04/25/2017 - SpecialTuesday, April 25, 2017
9:00 AM
City of Clearwater
City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
Council Chambers
City Council
Special Meeting Agenda
Special Council Meeting
April 25, 2017City Council Special Meeting Agenda
Welcome. We are glad to have you join us. If you wish to speak, please wait to be recognized, then
state your name and address. Persons speaking before the City Council shall be limited to three (3)
minutes unless otherwise noted under Public Hearings. For other than Citizens to be heard regarding
items not on the Agenda, a spokesperson for a group may speak for three (3) minutes plus an
additional minute for each person in the audience that waives their right to speak, up to a maximum of
ten (10) minutes. Prior to the item being presented, please obtain the needed form to designate a
spokesperson from the City Clerk (right-hand side of dais). Up to sixty minutes of public comment will
be allowed for an agenda item. No person shall speak more than once on the same subject unless
granted permission by the City Council. The City of Clearwater strongly supports and fully complies
with the Americans with Disabilities Act (ADA). Please advise us at least 48 hours prior to the meeting
if you require special accommodations at 727-562-4090. Assisted Listening Devices are available .
Kindly refrain from using cell phones and other electronic devices during the meeting.
1. Call to Order
2. Citizens to be heard re items not on the agenda
3. City Manager Reports
3.1 Annual Strategic Planning Session
3.2 Financial Overview
3.3 Approve establishment of new Water and Sewer Fund capital projects and
transfers to provide project funding.
3.4 Discussion of Department of Economic Opportunity pilot study on vulnerability
analysis and adaptation planning.
3.5 Support the proposed extension of the one-cent local government
infrastructure surtax, otherwise known as the Penny for Pinellas, and adopt
Resolution 17-17.
3.6 Provide an update on the status of the Imagine Clearwater Plan and establish
capital improvement project 315-94892, Imagine Clearwater Implementation,
to be funded with $500,000 of General Fund revenues.
3.7 Council discussion topics
4. City Attorney Reports
5. Closing comments by Councilmembers (limited to 3 minutes)
6. Closing Comments by Mayor
7. Adjourn
Page 2 City of Clearwater Printed on 4/21/2017
April 25, 2017City Council Special Meeting Agenda
Page 3 City of Clearwater Printed on 4/21/2017
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#17-3397
Agenda Date: 4/25/2017 Status: City Manager ReportVersion: 1
File Type: ReportIn Control: City Council
Agenda Number: 3.1
SUBJECT/RECOMMENDATION:
Annual Strategic Planning Session
SUMMARY:
City Council Policy “M” states:
“Prior to June 1st of each year and prior to the development of the City Manager’s proposed
budget, the City Council shall meet in a strategic planning session(s) to review the five-year
financial forecast and update as necessary, the City’s Vision, Mission and Strategic Direction
(Goals). From these documents a five-year strategic plan will be updated.”
In October 2016, City Council clarified the above policy to complete the strategic planning
session as a pre-budget exercise. Consistent with same, staff is providing a proposed
2018-2023 Strategic Plan for coming Fiscal Year 2017-18 as will eventually be published in
the newly adopted budget in October. Staff has modified the proposed Strategic Plan from
the Fiscal Year 2016-17 Fiscal Year version as described below.
Deleted items as complete or that will be complete by FY 2017-18 Budget adoption, modified
items that have changed focus or been re-titled and added items that are new:
Completed/Deleted Items Strategic Objective
Pelican Walk Garage Increase Economic Opportunity
Branding Rollout - Sparxoo Develop and Promote our Brand
New Website Develop and Promote our Brand
Moccasin Lake Master Plan Foster Community Engagement
Island Estates Bridges Quality
Police Firing Range - Penny III Public Safety
P25 Radio Program Public Safety
Original Item with Proposed Re-Title Strategic Objective
Brighthouse Spectrum Complex Diversify the Economic Base
Airpark Master Plan and Terminal Building Increase Economic Opportunity
East Gateway Vision Plan Foster Community Engagement
Neighborhoods Engagement Public Spaces Strategy Placemaking Manual Foster Community
Engagement
Performance Measurement Management Quality
ERP/Financial System Replacement Financial Responsibility
Page 1 City of Clearwater Printed on 4/21/2017
File Number: ID#17-3397
Proposed New Items Strategic Objective
Separate Box for Second Century Priorities Diversify the Economic Base
CRA Incentives to increase occupancy rates Diversify the Economic Base
Hercules/Belcher Industrial Area Diversify the Economic Base
Clearwater Business SPARK Increase Economic Opportunity
Support Co-Working Business Incubator Increase Economic Opportunity
Tourism Contract Develop and Promote our Brand
Regional ED Marketing Develop and Promote our Brand
New Website DowntownClearwater.com Develop and Promote our Brand
Internal Service Survey Quality
Staff seeks any direction to modify or identify additional priorities within the five-year strategic
plan for the upcoming annual budget process.
APPROPRIATION CODE AND AMOUNT:
N/A
USE OF RESERVE FUNDS:
N/A
Page 2 City of Clearwater Printed on 4/21/2017
Clearwater will be a uniquely beautiful and vibrant community:
That is socially and economically diverse;
That invests for the future; and
That is a wonderful place to live, learn, work, visit and play
Foster Industry Sectors
Maintain a business-friendly
environment
Recognize transit oriented
development
Engage neighborhoods and the
business community to:
o Create our economic
development identity
o Communicate that identity
effectively
Ensure that our residents and visitors
are familiar with the whole offering of
community amenities
Optimize use of employees, assets
and resources
Encourage teamwork across
departments
Access public-private organizations
and resources
Proactively maintain and reinvest in
our infrastructure
Continuously measure and improve
our performance
Reinforce standing as a safe
community
Continue community policing
Ensure timely emergency
preparation, response and recovery
Continue responsible financial
management
Evaluate additional funding options
Set priorities and spend money
aligned with Strategic Direction
Develop Downtown and US 19
Housing stock that matches need
Expand nonresidential tax base
Fulfill Beach by Design
Maintain tourism commitment,
including Sports Tourism
ED Strategic Plan •
Airpark Master Plan*
PSTA – Times Property Plan
Downtown Parking Garage
Co-Working Business Incubator
Library Maker Spaces •
Clearwater Business SPARK •
Encourage neighborhood identity
programs
Prevent blight and support property
values through code enforcement
Preserve community history and
culture
Support community events
Support healthy community initiatives
Tourism Contract
My Clearwater Magazine *
New Downtown Clearwater Website
Regional ED Marketing •
City of Clearwater – Strategic Plan (2018-2023)
Vision
The Mission of the City of Clearwater is to:
To provide cost effective municipal services and infrastructure; and;
Facilitate development of the economy;
To support a high quality of life and experience
Mission
Increase Economic
Opportunity
Develop and Promote
our Brand
Quality Efficiency Financial Responsibility Safety
Facilitate
Development
of the
Economy:
Strategic
Direction
Provide Cost
Effective
Municipal
Services and
Infrastructure:
Diversify the Economic
Base
US 19 Corridor Plan •
2nd Century Clearwater
Spectrum Complex
CRA Incentives – Occupancy Rates
Hercules/Belcher Industrial Area •
Priorities
Priorities
Priorities
Priorities
New Fire Stations – Penny III
DEO Grant – Resiliency Pilot
Comprehensive Emergency
Management Plan Update
PD District 3 Substation
Budget and CAFR *
Penny IV CIP *
BP Funding
Financial System Replacement
Rate Studies *
Performance Management *
Morningside Rec Center
Beach Marina Reconstruction
New City Hall
IT Strategic Plan *
Gas – Pinellas Campus
Groundwater Replenishment
Citizens Survey *
Placemaking Manual
Bicycle Paths & Trails *
Priorities
Priorities Priorities
NOTE: The priorities listed are in addition to the on-going repair, maintenance and replacement of equipment, facilities and properties that support day -to-day operations and infrastructure. The priorities
listed are in addition to day-to-day operations, services and programming throughout the City. Projects listed are identified because of the resources requir ed or because they are generally not expected to
recur over a minimum, five-year planning horizon unless otherwise noted by an asterisk, in which instance they are on-going initiatives or have components that will continue through the planning period.
Foster Community
Engagement
Priorities
2nd Century Clearwater
N. Marina Master Plan
Imagine Clearwater
Gateway Vision Plan *
Boating Plan
• ED Strategic Plan Items
* Recurring Work Items
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#17-3415
Agenda Date: 4/25/2017 Status: City Manager ReportVersion: 1
File Type: ReportIn Control: City Council
Agenda Number: 3.2
SUBJECT/RECOMMENDATION:
Financial Overview
SUMMARY:
Review of General Fund and Utility Fund forecasts.
Page 1 City of Clearwater Printed on 4/21/2017
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022
Property tax revenues 44,384,830$ 47,269,844$ 50,106,035$ 52,611,336$ 54,978,846$ 57,178,000$
Other revenues:
Utility taxes 14,717,600 15,059,300 15,410,400 15,771,100 16,141,800 16,522,700
Communications svcs taxes 4,965,400 4,965,400 4,965,400 4,965,400 4,965,400 4,965,400
Other taxes 2,135,000 2,135,000 2,135,000 2,135,000 2,135,000 2,135,000
Licenses, permits, & fees 2,372,250 2,442,000 2,513,900 2,587,900 2,664,100 2,742,600
Franchise fees 10,280,100 10,376,600 10,474,100 10,572,500 10,671,900 10,772,300
Intergovernmental - state 13,952,700 14,236,400 14,526,200 14,822,400 15,125,100 15,434,400
Intergovernmental - local 7,987,120 8,066,100 8,145,900 8,226,500 8,307,800 8,390,000
Charges for services 15,988,040 16,513,112 16,936,684 17,315,300 17,706,200 18,109,900
Fines 950,400 968,200 986,300 1,005,000 1,023,900 1,043,300
Investment earnings 525,000 560,504 688,391 861,898 957,126 1,025,193
Miscellaneous revenues 1,461,180 1,499,000 1,537,800 1,577,700 1,618,900 1,661,200
Total other revenues 75,334,790 76,821,616 78,320,075 79,840,698 81,317,226 82,801,993
Total General Fund revenues 119,719,620 124,091,460 128,426,110 132,452,034 136,296,072 139,979,993
General Fund expenditures:
Salaries & benefits 83,891,596 87,296,051 90,646,842 94,044,523 97,599,865 101,324,062
Operating expenditures 35,174,895 36,211,136 37,165,543 38,089,562 39,036,144 40,006,344
Non-operating expenditures 9,010,400 8,434,293 6,537,180 5,877,806 6,070,459 6,739,626
Total General Fund expenditures 128,076,891 131,941,480 134,349,565 138,011,891 142,706,468 148,070,032
General Fund transfer in 10,276,910 10,491,900 10,713,200 10,941,100 11,175,800 11,417,400
General Fund transfers out (1,061,069) (1,116,895) (1,174,771) (1,234,720) (1,293,698) (1,353,706)
Net Income 858,570$ 1,524,985$ 3,614,974$ 4,146,523$ 3,471,706$ 1,973,655$
Unrestricted reserves 34,101,159$ 35,626,144$ 39,241,118$ 43,387,641$ 46,859,347$ 48,833,002$
Less required reserves (8.5% of total exp)11,198,901 11,538,840 11,752,624 12,075,370 12,487,566 12,957,874
Reserves in excess of policy minimum 22,902,258$ 24,087,304$ 27,488,494$ 31,312,271$ 34,371,781$ 35,875,128$
General Fund
Pro Forma Projections Per Rate Study
Updated for Actual Reserve Balances as of 9/30/2016
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022
Water & Sewer rate revenues 74,757,442$ 77,354,679$ 80,043,972$ 82,828,637$ 85,712,112$ 88,697,959$
Other operating revenues 2,133,183 2,133,183 2,133,183 2,133,183 2,133,183 2,133,183
Total operating revenues 76,890,625 79,487,862 82,177,155 84,961,820 87,845,295 90,831,142
Less: Personal services (13,502,502) (13,821,945) (14,111,515) (14,453,732) (14,749,866) (15,124,633)
Less: Purchased water (4,287,346) (4,378,969) (2,262,711) (2,302,309) (2,342,599) (2,383,595)
Less: O&M expenses (28,133,247) (29,033,561) (31,216,045) (33,409,267) (34,874,166) (35,626,267)
Net Operating Income 30,967,530 32,253,387 34,586,884 34,796,512 35,878,664 37,696,647
Non-Operating Income/(Expense):
Interest earnings 483,994 789,288 608,162 1,129,326 1,144,696 1,239,590
Debt service (13,616,020) (17,698,880) (18,687,632) (18,145,262) (18,938,701) (19,849,114)
Capital outlay - projects (5,945,307) (7,077,185) (8,213,705) (9,355,035) (10,501,348) (11,652,822)
Transfers in/(out)(4,228,984) (4,371,832) (4,519,744) (4,672,900) (4,831,491) (4,995,713)
Net cash flow 7,661,213 3,894,778 3,773,965 3,752,641 2,751,820 2,438,588
Unrestricted reserves 42,538,610$ 43,194,300$ 43,372,199$ 44,659,717$ 45,560,379$ 46,144,310$
Less required reserves (3 months O&M)14,884,779 16,233,339 16,569,476 17,077,643 17,726,333 18,245,902
Reserves in excess of policy minimum 27,653,831$ 26,960,961$ 26,802,723$ 27,582,075$ 27,834,046$ 27,898,408$
Water & Sewer Utility Fund
Pro Forma Projections Per Rate Study
Updated for Actual Reserve Balances as of 9/30/2016
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022
Stormwater fees 17,597,131$ 17,817,095$ 18,039,809$ 18,265,307$ 18,493,623$ 18,724,793$
Other operating revenues 147,890 147,890 147,890 147,890 147,890 147,890
Total operating revenues 17,745,021 17,964,985 18,187,699 18,413,197 18,641,513 18,872,683
Less: Personal services (3,531,285) (3,651,588) (3,777,433) (3,909,161) (4,047,137) (4,191,754)
Less: O&M expenses (5,056,254) (5,207,941) (5,364,180) (5,525,105) (5,690,858) (5,861,584)
Net Operating Income 9,157,482 9,105,456 9,046,086 8,978,931 8,903,518 8,819,345
Non-Operating Income/(Expense):
Interest earnings 701,265 594,997 491,392 438,121 390,798 341,898
Debt payments - Interest Expense (1,112,166) (1,061,209) (1,004,536) (957,192) (904,150) (904,150)
Capital outlay - projects (10,424,431) (10,746,223) (7,148,355) (7,799,409) (7,515,036) (7,515,036)
Transfers in/(out)(964,027) (975,976) (988,074) (1,000,323) (1,012,726) (1,012,726)
Net cash flow (2,641,877)$ (3,082,955)$ 396,513$ (339,872)$ (137,596)$ (270,669)$
Unrestricted reserves 29,631,383$ 24,974,273$ 23,732,824$ 21,695,960$ 19,885,671$ 19,885,671$
Less required reserves (3 months O&M)2,424,926 2,480,185 2,536,537 2,597,865 2,660,536 2,739,372
Reserves in excess of policy minimum 27,206,457$ 22,494,089$ 21,196,287$ 19,098,096$ 17,225,135$ 17,146,299$
Stormwater Utility Fund
Pro Forma Projections Per Rate Study
Updated for Actual Reserve Balances as of 9/30/2016
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022
Solid Waste fees 20,043,286$ 20,794,909$ 21,574,718$ 22,383,770$ 23,223,162$ 24,094,031$
Recycling fees 1,957,810 2,031,228 2,107,399 2,186,426 2,268,417 2,353,483
Sales of recyclables 1,316,911 1,316,911 1,316,911 1,316,911 1,316,911 1,316,911
Other operating revenues 553,000 553,000 553,000 553,000 553,000 553,000
Total operating revenues 23,871,007 24,696,048 25,552,028 26,440,107 27,361,490 28,317,425
Less: Personal services (8,031,290) (8,222,573) (8,408,371) (8,610,069) (8,862,505) (9,123,002)
Less: O&M expenses (13,915,746) (14,185,861) (14,464,029) (14,750,493) (15,045,498) (15,349,300)
Net Operating Income 1,923,971 2,287,614 2,679,628 3,079,545 3,453,487 3,845,123
Non-Operating Income/(Expense):
Interest earnings 421,198 288,006 311,181 334,616 366,634 407,279
Other non-operating income (expense)305,100 305,100 305,100 305,100 305,100 305,100
Debt payments - (344,826) (431,380) (431,380) (431,380) (431,380)
Capital outlay - projects (12,404,139) (269,232) -
Transfers in/(out)(1,969,553) (2,035,963) (2,103,973) (2,173,704) (2,246,519) (2,321,838)
Net cash flow (11,723,423)$ 230,699$ 760,556$ 1,114,177$ 1,447,322$ 1,804,284$
Unrestricted reserves 24,564,906$ 24,795,605$ 25,556,161$ 26,670,339$ 28,117,663$ 29,921,947$
Less required reserves (6 months O&M)10,973,518 11,376,630 11,651,890 11,895,971 12,169,692 12,451,841
Reserves in excess of policy minimum 13,591,388$ 13,418,975$ 13,904,271$ 14,774,368$ 15,947,972$ 17,470,106$
Solid Waste and Recycling Fund
Pro Forma Projections Per Rate Study
Updated for Actual Reserve Balances as of 9/30/2016
FY2017 FY2018 FY2019
Gas operating revenues 37,378,600$ 37,866,000$ 37,950,900$
Less: Gas purchased (15,501,100) (15,567,300) (15,639,300)
Less: Operating expenses (11,313,000) (12,593,000) (12,867,700)
Net Operating Income 10,564,500 9,705,700 9,443,900
Non-Operating Income/(Expense):
Interest earnings 450,000 450,000 450,000
Other non-operating income 165,400 165,400 165,400
Debt payments (1,372,100) (991,500) (985,100)
Capital outlay - projects (4,000,000) (4,000,000) (4,000,000)
Transfers in/(out)(2,960,100) (2,972,000) (2,492,000)
Net cash flow 2,847,700$ 2,357,600$ 2,582,200$
Unrestricted reserves 50,449,891$ 55,433,791$ 60,532,291$
Less required reserves (3 months O&M)7,046,550 7,287,950 7,373,025
Reserves in excess of policy minimum 43,403,341$ 48,145,841$ 53,159,266$
Gas Utility Fund
Pro Forma Projections Per Rate Study
Updated for Actual Reserve Balances as of 9/30/2016
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#17-3332
Agenda Date: 4/25/2017 Status: City Manager ReportVersion: 1
File Type: Action ItemIn Control: Public Utilities
Agenda Number: 3.3
SUBJECT/RECOMMENDATION:
Approve establishment of new Water and Sewer Fund capital projects and transfers to provide
project funding.
SUMMARY:
Based upon review of the existing capital project budget, and in conjunction with an upcoming
rate study and proposed future bond issue, the Public Utilities department proposes to
reorganize the capital project budget titles and fund projects for upgrades and improvements
separate from repair and replacement (R&R) projects. In preparation for the upcoming rate
study, staff would like to establish and fund these new projects as soon as possible.
Staff has provided a Water and Sewer Fund Capital Project summary worksheet that lists all
newly proposed projects and proposed funding transfers. The proposed changes have a net
zero effect on the capital improvement fund, utilizing funding available in existing projects to
create the budget for the newly established projects. The worksheet also details the
establishment of funding for bond construction projects. All proposed funding changes will be
detailed as part of mid-year budget amendments.
Resolution 17-10 was approved by Council on March 16, 2017, authorizing expenditures
which total $77,560,763 in fiscal year 2017 ($24,825,763) and fiscal year 2018 ($52,735,000)
to be reimbursed by the proceeds of the bond issue in 2018. The fiscal year 2017 adopted
capital improvement budget included bond funding of $4,631,700 in one project. This
approved budget is being reallocated based on the new project structure and the remaining
budget available for bond reimbursement based on the resolution ($20,194,063).
One reprioritization that is being made is the reallocation of Sanitary Sewer Extension account
funds (previously targeted for Septic to Sewer projects) to increase funding of higher priority
projects (such as Sanitary Sewer Upgrades, Pump Station R&R, WPC R&R, Sanitary Sewer
R&R, etc.).
The Septic to Sewer program has been demoted in priority for a number of reasons. The
original feasibility study that was completed for the project, completed in January 2011, was
based on a number of assumptions that over time have been shown to no longer apply.
Page 1 City of Clearwater Printed on 4/21/2017
File Number: ID#17-3332
Firstly, the feasibility study anticipated that the USEPA Numeric Nutrient Criteria (NNC) rules
would be implemented. These rules would have greatly increased the level of treatment that
would have been required at our wastewater treatment plants so as to remove far greater
quantities of nutrients than our plants were designed to remove currently. The feasibility study
anticipated that part of the increased need to reduce nutrients at our plants could be offset by
credits for removing the nutrients discharged by septic tanks located in the watershed.
However, subsequently, the NNC rules were never implemented due to legal challenges and
the science used to justify the rules was updated such that implementation of the rules in the
future is very unlikely. Staff has recently renewed the FDEP Operating Permits at all three
wastewater plants and the level of nutrient removal has remained as it has been for many
years. These permits will not expire for five years and staff does not anticipate any change in
the nutrient removal requirements at the time of the next renewal. Therefore, one of the most
compelling reasons to undertake the Septic to Sewer program is no longer valid.
Secondly, the feasibility study anticipated that at some point in time 100% of all septic tanks
within a project area would annex into the City and connect to the sewer system. It was
believed many residents of the unincorporated area to be served by the new sewer line would
initially take advantage of the low cost to connect to the new city system (a small fraction of
the actual cost of each connection) and that the remainder would connect as their septic tanks
failed in the future. This would result in 100% annexation of all potential customers and the
reduction of all the septic tanks (and their associated nutrient loads on the environment). This
turned out to be an incorrect assumption. Only approximately 350 of the potential 500
residents in the unincorporated project area annexed (or agreed to annex when their property
became contiguous) initially. Since that time, few others have annexed and requested service
from the city. The Pinellas County Health Department (PCHD) is issuing permits for residents
in that area to repair or replace their failing septic systems instead of requiring them to
connect to the new city sewer. Staff has met with the PCHD and learned that it is Florida
Health Department policy to not require those with failing septic tanks to connect to city sewer
systems if the City requires the property owner to annex into the city as a condition of service.
This policy creates a situation where the actual cost per connection is much higher than it was
estimated to be when the feasibility study was completed. It also creates a situation where we
have areas where some residents are within the city, some are not and some who now receive
service are not annexed into the city because they are not contiguous even though they
receive city services. These higher costs per unit served, inconsistent annexation potential
and the PCHD policies regarding septic tank repair and replacement make the conclusions of
the feasibility study invalid.
Staff has recently completed a phase one review of the infrastructure age, repair and
replacement needs in preparation to complete formal Utility System Master Plans. The phase
one review indicated that funding priorities must be shifted going forward from new facility
projects to repair and replacement of aging infrastructure. This is consistent with what many
other utilities in our area and across our country are finding as they also complete similar
analyses. The shift or repair, renewal and replacement is consistent with systems that have
components that are still serviceable but are approaching the end of their useful life. The
changes in the budget accounts presented here today reflect those changing priorities.
Page 2 City of Clearwater Printed on 4/21/2017
File Number: ID#17-3332
APPROPRIATION CODE AND AMOUNT: N/A
USE OF RESERVE FUNDS: N/A
Page 3 City of Clearwater Printed on 4/21/2017
Project Current Proposed Changes Proposed Revised Expenditures Open Available
Number Project Title Budget Existing Funds Bond Funded Budget To Date Encumbrance Balance Notes
Water System
96721 System R&R -Maintenance 4,606,799 362,199 4,968,998 2,610,053 337,917 2,021,028
96722 Line Relocation - Maintenance - 505,000 505,000 - - 505,000 Proposed new project
96739 Reclaimed Water Dist Sys 63,071,459 200,000 400,000 63,671,459 62,037,360 999,845 634,254
96740 Water Supply/Treatment 5,870,431 (406,267)5,464,164 5,350,733 113,431 - Combined with other water projects
96741 System R&R - Capitalized 10,836,995 (2,031,559)8,805,436 8,798,233 7,203 - Combined with other water projects
96742 Line Relocation - Capital 15,964,486 (1,109,439)620,000 15,475,048 11,478,334 3,254,906 741,808
96743 Mtr/Bklow Pre Dev/Change 4,184,046 (244,584)3,939,462 3,939,462 - - Combined with other water projects
96744 System Expansion 2,633,673 0 2,633,673 2,373,278 71,925 188,470
96752 Water Service Lines 4,742,119 (1,075,441)3,666,678 3,658,152 8,526 0 Combined with other water projects
96764 PO Plant Exp-Res #1 16,865,751 931,590 1,350,000 19,147,341 16,090,801 665,131 2,391,409
96766 Water Quality Monitoring Devices 600,000 (591,745)8,255 8,255 - - Combined with other water projects
96767 RO Plant @ Res 2 44,701,876 591,745 1,000,000 46,293,621 43,594,811 227,875 2,470,935
96768 Rebate-Well,Lk,PDIRR Abandonment 275,000 (162,000)113,000 111,488 - 1,512
96773 Groundwater Replenishment Facility 8,177,867 6,729,301 3,208,000 18,115,168 4,113,529 1,751,334 12,250,305
96774 Automated Meter Reading 2,300,000 (2,129,301)170,699 170,699 - - Combined with other water projects
96775 Arsenic Treatment WTP#3 133,202 0 133,202 133,202 - - Combined with other water projects
96780 Valve Turner Maint Trailer 57,884 0 57,884 57,884 - - Project closed at 1Q FY17
96781 Compact Track Loader 62,000 0 62,000 48,523 - 13,477
96782 Reverse Osmosis Plant @ WTP#3 1,226,218 (226,218)1,000,000 2,000,000 - 862,100 1,137,900
96783 Water System Upgrades/Improvements - 0 - - - - Proposed new project
96784 Reclaimed Water Dist System R&R - 200,000 200,000 - - 200,000 Proposed new project
96785 Feasibility Studies/Evaluations - Water - 925,000 925,000 - - 925,000 Proposed new project
96786 Devices/Equipment - Water System - 0 - - - - Proposed new project
Total Water System 186,309,806 2,468,282 7,578,000 196,356,088 164,574,797 8,300,193 23,481,097
Sewer System
96202 WWTP Screw Pump Replacement 4,803,480 (541,604)4,261,876 4,261,876 - - Combined with other sewer projects
96204 WWTP UV Disinfections System 1,567,586 (700,042)867,544 867,544 - - Combined with other sewer projects
96209 Maintenance Vehicle 94,002 0 94,002 94,002 - - Project closed at 1Q FY17
96211 Godwin Diesel Pump 72,000 0 72,000 69,833 - 2,167
96212 Sanitary Sewer Upgrades/Improvements - 750,000 3,690,000 4,440,000 - - 4,440,000 Proposed new project
96213 Marshall Street Upgrades/Improvements - 400,000 1,875,000 2,275,000 - - 2,275,000 Proposed new project
96214 East Plant Upgrades/Improvements - 100,000 100,000 - - 100,000 Proposed new project
96215 Northeast Plant Upgrades/Improvements - 113,449 7,212,763 7,326,212 - - 7,326,212 Proposed new project
96216 Laboratory R&R - 0 120,000 120,000 - - 120,000 Proposed new project
96217 Pump Station R&R - 1,405,192 1,405,192 - - 1,405,192 Proposed new project
96218 Feasibility Studies/Evaluations - Sewer - 1,078,598 1,078,598 - - 1,078,598 Proposed new project
96219 Devices/Equipment - Sewer System - 485,000 200,000 685,000 - - 685,000 Proposed new project
96611 Bio Solids Treatment 9,227,732 (747,302)8,480,430 7,856,853 49,510 574,067
96615 Odor Control 2,567,094 (37,872)2,529,222 1,971,665 134,486 423,071
96619 WWTP Generator Replacements 4,411,383 0 4,411,383 4,176,257 - 235,126
96621 WWTP New Presses 3,402,580 (1,449)3,401,131 3,388,052 - 13,079
96630 Sanitary Sewer Extention 16,179,556 (3,070,836)3,750,000 16,858,720 10,707,499 975,185 5,176,036
96634 Sanitary Utility Relo Acco 11,533,916 (584,427)10,949,489 4,779,214 5,782,462 387,813
96645 Laboratory Up-Grade 2,104,959 (114,057)1,990,902 1,878,283 14,310 98,309
96654 Facilities Upgrade&Improv 27,839,479 (1,875,419)( 4,331,700 ) 21,632,360 17,794,893 1,297,245 2,540,222
96664 Wpc R&R 29,154,544 809,300 29,963,844 22,842,657 2,037,359 5,083,828
96665 Sanitar Sewer R&R 33,085,286 2,363,252 35,448,538 27,517,155 3,162,620 4,768,763
96666 WWTP East Bypass & NE Pump 2,325,971 0 2,325,971 2,325,971 - - Project closed at 1Q FY17
96686 Pump Station Replacement 19,776,977 (2,200,065)17,576,912 16,201,749 1,113,255 261,908
Total Sewer System 168,146,545 (2,468,282)12,616,063 178,294,326 126,733,503 14,566,432 36,994,391
Water and Sewer Fund
Capital Project Summary
Project Current Proposed Changes Proposed Revised Expenditures Open Available
Number Project Title Budget Existing Funds Bond Funded Budget To Date Encumbrance Balance Notes
Net Budget Change - W&S Projects:0 20,194,063
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#17-3411
Agenda Date: 4/25/2017 Status: City Manager ReportVersion: 1
File Type: ReportIn Control: City Council
Agenda Number: 3.4
SUBJECT/RECOMMENDATION:
Discussion of Department of Economic Opportunity pilot study on vulnerability analysis and
adaptation planning.
SUMMARY:
Page 1 City of Clearwater Printed on 4/21/2017
1
DEO Coastal Resilience Vulnerability and Adaptation Pilot Study and
Other Related City Initiatives
Background
In September 2015 the City was selected by the Florida Department of Economic Opportunity
(DEO) to be one of three communities participating in a DEO pilot study on vulnerability
analysis and adaptation planning. The DEO contracted with Dewberry Consultants LLC
(Dewberry) to work with the selected communities (City of St. Augustine, Escambia County and
City of Clearwater) to complete two tasks related to local conditions, and a third task based on
the cumulative work and experience of the overall initiative:
1. Develop coastal hazard vulnerability analyses and scenarios for the three pilot
communities;
2. Use those vulnerability analyses and scenarios to complete coastal hazard adaptation
plans for each of the three communities; and
3. Prepare a number of guidance tools, presentation materials, and case studies that clearly
identify and explain all the information and resources needed and available to Florida
communities for the completion of these same analyses, scenarios and adaptation plans
for their own communities.
DEO and Dewberry recognized that there was no predetermined tool, problem, process or
solution, so Dewberry’s role was to work with the pilot communities to identify issues to address
related to sea level rise and/or coastal flooding, and obtain the necessary data to evaluate those
issues. The pilot communities would have input into the project’s recommendations, and should
incorporate aspects of the final plan’s recommendations into their local comprehensive or hazard
mitigation plans.
The overall project is managed by DEO, and the City’s role is to identify goals, provide local
data and information, review work products and provide input on the recommendations to the
consultant. A known limitation of the project was the finite budget, which limited the overall
scope and level of detailed analysis and reporting possible, and the project schedule, which was
originally set by DEO to be complete by mid-December 2016. Dewberry’s deadline was later
extended due to the complexity of the project and time required for work product review.
Locally, these constraints meant that the number of scenarios evaluated in Task One were limited
in an effort to balance thoroughness and detail, as was the anticipated work product (Adaptation
Plan) for Task Two. However, this does provide the City with an initial study and some
localized data which can guide future projects and possible policy changes.
2
Task One: Vulnerability Assessment
Task One of the project started in late October 2015. At a brief “kick-off” meeting held online,
City staff and Dewberry set the overall goals of the project, discussed the project vision, and
reviewed the project timeline. Prior to this meeting, City staff completed a survey which
provided a baseline understanding of what the City was looking to achieve through the project,
and the areas (i.e., geographical, infrastructure, etc.) that the City wished to focus on, which was
also discussed at this meeting.
In mid-January 2016, Dewberry and DEO staff visited Clearwater for an all day meeting to
develop an understanding of the City’s priorities and future vision which would affect the scope
of the Vulnerability Assessment (Assessment). Representatives from the Planning and
Development, Engineering, Public Utilities, Emergency Management, and Clearwater Gas
Departments participated. Dewberry provided an overview of sea level rise science and context,
best sources of sea level rise information, short and long term scenarios, and their initial sea level
rise mapping for the City. Through a facilitated discussion, City staff established key problems
based on their individual expertise and experience, and produced action items on which the
vulnerability report would be based.
After this meeting, the consultants prepared the Assessment based on City data and conditions.
This is a highly technical report, which utilized GIS identify the City’s baseline conditions for
nuisance flooding, a 100-year storm event, and a 500-year storm event, and compares those
results to the same events with a sea level rise of one, two, and three feet (excerpt of results
below; complete results contained in Chapter 3 of Assessment).
3
These conditions were overlaid onto other City data to provide seven high-level data points later
used in Task 2 (Chapters 4 and 5 of Assessment). Those were:
1. Flooding “Hotspots”: Identified hotspots are Clearwater Beach, Sand Key, Island Estates,
and areas around Stevenson and Allen Creeks, as well as Cooper Bayou, which were
confirmed and were anticipated by staff.
2. Additional Flooding Expected: Nuisance flooding is expected to increase the most over all
levels of sea level rise, whereas the 100-year and 500-year storms are also expected to
increase but not as exponentially as nuisance flooding.
3. Road Vulnerability: The road network’s vulnerability to flooding increases the most for
nuisance flooding, while the increases for the 100-year and 500-year storms are relatively
low.
4. Building Vulnerability: Since finished floor elevation data is not available, this only indicates
when a building lies within one of the areas impacted by nuisance, 100-year and 500-year
flooding at each level of sea level rise.
5. Bridge Vulnerability: Bridges will start to see impacts reducing passability during nuisance
flooding events with 2 feet of sea level rise, while others may experience impacts during 100-
and 500-year storm events with 1 foot of sea level rise.
4
6. Affected Essential Facilities: Two fire stations and two wastewater treatment facilities were
found to be vulnerable to flooding in several of the scenarios, but no schools are vulnerable.
7. Shoreline Change: The shoreline on Clearwater Beach is expected to remain stable, with the
potential for slight rates of growth, whereas the shoreline on Sand Key will likely see
increased rates of erosion.
Additionally, the Assessment touched briefly on two additional factors known to also affect
flooding: changes in heavy precipitation and anticipated changes to the water table (Chapter 6 of
Assessment). However, due to the limited scope and issues with downscaling national data to a
local level, the level of detail is limited.
Task Two: Adaptation Plan
Task Two, Adaptation Planning, is currently underway. For this task, the consultant team also
includes representatives from the Sabin Center for Climate Change Law at Columbia Law
School and the St. Thomas School of Law. In October 2016, City staff from the Planning and
Development, Engineering (Environmental, Stormwater Engineering and Stormwater
Maintenance), Parks and Recreation, and Economic Development and Housing Departments met
with DEO and the consultant team to discuss: the findings in the Assessment; policy context and
how the City’s efforts fit into state-wide efforts; options for adaptation and how the law enables
or constrains their implementation; and possible local strategies and issue priorities. The final
work product will be a standalone document that will guide future comprehensive or mitigation
plan goals, objectives, and/or policies.
City staff received a first draft of the Adaptation Plan in mid-February, is currently reviewing a
second draft. The Adaptation Plan includes the following: description of basic goals for
adaptation; categories of adaptation measures; legal considerations for Florida localities looking
to implement such measures; vulnerabilities particular to Clearwater; features of the Clearwater
community and economy that will likely enable and/or constrain ambitions for local adaptation
and priority setting. Additionally, the Plan includes potential responses to identified
vulnerabilities based on local context, most of which are recommendations for policy changes,
keeping in mind the legal context. For example, if the City were to implement Option A, the
legal ramifications could be these.
The Plan does not identify specific Capital Improvement Projects, but rather identifies policy
changes that could lead to specific Capital Improvement Projects, and includes general guidance
on the types of projects that may be implemented. For example, based on recommendations in
the Plan, the City might adopt a policy that says City infrastructure projects with anticipated life
spans of 50 years (example only) should incorporate an evaluation of possible impacts from sea
level rise or other coastal flooding events to determine what additional design upgrades should
be incorporated.
5
A copy of the draft Executive Summary of the Plan is attached, which summarized potential
responses described within the plan. The DEO Coastal Vulnerability Assessment and Adaptation
Plan project will be completed no later than June 30, 2017 (per the updated agreement). The
consultants anticipate the final Adaptation Plan will be complete in late April or early May.
Related City Projects/Tasks
In addition to the work Planning and Development Department staff is involved in described
above, two additional projects are in process that are related. The Adaptation Plan, the DEO Peril
of Flood Technical Assistance Grant (accepted in January 2017), and updates to the city’s
floodplain management regulations contained within the Community Development Code all
address flood risks and mitigation to differing degrees.
Work completed as part of the Peril of Flood grant examines the City’s Comprehensive Plan and
how to appropriately address the new statutory requirements signed into law in May 2015
through Florida Senate Bill 1094, “An Act relating to the peril of flood.” This act requires
specific components be included in cities’ Coastal Management Elements, including the addition
of a coastal redevelopment component addresses how to eliminate inappropriate and unsafe
development in the coastal areas when opportunities arise. Additionally, cities must include
redevelopment principles, strategies, and engineering solutions that reduce the flood risk in
coastal areas which results from high-tide events, storm surge, flash floods, stormwater runoff,
and the related impacts of sea-level rise. The City has contracted with HDR, Inc. to assist in the
completion of the technical analysis and to draft amendments to the Comprehensive Plan to
address these new requirements. These are anticipated to be presented to City Council in early
summer.
Additionally, amendments are required to the City’s floodplain management regulations to better
coordinate with the Florida Building Code, which was amended to include flood provisions
several years ago. There may be opportunities to incorporate language that also increases points
earned towards the City’s CRS score. Staff is currently drafting policy language on which
Council direction will be requested prior to proceeding with public hearings on the Ordinance.
There may be recommendations in the Peril of Flood project that could be integrated into
changes to the floodplain management regulations. And, since the Peril of Flood project is
utilizing the results of the Assessment as part of its analysis, there is the likelihood that
recommendations for policies in the Comprehensive Plan may also need to be codified within
City Codes.
Florida Community Resiliency
Initiative Pilot Project
Adaptation Plan
for Clearwater, Florida
DRAFT DATE MARCH 27, 2017
Clearwater, Fla. Adaptation Plan | iii
The City of Clearwater is one of the three communities involved in the pilot phase of the
Community Resiliency Initiative being conducted by the Florida Department of Economic
Opportunity (DEO) and funded by the National Oceanic and Atmospheric Administration
(NOAA). The Initiative seeks to assess vulnerabilities to projected increases in coastal flooding
and develop strategies to make affected areas more resilient.
This document builds on the Coastal Vulnerability Assessment developed by Dewberry
Consultants, LLC as part of Task 1. It describes key legal and policy constraints and supports for
responses to vulnerabilities identified by Dewberry and identifies possible ways for Clearwater
to respond to those vulnerabilities. Although it presents an array of potential responses and
suggests steps for integrating them into the City’s project planning and budgeting process, this
document does not examine the feasibility, costs or benefits of particular responses, nor does it
select or prioritize responses.
The adaptation planning process
The National Oceanic and Atmospheric Administration’s U.S. Climate Toolkit describes
adaptation planning as proceeding in five steps:
1) Identify climate-related changes and risks;
2) Assess vulnerabilities;
3) Investigate possible responses;
4) Prioritize responses to achieve near- and longer-term adaptation goals; and
5) Execute and evaluate outcomes.1
Clearwater completed steps 1 and 2 with Dewberry’s help and is currently engaged in step 3. For
Clearwater to complete steps 4 and 5, it should use the recommendations in this report to develop
plans for specific projects, which can be assessed and prioritized based on analyses that consider
their feasibility, costs, benefits, and cost-effectiveness relative to alternatives.
Key features in adaptation planning
After describing sea level rise (SLR) in Florida and the Community Resiliency Initiative,
this document describes key features of the context in which Clearwater will adapt, including:
General information about adaptation planning;
The City’s legal context;
1 U.S. Climate Resilience Toolkit, Overview: Steps to Resilience, https://perma.cc/PAA4-3BMP (last updated Nov.
16, 2016); see also Katherine Jacobs, Tom Wilbanks, et al., National Academies of Sciences, Adapting to the
Impacts of Climate Change 135 fig. 4.1 (2010) (suggesting similar process), https://perma.cc/D3DX-G3RR. The
Centers for Disease Control and Prevention (CDC) has developed a similar framework for improving community
resilience. See Centers for Disease Control and Prevention, CDC's Building Resilience Against Climate Effects
(BRACE) Framework, https://perma.cc/E6PG-538W, (last updated Oct. 22, 2015).
Clearwater, Fla. Adaptation Plan | iv
Summaries of key vulnerabilities identified by Dewberry;
Key features of Clearwater that will inform and limit adaptation decisions; and
Potential responses to Clearwater’s vulnerabilities.
Recommendations
The following list summarizes the potential responses described at greater length in section
5 of the report:
Stormwater and Wastewater Management
Making reference to SLR scenarios in Dewberry’s Vulnerability Assessment, examine
the full array of options for hardening vulnerable wastewater treatment plants to storms
and flooding, comparing net present value of short-term engineering solutions (e.g.,
erecting flood barriers around key structures, elevating electrical components) with
more extensive redesign options (e.g., elevating an entire plant);
Address CSX activity that promotes erosion, either informally or by asking the City’s
legal staff to develop a challenge to dumping that requires a Clean Water Act section
404 permit;
Request funding for a study to establish a “business as usual” baseline for
comprehensive system maintenance budgets that assume no design changes under high
and highest SLR scenarios on a 30-year time horizon; then explore design changes in
areas vulnerable to flooding (currently or foreseeably) and compare their expected cost-
effectiveness with “business as usual”;
Adopt a Capital Improvements Element policy that only permits additional
maintenance spending on facilities or components repeatedly subject to SLR-driven
impacts if the responsible department has examined alternative design standards and
found that they would yield no net benefit over a 5, 10, or 20 year timeframe;
Evaluate the costs and benefits of installing green infrastructure / low impact
development in rights of way as a means of reducing strain on stormwater system and
improving compliance with water quality standards;
Explore possible acquisitions of land—including land that is partly or fully
developed—for restoration of floodplain; evaluate cost of acquisitions against costs
avoided in “business as usual scenario” (see above);
Explore areas where imposition of setbacks in advance of further development could
avoid strain on stormwater management system;
Clearwater, Fla. Adaptation Plan | v
Coordinate with Pinellas County regarding enforcing compliance with MS4 permit on
parcels of the county that are surrounded by the City;
In collaboration with Pinellas County and other localities in SWFWMD’s jurisdiction,
propose that SWFWMD revise its current approach to assessing funding proposals,
which only credits outcomes relating either to quality or quantity, but not both.
Flood Insurance and Freeboard
Impose freeboard requirements in all FEMA-designated flood zones and consider
imposing them in areas expected to become vulnerable to storm surge over the next 25
years according to Dewberry’s Vulnerability Assessment;
Explore options for applying FEMA Hazard Mitigation funds to buyouts of properties
that are especially vulnerable to repeated and severe flooding;
Revise the local criteria for “substantial damage” and “substantial improvement” to
pertain to damage or improvements occurring over a period of five or ten years;
Coastal Management and Development
Make freeboard a condition of permits for installation, modification, or maintenance of
sea walls and other forms of coastal hard armoring;
Require sellers of private property in Clearwater to provide buyers with a summary
description of expected SLR-related flooding impacts on property and infrastructure
servicing that property;
Make conduct of analysis of SLR and flooding impacts on planned structures a
condition of permits for development or redevelopment of coastal property;
Commission or conduct an inventory of all sea walls that assesses their expected useful
life under the SLR scenarios described in Dewberry’s Vulnerability Assessment;
Commission or conduct an assessment of existing or planned infrastructure and
buildings to determine whether they can accommodate expected flooding under the
SLR scenarios described in Dewberry’s Vulnerability Assessment as likely to occur
within their useful life.
Roads and Bridges
Clearwater, Fla. Adaptation Plan | vi
Adopt ordinance authorizing reduced maintenance of roads and bridges under particular
environmental and budgetary circumstances;
Link adoption of ordinance to establishment of AAA that encompasses portions of
barrier islands and other coastal areas of Clearwater where roads are identified as
vulnerable to nuisance flooding in a 2-foot SLR scenario.
Disaster Recovery
Impose restrictions on post-disaster rebuilding in areas expected to become more
vulnerable to coastal flooding, whether in the form of setbacks, design requirements
(e.g., base flood elevation and freeboard), or simple prohibitions;
Condition permission to rebuild after a disaster on demolition of or agreement not to
install sea walls or other forms of hard armoring;
Condition permission to develop or rebuild post-disaster on a covenant to abandon or
remove the structures following a subsequent, similar natural disaster;
Promote the dedication of conservation easements in areas vulnerable to repeat
flooding.
Conclusion
This Adaptation Plan serves several purposes. It describes key features of the policy and
legal frameworks that underlie adaptation efforts in Florida, highlights key vulnerabilities and
circumstances relevant to any effort to address those vulnerabilities. Finally, it recommends
various means of better adapting Clearwater to rising seas.
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: Resolution 17-17
Agenda Date: 4/25/2017 Status: City Manager ReportVersion: 1
File Type: ResolutionIn Control: City Council
Agenda Number: 3.5
SUBJECT/RECOMMENDATION:
Support the proposed extension of the one-cent local government infrastructure surtax,
otherwise known as the Penny for Pinellas, and adopt Resolution 17-17.
SUMMARY:
Adoption of this resolution includes approval of the proposed project list and the execution of
the Interlocal agreement with Pinellas County.
The Penny IV Interlocal Agreement is nearly identical to the agreement currently in place with
updated distribution percentages for the period from January 1, 2020 through December 31,
2029. The methodology for the distribution percentages mirrors each of the three previous
agreements by following the population-based statutory formula.
Pinellas County has provided revenue projections for a renewed Penny with a comparison of
current and proposed distributions.
Page 1 City of Clearwater Printed on 4/21/2017
Resolution No. 17-17
RESOLUTION 17-17
A RESOLUTION OF THE CITY OF CLEARWATER,
FLORIDA, REGARDING THE PROPOSED EXTENSION OF
THE ONE-CENT LOCAL GOVERNMENT
INFRASTRUCTURE SURTAX OTHERWISE KNOWN AS
THE PENNY FOR PINELLAS; AND PROVIDING AN
EFFECTIVE DATE.
WHEREAS, the Penny for Pinellas program was initiated by a referendum held in
1989 for a 10-year period beginning in 1990 and included many important county and
municipal infrastructure improvements; and
WHEREAS, the program was extended by a referendumheld in 1997 with the
program being extended from 2000 to 2010; and
WHEREAS, the program was extended by a referendum held in 2007 with the
program being extended from 2010 to 2020; and
WHEREAS, the program has provided funding for many critical community
projects as well as provided funding for key countywide facilities; and
WHEREAS, Pinellas County in cooperation with the municipalities of the county is
now developing a program of projects for a Penny program for the time period 2020 to
2030; and
WHEREAS, Pinellas county plans to hold a referendum for the extension of the
Penny for Pinellas another 10 years from 2020 to 2030 in November of 2017 to fund that
program of projects; and
WHEREAS, the City wishes to go on record indicating its support for a referendum
and the extension of the Penny program due to the considerable public benefit that it
provides; now, therefore,
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF CLEARWATER, FLORIDA;
Section 1.That the City of Clearwater goes on record as supporting the Board of
County Commissioners scheduling of a referendum, and of the extension of the Penny for
Pinellas program for 2020 to 2030.
Section 2. The proposed project list, a copy of which is attached hereto as Exhibit
A is hereby approved.
Resolution No. 17-17
Section 3. The Interlocal Agreement with Pinellas County, a copy of which is
attached hereto as Exhibit B is hereby approved.
Section 4. That this resolution shall become effective immediately upon passage
and adoption.
________________________________
George N. Cretekos
Mayor
Approved as to form: Attest:
______________________________________________________________
Pamela K. Akin Rosemarie Call
City Attorney City Clerk
Project Title Budget
Utilities Infrastructure 20,000,000
Major League Baseball Facilities 7,500,000
Waterfront/Bluff Masterplan 8,000,000
Fire Engines/Ladder Trucks 8,560,000
Police Vehicles 1,750,000
Police District III (Countryside Sub Station)5,500,000
Neighborhood and Community Parks Renovations 3,500,000
Youth Sports Fields Renovations 5,000,000
Recreation Trails 2,500,000
McMullen Tennis Complex Expansion 2,000,000
Environmental Park Upgrades 1,500,000
Beach Marina Upgrades 15,000,000
Public Works Complex 12,300,000
City Hall 6,300,000
Downtown Parking Garage 10,500,000
Sand Key Bridge Replacement Fund 30,000,000
Total Proposed Penny IV Projects 139,910,000
Penny for Pinellas Extension
City of Clearwater
Proposed Projects
2020-2030
Resolution No. 17-17
Exhibit A
INTERLOCAL AGREEMENT
THIS INTERLOCAL AGREEMENT ("Agreement") is made and entered into as of this
of , 20 , by and between Pinellas County, a political
subdivision of the State of Florida, hereinafter referred to as the "County," and the
municipalities within Pinellas County as set forth on the signature pages attached hereto,
hereinafter referred to as the "Cities."
RECITALS:
WHEREAS, Section 212.055(2), Florida Statutes, authorizes the County to levy a local
government infrastructure sales surtax of one percent (1%) throughout Pinellas County, Florida
("Infrastructure Sales Surtax"), subject to referendum approval; and
WHEREAS, as provided by Section 212.055(2)(c)1, Florida Statutes, the net proceeds of
the surtax may be distributed as provided in an interlocal agreement; and
WHEREAS, the County and the Cities recognize a continuing need to fund critical
infrastructure improvements, and the County intends to adopt an ordinance calling for a
referendum on the question of extending the Infrastructure Sales Surtax for an additional ten (10)
year period at an election to be held on November 7, 2017 (“Extension”); and
WHEREAS, the parties further recognize that it is in the best interest of the County and
the Cities to enter into an interlocal agreement that will run concurrently with the Extension of
the Infrastructure Sales Surtax, if approved by the electorate, for the purpose of providing for the
distribution among the County and the Cities as provided herein.
NOW, THEREFORE, in consideration of the covenants herein contained, and other good
and valuable consideration, the County and the Cities agree as follows:
Section 1. CONDITIONS PRECEDENT
This Agreement shall become effective on the Commencement Date set forth in Section
4, so long as the following conditions precedent have been satisfied:
Resolution No. 17-17
Exhibit B
A. Approval by Pinellas County voters of the Extension of the Infrastructure Sales
Surtax; and
B. Execution of the Interlocal Agreement by the County and the governing bodies of
the municipalities representing a majority of the County’s municipal population as required by
§ 212.055(2)(c)1, Florida Statutes.
Section 2. DISTRIBUTION OF INFRASTRUCTURE SALES SURTAX
A. "Net Proceeds" shall mean the amount of the Infrastructure Sales Surtax
collected in Pinellas County by the Florida Department of Revenue, less the Department's
administrative costs, as provided by law.
B. As provided by law, the Infrastructure Sales Surtax shall be collected by the
Florida Department of Revenue and the Net Proceeds shall be distributed monthly to the County.
C. The Net Proceeds shall be distributed by the County in accordance with the terms
of this Agreement within a reasonable time after receipt as follows:
(1) Countywide Investments will be funded in the total amount of 11.3% of the
Net Proceeds collected over the ten (10) year term of this Agreement. Therefore, before the
County distributes the Net Proceeds received by it pursuant to the distribution set forth in
subsection (2) below, it shall apply 11.3% of Net Proceeds to fund Countywide Investments in
the following project categories:
a. “Economic Development Capital Projects” as authorized in Section
212.055(2)(d)3., Florida Statutes and “Housing” (Land Acquisition in
support of residential housing as authorized in Section 212.055(2)(d)1.e.,
Florida Statutes) 8.3% of Net Proceeds
b. Jail and Courts Facilities 3.0% of Net Proceeds
TOTAL COUNTYWIDE INVESTMENTS 11.3% OF NET PROCEEDS
Net Proceeds dedicated to Economic Development Capital Projects and Housing shall be used
in accordance with guidelines set forth by a joint review committee established by resolution
Resolution No. 17-17
Exhibit B
of the Board of County Commissioners. The committee shall consist of representatives from
parties to this Agreement. The committee may impose reporting requirements to ensure
compliance with Section 212.055(2)(d)3., Florida Statutes, that allows allocation of up to 15
percent of Net Proceeds for funding economic development projects. Economic Development
Capital Projects shall be limited to capital projects that support job retention and creation.
(2) The remainder of the Net Proceeds will be distributed as follows:
Pinellas County 51.7523%
Belleair 0.2783%
Belleair Beach 0.1112%
Belleair Bluffs 0.1463%
Belleair Shore 0.0079%
Clearwater 7.9957%
Dunedin 2.5651%
Gulfport 0.8761%
Indian Rocks Beach 0.3111%
Indian Shores 0.1020%
Kenneth City 0.3589%
Largo 5.8044%
Madeira Beach 0.3098%
N. Redington Beach 0.1027%
Oldsmar 1.0124%
Pinellas Park 3.7349%
Redington Beach 0.1030%
Redington Shores 0.1559%
Safety Harbor 1.2282%
St. Pete Beach 0.6725%
St. Petersburg 18.4607%
Seminole 1.3119%
South Pasadena 0.3619%
Tarpon Springs 1.7528%
Treasure Island 0.4841%
D. In the event any municipality in Pinellas County does not sign this Agreement, or
notifies the County in writing after signing this Agreement that it does not wish to receive
any undistributed Net Proceeds to which it is entitled, its percentage of proceeds shall be
distributed pro-rata to the other parties in accordance with the formula set forth in Section
2(C)(2) (after excluding such City's percentage).
Resolution No. 17-17
Exhibit B
Section 3. EXECUTION
This Agreement may be signed in counterparts by the parties hereto.
Section 4. TERM OF AGREEMENT
The term of this Agreement shall run concurrently with the levy of the Infrastructure Sales
Surtax, with said levy proposed for a ten (10) year period, commencing on
January 1, 2020 (“Commencement Date”) and ending December 31, 2029.
Section 5. ANNUAL REPORTING REQUIREMENTS
A. Each City signing this Agreement shall annually post on its official website in the
same manner as required by Section 166.241(3), Florida Statutes, its Capital Improvement Plan
and shall identify therein any material changes in the projects funded by the Infrastructure Sales
Surtax. If the City does not operate an official website, the City shall transmit its Capital
Improvement Plan and identify therein any materials changes in the projects funded by the
Infrastructure Sales Surtax to the County who shall post said plan on the County’s website.
B. The County shall annually post on its official website in the same manner as
required by Section 129.03(c), Florida Statutes, its Capital Improvement Plan and shall identify
therein any material changes in the projects funded by the Infrastructure Sales Surtax.
Section 6. PRIOR INTERLOCAL SUPERSEDED.
The distribution terms of this Agreement shall supersede the distribution formula
contained in the prior interlocals between the parties hereto, and the distribution of the
Infrastructure Sales Surtax shall be governed specifically by the terms of this Agreement as of
the Commencement Date. During the period between when this Agreement is approved by the
parties hereto and the Commencement Date, the Infrastructure Sales Surtax shall be distributed
in accordance with the Interlocal Agreement dated April 29, 2008, which terminates on
December 31, 2019.
Resolution No. 17-17
Exhibit B
Section 7. SEVERABILITY
If any provision of this Interlocal Agreement is held invalid, the invalidity shall not affect
other provisions of the Interlocal Agreement which can be given effect without the invalid
provision or application, and to this end, the provisions of this Interlocal Agreement are severable.
Section 8. AMENDMENTS TO AGREEMENT
This Agreement may be amended, in writing, upon the express written approval of the
governing bodies of all the parties.
Section 9. FILING OF AGREEMENT
This Agreement shall be filed with the Clerk of the Circuit Court as provided in Section
163.01(11), Florida Statutes.
IN WITNESS WHEREOF, the parties to this Agreement have caused their names to be
affixed hereto by the proper officers thereof, as of the day and year first above written.
ATTEST: PINELLAS COUNTY, FLORIDA, by and
KEN BURKE, CLERK through its Board of County Commissioners
By: By:
Deputy Clerk Chair
[SEAL]
APPROVED AS TO FORM
By:
Office of the County Attorney
ProLaw 83181
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: TOWN OF BELLEAIR
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF BELLEAIR BEACH
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF BELLEAIR BLUFFS
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: TOWN OF BELLEAIR SHORE
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF CLEARWATER
By: By:
City Clerk City Manager
COUNTERSIGNED:
By:
Mayor
APPROVED AS TO FORM
By:
City Attorney
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF DUNEDIN
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
CITY OF GULFPORT, FLORIDA
By:
City Manager
APPROVED AS TO FORM AND
ATTEST: CORRECTNESS
By: By:
City Clerk City Attorney
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF INDIAN ROCKS BEACH
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: TOWN OF INDIAN SHORES
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: TOWN OF KENNETH CITY
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF LARGO
By: By:
City Manager Mayor
[SEAL]
REVIEWED AND APPROVED:
By:
City Attorney
ATTEST:
By:
City Clerk
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF MADEIRA BEACH
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: TOWN OF NORTH REDINGTON BEACH
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF OLDSMAR
By: By:
City Clerk Mayor
APPROVED AS TO FORM
By:
City Attorney
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF PINELLAS PARK
By: By:
City Clerk Mayor
APPROVED AS TO FORM AND CONTENT
By:
City Attorney
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: TOWN OF REDINGTON BEACH
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: TOWN OF REDINGTON SHORES
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF SAFETY HARBOR
By: By:
City Clerk Mayor
APPROVED AS TO FORM
By:
City Attorney
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF ST. PETE BEACH
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF ST. PETERSBURG
By: By:
City Clerk Mayor
APPROVED AS TO FORM AND CONTENT:
By:
City Attorney (designee)
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF SEMINOLE
By: By:
City Clerk Mayor
APPROVED AS TO FORM:
By:
City Attorney
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF SOUTH PASADENA
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF TARPON SPRINGS
By: By:
City Clerk Mayor
Resolution No. 17-17
Exhibit B
IN WITNESS WHEREOF, the parties hereto have caused this Interlocal Agreement to
be executed as of the day and year first written above.
ATTEST: CITY OF TREASURE ISLAND
By: By:
City Manager Mayor
Resolution No. 17-17
Exhibit B
$
April 1, 2004
Population
Estimate %$
April 1, 2016
Population
Estimate %$%
Economic Development Capital
Projects and Housing 165,362$ 8.3000%165,362$
Jail & Court Facilities 225,000$ 15.4223%59,769$ 3.0000%(165,231)$
Countywide Investments Total 225,000$ 15.4223%225,131$ 11.3000%131$ 0%
Pinellas County 645,557$ 284,306 52.3326%914,555$ 275,316 51.7523%268,999$ 42%
Pinellas County Total 870,557$ 1,139,686$ 269,130 31%
Belleair 3,664$ 4,1070.2969%4,918$ 3,9120.2783%1,255$ 34%
Belleair Beach 1,456$ 1,6320.1180%1,965$ 1,5630.1112%509$ 35%
Belleair Bluffs 2,000$ 2,2400.1619%2,585$ 2,0560.1463%585$ 29%
Belleair Shore 64$ 720.0052%140$ 1110.0079%76$ 120%
Clearwater 98,451$ 110,3257.9761%141,298$ 112,3877.9957%42,847$ 44%
Dunedin 33,214$ 37,2172.6907%45,330$ 36,0552.5651%12,116$ 36%
Gulfport 11,475$ 12,8600.9297%15,483$ 12,3150.8761%4,008$ 35%
Indian Rocks Beach 4,718$ 5,2880.3823%5,498$ 4,3730.3111%780$ 17%
Indian Shores 1,602$ 1,7960.1298%1,803$ 1,4340.1020%201$ 13%
Kenneth City 4,050$ 4,5390.3282%6,342$ 5,0440.3589%2,291$ 57%
Largo 64,980$ 72,8175.2644%102,575$ 81,5875.8044%37,594$ 58%
Madeira Beach 4,020$ 4,5040.3256%5,474$ 4,3540.3098%1,454$ 36%
N. Redington Beach 1,377$ 1,5430.1116%1,815$ 1,4440.1027%438$ 32%
Oldsmar 12,252$ 13,7370.9931%17,891$ 14,2301.0124%5,638$ 46%
Pinellas Park 42,452$ 47,5723.4393%66,002$ 52,4973.7349%23,549$ 55%
Redington Beach 1,421$ 1,5920.1151%1,820$ 1,4480.1030%400$ 28%
Redington Shores 2,088$ 2,3410.1692%2,756$ 2,1920.1559%667$ 32%
Safety Harbor 15,884$ 17,8001.2869%21,704$ 17,2631.2282%5,820$ 37%
St. Pete Beach 8,928$ 10,0040.7233%11,883$ 9,4520.6725%2,956$ 33%
St. Petersburg 225,793$ 253,01018.2917%326,233$ 259,48318.4607%100,441$ 44%
Seminole 15,875$ 17,7991.2868%23,184$ 18,4401.3119%7,308$ 46%
South Pasadena 5,210$ 5,8370.4220%6,396$ 5,0870.3619%1,186$ 23%
Tarpon Springs 20,674$ 23,1701.6751%30,975$ 24,6371.7528%10,301$ 50%
Treasure Island 6,721$ 7,5320.5445%8,556$ 6,8050.4841%1,835$ 27%
Municipalities Total 588,370$ 659,334 47.6674%852,624$ 678,169 48.2477%264,253$ 45%
Total 1,458,927$ 943,640 100.0000%1,992,310$ 953,485100.0000%533,383$ 37%
Calculation of the Ordinary Distribution to Eligible County and Municipal Governments (218.62 Florida Statutes):
Penny IIIPenny IVVariance
Penny for Pinellas, Local Infrastructure Sales Surtax
Estimated Total Distributions to Pinellas County and Municipalities
Penny III and IV
(Dollar Amounts in Thousands, 000's omitted)
Projected Allocations
Note: the Countywide Investments distribution is prior to the County & Municipalities distribution and is shown as a percent of total estimated revenue. The population distribution
formula for the County & Municipalities is 100% after the Countywide Investments distribution.
Dollar amounts are based on growth assumptions of 3.5% in FY17, 3.0% in FY18-19 and 2.5% in FY20-30.
2016 Population Estimates from University of Florida, Bureau of Economic and Business Research, 10/31/2016. 2004 Population Estimates served as basis
of Penny III Distribution among County and Municipalities.
The allocation factor for each county government is computed by dividing the sum of the county’s unincorporated area population plus two-thirds of the
county’s incorporated area population by the sum of the county’s total population plus two-thirds of the county’s incorporated area population. Each county’s
distribution is determined by multiplying the allocation factor by the sales tax monies earmarked for distribution within that county.
The allocation factor for each municipal government is computed by dividing the municipality’s total population by the sum of the county’s total population plus
two-thirds of the county’s incorporated population. Each municipality’s distribution is determined by multiplying the allocation factor by the sales tax monies
earmarked for distribution within its respective county.
H:\USERS\Capital\PENNY IV\Distribution_Revenue_Population\Penny Estimated Annual Distribution Co and Munic\ Penny IV 3_28_17
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#17-3416
Agenda Date: 4/25/2017 Status: Approval ReviewVersion: 1
File Type: ReportIn Control: City Council
Agenda Number: 3.6
SUBJECT/RECOMMENDATION:
Provide an update on the status of the Imagine Clearwater Plan and establish capital
improvement project 315-94892, Imagine Clearwater Implementation, to be funded with
$500,000 of General Fund revenues.
SUMMARY:
A team of city staff are now meeting weekly and have developed a timeline for various actions
and phases of Imagine Clearwater implementation. Key elements of the schedule are
planned for discussion.
A capital project is being established to fund various studies and expenditures that will be
incurred during the remainder of the current fiscal year. At this point, staff is unable to identify
the total budget need for all phases of the plan. As part of the capital budget submission for
fiscal year 2018, the planned Penny III funding for Coachman Park will be moved forward from
Fiscal Year 2020 to Fiscal Year 2018. Based on input from Council, other potential funding
(i.e., B.P. settlement, General Fund reserves, bonding, and internal financing) can be
programmed into the six year capital plan.
APPROPRIATION CODE AND AMOUNT:
A mid-year budget amendment will establish capital improvement project 315-94892, Imagine
Clearwater Implementation , recognizing a budget increase of General Fund revenue in the
amount of $500,000.
USE OF RESERVE FUNDS:
Funding for this contract will be provided by a mid-year budget amendment allocating General
Fund reserves in the amount of $500,000 to capital improvement project 315-94892, Imagine
Clearwater Implementation. Inclusive of this item if approved, a net total of $7,110,031 of
General Fund reserves has been appropriated by Council to fund expenditures in the 2016/17
operating budget. The remaining balance in General Fund reserves after the 8.5% reserve
requirement is approximately $14.4 million, or 11.4 % of the current General Fund operating
budget.
Page 1 City of Clearwater Printed on 4/21/2017
ID Task
Mode
Task NameDurationStartFinish
1 Imagine Clearwater 1233 days 3/27/17 12/15/21
2 Immediate Actions 495 days 3/27/17 2/15/19
3 First Referendum 106 days 6/12/17 11/7/17
12 Special Act Amendment 192 days 6/15/17 3/10/18
19 Update Downtown Plan 190 days 3/27/17 12/15/17
21 Activate Main Library 394 days 5/15/17 11/15/18
25 Water Front Connection 371 days 9/15/17 2/15/19
28 Second Century Storefront 110 days 7/15/17 12/15/17
30 Phase 1 849 days 6/15/17 9/15/20
31 Bluff Walk north of Cleveland
Street
717 days 6/15/17 3/15/20
37 Coachman Garden & the Green
(Bandshell & Restrooms)
654 days 3/15/18 9/15/20
40 Phase 2 1153 days 7/15/17 12/15/21
41 Bluff Walk south of Cleveland
Street
762 days 1/15/19 12/15/21
44 Harborview Redevelopment 283 days 7/15/17 8/15/18
F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J
Half 1, 2017 Half 2, 2017 Half 1, 2018 Half 2, 2018 Half 1, 2019 Half 2, 2019 Half 1, 2020 Half 2, 2020 Half 1, 2021 Half 2, 2021 Half 1, 2022
2017 2018 2019 2020 2021 2022
Tentative Imagine Clearwater Implementation Schedule
Project: Imagine Clearwater.mpp Page 1 of 1 Updated: 4/14/17 , 10:41 AM
CITY OF CLEARWATER
AN OVERVIEW OF PARK CONSERVANCIES
April 25, 2017
2
Imagine Clearwater
Community Vision
The Downtown Clearwater
waterfront will be an
active, authentic, iconic
civic and open space that
celebrates Clearwater’s
history, natural beauty,
culture, and diversity and
anchors an economically
vibrant downtown.
3
4
5
What is a City Park Conservancy?
•Private, non-profit park benefit organization.
•Raises money independent of the city.
•Spends money under a plan of action mutually agreed upon with
government.
•Impetus for their creation comes from combination of users and
residents, but the political receptivity of mayor, council and city
government is a de facto requirement.
6
“There was a time when urban parks were firmly considered the pride,
joy and responsibility of taxpayers. Once a park was in the public
domain, all agreed that its weight was to be carried on the shoulders of
city government.
No Longer. While many places still hew to the traditional model, a
growing number of cities now utilize private donations to rebuild,
refurbish, and even maintain some of their most iconic parks.
Today’s favored revitalization structure is the conservancy.”
- The Trust for Public Land, 2015.
7
IMAGINE CLEARWATER MASTER PLAN
KEY NEXT STEPS
8
Park Conservancy Roles & Responsibilities
•Fundraising
•Organizing Volunteers
•Design, Planning & Construction of Capital Projects
•Outreach & Marketing
•Programming
•Advocacy
•Maintenance & Security
9
Park Conservancy Case Studies
•Bryant Park Corporation, NYC
•Discovery Green Conservancy, Houston, TX
•Railroad Park Foundation, Birmingham, AL
•Civic Center Conservancy, Denver, CO
•Friends of the Riverwalk, Tampa, FL
Bryant Park Corporation
New York City
501 (c) (3)
Founded in 1988
17 Board Members
40 Full-Time Admin Staff
$12 mm operating budget (2015)
9.6 acres
10
CITY OF CLEARWATER 11
12
Discovery Green Conservancy
Houston, TX
501 (c) (3)
Founded in 2004
19 Board Members
37 Full-Time Staff
$5.4 mm operating budget (2014)
12 acre urban park
13
The conservancy manages all
aspect’s of the park’s operations.
Funds are raised through
sponsorships, concessions, private
donations and government grants.
14
Railroad Park Foundation
Birmingham, AL
501 (c) (3)
Founded in 2010
18 Board Members
9 Full-Time Staff
$5.6 mm operating budget (2015)
19 acre urban park
15
The foundation manages all
aspect’s of the park’s operations.
Funds are raised through
sponsorships, concessions, private
donations and government grants.
16
Civic Center Conservancy
Denver, CO
501 (c) (3)
Founded in 2004
17 Board Members
2 Full-Time Staff
$440k operating budget (2014)
12 acre urban park
17
The conservancy’s primary role is
advocacy, events and fundraising.
Funds are raised mainly through
government grants, as well as
private donations.
Friends of the Riverwalk
Tampa, FL
501 (c) (3)
Founded in 2005
24 Board Members
1 Full-Time Staff
$330k operating budget (2015)
2.4 mile waterfront park
18
19
The friend’s group fundraises on behalf of
the city of Tampa to help design and
construct, maintain, and program the
Riverwalk.
Since 2005, Friends of the Riverwalk have
raised over $3mm in cash; and transferred
half of that amount to the city.
20
HR & A Recommendations
Advocacy| Fundraising| Events
•Support the referendum
•Fundraise for capital costs
•Programming & Events
Background
The City is actively looking to increase the event offerings in Downtown Clearwater,
specifically in Station Square Park, Coachman Park and East Gateway area. There are
currently several new events planned in 2017/18 and discussions for pursuing more.
The strategy for events in Coachman Park is to improve the park through the Imagine
Clearwater project a varied strategy of events both traditional (band shell) and active
activities.
The new space will promote the project opening as a “Grand Opening” to kickoff many
new dates for people to place on their calendars as recurring events. The idea is that
each day of the week there will be planned activities as well as the opportunity for
passive recreation. Then on the weekends, staff proposes to have multiple events taking
place within neighboring footprints.
The City will schedule weekly and daily events, and then event partners will help fill out
the calendar. Below is a listing of our current activities in the Downtown and Coachman
Park areas as well as some discussions in anticipation of a completed Imagine
Clearwater project.
The CRA and Parks & Recreation (Special Events) are restructuring a position that will
assist in creating, facilitating, and managing special events from the East Gateway
downtown to Coachman Park, specifically with an emphasis on Station Square Park.
New Events / Activities currently being planned for 17/18 with current resources:
• Clearwater Sea-Blues Festival growing to host multiple stages and
performance areas including a stage in Downtown as well as a stage at the
Station Square Park.
• Bay2Beach Festival is taking over the space currently filled by Fun ‘n Sun.
This new festival will showcase our Downtown with multiple stages (SSP,
Downtown Blast Friday setup, and Coachman Park). The festival will
include live music, art exhibits, crafters and vendors, and much more.
• Working with event partners to produce concert events such as Kenny G,
John Legend, Third Eye Blind and more, soon to be announced in the
future at Coachman Park. The concert size is 3,000 – 6,000 people with a
shorter duration. This significantly shifts from the “festival” plan of 13,000
and an entire day of performances. These will still be held, but introduced
in a different way to program.
• Expansion of the Pierce Street Market concept to include a “Morning
Yoga” component to that event that happens every other week at
Coachman Park as well as partnering or collaborating with other events
that are in the area .
Additional events in discussion:
• Movie Nights under the Stars (weekly - $500 cost to produce) $26,000
• Expanding the “Arts in the Park” program that will rotate between
downtown locations (SSP and CP - $250 cost to produce) $13,000
• Monthly Event featuring local music and food and beverage themed
events: ($750 cost to produce)
o Featuring local food trucks, breweries, musicians, etc….$39,000
• Cultural event for the fall- Florida Orchestra --- $31,000
• Weekly Exercise Led Class (Zumba, yoga, tai chi, etc….) $10,000
Resources Needed in Order to begin additional events prior to Imagine Clearwater
Project:
• 1 FTE for event administrator at Coachman Park. Event administrator would
collect insurances, contact vendors, place marketing materials, hire contractors,
etc…..$60,000
• Prior to the renovation we would need to do the following for each of these
events:
o Bring in portalets daily ($20,000)
o Add in dumpsters and trash service ($1,000)
o Electrician Services to set up events ($8,000)
o Cost of all Events Listed Above ($119,000)
o Fire Dept / PD Services provided (TBD / week)
o Event Staff and Equipment Provided to ensure safety (TBD – week)
o Close down the Drew to Cleveland Loop to vehicular traffic
Estimated Cost including staff and all listed activities above (with exception of
Fire & PD services and event staff per week): $208,000
IMAGINE CLEARWATER
THE FUTURE OF OUR WATERFRONT
The Estuary: A lush respite for visitors in search of
a quiet waterfront experience a short walk from the
rest of downtown, the Estuary will also provide a safe
and convenient natural experience for Clearwater's
young people to enjoy and study for generations
to come. The Estuary will replace the previous
stormwater pond in Coachman Park and serve as a
water quality control device for stormwater runoff.
T, ESTUARY
The Green: Proceeding down an
iconic staircase, visitors will be greeted
by the sweeping Green, lined with
native shade trees and anchored by a
state -of- the -art new bandshell that will
dramatically improve the event -going
experience at the park.
VAY
Coachman Garden: Featuring a ,
modern new playground, with play
equipment designed in collaboration
with local artists, Coachman Garden
will be located steps from the Main
Library, providing families with
another reason to visit and spend
time downtown.
1
The Civic Gateway: A grand
entry gateway at the site of
the existing Harborview Center
will invite pedestrians into the
waterfront from Cleveland Street
downtown's 'main street.'
The Bluff Walk: Tying these
sets of diverse experiences
together will be the park's Bluff
Walk, an active linear promenade
that utilizes Clearwater's unique
1 topography, provides unparalleled
views, and stitches together the
waterfront and downtown.
rrag nec earwc3tor.co 0
OSCEOLA AVENLI
CLEARWATER
BRIGHT AND BEAUTIFUL • BAY TO BEACH
IMAGINE CLEARWATER
TIMELINE & STATS
First Referendum Text to
City Council for Vote
acres of park space, a 110
increase in what is currently in
Coachman Park
O
Election on First
Referendum
Fall 2017
O
Delegation Hearings
on Special Act
Amendment
Nov. 7, 2017
acres for flexible event use,
a 25 % increase
when a referendum
would come before
the residents
O
Design of Park
Elements Complete
Solicit Redevelopment
Proposals for Harborview
site.
O
miles of new walkway
along the Intracoastal
million total plan
investment
miles of new
Bluff Walk area
the number of years
to complete the
proposed project
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#17-3428
Agenda Date: 4/25/2017 Status: City Manager ReportVersion: 1
File Type: ReportIn Control: City Council
Agenda Number: 3.7
SUBJECT/RECOMMENDATION:
Council discussion topics
SUMMARY:
·Councilmember Jonson topics - attached file
·Other Council topics
Page 1 City of Clearwater Printed on 4/21/2017
Strategic Plan
1.Report on Strategic Plan Completions
2.Open Items of the Strategic Plan:
i.Increase Economic Opportunity: Economic Development Plan Review and
Update (Sanderson) –The presentation is scheduled for 4/17 Work Session
only.
ii.Safety: Coastal Vulnerability Model –What are next steps? (Delk) –Staff is
preparing a white paper for future discussion that I have asked them to
provide for the upcoming Strategic Planning Council Meeting on April 25th.
iii.Foster Community Engagement: Neighborhood Vitality and Health
Neighborhood generally The Strategic Plan item proposes Placemaking as a
new priority title under the Objective for “Foster Community Engagement”
a.Slow conversion to more rentals and less owner occupied
b.Need to attract younger families as residents and workers
c.Safe neighborhoods (sidewalks, traffic, crime
minimization)
d.Child friendly neighborhoods
2.Community Health
a.Trails
b.Walkable City
c.Bicycle Friendly City
3.Neighborhoods in “need” –will this be part of the neighborhood
placemaking?
iv.Diversify our Economic Base: ULI and Imagine Clearwater
1.Implementation plan
2.Funding Strategy (Call/Silverboard) -Staff has an agenda item
scheduled for the April 25th Strategic Planning Meeting on Imagine
Clearwater, including funding.
3.Partnerships for implementation –P3’s and nonprofits (REH,
Chambers, Downtown Partnership, Realtors, property owners)
4.Community communication
v.Develop and Promote our Brand [“CLEARWATER” and “BRIGHT AND
BEAUTIFUL”, family friendly, tech savvy ]:
1.Septic to Sewer Abeyance [On City Manager’s List] Water Quality
of Clearwater Harbor (ULI Report Recommendation)
2.How do we address the attractiveness of our City for our future
a.Examples: Countryside Boulevard becoming walled off by
fences instead of a landscaped boulevard.
3.Litter and dumping in North Greenwood
4.Community Gateway Enhancement
b.Consider for scheduling at a later meeting:
i.Working relationship with Scientology –Implementing the ULI model
ii.Transportation
1.Alternative transportation modes –ride sharing, autonomous
vehicles, elevated alternatives
2.Regional Transportation impact on Clearwater Economy –
Premium Transit Corridors Project
3.Beach Access alternatives and SR 60 Corridor [Forward Pinellas
efforts]
iii.Strategic Plan Communication and Implementing our Plan (Governance)
1.Visibility to the Strategic Plan to the Public –today our strategic
plan isn’t readily visible on the web site.
2.John Carver Servant Leadership Model
3.Doing our best & getting things done
4.Beach Access alternatives and SR 60 Corridor [Forward Pinellas
efforts]
BACKPAGE
Bike lanes and other infrastructure
draw more cyclists and spur rising
property values.
pW41 P T. MeM AHO N
WHAT IS THE FASTEST-GROWING means
of transportation in the United States?
The bicycle, according to the U.S. Census
Bureau. People bike for many reasons —
better health, recreation, transportation,
to save money, to run errands. But the
biggest reason that bicycling is booming in
the United States is the growth in bicycle
infrastructure.
In 1992, there were only so federally
funded bicycle infrastructure projects; last
year, there were about 2,500. The Rails -
to- Trails Conservancy says there now are
more than 1,900 rails -to- trails
projects totaling almost
31,00o miles (50,00o km)
of safe, off -road bike trails.
Bicycle infrastructure also
includes many additional
miles of grade - separated bike
trails, protected bike lanes,
and a growing system of bike
boulevards (low- traffic streets
optimized for cycling).
Bicycling is part of a larger
shift toward "shared -use
mobility," which emphasizes
the availability of multiple,
shared ways of moving
around a city rather than
vehicle ownership. Ride shar-
ing, car sharing, bike sharing,
Uber, Lyft, and autonomous
vehicles are all part ofthis
larger evolution. Today, for example, there
are almost 120 urban bike -share systems in
the United States and over 75o worldwide.
Just as investments in roads and
highways led to automobile - oriented
development and public transportation
investments led to transit - oriented devel-
opment, investments in bicycle infra-
structure are now leading to trail- oriented
development. This trend is likely to grow
because bicycle infrastructure is relatively
inexpensive and it provides high levels of
return on investment. For instance, Port-
land, Oregon —the U.S. city with the high-
est percentage of bicycle commuters —has
developed a 300 -mile (483 km) network of
bike trails, lanes, and boulevards for about
EDWARD T. MCMAROM is a sake raided tellew
ad Ill Cada rasa Oar for SaaWaaWekvetopmeat ad
fwanaeral Mg. We new M oat Arlin Transportation asi
lei1st*:lireM9dhater tan use studies ettiryde-
220 URBAN LAND MARCH /APRIL 2017
6o million —about the same cost as one
mile (1.6 km) of urban freeway.
San Francisco reports that one mile of
protected bikeway in the heart of the city
cost $445,000. This seems expensive until
one considers that reconstruction of a
one -mile segment of Doyle Drive cost $571
million and a new one -mile refurbishment
of the Bay Bridge cost $2.o7 billion. Pare
County, North Carolina, which includes
the Outer Banks, reports that a one -time
expenditure of $6.7 million to build a bike
trail parallel to the beach resulted in a
nine -to -one annual return on investment.
Bicycling is good for health and the envi-
ronment, but it is very good for business,
too. Numerous studies show that bike trails
increase the value of nearby properties. A
study of Indianapolis's Cultural Trail, for
example, found that property values within
one block of the trail rose 148 percent
between 2008 and 2014 —far more than in
the city as a whole. Studies of the Minute-
man Bikeway in Massachusetts and the Katy
Trail in Dallas found that homes near the
trails sold faster and for more money than
homes farther away. In 2002, the National
Association of Realtors reported that walking
trails and bike paths were the top neighbor-
hood amenity sought by homebuyers.
Bicycling can also have a positive impact
on retail sales. The New York City Depart-
ment of Transportation, for instance, found
that installing a mile -long protected bike
lane on Ninth Avenue in Manhattan resulted
in an estimated 49 percent increase in retail
sales for merchants along the route.
Another business advantage is that
bicycles take up much less space than
cars. Ten to 12 bicycles can be parked in
the same space as one car. This is sig-
nificant when one considers that surface
parking spaces cost $3,000 to $4,000 per
space; structured parking costs $15,000 to
20,000 per space; and underground park-
ing can cost up to $5o,000 per space.
The transportation landscape is chang-
ing. Bicycle infrastructure is catalyzing real
L-7
more competitive. What's not to like? LL j' \'
estate investment, and cities that give com-
muters more transportation options will be
r,"))
Bridges, rail corridors find new life as urban trails https: / /www.usatoday.com /story /travel /destinations /IOgreatplaces /20...
Bridges, rail corridors find new life as urban trails
Larry Bleiberg, Special for USA TODAY 7:54 a.m. ET April 21, 2017
Photo Julienne Schaer,
N YCgo. corn)
Once seen as urban blight, abandoned industrial corridors and rail lines have been transformed into some of
the country's most popular parks and trails. "They've been reborn as places for people," says EchlkIVIIINn of
the Washington -based Urban Land Institute. "It's amazing how many cities are embracing their industrial past."
He shares some favorite examples with Larry Bleiberg folWbiesiun1 abandoned rail lines
into popular parks
BeltLine
Atlanta
Sprawling Atlanta is now home to one of the largest bicycle- and pedestrian - friendly projects in the nation,
McMahon says. The BeltLine, a former rail line circling the city, has already has attracted billions of dollars of
investment, including Ponce City Market. The former Sears warehouse now houses a food hall, offices and an
amusement park on its roof, and even has valet parking for bikes. Eventually reaching 22 miles, the trail already features art displays, yoga sessions and
tours. "It's really transforming the city." beltline.orq (http: / /beltline.orq)
606 Trail
Chicago
When it opened in 2015, this elevated rail line brought badly needed park space to Logan Square and other neighborhoods near downtown Chicago. "It
was really kind of neglected," McMahon says. Now it serves bike commuters, runners, dog - walkers and families out for a stroll. "It has had a pretty
significant impact there." the606.orq (http: / /the606.orq)
Walkway Over the Hudson
Poughkeepsie, N.Y.
This partially burned railroad trestle had been an eyesore since the 1970s until a local group had the vision to transform it into a park. Stretching more
than 1.25 miles, the state of New York calls it the longest elevated pedestrian bridge in the world. "It's not only a great project, but it has led to the
redevelopment of downtown Poughkeepsie," McMahon says. walkwavorq (http: / /walkway.orq)
Three Rivers Heritage Trail
Pittsburgh
For decades, the former steel- making giant turned its back on its rivers, reserving its banks for transportation and industry. But in recent years, the city
has reclaimed its greenspace with a 24 -mile system of trails. "Pittsburgh has an incredible natural setting, but you really couldn't access the water until it
started turning all these rail spurs into trails," McMahon says. friendsoftheriverfront.orq ( http : / /friendsoftheriverfront.orq)
Promenade Plantee
Paris
The world's first elevated park inspired many of the projects on McMahon's list. The nearly 3 -mile esplanade opened in 1988 on a former rail line that
passes above neighborhoods and dips through tunnels and trenches. Visitors come for the galleries and shops that have opened in the viaduct's arches,
and for the gardens and landscaping, which includes lime and hazelnut trees. en.parisinfo.com (http: / /en.parisinfo.com)
Rotary Trail
Birmingham, Ala.
While many municipalities have found space for trails by looking up to bridges and trestles, this Alabama city looked down and created a linear park in a
former railroad cut. The short path includes extensive landscaping, seating and even solar - powered phone charging stations. It connects an award -
winning park fashioned from a former railyard with an idled steel plant, preserved as an open -air industrial museum. birminahamal.prq
Ihttp: / /birminahamal.org)
HighLine
New York
One of New York's biggest tourist attractions was long slated for demolition. The former West Side rail spur, which opened as an elevated linear park in
2009, has transformed once - scruffy neighborhoods, bringing millions of visitors to places like Chelsea, Hell's Kitchen and the Meatpacking District. "It has
leveraged billions of dollars in investments," McMahon says. "It also has gotten the attention of cities big and small that want to replicate it."
thehighline.orq (http: / /thehighline.orq)
Dequindre Cut
Detroit
1 of 2 4/24/17, 10:55 PM
Bridges, rail corridors find new life as urban trails https: / /www.usatoday.com /story /travel/ destinations /I Ogreatplaces /20...
Motor City does its runners, walkers and bikers proud on this 2 -mile below -grade path once used by the Grand Trunk Western Railroad. During its
transformation, builders purposely left the street art and graffiti in place on underpasses, turning it into an urban art gallery. The trail's particularly popular
with group bike rides, McMahon says. visitdetroit.com (http: / /visitdetroit.com)
Walnut Street Bridge
Chattanooga, Tenn.
Chattanooga is known internationally for revitalizing its downtown with a riverfront park, an aquarium — and this repurposed 19th - century bridge,
McMahon says. The span sat unused for more than a decade before opening to pedestrian traffic in the 1990s. Now the dog - friendly walkway welcomes
runners and walkers, and hosts an annual fall wine - tasting that attracts thousands. chattanoogafun.com (http://chattanooqafun.com)
Midtown Greenway
Minneapolis
McMahon calls this trail system "America's first bicycle freeway." Reclaimed from rail lines, it has separate lanes for cyclists and pedestrians. "You can
tour the entire city with this network. It has rest stops. They plow it in the winter. It has become a real part of the transportation network."
midtownoreenway.orq ( http: // midtownqreenwav .orq %C2 %AD %C2 %AD)
Read or Share this story: http: / /usat.ly /2p219fR
2 of 2 4/24/17, 10:55 PM