Primary Transit Corridor Network Master Plan

Nebraska – Hillsborough Primary Transit Corridor

Table of Contents

Rating Factor #1: Purpose and Outcomes

Project Purpose 1

Overview 2

Study Area 2

Alignment with HUD’s Livability Principles and Reporting Metrics 5

Rating Factor #2: Work Plan

Proposed Activities 7

Planned and Concurrent Activities Requiring Coordination Activities 8

Regional and Local Project Significance 9

Public Outreach and Participation 9

Use of Funds/Budget and Timeline 10

Project Outputs, Outcomes and Performance Measures (Metrics) 11

Obstacles in Meeting Outcomes, Outputs and Performance Measures 12

Rating Factor #3: Leveraging and Collaboration

Letter of Commitment for Required Match 13

Letters of Support/Commitment (List) 13

Rating Factor #4: Capacity

Organizational Capacity 14

Summary of Previous Projects, Outreach 14

Bonus Factors

Skills and Technical Expertise Plan 15

Knowledge Sharing Plan 15

Rating Factor #1: Purpose and Outcomes

Project Purpose

The City of Tampa proposes to use funding sought through this grant application to develop a

detailed corridor master plan for the Nebraska - Hillsborough Avenue Primary Transit Corridor

that:

1. Takes advantage of its location and transportation resources;

2. Provides opportunities to unify and strengthen the corridor’s identity;

3. Promotes economic development, particularly in close proximity to mixed-income

communities;

4. Encourages green and healthy design for new construction and/or rehabilitation,

5. Strengthens cultural, social and historic connectivity along the corridor;

6. Creates attractive pedestrian- and transit-oriented places; and

7. Facilitates public facilities financing and timely construction.

Funds sought through this grant application will also be used to develop a detailed station area

plan for the Florida High Speed Rail System scheduled to begin construction by the end of 2013

and in operation by 2015.

The strategy presented in this application seeks to establish a comprehensive design approach for

the entire corridor to promote efficiency and functionality, and better define a unique and

distinctive sense of place. It will be based on a combination of the community’s vision, the City’s

goals, and best management practices in transit-oriented development (TOD).

Overview

The City of Tampa, Florida is located just east of the

Gulf Coast of Florida. Directly adjacent to Tampa Bay,

the City serves as the county seat for Hillsborough

County -- the fourth most populous county in the state--

and is a major part of one of the fastest growing

metropolitan areas in the nation. Tampa’s resident

population in 2000 was 303,447. According to estimates,

the city's population had grown to 343,890 by 2009,

making it the 54th largest city in the United States.

Additionally, more recent estimates project the City’s

population will grow by 92,860 people between 2005

and 2025. Along with this trend, employment is

projected to increase by 132,000 jobs during this same

period – giving the City an employment base of more

than 495,000 jobs.

In May 2009, the City adopted a major update to its

Comprehensive Plan (Tampa Comprehensive Plan:

Building Our Legacy - A Livable City, May 2009)

establishing “livability” as the overarching theme in

meeting the needs of the existing population and

planning future growth. In addition to the traditional

comprehensive planning elements, the May 2009 Plan

Update emphasizes transit oriented development within

activity centers and along major mixed-use/transit

corridors, energy efficient land use patterns, energy

conservation, multi-modal transportation systems,

pedestrian oriented places, mixed-income residential

communities and people connected via a wide range of

physical and social systems as public policy.

The City of Tampa is 92% built-out to its corporate limits. Most future development will occur as infill development –

thus adding greater densities and filling in existing vacant areas and areas targeted for redevelopment. To protect

existing communities and to minimize adverse impacts of future development, the Comprehensive Plan directs new

development to locate in and around the major business centers and along Primary Transit Corridors (See Figure 1).

Directing growth into these corridors will result in the types of sustainable conditions envisioned in this planning

program.

Study Area

The study area for this project is shown in Figure 2: the Nebraska - Hillsborough Avenue Primary Transit Corridor.

The corridor includes more than a billion dollars in planned multi-modal transit capital spending, highlighted by the

nation’s first high speed rail system, a potential light rail system and programmed bus rapid transit systems. No other

corridor in the City’s transit network has the same degree of multi-modal linkages as the Nebraska – Hillsborough

corridor. Integration of these systems to each other and to the surrounding communities is needed and would result in a

much improved form and function.

Figure 1

Adopted Primary Transit Corridor Network

The Florida High Speed Rail System will

begin operation in 2015

The location of the Florida High Speed Rail (HSR) Terminal at the southern end

of the corridor in downtown Tampa presents a set of unique opportunities and

critical challenges for the City. The Florida Department of Transportation is

committed to beginning construction on the multi-modal transit hub no later than

the third quarter of 2012. The City of Tampa must respond to this “fast-track”

schedule to adequately address a number of urban and community design issues

before for the facility begins operation in 2015.

Figure 2

Nebraska–Hillsborough Avenue

Study Area

Hillsborough Avenue

East-West HART Metrorapid

Service Route

North – South HART Metrorapid

Service Route

M.L. King Blvd

Nebraska Avenue

Study Area Boundary

Potential Light Rail Route

(

1 of 2 alternatives

)

High Speed Rail Station

The corridor suffers from pervasive economic decline in certain areas and is nearly entirely contained within the City’s

designated Community Redevelopment Areas (CRA’s). At the same time, there are several parcels ready for

redevelopment, with most regulatory tools for expedited development already currently in place. A unified

development plan would provide direction.

Redevelopment on vacant lots must be guided in a manner that

respects the heritage of the corridor.

(Centro Asturiano pictured)

The corridor traverses the City’s oldest, most historic

and culturally rich neighborhoods. Part of the corridor is

within the Ybor City National and Local Historic District

and protected by a local historic preservation ordinance.

Even with these designations, portions of this area are

targeted for redevelopment posing special challenges.

This planning project will examine strategies to guide

redevelopment in manner that respects and reinforces the

history and culture of the area.

More than $3 million in federal Neighborhood

Stabilization dollars has been targeted within the

corridor. The project will identify areas suitable for

affordable and workforce housing and recommend

strategies for providing such housing opportunities in

close proximity to transit stops and stations.

The neighborhoods along the corridor are comprised of predominantly single-story, single-family houses, interspersed

with neighborhood-serving commercial development. Residents have resisted the development of other forms of

housing (i.e., townhomes and multi-family units) believing that such forms would disrupt the fabric of the community

and negatively affect established physical and social patterns. This project includes outreach efforts to educate residents

on the merits of transit oriented development. Including workshops to develop a consensus on how transit oriented

developments can occur in the area.

The May 2009 Tampa Comprehensive Plan established several policies and strategies to

reduce energy use and to promote energy efficient land use patterns. In 2010, Mayor

Pam Iorio appointed a Citizens–TECO Energy Conservation Task Force which

recommended conservation strategies that were in line with the Comprehensive Plan.

This project provides an opportunity to implement some of those recommendations.

While the Tampa Comprehensive Plan makes great strides in establishing a framework

for creating a livable community, the plan does not examine the primary transit network

in sufficient detail to determine the amount and type of development that can be

accommodated within it. Nor did the plan examine development trends and the market

potential to determine a reasonable expectation of the level of development that could be

realized over the next 10-15 years within this particular corridor. Additional market

analysis is required to better define the development capacity for each corridor.

An example of the limited mixed-use lot frontage available for

redevelopment and the proximity to historic neighborhoods.

The Comprehensive Plan assumes new mixed-use, transit-

oriented development will locate along primary transit

corridors or transit stops, however there has been no detailed

analysis of the lot, parcel and site characteristics to assess the

feasibility of accommodating the desired projects. Along the

corridor, small parcel sizes and short lot depths can result in

commercial lots abutting directly to single-family residential

areas. Residents are concerned that new development will

negatively affect established physical and social patterns.

These challenges must be overcome to promote economic

development; however, ultimate solutions must consider the

needs, desires and impacts of adjacent communities.

The designation of primary transit corridors is a new feature in the Tampa Comprehensive Plan. As such, the primary

transit corridor designation is not reflected in recently completed economic development plans, land use plans, or

transit alignment and station location plans. Other plans that do not reflect this designation include cultural district

plans, bicycle, sidewalk, and pedestrian plans, as well as park, open space and greenways trail plans. This project

provides the opportunity to coordinate and integrate these efforts to create a unified development plan for the primary

transit corridors.

Development along the primary transit corridors is regulated by several governmental and public entities. Some of the

regulations create barriers in achieving mixed-use, compact transit oriented developments. A unified, streamlined

approach to development review and approvals is needed, particularly where multiple governmental entities have

regulatory authority.

Alignment with HUD Livability Principles

The degree to which the project aligns with HUD's six livability principles is shown in the following table. The

alignment/benefit is described in the left column and the metric that will be used to measure success or progress is

shown in the right column.

Livability Principle / Outcome or Alignment How it will be Measured

Livability Principle #1: Provide More Transportation Choices

By encouraging mixed-use, transit oriented development

within the corridor, and near transit-stops, single-purpose

automobile trips will be reduced.

By connecting the high speed rail station with intermodal

facilities (Port and Airport) via bus, cabs, street car and a

light rail system, riders will have more options in reaching

their final desired destination, which will help to alleviate

traffic congestion at peak times.

Developments that promote walking or biking, and can be

served by transit, will reduce demands on energy. Also,

multi-story developments can be more energy efficient.

The project affords the opportunity to examine the

potential creating an electric vehicle ready corridor which

can help to reduce reliance on non-renewable fuels.

Livability Principle #2: Promote Equitable Affordable Housing

The project will seed to develop housing strategies that

preserve existing neighborhoods, protect historic areas and

encourage mixed-income housing opportunities in close

proximity to the station. An example, located two blocks

east of the proposed rail station is the Encore project, a 30-

acre mixed use, mixed income, transit oriented

development, which was awarded $38 million in federal

stimulus money.

• Vehicle miles traveled

• # of travel modes available at the high speed

rail center

• Mode split of arriving and departing travelers

• Average population density

• Average employment density

• Average # of stories of development

• # of TOD developments approved

• Change in estimated energy use

• # of third party (LEED, FGBC, etc.) energy

efficient designated buildings permitted.

• # of potential electric car charging stations

• # of recommendations to land development

regulations to facilitate electric car use

• # of electric charging stations installed.

• Transit proximity to affordable housing

developments

Families that have access to reliable transit service have

the option of foregoing the cost of an automobile, which

for some, can be the difference in affording a home.

Livability Principle / Outcome or Alignment

Livability Principle #3: Enhance Economic Competitiveness

Promoting transit oriented development on vacant property

and in underutilized redevelopment areas and developing

regulations to guide future development in a supportive

manner will help to strengthen the tax base and promote

economic activity.

Adoption of new urban land development regulations will

promote and provide incentives to increase densities and

employment opportunities along the transit corridor.

Livability Principle #4: Support Existing Communities

Building community consensus of rail station development

plans, particularly land use density and intensity will

ensure future development occurs in manner that respects

existing communities and provides value for all.

The project will investigate options to improve housing

choices within the corridor and efforts will be made to

work with existing residents to demonstrate such options

can be accomplished in a positive and sensitive manner.

Workshops and outreach efforts designed to educate

residents on the merits and benefits of transit oriented

development will be included in the project work plan.

The project provides the opportunity to evaluate the

feasibility of creating a Property Assessed Clean Energy

(PACE) District to encourage the use of renewable energy

technologies.

• Transit proximity to housing

• Transit ridership

• # of transit boardings and deboardings.

How it will be Measured

• # of transit oriented development approved

• # of residential permits issued

• Dollar value of commercial permits issued

• # of business tax license applications issued

and renewed

• Development bonus provided in land

development regulations

• # of project approved using development bonus

• # of people participating in the planning

process

• % of people participating who live or work in

the corridor.

• # of residents participating in TOD or mixed-

use community charettes or meetings

• Housing type dissimilarity index

• The establishment of a PACE program

• # of participants in program

• Potential per household energy saving

• Average cost/benefit of implementing a PACE

district.

Livability Principle #5: Coordinate Policies and Leverage Investment

By removing conflicts between local, regional, state and

federal regulations along the corridor, future development

can proceed in a manner that achieves desired outcomes

more efficiently. The project will seek to shorten the

development cycle for TOD developments.

Livability Principle #6: Value Communities and Neighborhoods

The project will examine the integration and

interconnectivity of these systems with each other, with

existing and future development, and with the surrounding

community so as to improve usage by the local population

(particularly developments like Encore).

Ensuring the design, orientation and function of public

spaces and parks provide opportunities for pedestrian

interaction, public art, civic use, cultural amenities and

street level retail use.

• # of local, regional and state procedures aligned

to promote development

• # of steps in the review process

• # of staff/administrative approvals versus

public hearings and board approvals

• Pedestrian network coverage (% of total street

frontage with a sidewalk on at least one side)

• Bicycle network coverage (% of total street

centerline distance with a designated bike

route)

• Square feet of planned public space

• Public space proximity to housing

• Public space proximity to employment

% public space connected by sidewalk network

Rating Factor #2: Work Plan

Proposed Activities

The City of Tampa proposes to use funding from this grant to develop a detailed corridor master plan for the Nebraska

- Hillsborough Avenue Primary Transit Corridor. Included in this plan will be a detailed station area plan for the High

Speed Rail Station. The project will be implemented with the help of a consultant who is highly experienced in rail

station planning, multi-modal corridor planning and transit oriented development, and who will be able to facilitate

completion of the project in a step-by-step systematic manner. The project will be completed in six phases:

• Phase I is the Project Initiation phase and includes all activities needed to begin the project, including the

selection of the consultant; development of a detailed scope of work; identification of community stakeholders,

including minorities and disadvantaged population; development of public outreach and communication plan; and

development of a skills training deployment plan.

• Phase II is the Inventory and Data Gathering phase and includes activities by which the project team and

consultant gain an understanding of the issues and opportunities that exist in the corridor. This phase represents

the collection of "hard" data, such as land use, development plans, demographic and market information, traffic

and transit data, etc.

• Phase III is the Alternatives Analysis phase. In this step, alternative

design scenarios will be developed based on the work completed in

the previous phase. The consultant will engage the community by

using plan and perspective drawings through a series of charrettes to

create and evaluate a number of possible plans. This phase will end

with a selection of a Preferred Development Concept by the

community stakeholders for the primary transit corridor.

• Phase IV is the Plan Development phase and involves the

production of the plan for the Nebraska – Hillsborough Corridor and

a rail station plan for the high speed rail terminal. The Plan will

present a cohesive and comprehensive story of the primary transit

corridor and the area surrounding the high speed rail station,

providing a road map of how the corridor/station area should develop

to create a more livable community. This phase includes the

development of a preliminary draft plan and a final draft plan.

Community Design Charettes will be used to

engage the commun ity in establishing a

vision for the corridor

• Phase V is the Plan Implementation phase and includes the

activities that will implement the recommendations of the master

plan. This includes transit oriented development regulations that will be integrated with the City’s form-based code

framework. The City's current development review process will be reviewed with the intent of streamlining the

process and eliminating conflicts between city department and external agency regulations. Finally, an amendment

to the City's land development code will be processed to adopt the TOD regulations and review procedures. This

step includes holding public hearings and meetings associated with the code amendment process.

• Phase VI is the Project Close phase and includes the activities that will mark the official end of the project. A

"Lessons Learned" report will be completed summarizing the lessons learned in completing the corridor master

plan and outlining those lessons/recommendations that have applicability in other primary transit corridors. The

project team will convene other members of the city staff and external agencies that have regulatory authority in

the primary transit corridors. At this meeting, the project lessons learned will be presented and an open discussion

focusing on how to transfer knowledge gained from this corridor project to other transit corridors will be

facilitated.

Planned and Concurrent Activities Requiring Coordination Activities

• High Speed Rail Station. FDOT is committed to beginning

construction of the high speed rail station by the end of the third

quarter 2013. The Department plans to submit an RFP to construct

the station by February 2011 and has sought the City’s input on

design and development. In August 2010, the City selected a

consultant to coordinate FDOT on these questions. These design and

engineering efforts will be integrated into the Nebraska-Hillsborough

Corridor Master Plan and the High-Speed Rail Station Area Plan.

Thus far, FDOT has been awarded $1.26 billion for this project.

• Multimodal Capital Plan: Bicycle, Pedestrian, and Transit Project Development - The City of Tampa and the

Hillsborough MPO started a $86,500 study in late 2009 to identify and prioritize constructible bicycle, pedestrian,

and transit projects that support growth in the Central Business District and primary transit corridors. The outputs

of this study will be integrated into the Nebraska-Hillsborough Avenue Corridor Master Plan.

• Alternatives Analysis. HART (Hillsborough Area Regional Transit) is conducting an Alternatives Analysis to

address transportation needs within Hillsborough County. The two remaining corridors under consideration are

between the USF (University of South Florida) area and Downtown Tampa, and are in close proximity to Nebraska

and Hillsborough Avenues. The outputs of the Nebraska-Hillsborough Corridor Master Plan will be coordinated

with HART's final recommendations of that study. The Preliminary Engineering (PE) and NEPA process for

HART's preferred alignment will occur over the course of the development of the proposed Master Plan, and will

be considered in the process. Station design and station area planning for the transit line between Downtown

Tampa and USF will also take place as part of the PE / NEPA process.

• Greenhouse Gas Study. The City was awarded $70,000 to conduct a city-wide greenhouse gas emissions baseline

inventory and to create a sustainability action plan as part of the City of Tampa’s energy efficiency and

conversation strategy. A consultant has been selected and will begin in early September 2010. While the study

will not specifically focus on the Nebraska-Hillsborough Avenue Corridor (its city-wide in scope), outputs of the

study can be used to help guide energy efficient land use/transportation recommendations in the Corridor Master

Plan.

• Tampa Heights Vision Plan. Located just north of the Central Business District is the historic Tampa Heights

neighborhood. Policy 23.2.2 of the Tampa Comprehensive Plan calls for developing a form-based code for this

neighborhood by 2015. The study area includes part of the Tampa Heights neighborhood. There is an opportunity

to leverage the Tampa Heights Vision Plan and the Nebraska-Hillsborough Avenue Corridor Master Plan to

produce mutually supportive visions and development concepts.

• Encore Redevelopment. Located two blocks east of the proposed

high speed rail station is the Encore project, a 30-acre mixed use,

mixed income, transit oriented development. The development was

awarded $38 million in federal stimulus money. A development

agreement was approved on June 24, 2010. The Nebraska-

Hillsborough Corridor Master Plan provides an opportunity to

ensure this project is effectively linked to the multi-modal

improvements that are being planned in the corridor.

• Get Ready Tampa Bay. The Tampa Bay Regional Planning

Council has established “Get Ready Tampa Bay” a regional

collaborative to study the requirements of preparing for the roll-out

of electric vehicles. The corridor master plan will analyze the

potential of accommodating and adapting to the use of electric vehicles, electric vehicle service stations and

charging lots. This could become one of the first demonstration projects in the region.

The footprint of the high-speed rail station

dominants Tam

a’s northern CBD.

Connections to the Encore development will

e examined durin

the stud

• HART MetroRapid Service. In the area of the north end of the downtown, HART planned improvements include

the North-South HART MetroRapid Service along Nebraska Avenue, which will provide enhanced service

between a future park-and-ride at Fletcher/Interstate 75, University of South Florida and Downtown Tampa. This

project includes improvements that will improve service reliability and make it easier for people to use transit,

including enhanced shelters with real time passenger information, off vehicle ticket vending machines and bus

bays. The project will connect to the Marion Transit Center, HART's main bus transfer point serving the

downtown. The cost of the North-South HART MetroRapid Service project is estimated at $31,000,000,

with Hillsborough County providing the funding. This includes design and engineering, property acquisition and

construction costs. Final Design work on the project starts this fall.

The initial cost of the East-West HART MetroRapid Service project PD&E is estimated at $3,000,000,

with Hillsborough County providing the funding. This includes preliminary design and engineering,

environmental, and final design. Funding is being applied for to complete the property acquisition and

construction, but has not yet been acquired. Design work on the project PD&E is expected to start in 2011.

Regional and Local Significance of the Project

The project has statewide significance as it will support the development

of a high speed rail connection from Tampa to Orlando and eventually to

Miami. The project is consistent with the Tampa Bay Area Regional

Transit Authority (TBARTA) long-range multi-modal transit plans and

supports the One-Bay Regional Vision as developed by the Tampa Bay

Regional Planning Council. As indicated previously in this application,

the project is consistent with and furthers the goals, objectives and

policies of the Tampa Comprehensive Plan

in regard to promoting transit

oriented development along primary transit corridors. It is also consistent

with and will support HART's Alternatives Analysis

and the Hillsborough

County's Metropolitan Planning Organization's Long Range

Transportation Plan. Finally, the project has national significance, as the

Tampa-Orlando high speed rail system could become the nation's first

high speed rail system. To date, the system has received 1.26 billion in

funding from the Federal Rail Authority.

Public Outreach and Participation

The project is consistent with regional vision

and transportation plans, like the TBARTA

Regional Transportation Plan.

The City of Tampa is committed to community outreach

and public participation. The City has established public

outreach networks designed to reach all members of the

community, including minority and disadvantaged

populations. Public outreach and participation will be

partly achieved by working with the established

neighborhood organizations, crime-watch groups and

designated community redevelopment boards. In one of

the first steps in the process, the consultant and the City's

project team will identify key stakeholders who will help

to determine what is special about the corridor and to

broaden the base of participants and partners who can

help shape the vision. The stakeholders will reflect the

diversity of the community. A public outreach and

participation plan will be produced from this effort.

Uses of Funds/Budget

The budget for the project is derived from previous projects of similar scope of work and planning objectives

completed by the City of Tampa. The City requests $$1,181,250 in funding. The City will contribute at least

$250,000 in cash and in-kind match to this project (21.2%). The City of Tampa is responsible for all activities in this

grant. As indicated in the project workplan, a consultant will be acquired to complete this project. Below is a summary

of break-out of the funding.

Phase / Project Task Consultant Local Match

Cost

High Speed Rail Station

$600,000

$125,000 in

 Station Area Plan

cash match

 Transportation, Parking & Pedestrian Connectivity Plan

 Infrastructure Plan

Nebraska – Hillsborough Primary Transit Corridor

$525,000

$125,000 in-

 Corridor Master Plan

kind match

 Transit – Oriented Development Regulations

 Knowledge Transfer Workshops

Project Administration (5%)

$56,250

Total

$1,181,250 $250,000

Project Completion Schedule / Timeline

The project timeline is shown in the following table along with the specific milestones within each phase. The six

phases of the project are expected to be completed within 30 months of the date of award.

Phase / Project Task Month

Phase 1: Project Initiation (6 months)

A. Request proposals from qualified consultants.

1, 2

B. Selection of the consultant(s).

C. Designate Project Team.

D. Identify community stakeholders.

3, 4

E. Develop Detailed Scope of Work.

5, 6

F. Develop the communications plan for the project.

G. Develop skills training deployment plan

H. Hold Community Meeting #1.

Phase II: Inventory and Data Gathering (4 months)

A. Compile Relevant Data.

7, 8, 9

B. Community Meeting #2.

Phase III: Alternatives Analysis (5 months)

A. Complete Preliminary Design Charettes.

10, 11

B. Hold Community Meeting #3.

C. Evaluate Alternative Development / Design Concepts.

13, 14

D. Select Preferred Concept (Design Charette).

E. Hold Community Meeting #4.

Phase IV: Plan Development (3 months)

A. Produce Preliminary Draft Plan.

B. Hold Community Meeting #5.

C. Produce Final Corridor Master Plan.

Phase V: Plan Implementation (7 months)

A. Develop Transit Oriented Development (TOD) Regulations.

B. Complete Review Process Flow Chart.

C. Adopt TOD Regulations and Review Procedures.

Phase VI: Project Close – (2 months)

A. Produce Lessons Learned Plan.

B. Project Team Close Out Meeting.

C. Complete Project Close-Out Meeting Summary.

Total Project Duration: 26 months

Project Outputs (Deliverables)

15, 16

17, 18

18, 19, 20

18, 19

20, 21, 22, 23, 24, 25

The following summarizes the anticipated outputs to be completed as part of this project and the metric that will be

used in reporting progress towards completing the deliverables. The deliverables correspond with the milestones of the

work plan.

Project Output

Phase I: Project Initiation

a. Request for Proposal (RFP)

b. Executed Consultant Contract

c. Designate City Project Team

d. List of Community Stakeholders

e. Detailed Scope of Work

f. Communications Plan

g. Skills Training Deployment Plan

Phase II: Inventory and Data Gathering

a. Existing Conditions Report

Phase III: Alternatives Analysis

a. Design Charrettes

b. Alternative Analysis Report

c. Selection of Preferred Concept

Phase IV: Plan Development

a. Preliminary Draft Corridor Plan

b. Preliminary Draft HSR Station Plan

c. Final Corridor Master Plan

d. Final HSR Station Plan

Phase V: Implementation

a. TOD Regulations

b. Review Process Flow Chart

c. TOD Implementation

Reporting Metric

Complete (Y/N)

% Complete

# Completed

% Complete

Complete (Y/N)

% Complete

Adoption by City Council (Y/N)

Phase VI: Project Close

a. Lessons Learned Report % Complete

b. Project Team Close Out Meeting Complete (Y/N)

Outreach, Training and Control

a. Community Meetings # of Meetings Completed

b. Meeting Summaries # of Meeting Summaries Completed

c. Knowledge Transfer Workshops # Completed

d. Knowledge Transfer Summaries # Completed

e. Project Management Meetings # Completed

f. Project Management Meeting Summaries # Completed

Project Outcomes and Evaluation

Project outcomes are discussed under the section entitled,

“Alignment with HUD Livability Principles” on Page 5. The

metrics shown in the table will be used to measure success of

the proposed plans in meeting HUD’s livability principles.

During the Inventory and Analysis phase, the consultant will

benchmark the area using the metrics. Other metrics may be

developed as the detailed work plan is developed and after

the initial feedback from community stakeholders is received.

During the Plan Development phase, the metrics will be used

to analyze the alternative design concepts against the Vision

established by the community. This assessment will quantify

how well the proposed plan will address the project

objectives and HUD’s livability principles.

Obstacles in Meeting Outputs, Outcomes, Performance Measures

FDOT Construction Schedule for High Speed Rail - Due to the Florida Department of Transportation’s (FDOT)

construction schedule on the High Speed Rail Station (scheduled to begin by the third quarter of 2013), the City may

need to develop a phased project implementation schedule. The schedule would call for initiating the High Speed Rail

Station planning first, followed by the Nebraska-Hillsborough Corridor Master planning activities. This phasing would

allow the City to manage the corridor planning process more effectively while meeting the constrained planning

requirements of the High Speed Rail project in a timely manner. The timing depends on the grant award date, FDOT’s

schedule and status of the project at the time of award. A revised work plan will be submitted if a phased approach is

necessary.

Application to HUD Regional Sustainable Communities Grant - The City of Tampa is identified for planning

assistance through the Sustainable Communities Regional Planning Grant. The regional grant is being submitted by the

Hillsborough County Metropolitan Planning Organization on behalf of a West Central Florida MPO Chairs’

Coordinating Committee Regional Consortium. In that grant proposal, the City of Tampa requested $630,000 to be

used for a station area plan, detailed infrastructure plan and other planning requirements to support the High Speed Rail

Station. Should the Sustainable Communities Regional Planning Grant qualify for funding, the budget for this grant

would be reduced by $630,000 and the work program adjusted accordingly. The High Speed Rail Station Area Plan

would not be completed as part of this work plan.

Metrics can be displayed geographically or in tables

allowing for easy analysis of outcomes.

Rating Factor #3: Leveraging and Collaboration

Below is a letter of commitment from Mayor Pam Iorio indicating that City will provide the required local match

resources necessary to complete the project.

In addition, the organizations at the bottom of the page have provided

letters of support to participate as a community stakeholder (please see attachments).

Attached are Letters of Support from: More Letters of Support on file:

HART Hillsborough Area Regional Transit Authority CDC Corporations to Develop Communities of Tampa, Inc.

David A Straz, Jr. Center for the Performing Arts Urban Charette

Tampa Bay Regional Planning Council Arts Council Hillsborough County

V.M. Ybor Neighborhood Association Tampa Theatre Foundation

Tampa Downtown Partnership

East Ybor Historic and Civic Association, Inc

University of South Florida College of the Arts

Local Match / Leverage Resources

The City’s match of $250,000 represents 21.2% of the amount requested in this grant. The City’s commitment

represents 1.2% more than the required match. Based on prior projects of similar size and scope, the City staff

commitment was much greater than the $125,000 in-kind support identified in this proposal. The City does expect to

dedicate in-kind services in excess of $125,000 on this project, however, a conservative estimate is provided given

the current fiscal constraints and continuing economic uncertainty. At the same time, the projects listed on Page 8

shows that the Nebraska – Hillsborough Avenue Corridor Master Plan will leverage a total public expenditure of up

to $1.26 billion. Based on the 2006-2008 American Community Survey data the ratio of the City’s per capita income

($29,442) to the Tampa-St. Petersburg-Clearwater Metropolitan Statistical Area ($27,342) is 1.077.

Rating Factor #4: Capacity

Organization, Leadership and Resource Allocation Decisions - The City of Tampa is governed under the strong

mayor form of government. The Mayor of Tampa is the chief executive officer of city government and has full

authority in directing the resource allocation decisions of the organization.

Project Implementation, Goal Setting and Dispute Resolution - A project manager will be assigned to oversee the

implementation of the grant. The project manager will be responsible for communicating with HUD and DOT on all

matters relating to the grant. The project objectives, workplan and schedule provided in this grant establish the

framework for implementation. Disputes will be handled by the project manager and HUD/DOT representatives.

Organizational Capacity - The City of Tampa has more than 4,500 employees and can draw upon the professional

management, planning, design, engineering and legal expertise to support this project throughout the entire life cycle.

A “core” project team will be designated at the beginning of the project consisting of the key personnel with the

specific expertise and experience to lead this effort. Other city staff will be brought in on an “as-needed” basis to

provide technical review or analysis. Attachment A contains a list of the key staff that will be working on this project

along with their experience.

Ability to Procure Qualified Experts or Professionals - As indicated in the work plan, the City plans to acquire

consulting services to complete the project described in this grant. The City has a dedicated Contracts Management

Department, which administers the Competitive Consultants Negotiation Act, Chapter 287.055, Florida Statutes. This

Act governs the acquisition of professional architectural, engineering, landscape architectural, or surveying and

mapping services. The City routinely procures consulting services through this process to address a wide variety of

planning and engineering needs.

Experience with Similar Projects – The City of Tampa has extensive experience in leading, directing and / or

completing master plans of similar scope, scale and duration as proposed in this grant. In just the past few years, the

City completed the Drew Park Strategic Action Plan for the Drew Park Community Redevelopment Area, the East

Tampa Strategic Action Plan for the East Tampa Community Redevelopment Area, Channel District Strategic Action

Plan for the Channel District Redevelopment Area, the Gandy-Westshore Area Master Transportation Plan and the

Greater Seminole Heights Vision Plan. See Attachment B for a summary of previous planning projects.

Three of these plans were for designated community redevelopment areas – areas experiencing problems of blight and

economic distress. One of the plans provided a detailed transportation analysis of the Gandy-Westshore area, an area

experiencing severe traffic congestion. The Greater Seminole Heights Vision Plan established a community vision,

urban design guidelines and form-based code recommendations. An extensive public outreach was characteristic of all

of these efforts. Four of these plans were completed by consultants, who were managed by City staff. The budgets for

these plans ranged between $140,000 - $455,000. All plans were completed and are now being implemented. These

five plans represent only a fraction of the City’s capability to undertake plans as described in this grant.

Experience in Outreach Efforts Involving Low-Income

Persons – The City of Tampa has extensive experience in

implementing outreach efforts involving low-income

persons, particularly in designated revitalization areas.

Approximately 11% of the City is a designated

redevelopment area. One such area is East Tampa, a

community redevelopment area comprised of the Belmont

Heights, College Hill and Jackson Heights neighborhoods.

Census 2010 figures are not yet available, but as of the

census of 2000, there were 15,121 people and 5,207

households residing in the neighborhood. The population

density was 4,111/mi². The racial makeup of the

neighborhood was 11.0% White, 84.0% African American,

0.0% Native American, 2.0% Asian, less than 2.0% from

Through organizations like the Corporation to Develop

other races, and 2.0% from two or more races. Hispanic or

Communities in East Tampa, the City develops partnerships to

reach out to minorities and economically disadvantaged.

Latino of any race were 6.0% of the population.

There were 5,207 households out of which 30% had children under the age of 18 living with them, 29% were married

couples living together, 18% had a female householder with no husband present, and 6% were non-families. 28% of all

households were made up of individuals. In the neighborhood the population was spread out with 31% under the age

of 18, 19% from 18 to 34, 20% from 35 to 49, 14% from 50 to 64, and 15% who were 65 years of age or older. For

every 100 females there were 87.0 males. The per capita income for the neighborhood was $11,133. About 33% of the

population were below the poverty line, including 47.0% of those under age 18 and 9.0% of those age 65 or over.

The City established a public – private partnership in East Tampa through the East Tampa Development Corporation,

which oversees the implementation of the East Tampa Strategic Action Plan. This partnership has been effective in

reaching members of the community who have traditionally felt disenfranchised and separated from City decisions.

The partnership was established as a model that has been duplicated in the Channel District, Drew Park, Ybor City and

Downtown community redevelopment areas.

Bonus Factors

Skills and Technical Expertise Plan - From a technical application perspective, the objective of this project is to

facilitate the development of livable communities in the City of Tampa. Experience has shown that local, regional and

state regulatory frameworks and practices are oftentimes at odds with the principles of sustainable development and

achieving a more livable community. The City of Tampa desires to be as aggressive as possible in using webinars,

podcasts, trainings and workshops to break down regulatory barriers and increase the skill sets of those involved in the

planning and approval of projects within the corridor. To meet this need, the following will be pursued:

1. Knowledge Sharing and Training Workshops. At least six Knowledge Sharing and Training Workshops on

various topics related to the overall project, such as “Form Based Codes”, “Transit Oriented Development,

“Greenhouse Gas Reduction through Land Use Planning”, “LEED - Neighborhood Design”, etc. At least 20 city

staff from its Development Review Committee will attend the workshops. Representatives from regional, state and

the development community will be invited to attend.

2. Skills / Training Deployment Plan. During the Project Initiation Phase, the consultant will be required to

develop a skills / training deployment plan. The consultant will inventory webinars, podcasts and available

trainings that are planned by leading experts in the field of planning, sustainable development and livable

communities. The consultant will also meet with the City’s Technology and Innovation Department to assess

current methods to deliver information in the most effective manner, including the use of Web 2.0 team

networking tools. From this information the consultant will develop a 3-year training and skills program that will

support the project objectives and build capacity.

Knowledge Sharing Plan - The City will use the following methods in sharing knowledge gain during the

implementation of the project to the various participants.

1. Knowledge Sharing and Training Workshops. Mentioned above, a part of each workshop will be used to

discuss the status of the project and the key lessons learned to date.

2. Project Web Page – A project web page will be created as a repository for all information relating to the project

and providing the ability for participants and the general public to stay up-to-date on the project status.

3. Project Briefings – A project management briefing will be held every two months so that local, regional and state

participants can meet to discuss the status of the project, key issues and lessons learned to date. A meeting

summary will be produced and posted to the project web page.

Sincerely,

John Bell

Tampa Theatre

Foundation

Board of Directors:

Harrison Giddens, Chair

Charles Britton, Vice-Chair

Allison Luzier, Secretary

Todd Moran, Treasurer

Beth Bernitt

Lou Buccino

Herbert Carrington, Jr.

Santiago Corrada

Penn Dawson, III

Jennifer Faliero

Bob Glaser

Henry Gonzalez, III

Art Keeble

Sarah Pickett Johnson

Anne Pittman

Frank J. Rief, III

Catherine Sanders

Randi Whiddon

President & CEO:

John Bell

En tertain , Educate, En thrall &En lighten

August 12, 2010

Mr. Shaun Donovan, Secretary

U.S. Department of Housing and Urban Development

451 7th Street S.W., Washington, DC 20410

RE: Nebraska – Hillsborough Avenue Primary Transit Corridor Master

Plan

Dear Secretary Donovan:

As President & CEO of the historic Tampa Theatre, I am writing in support of

the above grant application for the City of Tampa.

The City has embarked on an effort to promote transit oriented development,

encourage mobility choices and create more livable communities. The

proposed project furthers these efforts by creating a unified master plan for an

important transit corridor within the city.

We support this project and commit to participating in community meetings,

design charettes and providing stakeholder input throughout the process.

Thank you for the opportunity that HUD is providing with this grant to

support our community, and I again strongly recommend the awarding of this

grant to the City of Tampa.

Tampa Theatre Foundation

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V.M. Ybor Neighborhood Association

VM Ybor NA

www.vmybor.org

1001 E. 24

Avenue

Tampa, FL 33605

(813) 263‐7388

Board Mem bers

Kim Headland, President

Sean Conlon, Vice President

Kelly Bailey, Secretary

Veve Sotolongo, Treasurer

August 18, 2010

Mr. Shaun Donovan, Secretary

U.S. Department of Housing and Urban Development

451 7

Street S.W.

Washington, DC 20410

RE: Nebraska – Hillsborough Avenue Primary Transit Corridor Master Plan

Dear Secretary Donovan:

I am writing in support of the above grant application for the City of Tampa.

The City has embarked on an effort to promote transit oriented development, encourage mobility

choices and create more livable communities. The proposed project furthers these efforts by

creating a unified master plan for an important transit corridor within the city.

We support this project and commit to participating in community meetings, design charrettes

and providing stakeholder input throughout this important planning process. For the VM Ybor

community, this master planning effort is an important step in preserving and strengthening our

neighborhood’s historic, urban character along the Nebraska Avenue Corridor. Additionally, this

master plan will promote economic development and connectivity among many diverse

communities, creating new opportunities for smart growth.

Thank you for your consideration.

Sincerely,

Kim Headland, President

VM Ybor Neighborhood Association

About the Historic VM Ybor Neighborhood:

As Ybor prospered in the national post‐World War I economy, well‐

positioned factory workers began moving north, past La Michiga, what is now Columbus Drive. A larger, greater Ybor developed.

From 22nd Street to the east and Nebraska Avenue to the west, Ybor was expanding north to 26th Avenue. These new homes

were a substantial improvement from the standard shotgun and smaller worker housing in the central Ybor core. They were larger

one or two story bungalows (averaging 1,400sf), beautifully painted and landscaped. There were curbs, paved streets, common

alleys and sidewalks. Soon this better housing was sought after by Ybor City office staff, accountants, and supervisors, helping to

increase the density of this burgeoning neighborhood. There were wonderful amenities such as the Centro Austuriano Hospital on

21st Avenue, the “Old Folks Home” on 12th Street, along with Cuscaden Pool and Park. This diverse community was intricately tied

to Ybor’s prosperity and quickly became a desirable, safe neighborhood. Today, our diverse V.M. Ybor neighborhood still enjoys

many urban ameni ties and close proximity to Ybor City and downtown Tampa. It is truly a gem in Tampa’s urban!