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2019 06 10 Regular 501 - East Central Florida Regional Planning Council Adopted Vision and TrendAnalysis Presentation
REGULAR AGENDA ITEM 501 1959 CITY COMMISSION AGENDA I JUNE 10, 20191 REGULAR MEETING TITLE East Central Florida Regional Planning Council Adopted Vision and Trend Analysis Presentation SUM MARY At the April 22, 2019 City Commission Meeting, the City Commission approved for the City of Winter Springs to enter into an agreement with the East Central Florida Regional Planning Council (ECFPPC). The scope of services defined in this agreement included Technical Planning Assistance, Community Visioning, Community Survey, and City Council Presentation and Recommendations. As part of Task 1, within the Community Visioning scope, the ECFPPC was tasked to review the currently adopted vision of the City of Winter Springs, along with projects and programs developed in support of the plan, as well as conduct a trends analysis to make a determination as to the status of the vision implementation. The ECFPPC reviewed necessary information, including but not limited to, growth and development, future land use, demographics, and economic development to perform the vision and trend analysis. As part of the ECFPPC's scope of work, findings from this analysis are being presented to the City Commission. RECOMMENDATION Staff recommends the City Commission receive and review the information provided. REGULAR AGENDA ITEM 501 455 TITLE SUMMARY At the April 22, 2019 City Commission Meeting, the City Commission approved for fi fi RECOMMENDATION WINTER SPRINGS 12030AND BEYOND MEN= IN OVERVIEW ... STRATEGIC PLAN CASE STUDIES Contents Introduction..............................................................................................................................................2 Demographic and Future Land Use ...........................................................................................................3 Methodology............................................................................................................................................3 Demographics..........................................................................................................................................3 ZillowInformation ..................................................................................................................................3 Strategic Vision and Comprehensive Plan Analysis ......................................................................................6 Comprehensive Plan Analysis.....................................................................................................................10 Recreation...............................................................................................................................................10 Capital Improvements Element..............................................................................................................11 Multi-Modal Transportation Element.....................................................................................................12 ConservationElement.............................................................................................................................14 an Ed Future Land Use......................................................................................................................................15 Housing............................................ ................................................................................................16 Figure 1 Demographic Overview Comparison 2010 and 2017 (American Community Survey)...................3 Figure 2 April 2019 Winter Springs Housing Market Overview from Zillow.................................................4 Figure 3 April 2019 Winter Springs Rental Market Overview from Zillow....................................................4 Figure 4 Land Use Change Locations 2010 to 2019.....................................................................................5 Figure 5 Land Use Losses and Land Use Gains Comparison.........................................................................6 Introduction The ECFRPC has been asked by the City of Winter Springs to review the currently adopted vision of the City of Winter Springs and projects and programs developed in support of this plan. The City of Winter Springs Strategic Planning Report, March 21, 2009, future land use and other data were reviewed in order to conduct a trends analysis and make a determination as to the status of implementation of the adopted vision. This review includes data and analysis, comprehensive plan analysis, research via the City website, and discussions with City staff. The trend analysis will include a comparison of trends in growth and development, future land use, demographics and economic development. Case studies have been compiled for three communities of similar size and assets to assess successful programs, development and other parameters identified. 2 Demographic and Future Land Use Methodology This document will examine the demographic trends and Future Land Use amendments from 2010 to the present day. To obtain demographic information pertaining to the City of Winter Springs, the East Central Florida Regional Planning Council used datasets from Census 2010 and the American Community Survey 2013-2017. These two census datasets were then compared to understand demographic trends. Future Land Use documents were retrieved from the Winter Springs Clerk's archive of City Ordinances. 459050 aople People Total Population - + Total Population Springs,Winter . / Years yrlr; Median Age - 2010 Median + • Winter Springs. 1 . Time Series: Median Household 5' ; $ Winter Springs, FL Winter Springs. FIL in, � PW $227,12 • • 2 )2279200 Time 11 ome Value- ,.. ' Median / me Value - Winter Springs. Springs.Winter Figure 1 Demographic Overview Comparison 2010 and 2017(American Community Survey) Census 2010 and the ACS provide data on total population, median household income, median age, and median home value. According to these datasets, Winter Springs' population increased approximately 5%, median age increased to 4%, median household income fell 12%, and median home value stayed virtually the same. illow Information In order to verify these statistics and to determine if home values have changed over since the 2017 ACS data, prices on Zillow for Winter Springs were considered. Data from April of 2019 showed that average home values have increased to$277,600, an increase of about 22 percent from the 2017 ACS data. 3 Winter Springs Market Zillow Home Value Index All homes = 1 y 5-yr Max Overview Datath—ghApr 30,2o19 Apr 2020 —Winter Springs$290K $277,600 zuvi A Current Forecast $303K ®4.5%1yr forecast®(Apr 30.2020) $331,950 Med-1,tingprice $261,700 Med,.—Iep— $249K 1191K $140K 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Figur 019 Winter Spring Market Overview fro ow " M" Zillow reports that the average rental is $1,664 per month, which may reflect the newer rental stock added to the city over the last 5 years. The average home value in Seminole County, as reported by Zillow, is$255,600 and the average rent for the county is $1,606. Winter Springs Rentals ZillowRent lndex All homes 1-yr 5-yr Max Data through Apr 30,2019 ZILLOW RENT INDEX A Apr 2019 —Winter Springs$1,677/mo $1,677 $1,559 51,486 $1.7K M,nter Springs Odando-Kissimmee- Onired Srates 1.8 Breakeven horizon®(Mar3t,2018) $1.5K $1,600 Rentiistp— $1.06 R—Iinpritersgrt $1.3K $1.1 K 2011 2012 2013 2014 2015 2016 2017 2018 2019 Figure 3 April 2019 Winter Springs Rental Market Overview from Zillow When looking at the average income of$65,908 for the City, the amount that a household could afford on housing costs without being burdened (defined as spending more than 30%of household income on housing costs, including utilities) is about $1,650 per month. While income may have increased somewhat since the 2017 ACS average income was measured, it is likely that a significant number of residents remain cost burdened. It should also be noted that some areas of Winter Springs are older and have more affordable housing to accommodate those households making less than the City 4 average. According to the Shimberg Center for Housing Studies, in 2016, out of the 14,730 households in Winter Springs at the time, 2,842 households were cost burdened (payed between 30% and 50% of their income for housing) and 2,236 households were severly cost burdened (payed more than 50% of their income for housing). Future Lanc[ Use The City of Winter Springs had 17 Future Land Use amendments from 2010 —2019, totaling 142.4 acres of changes. Table 1 displays these parcels. The cluster of highlighted parcels near SR 434 and Tuskawilla Road (map center) were annexed from Seminole County and amended as Town Center land use. According to the Town Center District Code, the City's intent for these parcels is to extend their existing town center that incorporates squares, parks, street types, and other urban elements. Previously labeled as Greenway Interchange District land, parcels east of SR 417 were amended as Low Density Residential and Commercial. Additionally, parcels along SR 419 were changed to Industrial and Commercial. Table 2 outlines the Land Use losses Land Use Gains through the 2010-2019 amendment window. . _V 4� Arl .t: ,� Land Use Losses Land Use Gains �® Industrial Town Center Suburban Estate Low Density Residential Rural Residential Commercial ©® Commercial �® Greenway Interchange Industrial Mixed Development Low Density Residential00 Recreation . Open Space Figure 5 Land Use Losses and Land Use Gains Comparison r% r% A rl T Strategic Vision and Comprehensive Plan Analysis In order to ascertain whether the City has taken action toward achieving the Strategic Vision, the goals and strategies within the Strategic Vision were examined to see the extent to which they were followed. Likewise, actionable goals and policies from the Comprehensive Plan were also examined. Eight goals with multiple strategies were identified in the Strategic Plan. To determine if the strategy has been addressed, the available information from the City website and other documents were examined. Interviews, emails and phone calls with City staff were accomplished to fill in the gaps. These are listed below in tabular form: Goal 1 Identify Tools,Timelines, and Resources to Improve Internal and External Communication Strategy Description Timeline Department Completed 1 Create and Implement a new and improved City 12/31/2009 Yes Website 2 Offer Commission and staff external access to 12/31/2010 city intranet 3 Implement a Voice Over IP Phone Sys 9/30/2011 4 Develop and Implement Twitter and Facebook 10/31/2009 Yes 5 Install permanent electronic message sign at City 4/1/2010 Yes Hall 6 Automate processing and routing of internal 9/30/2010 forms within various city departments via SharePoint 6 7 Facilitate periodic community and business ongoing Yes visioning workshops Goal 2 Identify opportunities and develop strategies to create a customer/business friendly experience Strategy Description Timeline Department Completed 1 Perform comprehensive review of current utility 9/30/2010 billing policies and procedures 2 Implement additional customer service training 9/30/2010 for city staff 3 Implement e-billing option for utility customers 9/30/2010 Yes 4 Implement an e-application for permits, 12/31/2010 Yes business tax receipts, and utility billing forms 5 Implement an e-application for processing 9/30/2011 Yes development and building plans 6 Enter business tax receipts and building permit 7/8/2009 payment in KIVA rather than MUNIS illm ED 7 Evaluate the feasibility of both an over-the- 9/30/2010" Mmmw ED counter and on-line payment acceptance system 8 Institute an escrow account system process 9/30/2010 whereby developers/contractors may deposit funds wihtin the city to offset future building and permit fee charges 9 Complete upgrade to MUNIS version 7.3 and 8/1/2010 implement new MUNIS online system and time attendance modules 10 Modify current community development 10/1/2009 department customer phone call routing to ensure prompt and proper customer service 11 Install an electronic information kiosk in City Hall 10/31/2009 Lobby 12 Develop an economic development incentive 9/30/2010 Yes program Goal 3 Aggressively Complete the Vision for Town Center Strategy Description Timeline Department Completed 7 I Conduct a commission workshop on the 8/1/2009 history and vision of the town center 2 Finalize the EAR based amendments to the 12/31/2009 Comprehensive Plan associated with the Town Center 3 Revise the Land Development Regulations to 8/31/2012 comply with the adopted EAR-based amendments includind the town center 4 Perserve and complete the street grid pattern Ongoing No established in the Town Center master plan 5 Develop multiple Town Center transportation Ongoing Yes options 6 Pursue further reductions of the speed limit Ongoing Yes along SR 434 in the Town Center District 400kk somammm M mom 7 Annex enclaves within the Town Center Ongoing District 8 Construct Magnolia Park Amphitheater 9/30/2010 11 Complex 9 Implement a revised signage code for the 9/30/2010 Town Center to include ped and vehicular way-finding signage Goal 4 Partner with Other Entities to Pursue the Development of SeminoleWay Strategy Description Timeline Department Completed 1 Continue ongoing efforts, in conjunction with Ongoing Yes SeminoleWay partners to market the concept of SeminoleWay 2 Conduct Public Hearings for all property owners Ongoing within the SeminoleWay corridor to begin a dialogue on proposed development codes for the eight affected interchange areas 3 Collaborate with Seminole County, Sanford, and 10/1/2010 Oviedo to discuss a unified development code for Seminole Way 4 Produce a conceptual master/roadway plan for 4/1/2010 the greeneway interchange district/seminoleway 5 Pursue quality economic development ongoing Yes opportunitie sin the greeneway interchange district 8 Goal 5 Develop Strategies to ensure financial accountability and transparency Strategy Description Timeline Department Completed 1 Implement a new budgeting paradign aimed at 2010 budget providing greater fiscal stewardship 2 Expand city website to include section that 12/31/2010 presents information regarding city purchases, vendors, and other useful financial information 3 Prepare and present a quarterly financial report to city commission 4 implement companion finaicial analysis to all ongoing potential development and redevelopment projects presented to the city commission for consideration 5 Create an employee advisory board to review 12/31/2009 and provide recommendations on employee benefits matters to include pension, safety, health, etc Goal 6 Continue to Support and enhance police/citizens programs and services Strategy Description Timeline Department Completed 1 Create a citizens police academy 9/1/2009 Yes L-- M if 2 Expand citizens police academy to 9/1/2010 Yes include other city departments 3 implement citizens on patrol and 10/1/2010 Yes volunteers in police service programs 4 Expand community outreach programs ongoing Yes Goal 7 Develop and Implement a Policy for Addressing Water Supply and Conservation Strategy Description Timeline Department Completed 1 Create a Water Conservation Coordinator 4/1/2010 Public Works Staff Position 2 Develop an irrigation audit program to be 9/30/2010 Public Works Yes available to customers at no charge 9 3 Adopt the water, sewer, and reclaimed 10/1/2009 Public Works water rates necessary to support the state mandated replacement of potable water irrigation with an alternative water source 4 Propose Floida Friendly Waterwise 10/1/2010 Public Works Modifications to the Land Development Code 5 Evaluate alternatives for the City's long-term 4/20/2012 Public Works water supply needs Goal 8 Explore potential use of volunteers to enhance provision of services Strategy Description Timeline Department Completed 1 Develop a volunteer application process 12/31/2009 and associated volunteer policies and procedures 2 enhance and promote the use of Ongoing volunteers for the provision of applicable city services 3 Develop in conjunction with youth sports 12/31/2009 leagues procedures fo tracking volunteer hours A a I Mal Comprehensive Plan Analysis:, Similar to the Strategic Plan examination, the objectives and policies from the Comprehensive Plan are listed below state that an action is needed to accomplish intent. The elements within the Comprehensive Plan include: the Recreation Element, the Capital Improvements Element, the Multi- Modal Transportation Element, the Conservation Element, the Future Land Use Element and the Housing Element. Aecreatirui Objective 1.3: Study of Recreation Preferences. The City shall determine the recreational preferences and needs of City residents. Policy 1.3.1: Periodically survey organized leagues and primary users of active recreation facilities to determine participation rates and demand for services and to determine adjustments to active land use programming. Policy 1.3.2: Identify demographic changes in the community and incorporate adjustments in recreation provision planning accordingly. 10 Policy 1.3.5: Develop and implement a City-wide recreation survey every five years. The recreational needs survey shall inquire about recreational preferences in terms of facilities and recreational/educational programs,frequency of use of parks and recreational facilities, location of most frequently used facilities, willingness to pay user fees, location and age profile of respondents, household size, and travel method to preferred/most used parks and recreational facilities. Policy 1.6.4: Encourage new developments falling within the planned trail network to provide public trail linkages either through or adjacent to their development. Comment: Has this been accomplished? If so, when? Results? Comment: With the recent popularity of mountain biking, the City may not have been keeping up with the demand. Opportunities along the trail with in the parks or adjacent wetlands may provide such opportunities. A r T Car al Imps men ler- =-` Objective 1.1: Annual Review. The City shall annually review and modify its Capital Improvements Element to ensure the financial feasibility and timely provision of capital facilities needed to maintain Level of Service (LOS) standards and to guide the City's capital and operating expenditures on mobility toward achieving the stated goal of mobility and reduction of the City's level of greenhouse gases emissions Policy 1.2.4: Maintain records which allow for an annual evaluation of the City's mobility strategies. Information is to include the acreage of development/redevelopment by land use, density, and FAR;the percentage of mixed use; and an updated inventory of bicycle, pedestrian and transit facilities and reduction in sidewalk gaps between facilities. In addition, the City shall monitor its connectivity index by TCEA Zone to ascertain any increase realized. Other site planning performance criteria may also be included as part of the TCEA evaluation such as, building placement, parking location and number of spaces, connection to adjacent properties, and proximity to transit stops/shelters. Performance Measures and Targets may be subject to further consideration if they cannot be supported by reasonably available data or additional measures are identified that may also be appropriate. Comment: Has this annual evaluation occurred? If so, how has it been incorporated into the operations of the City? 11 Multi-Modal Transportation Element Policy 1.2.3: Encourage the interconnection of collector roads on the street network to provide residents with alternative routes and the potential for a reduction in vehicle miles traveled. Policy 1.2.7: Design major roadways as complete streets to enable safe, attractive, and comfortable access and travel for all users, to the extent appropriate. Incorporate bicycle and pedestrian facilities and transit features to achieve a true multimodal system while reducing greenhouse gas emissions. As funding becomes available, retrofit existing corridors to accommodate multimodal options. Policy 1.2.14: Support the widening of S.R. 434 to 4-lanes from S.R. 417 to S.R. 426 in the City of Oviedo. Request that adequate right-of-way is purchased to accommodate bike lanes and sidewalks Policy 1.3.3: Require new development and substantial redevelopment to connect to existing adjacent roadways, bicycle facilities, and sidewalks. In addition, require "stub-out" of transportation systems to adjacent, future development sites, except when such connections would be inappropriate as determined by the City Commission. ` Policy 1.3.5: Preserve the movement function of the major thoroughfare system by requiring development of parallel roads or cross access easements to connect developments as they are permitted along major roads. Policy 1.3.7: When designing extensions of existing collector roads to their logical arterial connection, choose road designs that naturally slow traffic, so that improved circulation and opportunities for a reduction in vehicle miles traveled is not at the expense of peaceful habitation. Policy 1.4.5: Amend setback requirements, zoning restrictions and right-of-way protection requirements, if necessary, to make the City's land development regulations consistent with all elements of the Comprehensive Plan. Policy 1.4.6: Require adequate right-of-way protection for intersections, interchanges and future park- and-ride sites in order to retain flexibility for future growth and expansion. Policy 1.4.7: Require development in the Town Center to provide the necessary right-of-way dedications for the proposed public street network. Policy 1.4.8: Ensure that right-of-way acquisition includes the necessary width to accommodate non- motorized facilities such as sidewalks, multi-use paths, and bicycle lanes. Policy 1.4.9: Pursue grant opportunities for median landscaping and road beautification. Policy 1.5.4: Require both new development and substantial redevelopment to provide adequate safe bicycle facilities on-site, to adjacent sites as practical, and in adjacent right-of-way. Such facilities shall include the provision of bicycle parking, as appropriate. Additionally, mitigation or elimination of existing bicycle hazards (e.g. installing bicycle detectors at signalized intersections) may be required, as needed and dependent upon the magnitude of the development or redevelopment project. 12 Codes note the requirement of sidewalks or trails. Trails can take the place of sidewalk. Did not note a specific mention to link to existing trails or provide for gap closure. Not mention of bike parking. Does state the development should maximize bike and ped access as feasible. Objective 1.6: Public Transit.The City shall adopt policies to encourage the implementation and usage of public transit facilities, including LYNX and the planned Central Florida Commuter Rail (SunRail). Public transit provides many benefits, including improved mobility, safety, security, and environmental quality. Public transit also enhances economic opportunity by expanding the labor pool, improving job accessibility, and reducing traffic congestion. The environmental benefits of public transit include items such as improved air quality, reduced greenhouse gas emissions, and reduced stormwater runoff from paved surfaces. Has transit increased ? Objective 1.7: Land Use Coordination. Throughout the planning period, the City shall coordinate the transportation system needs with land use designations, and ensure that existing and proposed population densities, housing and employment patterns, and land uses are consistent with the transportation modes and services proposed for these areas. Policy 1.7.1: Establish standards that promote the location of affordable housing in proximity to employment opportunities and transit services. Policy 1.7.5: Ensure that development in the Town Center consists of pedestrian-sized blocks with preferred block lengths of 300-500 feet. Travel distance is influenced by street connectivity, which has a big impact on whether a person will choose to walk. IN ------ Policy 1.8.3: Include in all new road and trail plans, adequate right-of-way for potential landscaping, where feasible, and provide adequate funds for maintenance in the annual budget of the City. Policy 1.8.4: Maintain trees on City-controlled property according to published American National Standards Institute (ANSI) A-300 standards and Florida Institute of Food and Agricultural Sciences (IFAS) guidelines to preserve existing vegetation and canopy, as much as possible. Policy 1.9.6: Work with FDOT and Seminole County to make low speed urban street design the normal, default practice for street construction, reconstruction, or modification within the Town Center. These urban street design features shall include, but not be limited to, wide, unencumbered sidewalks, narrow motor-vehicle lanes, street trees, prominent crosswalks, tight turning radii, and very limited use of turn lanes. The City shall encourage the same policy be adopted and implemented by these entities for their roadway segments within the Town Center. Policy 1.9.7: Coordinate development of all property in the City adjacent to Tuskawilla Road with County requirements for laneage and intersection improvements to lessen development impact until the road is improved. 13 Policy 1.9.8: Coordinate with the Florida Department of Transportation regarding a reduction in the speed limit on S.R. 434 in the Town Center, when warranted, to better reflect the pedestrian-friendly environment being created in the Town Center. Policy 1.9.9: Discourage the widening of S.R. 434 between U.S. 17-92 and Vistawilla Drive. Have these been adhered to? Policy 1.11.2: TCEA Zones. Implement the Winter Springs"TCEA as five (5) distinct Zones, designated as A, B, C, D & E, based on geographic location in relation to the City"s existing transportation network, land use,transit readiness, and future mobility needs. The entire city appears to be in one of five TCEA's. Are these zones serving their purpose? Policy 1.11.9: Mobility Monitoring. Monitor development activity and implementation of mobility strategies. Ift A I= gill= Policy 1.11.10: Detail Traffic Analysis. A detailed traffic analysis will be conducted every seven years in conjunction with the TCEA Monitoring Report as part of the City's EAR to provide information to the City and FDOT to evaluate the effectiveness of the City's mobility strategies. Objective 1.13: Financing Strategies. User-based financing strategies are the preferred means to fund new transportation (including transit) improvements and programs, and will utilize new funding mechanisms, as they become available--' 1111 Objective 1.2: Groundwater Resources. The City shall conserve, use best management techniques, and protect future and existing groundwater resources for potable water usage. Policy 1.2.1: Continue to adhere to the Florida Department of Environmental Protection's wellhead protection standards. Policy 1.2.2: Establish a wellhead protection ordinance, which regulates land use and/or business activity in the vicinity of water supply wells to minimize potential threats to the quality of the groundwater. No wellhead protection ordinance or code was located. Only in comp plan that prohibits new development within 500 feet of wellhead. Policy 1.2.3: Explore the feasibility of a resource protection ordinance, which would include incentives for developers to minimize impervious surfaces. 14 Policy 1.3.4: Amend the City's Code of Ordinances to incorporate Low Impact Development (LID) practices to stormwater management that conserve and protect natural resource systems, reduce infrastructure costs, and mitigate potential environmental impacts. In general,the LID approach includes practices that: • Encourage preservation of natural resources; • Allow development in a manner that helps mitigate potential environmental impacts; • Reduce cost of stormwater management systems; • Use a host of management practices to reduce runoff; and • Reduce pollutants into the environment. There is minimal mention relating to low impact development practices in section 20-329. One statement only is included. A ri A imm domr Objective 1.6:Wildlife and Listed Species Protection. The City shall appropriately use and protect wildlife and wildlife habitat. V7 Code requires wetland and natural area information to be included with a PUD application and is noted in the review process for board comments. Policy 1.6.1: Develop an ordinance containing provisions for the review of developments adjacent to lakes and wetlands and other natural areas for their impacts upon these natural systems. is of vs Im Has the ordnance been developed? Future Land Use Policy 1.1.3: Zoning Districts. Adopt a zoning matrix which establishes zoning districts that correspond to specific land use categories and defines allowable densities and intensities in each zoning district. Policy 1.2.5: Septic/Soils. Complete a study by 2012 that identifies all existing development that is utilizing septic systems on unsuitable soils. If available, pursue grant funding to retrofit these developments and connect them to the central system. Policy 1.5.3: Redevelopment/Infill Development. Identify acceptable locations, priorities and implementation strategies for potential and compatible infill development and redevelopment. Address residential, commercial and live-work or mixed use opportunities. Follow-up these efforts with any needed amendments to the Comprehensive Plan, Future Land Use Map - 2030, and/or Code of Ordinances as well as enhancements to the vacant parcel map and database illustrating infill 15 development and redevelopment opportunities. Consider providing incentives for infill development and redevelopment that support the City"s targeted program priorities. Policy 2.1.1: Future Land Use Map Designation. Revise the Future Land Use Map - 2030, as needed from time to time,to designate land "Town Center" consistent with the Objective. Policy 2.3.2: Studies. Conduct periodic economic development studies, as development activity, trends or patterns warrant, of the Town Center that are designed to compile relevant economic data and analysis that will: (1) educate and inform the City about trends affecting the economic performance of the Town Center; (2) assist the City in developing and implementing economic development strategies for the Town Center; and (3) serve as a significant factor in making development and other decisions related to the Town Center. Housing Policy 1.1.10: Amend the City's land development regulations to include criteria allowing multi-family housing in commercially zoned areas contingent on the developer preserving greenspace either onsite or elsewhere in the City. IF WK Codes only allow multi-family in commercial areas as a conditional use. Policy 1.1.14: Maintain a database of building permit activity organized to maintain a current inventory of new housing units by type and tenure characterIN istics. Objective 1.3: Very-Low, Low and Moderate-Income Households. The City shall encourage and attempt to assist the private sector in the provision of safe, clean and affordable housing for special needs populations of the City, including the very low, low and moderate-income households. Policy 1.3.1: Review and revise City land development regulations to remove undue constraints on the development of very-low, low and moderate-income housing projects, where such constraints are not supported by a valid concern for the health, safety, or welfare of the community. Policy 1.3.3: Examine the need by 2012 to establish an Affordable Housing Trust Fund to assist very low and low-income families in the provision and maintenance of owner-occupied or locally managed rental housing. Policy 1.3.13: Amend the City Code to address the following issues in the provision of affordable housing: • Discourage the concentration of affordable housing units. • Encourage the provision of compatible, integrated affordable housing within the older neighborhoods through redevelopment of existing units and inclusion of compatible accessory dwelling units. • Establish a maximum size for new stand-alone housing developments. Require a strong, local management company for rental developments. 16 Policy 2.2.2: Develop neighborhood plans, and implement programs, which strive to reduce or eliminate destabilizing neighborhood conditions, and include in such plans and programs activities which include, but are not limited to, greater levels of code enforcement, implementing neighborhood watch programs, "Safe Neighborhoods" programs, and Community Development Block Grant programs 17 Appendix One r Incorporated 1959 y .5' City of Winter Springs 2030 & Beyond Case Studies Prepared for the City of Winter Springs by the East Central Florida Regional Planning Council June 2019 �`�r4a hEco�gr pr E11.1962 Contents Introduction..................................................................................................................................................3 CaseStudy 1..................................................................................................................................................3 City of Cedar Falls, Iowa as a Recreation Destination...................................................................................3 Introduction ..............................................................................................................................................3 CityBackground........................................................................................................................................3 Bicycle Trails as Economic Development..................................................................................................4 CaseStudy 2..................................................................................................................................................5 Fitchburg, WI as a City to Age in Place..........................................................................................................5 Introduction ......................................................................._......................................................................5 CityBackground........................................................................................................................................5 CentralizedSenior Services.......................................................................................................................6 SeniorMobility..........................................................................................................................................6 Social Services for Seniors.........................................................................................................................6 Cohousing as a Housing Option for Seniors..............................................................................................7 CaseStudy 3..................................................................................................................................................8 Combating Climate Change Through a Municipally Operated Tree Nursery in Sumner, WA......................8 Introduction ..............................................................................................................................................8 CityBackground........................................................................................................................................8 City of Sumner Municipal Nursery............................................................................................................8 Case Study 1: Lessons Learned for City of Winter Springs Visioning from Cedar Fall, IA...........................10 Case Study 2: Lessons Learned for City of Winter Springs Visioning from City of Fitchburg, WI ...............11 Case Study 3: Lessons Learned for City of Winter Springs Visioning from Sumner, WA...........................12 WorksCited.................................................................................................................................................13 2 Introduction As the City of Winter Springs undergoes its visioning process, a good starting point is to examine the city's current strengths, and to build upon them to make an even stronger community. In examining the city's current strengths, the top contenders are the recreational opportunities afforded by the Cross Seminole Trail passing through the Winter Springs Town Center; the attractiveness of the communities to family due to the city's high ranking schools, park system, and youth activities; and finally, the natural features the city is blessed with, most notably Lake Jesup and its tree canopy. Based on these notable features, three (3) national cities of similar size and characteristics have been chosen as examples of how these existing strengths can be improved upon with limited effort to make the City of Winter Springs even more economically viable and attractive place to live, work, and recreate. These case studies focus on: marketing the Cross Seminole Trail within the city as a recreational amenity to draw local and tourist users and boost local businesses; creating better opportunities for seniors to continue to reside in Winter Springs as they age; and the development of a city-run nursery to increase the tree canopy within city right-of-ways and properties at reduced cost, while in turn creating greater opportunities to educate the public regarding the value of trees to the community. Case Study 1 City of Cedar Falls, Iowa as a Recreation Destination Introduction The decline in the manufacturing economy and the subsequent loss of young residents had a major impact on Cedar Falls, Iowa, as it has had on many other Midwestern communities. This prompted the City of Cedar Falls to focus economic development on an existing strength; it's over 100 miles of recreational trails for year-round enjoyment including bicycling, hiking, snowshoeing and cross-country skiing. They also promote kayaking and other aquatic recreation on the Cedar River and area lakes. The focused marketing of these recreational amenities has expanded local tourism and increased business traffic in downtown Cedar Falls and surrounding areas, as well as improving the health of local residents. City Background The City of Cedar Falls, Iowa is located in Black Hawk County, in northeastern Iowa. The Cedar River is a natural amenity running through the downtown. The city is home to the University of Northern Iowa. According to the 2010 Census, it had a population of 39,260 persons. The median age of residents in 2010 was 26.8, and the median household income was $70,226. 3 Bicycle Trails as Economic Development The City of Cedar Falls made the decision to market the existing trail system to stimulate local economic development. The proximity of the trails to Downtown Cedar Falls, as depicted on the map in Figure "1", has proven a great asset, as trail users bring needed business to downtown merchants. Particularly during the two annual biking events, downtown businesses see a great influx of tourists. (https://www.cedarfallstourism.org/things-to-do/outdoor-recreation/trails/default.aspx). Tr1ll�. wig(3J P p P P ip e ,rigs+ l P CL -4 pq + 1 P P P _ , ` P PP r++IF � M� P]� ~1j` i I •...p ve "`�.. Figure 1:Mop of downtown&nearby trails Source:CFTVB The economic development synergy did not happen by happenstance, but took shape through intensive marketing efforts by the City of Cedar Falls and the Cedar Falls Tourism and Visitor Bureau (CFTVB). The marketing of the trails is so ingrained that a bicycle parked next to the downtown building is included in the CFTVB logo. Both the city and CFTVB have areas on their web sites, giving extensive publicity to the trails as a reason to visit Cedar Falls (see Fig 2). Additionally, the city pursued and obtained the designation as a Bronze Level Bicycle Friendly Community by the League of American Bicyclists. This increased recognition of the city and trails on numerous bicycling organization and tourism _ w websites. m�B i7 ZI'xemin� 46 n�f 7arxfd n1 Tdr.r Ps t'lnrS fe F'f�rrtd fa CEDAR FALLS TRAVEL do STAY oulo©oPREcpEA-ioN PARKS -RAILS wR4Now�-owro Figure 2: CFTVB webs site page emphasizing recreation Source:CFTVB 4 The city organizes two formal bicycling events each year; the Cedar Valley Peddle Fest and the Mayor's Entre-Tourism Bike Ride, both of which bring visiting hh riders and their buying power into the city. Both of these riding events involve stops at local restaurants, r { businesses, and historic sites. This helps the riders learn about local businesses and history, while creating the opportunity for future business (see Figure "3"). Cyclists and business owners both win with these synergetic events. Figure 3:Cyclists in Downtown Cedar Fall for annual biking event Source:CFTVB Case Study 2 Fitchburg, WI as a City to Age in Place Introduction With the retiring of the Baby Boom generation, the attractiveness of a city where retirees can comfortably live in the same place where they raised their families and worked during their career is becoming more popular. Much of this attention has come from the American Association of Retired Persons (AARP), and their Livable Communities program. Communities wishing to become involved in this program are examined for livability indices for seniors in the areas of opportunity, housing, neighborhoods, transportation, the environment, and health. Based on this analysis, communities are given a score. The AARP Livable Communities website annually lists the most livable cities for seniors by size. The City of Fitchburg ranks high in this area and is capitalizing on attracting seniors. City Background The City of Fitchburg, WI is a small suburban community in Dane County, Wisconsin just outside of Madison, the state capitol. The ity had a population of 25,260 for the 2010 Census. As of 2010, the median age in the community was 32.9 years old, and the median household income was $50,433. The community made a conscious effort to make the city a comfortable place for its citizens to remain once they retire. The city participates in the Livable Communities program, and in 2018 was recognized as the best community as far as livability for seniors for communities of between 25,000 and 99, 999 persons. 5 Centralized Senior Services The creation of a City Hall complex which also includes the city's Senior Center allows a senior citizen to get many needs met with a single trip. As an example, a citizen could go to City Hall to pay a utility bill and check on the regulations regarding planting a garden in their yard. They can then go to the Senior Center, and catch a bus which takes them to various local stores for their weekly shopping needs. Upon returning, they can have an inexpensive meal. They can conclude the afternoon by visiting with a Dane County social worker. The county social workers at the Senior Center meet the need of residents for a variety of services without having to travel a greater distance to a county facility. Senior Mobility Transportation can become an issue with senior citizens, particularly as they give up their driver's license or reduce their driving. The Fitchburg Senior Center has responded with a program to meet this need. A private chartered bus arrives at the Senior Center or other designated location two days each week (Tuesdays and Fridays) at 10:00 AM. The bus makes stops at selected grocery and big box retail stores, allowing residents to do their weekly shopping. While this service does not offer rides to medical offices, the Senior Center does provide a listing of AARP volunteers who will take senior residents to their appointments. Even better, these personalized trips for seniors are in addition to the regular mass transit bus service offered by City of Madison Metro Transit. Social Services for Seniors Aging produces social problems which sometimes require senior citizens to get professional help in finding solutions. Due to social isolation, problems such as depression and drug/alcohol abuse can become very serious. Realizing this, the Senior Center has two social workers employed by Dane County who are contracted to work out of the Senior Center. These social workers can help in limited case management in getting assistance in areas such as health care, elder abuse, economic needs, and assistance with meeting basic household needs. By having this service, Fitchburg seniors need not travel to the county seat in Madison to obtain basic social services. f s ` Figure 4:City of Fitchburg City Hall(L)&Senior Center(R) Source:Google Earth 6 Cohousing as a Housing Option for Seniors The City of Fitchburg amended its zoning code to allow - a newer form of housing; cohousing (also known as its more formal name of cooperative housing), which is gaining popularity in the United States, and is ideally suited for seniors. According to the Cohousing ° Association of the United States (CAUS), cohousing r involves a community with privately-owned owned housing, with a central "shared house" where residents a gather for communal meals, and which has communal washing and recreational facilities. Figure 5:Exterior of cohousing development Source:CA US Common areas are owned by the community as a whole. It is run by a board of community residents. These developments are similar to condominium developments, but place an increased emphasis on socialization and joint administration. Originating in Denmark in the 1960's, cohousing has started to grow in the United States. The Cohousing Association of the United States statistics indicate that, as of the spring of 2018, there were 168 cohousing communities in the United States, with another 140 being planned (LeaMond, 2018). For seniors living on a limited budget who would otherwise have financial troubles renting a place on their own, the buying power of cohousing can reduce costs while giving them much more bang for their buck. By its very communal nature, cohousing encourages interaction among residents, at a time in their lives when social isolation and M depression can be real issues. Additionally, the load for doing needed chores/maintenance is divided among residents. A senior resident who may find one type of labor too physically challenging can have another resident do that chore, and opt for a less taxing task. For the elderly who are able to get along socially with the other owners and share in the tasks Figure 6: Common kitchen/dining area of cohousing and decision making, cohousing can be an ideal development Source:CADS housing solution. Currently, the City of Fitchburg allows cohousing in their High-Density (R-H) zoning district. According to information from the Cohousing Association of American, there are currently no cohousing projects in Fitchburg. However, the nearby City of Madison has two existing cohousing projects, with another under development. In Florida, there are currently two existing cohousing projects (known also by its full name as cooperative housing), with two more in the planning phases. In 2013, the Florida Legislature passed the Cooperative Act, which codifies regulations of 7 cooperative housing under Florida Statutes Chapter 719 and in Chapters 6113-75 through 79, Florida Administrative Code. Of the 10,071 householders in the City of Winter Springs, more than 2,100 householders are between ages 55 and 64, and over 3,100 are over age 65 (2017 ACS). The opportunity for centralized senior services and age-friendly housing options offer a pathway for residents to gracefully age in place. Case Study 3 Combating Climate Change Through a Municipally Operated Tree Nursery in Sumner, WA Introduction Like many communities nationwide, the City of Sumner, WA is concerned about climate change. As with many communities, they struggled with what they, a small community, could do in combating a global issue. Focusing on its tree canopy, the city decided to invest in establishing a city-run nursery to grow trees for placement in city right-of-ways and properties. Trees serve multiple purposes; they act to absorb both groundwater and intercept rain and can lower runoff by twenty-five percent. They sequester carbon and produce oxygen and they provide shade for houses, bicyclists, pedestrians and make walking and biking much more pleasant. With the introduction of a city-operated nursery, the number of trees in the city is initially increased with the trees actually planted in the nursery and then the matured trees are planted in the right-of- ways and other city properties. The nursery is then replanted as trees are disbursed offsite to maintain the inventory. City Background The City of Sumner, WA is a suburb of Tacoma, WA, in Pierce County, WA, which had a 2010 Census population of 9,451 persons. It has a median age of 35 years old, and a median household income of$38,598 per the same census. With easy access to Interstate 5 and the Sounder commuter rail, Sumner serves as a bedroom suburb for both the metro Tacoma and Seattle areas. City of Sumner Municipal Nursery As with many established suburban communities, replacement of aging or diseased trees in city right-of-ways and properties, such as along streets, can be expensive. In December 2017, the city decided to start its own nursery to grow trees for use in city right-of-ways and other city properties. City Arborist Dan Gates states that buying seedlings and growing them in-house saves the city much from the cost of purchasing trees from a nursery full-grown. As an example, he states that a full-grown Chinese dogwood tree from a nursery costs $120, while a seedling for 8 planting at the city nursery costs just' $10. Additional cost savings come from - v the fact that the nursery sits on an unused portion of the Sumter Cemetery, ..�., which is already under city ownership. Initial start-up funding of $45,000 came l� from an award from the state's Transportation Improvement Board Complete Streets Award (Needles, 2019). Figure 7: Workers at City of Sumner Nursery Source:News Tribune City nurseries such as this can also serve as a good point of contact for the public to learn more about trees. The city has events in neighborhoods with residents assisting in the planting of trees grown at the nursery. Such events also serve as a chance to educate the public on the ecological benefits of trees, as well as providing information on tree planting and good maintenance practices. Although not listed as a service provided by the City of Sumner, other city-run nurseries nationwide sell trees to residents at cost. Such city-raised trees could also be given to residents for Arbor Day, Earth Day or other similar events, as is done by many cities. Giving away city-grown tree provides a substantial cost savings to the government. ~-.�� . s• ,{�`gid, Figure 8: Public gathering at tree planting event,City of Sumner, WA Source:City of Sumner, WA 9 Case Study 1: Lessons Learned for City of Winter Springs Visioning from Cedar Fall, IA The City of Winter Springs has the CMc Pubk opportunity to more intensively use CMc b►icYs ® the Cross Seminole Trail as a way of T cJ letting people know about the city CMc PuMk while bringing increased foot traffic T and revenue to city businesses, <. 74 :.� particularly in and around the Winter A Springs Town Center. As shown in i5 ` "'�"` Figure "9", the Cross Seminole Trail passes along the periphery of the - 75 f TT Town Center. This proximity of the T, T5 r ' ,'- trail, as depicted in Figure "9", Circle A, has the potential to bring more %T, _ .: business to the Town Center. What is lacking at present is a trail head for Figure 9:Recreational opportunities in Town Center cycling stops within the Town Center. Source: City of Winter Springs With the proximity to the planned amphitheater adjacent to the trail, this could serve as the perfect site for trail users to access the businesses of the Town Center. This would involve coordination with Seminole County Leisure Service Department as to the funding and design of such a trail head. The trail experience does not need to stop with traditional bicycle/pedestrian users of the Cross Seminole Trail. As also depicted in Figure "9", Circle B shows a location where the trail parallels a property within the T-1, or Natural Zone of the Town Center. The potential thus exists for the creation of a low-impact nature trail across this property, terminating with a possible observation deck at Lake Jesup. This would bring additional hikers and nature watchers/photographers, and their potential business, into the Town Center. Part of the area could be for mountain biking with some technically challenging portions to bring in a more diverse clientele. When properly designed, passive recreation and conservation of this Town Center resource can serve to benefit both nature lovers and the Town Center. This option would require acquisition of this privately held land. As an added bonus for visitors seeking recreational amenities, the very popular Central Winds Park already exists abutting the Cross Seminole Trail in the northwest corner of the Town Center. This expands the recreational options of the Town Center, due to its more active recreation athletic fields/courts and nature trail leading to Lake Jesup. 10 Case Study 2: Lessons Learned for City of Winter Springs Visioning from City of Fitchburg, WI The City of Fitchburg, WI and its involvement with the AARP Livable Communities program provide good examples of how the City of Winter Springs, already known as a great community for raising a family, can expand on its existing resources to become a community where current residents can continue enjoying all the city has to offer as they age in place. This effort would be aided by the fact that the City of Winter Springs already has an active Senior Center. Unfortunately, the City of Winter Springs Senior Center is not centrally located within the City Hall and Town Center area. The Senior Center is an approximately ±3.5- mile/10-minute drive from City Hall. The city would be wise in seeing if space could be found within City Hall or other Town Center locations for satellite locations for Senior Center programming. This could create the one- stop convenience that having the Senior Center at the City Hall complex provides Fitchburg seniors. As in many other suburban communities in this country, transportation for senior citizens can become very difficult once the decision to limit or no longer drive is made. The city does have limited mass transit bus service provided by Lynx along the State Road 434 and U.S. 17-92 corridors, and some residents may be eligible for rides through the Transportation Disadvantaged Program. Unfortunately, due to its being east of the rail tracks served by SunRail, regional train service is not available to residents within the city limits of Winter Springs. However, as the City of Fitchburg shows, the Senior Center could be used as a start/finish point for weekly bus service giving seniors rides to needed shopping destinations for basic needs. This bus service need not be city-operated, but can be contracted by others. As done in Fitchburg, WI, Winter Springs could also use its Senior Center as a hub to find information on other travels options, such as rides to medical appointments. Another area transportation affects Winter Springs seniors is through access to social services. These services are heavily concentrated in the county seat of Sanford, a long trip, especially for those unable to drive. The City of Fitchburg provides a good example of solving this problem, having county social workers stationed at the Senior Center. Working with Seminole County to provide these services at the Winter Springs Senior Center would help to make life easier and less stressful for Winter Springs seniors. Winter Springs is to be commended for its zoning regulations, which allow for accessory dwelling units in all single and multi-family zoning districts. Although they may not be for everyone, the city could follow the lead of the City of Fitchburg and permit cooperative housing in its multi- family zoning districts. Currently, Chapter 6 of the Winter Springs Code of Ordinances, Buildings and Building Regulations, has a mention of cooperative housing under Section 6-211 relating to pools. However, cooperative housing is not listed as a housing alternative in the city's Zoning Regulations. As previously mentioned, cooperative housing is allowed by the Florida Statutes and 11 Florida Administrative Code, so adding this housing type to those allowed would add to the housing options for income-limited seniors. Becoming a part of the Livable Communities program and obtaining a high score could be a boon for the City of Winter Springs. Currently, the Southeastern United States and Southwestern United State, areas with large retirement populations, are very much underrepresented in the top 10 performing cities in all population categories listed by the AARP. Inclusion in the list would be a great marketing coup by the City of Winter Springs. Case Study 3: Lessons Learned for City of Winter Springs Visioning from Sumner, WA The recent recovery from the Great Recession has led to increased development, and subsequently to a reduced tree canopy in Winter Springs and similar suburban communities in Central Florida. The case study from Sumner, WA has shown how a community can, through a minimal investment in a city-run nursery, continue to augment its tree canopy within its right-of- way and properties at a minimal cost. The initial costs can be reduced through grants or contributions from the City of Winter Springs Tree Fund, collected from developers for trees not preserved or replanted on-site. Following the initial investment, tree canopies can be maintained or enhanced at greater savings than buying mature trees at nursery prices. Additionally, this program could lead to greater transparency on how Tree Funds are being used. The City of Winter Springs should follow suit in building its tree canopy and educating the public as to the value of trees through the creation of a municipal tree nursery. One area of city-owned property that should be taken into consideration is surplus undisturbed land at the rear of the City Hall site. 12 Works Cited LeaMond, Nancy, (2018) Where We Live: Communities for All Ages, Washington, DC:: AARP. Needles, A. (2018,January 16) New city-owned nursery replaces trees, saves money for Sumner. The News Tribune. Retrieved from https://www.thenewstribune.com/news/local/community/puyallup-herald/ph- sumner/article193940324.html. 13 FLn0 /I t• u • ��\i�4M�l�I1 rn a • • Ln >= 0 LLJ LLI Z F� � Z I:x 0. 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