Fort Walton Beach Council agenda — 04-08-06 Special — reading text

Action Plan, which identifies the need for affordable housing and recommends various strategies to achieve additional affordable housing in the Beal Parkway neighborhood. 5. At the January 2006 Strategic Planning Session, Council consensus was to prioritize or continue current efforts on the following: affordable housing, acquisition of vacant property, annexation strategy, and BRAC planning. Discussion 1. The CRA Fund has a full- time Principal Planner who spends a portion of her time on attainable housing issues. 2. A new Housing Coordinator is proposed to develop an Attainable Housing Program that includes purchasing land, rehabilitating existing properties, constructing new housing, and partnering and leveraging funds with other agencies. This position is critical to focusing efforts on solving the City' s affordable housing needs, dovetails with the efforts of the Beal Parkway Neighborhood Plan, and will also be involved in planning for new residents as a result of BRAC. 3. The CDS department currently has one full- time Chief Code Inspector and one Neighborhood Improvement Coordinator who splits his time between code enforcement and neighborhood improvement duties. Prior to May 2005, the City had a Chief Code Inspector and Code Inspector. 4. In order to successfully reinvigorate and achieve the goals of the Great Neighborhoods Program, the current Neighborhood Improvement Coordinator needs to focus on neighborhood responsibilities full- time. 5. One aspect of quality neighborhoods is proper code enforcement. A second full- time Code Inspector is proposed to monitor compliance with City Ordinances and resolve violations previously handled by the Neighborhood Improvement Coordinator. 6. There are over 1, 600 code violations annually. Two full- time code inspectors are needed to perform inspections and achieve compliance in the most timely and efficient manner. Pol icv 1m Dact 1. A full- time Housing Coordinator would cost approximately $ 67, 700 for salary and benefits, in addition to expenses for setting up a work area and office supplies. The position would be funded 50/ 50 from both the General Fund and CRA Fund. 2. A full- time Code Inspector would cost approximately $ 52, 800 for salary and benefits and $ 12, 500 for a vehicle, in addition to expenses for setting up a work area and office supplies. The position would be funded in the General Fund. Recommendation Authorize a Housing Coordinator, split between the General Fund and CRA Fund, and a second Code Inspector in the General Fund in the FY 2006- 07 budget. 16 of 28 FY 2006- 07 Budget Policy Workshop MAIN STREET FUNDING Policv Decision Should the City continue to support Main Street? Backaround 1. The City has contributed to Main Street using CRA funds over the past several years and funding has been provided for Okaloosa on Ice the past two years. In FY 2005- 06 funding for Musical Echoes was authorized, as this organization is no longer part of Main Street. FY 2001- 02 FY 2002- 03 FY 2003- 04 FY 2004-05 FY 2005- 06 Main Street $ 30, 000 $ 17, 500 $ 24, 800 $ 19, 832 $ 14, 625 Okaloosa on $ 10, 000 $ 10, 000 Musical $ 6, 000 Total $ 30, 000 $ 17, 500 $ 24, 800 $ 29, 832 $ 30, 625 2. During the August 2005 Budget Workshop, Council reduced funding for the organization and expressed a desire for Main Street to become more self- sufficient. 3. At the February 14, 2006 meeting, Council directed the City Manager to investigate the possibility of hiring an Executive Director for Main Street using CRA funds. Discussion 1. According to the Florida Main Street Coordinator, programs in Florida are mostly autonomous boards with Managers or Executive Directors who report to the President/Chairman of the Main Street Board because independence from the municipality generally leads to better success. Most Main Street programs begin with a majority or at least 50% of funding coming from the municipality, CRA, or downtown improvement board or business district. While some Main Street organizations wean themselves of outside funding, others continue to receive the majority of their funds from the municipality. 2. Each community' s Main Street strategy is different, but all are based on four components: a. Design - enhance the visual appearance of the downtown b. Organization - build consensus and cooperation among public and private groups and members who have an interest with the downtown c. Promotion - market the improved downtown to attract customers, investors, developers, and new businesses d. Economic strengthen the downtown' s existing economic assets while Restructuring - expanding its economic base to meet new opportunities 3. Benefits of a Main Street include: a. Strengthened and Stabilized Businesses - profits are kept locally, family- owned businesses are supported, and tax revenues increase b. Tourism - Main Street areas often become tourist attractions, which draw revenues c. Infrastructure - infrastructure is improved in the area d. Jobs - renovations create jobs, both during construction and after e. Sprawl Control - community-eroding sprawl is reduced f. Civic Forum - a sense of community is created through parades and celebrations held in Main Street area g. Symbolism - Main Street areas become a symbol of economic health, pride, and community history 4. A successful Main Street program: a. Motivates property owners and merchants to implement a successful commercial district revitalization strategy b. Promotes a positive image of the commercial district 17 of 28 FY 2006-07 Budget Policy Workshop c. Encourages consumers and investors to live, work, shop, play and invest in the Main Street district d. Gets the Main Street district in top physical shape to create and maintain an inviting atmosphere e. Strengthens a community' s existing economic assets while expanding and diversifying its economic base. Policv Imoact 1. A successful Main Street area will provide for direct benefits from increased property taxes, sales taxes, bed tax, etc., which benefit the CRA, the City and the County as a whole. 2. More property taxes in the CRA mean more TIF revenue that can be utilized to address revitalization of residential areas and provision of attainable housing. 3. An alternative is to explore the Chamber' s willingness to partner with Main Street and the City providing funding for an Executive Director. 4. Goals for a Main Street Executive Director: a. Attend Main Street meetings and statewide training conferences. Represent the community to important constituencies at the local, state, and national levels. b. Prepare all reports required by the Florida and National Main Street Programs. Submit these reports and quarterly financial and activity reports to the City. c. Hold Main Street events throughout the year, with at least four major fund raising events. d. Develop and maintain data systems ( e. g. economic, photographic, job creation, business retention) to track the progress of the Main Street program. e. Conduct a market study in the first year. f. Develop and implement economic and membership strategies. g. Attend CRA meetings. h. Promote a cooperative climate among Main Street interests, the Chamber, and local officials. i. City funding of the salary and benefits for the Main Street Executive Director up to 50, 000, depending on qualifications, would be based on an agreement between Main Street, the City, and possibly the Chamber. Recommendation Support ongoing Main Street operations by contracting for an Executive Director in FY 2006- 07. 18 of 28 FY 2006. 07 Budget Policy Workshop EXPAND CRA PUBLIC SAFETY INITIATIVE STRATEGIC PLAN GOAL - Policv Decision Should the public safety initiative be expanded in the CRA area? Backaround 1. According to Florida Statute 163. 370, CRA funds may be used for community policing initiatives. In FY 2004-05 one police officer was transferred from the General Fund to the CRA Fund to reflect the officer' s duties being performed solely within the CRA area. 2. During the August 2005 Budget Workshop, Council asked Staff to evaluate whether another officer is needed in the CRA area based on residents feeling unsafe in the Beal Parkway neighborhood. 3. At the January 2006 Strategic Planning Session, Council consensus was to make cleanup of drug areas a priority. Discussion 1. Police officers are assigned to beats or districts in order to keep them disbursed throughout the City; however, they respond to calls for service throughout the City. When an officer is restricted to a particular section or area, it removes that officer from the rest of the City. 2. All Community Police Officers are assigned individual areas of the City as their responsibility. The current CRA Officer was provided by adjusting the assigned area of a Community Police Officer to the boundaries of the CRA area. There are not a sufficient number of officers to assign another officer to the CRA area without jeopardizing coverage in other areas of the City. In order to add another police officer to the CRA area, an additional position will need to be added increasing authorized positions of the department from 54 to 55 sworn officers). 3. It takes 4. 3 officers to cover one assignment 24 hours per day each week. Downtown activities typically are ongoing between the hours of 7 am and 4 am. 4. Examples of crimes that have decreased since a Community Policing officer was assigned to the CRA area: 2004 2005 % Decrease Aggravated Assau It/Battery 30 25 16. 7% Narcotics Eauipment Violations 179 68 62. 0% Theft 151 125