1. THE HARBORS West Market Redevelopment/Infill Plan
PDD R Smita Ambadi

2. TODAY’S AGENDA The Harbors Plan Economic Development Plan
Current Efforts
Q & A
PDD Slide 2 of Smita Ambadi

3. THE HARBORS West Market Redevelopment/Infill Plan
PDD R Smita Ambadi

4. PLANNING TIMEFRAME HARBORS Redevelopment/Infill Effort
Workshops I
PHASE 2
PHASE 3
PHASE 1
PHASE 4
Overall Concepts and Vision
Implementation Strategies
Plan
HARBORS Redevelopment/Infill Effort
Refined the Vision, Identified Districts
Existing Conditions Analysis
Workshops II
PDD Slide 9 of Smita Ambadi

5. OUTREACH SUMMARY 9 Community Workshops 321 Participants
PDD Slide 10 of Smita Ambadi

6. WEST MARKET AREA Over 200,000 people 84 sq. miles (53,760 acres)
Most dense area of the County
Most developed portion of the County
PDD Slide 4 of Smita Ambadi

7. Age of Structures
A period of rapid, sustained population growth begins. Growth expanded in the cities, extended along US 19 to Hudson and N. Countyline. Development occurs at S. Countyline due to the development in Pinellas County
Redevelopment and infill development occurred along US 19 and other built-up areas.
Development slowed down and move toward to the eastern edge of the west market area and the rest of the County.
Rapid development continued to the east due the buildup condition along the coast and US 19.
Most rapid development occurred due to big immigration of retirement generation. Pinellas and Hillsborough Counties’ approaching buildup also created great impacts to the growth in the County.
Development continued to grow in the cities, along US 19 as well as S. Countyline due to the Pinellas County and Hillsborough County spilled over. New development occurred along Little Rd corridor.
Settlements grew and concentrated in the New Port Richey and Port Richey area.
Early settlement appeared and were scattered in the newly incorporated New Port Richey and Port Richey area.
YEARS
STRUCTURES 49
140
1923
15762
36910
20984
6941
4830
First we look at the age of structure, this slide series show the development activities in the study area over the years.
The red color overlay show any new development activities, including residential and non-residential, during that specific time period and also still remain today, the yellow color overlay show all activities occur prior to that specific time period.
From 1910 to 40s, early settlement appeared in the newly incorporated new port richey and port richey area.
From 40s to 50s, development continued to occur around the city, (the yellow here showed all the activities occur prior to 1940).
From 50s to 60s, rapid development started and expanded around the city and along US 19. a number of development occurs close to the south countyline road due to the Pinellas County development expansion to its north.
From 60s to 70s, development continued to grow and expand around the city, along US 19, and close to south countyline rd. new development occurs along Little rd corridor.
70s to 80s is our peak development period due to the migration of baby boomers, and the great development expansion from nearly built-up pinalles and hillsbourough counties.
From 80s to 90s, more infill development occur along the coast and new development occurred to the east.
From 90s to 2000, development slowed down and continue to the east along little rd. for the most recent 10 years, development continued to slow down, redevelopment and infill occurred along US 19 and other build up area.

8. WEST MARKET AREA Challenges… Vacant properties
Highest foreclosure rate
Aging housing stock
Insufficient infrastructure
Unsafe roadway conditions
Poor visual appearance
Flooding and other hazard risks
PDD Slide 6 of Smita Ambadi

9. WEST MARKET AREA Strengths and Opportunities… Great diversity
Coastal resources
Unique natural settings
36 parks
Historic neighborhoods
Great regional access
PDD Slide 5 of Smita Ambadi

10. The West Market Area
re-branded as a marine life, nature preserve and boater’s paradise.
THE HARBORS
WEST MARKET’S GOAL
Rebranding as
‘THE HARBORS’
The Harbors
Creation of a competitive and unique location with choices for living, working, shopping, education, employment and leisure time opportunities in a sustainable form.
PDD Slide 7 of Smita Ambadi

11. West Market Districts Historical Context Physical Context
Neighborhood Characteristics
Roadways
Natural Features
Issues
Opportunities
Refined with Community Residents

12. Districts Area-level Planning Area-based Issues Opportunities
Access to the coast and riverfront
Need parks
Need affordable housing
Vacant strip malls
Flooding…
Opportunities
Eco-Tourism
Waterfront recreation
Community Hospital Area, NPR
Partnerships
District Vision
District Strategies
Area-level Planning
RIVER

13. Strategies Under Each Plan Element27 43 28 26 29
Strategies Under Each Plan Element
Total Strategies = 153 1
Economic Development 4
Transportation 2 5
Community Infrastructure and Planning
Urban Design
Already checked the number! 3
Environment, Open Space, and Tourism

14. PRIORITIZED STRATEGIES
CRITICAL
Essential/Critical for achieving the Goals B
Strong Influence on achieving the Goals
IMPORTANT C
Some degree of Influence on achieving the Goals
NEEDED

19. Waterfront and Riverwalk
One of greatest assets is Waterfront
This is a successful example from San Antonio riverwalk
It utilizes the river asset, create riverwalk with combination of mixed use waterfront activities, it created a huge economic engine known for around the world

20. Waterfront and Riverwalk

21. Economic Development Plan

22. Goals Goal 1: Tell the Pasco Story
Goal 2: Encourage Continued Positive Growth
Goal 3: Grow Businesses
Goal 4: Grow Pasco’s Workforce
Goal 5: Enhance Pasco’s Quality of Life

23. Goal One: Tell the Pasco Story
Pasco will tell the story of its aspirations and achievements in a bold and creative way that draws positive regional, national, and international acclaim.
Goal One: Tell the Pasco Story
This goal addresses the need for a consistent theme and brand throughout the County. Implementation of the goal will improve the County’s image for regional, national, and international acclaim and internally to Pasco’s residents.
The “New Pasco: Room to Grow in Tampa Bay”
5 Market Area Narratives
Harbors, Gateway Crossings, Midlands, Highlands, Countryside
Engage and connect community leaders with the brand message so they, in turn, believe it, live it, and communicate it.

24. The West Market Area will be re-branded as a marine life nature preserve and boater’s paradise.
The intent of this goal is to tell how the Pasco Gulf Coast is being transformed into a Marine Paradise and develop a public relations platform to create community identity by providing for an enhanced image and brand that represents individual community visions yet presents a unified brand for the market area.
Goal 1 The Harbors

25. Goal 2: Encourage Continued Positive Growth
Pasco will use its resources and authority to become one of the most competitive business environments in the Southeast United States.
Goal 2: Encourage Continued Positive Growth
Expand use of ULI Panel with other departments
5 Super Employment Zones
Local Government Institute
Sub Area Planning
Increase Revenues
Goal 2: Encourage Continued Positive Growth
Objective 2.1: Pasco will expand on its successful use of Urban Land Institute panels to develop a general method of assembling expert panels and local leaders on discrete topics where community improvement is warranted.
Objective 2.2: Pasco will create up to five large scale Super Employment Zones that will concentrate county resources, aggressive policy making, and speed to market for strategic impact with respect to job creation.
Objective 2.3: Pasco will start a local government institute in conjunction with local post-secondary institutions and cities to train a new cadre of government employees conversant in state-of-the-art public management techniques and collaborative, bottom up decision making. This institute will strive to become the thought center for an award winning county-centered laboratory for experimentation in local democracy, public employee productivity, and economic competitiveness.
Objective 2.4: Pasco will provide the resources and funding to pursue sub-area planning at the community and census designated place level. Pasco has different scales of planning ranging from unincorporated rural to the need of more traditional urban planning due to large unincorporated areas such as identified census designated places (Hudson, Holiday, Trinity, Wesley Chapel, and Trilby).
Objective 2.5: Pasco will increase its overall revenues by diversifying its tax base, providing incentives, and measuring return on investments in order to ensure financial stability.

26. West Market Infill Redevelopment Plan with Urban and Historic Overlay Zoning and Incentives
Create a Redevelopment Agency for West Market Infill Redevelopment Plan
Objective 2.1: Pasco will aggressively implement the West Market Infill Redevelopment Plan through the provision of urban and historic overlay zoning incentives for residential and commercial development in and near targeted commercial nodes with mixed-use potential for pedestrian and/or transit accessibility.
Objective 2.2: The County will create a redevelopment agency or related organization with appropriate responsibility to implement those strategies within the West Market Redevelopment Plan Districts that affect positive economic growth.
The Harbors Goal 2

27. County-Wide Goal 3: Grow Businesses
Pasco County will relentlessly pursue new partnerships and alliances to create a robust, connected entrepreneurial culture.
The County has a need to expand and diversify its tax base through the growth of existing businesses, and attraction of value-added and target industries. This goal addresses the current lack of inventory of industrial, office and shovel ready sites. By 2025 Pasco could absorb an additional 7.2 million square feet of office space, and an additional 20.3 million square feet of industrial space.
Invest in Incubator & Accelerator Work Spaces
Regional Leader – Increase Number of Office, Industrial, & Pad Ready Sites
Create Inventory Certified and Job Ready Sites
Create Comprehensive Tourism Strategic Plan
County-Wide Goal 3: Grow Businesses

28. The Harbors Goal 3 Intensify and Retrofit Obsolete Spaces
Targeted Incentive Programs
Recruit & Grow Environmentally Conscious Businesses
Pasco will relentlessly pursue new partnerships and alliances to create a robust, connected entrepreneurial culture. The Harbors has a need to improve its tax base through the recycling of the existing built environment, infill properties where appropriate, and attract value-added industries. This goal addresses the current lack of marketable inventory of commercial/office sites. Based on a land market monitoring analysis by RERC, by 2025 Harbors could absorb an additional 957,500 square feet of office space, and an additional 1.7 million square feet of industrial space
Objective 3.1: Pasco will intensify and retrofit existing office and retail clusters in the Harbors with new pedestrian-friendly mixed use developments through public-private partnerships to provide attractive and competitive live-work-shop destinations that reduce dependence on auto travel, diversify the tax base and create quality employment opportunities.
Objective 3.2: Pasco will stimulate the revitalization and redevelopment of the Harbors’ aging commercial corridors and centers through the use of targeted incentive programs, zoning, and public investments in infrastructure.
Objective 3.3: Pasco will recruit and grow industries and businesses that are environmentally conscious, promote sustainable practices, and reduce negative impacts on the environment to preserve the natural features and assets of the Harbors.
The Harbors Goal 3

29. County-Wide Goal 4: Grow Pasco’s Workforce
Pasco County will educate, train, and attract a top-notch work force to support its employment base and propel targeted economic sectors.
According to the US Department of Labor, the workforce development field faces a vastly changed national labor market in which millions of employees have been dislocated from their jobs in traditional industries and need new skills to compete for jobs in the labor market. This goal addresses the strategic issues raised concerning the need to broaden the County’s workforce skills and promote linkages to the region’s higher education facilities and employers.
Create Education and Workforce Development Task Force
Aggressive Talent Attraction Campaign & Develop Innovative Environments
Collaborative Efforts to Foster Employment Options
Career Academy Program in All Schools
Organize Training Coalitions and Career Training Pipelines
County-Wide Goal 4: Grow Pasco’s Workforce

30. Create Communication, Arts, & Technology (CAT) School
Support & Provide Space for Medical & Medical Research Industry
Pasco will educate, train, and attract a workforce to support its hospitality, commercial, office and industrial employment base.
Objective 4.1: Pasco will pursue the creation of a Communication, Arts and Technology (CAT) School, a high school chartered by Pasco County Schools, to transform the Harbors into a nationally recognized center for communications, fine and culinary arts, and technology. This will be one of a series of transformational “magnet” academies that set apart Pasco County schools from its counterparts.
Objective 4.2: Pasco will support the needs of a budding and growing medical and medical research niche industry and proactively provide the space and infrastructure necessary to support these industries within the Harbors.
The Harbors Goal 4

31. County-Wide Goal 5: Enhance Pasco’s Quality of Life
Pasco will be a regional leader in community services and facilities, education, recreation, cultural and tourism-related amenities while enhancing our environmental resources.
The County possesses significant natural and man-made resources that need to be protected as well as promoted. This goal positions the County as a leader in environmental sustainability. Quality of Life includes enhanced K-12 schools, expanded Arts and Cultural venues and promoting a mix of housing product that makes the County and attractive place to Live, Work, Play and Shop.
Provide Environmental Protection
Sustain Highly Skilled Workforce
Regional Destination for Performing & Fine Arts, Sports, Special Events
Reinforce Identity, Sense of Place, & Character of County
Be Celebrated as One of the Best Places for Active Tourism
County-Wide Goal 5: Enhance Pasco’s Quality of Life

32. Become Regional Model for Environmental Stewardship for Nature Coast
Become the Cultural and Arts Education Center for Excellence
Full Range Housing Opportunities, Mixed Use and TOD
Pasco will pursue the enhancement of educational opportunities, social services and facilities, creation of a strong culture/arts community and tourism-related amenities while enhancing Harbors’ environmental resources.
Objective 5.1: The Harbors will be recognized as the regional model for environmental stewardship for the Nature Coast and environmentally responsible active water uses.
Objective 5.2: The Harbors will be known as the cultural and arts educational center for excellence.
Objective 5.3: The Harbors will contain a full range of rehabilitated and new housing opportunities to include mixed use and transit oriented developments to accommodate the dynamic changing demographics. 
The Harbors Goal 5

33. Current Efforts
PDD Slide 8 of Smita Ambadi

34. IMPLEMENTATION FSU Phase ROMA Smart Growth Workshop Redevelopment Team
Collecting baseline data
Identifying catalyst projects & strategies
FSU Phase
Feasibility of catalyst sites
Positioning strategy
Design of catalyst sites
ROMA
Smart Growth
Workshop
Review existing plans
Create an action plan
Community Collaboration
Redevelopment
Team
Identifying barriers
NSP III Actions

35. July 30 Smart Growth Workshop SMARTstart New Port Richey
Evening Public Workshop
Focus on Port Richey and New Port Richey River District

36. July 31 Smart Growth Workshop Invited Community Leaders
Builds upon Existing Efforts from All Communities Involved
Results Oriented Action Plan
Fiscal and Environmental Sustainability

37. QUESTIONS? For more information… The Harbors Website
QUESTIONS?