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11/02/2016Monday, November 2, 2015 1:00 PM City of Clearwater City Hall 112 S. Osceola Avenue Clearwater, FL 33756 City Hall Chambers Community Redevelopment Agency Meeting Agenda November 2, 2015Community Redevelopment Agency Meeting Agenda 1. Call To Order 2. Approval of Minutes 2.1 Approve the minutes of the October 12, 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 Approve an Agreement between the Community Redevelopment Agency and the TAFFIE, LLC-Technical Arts Facility for Innovation and Entrepreneurship, a Florida corporation, to provide monthly educational programs to support technology-focused entrepreneurship and small business development in the CRA in the amount not to exceed $25,000 for Fiscal Year 2015-2016, and authorize the appropriate officials to execute same. 4.2 Provide direction on whether or not the Board wishes to enter into a Memorandum of Agreement between the CRA and Clearwater Downtown Events, Inc, a 501© 4 Not-for-Profit Corporation, based upon the program proposal from Ruth Eckerd Hall, for the provision of a schedule of Blast Friday events in the Cleveland Street District for the 2015-2016 season, determine an appropriate level and type of grant support for the Blast Friday season, if any, and authorize the appropriate officials to execute same . 4.3 Accept ULI Priority (P) Project Quarterly Progress Report for the period July 16, 2015 through October 16, 2015, as well as the cumulative expenditure report since Fall 2014. 4.4 Provide authorization to issue the Request for Proposals (RFP) for the Bluff/Coachman Park Master Plan. 4.5 Approve Amendment to ULI 12 Priority (P) Work Program, Reconsider Downtown Design Guidelines, to expand the scope of work to include an update and reformatting of the Downtown Redevelopment Plan to incorporate ULI related implementation projects, programs, and strategies; update character districts; incorporate contents of the Downtown zoning district from the Community Development Code; create minimum standard development; and update design and signage guidelines in the Downtown Redevelopment Plan area. 5. Adjourn Page 2 City of Clearwater Printed on 10/29/2015 Cover Memo City of Clearwater City Hall 112 S. Osceola Avenue Clearwater, FL 33756 File Number: ID#15-1847 Agenda Date: 11/2/2015 Status: Agenda ReadyVersion: 1 File Type: MinutesIn Control: Community Redevelopment Agency Agenda Number: 2.1 SUBJECT/RECOMMENDATION: Approve the minutes of the October 12, 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 10/29/2015 Community Redevelopment Agency Meeting Minutes October 12, 2015 City of Clearwater City Hall 112 S. Osceola Avenue Clearwater, FL 33756 Meeting Minutes Monday, October 12, 2015 1:00 PM City Hall Chambers Community Redevelopment Agency Page 1 City of Clearwater Draft Community Redevelopment Agency Meeting Minutes October 12, 2015 Roll Call Present 5 - Chair George N. Cretekos, Trustee Doreen Hock-DiPolito, Trustee Jay E. Polglaze, Trustee Bill Jonson, and Trustee Hoyt Hamilton Also Present – William B. Horne – City Manager, Jill Silverboard – Assistant 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 continui ty for research, items are listed in agenda order although not ne cessarily discussed in that order. Unapproved 1. Call To Order The meeting was called to order at 2:03 p.m. at City Hall. 2. Approval of Minutes 2.1 Approve the minutes of the August 31, 2015 CRA meeting as submitted in written summation by the City Clerk. Trustee Hamilton moved to approve the minutes of the August 31, 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. 4. New Business Items 4.1 Approve the Interlocal Agreement with the Downtown Development Board (DDB) to provide personnel, administrative and management services during Fiscal Year 2015-2016 in the amount of $65,317 and refund the Community Redevelopment Agency (CRA) tax increment fee of $173,273. Florida Statutes 163.387 requires all taxing authorities, which includes the DDB, to make an annual appropriation in an amount equal to the incremental increase in the ad valorem revenue within the CRA area. The DDB’s increment payment is $173,273 according to the Pinellas County Property Appraiser’s Page 2 City of Clearwater Draft Community Redevelopment Agency Meeting Minutes October 12, 2015 office. In a spirit of cooperation to further the downtown redevelopment plan, the CRA Trustees executed the first Interlocal Agreement in Fiscal Year 1999-2000 to provide personnel, administrative and management services to the DDB and to refund the difference between the increment payment and the management fee. This is the seventeenth fiscal year that the CRA would enter into the agreement. Pursuant to Florida Statute 163.01, the CRA and DDB can enter into this agreement in which the DDB agrees to perform certain responsibilities and functions including funding projects and programs consistent with the downtown redevelopment plan. The intent of this agreement is for the DDB and the CRA to work collaboratively on projects and programs that further downtown goals and objectives. The management of the DDB by CRA staff enables the CRA and the DDB to utilize the public dollars more efficiently. The agreement also outlines the DDB’s commitment to financially support the construction, operation and maintenance of the boat slips, docks, boardwalk, promenade and related facilities that were constructed on the Downtown Waterfront. The DDB has made yearly contributions of $50,000 since April 2007. The intent of the DDB is to contribute up to $50,000 a year for 10 years for a total not to exceed $500,000. This is the last year for of this contribution to the operation and maintenance of the boat slips, docks, boardwalk, promenade and related facilities. The DDB shall pay the CRA $65,317 for the services agreed to in the Interlocal Agreement. The DDB approved the Interlocal Agreement at their meeting on August 5, 2015. Economic Development and Housing Director Geri Campos Lopez said this will be the last year the City will receive the DDB's commitment to the downtown boat slips. The DDB approved the agreement on August 5, 2015. Trustee Jonson moved to approve the Interlocal Agreement with the Downtown Development Board (DDB) to provide personnel, administrative and management services during Fiscal Year 2015-2016 in the amount of $65,317 and refund the Community Redevelopment Agency (CRA) tax increment fee of $173,273. The motion was duly seconded and carried unanimously. 4.2 Approve an Interlocal Agreement between the Clearwater Community Redevelopment Agency (CRA) and the City of Clearwater to provide CRA funding in Fiscal Year 2015-2016 in the amount of $99,600 to underwrite activities in the Clearwater Main Library that support community learning in the areas of Science, Technology, Engineering and Math, entrepreneurship and small business growth and development pursuant to the recommendations of the Urban Land Institute report on economic enhancement of the downtown Clearwater area and authorize the appropriate officials Page 3 City of Clearwater Draft Community Redevelopment Agency Meeting Minutes October 12, 2015 to execute same. The Clearwater Main Library is a partner in the Clearwater Business Spark! ecosystem of organizations working to support the development of entrepreneurship and small business startup in the downtown Clearwater area. This partnership was prompted by the ULI report recommending public/private partnerships to encourage business growth in this area. The Main Library has a prominent position in the CRA area, and will provide education and training in the Business and STEM areas through research opportunities, STEM maker space areas, classes and tutorials and meeting accommodation. The CRA funding will pay one staff member to oversee these functions, assist with additional library hours to make the facility available when needed by the business community and provide educational and training opportunities. Funding will be from the CRA budget. In response to questions, Library Director Barbara Pickell said a majority of the space will be on the third floor, behind the computer area. The space will encompass a computer lab and a recording studio. Economic Development and Housing Assistant Director Denise Sanderson said Economic Development staff will facilitate the program implementation. Each partner is operating independently from one another and coordinating program delivery and services through Clearwater Business SPARK's Executive Committee and Advisory Board. Trustee Polglaze moved to approve an Interlocal Agreement between the Clearwater Community Redevelopment Agency (CRA) and the City of Clearwater to provide CRA funding in Fiscal Year 2015-2016 in the amount of $99,600 to underwrite activities in the Clearwater Main Library that support community learning in the areas of Science, Technology, Engineering and Math, entrepreneurship and small business growth and development pursuant to the recommendations of the Urban Land Institute report on economic enhancement of the downtown Clearwater area and authorize the appropriate officials to execute same. The motion was duly seconded and carried unanimously. 4.3 Schedule a Special CRA meeting on Monday, November 2, 2015 from 6:00 p.m. through 8:00 p.m. at the Main Library. The CRA Executive Director is requesting a Special CRA meeting to hold a joint meeting with the Downtown Development Board, Clearwater Downtown Partnership, and the Clearwater Regional Chamber of Commerce to discuss ULI priorities. Page 4 City of Clearwater Draft Community Redevelopment Agency Meeting Minutes October 12, 2015 In response to a question, CRA Executive Director Rod Irwin said he will advise the groups that a meeting has been scheduled and request feedback for items to place on the agenda. Trustee Hock-DiPolito moved to schedule a Special CRA meeting on Monday, November 2, 2015 from 6:00 p.m. through 8:00 p.m. at the Main Library. The motion was duly seconded. Ayes: 4 - Chair Cretekos, Trustee Hock-DiPolito, Trustee Polglaze and Trustee Hamilton Nays: 1 - Trustee Jonson Motion carried. 5. Trustee Discussion Items 5.1 ULI Update regarding Stakeholders Meeting Agenda - Trustee Jonson Trustee Jonson said he discussed with the City Manager regarding the meeting structure of the quarterly ULI meetings and suggested that 1) the expected outcome be people leave the meeting with a good feeling, 2) the meeting agenda include a celebration of task completions, 3) discuss partnered sponsored events happening in Downtown, 4) update on the CRA's refocus on the Bluff Master Plan priorities, 5) and share status of what will happen next. He suggested that the PowerPoint presentation be shortened and be provided in a written format. Trustee Jonson suggested that information be provided on the activities related to the Bluff and Coachman Park Master Plan. It was suggested that the meeting room setup be revised so that all in attendance felt they were a part of the discussion. The City Manager said staff envisions the CRA Executive Director highlight and summarize the strategic item changes, discuss the items raised by the stakeholders, and seek public comment. The Trustees recessed from 3:24 p.m. to 3:33 p.m. Discussion ensued regarding an invitation to the Clearwater Page 5 City of Clearwater Draft Community Redevelopment Agency Meeting Minutes October 12, 2015 Neighborhoods Coalition to attend the meeting and participate with the other meeting groups. Trustee Jonson moved to invite the president or vice president of the Clearwater Neighborhoods Coalition to the quarterly ULI stakeholders meeting. The motion was duly seconded and carried unanimously. 5.2 CRA Funding for ULI - Trustee Jonson Trustee Jonson said he missed the last CRA meeting but had discussed his concerns regarding the ULI allocation with the City Manager. He appreciated the Chair raising the concerns discussed with the City Manager. Trustee Jonson read a transcript of the discussion held on August 31, 2015. In response to questions, CRA Executive Director Rod Irwin said the consultant referenced at the meeting related to the development consultants staff were investigating at the time. One of the ULI recommendations included retaining an independent development consultant, in addition to the master plan consultant. Staff is looking to appropriate budget for those items that are in the CRA's scope to plan how staff moves forward. Trustee Jonson expressed a concern that staff create an unrealistic expectation in the public and then run out of money, given the number of items on ULI. The City of St. Petersburg spent $1 million for their plan that excluded the Pier. St. Petersburg had an extensive community outreach component. He suggested that staff provide a conceptual budget for at least the next two years at the next ULI update. CRA Executive Director Rod Irwin said staff has provided the Trustees with 12 templates that identify the estimated costs as the initial roadmap, including the Bluff Master Plan. The rest of the program is undetermined at this point. For example, staff has discussed the multimodal site with PSTA, who recently informed staff that there is no funding for construction. Since it is identified as a ULI priority, staff may later determine that the City cannot support the initiative if there is no funding, which will cost more than $1 million. 5.3 Downtown Post Office - Councilmember Polglaze Page 6 City of Clearwater Draft Community Redevelopment Agency Meeting Minutes October 12, 2015 Trustee Polglaze requested consideration to request the United States Postal Service (USPS) surplus the historic downtown post office site so that the City can pursue a transfer of property for an adaptive reuse of the site. The internet has forced USPS to reconsider its service delivery model and organizational structure. The success of the Capitol Theatre provides the downtown post office site incredible economic opportunity. Discussion ensued with concerns expressed with requesting the downtown postal office site be closed without identifying a new downtown site and the negative impact it would have on the beach residents if a new downtown site is not identified. Support was expressed with a comment made that the City of Tampa has repurposed a courthouse. Trustee Polglaze moved to direct staff to draft a resolution for the next CRA meeting requesting the downtown post office site be declared surplus for the ability to adaptively reuse the site and that there continue to be a downtown post office site. The motion was duly seconded. Ayes: 3 - Trustee Hock-DiPolito, Trustee Polglaze and Trustee Hamilton Nays: 2 - Chair Cretekos and Trustee Jonson Motion carried. 6. Adjourn The meeting adjourned at 3:42 p.m. Chair Community Redevelopment Agency Attest City Clerk Page 7 City of Clearwater Draft Cover Memo City of Clearwater City Hall 112 S. Osceola Avenue Clearwater, FL 33756 File Number: ID#15-1830 Agenda Date: 11/2/2015 Status: Agenda ReadyVersion: 1 File Type: Action ItemIn Control: Community Redevelopment Agency Agenda Number: 4.1 SUBJECT/RECOMMENDATION: Approve an Agreement between the Community Redevelopment Agency and the TAFFIE, LLC-Technical Arts Facility for Innovation and Entrepreneurship, a Florida corporation, to provide monthly educational programs to support technology-focused entrepreneurship and small business development in the CRA in the amount not to exceed $25,000 for Fiscal Year 2015-2016, and authorize the appropriate officials to execute same. SUMMARY: The Provider will provide a Monthly Educational Program at TAFFIE, located in the CRA area at 1499 Gulf to Bay Boulevard, Clearwater. TAFFIE’s Monthly Educational Program includes topics not otherwise available within the CRA and is part of a collaborative, coordinated initiative to deliver services to pre -venture individuals, startup and small- to medium -size businesses. In consideration for TAFFIE’s monthly educational programs, the CRA will pay the TAFFIE a fixed price of $2,083.33 for each event. Payment will be made in quarterly payments in an amount not to exceed $6,250.00 and will be made on January 1, 2016, May 1, 2016, July 1, 2016, and October 1, 2016, following receipt of TAFFIE’s quarterly report (Exhibit B). Support for these technology -based entrepreneurship and small business development programs is provided by the Community Redevelopment Plan, Economic Development Strategic Plan, Urban Land Institute Advisory Services Panel Report (ULI Report), and Memorandum of Understanding (MOU) establishing a partnership by and between the CRA, City of Clearwater, Florida Small Business Development Center at Pinellas County, Clearwater Regional Chamber of Commerce and TAFFIE. The plans, report and MOU state the following ·Community Redevelopment Plan (2004) - o Objective 1E: “A variety of businesses are encouraged to relocate and expand in Downtown to provide a stable employment center, as well as employment opportunities for Downtown residents.” ·Economic Development Strategic Plan (2011) o Goal 1, Strategy 1.2, Action 2: “Support the development and attraction of software firms to Clearwater. o Goal Four: Business Development: Support an entrepreneurship and innovation ecosystem and collaborate with regional partners to market Clearwater to target industries. ·Urban Land Institute Advisory Services Panel Report (“ULI Report”) (2014) Page 1 City of Clearwater Printed on 10/29/2015 File Number: ID#15-1830 o Recommends the city “attract and support new entrepreneurial small businesses by investing in a technology innovation center or business incubator.” ·MOU (2015) o Encourages the parties to support collaborative and coordinated approaches to serve pre-venture, startup and small business enterprises in the City of Clearwater and the greater Clearwater area. Staff recommends approval of the agreement. APPROPRIATION CODE AND AMOUNT: Funding for this agreement provided by CRA funding code 388-94868 Technology District Incentives. As of August 31, 2015, the balance in this fund is $255,400. Page 2 City of Clearwater Printed on 10/29/2015 Technical Arts Facility for Innovation and Entrepreneurship OVERVIEW TAFFIE is the Technical Arts Facility For Innovation and Entrepreneurship. It is a community building organization focused on providing facilities, programs and mentorship to aid local entrepreneurs and those with aspirations to start a new business with the resources needed for them to be successful. TAFFIE’s principal mission is to develop the tech community and economy in the City of Clearwater and the surrounding Greater Tampa Bay area. The fundamental goal of TAFFIE is to help build the local start-up and technology eco-system by providing a first class business incubation and co-working facility. Our community needs a focal point to bring this ecosystem together and in particular our local technology leaders have been lobbying for this kind of initiative for many years to bring awareness and activism to our growing tech business community. By providing a facility where like-minded people can come to share ideas, collaborate with others, gain mentorship, have access to start-up resources and equipment, and availability to capital investment, the local community will experience profound benefits. New businesses equal new jobs. New technical and manufacturing jobs mean higher wages, higher tax revenues and an overall significant uplifting of the surrounding community. The businesses resulting from new start-ups and the supportive community created by TAFFIE will help to attract new talent and retain existing talent in our area. Given the key location of TAFFIE in the iDatix building at Gulf to Bay Boulevard (SR60) and Highland Avenue in Clearwater, TAFFIE will be the Gateway to Technology for Clearwater. TAFFIE’s central location will provide the essential elements for start-up success:  Mentorship  Educational Programs  Meeting Space  Co-Working Space  Maker Space  Business Coaching  Referral Opportunities  Innovation and Manufacturing Development Support  Networking and Collaborative Connections  Community and Educational Development  Creative Programs  Funding Support  Part of Vibrant Start-up Community TAFFIE and the local tech community will help build Clearwater and the surrounding Tampa Bay area’s identity to those evaluating expansion within or relocation to the area. It also provides tangible proof for our local educational institutions that their graduates will have local opportunities for high paying jobs. It will aid us in retaining the youthful talent that our educational facilities produce and provide resources for educational experiences in real-world settings beyond the campus. FOUNDER Steve Allen, the Founder and principal financer of TAFFIE, has spent his business career in Clearwater and founded his current business, iDatix Corporation the host company of TAFFIE, in Clearwater in May of 2000. His experience provides TAFFIE with strengths and core competencies not available in most incubators: a network of successful CEOs, a strong tech foundation, and the understanding of how to actually grow a tech start-up into a sustainable, multimillion-dollar business. Mr. Allen has served as a technology business representative on the City of Clearwater’s Technology Council since May of 2012, is a founding member of the Clearwater Technology Alliance and participated in the Urban Land Institute’s recent study of Clearwater. He and his company, iDatix, are active in the local educational system as a business partner and sponsor of Kings Highway Elementary School for Innovation and Digital Learning and are developing other programs for both high school and college engagement. His rich business and entrepreneurial experience will be shared, along with many of Mr. Allen’s associates, through his direct, hands-on involvement in TAFFIE and its mission. THE SPACE With over 8,000 square feet of dedicated space and 6,000 square feet of shared space, TAFFIE provides a Class A co-working facility, conference rooms, training center, event space and maker-space to entrepreneurs and those with a desire to be a part of our growing tech and entrepreneurial community. TAFFIE’s mission is to become the premiere incubator in the Tampa Bay area by providing the most powerful tools, mentorship, and community to local entrepreneurs. TAFFIE aims to create a vibrant, inspiring, creative, and productive environment where entrepreneurs can do their best work—and benefit from the work of others. Creating this type of ecosystem for entrepreneurs is the single best way to support innovation’s transition to business. TAFFIE’s philosophy is one of generosity and community. We realize that our success hinges on our ability to attract the best entrepreneurs. This can only be accomplished by providing the most attractive and effective resources for entrepreneurs. The best way to build awareness to the resources of TAFFIE is to provide them to entrepreneurs not yet involved with the program through our programs and hosted events. The startup community is tight-knit, and word travels fast when something awesome enters the ecosystem. TAFFIE’s primary target market is technical entrepreneurs who are in the startup process and are looking to fill competence and resource gaps in order to grow their businesses. With this said, TAFFIE will also be providing general program education to help entrepreneurs from all domains, including a “non-tech” track, on how to be self-employed. The co-working/incubator space is becoming more crowded with eight or more open in Tampa Bay, but none in the Clearwater area. It’s a new industry and in a period of heavy experimentation as incubators search for a way to become sustainable. TAFFIE will strive to learn as much as possible from the “experiments” of other incubators and incorporate the best of these lessons. For instance, mentorship and growth/funding coaching has been proven to be vital, so we have begun gathering a group of CEOs, lawyers, accountants and other professionals that promise to be the single most impactful group of mentors available through any organization in the region. PRODUCTS & SERVICES TAFFIE will offer an ever-widening range of services for Start-ups, Makers, Entrepreneurs and our Community. FREE AND LOW-COST WORKSHOPS, PROGRAMS AND MEET- UPS TAFFIE will be providing many workshops, programs and meet-up groups to support the technical and entrepreneur community. CO-WORKING TAFFIE is located on the 3rd floor of the iconic iDatix building in downtown Clearwater. A general membership to TAFFIE is $100 per month and provides access to the facilities and programs. For $300 a month, entrepreneurs have access to a dedicated desk, common areas, high speed internet, shared conference rooms, event space and maker-space with product development tools. Premium corporate offices are available on the executive fourth floor for $800 per month. STUDIO AND PRODUCTION SERVICES TAFFIE offers access to a green screen studio, lighting and a sound studio for only $100 per hour. MENTORS TAFFIE’s mentor network includes some of the top CEOs in the Tampa Bay area, lawyers that specialize in working with startups, accountants, marketing experts, thought leaders, fundraising coaches, website developers, application programmers and other well-known leaders in the area. Structure will ensure that entrepreneurs have access to exactly the mentorship they need when they need it. This structure is outlined below:  Office Hours: Mentors will be available for open Q&A sessions on a variety of business and technical topics.  Mentor Audit: Several entrepreneurs will meet with a “board” of mentors who will help guide them through a tough problem.  One-On-One: If an entrepreneur has an especially deep problem that he needs to work through with a mentor, he will be able to set up a meeting to get to the bottom of it.  TAFFIE Presents: Mentors will regularly provide solution-based presentations for TAFFIE members. These will provide just one more forum for entrepreneurs to ask questions and otherwise learn from others. These sessions will be streamed live on the internet to non-members who are hungry for business knowledge.  Round Tables: TAFFIE will host round table discussions for start-up leaders to help each other work through problems. Mentors will also attend these discussions.  TAFFIE Groups: TAFFIE will host group meet-up events for different focus communities and provide the event space for supporting the development of special interest groups within our tech community. For Example, TAFFIE is already hosting the Tampa Bay Inventors Council and Tampa Bay User Interface Development groups. Mentor-Entrepreneur relationships will evolve over time, and TAFFIE will evolve with them. THE PATH Knowing where to start and what needs to be done is critical to the success of a new business. The Path is TAFFIE’s program for mentoring qualified new businesses through the start-up process. The Path provides seed capital, mentorship and follow-on funding for the best of the businesses emerging from TAFFIE. Businesses on The Path will have guidance from a board of mentors who have the experience to guide entrepreneurs through the obstacles they are facing and can provide detailed help to overcome them. TRAINING TAFFIE will provide and/or host training that includes:  Start-up Essentials  Product Development  3D Printing and Maker Tools  Sales  Entrepreneurial Accounting  Funding Coaching  Legal Necessities for Entrepreneurs  Programming  Design  Internet Marketing  Brand Building for Entrepreneurs  Low-Tech Entrepreneurship TAFFIE is committed to providing relevant training to its resident companies and members. Training partners and programs will be evaluated continuously to ensure it meets our quality and effectiveness standards. MAKER-SPACE/TOOLS TAFFIE will offer a unique set of tools to aid in the prototyping of new products including:  All the equipment necessary to design and test embedded computer controls and electronic devices.  3D Printer (Ultimaker 2) allows anyone to quickly see their prototype in the real world.  Electronic Prototyping and Testing tools.  CNC Machine, etc. We have all the tools necessary to prototype physical products. Inventor- Entrepreneurs are able to physically hold what may have been only an idea a week earlier. TAFFIE FUND TAFFIE has already secured commitments for funding to invest in promising startups that move through the program and will continue to seek additional commitments. MARKETING PLAN TAFFIE operates with a philosophy of generosity. This generosity will be a main driver of participation, revenue and brand awareness. TAFFIE, in cooperation with other local incubators, co-working facilities and maker- spaces, will promote the local focus and availability for our meeting place, co- working space and incubator services. TAFFIE will host local meet-up groups for start-ups, entrepreneurs, coders and makers. We will provide meeting facilities for many likeminded groups such as The Tampa Bay Inventor’s Council and others to create a flow of potential tenants, members and clients. TAFFIE founder, Steve Allen, along with many other local community and business leaders, will take a hands-on approach to promoting and hosting entrepreneurial events to drive awareness and participation. This will include seminars, special events, networking functions, start-up round tables and participation in promotional events hosted by other local incubators. TAFFIE’s online content strategy will provide valuable information, reference materials and events for entrepreneurs in our local market and anyone outside of our area for free. This will bring the TAFFIE brand to both local and national outlets. Continual posting of relevant local activities, knowledge and successes will help build the brand of our local community. In summary, TAFFIE will attract clients by helping them first. COMMUNITY LEADERSHIP TAFFIE is currently organizing local leadership, participants and sponsors to help build the vision, execute a successful launch and provide ongoing operational support. We are currently working with the City of Clearwater Economic Development and Housing Department, Clearwater Regional Chamber of Commerce, Clearwater Technology Alliance, St. Petersburg College, Tampa Bay area incubators and many community leaders, CEO’s and investment groups to provide the depth and diversity needed to make TAFFIE a success. We invite anyone with an interest to please become involved and help us to grow the entrepreneurial spirit and opportunities in our local Clearwater community. A CALL TO ACTION In June of 2014 the Urban Land Institute (ULI) conducted a study and produced a subsequent report on an approach and initiatives needed to revitalize downtown Clearwater. The ULI Advisory Services Panel Report specifically calls out the need to attract and support a business incubator as a means to help build a vibrant resident population in the downtown area. By supporting an incubator such as TAFFIE, you are supporting local tech job growth for the downtown population and providing the residents with the means and motivation to help with the revitalization of surrounding businesses and real estate. Many of the items identified within the ULI’s report are in direct alignment with TAFFIE’s mission including:  Focus on Local Economic Development and Jobs Growth  Building a City Brand Identity  Helping to Revitalize Downtown  Serving Local Citizens  Growing Beyond a Tourist Economy  Attracting New Residences and Businesses  Providing Activities  Organic Downtown Population Growth  A Sense of Community Pride and Identity The ULI report recommends the City of Clearwater “take bold and decisive action in the implementation of a revised downtown development plan” to bring about the desired changes for our downtown. The benefits of a business incubator to a local economy and community are proven. Further, they are a growing resource that leading cities are embracing as a means to help their citizens in our changing economy. There is a distinct evolution taking place with a growing hands-on approach driving innovation and entrepreneurship. We do not want to miss out on this opportunity for community development. LOCAL IMPACT AND SUSTAINABILITY TAFFIE is seeking the support of the City of Clearwater, Pinellas County and State of Florida in the form of sponsorship and local program support. This is a long term project, and Clearwater, specifically, is at a deficit in comparison to the communities in Tampa and St. Petersburg. This is an early step to encourage growth to and demonstrate our commitment to revitalizing our downtown community.  Research has shown that for every $1 of estimated public operating subsidy provided the incubator, clients and graduates of incubators generate approximately $30 in local tax revenue alone. Source: Extrapolated from data in Business Incubation Works  84% of incubator graduates stay in their communities. Source: Business Incubation Works MAKERS EVERYWHERE TAFFIE wants to be at the heart of the Clearwater Maker Movement. The Maker Movement has exploded in the last five years. In fact, the attendance of the National Maker Faire increased 62% from 2009-2013 and The White House held a Maker Faire in June 2014. It is estimated that the 3D printing industry will quadruple to $12 billion by 2025. In 2013, Venture Capitalists invested $848 million into hardware startups, nearly doubling the prior record of $440 million set in 2012. Crowdfunding is a popular way to help pay for these types of hardware products as well, and there was $480 million paid to crowd-fund products in 2013. CONTACT TAFFIE.NET Steven Allen Steve@TAFFIE.net 1499 Gulf to Bay Blvd. Suite 300 Clearwater, FL 33755 727.460.3744 ADDITIONAL INFO Please visit www.TAFFIE.net For additional information on the value and growth of Business Incubators please go to: Florida Business Incubation Association http://www.fbiaonline.org/index.htm National Business Incubation Association http://www.nbia.org/ WWW.TAFFIE.NET TAFFIE Quarterly Report and Invoice Number of Attendees: ____________(Sign In Sheet Attached) Number of Attendees: ____________(Sign In Sheet Attached) Number of Attendees: ____________(Sign In Sheet Attached) $2,083.34 *(not to exceed $6,250.00) Remit Report and Invoice to: Monthly Educational Program Event Date: _______________________Event Title: ________________________________________________ Summary Description of Program: ________________________________________________________________ ______________________________________________________________________________________________ Summary Description of Program: ________________________________________________________________ ______________________________________________________________________________________________ ______________________________________________________________________________________________ Monthly Educational Program Event Date: _______________________Event Title: ________________________________________________ Summary Description of Program: ________________________________________________________________ ______________________________________________________________________________________________ ______________________________________________________________________________________________ Title: _________________________________________ Invoice Amt per Month: # Events per Quarter: Monthly Educational Program Event Date: _______________________Event Title: ________________________________________________ Date: _________________________________________ Email to: audra.aja@myclearwater.com or Fax: 727-562-4075 Total Invoice*: Report Date: ______/ _______/ 20_______ Audra Aja, Economic Development Coordinator, City of Clearwater - Economic Development & Housing Dept ______________________________________________________________________________________________ I hereby certify the information provided is true and accurate: Signature: _____________________________________ Printed Name: _________________________________ Exhibit B Cover Memo City of Clearwater City Hall 112 S. Osceola Avenue Clearwater, FL 33756 File Number: ID#15-1829 Agenda Date: 11/2/2015 Status: Agenda ReadyVersion: 1 File Type: Action ItemIn Control: Community Redevelopment Agency Agenda Number: 4.2 SUBJECT/RECOMMENDATION: Provide direction on whether or not the Board wishes to enter into a Memorandum of Agreement between the CRA and Clearwater Downtown Events, Inc, a 501© 4 Not-for-Profit Corporation, based upon the program proposal from Ruth Eckerd Hall, for the provision of a schedule of Blast Friday events in the Cleveland Street District for the 2015-2016 season, determine an appropriate level and type of grant support for the Blast Friday season, if any, and authorize the appropriate officials to execute same . SUMMARY: At the time the CRA Board considered funding for the 2014-2015 season of Blast Friday, the Board provided guidance to staff that the existent format was not, in the Board’s opinion, accomplishing the economic impact and retail attraction/assistance anticipated. The Board advised staff that a revamping of the program would be a prerequisite for the Board to consider future funding of a “Blast Friday-type” program. Specific changes suggested by the Board included: ·A festival, rather than purely musical event, format; ·Extension of the event the length of Cleveland Street, from Osceola to East ; ·More varied musical program to appeal to a broader demographic; ·Inclusion of Food Truck components; ·Incorporation of Cleveland Street businesses, allowing them to better realize benefit of the events. CRA staff, the Clearwater Downtown Events, Inc., the volunteer group managing the Blast Friday for the CRA, Ruth Eckerd Hall and Downtown Development Board representatives had discussions concerning a mutual desire of the group to continue the Blast Friday consistent with the CRA Board’s direction. The program schedule and budget were adjusted accordingly in response to those discussions. They represented a significant redirection of the thrust of previous Blast Friday programs and included many, but not all, the components delineated by the CRA Board as a condition for future grant funding consideration. The proposed program schedule for 2015-2016 is consistent with those changes. However, due to continuing losses incurred by Ruth Eckerd Hall in producing the Blast Friday program, Ruth Eckerd Hall has indicated the request for an increase in CRA and DDB funding Page 1 City of Clearwater Printed on 10/29/2015 File Number: ID#15-1829 to $100,000 and $25,000 respectively, instead of the $75,000 and $ 17,500 received for the 2014-2015 season. The DDB approved the $25,000 grant request, subject to CRA favorable action to continue the Blast Friday series. As an alternate, Ruth Eckerd Hall has suggested an option could be to reduce the number of events from seven to five, which would allow CRA financial support to remain at $75,000. In requesting the increased financial support, Ruth Eckerd Hall has also delineated a group of fees/charges that the city imposes on the events and has suggested that if they could receive relief from these fees up to $25,000, they could likely hold the CRA grant request to the current level. These fees have been an issue in the past, and City sponsorship has reduced the amounts in the past. Several options are available to the Board: 1)Approve the $100,000 grant request to be paid from CRA funds for the proposed seven event series; 2)Approve the $100,000 grant level, with the $25,000 increase being absorbed by the General Fund as subsidy-of- services and the $75,000 to be paid from CRA funds; 3)Approve the current grant level of $75,000 to be paid from CRA funds , with a revised five event series; 4)Discontinue financial support of Blast Friday; 5)Direct staff to pursue additional discussions with DCE and REH to develop an alternate Blast Friday construct, with no 2015-206 series. In the context of the current ULI effort, staff believes discontinuance of Blast Friday at this point would be detrimental to the perception of redevelopment. CRA staff also believes a reduction in the number of events would also create the perception of diminished commitment to the redevelopment effort. Absorption of fees/charges by the General Fund, after the city budget has been adopted and without full review of the ramifications would be ill advised. Approval of the $100,000 grant from CRA funds and the Memorandum of Agreement may be the most advisable course for 2015-2016 seasons, with a subsequent comprehensive examination of the purpose, objectives financing and expected outcomes of a continued Blast Friday initiative, particularly in the context of the ULI Report implementation, preceding any further funding consideration by the CRA. Staff awaits Board direction and will be prepared to answer any questions you may have at the CRA meeting. Representatives of Downtown Clearwater Events and Ruth Eckerd Hall will also be available. Page 2 City of Clearwater Printed on 10/29/2015 1 CLEARWATER COMMUNITY REDEVELOPMENT AGENCY GRANT FUNDING AGREEMENT Blast Friday This Grant Funding Agreement is made and entered into this _______ day of November, 2015, between the COMMUNITY REDEVELOPMENT AGENCY, hereinafter the CRA, and CLEARWATER DOWNTOWN EVENTS, INC., a Florida non-profit corporation, hereinafter referred to as the "Downtown Events". WHEREAS, one of the purposes of the Downtown Redevelopment Plan (the Plan) is to create "a unique place that fosters community interaction and fun... for Clearwater residents and tourists alike.” and WHEREAS, a goal of the Plan is to create "downtown as a memorable place to be enjoyed by residents and visitors that capitalizes on Clearwater's waterfront location, natural resources, built environment and history."; and WHEREAS, an objective of the Plan is to encourage a variety of visual and performing arts activities and programs within the downtown; and WHEREAS, the CRA and Downtown Events desire to continue, expand and improve the Blast Friday events on Cleveland Street; and WHEREAS, The Blast Friday events: 1) support existing retail business viability by creating larger crowds to create dining and retail demand for businesses in the Cleveland Street District; and, 2) provide our retail recruitment efforts with a better customer base to encourage new retailers/restaurateurs to locate in the Cleveland Street District during the current economic downturn; 3) expose additional potential restaurant/retail customers and investors to the Cleveland Street District through attendance at Blast Friday Events; and, 4) support ULI Panel recommendation to create “……a lively Downtown”. WHEREAS, the CRA has determined that is necessary to provide a $ grant to partially underwrite the production and management of a 2015-2016 season of the Blast Friday. . ARTICLE I. TERM The term of this agreement shall be for a period of eight (8) months commencing on November 3, 2015 and continuing through June 30th, 2016 (the "Termination Date"), unless earlier terminated under the terms of this agreement. ARTICLE II. RESPONSIBILITIES OF DOWNTOWN EVENTS 1)Services to be Provided.Downtown Events shall develop, produce and manage a 2015-2016 season of Blast Friday signature events to promote Cleveland Street as more fully described in Exhibit A. Such events shall be coordinated with the CRA Executive Director to ensure that the programming is consistent with the intent of the grant. 2)Scheduled Reports of Activities.Downtown Events shall furnish the CRA a financial report and accounting of the use of the CRA funds quarterly and at the end of the 2015- 2 2016 season. The financial report is to set forth the total cost of operations provided, and the detailed account of costs funded in part by the CRA. 3)Use and Disposition of Funds Received.Downtown Events shall deposit the CRA grant funds in a dedicated, segregated account to be used for Blast Friday events only. Funds received by Downtown Events from the CRA shall be used towards the payment of expenses attendant to Blast Friday events only. 4) Other Funding.Downtown Events has received DDB funding in the amount of $25,000 contingent on CRA funding. 5)Creation, Use and Maintenances of Financial Records. a)Creation of Records. Downtown Events shall create, maintain and make accessible to authorized CRA representatives such financial and accounting records, books, documents, policies, practices and procedures necessary to reflect fully the financial activities of Downtown Events. Such records shall be available and accessible at all times for inspection, review or audit by authorized CRA personnel, and shall be made available in accordance with Chapter 119, Florida Statutes (Public Records) and other applicable law. b)Use of Records. Downtown Events shall produce such reports and analyses that may be required by the CRA to document the proper and prudent stewardship and use of the monies received through this agreement. c)Maintenance of Records.All records created hereby are to be retained and maintained for a period not less than five (5) years from the close of the applicable fiscal year. 6)Non-discrimination.Notwithstanding any other provision of this agreement, the Downtown Events for itself, agents and representatives, as part of the consideration for this agreement does covenant and agree that: a)No Exclusion from Use. No person shall be excluded from participation in, denied the benefits of, or otherwise be subjected to discrimination in the operation of this program on the grounds of race, color, religion, sex, handicap, age or national origin. b)No Exclusion from Hire.In the management, operation, or provision of the program activities authorized and enabled by this agreement, no person shall be excluded from participation in or denied the benefits of or otherwise be subject to discrimination on the grounds of, or otherwise be subjected to discrimination on the grounds of race, color, religion, sex, handicap, age, or national origin, except that age may be taken into consideration to the extent that the age of an employee is a bona fide occupational qualification, as permitted by law. c)Breach of Non-discrimination Covenants. In the event of conclusive evidence of a breach of any of the above non-discrimination covenants, the CRA shall have the right to terminate this agreement immediately. 7)Liability and Indemnification.Downtown Events shall act as an independent contractor and agrees to assume all risks of providing the program activities and services herein agreed and all liability therefore, and shall defend, indemnify, and hold harmless the CRA, its officers, agents, and employees from and against any and all claims of loss, 3 liability and damages of whatever nature, to persons and property, including, without limiting the generality of the foregoing, death of any person and loss of the use of any property, except claims arising from the negligence of the CRA or CRA’s agents or employees. This includes, but is not limited to, matters arising out of or claimed to have been caused by or in any manner related to Downtown Events activities or those of any approved or unapproved invitee, contractor, subcontractor, or other person approved, authorized, or permitted by Downtown Events whether or not based on negligence. Nothing herein shall be construed as consent by the CRA to be sued by third parties, or as a waiver or modification of the provisions or limits of Section 768.28, Florida Statutes or the Doctrine of Sovereign Immunity. 8)Compliance with Laws. Downtown Events shall comply with all applicable federal, state, county and local laws, rules and regulations. If it is ever determined that this Agreement violates any federal, state, county or local laws, rules or regulations, then Downtown Events shall comply in a timely manner or CRA may terminate. ARTICLE III. RESPONSIBILITIES OF THE CRA 1) GRANT. The CRA agrees to a one-time grant in the amount of $100,000 to Downtown Events to partially fund the costs incurred in providing the activities authorized by this agreement as provided in Exhibit A hereto. ARTICLE IV. DISCLAIMER OF WARRANTIES This Agreement constitutes the entire Agreement of the parties on the subject hereof and may not be changed, modified or discharged except by written Amendment duly executed by both parties. No representations or warranties by either party shall be binding unless expressed herein or in a duly executed Amendment hereof. ARTICLE V. TERMINATION 1)For Cause.Failure to adhere to any of the provisions of this Agreement in material respect shall constitute cause for termination. Either party may terminate this Agreement for cause by giving the other party thirty (30) days notice of termination. If the default is not cured within the thirty (30) day period following receipt of notice, this Agreement shall terminate on the thirty-first (31st) day. 2)Disposition of Fund Monies. In the event of termination for any reason, monies provided to Downtown Events by CRA but not expended in accordance with this Agreement shall be returned to the CRA within 30 days of demand. ARTICLE VI. NOTICE Any notice required or permitted to be given by the provisions of this Agreement shall be conclusively deemed to have been received by a party hereto on the date it is hand delivered to such party at the address indicated below (or at such other address as such party shall specify to the other party in writing), or if sent by registered or certified mail (postage prepaid), on the fifth (5th) business day after the day on which such notice is mailed and properly addressed. 1) If to Clearwater Downtown Events,Inc. addressed to: William Sturtevant 4 President Clearwater Downtown Events, Inc P.O. Box 472 Clearwater, FL 33757 2) If to CRA, addressed to:Executive Director, CRA P. O. Box 4748 Clearwater, FL 33758-4748 With copies to: City Attorney P. O. Box 4748 Clearwater, FL 33758-4748 ARTICLE VII. EFFECTIVE DATE The effective date of this Agreement shall be as of the date written below. IN WITNESS WHEREOF,the parties hereto have set their hands and seals this _______ day of _________________, 2015. Countersigned:Community Redevelopment Agency _______________________________________________________________ George N. Cretekos Rod Irwin Chairman Executive Director Approved as to form:Attest: _______________________________________________________________ Pamela Akin Rosemarie Call City Attorney City Clerk CLEARWATER DOWNTOWN EVENTS, INC. By: _______________________________ William Sturtevant President Attest: __________________________________ September 15, 2015 Rod Irwin Assistant City Manager P.O. Box 4748 Clearwater, FL 33758 Re: Blast Friday Dear Rod, I have enclosed materials summarizing this year’s Blast Friday program. Bobby Rossi and I would love to meet with you to review last season and talk about what is to come. Regards, Zev Buffman President and CEO 1 | Page        SUMMARY OF 2015 BLAST PROGRAM  I.  Objectives for 2015  In September of 2014, Ruth Eckerd Hall met with city staff, public officials and representatives from the  downtown community to discuss the future of Blast Friday and Ruth Eckerd Hall’s role as producer of  these events.  There was agreement that the events were drawing up to 4,000 per Blast and some concern the  program was perhaps drawing too many people or the wrong demographic to the downtown.    There  were conflicting opinions that the target audience should be locals who would regularly patronize  downtown businesses versus the target audience should be from the wider area to introduce them to  downtown Clearwater.    Ruth Eckerd Hall asserted that the sizable attendance was necessary to offset  the cost of the event.  There was a suggestion to bring less expensive local artists to reduce costs rather  than nationally recognized names.   With mixed opinions as to desired budgets, attendance, and the  expectations of community stakeholders, discussion centered on clarity of goals to insure a successful  program for 2015.       City staff, representatives and local merchants put forth the following objectives:   Extend the festivities beyond the 400 block on a regular basis.   Provide promotional opportunities for local merchants and businesses to participate.   Vary the location of the main stage.   Provide a variety of activities that encourage foot traffic.   Appeal to different ages and music tastes.   Bring in specialty food trucks.    II.  Deliverables   Ruth Eckerd Hall produced seven themed events:   Miracle On Cleveland Street  ‐ Largest signature holiday festival in the county with a  skating  rink, ice slides, train rides, Santa & Mrs Claus, life‐sized Gingerbread House,  snowfall, inflatables, strolling Carolers, Little River Band, and the list went on.  2 | Page     Winter of Love with The Family Stone ‐  A Hippie festival with tie‐dye galore.  Introduced  Blast Bingo, the “Junque Hippie Bus” (a rolling retail shop filled with Hippie  merchandise), a VW Car Show and featured a 60s Album Chalk Contest.   Cruisin’ at The Capitol with The Black Honkeys – A Classic Car Show paired with a Funk,  Soul, R&B, Blues concert.  Followed by a screening of “Bullitt” with its infamous car  chase sequence.     Welcome Back Baseball with Mindi Abair – Themed games for the kids and giveaways  from the Phillies, Blue Jays, Threshers, Rays, and Yankees.  Several baseball legends  came out to sign autographs followed by a screening of “A League of Their Own”.   We’re Having a Party with Southside Johnny & the Asbury Jukes – a Clearwater  Centennial celebration with Birthday Cake for everyone!      Rockin’ By the Water with John Cafferty – Spring Break themed rock n’ roll party  followed by a screening of “Eddie & The Cruisers”.   Home Cookin’ with the Greg Billings Band and Stormbringer – featured local gourmet  and organic specialties and craft beers.  Upcoming local teen talent performed before  the main homegrown acts.   All of these events extended beyond the 400 block, including Station Square (Miracle) and the  Harborside parking lot (Cruisin’ at the Capitol).    Ruth Eckerd Hall’s marketing staff actively solicited participation and partnerships with local  businesses.  Prize giveaways highlighted area retailers.   The Clearwater Marine Aquarium  partnered significantly on several Blasts providing free activities and giveaways.  A scavenger  hunt encouraged families to visit downtown businesses who agreed to participate.   We also  balanced placement of food vendors with local eateries to minimize direct competition for  them.     The main stage was alternated between the Osceola and Fort Harrison intersections.  Miracle  included impromptu street performers along the Cleveland corridor.   Added activities included Blast Bingo!, art exhibit and auction, scavenger hunt, student  performances, VW car show, and a 14 foot Gingerbread House.   Entertainment included popular music from the 60s, 70s, 80s, 90s and contemporary jazz.  Each  event also included activities for children to encourage families to attend.   Specialty food trucks serving Italian, Mexican, BBQ , Gourmet Wings and a 50’s Diner on wheels,  in addition to the regular vendors selling hot dogs, chicken, pizza, gyros and treats.    III.  The Numbers  Attendance:  Miracle set a city record of 10,000, Cruisin’ at the Cap drew 5,000, Blast Friday averaged  3,500.  Gross Sales Revenue: $32,960  Sponsor In‐Kind Value: $265,500  3 | Page    REH Contributed Cash and Services: $70,940  CRA and DDB Contributed Cash: $92,500  Cost of City Services:  $27,085  Participating Merchants:  17   Anytime Fitness   Baystar Restaurants   Bob & Daughter Produce   Chiang Mai Thai   Clearwater Marine Aquarium   Clearwater Travel   Daddy’s Girl Deli   Eye Shop   Gala’s Gelateria   Gioffre   Kara Lynn’s Kitchen   MJ Gift Basket   One Stoppe Shoppe   Starbucks   Studio Six One Seven   Tony’s Pizza / Capitol Beer House   The Path Bycycle & Ride Shop    IV.  What worked ‐ What didn’t   Themes – The response to the themes was positive.  Some naturally drew more families than  others.  While we attempted to choose the artist to fit the theme, this year we will set the  theme after we book the artist to give us more flexibility to take advantage of the best booking  opportunities.   Ft. Harrison Intersection – Placing the stage at Ft Harrison and Cleveland provides more access  to nearby vendors and is a good option although it carries higher cost to produce.   Blast Bingo – Players enjoyed getting out of the heat and playing Bingo inside the Capitol for  free prizes donated by Ruth Eckerd Hall and area businesses. Some people were more curious  about the theater itself.  Staff and volunteers answered many questions about its history.  This  was a simple, low‐cost way to add fun, introduce visitors to the theater and highlight downtown  merchants.    Craft Beers – This year we welcomed both Cigar City Brewery and Dunedin Brewery as partners.  In‐kind donations of product (Cigar City) and equipment/labor (Dunedin Brewery)  resulted in  savings.  4 | Page     Art Component – While creating our own art contests did not draw many participants, the one  partnership we tried worked very well.  To that end, we will continue to partner with local art  non‐profits and school programs to display art at Blast Friday.   Miracle – A complete success with more attractions than ever before, strong support from the  CMA, record attendance and controlled costs comparable to previous years.   Cruisin’ At The Cap – The first Cruisin’ at the Cap was held in January 2014 as part of the  Capitol’s Grand Re‐Opening with Jay Leno.  This second one was held on a Sunday afternoon  “Blast‐style” in February 2015 and proved it is a stand‐alone event with the power to draw over  200 exhibitors and 5,000 fans.   Vendor Feedback – Vendors were disappointed not to be in the immediate area of the stage.   Despite our attempts to create additional interest and draw people to canvas the other blocks,  once the artist takes the stage, the crowd naturally congregates in that area.   Vendors on the  other blocks said they may not be back.   Dead Zones – The 500 and 600 blocks had few open businesses in the evening.  This made it  more difficult to make those areas welcoming even with vendors spread across.  Depending on  the theme, this is where we intentionally placed the more interesting non‐stage activities (spin  the wheel for a prize, bounce house, art show, autograph booths, etc.)      Second Stage – Originally, we hoped to place a second stage to disperse the crowd and increase  foot traffic.   However after exploring the available resources from Parks & Rec and in‐house, we  estimated that the cost of renting the second stage, a generator, lighting and sound equipment,  and technicians, would add an additional $6,000 in expenses.     New Expenses in 2015 – Extending the event to additional blocks means more equipment,  security and police.  For the first time, we were told a fire marshal and EMS should be on‐site for  the events.  Previously the fire marshal would inspect the site and depart.  The event is made  larger to include more blocks, requiring additional vendors and activities, increasing staff time,  labor and city services costs while attendance and sales revenue stays the same.           SNOW FALL ON CLEVELAND STREET   MAKE YOUR OWN S’MORES   TRAIN SERVICE BETWEEN STATION SQUARE & THE OSCEOLA ICE RINK   WINNERS OF THE SCAVENGER HUNT BICYCLE GIVEAWAY   2015 CRA Sponsorship Request 1 BLAST FRIDAY  MIRACLE ON CLEVELAND STREET  CRUISIN’ AT THE CAP  Presented by Ruth Eckerd Hall, Inc.     PURPOSE  The purpose of the festival series is to consistently attract residents and visitors to downtown  Clearwater to showcase the district’s assets and foster economic growth. Ruth Eckerd Hall in conjunction  with the City of Clearwater and the Downtown Development Board has continued to steward and  strengthen the Blast Friday brand launched in 2009, as well as produce other signature events that  establish the downtown as a destination for Tampa Bay area residents and visitors.     SUMMARY  Ruth Eckerd Hall’s programming, production and marketing expertise delivers a level of quality to  outdoor festivals consistent with the Ruth Eckerd Hall brand. Demonstrated results include consistent  crowds of 3,500‐4,000 for Blast Friday, the growth in popularity of Miracle on Cleveland Street that set  an attendance record of 10,000 this past year and the signature vintage car show Cruisin’ at the Cap  that drew 5,000 visitors in its second year. While the momentum is palpable and the model is growing in  creativity with new themes, partnerships and activities, we also recognize the work as a service to the  downtown done in the spirit of fulfilling a duty to support our community as its entertainment partner.   Ruth Eckerd Hall, Inc. views it as an investment in a viable, healthy future for the downtown district.     Early commitment from our sponsors and partners directly affects our level of success in producing a  quality experience:   Community awareness – individuals and families can mark the dates on their calendar, get  excited about the performances and themed events and spread the word to others in the  community.  We also opened promotional opportunities for other community non‐profits this  year.   Vendors – ability to attract quality vendors that are more willing to commit for the entire series.   Retailers – will have the information to promote the event and plan promotional opportunities,  special discounts, etc.   Media / Media partners – will have the information to include in more listings and ability to  approach potential media / radio sponsors.  Having Cox Radio as a partner enabled us to secure  the appropriate station support whether it is a country, oldies, R&B or rock artist.    Sponsors – a confirmed list of concerts and themed events allows you to sell and “experience”  and gives the sponsors higher and more frequent media visibility.  We welcomed a new sponsor,  Cigar City Brewery, this year.    Artists – early solicitation and confirmation of artists capitalizes on artist availability and the  ability to leverage marketing plans.   Activities – ability to provide low cost or free activities based on the event theme is often limited  by time and scheduling constraints. Creativity breeds ideas and implementing ideas (especially  low cost ones) takes time.     Ruth Eckerd Hall will be directly responsible for directly booking the performances, producing, marketing  and managing the events.  Themes will be announced once entertainment is contracted.  2015 CRA Sponsorship Request 2 We are seeking both cash support from the Community Redevelopment Agency in the amount of  $100,000 as well as sponsorship support in the waiver of traffic rental fees and providing services at  cost.      TENTATIVE SCHEDULE    The suggested dates for the seven events are as follows:  1. December 5, 2015 (Miracle)  2. January 29, 2016  3. February 7, 2016 (Cruisin’ at the Cap)?  4. February 26, 2016  5. March 25, 2016  6. April 29, 2016  7. May 27, 2016    Events will again be themed depending on artist availability and sponsorship tie‐ins, and with the  objective to provide a variety of entertainment for different ages and tastes.      FINANCIALS    The cost to present, produce and manage the seven events (including Miracle) is estimated to $478,500  of which $299,000 is secured in in‐kind sponsorships and Ruth Eckerd Hall contributions.  As the largest  reaching and costliest to produce, the deficit for Miracle is $37,500.  Ruth Eckerd Hall Inc. will again  donate management and production services in excess of $32,000 including booking, marketing,  promotions, public relations, design work, sponsor solicitation and service, accounting, volunteer  management, etc.  It is estimated that each blast requires 140 hours of staff preparation and planning  before the day of event in the height of season.       We sincerely thank our sponsors who include the DDB, the CRA and the Clearwater Parks & Recreation  Department and while our media partners continue to be generous, the cost of hosting a free public  event (while meeting the challenge to do it over a larger area and broaden the appeal) requires a  financial commitment that is beyond Ruth Eckerd Hall’s resources alone.      In addition to the $100,000 request of the Community Redevelopment Agency, the city of Clearwater  sponsorship and cash support of the Downtown Development Board ($25,000 request), as well as the  ongoing in‐kind advertising support from Brighthouse, the Tampa Bay Times and Cox Media are critical  to the effort.    Since 2010, Ruth Eckerd Hall Inc. has contributed over $250,000 to produce Blast Friday and Miracle on  Cleveland Street.  While we feel the mix and number of events is proving successful, there must be a  determination by stakeholders that regularly drawing thousands of pedestrians into the district, the  promotional value of the Blast Friday brand and the long term developmental impact for the City and  the downtown in particular, is worth their investment.          2015 CRA Sponsorship Request 3       2015 CRA Sponsorship Request 4 Projected Results 2014-2015 (as of 5/1/15) REVENUE CATEGORY/Description CASH CONTRIBUTED $ Clearwater Redevelopment Agency 75,000 Downtown Development Board 17,500 Ruth Eckerd Hall, Inc. 41,540 IN-KIND CONTRIBUTED $ Sponsorships In-Kind 265,500 Ruth Eckerd Hall In-Kind 29,400 EARNED Beverage Sales/Vendor/Misc 32,960 TOTAL REVENUE $ 461,900 EXPENSE CATEGORY/Description SITE PREP Permits $ 30,100 Equipment Rental Portalets Dumpster / Trash Service Site Clean-Up Misc (Signage, electricity, etc) CROWD SAFETY $ 23,500 Police /EMT/Fire Marshall Security Traffic Control Devices/Barricades Event Insurance PROGRAMMING $ 121,500 Artist Fees Stage Equipment/Technicians Lodging/Catering Transportation/Runner MARKETING $ 257,500 Media Ads – Radio, TV, Print Printing Event Photographer ADMINISTRATION $ 29,400 Booking & Contract Management Event & Volunteer Management Public Relations Graphic Design Website & Email Support Sponsor Solicitation & Support Finance & Administration 1TOTAL EXPENSES $ 461,900 NET SURPLUS (DEFICIT) $ -0- 1 Reflects reduced expenses from March Blast moving indoors 2015 CRA Sponsorship Request 5 Proposed Budget 2015-2016 (assuming funding requests granted) REVENUE CATEGORY/Description CASH CONTRIBUTED $ Clearwater Redevelopment Agency 100,000 Downtown Development Board 25,000 IN-KIND CONTRIBUTED $ Sponsorships In-Kind 267,000 Ruth Eckerd Hall In-Kind 32,000 EARNED Beverage Sales/Vendor/Misc 37,500 TOTAL REVENUE $ 461,500 EXPENSE CATEGORY/Description SITE PREP Permits $ 36,500 Equipment Rental Portalets Dumpster / Trash Service Site Clean-Up Misc (Signage, electricity, etc) CROWD SAFETY $ 28,300 Police /EMT/Fire Marshall Security Traffic Control Devices/Barricades Event Insurance PROGRAMMING $ 124,000 Artist Fees Stage Equipment/Technicians Lodging/Catering Transportation/Runner MARKETING $ 257,700 Media Ads – Radio, TV, Print Printing Event Photographer ADMINISTRATION $ 32,000 Booking & Contract Management Event & Volunteer Management Public Relations Graphic Design Website & Email Support Sponsor Solicitation & Support Finance & Administration TOTAL EXPENSES $ 478,500 NET SURPLUS (DEFICIT) $ (17,000) 2015 CRA Sponsorship Request 6 2015 CRA Sponsorship Request 7 Contact Information    Zev Buffman   President/CEO, Ruth Eckerd Hall Inc.  727.712.2704    Bob Rossi  CPO/Executive VP of Entertainment, Ruth Eckerd Hall Inc.  727.712.2709    Susan Crockett  CIO/VP of Operations, Ruth Eckerd Hall Inc.  727.712.2757    Lori James  CFO/VP of Finance, Ruth Eckerd Hall Inc.  727.712.2762  2015 CRA Sponsorship Request 8 BLAST FRIDAY Partnership Opportunities Partner ~ $2,500 Cash  10x10 spot  Banners (up to 2)  Stage Announcements Street Sponsor ~ $5, 000 Cash  10x10 spot  Banners (min of 2)  Stage Announcements  Logo inclusion on print collateral including flyers, posters, emails, website Title Sponsor ~ $10,000 and/or $5000 cash with $10,000 in-kind  10x10 spot  Banners (min of 2)  Stage Announcements  Logo inclusion on print collateral including flyers, posters, emails, website, ads, TV, radio. Miracle on Cleveland Street Snowflake Sponsor ~ $2,500 Cash  10x10 spot  Banners (up to 2)  Stage Announcements Silverbell Sponsor ~ $5,000 Cash  10x10 spot  Banners (min of 2)  Stage Announcements  Banner located on one of the featured attractions (Snow Slide, Ice Rink, etc)  Logo inclusion on print collateral including flyers, posters, emails, website. October 28, 2015 Mayor George Cretekos and Councilmembers Office of the City Council City of Clearwater P.O. Box 4748 Clearwater, FL 33758-4748 Dear Mayor Cretekos and Councilmembers, I am writing to you in connection with the Blast Friday agenda item on the upcoming CRA meeting on November 2, 2015. As you may be aware, Blast Friday spurred from an initiative that the CDP initially started as a smaller street concert seven years ago originally named 4th Friday, and patterned off the First Friday event in St. Petersburg. Blast Friday is a critical component to the revitalization efforts of downtown Clearwater. It brings people from around the area to downtown that would not have ordinarily been exposed to downtown. It provides an additional level of confidence for invest ment by new restaurants, entertainment venues and retailers, and as they begin to move in, it stimulates the people that come downtown for the event to come back on non-event nights. This process occurs organically and over time. If you travel to St. Petersburg on a Frist Friday event night today, you will find that the concert itself has become a small component of the overall experience. The business and arts community are all benefitting from a significant increase in the population of downtown during that time and gain exposure they would not otherwise have. This was driven as a direct result of maintaining consistency in the hosting of the First Friday events. The Clearwater Downtown Partnership is a non-profit organization made up of downtown property owners, business owners and other stakeholders interested in the revitalization efforts of downtown Clearwater and the Cleveland Street District. Our members are heavily vested in the CRA appropriations and highly encourage the CRA to approve and invest fully in the Blast Friday events proposed for the 2015-2016 season. Best Regards, Grant Wood Interim Chair Clearwater Downtown Partnership, Inc. Executive Board Interim Chair Grant Wood Vice Chair Lisa Mansell Treasurer/Secretary Stu Sjouwerman Directors David Allbritton Charles Allcott Matt Becker Sal Blech Zev Buffman Matt Crum Frank Dame Bud Elias Brad Gross Daniels Ikajevs Eleanore Lyda Elaine Mann Dev Pathik Jason Stanard CLEARWATER DOWNTOWN PARTNERSHIP, INC. a 501(c)(3) nonprofit corporation The Clearwater Downtown Partnership, Inc. P.O. Box 396, Clearwater, Florida 33757 | www.clwdp.org | info@clwdp.org Executive Board Interim Chair Grant Wood Vice Chair Lisa Mansell Treasurer/Secretary Stu Sjouwerman Directors David Allbritton Charles Allcott Matt Becker Sal Blech Zev Buffman Matt Crum Frank Dame Bud Elias Brad Gross Daniels Ikajevs Eleanore Lyda Elaine Mann Dev Pathik Jason Stanard CLEARWATER DOWNTOWN PARTNERSHIP, INC. a 501(c)(3) nonprofit corporation Cover Memo City of Clearwater City Hall 112 S. Osceola Avenue Clearwater, FL 33756 File Number: ID#15-1828 Agenda Date: 11/2/2015 Status: Agenda ReadyVersion: 1 File Type: Action ItemIn Control: Community Redevelopment Agency Agenda Number: 4.3 SUBJECT/RECOMMENDATION: Accept ULI Priority (P) Project Quarterly Progress Report for the period July 16, 2015 through October 16, 2015, as well as the cumulative expenditure report since Fall 2014. SUMMARY: Staff committed to the CRA Board, as a part of the ULI Advisory Panel Report Implementation activities that the Board would be provided with quarterly updates on the status of Priority (P) implementation items, as well as a compilation of total expenditures to date on ULI Report activities across all funding sources. The expenditures report is inclusive of all expense, on an accrual basis, since last fall. Projects Update: To summarize, the status of the 13 Priority (P) projects are as follows: 5 Projects completed: ·TIF Bonds Examination ·Create Stakeholder Advisory Group ·Development Parcel Marketing ·Boost Downtown Library to Support Redevelopment ·Attract Incubator/Support Entrepreneurial Ecosystem 6 Projects on schedule: · Comprehensive North Marina Master plan · Master Development plan for Bluff/Coachman/Waterfront · Enhance Gateways to Downtown/East Gateway · Mercado in East Gateway · Review Downtown Design Guidelines · Use Harbor Bridge as Aesthetic Gateway 2 Projects Delayed: ·Comprehensive Boating Plan for Clearwater Harbor ·Comprehensive Branding Initiative In addition to the council-designated priority projects, two additional ULI projects have been addressed : 1) Create a Water Taxi/Ferry Service (ULI 4), with the City facilitating this project Page 1 City of Clearwater Printed on 10/29/2015 File Number: ID#15-1828 with access/egress improvements in the amount of $24,185; and 2) Ensure Environmental Integrity of Clearwater Harbor(ULI 2), with Marine and Aviation successfully obtaining the Clean and Resilient Marina designation from the Florida Department of Environmental Protection, acknowledging appropriate policies and safeguards are in place to ensure the environmental integrity of Clearwater harbor. Expenditure Update: With respect to the financial expenditure report, on an accrual basis, $ 576,861 has been spent on ULI projects since September and through October 16. The largest percentage of that expenditure has come from General Fund Reserves: $ 374,004. The balance has come from departmental general fund budget allocations, CRA operating budget allocations and/or the recently-established CRA ULI Project Account. The preponderance of expenditures/commitments to date are attributable to four projects: 1) North Marina Master Plan,$ 97,372; 2) Library STEM Center build out and staffing, $177,509; 3) Comprehensive Boating Plan, $59,975: and 4) Entrepreneurial Ecosystem Support, $100,000. Staff has provided a spreadsheet delineating expenditures by ULI Project category and funding, as well as delineating charges /commitments against the $500,000 General Fund account for ULI. Beginning with the next quarterly report, a similar sheet will be provided for the $1,000,000 CRA ULI Project Account. Currently, there is a $99,600 charge to fund the Library-STEM Interlocal Agreement pending posting by Finance. The ULI Implementation Team will be available at the November 2, 2015 CRA meeting to answer any questions on program status or expenditures. Page 2 City of Clearwater Printed on 10/29/2015   ULI Implementation Work Program Summary-11-2-15 Priority Items   Action Item-ULI 1 Create a Comprehensive Boating Plan for Clearwater Harbor Staff Recommendation Support: 1) Engage a qualified consultant to prepare the foundation of a plan to establish Clearwater as a Major Boating Center 2)“Knit together” the “Downtown Plan and the North Marina Basin Plan along with adjacent areas Lead Department Marine and Aviation Timeframe 6 Months Cost . $59,975.00 Source of Funds General Fund Reserves Staff Lead (and support) Bill Morris a. Gerri Campos b. Michael Delk c. Ed Chesney Supporting Departments  Planning and Zoning  ED&H  Engineering (environmental)  Library  Parks and Recreation Anticipated Deliverables Comprehensive Boating Plan for Clearwater Harbor, to include: 1) necessary components of successful “boating center” in ULI context; current components inventory; components currently missing; “order of magnitude” costs for missing components and Plan ; regulatory issues likely to be involved in Plan implementation. Activities to be Conducted Develop and Issue RFP March- April2015 Select consultant May 2015 a. Online open survey to capture participants not able to interact with consultant b. Consultant study period and community engagement August - November Conducted in person surveys at Super Boat race with tenant and transient boaters prepared comparable location data, regulatory and environmental constraints Oct - Nov Consultant Report December, 2015 Status: Delayed 60 Days Delay necessitated by extended negotiation of consultant scope of work, as well as medical leave by Director. Public meetings delayed until after council return to work on 2 November to allow council member participation if desired. Will not delay information “crosswalk” for North Marina Plan   ULI Implementation Work Program Summary- 11/2/15 Priority Items   Action Item-ULI 5 Create Comprehensive North Marina Master Plan Objective Update 10 Year Old Special Area Plan to Reflect Current Conditions and Create Framework to Facilitate Development and Investment in Plan Area Staff Recommendation Support Lead Department Planning and Development Timeframe 12 Months Draft/Issue RFP (2 to 4 Months) Study (6 to 8 Months) Cost $75,000 to $100,000 Source of Funds General Fund Reserve Staff Lead (and support)  Katie See (Lauren Matzke/Gina Clayton/Michael Delk/Bill Morris/various other support staff as needed) Supporting Departments  Marine and Aviation  Economic Development Anticipated Deliverables  Revised Marina Area Master Plan Activities to be Conducted Prepare and Issue RFP December 2014- February 2015 Engage Consultant May 2015 Establish Stakeholder Advisory Group May 2015 Analysis/Public Engagement Process May – August 2015 Council Work Session-Draft Report November 2015 Council Plan Adoption December 2015 Status: On Schedule A fourth community meeting may be scheduled in late November to address water-related conclusions of Community Boating Plan and further address consultant design recommendations, prior to submission of a staff draft to City Council in December.   * Developer RFQ will track as closely as possible with Planning Consultant Selection.  ULI Implementation Work Program Summary-11/2/15 Priority Items   Action Item- ULI 8 Create Master Development Plan for the Bluff/Coachman Park /Waterfront Objective Formulate a Master Development Plan for the Bluff/Coachman Park/Waterfront to facilitate the recommendation of the ULI Advisory Services Panel Report and Clearwater Downtown Redevelopment Plan for the successful redevelopment of Downtown Staff Recommendation Support Lead Department Planning and Development - Master Development Plan Economic Development & Housing - Development Consultant Timeframe 22 Months Draft/Issue RFP/Hire Consultants (5 Months) Study and Approval Process (17 Months) Cost $200,000 to $250,000 Developer Costs TBD Source of Funds General Fund Reserve Staff Lead (and support)  Michael Delk/Gina Clayton  Geri Campos Lopez/Denise Sanderson  Kevin Dunbar Supporting Departments  Engineering  Legal Dependencies  Charter amendments, if needed  Special Act amendments, if needed  Environmental permitting, if needed Anticipated Deliverables  Master Development Plan Activities to be Conducted Prepare and Issue RFPs * October, 2015 Engage Consultants (refine scope of work) January, 2016 Establish Stakeholder Advisory Group March, 2016 Analysis/Public Engagement Process/Prepare Draft Plan March,2016- March, 2017 Council Work Session-Draft Plan April, 2017 Revisions to Draft Plan June, 2017 Council Approval July, 2017 * Developer RFQ will track as closely as possible with Planning Consultant Selection.  Status: On Schedule. Council approved basic schedule and process template on 7/13/15. Staff to clarify options for private developer participation. Discussion item scheduled for 8/17/15 CRA meeting. The development consultant will work with the master planning consultant to ensure the commercial development proposed in the Master Development Plan is economically feasible and viable. RFP scheduled for CRA consideration at 11/2/15 CRA meeting Subsequent Downtown Plan changes , as well as Charter and/or Special Act changes, may be required.     ULI Implementation Work Program Summary-11/2/15 Priority Items   Action Item-ULI 9 Boost Downtown Library as Activity Center to Support Downtown Activation and Redevelopment Objective Develop strategy to: 1) Make the Library an “Attractor Element” in Downtown to bring additional people to the Downtown through expanded mission as ”maker space”; 2) align the Library more closely with the economic development priorities of the City for Downtown, i.e. “entrepreneurial ecosystem”. Staff Recommendation Support Lead Department Library Timeframe 9 Months Cost $2300 –“Marker Space” Feasibility Study( Appropriated) Contract/FTE to Develop P/P opportunities-TBD Configuration of Space and Operating Costs-TBD Source of Funds General Fund Reserves; CRA; Private Fund contributions Staff Lead (and support)  Barbara Pickell  Jen Obermeir Supporting Departments  Economic Development and Housing  CRA Anticipated Deliverables  Consultant Report on repurposing the Library to create “maker space” components  Assessment of Library utilization feasibility as component of emerging “entrepreneurial ecosystem”  Plans , as indicated, for space utilization, program scope, partnerships development and funding Activities to be Conducted Maker Space feasibility and Space Analysis March, 2015 “Entrepreneurial Ecosystem” MOU March, 2015 Hire Contract Employee to Develop P/P partnership opportunities and agreements April 2015 Library space configuration per consultant study April-September 2015 Status: Complete   ULI Implementation Work Program Summary-11/2/15 Priority Items   Action Item ULI 10 Use Bridge as Gateway – Aesthetic Design Component Objective Evaluate fiscal, programmatic and regulatory feasibility of highlighting bridge as Downtown redevelopment component Staff Recommendation Support, as part of a public/private partnership (not funded through Public Art & Design Fund) initiative: ● Existing model of success with Tampa’s bridge lighting project; funded by City of Tampa, Tampa Electric and Peoples Gas, Tampa Hillsborough Expressway Authority Lead Department Parks & Recreation: Cultural Affairs Timeframe 1 ¾ to 2 years Cost To be determined Source of Funds To be determined Staff Lead (and support)  Felicia Leonard  Christopher Hubbard Supporting Departments  Legal  Marine & Aviation  Engineering Anticipated Deliverables  FDOT permission  Feasibility analysis  Cost estimates from external consultant  Funding strategies  Agenda item  Call to Artists  Design Proposals  Commission Agreement  Project construction Dependencies  FDOT approval Anticipated (March 2016) Resource Constraints  Funding To be determined  Public vs. Private (December 2015) Activities to be Conducted FDOT first meeting October 2015 Feasibility analysis (5 comparable projects) July 2015 Cost estimates (external consultant) January 2016 Funding (Public/Private) February 2016 Agenda item for Council approval April 2016   Create and issue Call for Proposals April 2016 Review and selection of design firm June 2016 Contracting, construction implementation July 2016 Permitting and construction December 2016 Deviations from Timeframe FDOT approval may need to be routed to Tallahassee for review. Additional support may be necessary from City’s lobbyists, should this occur. STATUS: On Schedule Updates: 07/02/2015: FDOT contacted, currently evaluating at District 7 level. A staff meeting will be scheduled by mid-July. Feasibility analysis will proceed independent from FDOT decision; due by end July. 10/17/2015: First FDOT meeting held on 10/13/2015. FDOT is interested in the project and has provided Specialist Hubbard with an application to approve a “Community Aesthetic Feature” to be submitted in late November 2015.     ULI Implementation Work Program Summary- 11/2/15 Priority Items   Action Item- ULI 12 Reconsider Downtown Design Guidelines and Sign Regulations Objective Complete review of sections of Downtown Design Guidelines and Sign Regulations vis-à-vis ULI Report; objectives and stakeholder/merchant concerns Staff Recommendation Support Lead Department Planning and Development Timeframe 9 Months Cost N/A (Will complete in-house) Source of Funds N/A Staff Lead (and support)  Mark Parry  Gina Clayton  Michael Delk  Robert Tefft Supporting Departments  CRA  Economic Development and Housing Dependencies N/A Anticipated Deliverables  Planning and Development staff analysis and recommendations for Council discussion and direction  Amendments to Downtown Redevelopment Plan Activities to be Conducted Consult with affected downtown organizations to determine current concerns, including: DDB; Business Task Force; CRA: CDP; C of Commerce; Downtown Merchants Association. November – December 2015 Conduct review of previous work products for unresolved items/issues: ULI Study; Business Task Force; Streetsense work product; Council Downtown Sub-committee work product, etc. January - May 2016 Develop Staff Report /recommendations for Council review/discussion June 2016 Prepare Amendments May – July 2016 Status: On Schedule (Repurposed and Rescheduled , Pursuant to the recent Council decision scaling back the scope of this project, staff has commenced with the original abbreviated review which included a review of the Downtown Design Guidelines and sign code provision. Review of character district provisions and the Downtown zoning district will no longer   Per CRA Board Direction) occur. Staff has completed review of the design guidelines and sign ordinance with regard to the Streetsense report, and Council subcommittee. Staff will continue its review with the Business Task Force and will conduct meetings with the project steering committee in August and September. Suggested revisions will be presented to City Council in Oct./November. Agreed upon changes will be made to the Downtown Design Guidelines after revisions to the North Marina area determined in December 2015 so the Downtown Plan is amended only once. Revisions to the sign code can proceed to the CDB after Council direction is obtained in November.   Created by GCL on 12/09/14. Revised 10/15/15.  ULI Implementation Work Program Summary- 11/2/15 Priority Items   Action Item—ULI 15 Attract an Incubator Objective Determine appropriate CRA/City participation in emerging “Entrepreneurial Ecosystem” to foster, incubate and support job development and entrepreneurship in Downtown and East Gateway Staff Recommendation Support as part of private sector (and not solely public-funded) initiative:  Incubation model already underway focusing on tech entrepreneurship; staff exploring CRA financial participation  Explore feasibility of a “Resource Center” or “One Stop” concept with other partners Lead Department Economic Development and Housing Timeframe 5 Months Cost TBD Source of Funds CRA Staff Lead (and support)  Denise Sanderson  Audra Aja Supporting Departments  Library  Legal  CRA Dependencies FSBDC of Pinellas (partner) TAFFIE (partner) Anticipated Deliverables  CRA Funding Agreement  City/CRA/Partners MOU Activities to be Conducted Meeting with Stakeholders December 2014 – May 2015 Draft Plan (Vision, Mission, Goals, Measurements ) for Ecosystem December 2014 Evaluation of Funding Options January 2015 Conduct Needs Assessment (w/PCED) January 2015 Recommendation to CRA Executive Director February 2015 Draft MOU with Partners February 2015 Draft Agreements March-April 2015 Created by GCL on 12/09/14. Revised 10/15/15.  Status: Complete. MOU approved by CRA & Council in May 2015; Council approved budget request for FY15-16 allocating $100,000; TAFFIE (Incubator) agreement ($25,000 requested from CRA) in November 2015 marks completion. Going forward, all activities to be coordinated under the Clearwater Business Spark initiative.     ULI Implementation Work Program Summary-11/2/15 Priority Items   Action Item ULI 20 Enhance Gateways Staff Recommendation Support  Five Points Intersection complete  Obelisks installed at Cleveland/ Myrtle intersection  Other locations need right-of-way & feasibility investigation Lead Department Engineering Timeframe Feasibility investigation- 6 months, then design & construction- one year. Cost TBD Source of Funds General Fund Staff Lead (and support)  Tim Kurtz (Engineering)  Anne Fogarty France (Economic Development/ Administration) Supporting Departments  Economic Development Anticipated Deliverables  List of potential locations with constraints  List of possible enhancement features  Final plans to be implemented Activities to be Conducted Inventory gateways 2/15 – 3/15 Determine above ground, below ground & jurisdictional constraints 3/15 – 6/15 Prepare list of potential enhancement features 2/15 – 3/15 Match features to acceptable gateways 7/15 Prepare construction plans for installation 7/15 – 12/15 Construction 1/16 – 6/16 Dependencies:  Final branding designs  FDOT approvals   STATUS: On Schedule Updates:  Waiting on completion of branding to determine design templates  Presented preliminary locations to DDB on 7/1/15  Construction schedule on time as projected.   Created by GCL 12/17/2014; updated 7/14/2015; updated 10/13/2015  ULI Implementation Work Program Summary- 11/2/15 Priority Items   Action Item-ULI 27 Community Market/Mercado Feasibility Evaluation Objective Create a festival core and/or a Mercado in the East Gateway as a local activity center and civic core of the neighborhood Staff Recommendation (1) Feasibility of Festival Core per the East Gateway Vision Plan; (2) Investigation of "Mercado" as it needs a fixed location, including feasibility and cost analysis Lead Department Economic Development and Housing Timeframe 5 months (feasibility); Project timing--to be determined Cost Staff time; Project costs--to be determined Source of Funds Festival Core: CRA Funds; Mercado: TBD Staff Lead (and support)  Geri Lopez  Ekaterini Gerakios-Siren  Engineering (Tom Mahony for Survey, Tim Kurtz for Landscape, Chuck Lane for Real Estate)  Planning (Lauren Matzke for zoning)  Parks and Rec/Special Events (Festival needs) Supporting Departments  Engineering  Planning and Development  Parks and Recreation Dependencies No external issues; dependent on internal work program staffing and priorities Anticipated Deliverables  White paper on other “mercados”/community markets  Memo to CRA Board identifying anticipated costs and pros/cons for policy discussion and direction Activities to be Conducted Begin research January 2015 Survey Cleveland Street (starting at intersection with Gulf to Bay Blvd.) February/March Meet with impacted property owners February Create white paper February/March Create memo to CRA April Present to CRA Board April/May Status: On schedule White paper completed: Presented to Council in June Follow-up: Project feasibility of “Mercado” to be conducted in the same timeframe as Festival Core with recommendation to CRA in May/June 2016.     ULI Implementation Work Program Summary-11/2/15 Priority Items   Action Item- ULI 29 Branding Objective Re-brand and create a community identity Staff Recommendation Project is underway. Continue to support. Lead Department Public Communications Timeframe Project is underway. Branding deliverables will be done summer 2015. Implementation will be done throughout 2016. Cost $100,000 Source of Funds Strategic Direction Action Plan Staff Lead (and support)  Joelle Castelli  Brand Manager has been hired (Sparxoo)  Hiring additional graphic designer (approved in FY 15-16 budget) Supporting Departments  Economic Development  Information Technology (website) Dependencies  None Anticipated Deliverables  Brand print, verbiage, talking points, graphic elements, graphic implementation plan Activities to be Conducted Branding Contract Approved by Council August 2014 Focus Groups and In-town visit September 2014 Surveys Conducted Dec. 2014 and Jan. 2015 BrandPrint Presentation March 2015 Graphics Package Delivered June 2015 Graphics Package Implementation June 2015 to 2016 STATUS: Delayed, due to overall branding schedule revision, as follows: Creative Committee Begins Meeting July 20 Three month process Brand Print Statement Approved Strapline Approved Logo Selected Working on Graphics Package Graphics Package Delivered Fall 2015 Graphic Package Implemented 2016 Created by GCL on 12/9/14. Revised 10/15/15.   ULI Implementation Work Program Summary- 11/2/15 Priority Items   Action Item—ULI 30 Communicate the real estate market and potential for expansion of real estate activity Objective 1) Leverage ULI Report market analysis to market key available sites and buildings 2) Prepare marketing material that highlights the housing, retail, hotel and office demand for print, web-based and social media campaign based upon ULI Analysis. Staff Recommendation Support Lead Department Economic Development & Housing Timeframe 4 months Cost $5,000 Source of Funds ED operating budget and/or CRA funds Staff Lead (and support)  Denise Sanderson  Laura Canary  Additional assistance provided by Anne Fogarty-France, Katerina Gerakios-Siren, Audra Aja and Diane Hufford Supporting Departments  Public Communications  Real Estate Services Dependencies None Anticipated Deliverables  Electronic (PDF) document summarizing available sites/bldgs  Print version(s) Activities to be Conducted Team mtg: Goals, audience January 2015 Identify available sites/bldgs January Gather listing information January Create document February Gather names/addresses (mail/email) February Place on website March Post link on social media (LinkedIn, Facebook, Twitter) March Post individual sites to TampaBaySites.org March Distribute to stakeholders (realtors, developers, land use attorneys, engineers) March Created by GCL on 12/9/14. Revised 10/15/15.   Status: Complete Distributed brochure to more than 600 real estate developers, agents/brokers, land use attorneys, site selectors and community leaders and organizations. Placed advertisements in Florida Trend magazine (Sept and Oct 2015 issues; estimated >250,000 readers). Posted on Facebook and LinkedIn social media groups (>12,000 followers). Posted on City’s website. Total project cost: $9197   ULI Implementation Work Program Summary- 11/2/15 Priority Items   Action Item-ULI 31 Create a Forum for the Discussion of Issues with the City , Development Partners and Community Stakeholders Objective Provide a vehicle for the primary stakeholder interests in Downtown and East Gateway to exchange information on ULI Study implementation, exchange views on issues, share information relevant to implementation activities and coordinate individual activities related to ULI imlementation Staff Recommendation Support Lead Department CM Timeframe 120 days Cost TBD Source of Funds General Fund Reserves Staff Lead (and support)  Rod Irwin, ACM  Pam Akin, City Attorney  Rosemarie Call, City Clerk Supporting Departments  City Manager  City Attorney  City Clerk Dependencies  Compliance with Open Meeting Law Requirements Anticipated Deliverables  Staff Analysis of Organizational Options for Council Review  Agenda Item for Special ULI Work Session in January  Establishment of stakeholder discussion format Activities to be Conducted Research /compile options report for Council Review and advice December, 2014 Preparation of Agenda Item for Special Work Session January , 2015 Establishment of Stakeholder Discussion format March, 2015 Status: Complete. Initial Project abandoned due to difficulty of effective Open Meeting Law compliance by key stakeholders in Downtown. As an alternate, periodic Community Meeting Forum format, in   conjunction with DDB, CDP and Regional Chamber adopted.     ULI Implementation Work Program Summary- 11/2/15 Priority Items   Action Item-ULI 34 Investigate Use of TIF Bonds to Leverage Redevelopment Objective Establish the economic, financial, programmatic and opportunity cost considerations for the CRA in bond utilization, particularly vis-a-vis internal financing alternatives Staff Recommendation Support Lead Department CRA Timeframe 90 days Cost < $5,000 Source of Funds CRA Staff Lead (and support)  Rod Irwin  Jay Ravins Supporting Departments  CRA  Finance Dependencies  CRA TIF Receipts  Bond market receptivity/interest rates Anticipated Deliverables  TIF Bond Utilization White Paper from Financial Advisor  CRA Board Briefing and Discussion Item Activities to be Conducted CRA, Finance and Financial Advisor Develop White Paper on TIF Bond Utilization December,2014- January, 2015 CRA Board Briefing w/ Financial Advisor and CRA/Finance staff March, 2015 Status: Complete. CRA Briefing completed in March. Actual cost: $2500.   ULI REPORT IMPLEMENTATION MATRIX (P): Staff recommended initiatives to begin within 1st 90 days. Funding Sources and Costs thru 10/16/15 ACTIONS Lead Department General Fund General Fund Reserve(Including 500K ULI)CRA Penny for Pinellas Enterprise Funds Federal State Other Total Funding Notes FOCUS AREA 1: STRATEGY Planning, Development and Design Strategies STRATEGY 1.1: Waterfront District--Promote and grow the boating culture; instill activity along the waterfront. 1)Create a Comprehensive Boating Plan (P) M&A ED&H, P&R, Library 59975 59975 $35k 1a) Provide recreational boating experiences at downtown marina M&A Legal 0 TBD 2) Ensure environmental Integrity of Clearwater Harbor M&A Engineering 0 (1) TBD; (2) n/a; (3) $400k 3)Ensure future connections to the waterfront P&D P&R, Legal, Engineering 0 TBD 4)Create a water taxi or ferry service M&A Legal 24185 24185 (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 97372 97372 $75k+/- (subject to change based on final scope) 6)Attract waterfront restaurants ED&H CRA 0 TBD 7) Capitalize and grow Old Clearwater Bay housing stock ED&H P&D 0 TBD--Incentives needed for Rehab program funding; $15k for consultant SUBTOTAL STRATEGY 1.1 0 181532 0 0 0 0 0 0 181532 STRATEGY 1.2: Bluff/Waterfront 8) Master Plan the Bluff/Waterfront: -Appoint Steering Committee -Engage Development Consultant -RFP for Master Plan Consultant (Public Engagement) P&D ED&H ACM 6123 6123 $200-300k (depends on scope) 8a) Define Referendum process after Bluff Master Plan (added for timeline purposes) ACM, Legal Clerk, PC 0 TBD: Election schedule chosen will be major determinant of cost Cost/Source of Funds Page 1 8b) Following Master Plan process, conduct RFP process for "horizontal or master" developer (to develop opportunity sites along the Bluff) ACM ED&H 0 n/a 8c)Expand Coachman Park P&R 0 TBD 8d)Identify opportunity sites along the Bluff ACM 0 TBD 8e)Attract and promote a large draw on City Hall site ACM 0 TBD 8f) Make attractive locations across the Bluff and to the water (Cleveland street connection) P&R Engineering 0 TBD 9)Boost the Library (P) Library P&R ED&H 77909 99600 177509 $17,000 to upgrade PT to FT; $50,000 for evening hours, $50,000 for Fri & Sat morning, 10)Use Bridge as Gateway (P) P&R Legal Engineering 0 $350-400k (based on Tampa's project--Could be opportunity for corporate sponsorship) SUBTOTAL STRATEGY 1.2 0 84032 99600 0 0 0 0 0 183632 STRATEGY 1.3: Central Business District: Make downtown more attractive; bring people to the streets; make downtown more navigable 11)Make downtown more navigable Engineering CRA 0 TBD, based upon system selected 12) Reconsider design guidelines and signage regulations (P)P&D 0 n/a 13) Consider application of Form-based Code (in the Downtown Redevelopment Plan area) P&D Legal 0 Est. $75-100k 14) Create a Streetscape Toolkit (for secondary/arterial streets) Engineering ED&H 0 (3) $6m in Penny 3 allocated for Cleveland Streetscape Phase 3 15)Attract an Incubator (P) ED&H CRA 100000 100000 (1) TBD--Potential CRA financial participation; (2) TBD 16)Consider City Hall with Intermodal Hub CM/ACM Engineering 0 only as part of the CMA proposal); $5.5M in Penny 2017 for 17) Create a secondary service-based retail environment along Fort Harrison CRA 0 TBD 18) Attract additional retail/restaurants (i.e. Find the next Starbucks)CRA 0 TBD 19) Attract another cultural or entertainment venue to the area (i.e. Find the next Capitol Theatre)ACM 0 TBD Page 2 SUBTOTAL STRATEGY 1.3 0 0 100000 0 0 0 0 0 100000 STRATEGY 1.4: Community Gateways and Connections 20) Enhance Gateways (to include: five points intersection; Cleveland and Myrtle, lntermodal hub, Pinellas Trail; Fort Harrison & Court) (P) Engineering ED&H, CRA 0 TBD 21) Promote downtown brand through signage, public art, architectural elements, and green space P&D, P&R PC, CRA, Engineering 0 TBD 22)Build a garage near or adjacent to intermodal hub ACM Engineering 0 $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 0 est. $500k 24)Connect Jolley Trolley to East Gateway ED&H CRA 0 TBD 25) Evaluate highest and best use of the existing golf course and enhance Glen Oaks Park P&R 0 n/a 26) Connect Glen Oaks to East Gateway via a Stevenson Creek Trail CRA Engineering P&R 0 Est. $400k not including land acquisition 27)Commmunity Market (P) CRA ED&H 0 (1) TBD (2) TBD 28)Promote Healthy Food CRA ED&H P&R 0 TBD SUBTOTAL STRATEGY 1.4 0 0 0 0 0 0 0 0 0 TOTAL FOCUS AREA 1 0 265564 199600 0 0 0 0 0 465164 ACTIONS Lead Department General Fund General Fund Reserve(inlud 500K ULI)CRA Penny for Pinellas Enterprise Funds Federal State Other Total Funding Notes FOCUS AREA 2: COMMUNICATION/PARTNERSHIPS Item 2.1: Clearwater must begin to actively tell its story Cost/Source of Funds Page 3 29)Conduct community branding effort (P)PC $100,000 100000 $100k 30) Communicate the real estate market and potential for expansion of real estate activity (P) ED&H PC $757 $8,440 9197 $5k SUBTOTAL STRATEGY 2.1 757 108440 0 0 0 0 0 0 109197 Item 2.2: 31) Create a forum for the discussion of issues with the city, development partners, and community stakeholders (P)ACM 0 n/a SUBTOTAL STRATEGY 2.2 0 0 0 0 0 0 0 0 0 TOTAL FOCUS AREA 2 757 108440 0 0 0 0 0 0 109197 ACTIONS Lead Department General Fund General Fund Reserve CRA Penny for Pinellas Enterprise Funds Federal State Other Total Funding Notes FOCUS AREA 3: ORGANIZATIONAL CAPACITY AND IMPLEMENTATION ITEM 3.1: Implementation 32)Identify Lead Responsibility CM 0 n/a 33)Revise Downtown Redevelopment Plan P&D CRA 0 TBD if consultant is needed 34) Investigate the use of TIF bonds to leverage redevelopment (P) ACM Finance $2,500 2500 TBD 35) Add Clean and Safe Program to Downtown Redevelopment Plan CRA Police 0 TBD 36)Support Special Events CRA, DDB P&R 0 Recommend FY14-15 CRA funding: $75k Blast Friday and $15k Star Spec; DDB is funding SUBTOTAL STRATEGY 3.1 0 0 2500 0 0 0 0 0 2500 ITEM 3.2: Engage Partners 37)Create framework for engaging partners CM/ACM 0 n/a Cost/Source of Funds Page 4 38)Pinellas County CM/ACM Engineering ED&H 0 n/a 39)Business Leadership ED&H 0 n/a 40)Church of Scientology ACM, ED&H PC, P&D Others?0 n/a 41)Community Leaders ACM 0 n/a SUBTOTAL STRATEGY 3.2 0 0 0 0 0 0 0 0 0 TOTAL FOCUS AREA 3 0 0 2500 0 0 0 0 0 2500 TOTAL ALL FOCUS AREAS 757 374004 202100 0 0 0 0 0 576861 Page 5 Program Activity- FY 2015/16 181-99888 ULI Description Activity Date Expenditures Revenues Balance Total & Balance a/o 9/30/2014 $0.00 1st Quarter Trans March. 2015 $500,000.00 No Activity Period 7 Gulfside Docks/ Floating Docks May. 2015 $8,950.00 Journal Entry Payroll 6/19/15 June. 2015 $1,438.86 Journal Entry Payroll 6/19/15 June. 2015 $110.07 Gulfside Docks/ Floating Docks June. 2015 $8,950.00 Speeler Foundations June. 2015 $2,500.00 Squids Boat & Marine Servce June. 2015 $825.00 Speeler Foundations June. 2015 $1,000.00 Decks & Docks Lumber June. 2015 $903.24 Decks & Docks Lumber June. 2015 $1,056.49 Journal Entry Payroll 7/2/15 July. 2015 $1,284.69 Journal Entry Payroll 7/17/15 July. 2015 $1,257.98 Journal Entry Payroll 7/31/15 July. 2015 $1,284.70 Journal Entry Payroll 7/17/15 July. 2015 $37.00 Journal Entry Payroll 7/2/15 July. 2015 $154.16 Journal Entry Payroll 7/31/15 July. 2015 $154.16 Journal Etry Payroll 7/17/15 July. 2015 $143.89 Journal Entry Payroll 7/2/15 July. 2015 $307.24 Journal Entry Payroll 7/17/15 July. 2015 $307.24 Journal Entry Payroll 7/2/15 July. 2015 $113.47 Journal Entry Payroll 7/17/15 July. 2015 $106.88 Journal Entry Payroll 7/31/2015 July. 2015 $110.07 Stanec Consulting (BR510878)July. 2015 $3,315.00 Journal Entry Payroll 7/2/15 July. 2015 $48.30 Journal Entry Payroll 7/17/15 July. 2015 $16.10 Journal Entry Payroll 7/2/15 July. 2015 $11.00 Amazon (korg lilbits synt kit/adult)July. 2015 $159.00 Amazon (egg-bot kit/youth)July. 2015 $218.31 Amazon (cubelet/photo studio/ adults)July. 2015 $339.97 Amazon (wiibox mini 3d printer)Youth July. 2015 $998.00 Amazon (Quadcopter) adult July. 2015 $101.18 Amazon (eletronics discovery kit) youth July. 2015 $45.41 Amazon (variety) Adult July. 2015 $793.89 Journal Entry Payroll 8/14/15 Aug. 2015 $1,336.09 Journal Entry Payroll 8/28/15 Aug. 2015 $719.43 Journal Entry Payroll 8/14/15 Aug. 2015 $102.78 Journal Entry Payroll 8/28/2015 Aug. 2015 $287.77 Journal Entry Payroll 8/28/2015 Aug. 2015 $431.66 Journal Entry Payroll 8/14/2015 Aug. 2015 $307.24 Journal Entry Payroll 8/28/2015 Aug. 2015 $307.24 Journal Entry Payroll 8/14/2015 Aug. 2015 $106.89 Journal Entry Payroll 8/28/2015 Aug. 2015 $106.89 Stantec Consulting Services Aug. 2015 $13,305.04 Florida Trend Aug. 2015 $4,220.00 Amazon (Zhizhy Blck HDMI to VGA Cable Aug. 2015 $15.06 Amazon (YS 3D Creations- Filaments)Aug. 2015 $249.95 Amazon (ZhiZhi cable adaptor Adult)Aug. 2015 $21.72 Amazon (hatchbox filament ys 3-D)Aug. 2015 $22.96 Amazon (Maker Space YS Ping Pong)Aug. 2015 $16.98 Amazon (Filaments 3d creation Adult)Aug. 2015 $145.00 Amazon (3d printer tools) Aug. 2015 $88.60 Home Depot(maker space utility cabinet)Aug. 2015 $196.99 Ofice Dept (mkr spc cart for 3d printer)Aug. 2015 $141.99 Amazon ( FlashForge 3d printer)Aug. 2015 $1,199.00 Journal Entry Accrue Payroll 9/30/2015 Sept. 2015 $85.68 Journal Entry Accrue Payroll 9/30/2015 Sept. 2015 $1,153.35 Journal Entry Payroll 9/11/2015 Sept. 2015 $1,441.69 Journal Entry Payroll 9/25/2015 Sept. 2015 $1,294.09 Journal Entry Payroll 9/11/2015 Sept. 2015 $2.83 Journal Entry Payroll 9/25/2015 Sept. 2015 $137.30 Journal Entry Payroll 9/11/2015 Sept. 2015 $307.24 Journal Entry Payroll 9/25/2015 Sept. 2015 $307.24 Journal Entry Payroll 9/11/2015 Sept. 2015 $107.31 Journal Entry Payroll 9/25/2015 Sept. 2015 $106.32 Orion Telescope (Plnt Sphere & Fld star chart)Sept. 2015 $37.42 Orion Telescope ( Optic & binocular kits)Sept. 2015 $92.54 Amazon (maker space virtual glasses Sept. 2015 $4.07 Amazon (maker space fire extinguisher)Sept. 2015 $43.51 Amazon ( Maker Space Virtual glasses iphone)Sept. 2015 $4.99 Amazon (Maker space memory card)Sept. 2015 $5.99 Amazon (maker space emrery board)Sept. 2015 $4.25 Amazon (maker space lipo batteries)Sept. 2015 $43.98 Amazon ( maker space misc)Sept. 2015 $104.90 Amazon (maker space quadcopers misc)Sept. 2015 $121.10 Amazon (maker space supplies)Sept. 2015 $134.21 Amazon (white pro filament)Sept. 2015 $43.00 Amazon (maker space painters tape )Sept. 2015 $11.97 CDW- Government Sept. 2015 $5,203.00 Total a/o 9/30/2015 $71,168.56 500,000.00$ $428,831.44 Journal Entry Payroll 10/9/2015 Oct. 2015 $1,441.69 Journal Entry Payroll 10/9/2015 Oct. 2015 $307.24 Journal Entry Payroll 10/9/2015 Oct. 2015 $107.10 Stantec Consulting Services Oct. 2015 $14,998.35 Florida Trend Oct. 2015 $4,220.00 SHI International Corp Oct. 2015 $4,315.20 Total & Balance thru Period 1 $25,389.58 -$ $403,441.86 Library Maker Space Commitment $77,909 Spent $32,315.02 Balance $45,594 (45,594.00)$ Purchase Orders Open PO Stanec Consulting (BR510878)$97,372 Spent $31,618 Balance $65,754 (65,754.00)$ Encumbered Cardno TBE Commitment $6,123 plus time and materials (6,123.00)$ Stantec Consulting (Boating Plan)$59,975 (59,975.00)$ $100,000 (100,000.00)$ Completed PO ST111937 Amazon $1,199 Balance $0 ST111606 FL Trend $8,440 Balance $0 ST111661 Speeler $2,500 Balance $0 ST111821 Speeler $1,000 Balance $0 ST111636 Coastal Marine $17,900 Balance $0 ST111749 Decks & Docks $1,056.49 Balance $0.00 ST111748 Decks & Docks $903.24 Balance $0.00 ST111750 Dquid Diving $825 Balance 0 Total ULI $500k Balance Available after ACM Commitments to 10/16/2015 125,996$ ULI IMPLEMENTATION PLAN 11/2/15 STATUS I. Priority (P) Items Priority (P) Projects Status The status of the 13 Priority Projects: 5 Completed: •TIF Bond Examination •Create Stakeholder Advisory Group: •Development Parcel Marketing •Boost Downtown Library •Attract Incubator/Entrepreneurial Ecosystem Priority (P) Projects Status 6 On Schedule: •North Marina Master Plan •Bluff/Coachman Master Plan •Mercado for East Gateway •Enhance Gateway Signage to Downtown •Harbor Bridge Aesthetic Lighting •Review Downtown Design Guidelines Priority (P) Projects Status 2 Delayed: •Comprehensive Branding Initiative •Comprehensive Boating Plan for Harbor II. Financial Status Financial Highlights •576,861 Expended on ULI September, 2014- October 2015 (Excluding $100,000 Branding) •Largest Source of Funds was $500K General Fund Appropriation - $374,004 •$1,000,000 CRA ULI Project Established in 2015-2016 Budget Financial Highlights Major Expenditures to Date: •Library/STEM Build Out and Staff-- $177,509 •Entrepreneurial Ecosystem Agreement $100,000 •North Marina Master Plan- $97,372 Fund Balances Expenditures/Commitments as of 10/16/15: General Fund Appropriation - $500,000 Expended/ Committed - $374,004 Available: $125,996 Fund Balances CRA Project Budget: # 388-94885 - $1,000,000 Expended /Committed $ 99,600 Available: $ 900,400 III. Highlighted Projects a) Branding Comprehensive Market Research Conducted Brand Platform Created 33 Logos Presented Brand Narrative Developed Logo Selected Logo Refined Brand Development Brand Platform Statement •For people who appreciate the defining beauty and opportunity of Florida, •Clearwater, an urban oasis in the Tampa Bay region with some of Florida’s natural superlatives from one of the highest bluffs to the best beaches, •celebrates and reveres the city’s relationship with water and nature •so the path to all things from preservation to progress is clear. Tagline BRIGHT AND BEAUTIFUL BAY TO BEACH Next Steps October Creative work finalized November Creative samples provided November Begin Internal Rollout January Rollout to community III. Highlighted Projects b) Bluff Master Plan Bluff/Waterfront Master Plan Goals •Implement Recommendations From ULI Report •Implement Clearwater Downtown Redevelopment Plan •Identify Redevelopment Opportunities •Create Vibrate Waterfront Area & Park Bluff/Waterfront Master Plan Scope •Public Engagement Plan •Market Study •Circulation Framework Plan •Parks & Open Space Framework Plan •Catalyst Projects Framework Plan •Parking Study & Strategy •Cost Estimates •Implementation Strategy •Master Plan Document Bluff/Waterfront Master Plan Public Engagement •Innovative, Informative & Participatory •Creative & Active Engagement Process •Public Workshops – Minimum of 5 •Stakeholder Committee •Internal Steering Committee •Project Website & Social Media •Email List Bluff/Waterfront Master Plan Schedule •Issue RFP Nov. 18, 2015 •Proposals Due Jan. 06, 2016 •Evaluation Committee Mtg Week of Jan. 18, 2016 •Consultant Interview Week of Feb. 01, 2016 •Contract Negotiations Feb. 2016 •Council Contract Approval Mar. 17, 2016 IV. Next Steps Next Steps… •Staff moves forward with implementation, incorporating Council discussion •Staff provides quarterly reports to Council on progress •Staff provides quarterly funding report to Council •Adjustments to priority items as needed Questions/Comments? Cover Memo City of Clearwater City Hall 112 S. Osceola Avenue Clearwater, FL 33756 File Number: ID#15-1827 Agenda Date: 11/2/2015 Status: Agenda ReadyVersion: 1 File Type: Action ItemIn Control: Community Redevelopment Agency Agenda Number: 4.4 SUBJECT/RECOMMENDATION: Provide authorization to issue the Request for Proposals (RFP) for the Bluff/Coachman Park Master Plan. SUMMARY: At its meeting of July 13, 2015, the CRA approved the project template for the Bluff/Coachman Park Master Plan. A Request for Proposals (RFP) for this Master Plan has been drafted. The RFP incorporates a public engagement plan, market study, cost estimates, and implementation strategy as components of the project scope. Staff is requesting your concurrence with, and authorization for the Bluff/Coachman Park Master Plan RFP to be issued. Page 1 City of Clearwater Printed on 10/29/2015 REQUEST FOR PROPOSAL / RFP # 04-16 THE BLUFF/WATERFRONT MASTER PLAN CITY OF CLEARWATER, FLORIDA November 18, 2015 October 23, 2015 Draft / RFP # 04-16 City of Clearwater – The Bluff/Waterfront Master Plan Page 1 of 13 Contents Section 1 - Purpose.....................................................................................................................................2 City Goals..................................................................................................................................................2 Plan Objectives .........................................................................................................................................2 Section 2 - Background..............................................................................................................................3 2.1 - Overview ...........................................................................................................................................3 2.2 - Opportunity Sites ..............................................................................................................................4 2.3 - Urban Land Institute (ULI) Advisory Services Panel Report.............................................................5 2.4 - Comprehensive Boating Plan ...........................................................................................................5 2.5 – Downtown Plan ................................................................................................................................5 2.6 - Stormwater Manual...........................................................................................................................6 2.7 - Referendum Considerations.............................................................................................................6 2.8 – Developer Consultant.......................................................................................................................6 Section 3 - Study Area................................................................................................................................7 Section 4 - Scope of Work..........................................................................................................................8 4.1 - Public Engagement Plan...................................................................................................................8 4.2 – Market Study....................................................................................................................................9 4.3 – Circulation Framework Plan.............................................................................................................9 4.4 – Parks and Open Space Framework Plan.........................................................................................9 4.5 – Catalyst Projects Framework Plan...................................................................................................9 4.6 – Parking Study and Strategy .............................................................................................................9 4.7 – Cost Estimates.................................................................................................................................9 4.8 – Implementation Strategy ................................................................................................................10 4.9 – Master Plan Document...................................................................................................................10 4.10 – Hearings.......................................................................................................................................10 4.11 – File Formats .................................................................................................................................10 Section 5 - Submission Requirements ...................................................................................................10 5.1 – Inquires, Questions, and Clarifications ..........................................................................................10 5.2 – Delivery ..........................................................................................................................................10 5.3 – Deadline.........................................................................................................................................10 5.4 – Schedule ........................................................................................................................................11 5.5 – Submission Format ........................................................................................................................11 5.6 – Consultant Team Qualifications.....................................................................................................11 5.7 – References.....................................................................................................................................11 5.8 – Project Understanding....................................................................................................................11 5.9 – Project Approach............................................................................................................................11 5.10 – Final Total Cost............................................................................................................................12 Section 6 – Evaluation..............................................................................................................................12 6.1 – Criteria for Evaluation and Award ..................................................................................................12 6.2 – Short-Listing...................................................................................................................................13 6.3 – Presentations/Interviews................................................................................................................13 Section 7 - Supporting Documents.........................................................................................................13 October 23, 2015 Draft / RFP # 04-16 City of Clearwater – The Bluff/Waterfront Master Plan Page 2 of 13 Section 1 - Purpose The City of Clearwater, Florida (the City) is issuing this Request for Proposal (RFP) for the purpose of seeking a qualified consulting team(s) to facilitate and create The Bluff/Waterfront Master Plan (the Plan). The Plan is focused on the bluff west of Osceola Avenue, including Coachman Park and the waterfront. The Plan will assist the City in establishing a specific vision and adopting an implementation strategy to achieve a signature downtown waterfront area. The project work products will enable the City to implement a significant action item identified by the Urban Land Institute (ULI) Advisory Services Panel that was conducted in 2014. The following lists the project goals and objectives: City Goals Implement the recommendations from the ULI Report (June 15 -20, 2014). Implement the Clearwater Downtown Redevelopment Plan Create a vibrant waterfront area/park. Identify redevelopment opportunities. Plan Objectives Connect/integrate with downtown. Incorporate downtown plan design elements (e.g. streetscape, wayfinding). Create a strategy plan for economic development/redevelopment; include building out plan, identify actions (public/private), and identify other strategies that are needed for implementation. Complete a market analysis. Define a parking strategy. Activate waterfront. Complement downtown; link waterfront, park and downtown businesses. Incorporate other plans/initiatives (e.g. Comprehensive Boating Plan) Create opportunities for waterfront events to benefit downtown businesses October 23, 2015 Draft / RFP # 04-16 City of Clearwater – The Bluff/Waterfront Master Plan Page 3 of 13 Section 2 - Background 2.1 - Overview The City of Clearwater is a gulf coast city of approximately 110,000 residents located within the larger Tampa Bay region. Clearwater is the Pinellas County Seat with the densest county population in Florida. It is a governmental, business, and cultural center for the western metropolitan area. Clearwater has a variety of distinct neighborhoods, districts, and landscapes; the city encompasses the mid-county regions of mainland Pinellas County, the waterfront along Clearwater Harbor, and a barrier island on the Gulf of Mexico. Clearwater’s Downtown is an established central business district. It includes City Hall, municipal departments, the Main Library, and Pinellas County offices. There is a land use mix including significant institutional uses, multi-family, office, retail, restaurant, recreation; and established traditional neighborhoods surround the city center. Downtown has a public transportation terminal (PSTA) and is a significant node along the Pinellas Trail. Ferry service connects downtown to the beaches. Downtown is located on a bluff that rises 30 feet above Clearwater Harbor. Downtown serves as the gateway to Clearwater Beach; the primary route passes through its southern boundaries by way of the Clearwater Memorial Causeway. Downtown is a focal point for the community whose centerpiece is Coachman Park, public open space, and the Clearwater Harbor Marina. The Main Library, City Hall, and the Harborview Center are public institutions that rest on the rim of the bluff and overlook the harbor. Several large vacant properties are located in and around the waterfront area. Cleveland Street stretches from the waterfront into the downtown core; it was historically the City’s ‘main street’ and was recently enhanced with streetscape modifications. Although the commercial establishments have declined over the years, downtown Clearwater has retained its governmental, institutional, and open space functions. The bluff and waterfront areas are a part of a designated Community Redevelopment Area (CRA) which encompasses the downtown and some surrounding neighborhoods. A CRA has been in place since 1981 and has experienced periodic updates and boundary adjustments. The Clearwater Downtown Redevelopment Plan (CDRP) is the guiding planning document for the activity within the CRA; the current version has been in place for over 10 years. The CDRP and CRA have been instrumental in substantial public and private investment. Today, the bluff and waterfront host a variety of community events and are places of civic activity. However, many waterfront and bluff areas are physically and psychologically separated from the downtown core and other active uses. This is partially due to subpar urban design elements such as street pattern, pedestrian connections, and building orientation. The City aspires to knit together existing assets to create a holistic downtown with a connected waterfront. This will be accomplished through a comprehensive master plan for the bluff and waterfront areas. October 23, 2015 Draft / RFP # 04-16 City of Clearwater – The Bluff/Waterfront Master Plan Page 4 of 13 2.2 - Opportunity Sites The Downtown Clearwater area has several opportunity sites that can be reconfigured, modified, and/or redeveloped to activate the waterfront and the blocks atop the bluff. Furthermore, existing public infrastructure can be used as leverage to incentivize investment and stitch together the downtown core. The following opportunity sites have been identified for the project: Coachman Park is a large public park situated near the water’s edge and just below the bluff. The park includes large lawn areas, a pond, and walking paths. The park is used for outdoor events; many of which use the Charles Wharton Johnson Pavilion which hosts national performers. The park is bordered by Drew Street on two sides. There is opportunity to enhance the park in terms of design, access, programming, and event accommodations. The Main Library is located atop the bluff and overlooks the Clearwater Harbor. The relatively new multi-level building includes several use areas such as the public library, administrative offices, a café, meeting rooms, and storage. The library has an adjacent surface parking lot and is oriented to Osceola Avenue. There is opportunity to modify the building and parking configuration. Harborview Center is a convention and meeting venue located on the bluff slope and maintains water views. The multi-level building has meeting areas, reception areas, and retail space; the facility has multiple entrances. The convention facilities have been closed for many years. Currently Winter's Dolphin Tale Adventure occupies a portion of the building area. Previous studies conducted by the City indicate it would be cost prohibitive to reuse the building for other purposes. The building has an adjacent surface parking lot which is located along the waterfront. There is opportunity to redevelop the site for other uses. City Hall is a mid-century, multi-story structure situated atop the bluff with waterfront views. The building is set back from Osceola Avenue and separated with a sizable surface parking lot. A second surface lot is located below the bluff and closer to the water. A fountain and courtyard are central to the property. There are long-term plans to construct a new city hall within the downtown core. There is opportunity to redevelop/repurpose the City Hall site. Bayfront Tennis Complex is a four court outdoor tennis park located near the waterfront and south of Cleveland Street. Large lawn areas surround the courts and parking is provided on adjacent streets and nearby municipal lots. There may be an opportunity to redevelop/modify the complex for future uses. The Clearwater Marine Aquarium-Owned Site (CMA) is a vacant property located immediately south of City Hall. The property is located on the bluff at Pierce Street and Osceola Avenue. The property was previously planned as a future aquarium but the CMA is no long planning to build on this site. The CMA is focused on expanding their existing facility on Island Estates. There is opportunity to plan for future uses on this site that activate the waterfront and downtown. The Clearwater Harbor Marina is situated at the Cleveland Street terminus and partially under the Clearwater Memorial Causeway Bridge. The marina is publically-owned and includes multiple boat slips for long-term and short-term docking. A privately operated ferry service is provided at the marina. There is opportunity to ensure the marina is better connected to downtown. October 23, 2015 Draft / RFP # 04-16 City of Clearwater – The Bluff/Waterfront Master Plan Page 5 of 13 Area Streets possess the opportunity to be better integrated, connected, and functional in the downtown area. The following describes the primary streets in the study area: o Cleveland Street is the main commercial/retail street in downtown and currently terminates at the waterfront before continuing as Drew Street. There are no ground level active uses west of Osceola Avenue; this segment has not received the same streetscape enhancements as other downtown segments. Cleveland Street has on-street parking and sidewalks. Cleveland Street was previously the primary link to the beach until a new bridge was constructed over 10 years ago. o Drew Street is a primary east-west roadway that runs along the northern portions of the downtown core. Drew Street also turns into a waterfront drive as it terminates at the harbor; Drew Street and Cleveland Street intersect to create a loop around many of the waterfront assets. Drew Street includes on-street parking, sidewalks, and landscaping; however, it has not received the same streetscape enhancements as other streets in downtown. o Pierce Street is an east-west roadway that terminates at the waterfront under the bridge. The roadway serves as the sole access to two public parking lots and a private condominium tower. Pierce Street has no other street connections west of Osceola Avenue; no streetscape enhancements have been applied. There is no on-street parking. Sidewalks line its north side and portions of its south side. o Osceola Avenue is a primary north-south street that connects the library, Harborview Center, City Hall, the CMA site, and the Pinellas County government campus. Osceola Avenue has continuous sidewalks and some on-street parking. Osceola Avenue has not yet received the same downtown streetscape enhancements; each segment has different sidewalk and parking treatments and there is a lack of design cohesiveness. 2.3 - Urban Land Institute (ULI) Advisory Services Panel Report In June 2014, the Urban Land Institute conducted an evaluation and report to review the existing conditions, identify assets, notate the challenges, and recommend actions to improve downtown Clearwater. The report focused on the waterfront assets and recommended that a strategic plan be created to improve the waterfront area and create a stronger connection to the downtown core. 2.4 - Comprehensive Boating Plan The City is presently embarking on a Comprehensive Boating Plan aimed at defining the long-term management and expansion to the Clearwater Harbor Marina. The Comprehensive Boating Plan is focused on the water activities but will address the upland resources/facilities needed to accommodate the future programming. The Comprehensive Boating Plan should be considered and incorporated into The Bluff/Waterfront Master Plan. 2.5 – Downtown Plan The Clearwater Downtown Redevelopment Plan (CDRP) was created and adopted over 10 years ago as the guiding document for land use, design guidelines, capital improvements, and strategy for the downtown vicinity. It is the City’s goal to retain this document and carry forward the general vision into other downtown planning efforts. The CDRP includes a land use map and design guidelines that affect development design, scale, and intensity. The CDRP also includes wayfinding and signage details. The CDRP should be considered as a guiding document to the Bluff/Waterfront Master Plan in terms of development components, design, and intensity. The CDRP has a “Coachman Park Master Plan” that will be amended as part of the Bluff/Waterfront Master Plan. The City is open to minor modifications to the CDRP to accommodate the outcomes from the Bluff/Waterfront Master Plan recommendations. City staff will update the CDRP after the Bluff/Waterfront Master Plan project is complete and as a separate October 23, 2015 Draft / RFP # 04-16 City of Clearwater – The Bluff/Waterfront Master Plan Page 6 of 13 initiative. Specifically, the CDRP will be amended with a new Coachman Park Master Plan, updated strategies, and renewed capital projects plan. 2.6 - Stormwater Manual The City recently created and adopted a new stormwater manual that allows for new best management practices (BMP) methods for managing stormwater. The manual includes new low impact development (LID) options that are conducive to urban redevelopment areas. The manual also provides opportunities for regional stormwater management. There is an opportunity to use the new stormwater management techniques in the waterfront redevelopment to maximize development potential while meeting stormwater quality/quantity standards. The City is interested in applying LID stormwater techniques in the Bluff/Waterfront Master Plan to maximize land usage and to create demonstration project(s) to showcase sustainable site design. 2.7 - Referendum Considerations Pursuant to City Charter, certain public lands require voter approval to transfer to private ownership/lease. While the referendum requirements should not be the guiding factor in developing the ideal Bluff/Waterfront Master Plan, it should be considered in terms of appropriateness, public opinion, and feasibility. 2.8 – Developer Consultant The City may elect to hire a developer/real estate expert to serve as a separate consultant to advise staff and the Consulting Team through the process. The developer consultant will serve as technical, financial, and market advisor to ensure plans are feasible and rooted in real estate realities. The developer consultant would be involved in project meetings, review project materials, and provide feedback/recommendations on the project elements. This role is separate from the scope and roles sought in this RFP, but should be considered in context. October 23, 2015 Draft / RFP # 04-16 City of Clearwater – The Bluff/Waterfront Master Plan Page 7 of 13 Section 3 - Study Area The project area is focused on the bluff and the waterfront areas in downtown Clearwater; whereas, the immediately surrounding areas should be studied and addressed in the resulting plan. Specifically, the core project areas include Osceola Avenue to the east, the waterfront to the west, Court Street to the south, and Drew Street to the north (and including city property on the water to the north). The periphery areas will be addressed in terms of probable uses, investment opportunities, circulation/connections, and needed capital improvements. Study Area and Context Map October 23, 2015 Draft / RFP # 04-16 City of Clearwater – The Bluff/Waterfront Master Plan Page 8 of 13 Section 4 - Scope of Work The City of Clearwater seeks a consultant team to facilitate and develop The Bluff/Waterfront Master Plan that includes public engagement, development plans, and implementation strategy to transform the area into a signature waterfront district that is a connected part of its downtown area. The Plan is envisioned to establish the policy framework of guiding principles and future decision making. The following lists the individual tasks that will be included in the scope of work: 4.1 - Public Engagement Plan The Consultant Team shall create and implement a comprehensive and inclusive public engagement plan that will span the duration of the project. The engagement plan should be informative and participatory; the engagement plan should be crafted to coincide with project phasing and key milestones. The engagement plan should welcome city-wide participation and provide multiple means to provide comment. The engagement plan is also essential to provide clear, accurate awareness for potential public referendums that will be required for development on public property. The public engagement plan should include the following minimum components: Public Workshops – The Consultant Team shall conduct a minimum of five (5) public workshops to provide project information, convey periodic findings, present design/programming alternatives, and obtain public feedback. The Consultant Team should consider a variety of innovative approaches to public engagement beyond the traditional open house model in order to creatively and actively engage the public while obtaining feedback. City staff will assist with the public workshops, arrange notice, and schedule the venue. Steering Committee – The Consultant Team will co-facilitate a minimum of five (5) internal steering committee meetings. The Steering Committee will be compose of City staff and may include representatives from other jurisdictions. The steering committee is focused on the technical, policy, and logistical elements of the project. The City will be responsible for creating the steering committee and scheduling meetings. Stakeholders Committee - The Consultant Team will co-facilitate a minimum of four (4) stakeholder committee meetings. The Stakeholder Committee will include a core of community representatives that will provide recommendations relating to the plan elements, design, and implementation strategy. The Consulting Team will assist the City in creating the Stakeholder Committee and recruiting membership. The City will be responsible for scheduling meetings. Project Website and Social Media – The Consultant Team will create a project website that will provide the project scope, schedule, findings, meeting dates/times/location, project milestones, design alternatives, and adoption hearing dates. The website shall also provide a means for participates to comment on the project and specific elements therein. The website shall post all relevant project documents and shall include the point of contact for all telephone calls, emails, and other submissions. The Consultant Team should utilize additional social media applications to inform the public of the project, schedule, and meeting times. Email List – The Consultant Team shall co-create and co-manage an established email list to publically notice registered persons and provide them with regular project updates. The email list shall include nearby business associations, neighborhood associations, and registered project participates. October 23, 2015 Draft / RFP # 04-16 City of Clearwater – The Bluff/Waterfront Master Plan Page 9 of 13 4.2 – Market Study The Consultant Team shall provide a market study for the bluff/waterfront areas and the immediately surrounding properties. The study should, at a minimum, examine residential, commercial, office, and the hospitality markets at the regional and local scale. The study should follow industry standards with regard to methodology and data sources. The market study should identify the probable future uses that (a) would be appropriate/feasible in the bluff/waterfront areas, and (b) would influence other investment in the surrounding downtown core. The Consultant Team will work with staff and the developer consultant in preparing the findings and recommendations. 4.3 – Circulation Framework Plan The Consultant Team shall create a Circulation Framework Plan (C-FP) that identifies the ideal future transportation network in terms of pedestrian, vehicular, bicycle, watercraft, and transit modes. The C-FP should promote multi-modal circulation to and around the bluff/waterfront area. The C-FP will identify the future roadway layouts, pathways, and transit amenities. The ideal C-FP will also include typical cross sections for each facility type. 4.4 – Parks and Open Space Framework Plan The Consultant Team shall create a Parks and Open Space Framework Plan (POS-FP) that identifies the ideal future open space areas in terms of location, character, programming, and design. The POS-FP should promote a variety of open space types in and around the bluff/waterfront area. The POS-FP may include public parks, event areas, plazas, greenways, blueways, and private open space areas. 4.5 – Catalyst Projects Framework Plan The Consultant Team shall create a Catalyst Projects Framework Plan (CP-FP) that identifies potential catalytic sites and projects in the bluff/waterfront area. As part of the CP-FP, the Consultant Team shall provide the conceptual development plans, identify the programming, list the implementing strategies, and develop cost estimates for each catalytic project/site. In developing the catalyst plans, the Consultant Team shall collaborate with the City’s developer partner. At a minimum, the Consultant Team shall include the following sites/projects in the CP-FP: Library property (retain library functions while exploring partial adaptive reuse for residual spaces) Harborview Center property City Hall property Clearwater Marine Aquarium (CMA) property Coachman Park and other waterfront parks Clearwater Harbor Marina (Comprehensive Boating Plan) 4.6 – Parking Study and Strategy The Consultant Team shall explore and recommend a comprehensive Parking Study and Strategy that should be implemented in the bluff/waterfront district to efficiently serve its uses. The study/strategy shall explore shared parking opportunities, propose efficient/reasonable access, explore cost-feasible construction methods, and downplay the physical appearance of automobile parking. The study shall utilize industry standard methods for parking calculation and generations. Finally, the plan should provide creative and feasible parking strategies that can be implemented on a district scale. 4.7 – Cost Estimates The Consultant Team shall provide cost estimates for each recommended capital improvement using industry standard methods and current construction costs. Cost Estimates should be presented and calculated on a project basis. October 23, 2015 Draft / RFP # 04-16 City of Clearwater – The Bluff/Waterfront Master Plan Page 10 of 13 4.8 – Implementation Strategy The Consultant Team shall provide an implementation strategy to ensure the ideas and projects within the Bluff/waterfront area are effectively executed. In doing so, an implementation strategy should be established for each catalyst project, capital improvement, and policy change. 4.9 – Master Plan Document The Consultant Team shall create a master plan document that packages together the project process and findings in terms of existing conditions, public engagement, reports/studies, framework plans, catalyst projects, cost estimates, and implementation strategy. The master plan document should be articulate, illustrative, and descriptive. 4.10 – Hearings The Consultant Team shall participate in plan/presentation hearings before the Community Development Board and City Council; the team will assist City staff in preparing for these hearings, making formal presentations, and providing responses. The hearings will include a minimum of three (3) individual hearings that will include the separate meetings before Community Development Board and City Council. 4.11 – File Formats The Consultant Team shall provide all work products in file formats agreed upon by the City. City staff will use project documents for future analysis, periodic updates, and incorporation into other policy documents/reports. Section 5 - Submission Requirements Respondents to this RFP shall prepare submissions and seek clarification pursuant to the following requirements. 5.1 – Inquires, Questions, and Clarifications All inquiries, questions, and requests for clarifications/interpretations shall be submitted in writing to the city contact either by letter, email. Answers to questions will be provided by means of an RFP addendum. During the period of time for which this RFP is being advertised and considered, the City’s primary contact for information shall be: Alyce Benge, CPPO, Purchasing Manager City of Clearwater 100 South Myrtle Ave. 3rd Floor Clearwater, Florida 33756 alyce.benge@myclearwater.com 727-562-4633 5.2 – Delivery Proposals shall be marked RFP 04-16, The Bluff/Waterfront Master Plan” and delivered to: City of Clearwater Purchasing Department 100 South Myrtle Avenue, 3rd Floor Clearwater, Florida 33756 Submittals may be delivered by hand, courier, express shipping, and/or United State Postal Service (PO Box 4748, Clearwater, FL 33758). Email submissions will NOT be accepted. 5.3 – Deadline Proposals shall be received no later than 10:00 am on January 6, 2016. Proposals received after the specific time will NOT be considered. The City will not be responsible for failure of courier, express October 23, 2015 Draft / RFP # 04-16 City of Clearwater – The Bluff/Waterfront Master Plan Page 11 of 13 shipping, USPS, or other delivery service to deliver a proposal to the appropriate appointed place and by the appointed time. 5.4 – Schedule The following schedule is tentative and subject to change at the City’s discretion. Issue RFP November 18, 2015 Advertise in Tampa Bay Times November 20, 2015 Proposals due by 10:00 am January 6, 2016 Evaluation Committee Meeting Week of January 18, 2016 Respondents Interviews Week of February 1, 2016 Contract negotiation completion February 2016 City Council contract approval March 17, 2016 5.5 – Submission Format Respondents shall provide one (1) original response, 7 copies and one (1) digital copy in PDF format on disc or thumb drive. 5.6 – Consultant Team Qualifications Respondents shall provide information that demonstrates expertise, experience and capabilities. Respondents shall provide the firm(s) overview in terms of location, services provided, and size. Submissions shall also list professional capabilities and areas of expertise. Responses shall provide relevant project experience with descriptions, location, client, images, and year(s) completed. Finally, responses shall introduce each team member in terms of expertise, years and project experience, and professional credentials. 5.7 – References Respondents shall provide at least three (3) client references from recent relevant projects. Responses shall include: Name, Title/Role, Company/Organization, Project Association, Email Address, and Telephone number. 5.8 – Project Understanding Respondents should demonstrate their project understanding and the path to implement the City’s goals and objectives. Respondents should appreciate the existing urban fabric/context and recognize preliminary opportunities and constraints. 5.9 – Project Approach Respondents shall provide a written description of their intended project approach, planning philosophy, and initial ideas of redeveloping the Plan. The project approach should specifically address all the tasks listed in the Section 4 – Scope of Work of this RFP. At a minimum, the project approach description shall address the following: Public Engagement Plan Plan Components Project Management / Organizational Chart Project Schedule / Timeline October 23, 2015 Draft / RFP # 04-16 City of Clearwater – The Bluff/Waterfront Master Plan Page 12 of 13 Quality Assurance / Quality Control Team Availability/Capacity 5.10 – Final Total Cost Respondents shall provide a total cost for completing the project and the tasks listed under Section 4 – Scope of Work. A total price shall be provided along with a price for each task. Reimbursable rates shall be provided. Travel expenses shall be included in the lump sum fee(s). Section 6 – Evaluation Proposals will be reviewed by an evaluation committee composed of City employees and/or authorized agents. The City staff may or may not initiate discussions with proposers for clarification purposes. Clarification is not an opportunity to change the proposal. Proposers shall not initiate discussions with any City employee or official. 6.1 – Criteria for Evaluation and Award The City evaluates four categories of information: responsiveness, responsibility, the technical proposal and price. All proposals must meet the following responsiveness and responsibility criteria. Responsiveness.The City will determine whether the proposal complies with the instructions for submitting proposals including completeness of proposal which encompasses the inclusion of all required attachments and submissions. The City must reject any proposals that are submitted late. Failure to meet other requirements may result in rejection. Responsibility.The City will determine whether the proposer is one with whom it can or should do business. Factors that the City may evaluate to determine "responsibility" include, but are not limited to: excessively high or low priced proposals, past performance, references (including those found outside the proposal), compliance with applicable laws, proposer's record of performance and integrity- e.g. has the proposer been delinquent or unfaithful to any contract with the City, whether the proposer is qualified legally to contract with the City, financial stability and the perceived ability to perform completely as specified. A proposer must at all times have financial resources sufficient, in the opinion of the City, to ensure performance of the contract and must provide proof upon request. The City reserves the right to inspect and review proposer’s facilities, equipment and personnel and those of any identified subcontractors. The City will determine whether any failure to supply information, or the quality of the information, will result in rejection. Technical Proposal. The City will determine how well proposals meet its requirements in terms of the response to the specifications and how well the offer addresses the needs of the project. The City will rank offers using a point ranking system (unless otherwise specified) as an aid in conducting the evaluation. Price.Proposal costs will be scored relevant to the value in the proposal and against the other responses. If less than (3) responsive proposals are received, at the City’s sole discretion, the proposals may be evaluated using simple comparative analysis instead of any announced method of evaluation, subject to meeting administrative and responsibility requirements. The criteria that will be evaluated and their relative weights are: October 23, 2015 Draft / RFP # 04-16 City of Clearwater – The Bluff/Waterfront Master Plan Page 13 of 13 Evaluation Criteria Possible Points Team Qualifications 30 Project Approach (excluding Public Engagement)30 Public Engagement Plan 20 Quality of previous performance/References 10 Proposed Cost 10 6.2 – Short-Listing The City at its sole discretion may create a short-list of the highest scored proposals based on a preliminary evaluation against the evaluation criteria. Only those shortlisted proposers would be invited to give presentations and/or interviews. Upon conclusion of any presentations/interviews, the City will finalize the scoring against the evaluation criteria. 6.3 – Presentations/Interviews The proposer must provide a formal presentation/interview on-site at a City location upon request. Section 7 - Supporting Documents The following documents are directly applicable to The Bluff/Waterfront Master Plan. Respondents are encouraged to review these supporting documents prior to preparing formal submissions. These documents are available on the City website. Clearwater Downtown Redevelopment Plan (effective date February 2004) Urban Land Institute Report for Clearwater (June 15-20, 2014) The Clearwater Comprehensive Boating Plan (draft) Cover Memo City of Clearwater City Hall 112 S. Osceola Avenue Clearwater, FL 33756 File Number: ID#15-1826 Agenda Date: 11/2/2015 Status: Agenda ReadyVersion: 1 File Type: Action ItemIn Control: Community Redevelopment Agency Agenda Number: 4.5 SUBJECT/RECOMMENDATION: Approve Amendment to ULI 12 Priority (P) Work Program, Reconsider Downtown Design Guidelines, to expand the scope of work to include an update and reformatting of the Downtown Redevelopment Plan to incorporate ULI related implementation projects, programs, and strategies; update character districts; incorporate contents of the Downtown zoning district from the Community Development Code; create minimum standard development; and update design and signage guidelines in the Downtown Redevelopment Plan area. SUMMARY: The Planning and Development Department began work on ULI #12 Priority Work Program to “Reconsider Downtown Design Guidelines” by organizing and meeting with a downtown stakeholder group to provide feedback. After discussions with stakeholders and meetings with the group, it became increasingly clear that the outcome of original scope of work was not going to satisfy the stakeholder’s fundamental concerns. While this priority work program item was created to meet the desire to address potentially quick implementation items from the ULI Report, it was not going to address the underlying issues identified by the group as any amendment to the Downtown Redevelopment Plan is a complicated and lengthy process requiring approvals from multiple agencies. Planning and Development staff believes that an update/reformat of the entire Plan is needed this juncture to: 1)Meet the needs of downtown stakeholders; 2)Provide a comprehensive review of the underlying issues and streamline the process; 3)Create the vehicle to incorporate and implement the various studies underway. Planning and Development is proposing an expansion of the scope of the ULI Priority Item “Reconsider Downtown Design Guidelines and Sign Regulations” to include an update and reformatting of the Downtown Clearwater Redevelopment Plan. The proposed changes described below will streamline and simplify the City’s Downtown Redevelopment Plan while accommodating several major objectives which have been identified as important to enhancing opportunity for future economic development in the downtown plan area. This approach affords an opportunity to successfully integrate all ULI-related work, studies, and projects into the downtown planning document as appropriate, and in some cases, as a legal imperative for CRA related projects and expenditures. Importantly, this is the vehicle which will enable the implementation of the East Gateway Vision plan, North Marina Area Plan, the Comprehensive Boating Plan and the Bluff/Coachman/Waterfront Plan. Lastly, it is important to remember that each time a special area plan is amended at least six months alone needs to be allotted for the review process both within and without the City. Page 1 City of Clearwater Printed on 10/29/2015 File Number: ID#15-1826 Character Districts The focus of this task is to re-examine the six Character Districts which make up the Downtown Planning Area and their relationship with the Community Development Code (CDC). The Character Districts work in tandem with the Design Guidelines guiding development and through use requirements, function, development patterns and intensity, density and height. The Design Guidelines ensure projects implement the goals, objectives and policies and Character District visions. Staff intends to remove the contents of the Downtown District from the CDC and incorporate them into each of the Character Districts. This will accomplish several goals: First, it will fulfill the stated obligation of the City, as specified as a one year goal from adoption of the Plan, to include minimum standard development design parameters within the Downtown Planning Area. Uses listed as a minimum standard development may be reviewed directly through the building permit or Business Tax Receipt process reducing review times from up to three months to days or even hours and eliminating application fees which generally start at $675. It has already been established that each of the Character Districts are unique with regard to pattern of development (both existing and desired) and mix of uses. Staff believes that the current D District regulations are overly broad and general in their scope to appropriately reflect the nuances of each character district. This approach will allow staff to clearly and predictably regulate uses by character district. This will allow staff to focus on the form-based component of development which consists of application of the Design Guidelines. Second, staff intends to re-examine the application of parking requirements in, at least, parts of the Downtown Planning Area. For example, it may make sense for overnight accommodations and residential uses to provide their own on-site parking but for most other uses to rely on the more than 2,000 public parking spaces which exist in the Planning Area especially in the Downtown Core. Finally, it will also simplify the entire process for both staff and applicant by accelerating and streamlining the review process and consolidating most of the regulations application to the Downtown Planning Area into one document: intensity of use, permitted and prohibited uses, Design Guidelines, development incentives will all be conveniently located in one document. Design Guidelines Staff will examine and update the Design Guidelines to remove redundancies, outdated and/or unclear pictures and images and incorporate compatible components of Streetsense. Sign Regulations Staff will examine and update the portion of the CDC addressing signage to allow additional flexibility in the Downtown Planning Area with regard to the types, number and area of signs. Staff believes that it may be appropriate for business owners to be able to divide their permitted overall signage area between several types of signs without a formal Comprehensive Sign Program review which costs $400 and can take a week or two for review. For example, a property owner would be able to include an attached sign, awning sign and an under awning hanging sign as a matter of right. Page 2 City of Clearwater Printed on 10/29/2015 File Number: ID#15-1826 Page 3 City of Clearwater Printed on 10/29/2015 Planning and Development 10.21.2015 ULI Implementation Work Program Summary-PROPOSED Priority Items Action Item-ULI 12 Reconsider Downtown Design Guidelines and Sign Regulations – Update of Downtown Redevelopment Plan Objective Complete comprehensive review of appropriateness of Design Guidelines and Sign Regulations vis-à-vis ULI Report; current Council discussion; current development environment; redevelopment objectives and stakeholder/merchant concerns. Staff Recommendation Support Lead Department Planning and Development Timeframe 15 – 17 months Cost N/A, will complete in-house. May require Work Program adjustments TBD Source of Funds N/A(see above) Staff Lead (and support) Mark Parry Gina Clayton Michael Delk Various additional Planning staff, as needed. Supporting Departments CRA Economic Development and Housing Anticipated Deliverables Planning and Development staff analysis and recommendations for Council discussion and direction Amendments to Downtown Redevelopment Plan Activities to be Conducted Consult with affected downtown organizations to determine current concerns, including: DDB; CRA: CDP; C of Commerce; Downtown Merchants Association and neighborhood associations Process started and meetings will be conducted at key points in the project Conduct review of previous work products for unresolved items/issues: ULI Study; Business Task Force Report; Streetsense work product; Council Downtown sub- committee work product, review of the Downtown zoning district, etc. Process started and results will be incorporated into amendments Develop more streamlined and reformatted Plan document. Incorporate the outcomes of various ULI projects, East Gateway Vision Plan and TIF analysis. Work will be January 2016 – March 2017 Planning and Development 10.21.2015 incorporated as each project is completed. Present to Council as work proceeds and major milestones are met and input/direction is needed. April 2016 – March 2017 Prepare Amendments to Redevelopment Plan and Code as appropriate; Present to various boards/committees as needed throughout the process Mar. 2016 – Mar. 2017 CDB review and recommendation; Council Agenda Item to Consider Amendments Spring 2017 Notes: Amendments needed to the Downtown Redevelopment Plan as a result of this project, as well as the other major ULI priority projects including the North Marina Master Plan, Bluff/Coachman Park/Waterfront Master Plan, and Comprehensive Boating Plan along with the East Gateway Vision Plan and TIF Analysis will be consolidated into one ordinance and presented to the City Council and Community Development Board. . Following Council approval the Plan amendments must also be reviewed & approved by the PPC, CPA & BCC as the Plan serves as the special area plan &CRA plan for Downtown. [Please add Lead and Date filled here] ULI Implementation Work Program Summary- 11/2/15-APPROVED Priority Items Action Item- ULI 12 Reconsider Downtown Design Guidelines and Sign Regulations Objective Complete review of sections of Downtown Design Guidelines and Sign Regulations vis-à-vis ULI Report; objectives and stakeholder/merchant concerns Staff Recommendation Support Lead Department Planning and Development Timeframe 9 Months Cost N/A (Will complete in-house) Source of Funds N/A Staff Lead (and support) Mark Parry Gina Clayton Michael Delk Robert Tefft Supporting Departments CRA Economic Development and Housing Dependencies N/A Anticipated Deliverables Planning and Development staff analysis and recommendations for Council discussion and direction Amendments to Downtown Redevelopment Plan Activities to be Conducted Consult with affected downtown organizations to determine current concerns, including: DDB; Business Task Force; CRA: CDP; C of Commerce; Downtown Merchants Association. November – December 2015 Conduct review of previous work products for unresolved items/issues: ULI Study; Business Task Force; Streetsense work product; Council Downtown Sub-committee work product, etc. January - May 2016 Develop Staff Report /recommendations for Council review/discussion June 2016 Prepare Amendments May – July 2016 Status: On Schedule (Repurposed and Rescheduled , Pursuant to the recent Council decision scaling back the scope of this project, staff has commenced with the original abbreviated review which included a review of the Downtown Design Guidelines and sign code provision. Review of character district provisions and the Downtown zoning district will no longer [Please add Lead and Date filled here] Per CRA Board Direction) occur. Staff has completed review of the design guidelines and sign ordinance with regard to the Streetsense report, and Council subcommittee. Staff will continue its review with the Business Task Force and will conduct meetings with the project steering committee in August and September. Suggested revisions will be presented to City Council in Oct./November. Agreed upon changes will be made to the Downtown Design Guidelines after revisions to the North Marina area determined in December 2015 so the Downtown Plan is amended only once. Revisions to the sign code can proceed to the CDB after Council direction is obtained in November. October 28, 2015 Mayor George Cretekos and Councilmembers Office of the City Council City of Clearwater P.O. Box 4748 Clearwater, FL 33758-4748 Dear Mayor Cretekos and Councilmembers, I am writing to you in connection with Action Item ULI 12 related to Reconsidering Downtown Design Guidelines and Sign Regulations agenda item on the upcoming CRA meeting on November 2, 2015. The Clearwater Downtown Partnership is a non-profit organization made up of downtown property owners, business owners and other stakeholders interested in the revitalization efforts of downtown Clearwater and the Cleveland Street District. Our members are heavily vested in CRA initiatives and we are in support of, and encourage the CRA to approve the reworking and reorganization of the Downtown Design Guidelines initiative to be more comprehensive and inclusive of a deeper scope as outlined by City Staff . We understand that this is a longer process than the original scope provided; however we feel the final results will enhance the code related challenges we face downtown and offer a stronger environment for private investment and development within our downtown community. Respectively, we also request that the City be amenable to some of the immediate needs, which will ultimately be resolved by the Downtown Design Guidelines initiative, which impact current and prospective investors and their ability to efficiently obtain operating permits and appropriately promote their bu sinesses. Best Regards, Grant Wood Interim Chair Clearwater Downtown Partnership, Inc. Executive Board Interim Chair Grant Wood Vice Chair Lisa Mansell Treasurer/Secretary Stu Sjouwerman Directors David Allbritton Charles Allcott Matt Becker Sal Blech Zev Buffman Matt Crum Frank Dame Bud Elias Brad Gross Daniels Ikajevs Eleanore Lyda Elaine Mann Dev Pathik Jason Stanard CLEARWATER DOWNTOWN PARTNERSHIP, INC. a 501(c)(3) nonprofit corporation The Clearwater Downtown Partnership, Inc. P.O. Box 396, Clearwater, Florida 33757 | www.clwdp.org | info@clwdp.org Executive Board Interim Chair Grant Wood Vice Chair Lisa Mansell Treasurer/Secretary Stu Sjouwerman Directors David Allbritton Charles Allcott Matt Becker Sal Blech Zev Buffman Matt Crum Frank Dame Bud Elias Brad Gross Daniels Ikajevs Eleanore Lyda Elaine Mann Dev Pathik Jason Stanard CLEARWATER DOWNTOWN PARTNERSHIP, INC. a 501(c)(3) nonprofit corporation