
t
a
Co
n
d
u
c
t
RF
P
pr
o
c
e
s
s
to
se
l
e
c
t
a
Co
n
d
u
c
t
RF
P
pr
o
c
e
s
s
to
se
l
e
c
t
a
De
v
e
l
o
p
m
e
n
t
C
o
n
s
u
l
t
a
n
t
De
v
e
l
o
p
m
e
n
t
C
o
n
s
u
l
t
a
n
t
to
t
e
s
t
m
a
r
k
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t
to
t
e
s
t
m
a
r
k
e
t
an
d
e
c
o
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m
i
c
f
e
a
s
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b
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l
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y
o
f
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d
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o
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m
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e
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b
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l
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f
o
p
t
i
o
n
s
••
Ap
p
o
i
n
t
a
B
l
u
f
f
M
a
s
t
e
r
P
l
a
n
Ap
p
o
i
n
t
a
B
l
u
f
f
M
a
s
t
e
r
P
l
a
n
S
t
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e
r
i
n
g
St
e
e
r
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n
g
Co
m
m
i
t
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e
e
Co
m
m
i
t
t
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e
Ro
l
e
o
f
S
t
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e
r
i
n
g
C
o
m
m
i
t
t
e
e
?
Ro
l
e
o
f
S
t
e
e
r
i
n
g
C
o
m
m
i
t
t
e
e
?
••
Br
o
a
d
Br
o
a
d
-
-b
a
s
e
d
M
e
m
b
e
r
s
h
i
p o
f
1
0
ba
s
e
d
M
e
m
b
e
r
s
h
i
p o
f
1
0
-
-1
5
15
pp
••
Ec
o
n
o
m
i
c
Ec
o
n
o
m
i
c
De
v
e
l
o
p
m
e
n
t
S
t
r
a
t
e
g
i
c
P
l
a
n
De
v
e
l
o
p
m
e
n
t
S
t
r
a
t
e
g
i
c
P
l
a
n
ExEx..
––
So
u
n
d
i
n
g
B
o
a
r
d
So
u
n
d
i
n
g
B
o
a
r
d
So
u
n
d
i
n
g
Bo
a
r
d
So
u
n
d
i
n
g
Bo
a
r
d
––
Fi
n
a
l
r
e
c
o
m
m
e
n
d
a
t
i
o
n
s
m
a
d
e
b
y
Fi
n
a
l
r
e
c
o
m
m
e
n
d
a
t
i
o
n
s
m
a
d
e
b
y
Pr
o
f
e
s
s
i
o
n
a
l
C
o
n
s
u
l
t
a
n
t
s
a
n
d
S
t
a
f
f
Pr
o
f
e
s
s
i
o
n
a
l
C
o
n
s
u
l
t
a
n
t
s
a
n
d
S
t
a
f
f
Pr
o
f
e
s
s
i
o
n
a
l
Co
n
s
u
l
t
a
n
t
s
an
d
St
a
f
f
Pr
o
f
e
s
s
i
o
n
a
l
Co
n
s
u
l
t
a
n
t
s
an
d
St
a
f
f
••
Pa
r
k
s
a
n
d
R
e
c
r
e
a
t
i
o
n
M
a
s
t
e
r
P
l
a
n
E
x
.
Pa
r
k
s
a
n
d
R
e
c
r
e
a
t
i
o
n
M
a
s
t
e
r
P
l
a
n
E
x
.
Pr
o
f
e
s
s
i
o
n
a
l
l
y
g
u
i
d
e
d
d
e
c
i
s
i
o
n
Pr
o
f
e
s
s
i
o
n
a
l
l
y
g
u
i
d
e
d
d
e
c
i
s
i
o
n
ma
k
i
n
g
ma
k
i
n
g
––
Pr
o
f
e
s
s
i
o
n
a
l
l
y
gu
i
d
e
d
de
c
i
s
i
o
n
Pr
o
f
e
s
s
i
o
n
a
l
l
y
gu
i
d
e
d
de
c
i
s
i
o
n
--ma
k
i
n
g
ma
k
i
n
g
––
Co
n
s
e
n
s
u
s
r
e
c
o
m
m
e
n
d
a
t
i
o
n
s
/
p
r
i
o
r
i
t
i
z
i
n
g
Co
n
s
e
n
s
u
s
r
e
c
o
m
m
e
n
d
a
t
i
o
n
s
/
p
r
i
o
r
i
t
i
z
i
n
g
Ro
l
e
o
f
S
t
e
e
r
i
n
g
C
o
m
m
i
t
t
e
e
?
Ro
l
e
o
f
S
t
e
e
r
i
n
g
C
o
m
m
i
t
t
e
e
?
••
Pr
o
s
Pr
o
s
—
—M
e
m
b
e
r
s
c
a
n
s
e
r
v
e
a
s
Me
m
b
e
r
s
c
a
n
s
e
r
v
e
a
s
ad
v
o
c
a
t
e
s
/
a
m
b
a
s
s
a
d
o
r
s
t
o
t
h
e
ad
v
o
c
a
t
e
s
/
a
m
b
a
s
s
a
d
o
r
s
t
o
t
h
e
co
m
m
u
n
i
t
y d
u
r
i
n
g r
e
f
e
r
e
n
d
u
m
co
m
m
u
n
i
t
y d
u
r
i
n
g r
e
f
e
r
e
n
d
u
m
ygyg
pr
o
c
e
s
s
pr
o
c
e
s
s
••
Co
n
s
Co
n
s
——Ch
a
l
l
e
n
g
e
s
w
i
t
h
f
o
r
m
a
t
i
o
n
a
n
d
Ch
a
l
l
e
n
g
e
s
w
i
t
h
f
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m
a
t
i
o
n
a
n
d
Co
n
s
Co
n
s
Ch
a
l
l
e
n
g
e
s
wi
t
h
fo
r
m
a
t
i
o
n
and
Ch
a
l
l
e
n
g
e
s
wi
t
h
fo
r
m
a
t
i
o
n
and
se
l
e
c
t
i
o
n
o
f
m
e
m
b
e
r
s
g
i
v
e
n
m
u
l
t
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p
l
e
se
l
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c
t
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o
n
o
f
m
e
m
b
e
r
s
g
i
v
e
n
m
u
l
t
i
p
l
e
or
g
a
n
i
z
a
t
i
o
n
s
,
n
e
i
g
h
b
o
r
h
o
o
d
s
,
or
g
a
n
i
z
a
t
i
o
n
s
,
n
e
i
g
h
b
o
r
h
o
o
d
s
,
or
g
a
n
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z
a
t
i
o
n
s
,
ne
i
g
h
b
o
r
h
o
o
d
s
,
or
g
a
n
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z
a
t
i
o
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s
,
ne
i
g
h
b
o
r
h
o
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d
s
,
st
a
k
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h
o
l
d
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s
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n
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d
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t
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p
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s
st
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p
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s
Al
t
e
r
n
a
t
i
v
e
P
r
o
c
e
s
s
#
3
Al
t
e
r
n
a
t
i
v
e
P
r
o
c
e
s
s
#
3
••
Ci
t
y
c
o
n
d
u
c
t
s
R
F
P
p
r
o
c
e
s
s
t
o
s
e
l
e
c
t
Ci
t
y
c
o
n
d
u
c
t
s
R
F
P
p
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o
c
e
s
s
t
o
s
e
l
e
c
t
Ma
s
t
e
r
P
l
a
n
Ma
s
t
e
r
P
l
a
n
C
o
n
s
u
l
t
a
n
t
s
Co
n
s
u
l
t
a
n
t
s
wi
t
h
wi
t
h
––
Pu
b
l
i
c
E
n
g
a
g
e
m
e
n
t
E
x
p
e
r
t
i
s
e
Pu
b
l
i
c
E
n
g
a
g
e
m
e
n
t
E
x
p
e
r
t
i
s
e
––
Wa
t
e
r
f
r
o
n
t
P
a
r
k
R
e
d
e
v
e
l
o
p
m
e
n
t
a
n
d
Wa
t
e
r
f
r
o
n
t
P
a
r
k
R
e
d
e
v
e
l
o
p
m
e
n
t
a
n
d
Pr
o
g
r
a
m
m
i
n
g
Pr
o
g
r
a
m
m
i
n
g
De
v
e
l
o
p
m
e
n
t
E
x
p
e
r
t
i
s
e
t
o
t
e
s
t
m
a
r
k
e
t
De
v
e
l
o
p
m
e
n
t
E
x
p
e
r
t
i
s
e
t
o
t
e
s
t
m
a
r
k
e
t
––
De
v
e
l
o
p
m
e
n
t
Ex
p
e
r
t
i
s
e
to
te
s
t
ma
r
k
e
t
De
v
e
l
o
p
m
e
n
t
Ex
p
e
r
t
i
s
e
to
te
s
t
ma
r
k
e
t
an
d
e
c
o
n
o
m
i
c
f
e
a
s
i
b
i
l
i
t
y
o
f
o
p
t
i
o
n
s
an
d
e
c
o
n
o
m
i
c
f
e
a
s
i
b
i
l
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t
y
o
f
o
p
t
i
o
n
s
••
Wo
r
k
w
i
t
h
C
o
n
s
u
l
t
a
n
t
s
t
o
D
e
v
e
l
o
p
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r
k
w
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h
C
o
n
s
u
l
t
a
n
t
s
t
o
D
e
v
e
l
o
p
••
Wo
r
k
wi
t
h
Co
n
s
u
l
t
a
n
t
s
to
De
v
e
l
o
p
Wo
r
k
wi
t
h
Co
n
s
u
l
t
a
n
t
s
to
De
v
e
l
o
p
Ro
b
u
s
t
P
u
b
l
i
c
E
n
g
a
g
e
m
e
n
t
P
r
o
c
e
s
s
Ro
b
u
s
t
P
u
b
l
i
c
E
n
g
a
g
e
m
e
n
t
P
r
o
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e
s
s
(U
S
1
9 and St
.
P
et
e
E
x
ample)
(U
S
1
9 and St
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Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#15-1384
Agenda Date: 6/15/2015 Status: Agenda ReadyVersion: 1
File Type: Action ItemIn Control: Community Redevelopment Agency
Agenda Number: 4.3
SUBJECT/RECOMMENDATION:
Present a White Paper, “A Study of Markets/Mercados in the United States ,” and provide
direction on next steps.
SUMMARY:
As part of the June 2014 Urban Land Institute (ULI) report on downtown Clearwater, one of
the recommended action items under Community Gateways & Connections was the creation
of a community market in the East Gateway District, which is currently one of the Priority items
under the City’s implementation strategy.
CRA staff conducted research on several types of popular markets throughout the United
States: indoors, outdoors, farmers markets, publicly -owned and managed, privately -owned,
co-operatives, etc. The nine highlighted markets in the white paper are the following:
·The French Market (New Orleans, LA) - City-owned but independently run, open air shed;
·West Side Market and Market District (Cleveland, OH) - Publicly-owned and operated,
enclosed structure;
·9th Street Italian Market (Philadelphia, PA) - Non-profit organization, outdoor curb market;
·Wagon Wheel and Mustang Flea Markets (Pinellas Park, FL) - Privately-owned and run,
indoors and outdoors spaces;
·Pike Place Market (Seattle, WA) -Quasi-government, not -for-profit City-chartered
organization, indoors stalls;
·Mercado Central (Minneapolis, MN) - Co-operative, enclosed structure;
·Portland Mercado (Portland, OR) - Public-private development, enclosed structure and
outdoors stalls;
·Plaza Fiesta (Atlanta, GA) - Privately-owned and run, enclosed structure; and
·Tlaquepaque Arts and Crafts Village (Sedona, AZ) - Privately owned and run, outdoor
shopping center.
These market places can be very successful; however, success is not automatic. A
combination of factors plays a key role:
·Location and size of the market;
·Ease of parking;
·Community support;
·Partnerships;
Page 1 City of Clearwater Printed on 6/11/2015
File Number: ID#15-1384
·Uniqueness of products and services offered;
·Marketing;
·Programming of activities;
·Sustainability; and
·Pricing of goods/services.
The elements that will need to be considered for a successful East Gateway Community
Market/Mercado would be the mission and goals of a market, its location and size, availability
of public and private funding, partnerships, and parking access and availability.
The ULI report supported the festival core concept as identified in the East Gateway District
Vision Plan and added that it could take the form of a mercado, a traditional fixed market from
Mexico housed in government buildings with stalls rented by individuals. The ULI report
identified potential locations as: (1) the intersection of Cleveland Street and Gulf to Bay Blvd .
(which is the Festival Core zone as identified in the East Gateway Vision Plan ); or (2) near the
Clearwater Country Club golf course.
Given current land and parking constraints in the East Gateway, CRA staff believes that the
Portland Mercado could be a good model for the East Gateway District. Given the current
demographics (Hispanics make up approximately 20% of the population in Clearwater and
over 35% in the East Gateway), a Latino-focused mercado would enhance ethnic and cultural
diversity. With its physical proximity to the beach, it can become a unique tourist attraction and
destination, not only in Clearwater but in Pinellas County.
Staff recommends completing the feasibility study underway of the Festival Core concept (on
right of way) as part of the East Gateway District Five -Year Action Program and, at the same
time, exploring potential locations, funding, partners, and parking options for a (fixed-location)
mercado in the East Gateway. Staff can then evaluate both models for discussion with the
CRA.
Page 2 City of Clearwater Printed on 6/11/2015
Page 1 of 15
WHITE PAPER
A STUDY OF MERCADOS/MARKETS IN THE UNITED STATES
Prepared by Ekaterini Gerakios-Siren, Community Development Manager
City of Clearwater, Clearwater Community Redevelopment Agency
Economic Development and Housing Department
Page 2 of 15
Table of Contents
Introduction ................................................................................................................................................. 3
New Orleans, LA – The French Market ....................................................................................................... 6
Cleveland, OH – West Side Market & Market District ............................................................................... 7
Philadelphia, PA – 9th Street Italian Market ............................................................................................... 8
Pinellas Park, FL – Wagon Wheel Flea Market & Mustang Flea Market ................................................... 9
Seattle, WA – Pike Place Market .............................................................................................................. 10
Minneapolis, MN – Mercado Central ....................................................................................................... 11
Portland, OR – Portland Mercado ............................................................................................................. 12
Atlanta, GA – Plaza Fiesta ......................................................................................................................... 13
Sedona, AZ – Tlaquepaque Arts & Crafts Village ...................................................................................... 14
Conclusion .................................................................................................................................................. 15
References ................................................................................................................................................. 15
Page 3 of 15
INTRODUCTION
Markets have been around for a very long time. They can be traced back thousands of years ago to
ancient Greece (the agora), to ancient Rome (the forum), and to ancient Egypt (trading of goods along
the Nile). Today there are thousands of markets all over the world, with the smallest one being with 3-4
vendors selling fresh produce to the largest one being in Tokyo, Japan with over 1,700 stalls. In America,
informal markets have been around since the early settlers in Jamestown, Virginia.
There are several types of markets for consideration. The most popular ones are the following:
Farmers Markets – They usually feature foods sold directly by farmers to consumers. They
typically consist of booths/stalls or tables; they can be indoors or outdoors; and some of them
allow a small number of craft stalls and prepared foods. Due in part to the increased interest in
healthier foods and a greater desire to maintain small, sustainable farms, farmers markets in the
US have grown from 1,755 in 1994, to 5,274 in 2009, to 8,144 in 2013.
Indoor Markets – Activities primarily take place inside an enclosed structure and most of them
feature vendors selling fresh and prepared food (fresh meat and fish, locally-baked goods,
ethnic foods, cheese, honey, etc.)
Street Markets – They have outdoor stalls along one or more streets. Street markets can be
ongoing (once a week or once a month) or a special events once a year (e.g. Annual Antique
Show). They can take place during the day or in the evening.
Art Markets – Most art markets take place as special events (for one weekend or one day) but
some run every weekend for most of the year (for example, the Creamery District Art Market or
the Riverside Arts Market). They showcase a variety of artwork including jewelry, woodwork,
metalwork, paintings, home goods, fabric arts and apparel, music, etc.
Antique Markets – They can be either a special event that focuses on the sale of antiques
(open-air market) or a show that takes places over the course of a weekend (such as the San
Francisco Fall Antiques Show) or at an auction house. In Pinellas County, the majority of the
auction houses are located in St. Petersburg, Largo, and Pinellas Park.
Community Markets – Community Farmers Market are grassroots community revitalization
projects, the majority of which focus on providing local residents access to healthy and
affordable food. They are usually created by a few active community members and they usually
become organized into a co-operative. Volunteers are an integral part of this type of markets.
Flea Markets – Flea markets offer people the opportunity to rent a space in order to sell their
merchandise. The most common items that can be found at flea markets are low-priced items
(new or used) and many of them offer some fresh produce. They can be indoors (e.g.
warehouse), outdoors (in a parking lot or under a tent), or a combination of indoors/outdoors.
Page 4 of 15
Night Markets – They are street markets that operate at night and are generally dedicated to
more leisurely strolling, shopping, and eating than more businesslike day markets. They are
typically open-air markets (for example, Chinatowns worldwide).
Holiday Markets – These markets typically run through November (after Thanksgiving) through
end of December. These markets became shopping destinations and offer an array of items
(food, gourmet pantry items, winter accessories, jewelry, gifts for children and adults, etc.)
In recent years, government agencies throughout the United States have begun to recognize the
significance of public spaces. Public spaces are not only places of commerce but first and foremost they
are community gathering places. They encourage economic and community development; promote
diversity (ethnic, socioeconomic, and cultural); positively impact local businesses; and create a “sense of
place” for neighborhoods.
According to the Project for Public Spaces, “public markets are the ultimate small business incubator.
From your casual, one-day a week flea market vendor to your serious, seven-day a week market hall
vendor, public markets are wonderful places for people – especially minorities, immigrants and women
– to grow a business.”
As part of the June 2014 Urban Land Institute (ULI) report on downtown Clearwater, one of the
recommended strategies under the Community Gateways & Connections section was the creation of a
community market:
Community market: As outlined in the East Gateway District Vision Plan, a festival core in this area will
provide a much-needed local activity center. It can take the form of a mercado, a traditional fixed
Encourage Economic
Opportunity & Development
Promote
Public Health
Public
Markets
(Mercado)
Create Additional
Foot Traffic
Connect the Urban &
Suburban Environments
Promote
Entrepreneurship
Promote
Diversity
Page 5 of 15
market in Mexico housed in buildings owned and operated by the local government, with numerous
stands inside rented by individual merchants to sell produce and other basic food staples.
The mercado would form the civic core of the neighborhood where people could gather in the evening
to stroll and chat while enjoying delicious food from local eateries. Features should include traffic
control prioritizing pedestrians; a plaza, grocery, and homes located over retail space; a clinic or other
community services; and flexible space for farmers and art markets, street vendors, temporary stalls
and installations, and food carts/trucks. Ideal locations for the mercado include the intersection of
Cleveland Street and Gulf to Bay Boulevard (as proposed in the plan), or near the golf course.
The recommendation for a community market is one of the Priority items that are under
implementation from the ULI report. CRA staff conducted research on several types of popular markets
throughout the United States: indoors, outdoors, farmers market, publicly-owned and managed,
privately-owned, co-operatives, etc. Below are details for each of the nine highlighted markets:
The French Market (New Orleans, LA) – City-owned but independently run, open air shed;
West Side Market & Market District (Cleveland, OH) – Publicly-owned and operated, enclosed
structure;
9th Street Italian Market (Philadelphia, PA) – Non-profit organization, outdoor curb market;
Wagon Wheel and Mustang Flea Markets (Pinellas Park, FL) – Privately-owned and run, indoors
and outdoors spaces;
Pike Place Market (Seattle, WA) –Quasi government, not-for-profit City-chartered organization,
indoors stalls;
Mercado Central (Minneapolis, MN) – Cooperative, enclosed structure;
Portland Mercado (Portland, OR) – Public-private development, enclosed structure and
outdoors stalls;
Plaza Fiesta (Atlanta, GA) – Privately-owned and run, enclosed structure; and
Tlaquepaque Arts & Crafts Village (Sedona, AZ) – Privately-owned and run, outdoor shopping
center.
Page 6 of 15
NEW ORLEANS, LA – THE FRENCH MARKET
This market is an open-air mall that features shopping, dining, and music that have an authentic New
Orleans style. It is located in the French Quarter and it consists of five blocks of specialty retail shops and
a community flea market with locally-made jewelry, clothing and art. It is the oldest public market in the
country (founded in 1791) and it has played a historic role in the city’s economic development.
Admission is free and there is no free off-street parking. www.frenchmarket.org
Organizational Form: Public Benefits Corporation. It is City-owned but runs independently. A share of
their revenues is returned to the City of New Orleans each year (last year, they
gave back $2M to the City).
Layout: Open Air Shed.
Size: 5 city blocks (includes retails spaces, a few parks, and 3 parking lots). The
corporation is the landlord for several real estate pieces within the market.
Revenue Sources: Vendor leases and parking fees. Total revenue amount was not provided.
Number of Vendors: Over 300.
Number of Employees: 10 employees oversee the market operations (market managers, market
development manager, marketing, etc.) Additionally, they have security
personnel, parks crew, maintenance crew, and more.
Number of Visitors: Unknown. Since New Orleans is a very popular tourist area, they don’t keep
track of number of clients/visitors.
Hours of Operation: Hours vary by vendor, but they are generally open from 9:00 am to 6:00 pm,
365 days a year.
Other Information: There is live music every Wednesday and Saturday (part of the pop-up farmers
markets). They also put together several special events, such as Mardi Gras
theme, Halloween, Summer Harvest Gala, etc.
Page 7 of 15
CLEVELAND, OH – WEST SIDE MARKET & MARKET DISTRICT
This is Cleveland’s oldest public market and home to 100 vendors offering meats, seafood, fruits,
vegetables, baked goods, dairy, flowers, ready-to-eat foods, spices, and nuts. Since its opening in 1912,
the West Side Market has anchored the historic Ohio City neighborhood. The grand structure is
241’x124’, it has a 44’ high Guastavino tile vaulted ceiling and a 137’ tall clock tower. The total
construction cost in 1912 was $735,000. In 2008, this market was designated by the American Planning
Association (APA) as one of the “10 Great Public Places in America” and it continues to offer an
authentic and culturally-diverse shopping experience. http://www.pps.org/projects/west-side-market-
and-market-district/
Organizational Form: Owned and operated by the City of Cleveland.
Layout: Enclosed structure and outdoor stands.
Size: Buidling is 29,884 square feet (0.68 acres). They also have two parking lots with
a total of 240 spaces.
Revenue Sources: Vendors rent stands from the City. Inside vendor stands go for $250-$883 per
month, outdoor vendor stands go for $115-437 per month. It is estimated that
the City breaks even with this endeavor.
Number of Vendors: Approximately 100
Number of Employees: 5 (manager, supervisor, secretary, 2 laborers)
Number of Visitors: Approximately 1 million per year. It used to be less (approximately 800,000),
but after a fire a couple of years ago, the community increased its support.
Hours of Operation: The Market is open year-round on Mondays and Wednesdays from 7:00 am –
4:00 pm, and Fridays and Saturdays from 7:00 am – 6:00 pm. The Market is
closed on Tuesdays, Thursdays and Sundays.
Other Information: This public market is minutes from downtown Cleveland. Parking is free for
patrons and it’s also easily accessible by public transit. Downtown shuttles take
visitors back and forth. The building is not air-conditioned.
Page 8 of 15
PHILADELPHIA, PA - 9th STREET ITALIAN MARKET
The market began in the mid-to-late 1880s when Antonio Palumbo, an Italian immigrant, opened a
boarding house in the neighborhood for other Italians. Businesses sprang up to serve this growing
community and began to form the largest, outdoor, continuous market in the country. Today, while the
outdoor vendors and many of the original Italian businesses remain, the market has diversified to reflect
new waves of immigration. The market boasts some of the most authentic Mexican fare in the city and
the surrounding neighborhood is home to a number of Asian eateries and grocery stores.
http://italianmarketphilly.org/experience-the-market/
Organizational Form: Non-profit association (United Merchants of S. 9th Street). To be a Board
Member, you have to be either a business owner or property owner within the
geographic limits of the market.
Layout: Outdoor curb market with outside stalls.
Size: 6-7 city blocks.
Revenue Sources: The majority comes from the parking lot revenue. The parking lot is owned by
the City but is managed by the Association (City does not impose any fees).
Additionally, Association dues ($200 per year per vendor), curb stand dues
($300 per year per vendor, excludes businesses that rent a building), and
revenue from the Visitor Center.
Number of Vendors: 300+ businesses
Number of Employees: Association employs 6 part-time people.
Number of Visitors: 1 million customers a year. Visitors Center assists 10,000 customers per year.
Hours of Operation: Open 7 days a week, 8:00 am to 4:00 pm.
Other Information: In the winter, merchants use barrels of fire to keep shoppers warm. It is easily
accessible by car, public transportation or walking. The market is walking
distance from the downtown. The community that surrounds it is stable,
comprised of many young professionals and young families.
Page 9 of 15
PINELLAS PARK, FL – WAGON WHEEL FLEA MARKET & MUSTANG FLEA MARKET
This market is in the middle of Pinellas County, on Park Blvd. It started in 1966 when a couple set up on
the road and started selling different items. The sales that day went great that day and word spread
about this location. To mark the spot, the husband looked around and found he had a wagon wheel so
he placed it up along the side of the road and the Wagon Wheel Flea Market was born. The same
owners and at the same location also created the Mustang Flea Market.
http://thewagonwheelfleamarket.com/
Organizational Form: Privately-owned
Layout: Wagon Wheel: Indoors and outdoors Mustang: Outdoors
Size: 120 acres.
Revenue Sources: Vendor fees and parking revenue. Open air covered spaces - $10.50 per day,
enclosed spaces - $35 per day, additional fee for table rental and use of
electricity. Company owns the parking area and they charge $1 per vehicle.
Number of Vendors: Over 1,000.
Number of Employees: 50 (full-time and part-time).
Number of Visitors: Depends on the season. In the summer, approximately 8,000-10,000 per day. In
the winter, approximately 18,000-20,000 per day.
Hours of Operation: Wagon Wheel: Every Saturday and Sunday, 8:00 am to 4:00 pm, rain or shine
(with the exception of Christmas).
Mustang: Every Saturday/Sunday/Wednesday, 7:00 am to 2:00 pm
Page 10 of 15
SEATTLE, WA - PIKE PLACE MARKET
The Pike Place Market opened in 1907 and is one of the oldest continuously operated public farmers
markets in the United States. It is one of Seattle’s most popular tourist destinations and is the 33rd most
visited tourist attraction in the world. Its mission is “allowing consumers to meet the producer.”
http://www.pikeplacemarket.org/
Organizational Form: The market is run by the Pike Place Market Preservation and Development
Authority (PDA). It is a not-for-profit organization chartered by the City of
Seattle. The Charter requires the PDA to preserve, rehabilitate and protect the
market’s building, increase opportunities for farm and food retailing, incubate
and support small and marginal businesses, and provide services for low-income
people. The PDA has a twelve-member council: four members are appointed by
the Mayor, four by the Market Historic Commission, and four are elected by the
constituency (anyone over 16 can join, $1 annual membership fee).
Layout: Indoors (11 buildings).
Size: 9 acres.
Revenue Sources: N/A
Number of Vendors: Over 225 shops, restaurants, and vendor stalls. The market includes more than
85 local farmers.
Number of Employees: N/A
Number of Visitors: 10 million annually.
Hours of Operation: Hours vary by vendor.
Other Information: Pike Place Market is home to nearly 500 residents who live in 8 differe nt
buildings throughout the market, many of which are low-income seniors. The
market includes social services that serve the neighborhood and the greater
downtown Seattle community, including the Pike Market Senior Center and
Food Bank, Pike Market Childcare and Preschool, and Pike Market Clinic.
Page 11 of 15
MINNEAPOLIS, MN – MERCADO CENTRAL
Mercado Central is a thriving marketplace that is focused primarily on Latino products sold by Latino
vendors. In 1998, that intersection in south Minneapolis was marred by crime and blighted buildings.
Nonetheless, a group of Latino immigrants saw it as an opportunity and, after assessing their own asset
base and receiving entrepreneurship training, they created the vision for the Mercado Central. The City
of Minneapolis has listed it as #56 of “150 Things to Do in Minneapolis”.
Organizational Form: It became a reality by the partnership of 3 non-profit/government organizations
(Project for Pride in Living (PPL), Whittier CDC, and the Neighborhood
Development Center). While PPL is the majority owner of the building, the three
partnering organizations established a goal for the Mercado's co-op (Cooperative
Mercado Central, Inc.), made up of its merchants, to one day own and manage it.
Layout: Enclosed structure, two-story building. Three dilapidated buildings were
purchased and renovated ($2.4M investment).
Size: N/A
Revenue Sources: Last year, the owners at Mercado Central generated more than $1.2 million in
sales.
Number of Vendors: Approximately 45 (10 of these are founding owners)
Number of Employees: Vendors have about 80 employees.
Number of Visitors: N/A
Hours of Operation: Every day, 8:00 am to 8:00 pm.
Other Information: Over $277,000 in small business loans were made to new Latino businesses.
During the first year of operation, over $80,000 in sales tax was paid out by the
Mercado Central Merchants.
Page 12 of 15
PORTLAND, OR – PORTLAND MERCADO
Portland Mercado is a Latino-focused public-private development, cultural hub and economic incubator
that opened in April 2015 after four years in the works. It’s not hard to miss: The bright pink, orange,
yellow and turquoise box-style two-story building is a cheery addition to the dilapidated storefronts that
occupy much of the landscape. This market was inspired by the Mercado Central in Minneapolis, MN.
www.portlandmercado.com
Organizational Form: Public-private development. Hacienda CDC owns the Mercado space. Its sister
project is Micro Mercantes, a non-profit commercial kitchen that helps startup
businesses, anchor businesses, and mission-based organizations.
Layout: Enclosed structure and outdoor stands.
Size: 7,000 square-feet building (0.16 acres) on a 30,000 sq. ft. parcel.
Revenue Sources: Grants and vendor fees. The market received a $200,000 Community Livability
grant from the Portland Development Commission.
Number of Vendors: 19 businesses, including 8 food carts with long picnic tables for customers’ use.
Number of Employees: Businesses brought about 45 new jobs.
Number of Visitors: Thousands attended the grand opening ceremonies in mid-April. About 30%-
40% of the customers, so far, are Latinos, but as the Mercado becomes a
cultural destination for the region, that percentage is expected to change.
Hours of Operation: Hours vary by vendor. The market is open every day, first vendor opens up at
7:00 am and last vendor closes at 11:00 pm (general hours of operation are 9:00
am to 9:00 pm).
Other Information: This project, an incubator model, provides affordable retail space for businesses
to launch and grow, and is a hub for Latino culture in Portland. Inside, there is a
commissary kitchen, which rents space by the hour to entrepreneurs. Upstairs,
the Mercado rents office space to businesses that complement the operations
of the market. The Mercado plans to partner with local schools, as well as to
bring a variety of cultural programming to the space, including rotating visual art
installations and musical performances. They even plan to show World Cup and
Timbers matches.
Page 13 of 15
ATLANTA, GA - PLAZA FIESTA
Plaza Fiesta is a Latino-focused shopping center. After strong private investment and a remodeling of
the obsolete Oriental Mall, this market center has become the heart of the Latin-American community
of Atlanta and the state of Georgia. The look of the building was inspired by picturesque Mexican villas.
Plaza Fiesta one of the largest indoor play areas in Georgia. http://www.plazafiesta.net/
Organizational Form: Privately-owned and operated (3 entities/investors).
Layout: Enclosed structure. The mall includes anchor tenants (such as JC Penney),
vendor spaces and booths, a farmers market, a gym, and restaurants.
Additionally, there is a CVS and a Quik Trip gas station.
Size: 295,000 sq.ft (6.8 acres), not including the parking lot.
Revenue Sources: Lease of vendor spots and booths, lease of the parking lot to outside companies
for a special event, revenue from other firms to be allowed to market inside the
mall.
Number of Vendors: Over 280 retail and specialty vendors.
Number of Employees: 7 FT employees in the office. They contract out the janitorial work, landscaping,
maintenance of the parking lot, etc.
Number of Visitors: 5,000-8,000 visitors every day, 50,000-60,000 visitors on holidays and special
events. The vast majority of the clients are Latinos, and of those, the majority
are Mexicans. 10% of the visitors are non-Latinos.
Hours of Operation: Monday through Friday, 11:00 am to 8:00 pm and Saturday-Sunday, 10:30 am to
8:00 pm.
Other Information: There is live entertainment every weekend (mariachi bands, live telecast from
Telemundo Atlanta, Channel 34, etc.). A special event is planned every month.
This is not just a destination to shop; it is a place where families go to spend the
entire day. It is located very close to an airport and has access to airport parking.
Page 14 of 15
SEDONA, AZ – TLAQUEPAQUE ARTS & CRAFTS VILLAGE
Authentically fashioned after a traditional Mexican village in Guadalajara, Tlaquepaque (which means
the "best of everything") has been a Sedona landmark since the 1970s. Its vine-covered stucco walls,
cobble-stoned walkways and magnificent arched entryways give you the feeling that Tlaquepaque has
been here for centuries. Abe Miller, a successful Nevada businessman, bought the property and
singlehandedly built the village. It was originally conceived as an artist community and is filled with
spectacular one-of-a kind art expressions in every medium. The creation of this village spurred economic
development to Sedona (new hotels and restaurants, locals opening businesses, shoppers staying in
Sedona instead of going to Phoenix, etc.) U.S. News Travel has listed this village as the #5 thing to do in
Sedona. http://www.tlaq.com/
Organizational Form: Privately-owned and run.
Layout: Outdoor shopping center.
Size: 8.5 acres.
Revenue Sources: Vendor leases, wedding packages, rental of the Tlaquepaque chapel, and special
events.
Number of Vendors: 45 vendors (including 18 art galleries, 17 specialty shops, and 5 restaurants).
Number of Employees: N/A
Number of Visitors: Approximately 500,000 visitors per year.
Hours of Operation: Shops open daily from 10:00 am to 5:00 pm. Restaurant hours vary. It is closed
on Thanksgiving and Christmas.
Other Information: A farmers market runs on Friday mornings during the spring and summer, and
there is courtyard Flamenco music Sundays through Tuesdays. The median age
of their visitors is 50.6 years. 26% of the visitors have income between $0 and
$49,999, 23% between $50,000 and $74,999, 21% between $75,000 and
$99,999, and 30% over $100,000. 12% of their visitors are from Arizona, 25%
from the Midwest, 20% from the South, and 10% from the Northeast.
Additionally, they have several out of the country visitors.
Page 15 of 15
CONCLUSION
Market places can be very successful; however, success is not automatic. A combination of factors plays
a key role:
Location and size of the market;
Ease of parking;
Community support;
Partnerships;
Uniqueness of products and services offered;
Marketing;
Programming of activities;
Sustainability; and
Pricing of goods/services.
The items that will need to be considered initially would be the goal of a market/mercado/public space,
its location and size, as well as parking access and availability. As of now, there is no public parking in the
neighborhood. The closest municipal parking garages are in the downtown area (1 mile away from the
west end of the East Gateway, over 1.5 miles from the eastern end of the East Gateway). The creation of
a market/mercado will take a lot of energy, commitment, and funding to make it a long-term success.
A market place in the East Gateway could be a catalytic project in the revitalization process for the East
Gateway District because vibrant markets strengthen local identity. A successful mercado would create
higher foot traffic; enhance ethnic and cultural diversity; and become a tourist attraction and
destination.
REFERENCES
Wikipedia, Farmer’s Market (Last modified on May 20, 2015).
http://en.wikipedia.org/wiki/Farmers'_market
Wikipedia, Market (place) (Last modified on April 21, 2015).
http://en.wikipedia.org/wiki/Market_(place)
David K O’ Neil (June 2009). How to start your business at a local market – A Vendor Handbook.
Published by Project for Public Spaces with funding from the US Department of Commerce
Minority Business Development Agency.
Project for Public Spaces. Public Markets Provide Economic Opportunity.
http://www.pps.org/reference/provide-economic-opportunity/
AStudyof
Markets/Mercadosinthe
UnitedStates
JUNE15,2015
Community Gateways and Connections
•Festival Core (as outlined in the East
Gateway Vision Plan)
•It can take the form of a mercado
•Plaza, grocery, pedestrian traffic,
housing, clinic, community services,
farmers market, flexible space
ULIRECOMMENDATION
TYPESOFMARKETS
1.Farmers Markets
2.Indoor Markets
3.Street Markets
4.Art Markets
5.Antique Markets
TYPESOFMARKETS
6. Community Markets
7. Flea Markets
8. Night Markets
9. Holiday Markets
BENEFITSOFPUBLICSPACES
THEFRENCHMARKET
NewOrleans,LA
THEFRENCHMARKET
ORG. FORM: Public Benefits Corporation
LAYOUT: Open Air Shed
SIZE: 5 city blocks
# OF VENDORS: 300
# OF VISITORS: Unknown
WESTSIDEMARKET
Cleveland,OH
WESTSIDEMARKET
ORG. FORM: City-owned and operated
LAYOUT: Enclosed structure & outdoors
SIZE: 0.68 acres
# OF VENDORS: 100
# OF VISITORS: 1 million per year
9th STREETITALIANMARKET
Philadelphia,PA
9th STREETITALIANMARKET
ORG. FORM: Non-profit association
LAYOUT: Outdoor curb market
SIZE: 6-7 city blocks
# OF VENDORS: 300+
# OF VISITORS: 1 million per year
PIKEPLACEMARKET
Seattle,WA
PIKEPLACEMARKET
ORG. FORM: Quasi-government
LAYOUT: Indoors (11 buildings)
SIZE: 9 acres
# OF VENDORS: 225+
# OF VISITORS: 10 million per year
WAGONWHEEL&MUSTANG
FLEAMARKETS(PinellasPark,FL)
WAGONWHEEL&MUSTANG
FLEAMARKETS
ORG. FORM: Privately-owned and
operated
LAYOUT: Indoors and Outdoors
SIZE: 120 acres
# OF VENDORS: 1,000+
# OF VISITORS: 8,000-20,000 per day
MERCADOCENTRAL
Minneapolis,MN
MERCADOCENTRAL
ORG. FORM: Cooperative
LAYOUT: Enclosed structure
SIZE: Unknown
# OF VENDORS: 45
# OF VISITORS: Unknown
PORTLANDMERCADO
Portland,OR
PORTLANDMERCADO
ORG. FORM: Public-private development
LAYOUT: Enclosed structure and outdoor
stands
SIZE: 0.7 acres parcel (0.16 acrbuilding)
# OF VENDORS: 19
# OF VISITORS: Unknown
PLAZAFIESTA
Atlanta,GA
PLAZAFIESTA
ORG. FORM: Privately-owned and
operated
LAYOUT: Enclosed structure (mall)
SIZE: 6.8 acres
# OF VENDORS: 280+
# OF VISITORS: 5,000-60,000 per day
TLAQUEPAQUE
ARTS&CRAFTSVILLAGE
Sedona,AZ
TLAQUEPAQUE
ARTS&CRAFTSVILLAGE
ORG. FORM: Privately-owned and
operated
LAYOUT: Outdoor shopping center
SIZE: 8.5 acres
# OF VENDORS: 45
# OF VISITORS: 500,000 per year
MARKETSUCCESSFACTORS
Location and size of the market
Access and ease of parking
Community support
Partnerships
Sustainability
MARKETSUCCESSFACTORS
Uniqueness of products and services
offered
Marketing
Programming of activities
Pricing of goods and services
RECOMMENDATIONS
Consider current land and parking
constraints in the East Gateway
Hispanic Focus (Portland Mercado)
Complete feasibility study for Festival
Core
Explore options for location, funding,
partners and parking
AStudyof
Markets/Mercadosinthe
UnitedStates
JUNE15,2015
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#15-1419
Agenda Date: 6/15/2015 Status: Agenda ReadyVersion: 1
File Type: Council Discussion
Item
In Control: Community Redevelopment Agency
Agenda Number: 5.1
SUBJECT/RECOMMENDATION:
Next Steps regarding ULI - Trustee Jonson
SUMMARY:
APPROPRIATION CODE AND AMOUNT:
USE OF RESERVE FUNDS:
Page 1 City of Clearwater Printed on 6/11/2015