City Commission Annual Retreat January 13, 2021

Table of Contents

Executive Summary ...... 3 Section I: Looking Forward to 2021 ...... 6 A. Ongoing Response to the COVID-19 Pandemic ...... 6 B. Plans for Vaccine Distribution ...... 8 C. Economic Impact Update ...... 12 D. Local Impacts on Housing Stability ...... 20 E. Consideration of Events, Programs, and Rentals ...... 29 F. Recent and Planned Infrastructure Investments ...... 30 G. Southside Update ...... 37 Section II: 2020 Year in Review ...... 61 A. Response to the COVID-19 Pandemic ...... 61 B. Economic Development ...... 63 C. Impact of Poverty ...... 64 D. Organizational Effectiveness ...... 66 E. Public Infrastructure ...... 68 F. Public Safety ...... 71 G. Public Trust ...... 73 H. Quality of Life ...... 75

Executive Summary

At the beginning of each year, the City Commission hosts an annual retreat to review accomplishments, progress towards strategic objectives, and provide focus for the year ahead. This year’s retreat will give the Commission the opportunity to review the City’s response to the COVID-19 pandemic, an update on the Southside Strategy Area (SSA) revitalization efforts, recent and planned infrastructure efforts, and achievements within each of the seven priority areas of the strategic plan: Economic Development, Impact on Poverty, Organizational Effectiveness, Public Infrastructure, Public Safety, Public Trust, and Quality of Life. This discussion will serve as the first annual review of our 2020-2024 Strategic Plan, providing an opportunity to consider progress towards our strategic goals and five-year targets.

Responding to COVID-19

When the first cases of COVID-19 appeared in our community the City took early, comprehensive action to mitigate the spread of the disease in our area and ensure continued service delivery. The City implemented extensive operational adjustments to ensure the safety and wellbeing of residents and staff, while simultaneously providing direct relief to residents, local businesses and non-profit enterprises. We have been at the forefront of local government response to this pandemic and continue to adapt to an ever-changing situation.

The City continues to collaborate with local partners to support public health efforts, enable capacity of local health professionals, and promote the distribution of vaccines in our community. City and County staff have continued a broad messaging campaign encouraging all residents to get vaccinated as soon as doses are available to them, and to remain vigilant until they have received both doses of an approved vaccine. City staff remain poised to do all possible to ensure all of our residents have access to resources made available by the state.

Over the past year, COVID-19 has taken a toll on the national, state, and local economies. United States real gross domestic product (GDP) saw a major decrease in Quarter 2 (April-June) of -9.0%, or $1.70 trillion. To date, the U.S. economy has a net decrease of -2.2%, or $0.42 trillion, since the beginning of the pandemic. As government revenues have fallen, state and local governments across the country have slowed and reduced expenditures. The State of Florida is facing a five-billion-dollar shortfall going into 2021. The City of Tallahassee does not rely directly on sales tax, however overall state sales tax declines negatively impact state revenue sharing with the City, which is an important revenue source for the General Fund.

Locally, our community has experienced the impact of economic hardship firsthand. Many residents are past-due on rent, mortgage, and / or utility payment. To help residents avoid possible evictions or foreclosures in the coming months, the Commission directed staff to establish a Landlord Mitigation

Trust fund using existing federal, state, and local funding to partner with landlords to strengthen housing stability for tenants and minimize landlords’ financial risk.

Special events have not been held since March 2020 in accordance with state, local and federal guidelines as well as CDC recommendations. During the retreat, staff is seeking Commission approval to resume consideration of event requests with COVID-19 precautions in place. Special event applications will be required to include COVID-19 Protocol plans when applying for event permits. Event plans will need to demonstrate how the organizer will adhere to CDC COVID-19 guidelines like masks, physical distancing, and cleaning and disinfection. Applicants should consult the most current CDC guidelines and federal, state, and local regulations when developing plans. Event requests and associated COVID protocol plans will be reviewed by a cross-functional team of Departments pertinent to each request, led by Parks, Recreation, and Neighborhood Affairs.

A Focus on Infrastructure Investment

Investment in our public infrastructure is essential leading national delivery of public services, and critical and catalyzing economic growth. Over the course of 2020, the City significantly advanced and completed milestone projects including roadways, sidewalks, sewer pipes replacement, and infrastructure supporting community facilities. In 2021, the City will continue to work on meeting the needs of our growing community while seeking to alleviate the impact of COVID-19 on the economy through strategic infrastructure investments.

In 2021, the City will invest approximately $139 million across roughly 150 public infrastructure projects. We have conducted extensive needs assessments and community engagement through subject-specific master and investment plans to prioritize projects across a 5-year horizon. These plans include the Greenways Master Plan, Urban Forest Master Plan, Southern Strategy, neighborhood plans, Aviation Master Plan, Electric Utility 10-year Site Plan, Sewer Master Plan, and the Underground Utilities & Public Infrastructure Strategic Business Plan, to name a few. The retreat will provide a look into horizon efforts and near-term investments, highlighting infrastructure’s key role in achieving the Commission’s strategic goals.

Southside Infrastructure Investment and Area Strategy

One of the City’s foremost and continued priorities is increasing employment, income, and population growth in the Southern Strategy Area through quality land development. The Southern Strategy Area is defined in the Tallahassee-Leon County Comprehensive Plan, and are formally revisited and evaluated every three years by both the City and County Commissions. Over two decades, Tallahassee has seen significant growth and infrastructure investment, though the desired impact of Southside efforts have yet to be achieved.

This year’s retreat provides an opportunity for the City Commission to evaluate existing goals, objectives and policies established in the comprehensive plan, consider plans to engage and incorporate the input of the Southside community, and identify additional strategies to ensure equitable pace of development relative to the larger urbanized County. Commission input on this portion of the retreat will guide the development of Comprehensive Plan amendments relative to the Southern Strategy Area. Additionally, staff is seeking Commission direction on considering a new name for the Southern Strategy Area.

Delivering Strategically Toward 2024

In early FY20, the City Commission adopted the City’s first ever Five-Year Strategic Plan, focusing our efforts within seven key priority areas: Economic Development, Impact on Poverty, Organizational Effectiveness, Public Infrastructure, Public Safety, Public Trust, and Quality of Life. Our Strategic Plan provides clear, intentional direction to address existing and future challenges and guide us to our 200th Anniversary in 2024. This plan was developed with significant citizen involvement, several public forums and workshops, and input from staff across each of our 26 departments. Despite the challenges faced over the past year, the City is already demonstrating significant progress towards the targets and initiatives outlined in the Strategic Plan.

To ensure successful implementation and accountability for the City’s the strategic targets, staff has developed a public facing performance dashboard that hosts all data related to the City’s strategic metrics and detail on initiatives. Visitors to the site can access and review progress towards our goals and objectives with the latest data, information, and stories from the front lines of service delivery. The City was recently recognized by the International City/County Management Association (ICMA) among 16 cities with a Certificate of Achievement in Performance Management for its commitment to data- driven government management and reporting, affirming our effort to collect and verify data reliably and reports data through multiple measures. This year’s retreat will include the first annual review of our Strategic Plan performance including major 2020 accomplishments and opportunities for focus in the next year including housing, energy, public safety, parks and recreation, and fiscal standing.

Looking Ahead

Fiscal Year 2020 was a year of both progress and immense challenges for the City of Tallahassee. The City is making significant strides towards the goals and objectives in our 2020-2024 strategic plan. Staff are doing so in the face of global and national challenges. The City of Tallahassee — our family of nearly 3,000 public servants — has managed many new challenges and is delivering best-in-class service through unprecedented events including the preparation, response, and ongoing management of services through a global pandemic. Our staff have adapted continuously to find new ways to serve Tallahassee and remain committed to our mission – to be the national leader in the delivery of public service.

Section I: Looking Forward to 2021

A. Ongoing Response to the COVID-19 Pandemic

Current Status Over the last ten months, COVID-19 has spread across the globe, disrupting the safety, health, economy, and security of all communities. The Coronavirus Disease 2019 - COVID-19 – was formally recognized as a threat to US communities in February 2020. Since February, the City of Tallahassee has been focused on protecting the community, preserving the health and safety of more than 3,000 City staff members, and delivering continued quality services to the Tallahassee area. To support these efforts, the City has made significant operational changes, developed new programs, and delivered new services, adapting continually to respond as new information becomes available.

Number of Cases and Median Age per day in Leon County, FL As of January 2, 2021, the State of Florida has had 1,365,436 positive cases of COVID-19, including 19,471 in Leon County. The average number of cases between December 20- January 2 has been 157cases per day, with an average median age of 38 years old.

Exhibit 1: Cases Per Day and Median Age in Leon County, December 20-January 2

Source: Florida Department of Health

Hospitalizations and Deaths in Florida vs. Leon County by Age Group The percentage rate of hospitalizations in Leon County has been lower when compared to the state figures - 2% vs 5% - with the highest number of cases between the ages of 55 to 74. The death rate in Leon County has been comparable to the state’s rate – 1% vs. 2%, with a concentration on ages 55 and above.

Exhibit 2: Hospitalizations and Deaths in Leon County vs. Statewide

Source: Florida Department of Health

Exhibit 3: Age Distribution of Positive Cases, Hospitalizations, and Deaths in Leon County

Source: Florida Department of Health

B. Plans for Vaccine Distribution

Two pharmaceutical companies—Pfizer and Moderna—that have engineered and produced COVID-19 vaccines applied for Emergency Use Authorization with the Food and Drug Administration (FDA). Hearings were held on December 10 (Pfizer) and December 17 (Moderna) to consider granting authorization. The FDA issued Emergency Use Authorizations for the Pfizer (BNT162b2) and Moderna (mRNA-1273) vaccines on December 12 and 18, 2020, respectively. These pharmaceutical companies began distributing the vaccine within 24 hours of FDA approval to nursing homes, hospitals, pharmacies, and clinics nationwide.

Vaccine distribution is a combined federal and state responsibility. Distribution of the vaccine will require coordination amongst federal, state, and local agencies. Each state has its own immunization plan, designed with the understanding that there will be limited availability of vaccines early on, but with the capacity to increase in the months ahead, especially if more vaccines are approved (e.g. Johnson & Johnson and Oxford/AstraZeneca). The City is communicating with the Florida Department of Health to support the distribution process. The CDC’s Vaccination Program Interim Playbook was created as a baseline for states to develop their own individual plans. The CDC also held a meeting on December 1 with the Advisory Committee on Immunization Practices (ACIP), which further outlines plans for vaccine distribution. These sources have indicated that vaccine distribution and administration should occur in three broad phases:

• Phase 1: o Phase 1a (beginning in December): Early supply constraints mean that most doses will go to health care workers and residents of long-term care facilities. o Phase 1b: Essential workers such as teachers, public safety personnel, public transit workers, and electricians. • Phase 2 (or 1c, as noted in ACIP recommendations): o Increase of supply, especially if more vaccines are approved. o Increased use of broad provider network or traditional health care settings as vaccination sites (doctor’s offices, clinics, public health venues, and retail pharmacies). o Continue to vaccinate Phase 1a and 1b population and include adults over 65 and/or with medical conditions that place them at a higher risk for the disease. • Phase 3: o Increase of supply. o Open access to general population for vaccination. o Administered through additional private sites.

The country is preparing for an initial distribution of approximately 20 million Pfizer vaccine doses, which is enough to vaccinate 10 million people with the required 2-dose administration. Approximately 180,000 doses were allocated to Florida as part of an initial shipment that will be spread across five

8 major hospital systems in Duval, Orange, Hillsborough, Broward, and Miami-Dade counties. Private pharmacy chains—including CVS and Walgreens—will also administer the vaccine to residents of long- term care facilities. The Florida Department of Health and Department of Emergency Management will coordinate with healthcare providers and local agencies on vaccination efforts and McKesson, United Airlines, and DHL will assist with distribution logistics. State and local priorities align closely with federal priorities, but there may be some differences and plans may change in the months ahead.

Pfizer began the distribution of its vaccine on December 13, 2020. Sixty-four federally designated locations around the country received the vaccines. Of the 180,000 doses of the Pfizer vaccine allocated to Florida, 100,000 doses were allocated across five hospital systems, 60,000 doses were allocated to CVS and Walgreens pharmacies to administer to residents of long-term care facilities, and 20,000 doses were allocated to the State to support long-term care vaccination efforts. The Pfizer vaccine requires two doses to achieve maximum effectiveness: a primary dose and a second booster dose 21 days later.

At the direction of the FDA, half of the Pfizer vaccine doses were held back from this initial shipment. The second half of Florida’s allocated Pfizer vaccine doses will be sent later to ensure the booster is administered at the correct time to achieve maximum effectiveness. Nationally, approximately 3 million people will receive a COVID-19 vaccine in the first week following FDA emergency use authorization. While officials were confident that between the Pfizer and Moderna vaccines—both of which require two shots—they hoped to provide around 20 million people with their first dose of a vaccine by the end of 2020. As of January 4, it is reported that approximately 4.66 million doses have been administered.

The FDA gave Emergency Use Authorization for the Moderna vaccine on December 18, and distribution of the vaccine began over the following days. Florida was allocated approximately 365,000 doses of the Moderna vaccine as part of this first distribution. Like the Pfizer vaccine, the Moderna vaccine also requires two doses—a primary and a booster shot—however, the Moderna vaccines must be administered 4 weeks apart (as opposed to 3 weeks apart for the Pfizer vaccine).

Vaccination in Florida & Leon County As part of the initial vaccine distribution plan, hospital systems in five Florida counties were selected to receive and distribute the first vaccines: Jackson Memorial Hospital in Miami-Dade County; Memorial Healthcare System in Broward County; Tampa General Hospital in Hillsborough County; Advent Health in Orange County; and UF Health in Duval County. While the CDC and ACIP developed broad guidance for phases of vaccine distribution for the nation, the State of Florida is taking a modified approach. The State of Florida is leading the vaccine distribution plan. The City has offered to support the process and is communicating with State officials to assist however is needed. On December 23, Governor DeSantis signed Executive Order 20-315 that initiated the first phase of vaccine distribution in Florida. During this first phase, all providers administering a COVID-19 vaccine may only vaccinate the following populations:

• Long-term care facility residents and staff; • Persons 65 years of age or older; • Health care personnel with direct patient contact; and • Other persons whom hospital providers deem to be extremely vulnerable to COVID-19.

As of January 2, 2021, 255,808 individuals have received the first dose of a COVID-19 vaccine across the state, including 74,242 individuals over the age of 65. Of the total number vaccinated, 4,847 individuals were in Leon County. Exhibit 4: Vaccines Administered to Floridians Daily, December 20-January 2

Source: Florida Department of Health

The Leon County Department of Health (DOH) reached out to the City for assistance with the delivery of any anticipated COVID-19 vaccines that were, at the time, in the Phase III trials. The City agreed and an agreement was drafted that stipulated that the Tallahassee Fire Department Paramedics would be used in the inoculation process. The City of Tallahassee and Leon County were allocated 2,500 doses of the first round of Moderna vaccine distribution. This vaccine requires a second dose after 28 days. Priority in the process will be given to First Responders, Consolidated Dispatch Agency (CDA) members, and residents and staff of long-term care facilities and assisted living facilities.

Tallahassee Fire Department paramedics administering the vaccine were trained by the Department of Health. An inoculation site was set-up at the TFD Training Facility for local first responders to cycle through - like the Northwoods test site. The City’s Fire Department will coordinate with the Department of Health to form and assign strike teams to vaccinate at the various long-term care facilities and assisted living facilities. On December 29th, the Department of Health announced that residents 65 years and older could start receiving the COVID-19 vaccine. This first wave of local inoculations, including both doses, is expected to be completed by early February 2021. Distribution and population prioritization for subsequent Moderna vaccines is still in the planning process.

With the initial vaccine distribution underway, the City, County and Department of Health have continued a broad messaging campaign encouraging all residents to get vaccinated as soon as doses are

10 available to them, and to remain vigilant until they have received both doses of one of the approved vaccines. All residents should continue to wear a face mask or covering, maintain social distancing when in public, and avoid any large gatherings. It will likely take several months for enough of our community to be inoculated to achieve general herd immunity. All residents should do their part to prevent any further spread of COVID-19 and mitigate any further impacts to our local economy.

C. Economic Impact Update

Over the past year, COVID-19 has taken a toll on the national, state, and local economies. United States real gross domestic product (GDP) saw a major decrease in Quarter 2 (April-June) of -9.0%, or $1.70 trillion. To date, the U.S. economy has a net decrease of -2.2%, or $0.42 trillion, since the beginning of the pandemic. As government revenues have fallen, state and local governments across the country have slowed and reduced expenditures. The State of Florida is facing a five-billion-dollar shortfall going into 2021. The City of Tallahassee does not rely directly on sales tax; however overall state sales tax declines negatively impact state revenue sharing with the City, which is an important revenue source for the General Fund. The City’s top priority is maintaining high-quality service delivery throughout the economic downturn.

Economic Growth

United States real gross domestic product (GDP) saw a major decrease in Quarter 2 (April-June) of -9.0%, or $1.70 trillion. The United States’ GDP did recover some in Quarter 3, by approximately 7.4%. However, the U.S. economy still has a net decrease of 2.2%, or $0.42 trillion, since the beginning of the pandemic. This also marks the lowest real GDP point since Quarter 1 of 2018. The U.S. Bureau of Economic Analysis noted the Quarter 3 increase was driven by increases in personal consumption expenditures (food services, hospitality, sale of goods), exports, and residential and non-residential investment, partially offset by decreases in government spending.

The offsetting decreases in state and local government spending have come from slowed or reduced expenditures across the nation as government revenues have fallen—mainly income and sales tax. An analysis by the Brookings Institute in late September projected that state and local government revenues could decline by $155 billion (5.5%) in 2020 and by similar levels over the next couple of years. This includes a projected $22 billion decline of income tax revenue and $49 billion of sales tax revenue. Property taxes have held steady thus far, as they are levied only once per year and values rarely see large swings. However, any property value declines will likely be followed by slow increases over time, which could affect local governments beginning in FY22.

The City of Tallahassee does not rely directly on sales tax. However, overall state sales tax declines do decrease state revenue sharing with the City, which is a revenue source for the General Fund. Roughly 29% of the City’s General Fund revenue is derived from local property taxes. This is notably lower than many other cities in Florida—such as Orlando (41%) and Fort Lauderdale (40%)—due to the concentration of government buildings in City limits that are exempt from property taxes.

State and Local Impact of the COVID-19 Pandemic vs. the Great Recession

With the historic economic data available, a recession can be viewed through different lenses. Employment impacts the core of a community as families gain or lose the ability to provide. The chart 12 below compares employment, as a percentage gained or lost since the prior year, between both the Great Recession of 2008-09 and the COVID-19 response on a shared timeline. Statewide and local figures provide an additional benchmark for comparison.

In 2008, a real estate bubble burst, sending ripples throughout several other industries. Florida, with construction growing all along its coasts, felt the impact more than other regions in the country. While Tallahassee was not spared, its place in-land and not as reliant on the real estate industry shielded it partly. The recession arrived in Tallahassee much later and with lesser impact.

The COVID-19 pandemic response hit the local economy from a different angle. The closures of restaurants, bars, and limitations on travel decimated tourism, another Florida staple. This time though, local Tallahassee businesses experienced the recession firsthand, with immediacy, and the State of Florida is facing a five-billion-dollar shortfall of its own. The recent divergence between Florida and Tallahassee is worth keeping an eye on, especially as major Tallahassee employers adapt to their own financial situations. The downward trend in local employment compared to the state may portend a longer comparative recovery for the area due to the nature of this recession.

Exhibit 5: State and Local Comparison of COVID-19 Recession vs. Great Recession

Local Unemployment Impacts

In an effort to contain the spread of COVID-19 in Florida, Governor DeSantis issued executive orders in March declaring a public health emergency and shutting down large portions of the state economy. This shutdown, and the corresponding decline in tourism, caused a spike in the number of unemployment claims in the state. Florida’s unemployment rate tripled from 4.4% in March to its peak in April at 13.8%. This is the highest rate of unemployment in Florida since the great recession.

Floridians who lost jobs or had hours reduced as a result of the pandemic were eligible for both State Reemployment Assistance (12 weeks up to $275 per week) and Federal Pandemic Unemployment Compensation ($600 per week for up to 39 weeks). Florida law also allows the Department of Economic Opportunity to extend State Reemployment Assistance beyond the 12-week maximum, which provides one extra week for every 0.5% above 5% of the average unemployment rate.

The most recent economic indicators for October indicate Florida’s unemployment rate has partially recovered, and the added approximately 61,000 private-sector jobs. In October, the overall state unemployment rate was approximately 6.5%.

Consistent with the increase in unemployment resulting from the COVID-19 pandemic, the number of individuals relying on Supplemental Nutritional Assistance Program (SNAP) assistance increased both statewide and locally. In order to qualify for SNAP benefits, a household’s gross monthly income must fall at or below 130% of the poverty line. From February to October, Florida experienced a 42.6% increase in the number of households receiving SNAP assistance. During that same time frame, Leon County experienced a 40.5% increase in the number of households relying on SNAP assistance.

Under normal circumstances, there is a three-month time limit for receiving SNAP benefits. However, federal law allows states to suspend this condition in areas with high and sustained unemployment. The Florida Department of Children and Families coordinated with the U.S. Department of Agriculture to extend all SNAP recipients’ benefit amounts to the maximum monthly allotment for the months of March through November.1

Local Economic Indicators – Quarters 2 and 3

The Tallahassee-Leon County Office of Economic Vitality (OEV) maintains an economic dashboard with quarterly and monthly indicators to track the current state of the local economy. Data from OEV’s economic dashboard shows the local economy experienced trends to the nation across numerous indicators. Based on the current data available, the Tallahassee-Leon County area has experienced impacts similar to the nation with regard to unemployment, tourism, construction growth and overall economic activity in the form of taxable sales.

• Unemployment claims in 2nd Quarter of 2020: 20,370 o Increase of 1,312% compared to Q2 2019 • Unemployment claims in 3rd Quarter of 2020: 8,570 o Increase of 605% compared to Q3 2019

• Unemployment rate in 2nd Quarter of 2020: 7.8% o Increase of 4.7% compared to Q2 2019 • Unemployment rate in 3rd Quarter of 2020: 6.2%

1 https://go.boarddocs.com/fla/talgov/Board.nsf/Public 14

o Increase of 2.8% compared to Q3 2019

• New single-family construction permits in 2nd Quarter of 2020: 172 o Decrease of 14.0% compared to Q2 2019 • New single-family construction permits in 3rd Quarter of 2020: 193 o Increase of 27.8% compared to Q3 2019

• Tourist tax receipts in 1st Quarter 2020: $1.62 million o Decrease of 8.4% compared to Q1 2019 • Tourist tax receipts in 2nd Quarter 2020: $0.74 million o Decrease of 64.2% compared to Q2 2019

• TLH International Airport Passengers in 2nd Quarter 2020: 29,162 o Decrease of 86.7% compared to Q2 2019 • TLH International Airport Passengers in 3rd Quarter 2020: 71,854 o Decrease of 66.2% compared to Q3 2019

• Total employment in 2nd Quarter of 2020: 161,433 jobs o Decrease of 13.7% compared to Q2 2019 • Total employment in 3rd Quarter of 2020: 172,995 jobs o Decrease of 8.1% compared to Q3 2019

• Taxable sales in 1st Quarter of 2020: $1.21 billion o Decrease of 7.9% from Q1 2019 • Taxable sales in 2nd Quarter of 2020: $1.15 billion o Decrease of 13.8% from Q2 2019

These data confirm that the local economy experienced a similar economic downturn as the rest of the state and the nation. Local unemployment spiked in April during the state-wide shutdown, travel and tourism sectors have sustained a significant drop in business, and overall sales and economic activity subsided in the first and second quarters of 2020. While the City continues to provide assistance to residents to mitigate the impact this pandemic has on the housing landscape, the local economy overall is facing recovery challenges consistent with the rest of the state and nation.2

With local universities shifting most of their course offerings to distance learning, many students chose to live with family during this school year. Approximately 70% to 80% of higher education students returned to Tallahassee while still attending classes virtually. As the student population nears 50,000, the area may have a temporary reduction in population close to 10,000, or 5% of its normal census. Student housing and other rental owners had requested reevaluations of their properties to reduce their ad valorem taxes due to difficulties filling units. The City had already budgeted for reduced property tax revenue, but the real strain may come at the loss of utility customers. Staff continue to monitor utility revenues and report utility fund statuses at future budget workshops.

2 https://go.boarddocs.com/fla/talgov/Board.nsf/Public 15

Taxable Sales

Sales tax accounts for about 79% of the State of Florida’s annual operating revenues. The shortfall in the state’s budget results in large part from its reliance upon sales taxes and how this particular recession affects commerce. While taxable sales state-wide have made a considerable recovery since its low point in May, they still lag behind their 2019 monthly average by nearly 7%.

This will impact the City of Tallahassee’s own revenues in a few areas, such as State of Florida Revenue Sharing. The city is eligible for “ordinary” distribution of a portion of the sales taxes collected within Leon County, based upon a participation formula and other requirements established by statute. Other revenues, such as ½ sales tax from the state, will also be impacted. At the July 9th workshop, Blueprint reported that its long-term sales tax revenues will be down 11%.

This will impact the City of Tallahassee’s own revenues in a few areas, specifically with respect to State of Florida Revenue Sharing and the 1/2 Cent Sales Tax. The City is eligible for an “ordinary” distribution of a portion of the sales taxes collected within Leon County, based upon a participation formula and other requirements established by statute. In 2020, these two sources of revenue both delinked, with additional declines projected in 2021.

Exhibit 6: Breakdown of City General Fund Revenue Sources, 2019 Actuals vs. 2021 Projections

The primary concern related to drop-in sales taxes across the state will be the local economy. If state agencies and universities are forced to make difficult decisions on their permanent positions in FY21 or FY22, then the Tallahassee Metropolitan Area may experience this recession for a longer period.

Exhibit 7: Florida Monthly Taxable Sales vs. 2019 Average

There are still some positive signs, with new construction staying steady and the real estate market remaining strong thanks to low interest rates and a bullish long-term outlook by developers. If taxable sales can recover quickly in the coming months, and state-run budgets do not make cuts to their own staff levels, then Tallahassee’s economy could begin to recover sooner.

Interest Rates

The Federal Reserve has cut the federal funds interest rate by a total of 1.5 percentage points since early March 2020, bringing it to a range of 0.0 to 0.25 percent. This reduces the cost of borrowing for banks and, as a result, reduces the cost for households and businesses to take out mortgage, auto, or personal loans. The Federal Reserve’s chairman, Jerome Powell, has indicated on multiple occasions that he expects interest rates to remain at or near zero for multiple years as the economy recovers from pandemic-induced damage and to further the goals of low unemployment and keeping inflation around/above 2%.

Consumer Price Index (CPI)

The Consumer Price Index, a measure of inflation, decreased in the early months of the pandemic. A 2.3% 12-month change in February decreased to 1.5% in March and 0.3% in April, bottoming out at 0.1% in May before increasing each month after through to September’s rate of 1.4% (data from U.S. Bureau of Labor Statistics). The CPI determines the annual adjustments for rates and charges for utilities and the transfer of utility fund revenues to the General Fund (which accounts for 28% of General Fund revenue) and also factors into payment adjustments of certain interlocal agreements, which impact future budgeting. If the CPI remains low this will adversely affect the City’s transfer policies and payments required for any interlocal agreements with the County, both of which could have a negative impact on future budgets.

The International Monetary Fund published an article in November 2020 to explain how inflation may be understated during COVID-19. They note that CPI is weighted by normal spending patterns, but the pandemic has altered these spending patterns without CPI’s weighting being adjusted to account for this. For example, demand for groceries has increased during COVID-19 while demand for gasoline has decreased, but their respective weighting in the CPI formula does not fully account for the drop of gasoline prices. The National Bureau of Economic Research (NBER) study in August sent a similar message. They concluded their “COVID-updated CPI” was higher than the official CPI, and their study “projects that the pandemic will continue to increase the cost of living for the average U.S. consumer.”

CARES Act and Potential Future Stimulus/Relief

The Coronavirus Aid, Relief, and Economic Security Act (CARES) passed as a $2.2 trillion economic stimulus and relief bill on March 27, 2020. The bill provided $150 billion in direct relief to state and local governments, plus more in the form of public transit subsidies ($25 billion), funding to K-12 and higher education ($19.5 billion), and money for public hospitals and community centers (approximately $35 billion). CARES provided aid to the City through specific federal agencies and programs, including $21.3 million to Tallahassee International Airport through the Federal Aviation Administration (FAA), $9.7 million to StarMetro for FY20-22 administered by the Federal Transportation Authority (FTA), and $1.1 million and $561,023 grants through the Community Development Block Grant (CDBG) and Emergency Solutions Grant (ESG) programs, administered by the Department of Housing and Urban Development (HUD).

The City of Tallahassee was not directly eligible for the $150 billion direct Coronavirus Relief Fund (CRF) since its population was less than 500,000. However, of the $8.3 billion awarded to the State of Florida, Leon County was awarded $51.2 million to distribute to local entities and has proposed distribution of these funds through the Leon CARES program. As approved at the July 14, 2020 County Commission meeting, this plan recommends $12.1 million in funding for Government Response & Compliance with a proposed sub-allocation of $5 million for the City of Tallahassee. Reimbursement requests have been submitted at that amount with an additional $4.1 million submitted in abeyance, if additional dollars are unspent by the December 31, 2020 deadline

Recent Federal Action The City continues to track expenditures and revenue losses related to the pandemic in the event that additional federal aid becomes available. On December 27th, a $900 billion coronavirus relief package and $1.4 trillion government spending bill were passed by Congress and signed into law. The package includes additional financial relief measures for individuals, families and businesses; funding to assist with testing; and an extension of a nationwide eviction moratorium until January 31, 2021. The bill includes the following specific funding categories: • $600 stimulus checks per adult and child • $300 per week in enhanced unemployment insurance for 11 weeks.

• $319 billion for small businesses, including $284 billion for loans given through the Paycheck Protection Program, $20 billion in EIDL Grants, and $15 billion for live venues, independent movie theaters, and cultural institutions. • $25 billion in rental assistance and an extension of the eviction moratorium. • $13 billion in increased SNAP and child nutrition benefits. • $82 billion in education, with $10 billion dedicated to childcare. • $7 billion to increase access to broadband. • Billions for vaccine distribution and COVID-19 testing. • Language ending surprise billing for emergency and scheduled care. • A tax credit for employers offering paid sick leave and extends the Employee Retention Tax Credit. • $4 billion for GAVI, the international vaccine alliance.

D. Local Impacts on Housing Stability

On December 8, 2020, the City Commission held a workshop on local housing stability issues during the COVID-19 pandemic. During that workshop, Commissioners discussed a variety of topics that contribute to the inventory and affordability of the local housing market, as well as how the COVID-19 pandemic is adversely affecting many local renters and homeowners. The local economic impact of the pandemic has resulted in many residents being past-due on rent, mortgage, and/or utility payments. This has created a backlog of residents who may face eviction or foreclosure in the coming months, as well as a large number of utility account customers who are several months past due. To help residents avoid possible evictions or foreclosures in the coming months, the Commission directed staff to establish a Landlord Mitigation Trust fund using existing federal, state, and local moneys.

Establishing a Landlord Mitigation Trust Fund

The possibility of eviction facing local residents goes beyond just homelessness, as it often leads to job loss, increased health disparities, and disruption to children’s education. One of the most significant implications of eviction and foreclosure is the negative record that can make it nearly impossible for securing safe and decent housing again in the future. A single mother, families with multiple children, or individuals with a criminal record can be at a disadvantage when submitting applications for rental housing, as they may be perceived as “high risk” to a landlord. This results in residents with the greatest need for affordable housing being unable to access affordable units in a saturated market.

During the December 8 workshop on Housing Stability During the COVID-19 Pandemic, the City Commission directed staff to establish a Landlord Risk Mitigation Fund using $250,000 of existing federal, state, and local moneys. The purpose of the fund is to encourage landlords to become partners in preventing homelessness in the City of Tallahassee, while also minimizing their own financial risk. This fund is a resource that can be drawn upon by a landlord to minimize the potential financial impact of renting to a tenant perceived as “higher risk.” Such a fund would allow local landlords to act as community partners in addressing local housing needs by utilizing these funds—in addition to existing security deposit assistance—to protect their units in case of tenant instability. The Fund is designed to alleviate some of the financial risk that a landlord may assume in leasing to vulnerable tenants. The money held in the Fund directly impacts the number of landlords that can be approved for participation and coverage. This program is NOT a recurring rent assistance program, nor is it meant to supplant traditional security deposits or a landlord’s private insurance. For participating landlords, the program provides the following allowable incentives and claims: Incentives: • $500 one-time bonus for each unit newly leased to someone ending their homelessness. Claims:

• Up to $2,000 in excess of the security deposit to cover a portion of lost rent from a tenant in crisis. • Up to $1,000 in excess of the security deposit to cover damages beyond normal wear and tear, or for unforeseen expenses to maintain habitability.

Landlord Eligibility: • Be a local landlord with 5 or less rental units in the City of Tallahassee. • Not be a non-profit organization, housing authority, or a real estate company. A landlord may be engaged with a property manager; however, program enrollment and fund disbursements are only available to an eligible landlord. Landlord Expectations: • Agree to provide decent and safe housing. • Agree to charge rental rates that are affordable for moderate and/or low-income tenants. • Agree to not refuse leasing based on race, religion, sex, disability, familial status, or national origin. • Agree to be willing to lease to vulnerable tenants, including those that are ending their homelessness, or those directly impacted by an economic crisis or disaster. • Agree to participate in free mediation in collaboration with community partners and exhaust all options before pursuing formal or informal eviction. • Agree to partner with local human service organizations for assistance with tenant referrals and case management as needed. • Agree to provide tenant at least 30 days’ notification of termination of lease after all other avenues are exhausted. • Agree to not provide negative references that prevents a tenant from gaining future housing.

Tenant Expectations: • Honor terms of the leasing agreement, including care of premise and timely payments absent a financial crisis. • Communicate hardships in advance, provide proof of hardship, and cooperate with community service providers to receive support services as needed. • Participate in landlord-tenant mediation and exhaust all other options before breaking the lease, with at least 30 days’ notice.

Initial Fund Prioritization:

The initial priority of the Fund is to support those impacted by the COVID-19 pandemic, particularly families with young children, the elderly, and currently homeless future tenants. Based on the maximum lost rent claim of $2,000, the initial fund allocation could help with up to 125 pending

21 eviction filings. Alternatively, the initial fund allocation could directly assist 500 currently homeless individuals to be rapidly rehoused with a leasing bonus.

State Housing Trends During COVID-19

Consistent with national housing trends, Floridians are struggling to meet their monthly housing costs. The latest data from the U.S. Census Bureau’s Household Pulse Survey suggests roughly 1 in 5 Florida homeowners is not caught up on their mortgage, while roughly 1 in 3 Florida renters are not caught up on past rent payments:

• Approximately 21% of homeowners in Florida indicated they were not caught up on their mortgage payments. • Approximately 36% of renters in Florida indicated they were not caught up on their rent payments.

Although the national mortgage delinquency rate decreased slightly in the third quarter, Florida remains one of the harder hit states in the nation. The Federal Housing Administration (FHA) reports that FHA- backed loans in Florida reached a 15.2% delinquency rate, up from 5.0% the year prior. This is the fourth- largest state increase from the year prior following Nevada, New Jersey, and Hawaii. However, the FHA also noted that Florida experienced one of the larger decreases in past-due mortgages from the second to the third quarter in 2020. This may suggest that Florida is headed in a positive direction with regards to homeowners catching up on past due mortgage payments.

In April, Governor DeSantis signed Executive Order 20-94, establishing a state-level moratorium on evictions and foreclosures in Florida. This provided temporary housing security for Florida families and individuals who were the hardest hit financially by the pandemic. Florida’s eviction moratorium expired at the end of July, however the Governor stayed the execution of eviction orders filed until October 1. The current Disease Control and Prevention (CDC) national eviction moratorium expires on January 31.

While being able to make monthly rent or mortgage payments may be the primary concern facing Floridians, monthly utility bills are another pressure point for of renters and homeowners. Any individuals unable to make their monthly rent or mortgage payments is also unlikely to be able to afford month utility bills for electricity, gas, and water. During a July workshop held by the Florida Public Service Commission, all of the electric utilities that serve Florida indicated that over 600,000 customers were past due. While many utility companies in Florida suspended disconnects during the early months of the pandemic, many have resumed utility disconnects for nonpayment, some as early as June.

Local Housing Market

A housing market analysis conducted by the Florida Housing Coalition and the City of Tallahassee determined there are a total of 87,561 housing units in the City of Tallahassee. This includes owned units, rental units, and subsidized units. The most common property type is a 1-unit detached structure, followed by property types with 5-19 units (15.3%) and 2-4 units (12.5%). Exhibit 8: All Residential Properties, City of Tallahassee

The housing market analysis also compiled a breakdown of housing unit size by owners versus renters. The large majority of owned homes had 3 or more bedrooms (84%), while rental units have a more even distribution of unit size between 1 bedroom, 2 bedrooms, and 3 or more bedrooms.

Exhibit 9: City of Tallahassee Housing Unit Size, by Occupant Type

When considering the cost of housing within the City of Tallahassee, almost half of all renters (45%) are leasing rental units ranging between $500-$999 monthly, with the median contract rent of $799 per month. Another 37% of renters pay between $1,000-$1,499 monthly. The median home value from decreased by less than 1% from 2010 to 2018, while the median contract rent increased 16% over that same time period. Both renters and homeowners earning over 100% HUD Area Median Family Income (HAMFI) have the most access to affordable units because their higher earnings allow for a more expensive cost of living. The data reports that homeownership is more attainable for homeowners earning 80% HAMFI and above, with 14,577 identified homeowners in that HAMFI range.

Exhibit 10: Median Housing Cost, Rent Ranges, and Housing Affordability

Based on U.S Census Bureau Small Area Income and Poverty Estimates (SAIPE), approximately 20.7% of individuals living in Leon County fall below the federal poverty line. In 2020, the Federal poverty income threshold is $26,000 per year for a household of four; $21,720 per year for a household of three; $17,420 per year for a household of two; and $12,7060 for a household of one.

When considering both the housing market analysis from the Florida Housing Coalition and federal household poverty thresholds from the U.S. Census Bureau, it is likely that this cohort of Leon County residents’ housing stability has been significantly impacted by the COVID-19 pandemic. As mentioned above, lower income job sectors have been the hardest hit by the pandemic in terms of job losses and furloughs. This bracket of income earners also faces the greatest housing stability challenges with regards to the inventory of affordable rental properties and average rent prices.

Local Backlog of Evictions, Foreclosures, and Past-Due Utility Accounts

Staff analysis of eviction and foreclosure filings with the Leon County Clerk of Courts provide further insight of housing stability challenges facing City residents during the pandemic, especially over the last several months. Eviction filings by landlords from the months of March through November show a very low number of cases during the summer months during the worst of the pandemic. However, the total number of eviction filings with the Leon County Clerk of Courts has increased markedly during the months of August through November. Approximately 71% of the 787 evictions filed since the pandemic began were received in the past four months. While the courts were able to close 44.3% of eviction cases received since March, the data indicate there may be as many as 438 evictions still pending in Leon County as of the end of November.

Exhibit 11: Eviction Cases Filed, Closed and Still Open, March – November 2020 Month Total Eviction Cases Cases Still Open % Open Cases Cases Closed % Closed Cases March 147 57 38.8% 90 61.2% April 13 6 46.2% 7 53.8% May 24 13 54.2% 11 45.8% June 25 17 68.0% 8 32.0% July 17 4 23.5% 13 76.5% August 113 45 39.8% 68 60.2% September 120 51 42.5% 69 57.5% October 170 96 56.5% 74 43.5% November 158 149 94.3% 9 5.7% Current Total 787 438 55.7% 349 44.3% Source: Staff analysis of Leon County Clerk of Courts data. Exhibit 12: Eviction Filing Trends in Leon County, March – November 2020

The same analysis of Leon County Clerk of Court data for foreclosures shows a similar trend. Foreclosures filed in the court system were extremely low from the months of April through July, with a sudden increase beginning in August. Of the 72 foreclosure cases since March, approximately 68% of them occurred in the past four months. Furthermore, the data shows that only 12 foreclosure cases were closed, leaving as many as 60 foreclosure cases pending as we approach the end of the calendar year.

Exhibit 13: Foreclosure Cases Filed, Closed and Still Open Since March Month Total Foreclosure Cases Cases Still Open % Open Cases Cases Closed % Closed Cases March 17 11 64.7% 6 35.3% April 1 0 0.0% 1 100.0% May 2 1 50.0% 1 50.0% June 1 0 0.0% 1 100.0% July 2 2 100.0% 0 0.0% August 17 14 82.4% 3 17.6% September 5 5 100.0% 0 0.0% October 15 15 100.0% 0 0.0% November 12 12 100.0% 0 0.0% Current Total 72 60 83.3% 12 16.7% Source: Staff analys Exhibit 14: Foreclosure Case Trends in Leon County, March – November 2020

Together, these local eviction and foreclosure trends mirror the same challenges faced by renters and homeowners across the nation and throughout Florida. This data suggests that local residents’ housing stability is increasingly challenged as we enter the new calendar year.

In March, the City announced it would suspend utility disconnects for inability to pay resulting for any customers financially impacted by the pandemic. For residential and commercial customers experiencing financial fallout from the pandemic, staff provided personalized customer support and offered a variety of alternative payment options for individuals and businesses. In lieu of a utility disconnect, City utility customers have multiple options for making up past due bill amounts, including the following three options:

• Customer Pay Plans: The customer agrees to make specific payments on specific dates.

• Customer Pay Agreements: The customer agrees to pay off severely overdue debt in installments; bills sent to customers contain charges for both current services and their payment installment amount. • Customer Extension: An agreement that changes the payment due date to allow the customer more time to make a payment (usually not more than one week).

In March, the number of residential and commercial utility accounts delinquent began to rise steadily, and far surpassed the average number of delinquent accounts compared to the prior two years. The number of delinquent commercial utility accounts reached 422 in May, while the number of delinquent residential utility accounts reached over 11,200 in the month of September.

Despite ongoing outreach by staff to delinquent accounts customers, and offering several alternative payment options as describe above, the financial impact of non-paying customers continues to accumulate. This includes customers who are past due but making payments towards their outstanding balance, and customers who are past due but have not made a payment in months.

• There are approximately 770 accounts that have not made a payment since March 1, with a total past due balance of approximately $945,000. • There are approximately 2,700 accounts that have not made a payment since August 1 (including the 770 that have not paid since March), that have a past due balance of approximately $3.4 million. • As of mid-November, there were approximately 12,200 delinquent past-due accounts with a combined outstanding balance of over $8 million.

The City of Tallahassee remains one of the few utilities in Florida that has not resumed utility disconnects. Some utility companies resumed disconnects as early as June, while some of the other larger utility companies recently resumed disconnects in September or October.

For City residents facing possible eviction who cannot afford an attorney, assistance may be obtained through Legal Services of North Florida (LSNF). LSNF is not-for-profit organization serving only low- income individuals and families in sixteen counties across the central and western panhandle. Legal Services of North Florida provides information, resources, and—if needed—free legal help to prevent eviction by a landlord. From March through November, LSNF has provided legal assistance to a total of 264 clients facing possible eviction or foreclosure, the majority of which (232) are clients facing eviction. The number of clients assisted for eviction has also increased in months of October and November, compared to the June through September.

Exhibit 15: Clients Seeking Eviction or Foreclosure Legal Aid Number of Clients Seeking Number of Clients Seeking Month Total, by Month Eviction Legal Aid Foreclosure Legal Aid March 21 5 26 April 18 1 19 May 18 3 21 June 23 3 26 July 21 7 28 August 25 2 27 September 29 6 35 October 36 3 39 November 41 2 43 Current Total 232 32 264 Source: Legal Services of North Florida

E. Consideration of Events, Programs, and Rentals

This portion of the retreat will allow for City Commission discussion of resuming Springtime events, programs, and rentals of City parks spaces for resident use. Staff recommends authorizing Springtime events subject to COVID Planning.

Special events have not been held since March 2020 in accordance with state, local and federal guidelines as well as CDC recommendations. Given the high positivity rate and high number of positive cases in our community, and the known risks associated with large social gatherings, staff recommended that all special events held in City parks and on other City property be cancelled through the end of 2020. This included City events like the Winter Festival, the Holiday Stroll at Cascades Park, Elf Night and Soul Santa along with community events like Frenchtown Rising, the Veterans Day Parade, the DIA Sundown Concert Series and New Year’s Eve events along with other smaller events at various parks and facilities.

At the direction of the City Commission, the City will resume special events, facility rentals, and indoor programing with precautions to promote safety. Precautions will vary by event but will include limits on amount of people gathered, mask requirements, and socially distancing whenever possible. Special events, such as Springtime Tallahassee and LeMoyne’s Chain of Parks Art Festival, will be required to submit COVID-19 Protocol plans when applying for event permits.

Event plans will need to demonstrate how the organizer will adhere to CDC COVID-19 guidelines like masks, physical distancing, and cleaning and disinfection. Applicants should consult the most current CDC guidelines and federal, state, and local regulations when developing plans. COVID protocol plans will be reviewed by a cross functional team led by Parks, Recreation, and Neighborhood Affairs staff.

The first event to take place since March 2020 will be the City’s first Dr. Martin Luther King, Jr. Day Parade. The inaugural event will take place on Monday, January 18, 2021, from 12 – 2 p.m. Due to COVID- 19, and with the health and safety of the community in mind, the event will take a unique approach. Instead of a traditional parade, the City will host a drive-thru parade where the participants (floats and exhibits) will be stationary on Monroe St., while the spectators move along the parade route in their vehicles.

There has been a decrease in participation across all parks and recreation programs since COVID-19. The decrease in participation and inability to rent out facilities for events has impacted revenue. Staff expects this trend to continue into 2021. Staff will continue to offer virtual programming to support community safety.

Staff is preparing for the need for enhanced A/V and WiFi capabilities at the Smith Williams Community Center to be able to take advantage of large meeting spaces for boards and community groups.

F. Recent and Planned Infrastructure Investments

Investments in public infrastructure are essential for the proper function of City systems and facilities, safety of our residents and staff, protection of our natural resources and as a catalyst for economic growth. Over the course of 2020, the City significantly advanced and completed milestone projects affecting community facilities, roadways, sidewalks, water and sewer collection and distribution systems, and many more. In 2021, the City will continue to work on meeting the needs of our growing community through strategic infrastructure investments.

In FY2021, the City will invest approximately $139 million in roughly 150 public infrastructure projects. This investment funds planned maintenance and rehabilitation of existing facilities and equipment, and construction of new infrastructure. The City’s 5-year Capital Improvement Plan (CIP) guides this investment. The CIP prioritizes projects that have been identified through community engagement and extensive need assessment through subject-specific master plans. Some of these plans include the Water and Sewer Master Plans, Greenways Master Plan, Urban Forest Master Plan, Southern Strategy, Neighborhood First plans, Aviation Master Plan, and the Electric Utility 10-year Site Plan.

In addition, given that stormwater and water quality plays a vital role in preserving and enhancing our natural environment, the City is initiating a new Master Plan to guide the City of Tallahassee’s efforts in improving surface water quality. Within this effort, water quality improvement programs and project concepts will be identified and utilized in the development of our CIP.

Exhibit 16: Investment in Public Infrastructure, FY21 and FY21-25 Investment Type FY21 FY21-25 CIP Water, Sewer & Stormwater $42,918,500 $220,412,500 Community Facilities $34,061,270 $194,118,070 Electric & Gas $28,144,350 $179,660,250 Roadways & Sidewalks $18,628,300 $109,205,900 Other* $15,065,858 $102,116,094 Total $138,818,278 $805,512,814 *Other includes maintenance and technological improvements of City facilities.

Below are some of the major capital investment projects that the City will advance in FY21.

Water, Sewer and Stormwater Utility Investments

Water and Sewer Investments

Capital Circle SW Segment 1 Water and Sewer Improvements The Florida Department of Transportation (FDOT) will bid the construction of Capital Circle SW Segment 1 (Springhill Road to Orange Avenue) on August 25, 2021. This road widening project requires the relocation of existing water and sewer infrastructure and the installation of new water mains and sanitary sewer forcemains. Through an agreement with FDOT, this project will result in the upgrade of 30

18,000 feet of existing 8” and 10” water main to 12” mains. It will also include 20,000 feet of new 20” sanitary sewer forcemain. The new utility infrastructure will provide additional capacity, reliability, and critical system redundancy to meet current and future demands and growth within the City of Tallahassee.

Sewer Collection System Rehabilitation Program This master project funds rehabilitation projects for the City’s sanitary sewer collection system. Typical expenditures include lining or replacement of existing gravity sewer lines, forcemain replacement, and manhole rehabilitation or replacement. This program has been ongoing for over years and has resulted in the upgrade of over 20 miles of sanitary sewer gravity lines and forcemains in the last five years.

TP Smith Water Reclamation Facility (TPSWRF) Biogas Utilization This project involves the construction of a new Renewable Natural Gas facility and an upgrade to the TPSWRF biogas blower equipment. With the implementation of these projects, all the biogas produced at the TPSWRF will be utilized either onsite or be converted into a renewable natural gas for use in the City’s natural gas fleet. Construction of the Renewable Natural Gas facility will convert the biogas into a quality renewable natural gas that will be transferred to the City’s gas network through a new piping connection from the TPSWRF. The biogas blower upgrade can be implemented quickly and will reduce the amount of natural gas purchased to operate the thermal dryer and the digestion boilers. These improvements are not only beneficial to our environment but will also yield a return on investment in less than 7 years.

Stormwater Investments

Market District Multi-Purpose Stormwater Project To keep pace with growth and to improve the quality of stormwater flowing to Lake Jackson, upgrades to the Market District area’s stormwater system are underway. Building on the Sense of Place efforts, roadways will be upgraded to provide beautification and improve mobility. Major electric infrastructure has been upgraded with the transmission lines east of the electrical substation that formerly ran through the ponds being relocated to improve reliability and aesthetics, and to increase the area available for open space and a park. The Market District Multi-Purpose Stormwater Project will improve stormwater and mobility, create public open space and further enhance the area’s public amenities while providing an opportunity for a future park.

Major elements of the multi-purpose stormwater project include: • Beautify and improve Maclay Commerce Drive and Maclay Boulevard (from Maclay Commerce Drive to Mosswood Chase) • Improve stormwater treatment and rate control • Provide areas for family-friendly activities • Promote outdoor business activities

• Create walking/jogging trails • Establish open space for special events

McCord Ditch Improvements This project replaces an open channel in Betton Hills that discharges to McCord Park Pond with an underground concrete box culvert. The existing channel and associated timber retaining walls are failing with significant erosion and scour. The proposed improvements include construction of 1,500 feet of large box culvert. The project limits extend from Betton Road to north of Post Road. The proposed improvements will mitigate ongoing erosion, improve stormwater discharges, reduce flooding and lower maintenance costs associated with this ditch segment. Construction of this project is scheduled to begin in the summer of 2021.

Myrick Road / Skyline Drive Drainage Improvements The open stormwater ditches behind Myrick Road and Skyland Drive lie within narrow right of way behind residential properties that are further encumbered by a dense growth of mature trees. These trees continue to be undermined, exposing the roots resulting in instability of the trees, erosion and property damage. Currently there is limited opportunity to stabilize the ditches or adequately maintenance access. Pollutant laded sediment travels downstream to receiving water bodies. This project will convert the existing open ditch system to a closed (piped) system that will increase maintenance efficiencies, improve safety in the neighborhood, reduce property damage and improve surface water quality within the City’s MS4.

South City Country Club Creek Drainage Improvements The South City – Country Club Creek project will decrease the frequency and severity of flooding in South City, lower flood stages in and around the creek and reduce erosion and sediment transport downstream. After completion of the project increased redevelopment potential of properties in the Country Club Creek and Putnam Drive area of the South City is anticipated. Construction of the first two phases of this project is complete. Phase I included enclosing the existing ditch south of Putnam Drive, along Golf Terrace Drive. Phase II included armoring the ditch north of Putnam Drive with an aesthetic articulating concrete block system. Phase III will investigate extending and improving the drainage infrastructure in the upper reaches of the ditch system to reduce flooding and increase redevelopment potential of adjacent properties.

Electric and Gas Investments

Clean Energy Plan Integrated Resource Plan In 2019, the City Commission signed a Clean Energy Resolution formalizing the City’s strategic commitment to energy leadership, sustainability and setting forth an aggressive goal to reinvent Tallahassee's energy future by the mid-21st century. The resolution sets milestones for City facilities to

32 be 100% renewable by 2035 and City-owned light-duty vehicles and StarMetro mainline buses to be 100% electric by 2035. Additionally, the resolution directs staff to engage a planning consultant to conduct a study and develop a Clean Energy Plan (CEP) for converting the electric system to 100% renewable by 2050.

Additionally, City planning will include community-wide involvement across all customer classes with a focus on disadvantaged customers. It will also include options for accelerating the achievement of our 100% renewable goal while considering fiscal impacts, technical feasibility and maintaining the City’s long track record of financial stability, investment-grade bond ratings and affordable electric rates.

In 2020, the City hired a planning consultant to assist in the planning process including public engagement. Community-wide public involvement will commence this year. The Clean Energy Plan is expected to be complete by 2022. In the meantime, progress towards clean energy milestones continues. As of early 2020, all City buildings are powered by solar energy from the City’s 62-megawatt solar farm and nearly a third of the City’s mainline bus fleet is powered by electric batteries.

Roads and Sidewalks

Zillah Street Pedestrian and Street Safety Project The Zillah Street Pedestrian and Street Safety (PASS) project includes plans to enclose the open ditch running alongside the roadway. Improvements to pedestrian connectivity are also a significant aspect of the project. Included are plans to build a sidewalk and a multi-use trail, along with making improvements to the pedestrian crossing conditions in the area. The project is currently in the design phase with construction anticipated to begin in the fall of 2021.

Richview Road Pedestrian and Street Safety Project The Richview Road PASS project will improve pedestrian, bicycle and vehicular roadside safety along the Richview Road corridor from Apalachee Parkway to East Park Avenue. The project will consist of adding curb and gutter, closing the roadside ditches, installing stormwater inlets and conveyance, a new sidewalk along the one side of the roadway and bicycle lanes from Apalachee Parkway to Spring Forest Road. Additional sidewalk improvements will be constructed from Spring Forest Road to Park Avenue to comply with the Americans with Disabilities Act. This corridor is an important link for adjacent residential subdivisions to access transit on Apalachee Parkway. Construction will commence in late spring, 2021.

FAMU Way Phase 3 – Gamble Street to Lake Bradford Road FAMU Way Phase 3 is the final westward extension of the roadway from Gamble Street to Lake Bradford Road. This phase will have the same on-street bicycle lanes and on-street parking; off-street trail for bicycling and walking; and beautiful landscaping. The completion of this phase will enhance traffic flow and connect on-street and off-street bicycle access from Lake Bradford Road to FAMU. The improved

33 corridor will also facilitate economic opportunity and business growth for the Southside. The road is expected to be fully opened by the first quarter of 2021.

FAMU Way Phase 4 – South Bronough Street to Monroe Street This project was included as part of the City’s 10% share of the Sales Tax Extension. It will extend the recent improvements along FAMU Way eastward from South Bronough Street to Monroe Street, completing the transformation of this multimodal corridor from Lake Bradford Road to Monroe Street. Design of this final phase will begin in 2021 and construction will commence in 2023.

New Sidewalk Program In support of improving multimodal connectivity throughout Tallahassee, the Commission has established a goal of constructing 10 new sidewalk projects per year. Some recent projects in support of this goal include several sidewalks in the Safe Routes to School program, as well as sidewalks along Putnam Drive, and Polk Drive which were completed in FY 2020. Sidewalks along Blountstown Street, Saxon Street and Jakes and Patterson Street will be constructed in FY 2021.

Street Resurfacing Program Equally important to providing new infrastructure is providing for the proper maintenance and rehabilitation of our existing infrastructure. The City’s roadway network represents a billion-dollar asset to our community, and as such requires an innovative approach to maintenance. To that end, UUPI programs its available street maintenance funding strategically, utilizing a range of pavement preservation and reconstructive methods. By allocating a portion of available funding to preservation methods, the City is able to mitigate the natural degradation of the roadway network to a level that can be managed with consistent planning and expenditures.

Some of the projects recently completed or planned for FY2021 include the Glendale neighborhood (Florida Avenue, Rhodes Way, Laurel St, and Forest Drive) Shamrock North and West, Huntington Woods neighborhood (Byington Circle, Duffton Loop, and Dunkeld Place), Osceola Street, Gamble Street and the All Saints neighborhood.

Community Facilities

The Second Senior Center The Tallahassee Senior Center (TSC) on North Monroe Street currently operates at full capacity for scheduling programs, classes, and activities for our community’s large and growing demographic of people over the age of 50. The current location is fully occupied, preventing the addition of more and new fitness, wellness, lifelong learning, and other recreational opportunities. In 2014 funding for the 2nd Senior Center was approved as part of the City’s portion of the Blueprint 2020 Sales Tax Funds. This new facility will model a complete Senior Center with a broad array of program offerings. Program spaces include a medium-sized conference center, Lifelong Learning, Wellness Center, Fitness

34 equipment, Art Studio, welcoming lobby and pre-event space, cards and game room, and a gymnasium large enough to accommodate six pickleball courts, 2 basketball courts, multiple table tennis tables, and 2 volleyball courts. The construction is projected to begin in late 2021.

UUPI Municipal Service Complex Expansion (Rose Printing Building) In 2019, the City Commission approved the purchase of the former Rose Printing building located on the southwest corner of Jackson Bluff Road and Mabry Street. The property, approximately 7.4 acres with a 117,000 square foot industrial warehouse and office building, once employed more 200 people to provide full-service printing services to the region. The site is conveniently located across from the City’s Municipal Services Complex offering an opportunity to provide much needed office and equipment space for the City’s Underground Utilities and Public Infrastructure Department which is currently spread across the City, some of which will be vacating the former Lake Bradford Road Wastewater Treatment Facility which is being repurposed for a new fire station and community resilience center. Since acquisition by the City, an architect has been engaged to assess the existing structure, the feasibility of renovating, and providing overall spatial needs assistance. This initial architectural evaluation is underway and expected to be complete in early 2021.

Southeast Park The Southeast Park was approved by the City Commission in April 2018. It is located on a 62-acre parcel of land bordered by Tram Road, School House Road and Four Oaks Blvd. The Southeast Park includes a 1.1-mile section of the Southwood Greenway, which includes the section from Capital Circle Southeast to School House Road. The site plan was finalized for the new Southeast Park (see below) with significant community feedback collected at public meetings and online. Through a competitive bid process, a private contractor was selected to complete the site work needed, while the City’s Parks and Recreation construction team works simultaneously to build the park’s amenities. Construction began on the park in late November and is anticipated to be complete in the summer of 2021.

Exhibit 17: Map of Southeast Park

G. Southside Update

This portion of the retreat will include a presentation on the Southside and allow for City Commission policy discussion of this important topic. Since it has been over two decades since the adoption of the original “Southern Strategy Area” (SSA), staff recommends a review of the existing goals, objectives and policies, focus on new policy areas and conducting significant community outreach in 2021. This would include multiple meetings with residents, property owners and businesses within the SSA to receive direct community input. This information will be used to develop recommended policy updates and may culminate in text amendments as part of the next Comprehensive plan amendment cycle. In addition, staff recommends proceeding with the development of a name change for the SSA.

The Tallahassee-Leon County Comprehensive Plan (Comprehensive Plan) includes goals, objectives and policies for the southern portion of our community “to encourage quality land development and redevelopment which results in increased population growth toward the southern part of the Tallahassee urban area, to retain and increase employment opportunities, and to attain an income mix in the Southern Strategy Area that is comparable to the remainder of the urbanized County.” In accordance with Policy 11.2.1 of the Comprehensive Plan, the SSA requires regular updates to the City and County Commissions every three years. Since the adoption of the SSA in 1998, there have been six updates brought before the City and County Commissions.

In the two decades since these policies were adopted, our community has grown, significant infrastructure investments have occurred, and technology has changed. However, the desired outcome of the Comprehensive Plan has not been achieved. Now is the time to evaluate the existing goals, objectives and policies of the comprehensive plan, engage with the Southside community, and identify additional strategies necessary for the Southside to be comparable to the remainder of the urbanized portions of Leon County. With this in mind, staff is seeking commission direction regarding policy areas that should be addressed in the upcoming update and approval for initiating a broad public engagement process over the next year to guide the development of Comprehensive Plan amendments to address the needs and desires for the citizens who live, have businesses or own property within the Southside.

History & Goals In the 1990s, the City and County Commissions recognized an unbalanced development pattern occurring over several decades and decided both Tallahassee and Leon County needed a “Southern Strategy” to help counterbalance growth trends occurring more in the northern and eastern areas of the Tallahassee urban area. Exhibit 18 below illustrates the SSA Boundary, and which portions fall within City limits. This area encompasses roughly 14,323 acres, of which about 11,603 (81%) are within the City Limits and about 2,720 (19%) are in the unincorporated limits of Leon County.

Exhibit 18: Map of the SSA Boundary

The original Southside Study report resulted in the following recommendations:

•Infrastructure improvements •Providing money for amenities •Encouraging business activity

Subsequently, the SSA was approved and established as a component of the Tallahassee-Leon County Comprehensive Plan in 1998. See Attachment 2 for all policies related to the SSA.

From the inception of the SSA, the primary goal has been to encourage quality land development and redevelopment with the intended outcomes of increasing population growth, incentivizing retention and expansion of business and employment opportunities, and attaining an income mix in the SSA comparable to the remainder of the urbanized county. Methods to achieve the goals would be supported by land development decisions, capital investments and policies by all levels of government so as to serve as a catalyst for private sector investment in the area.

As tools to implement the strategies in the SSA, five sector plans and two neighborhood plans were completed. The sector plans connect the broader vision for the SSA with the specific needs and desires of the neighborhoods and businesses within a smaller sub area of the SSA. Sector planning is intended to promote the participation of affected residents, property owners, and businesses, identify specific needed improvements and changes, and focus investment. The neighborhood plan takes these same 38 ideas and focuses on the specific needs of a community on the neighborhood level. A summary of the sector and neighborhood plans are included in Exhibit 19 and their boundaries are depicted in Exhibit 20 below.

Exhibit 19: Summary of Neighborhood and Sector Plans

Neighborhood or Date Key Issues Status Sector Plan Adopted Apalachee Ridge Dec. Neighborhood Appearance, Completed: Five (5) Year Commitment Neighborhood 2001 Housing, Streetscape/ Most goals and recommendations in the Plan Plan Infrastructure, Recreation, achieved; no zoning or future land use changes Economic Development, since approval; included in the Multi-modal Education Transportation District in 2009; neighborhood is still active in improvement activities. Providence Dec. Neighborhood Appearance, Completed: Five (5) Year Commitment Neighborhood 2003 Crime, Housing, Community Most goals and recommendations in the Plan Plan Center, Streetscape, Zoning achieved. The City invested approximately $9.2 million in community projects including: a community center ($784,000), affordable housing ($2.8 million); roadways and construction ($3.9 million); and water and sewer improvements ($1.8 million). There have been no future land use changes, but a Neighborhood Overlay was placed on the Central Urban zoning districts in the neighborhood; included in the Greater Frenchtown/Southside Community Redevelopment Area and the Multi- modal Transportation District; neighborhood is still active in improvement activities and is desiring additional community infrastructure identified in the plan prior to “refreshing” the plan through the Neighborhood First Plan process. South Monroe Nov. Image, Appearance of A portion of the Planning area is a subset of the Sector Plan 2003 Businesses/Neighborhoods, Capital Cascade Plan; two (2) map amendments Streetscape, approved since Plan approval, both changes were Regulations/Zoning, to Residential Preservation; portions of the sector Infrastructure, Crime, put in the Multi-modal Transportation District and Fairgrounds the Greater Frenchtown/Southside Community Redevelopment Area; several projects to facilitate recommendations in the Plan have been completed with future projects planned under the Blueprint 2020 Program.

Feb. Lake Protection, Land Use, Several major transportation projects planned for Lake Bradford 2005 Blight, Crime, the area including the Airport Gateway Project; Sector Plan Transportation three (3) map amendments approved since Plan approval; portions of the sector put in the Multi- modal Transportation District and the Primary Spring Protection Zone; several projects to facilitate recommendations in the Plan have been completed with future projects planned under the Blueprint 2020 Program. Capital Cascades Sept. Infrastructure, Urban A portion of the sector included in the South Sector Plan 2005 Design, Community Monroe Sector, a good portion of the area Appearance, Safety, transitioning from government operations to other Education uses; several map amendments have been approved since plan adoption; portions of the sectors put in the Multi-modal Transportation District and the Greater Frenchtown/Southside Community Redevelopment Area (CRA) and the Downtown District CRA; several projects to facilitate recommendations in the Plan have been completed, including Cascade Park and segments of FAMU Way, with additional projects planned under the Blueprint 2020 Program. Oak Ridge Sept. Sewer Extension, Housing, Two major transportation projects planned for the Sector Plan 2005 Lack of Community area under the Southside Gateway Enrichment Facilities, Project for Woodville & Crawfordville highways; Regulations/Process, four (4) map amendments approved since Plan Infrastructure adoption, several neighborhoods added to the Residential Preservation future land use during Comp Plan Reform in 2006; portions of the sector were included in the Primary Spring Protection Zone in 2009; several projects planned for the area under the Blueprint 2020 Program. West Pensacola Jan. Land Use, Quality of Life Continue to be the sector with the largest student Sector Plan 2006 Issues (noise, garbage, population; homeownership in the sector public safety, flooding), continues to decline, several map amendments Transportation have been approved since Plan adoption; several map amendments have changed low-density residential areas to University Transition; the planning area put in the Multi-modal Transportation District; upcoming projects for the area includes the Blueprint Westside Student Corridor Project.

Exhibit 20: Map of Sector Neighborhood Plan Boundaries

The purpose of the SSA update has been to provide elected officials, staff, and other citizens a clear assessment of the progress being made in improving conditions in the Southern Strategy Area. Since the adoption in 1998 there have been six (6) updates, they were in 2001, 2004, 2007, 2010, 2013, and 2016. The most recent SSA update was presented to the City Commission at a workshop on January 27, 2016. This report was named the Southside Area Comprehensive Report. This update covered the following topics and issues:

• SSA Origin • SSA Goals • SSA Policies and Objectives • SSA Needs • Public Safety Efforts • SSA Demographic Overview • Major Housing Development Projects • Current Neighborhood Services Efforts • Parks and Recreation Department Current Efforts • Community Redevelopment and Infrastructure Projects • Economic Development Efforts • Business Development Efforts

The Acceptance of Report on Southside Community Efforts and the Leon County Southside School Project agenda item was presented to the Board of County Commissioners on March 8, 2016. On July 8, 2020, the Status of the SSA Report was presented to the City Commission. In this meeting the Commission approved the recommended overview and focus areas for the development of the report. The overview and focus approved was as follows:

SSA Overview • Origin of the SSA • Geographic Area (including all planning and strategy areas such as promise zones, CRA, downtown boundary, etc.) • Goals, Objectives, and Policies • Status of sector plans and their boundaries

Focus Areas • Housing trends over time. • Past and Planned Infrastructure projects (including water, sewer, stormwater, and roadways) • Review of public and private development over time • Incentives (a review of existing incentives to promote growth and recommendations for new incentives) • Infrastructure needs (water and sewer) and impediments, such as unincorporated areas that limit access to City/urban services • Identification of other constraints that limit growth and redevelopment • Analysis of existing Comprehensive Plan policies and objectives and recommended changes to further the Goals of the SSA

As part of the approved motion, the board also tasked staff with bringing an item back that addressed how the Urban Service Area could be expanded in the Southside and to identify a new name for the Southern Strategy Area. This item brings forward information and data that address the approved motion from July 8, 2020 and includes discussion items on the future of the SSA.

Demographic Overview: Exhibit 21 below provides a summary of the population characteristics that have occurred from 1970 to 2019, and a comparison to Leon County as a whole. During this time, the percentage of homeowners within the SSA boundary has decreased (51% to 31%), while the percentage of renters has increased (49% to 66%). In 1970, the unemployment rate for residents within the SSA boundary was the same as the County overall. However, from 1980 onward, the unemployment rate within the SSA was roughly double that of Leon County.

Exhibit 21: SSA Population Characteristics 1970 - 2019

Current Neighborhood Planning Efforts Staff from the Neighborhood Affairs division is currently underway developing Neighborhood First Plans for several neighborhoods within the SSA. These are a part of the process that was created in a way that it can be replicated in any other neighborhood. The Bond community was the first community to go through this process and had their plan funded by the CRA in December of 2018. In the two years since adoption, there have been multiple projects implemented from this plan. Moving, forward the following Neighborhood First Plans are in place or set to come online.

Neighborhood First Plans: • Bond Community*- Funded December 2018 • Griffin Heights - Plan in Draft Format as of September 2020 • Frenchtown - Currently Underway • Providence*- A “refresh” effort will start in 2021. Neighborhood Affairs is currently working with the neighborhood association to identify three “low-hanging projects” which can be funded and implemented while the “refresh” process takes place. • South City*- Neighborhood Affairs is working with the South City Foundation to determine and decide on a collaborative approach to conducting the Neighborhood First planning process. *these plans are within the SSA

Housing & Development Trends Over Time

Exhibit 22 establishes a baseline for private investment over time within the SSA. The information was included in the 2001 SSA update. The table shows the number of residential and nonresidential permits from 1990 to 2000. Housing and development have been important goals of the SSA policies since it was adopted. Exhibit 23 provides a summary of private investment that has occurred in the SSA from 2000 to 2019 and compares the SSA to the remaining portion of the county.

Exhibit 22: Residential and Commercial Permits, 1990 - 2000

Number of Permits Value of Permits Total of Leon County Permits Residential Permits 1603 $51,905,455 6%

Commercial Permits 62 $21,106,504 4%

Exhibit 23: Building Permits in Leon County and SSA, 2000-2019

Leon SSA Permit Type SSA County Share Percent of Units/ Value Units/ Value Units/Sq. Percent Sq. Ft. ($1,000s) Sq. Ft. ($1,000s) Ft. of Value Residential: Single-family Detached 1,352 $122,816 14,795 $2,617,693 9.1% 4.7% Townhouse 144 $12,820 2,769 $259,785 5.2% 4.9% Multi-Family 604 $30,573 15,815 $1,312,742 3.8% 2.3% Mobile Homes 757 $14,910 3,487 $107,482 21.7% 13.9% Total Residential 2,857 $181,119 36,866 $4,297,702 7.7% 4.2%

Commercial: Warehouse 249,622 $9,721 1,044,426 $37,016 23.9% 26.3% Industrial 217,542 $7,887 1,020,344 $35,138 21.3% 22.4% Office 96,167 $11,426 5,607,908 $535,093 1.7% 2.1% Stores/Shopping Centers/Restaurants 85,786 $6,048 5,989,476 $391,807 1.4% 1.5% All Other Commercial 153,959 $27,998 7,831,097 $808,535 2.0% 3.5% Total Commercial: 803,076 $55,276 21,493,251 $1,807,589 3.7% 3.1%

The data above indicates that 7.7% of Leon County’s residential development and 3.7% percent of Leon County’s commercial development has occurred within the SSA over the last 19 years.

Another development indicator is Major Developments. Major Developments are projects with over 10,000ft2 of new nonresidential development or 20 or more new residential units. Between 1998 and 2019 there have been 74 Major Developments submitted for review. These reviews do not always lead to permitted projects, but it does give an idea of the interest in the area. Below is a breakdown of the status of those 74 Major Developments. To note, the 31 “Completed” projects below are captured in the permit data above.

Exhibit 24: Major Developments Within the SSA, 1998 -2019 Total Status 31 Completed 12 Site Plans Approved 1 Site Plan Expired 2 Site Plans Under Review 1 Site Plan Withdrawn 19 Pre Applications 1 Preliminary Plat Approved 2 PUD Approved 5 In Development

74 All Major Development in the SSA

For specific projects and status See Attachment 4.

Looking at the data from the 2015 update, there were 13,791 total housing units within the SSA. Since then, the total number of housing units has increased to 13,897 units. This increase represents 106 additional units. In regard to average property value, from 2015 ($71,891.02) to 2019 ($86,903.87) the average residential property value increased by $10,446 (~21%). Exhibit 25 below provides a breakdown of housing types by percentage:

Exhibit 25: Breakdown of Housing Type Within the SSA

Homestead exemption is a key indicator for home ownership rates. Today, homestead exempt properties make up 28% of residential units (or 3,905 units) in the SSA. In 2015, 28% of the residential units (or 3,859 units) were homestead exempt. Homeownership rates have remained steady with a slight increase in total owned units over time. Affordable Housing is an important topic in the SSA. The map below shows the Affordable Housing developments that are planned for the SSA. Exhibit 26 below provides a map of three affordable housing projects currently underway:

• Big Bend Habitat for Humanity – 1 House • Purpose Built Community – 110 unit senior facility and a 130 unit family development • Wallis and Meridian Street Land Bank – Number of units has not yet been finalized

Exhibit 26: Map of Affordable Housing Projects within the SSA Boundary

Annexation The process of annexation allows a historically rural or undeveloped property to receive additional services based on the idea that the property owner could receive enhanced urban services such as police, fire, water and sewer. Historically, municipalities have utilized annexation as a way to promote economic opportunity, social equity and expanded urban services. There is also the concept that a city, through a greater economy of scale, can more cost efficiently extend their services into an unincorporated area than a County government typically could.

Annexation can occur through two mechanisms: voluntary annexation or annexation by referendum. Both of these methods require that the property proposing to be annexed must be contiguous to current City properties, reasonably compact, and will not create an enclave (a pocket of land standing alone). City of Tallahassee Annexation policy is contained in City Commission Policy 132, which provides direction for both voluntary and referendum driven annexation actions. The City does not charge a fee to annex and also offers water and sewer

connection cost reimbursements, which appear to work well as incentives for an undeveloped/pre-developed parcel. City staff have recently improved the submittal process to include a clearer delineation for the applicant of what steps are required from the city vs. the county. Additionally, a pre-application was added as a step to make sure any development standard issues are addressed that could hinder staff approval of a voluntary annexation so that the applicant is clear on what steps are required to complete pre-and post-annexation.

Voluntary annexation requires a petition that bears the signatures of all owners of property in the area proposed to be annexed. (F.S. § 171.044). Annexation via referendum requires the annexing municipality to adopt an annexation ordinance. However, prior to the ordinance becoming effective, the ordinance must be submitted to the registered electors in the area proposed to be annexed. A municipality may also submit a separate vote on the annexation ordinance to the registered voters of the annexing municipality. (F.S. § 171.0413). The referendum submitted to the registered electors in the proposed area to be annexed must pass by a simple majority vote. If the municipality also chooses to submit the annexation ordinance to the registered electors in the municipality, also known as a "dual referendum," both referendums must pass by a majority vote for the annexation ordinance to become effective.

All of the properties which have been annexed into the City of Tallahassee over the past five years have been developer-owned, with these owners wanting to take advantage of the incentive granted by City of Tallahassee policy that waives water and sewer hook-up fees once the lots inside the parcel are developed. When new development occurs on an annexed parcel, many times the owner will also cover some of the infrastructure costs, such as new sidewalks and street lighting, in that area as part of the development agreement with the City.

The clear majority of recent annexations are voluntary annexations, which is consistent with trends across the state. The most recent annexations in other localities utilized the voluntary annexation process as well. Exhibit 27 illustrates the annexation history within the SSA from 1998 through 2019. Most of these annexations have occurred concurrent with new development in, or adjacent to, the triangular area between Woodville Highway, Crawfordville Road, and Capital Circle. It is evident that as new developments occur and the properties have been annexed within the SSA, new sidewalks, water and sewer services were extended into the areas.

Additional infrastructure investment is one of the key means of encouraging revitalization, spurring economic growth, and attracting additional investment within the SSA. For the properties that have been annexed into the City of Tallahassee within the SSA, these areas typically receive new sidewalks, street lighting, stormwater and sewage infrastructure as part of

the new development process. It also has an added cost-sharing benefit with the private developer in exchange for waiving the water and sewer hook-up fees.

In contrast, the incentives to annex a parcel of land into the City of Tallahassee post development are not as material. They would be referred to as a more “value” based approach, meaning that a property owner can avail themselves of the full host of city services that include enhanced solid waste collection services, an additional level of law enforcement protection, the ability to vote in city elections, and a reduction in utility surcharges.

Exhibit 27: Map of Annexation History Within the SSA, 1998 - 2019

Infrastructure Projects

Since 1998 there have been a number of projects have been completed in the SSA to address water and sewer, stormwater, and transportation needs and upgrades. As of today, there is

approximately $33 million of water and sewer projects in various phases. Exhibit 28 provides a location map of the projects currently in progress.

Exhibit 28: Current Water and Sewer Infrastructure Projects in the SSA Boundary

Water service is generally available to all areas of the SSA. Sewer service is generally available to all areas of the SSA except for the areas including and adjacent to the Golden Aster Preserve, Lake Bradford, and Black Swamp, and an area in the southeastern portion of the SSA between Tram Road and Capital Circle SW.

Transportation Network

Exhibit 29 below illustrates the sidewalk infrastructure throughout the SSA. The incorporated areas of the SSA are more likely to have sidewalks than the unincorporated areas. The City has an adopted Sidewalk Master Plan that includes a total of 290 sidewalks for a total investment of $143 million. Of the 290 sidewalks in the Sidewalk Master Plan, there are 95 planned sidewalk enhancements—including 74 Tier 1 and 21 Tier 2—totaling $45 million of investment. Tier 1 sidewalks are identified as lacking sidewalks on either side of a street, whereas Tier 2 sidewalks have an existing sidewalk on one side of a street. There are also a number of sidewalks planned for construction within the SSA. Exhibit 30 depicts all sidewalks planned and specifies their current phase.

Exhibit 29: Map of Existing Sidewalk Network

Exhibit 30: Map of Future Sidewalks in the SSA

Within the SSA boundary, north-south pedestrian connections are needed, which presents a significant gap in pedestrian connectivity. On the west side of the SSA, most of the direct north- south connector roads do not have sidewalks, or only have sidewalks along a portion of the roadway. In terms of neighborhood connectivity, the northwest and southeast sections of the SSA are less connected than other areas in the SSA.

Exhibit 31: Map of Existing Bicycle Facilities in the SSA

Exhibit 32: Map of Future Bicycle Facilities in the SSA

There are also significant gaps in the bicycle facilities within the SSA boundary. The only direct north-south connection in the SSA is the St. Marks Trail. As for on-street bicycle connectivity going north-south or east-west, bike lanes currently do not exist. Exhibit 33 below shows the future bike and pedestrian facilities projects on the same image.

Exhibit 33: Map of Future Pedestrian and Bicycle Facilities

In addition to planned pedestrian and bicycle infrastructure investments, access to mass transit is an important amenity for residents living within the SSA. Exhibit 34 below illustrates the weekday StarMetro routes that serve residents within the SSA boundary.

Exhibit 34: Map of StarMetro Weekday Routes Serving the Southside

StarMetro does not currently serve the unincorporated areas of the County that fall within the SSA. Additionally, there is a lack of pedestrian connectivity from the unincorporated areas to the StarMetro routes.

Blueprint Projects

There are 13 Blueprint projects planned within the SSA. Combined, these projects have a planned investment of over $240 million dollars. Exhibit 35 below maps out these Blueprint projects and their locations. Additionally, the Florida Department of Transportation is scheduled to commence construction of Capital Circle between Orange Avenue and Springhill Road in August 2021 – a $58.3 million dollar project . Crawfordville Highway to Springhill Road is scheduled for construction in FY2025 for a total $41.3 million investment. This project is expected to infuse an additional $100 million of transportation improvements within the SSA; improvements such as sidewalks, bike lanes, and mixed-use trails. State funding for design, right-of-way acquisition, and construction has exceeded $115 million of improvements within the SSA. Below is the current FDOT Five-Year Work Program, which identifies the costs by phase and segment, subject to continuous adjustment with FDOT Work Program review by District 3 and Central Office. The Letting Dates are the date that the construction bids are opened:

Springhill Road to Orange Avenue • Construction: Funded in FY2021 in the amount of $58,269,442 • Letting Date for Construction: August 2021

Crawfordville Road to Springhill Road • Right-of-Way: Funded for FY 2021 in the amount of $15,708,118 • Construction: Funded in FY 2025, in the amount of $41,379,184 • Letting Date for Construction: FY2025

Exhibit 35: Map of Blueprint Projects within the SSA

Geographic Characteristics Affecting Development

The Southern Strategy Area (SSA) is composed of portions of several physiographic regions, including the Tallahassee Red Hills, the Lake Munson Sandhills, the Cody Sandhills, and the Okefenokee Dunes. The Cody Escarpment (or Scarp) is also located within the SSA. The Cody Scarp is an ancient shoreline. According to the Tallahassee – Leon County Geographic Information Systems interlocal department, physiographic regions are geographic areas that share distinct properties like landforms, rock type, and evolutionary history.

This physiography layer is used to differentiate Leon County’s landforms as distinct regions. Each physiographic region is different, and there are different general types of environmental constraints to development that are identified within each distinct physiographic region in Leon County. For instance, the soils in the Tallahassee Red Hills are hilly, clay-based, and don’t drain very well. The aquifer is relatively deep in these areas, and the soils are susceptible to erosion if the overlying vegetation is removed, whereas the soils in the various sandhill regions are mostly flat, sandy, and porous, and the underlying aquifer is close to the surface. Due to the nature of the land features, the following are very important factors when considering strategies for the SSA.

Primary Springs Protection Zone

The Primary Springs Protection Zone (PSPZ) is an area that covers a significant portion of southern Leon County where soils are more permeable and pollutants on or near the land surface are more likely to find their way into the Floridan aquifer. This area was identified as having the most potential to impact water quality in Wakulla Springs based on the Leon County Aquifer Vulnerability Assessment (LAVA).In regards to new development in the PSPZ, the portion in the SSA is entirely in the Urban Services Area. In accordance with Comprehensive Plan Policy 4.2.5 4c of the Conservation Element, Areas inside the Urban Services Area are exempt from this policy and may increase in allowed density when consistent with applicable Comprehensive Plan policies (See Below). As this is the case, the PSPZ is an important factor in the SSA, however the Compressive Plan has considered and planned for future development in this area.

“Comprehensive Plan Policy 4.2.5 4C of the Conservation Element: No net increase in dwelling units, as allowed by the Future Land Use Map on the effective date of this policy, shall be allowed in the PSPZ. Areas inside the USA are exempt from this policy and may increase in allowed density when consistent with applicable Comprehensive Plan policies. Approval of a Future Land Use Map amendment outside the USA that would allow an increased number of dwelling units shall require appropriate documentation that rights to the number of increased dwelling units have been, or are committed by a legally binding agreement to be, acquired from the designated sending areas.”

Exhibit 36: Wakulla Springs Protection Zone

Other significant environmental features include: • Karst Features • Water Features and Wetland Areas • Flood Zones • Special Development

Public Investment, Redevelopment and Displacement

The changes that have occurred in the SSA have long been sought-after by community residents and stakeholders. Through public engagement, citizens are able to voice their needs and expectations for future investments that influence how they take shape. Change brings quality of life improvements, such as better stormwater management, remediation of environmental hazards, and improvements to pedestrian mobility and transit service.

New development can also bring positive changes to the community, including new life to otherwise vacant parcels, the re-introduction of community service uses, and improvements to the physical environment through the implementation of code-required development standards. When these types of changes occur, it attracts attention from others outside of the existing community. You begin to see new residents and business owners coming into the area. New

residents bring higher densities, which can be used to support community-oriented retail, such as grocery stores, and improved transit service with shorter headways. This can also have an impact on the longtime residents of the area. Although many want to see their community flourishing and vibrant, they don’t want to see displacement of their neighbors. Strong consecration must be given to how tenant displacement is mitigated. Below are a few examples that will be addressed in the Study update, however there are more to consider.

Mitigation of current resident displacement can be achieved by through a number of strategies:

• Ensuring adequate supply of affordable housing • Offering programs to support new qualifying homeowners • Increasing amenities and services to benefit residents that reduce cost of living in other ways • Developing incentives for landlords to rehabilitate properties meeting affordability requirements • Supporting incremental redevelopment of residential lots and a mix of housing types

When residents speak about their vision of the Southside, it is very close to the AARP definition of a “livable community.” A livable community is one that is safe and secure, has affordable and appropriate housing and transportation options, and offers supportive community features and services. Once in place, those resources enhance personal independence; allow residents to remain in their homes and communities as they age; and foster residents' engagement in the community's civic, economic, and social life.

Policy Discussion Topics

The following topics are intended to support ongoing policy discussion for the SSA. As this discussion evolves it will be imperative that strong consideration be given to the topic of housing and the attraction of future development. This will need to include consideration of the following topics to promote housing and attract development:

• Incentives that will promote the type of development the community wants to see. • Tools, such as the Form Based Code, as a way to protect the character of existing communities. • Review of the existing zoning districts and an evaluation of whether or not zoning districts exclude certain type of housing that might hinder the community from building more affordable types of housing. • Understanding the population density needed to support transit in the Multi-Modal Transportation District.

• Explore the use of additional annexation in order to fill in infrastructure gaps within the SSA • Evaluate the roll of Sector & Neighborhood Planning in the SSA • Consider a new name for the Southern Strategy Area. The new name change must be one that is embraced by the community and will be included during the initial public engagement efforts.

Summary:

As it has been over 20 years since the original adoption of the SSA, staff recommends conducting significant outreach with the community during 2021. This would include multiple meetings with residents, property owners and businesses within the SSA to receive direct community input. As we are still dealing with COVID, the way in which the community engagement occurs will need to be carefully thought out to ensure the safety of our community. Staff will need to coordinate across multiple City departments to take a deeper dive into future plans in place for the Southside. With the input from residents of this part of our community, staff will review existing polices and identify other topics that should be evaluated. This information will be used to develop recommended policy updates for further community outreach and discussion in the last half of 2021. This may culminate in text amendments as part of the next Comprehensive plan amendment cycle.

Because a large portion of the SSA is within the unincorporated area of the County, and the Comprehensive Plan includes joint City-County policies, these efforts must also be coordinated with the Leon County Board of County Commissioners. Staff proposes to update the County Commissioners in February. Once the City and County Commissions have advised staff of policy areas to focus, staff will bring back a summary of the focus areas and a detailed public engagement plan. It is anticipated that these efforts will be brought before the City and County Commissions at their March Joint Comprehensive Plan Amendment meeting.

Staff Recommendations:

1. Accept the Annual Commission Retreat report from staff.

2. Direct staff to resume special events, facility rentals, and indoor programming, subject to a review of COVID-19 precautions.

3. Direct staff to move forward with a community outreach plan for residents in the Southside Infrastructure Investment Area Plan.

4. Proceed with the development of a name change for the Southern Strategy Area.

Section II: 2020 Year in Review

This portion of the retreat is to reflect on progress made during the first year of the City’s 5-Year Strategic Plan. The City is making significant strides towards the goals and objectives in our plan. Staff are doing so in the face of global and national challenges. The City of Tallahassee — our family of nearly 3,000 public servants — has managed many new challenges and is delivering best-in-class service through unprecedented events including the preparation, response, and ongoing management of services through a global pandemic. Our staff have adapted continuously to find new ways to serve Tallahassee and remain committed to our mission – to be the national leader in the delivery of public service.

A. Response to the COVID-19 Pandemic

When the first cases of COVID-19 were identified in our community, the City took early, comprehensive action to ensure the safety and wellbeing of staff and ensure continued service delivery to residents and businesses. With your leadership, we were able to provide direct assistance to residents, businesses, and local human services agencies to bridge the gap until federal relief came. Roughly one-third of our staff transitioned to a remote work posture, and we implemented innovative processes to protect staff and ensure there were no disruptions in municipal services. • Suspended utility disconnects for non-payment and launched the Utility Relief Program— the first municipality in Florida to take this action. To ensure all residents received critical services, the City suspended utility disconnects for customers experiencing financial hardship and inability to pay. • Provided an Electric Utility rate reduction of 27% in the month of May to all customers. This amounted to $6.3 million of utility relief assistance. • Supported Blueprint IA to provide $1 million of direct grants for impacted local small businesses through the Economic Disaster Relief (CEDR) grant program. • Supported Blueprint IA to provide $1 million of direct grants to assist impacted local non- profits - Local Emergency Assistance for Non-profits (LEAN) grant program. • Secured more than $30 million of federal grant funding through the CARES Act as part of COVID-19 Response and Recovery. Airport staff proactively prepared and responded to the COVID-19 pandemic. Staff continues to work with community stakeholders & partners on recovery activities. • Developed a Homeless Taskforce GIS Dashboard to help manage and provide services to our homeless population. This dashboard was recognized as a national best practice for real-time multi-agency emergency shelter coordination.

• Rapidly designed and installed plexiglass partitions on StarMetro buses to protect coach operators from contracting COVID-19. Several other municipal transit agencies around the state have contacted the City to learn how to install these devices. • Distributed over 25,000 masks to citizens while practicing social distancing. • Implemented a virtual inspection program for mechanical change-out, gas, window, and door inspections. The program also allowed us to enhance customer service and efficiency while helping to keep the economy moving forward. • Implemented virtual meetings for the review and approval of permit applications. In doing so, staff was able to maintain all scheduled meetings and provide the same performance standards for development review. • Converted remaining paper-based submissions—including residential, residential alterations, and environmental management permits—to an electronic format. This change served to enhance customer service by providing customers the ability to submit applications remotely while also facilitating the ability for staff to work remotely. • Participated in the global initiative to assist with COVID-19 impact by developing a model to track expenses for FEMA Reimbursement. This was shared and demonstrated in a national webinar in March. • Ensured employee's safety during the pandemic. The City proactively implemented guidelines to facilitate telework, screening employees, acquiring and distributing personal protective equipment, responding to positive cases within the organization, and assisting impacted employees. • Successfully implement the ‘first-ever’ eLearning program for the TFLA Program to address COVID-19 distancing restrictions. • Provided uninterrupted waste collection services throughout the COVID-19 City-wide lockdown. The Community Beautification & Waste Management Department ensured that all residents and businesses received collection services for garbage, bulky items, and vegetative waste during the COVID-19 county-wide stay-at-home order. • Created the CARES Home Repair Program (CCHRP) for residents impacted by COVID-19. Residents may apply for up to $15,000 in assistance for home repairs. The program aims to improve the living conditions of low- and moderate-income households affected by COVID-19 by removing health and safety hazards and/or architectural barriers from their homes. • Approved a $250,000 disaster assistance program through the CRA for economically distressed businesses within the Greater Frenchtown / Southside (GFS) CRA district to aid with impacts caused by the COVID-19 pandemic.

B. Economic Development

Goal: To advance the City of Tallahassee as a competitive, innovative, and sustainable regional economic hub.

While our nation continues to experience the economic and human impacts of this pandemic, we continue to drive the City forward as a competitive, innovative, and sustainable economic hub for the entire region. Over the past year, the City has laid the groundwork for future growth and building a local economy with opportunities for all. Achievements in 2020, by objective, include the following:

Objective 1A: Enhance and modernize infrastructure to enable capacity for growth. • Implemented joint-use agreements with Internet Service Providers (ISP) to draw a commitment of a $75M direct investment in local telecom infrastructure improvements and increase the competitiveness of the City’s broadband provider market. • Passed a balanced budget for Fiscal Year 2021, overcoming significant economic impacts and reduction of critical revenue sources caused by COVID-19. The FY2021 budget maintains the same millage rate as the prior five years, and includes significant capital investment in public infrastructure projects, new technology, enhancements at Tallahassee International Airport, and across the City’s six utility departments. • Approved a lease amendment with General Dynamics to incentivize bringing a new manufacturing component to their Tallahassee facility. As a result of this new lease, General Dynamics will invest $1.0 million in new manufacturing equipment at their local facility, and will create of 13 new full-time jobs with annual salaries totaling approximately $795,000.

Objective 1B: Solicit opportunity for new and emerging industries to locate in Tallahassee. • Conducted 13 brownfield environmental assessments over the past year, facilitating redevelopment of properties along the South Monroe corridor. Cleaning up and redeveloping brownfield properties improves and protects the environment, facilitates job growth, utilizes existing infrastructure, increases local tax bases, and removes development pressures on undeveloped land.

Objective 1C: Increase Tallahassee International Airport’s economic impact on the region. • Announced new air service at Tallahassee International Airport from United Airlines. This expansion of travel options includes new, nonstop service between Tallahassee and Houston. The airport now offers service from all three major U.S. carriers: United, Delta, and U.S. Airways.

• Completed the design process for the Air Traffic Control Tower and Passenger Loading Bridge Improvements, and competitively solicited a vendor for construction services. Improvements to the Air Traffic Control Tower and Passenger Loading Bridge will ensure Tallahassee International Airport is positioned for continued growth of both passenger and cargo traffic in the coming years. • Completed the design for Runway 18-36 and Taxiway A rehabilitation, and competitively solicited a vendor for construction services. In 2012, new pavement was added to Runway 18-36 to allow for take-off and landing of larger planes. The current surfacing of Runway 18-36 has reached the end of its useful life and needs to be resurfaced to allow for continued use of large aircraft. Improvements to Taxiway A will bring the taxiway connections into Federal Aviation Administration (FAA) compliance. • Reached significant design milestones for three Airport Master Plan projects. Staff has reached design process milestones for three projects included in the Airport Master Plan: Fence & Gate Improvements (90% design); International Passenger Processing Facility (60% design) in coordination with U.S. Customs and Border Protection; and the Rental Car Service Facility (30% design) for a forthcoming Rental Car Quick Turn Around (QTA) Service Facility project. • Completed the Aircraft Rescue and Fire Fighting Station Improvements design process. These improvements will enhance airport personnel’s ability to respond to future emergency situations.

C. Impact of Poverty

Goal: To be a leading community partner that actively connects residents to resources that remove economic and social barriers.

With the Commission’s direction, the City has focused its energy into making an impact on poverty and improving the livelihood of all our citizens. The City has invested much time and energy engaging disconnected youth in our community, created the Department of Housing and Community Resilience, provided assistance to local human service agencies, and is preserving and increasing the inventory of affordable housing. Achievements in 2020, by objective, include the following: Objective 2A: Support education, training, and job readiness for target populations. • Secured a community-based outreach office for the Community Services and TEMPO staff at the Town South Center. This location will provide an accessible location in the heart of our community and provide wraparound services to TEMPO participants. Staff anticipate this office will open before the end of 2020.

• Advanced the TEMPO program by reducing the number of disconnected youth by 15.7% Staff engaged 1,100 disconnected youth in the City’s TEMPO program, of the estimated 7,000 disconnected youth in our City. • Assisted 34 TEMPO program participants with obtaining their GED or High School Equivalency certificates. This marks the largest TEMPO graduating class to date. • Created the Department of Housing and Community Resilience to directly combat the impacts of poverty. The Department includes the City’s award-winning Tallahassee Engaged in Meaningful Productivity for Opportunity (TEMPO) and the Tallahassee Future Leaders Academy (TFLA) programs. These programs directly combat the impacts of poverty by connecting local youth with education and employment opportunities. • Donated $2,500 of parking citation collections to the Foundation for Leon County Schools to purchase school supplies for students in Title 1 schools. The funds will be used to purchase school supplies for students in Title 1 schools—those that have 75% or more students receiving free or reduced lunches. • Awarded the 2019-2020 Outstanding Partner for Excellence by the Adult & Community Education (ACE) for the City’s TEMPO program. • Updated and launched the free student bus fare program for K-12 students in partnered with Leon County Schools. Staff worked with Leon County Schools to rebrand and reformat the program that allows free bus rides for all K-12 Leon County students. This revamped program was launched in August 2020.

Objective 2B: Rehabilitate and enhance the existing housing inventory to reduce the cost of living. • Created the CARES Home Repair Program (CCHRP) for residents impacted by COVID-19. Residents may apply for up to $15,000 in assistance for home repairs. The program aims to improve the living conditions of low- and moderate-income households affected by COVID-19 by removing health and safety hazards and/or architectural barriers from their homes.

Objective 2C: Facilitate and encourage the construction of affordable housing units. • Amended the Canopy Inclusionary Housing Agreement to provide a total of 67 inclusionary housing units. This agreement will also promote the development and sale of these units within the Canopy development, increasing the inventory of affordable housing units within City limits. • Launched the Community Land Trust partnership with Leon County and Tallahassee Lenders Consortium, Inc. Initial housing project concepts will focus on multi-family units and opportunities to convert vacant properties into new affordable rent and ownership options, such as vacant student housing units.

Objective 2D: Support community health and wellness initiatives. • Obtained a $150,000 award to launch the City Farm TLH Pilot Project from the John S. and James L. Knight Foundation. The project will launch a pilot farm that will serve as a model for sustainability and will be located within a USDA-designated food desert. • Best Neighborhood Program for Social Revitalization and Neighborliness Award for the Fresh Fruit & Vegetable Rx Program. • Launched the Bridge to CHSP program. This $50,000 program provides an opportunity for local nonprofit organizations with innovative community solutions to apply for startup grants. • Allocated $3.9 million of the FY2021 balanced budget to address a full range of community human services needs through CHSP and other programs.

D. Organizational Effectiveness

Over the past year, a team of approximately 3,000 public servants have consistently delivered municipal services of the highest quality to residents and businesses. Like previous years, we continue to be recognized as a leading city among our peers, and continue to cultivate a workforce that is inclusive, pioneering, and technology-driven. Achievements in 2020, by objective, include the following:

Objective 3A: Attract, develop, and support the best talent. • Implemented an Executive Briefing process involving Department Directors and the City Manager’s Office staff in early 2020. Department Directors and their senior staff presented on the Strategic Plan targets and initiatives they own and establish action plans for accomplishing these objectives in the coming year. • Recommended balanced FY20 and FY21 budgets to the City Commission at the August 19 Budget Workshop, despite the tremendous fiscal impact to the City resulting from the COVID-19 pandemic. Recommendations include a one-time bonus for employees earning up to $20 per hour; a leave buyback program for employees in FY20; and a decrease in healthcare insurance costs to employees in FY21. • Awarded the Working Well Star Innovation Award in January 2020 for its innovative yoga fitness program embraced by Tallahassee Fire Department personnel. The program was designed to provide a platform for first responders to take an active role in their physical and mental health. • Increased the number of paid and unpaid internships by 125% in 2020. The City’s internship program allows us to attract the best talent in the community and offers valuable experience to young and early-career professionals.

• Developed a partnership between with FAMU-FSU College of Engineering to provide the City with local talent and provide students with relevant work experience. Eight students to date have worked on Underground Utilities and Public Infrastructure projects including a pump station rehabilitation and a new effluent force main. Design work was completed in March 2020.

Objective 3B: Leverage technology to deliver faster, more convenient services. • Reduced contract and signature processing times by up to 95% through a cloud-based e- signature solution. Staff implemented AdobeSign and streamlined a cumbersome paper- based process for the execution of all contracts and official forms. This significantly improved contract execution time from an average of 10 business days to approximately 4 hours. • Reduced personnel change processing time by approximately 38% by developing an electronic personnel action form (ePAF) for new hires, position changes, and terminations. The average cycle time for completing personnel actions has decreased from 6.1 days to 3.8 days, eliminated the use of paper, increased data accuracy, and enabled performance metrics tracking. • The City transitioned to paperless pay cycle processing, eliminating the need for paper documentation and saving staff work hours.

Objective 3C: Map, analyze, and improve all work processes. • Recognized as one of the top government fleets in the nation by two different organizations. The City Fleet Department was ranked as a top-50 Leading Government Fleets in the nation by Government Fleet Magazine & American Public Works Association. It was also ranked 19th in the nation by 100BestFleets.com. • Reduced purchase order processing time by up to 90% through fully paperless procurement and disbursement processes, increasing the level of service to the vendor community and other City departments. • Implemented a new workflow for the Procurement Division and began transmitting all purchase orders electronically via email. Vendors now receive purchase orders within 24 hours of approval, compared to 7-10 business days under the old process. • Upgraded the CNG Detection System in StarMetro garage to enhance safety of staff and general public. Fleet and StarMetro worked together to build and maintain safe facilities and amenities for our customers. • Improved the efficiency, water conservation, and impact of Jack Gaither Golf Course operations through installation of a new and highly efficient irrigation system at Jake Gaither Golf Course. The upgraded irrigation system operates remotely, allowing for the conservation of water and energy.

Objective 3D: Maintain the City’s strong financial standing and fiscal stewardship practices. • Received the Government Finance Officers Association (GFOA) award for its 2019 online budget presentation. The City of Tallahassee was the only municipality in Florida to develop an online budget presentation. • Received affirmation of superior AA level credit ratings from Fitch and Moody’s for the energy system and underground utility system, both with stable outlook. • In-sourced all HVAC repair and maintenance services for City facilities, demonstrating cost savings and improved response times. This in-house approach has improved response times, enhanced customer service, prolonged equipment life, and resulted in significant cost savings to the City.

E. Public Infrastructure

Goal: To be the leading publicly owned utility that supports a growing and progressive community.

The City is fortunate to have a municipally owned utility system that is recognized as a leader in both Florida and the nation. Our utilities are always finding new ways to enhance efficiency, ensure safety, and is on the right path to 100% renewable energy by 2050. Achievements in 2020, by objective, include the following:

Objective 4A: Be a leader in utility service delivery. • Awarded “Project of the Year” by the American Public Works Association Big Bend Chapter for the City’s Two Solar Farms and Substation 34. • Implemented numerous electric utility system reliability enhancements, demonstrating a 21% reduction in non-momentary outages compared to the previous year. • Upgraded over 60,000 remote water meters to allow for continued remote metering of residential water usage. These modules allow for continued remote metering of residential water usage. Additionally, staff have successfully procured and have begun the upgrade of our AMI head engine software. • Developed an electric vehicle charging station pilot program, wherein the City will install publicly available charging stations around the community. This program supports our effort of moving the City and the community towards greater electric vehicle usage and renewable energy. • Provided greater fuel efficiency and improved integration of our two solar farms to our electric system by completing the replacement generation project. This year, the 5th and last reciprocating generating unit installed at Hopkins began commercial operations.

• Awarded the American Public Gas Association System Operational Achievement Recognition Gold designation. For the third consecutive cycle, the City’s Gas Utility received a perfect score on this review. It is the only system to have received a perfect score. • The Electric Power Delivery team came in first and second place, overall, in the FMEA Lineman Rodeo competition. • Achieved an 11th consecutive year with a clean audit of the Gas utility team by the Florida Public Service Commission.

Objective 4B: Be a leader in environmental stewardship. • Began planning and development of the City’s Clean Energy Plan, which will guide the City to 100% renewable energy by 2050. Staff engaged a consultant to conduct an energy integrated resource planning study (EIRP) that develops a plan for converting the electric system to 100% renewable by 2050. The plan is slated for completion by 2022. The first round of community-wide public engagement will commence the week of September 28, 2020. • Opened commercial operation of the Solar Farm II, which powers 100% of all City buildings. This included extending the solar subscription program for additional residential customers. • With the activation of Solar Farm II, Tallahassee now has the largest airport solar facility in the world. This story was recently featured in American Infrastructure Magazine. • Readied 19 new electric busses and 10 charging stations, continuing the transition to an all-electric mass transit system. StarMetro has 19 new electric busses ready for FSU service and readied 10 electric charging stations for use, including: o Five new 60KW bus charging stations and relocation of one 50KW charging station, o Two new light-duty vehicle charging stations, and o Two fast-charging stations (350KW) installed on FSU campus. • Increased collection of debris by more than two-thirds, including over 400 tons of tornado debris in May 2020. In comparison to the previous years, this tonnage represents more than two-thirds of such collection on a non-hurricane period. • Recycled over 30 tons of hardback books to date, through collaboration with FSU Recycling, Grief Recycling, and the Southern Waste Information Exchange (SWIX), demonstrating the City’s commitment to environmentally friendly practices. • Improved affordability and community beautification through the deployment of 25 open-top waste containers for commercial customers to allow for more efficient and sanitary waste collection. This purchase will be very beneficial when students move in and out and provides customers with an affordable option for container rentals. It also eliminates placing debris on the ground and allows for a more efficient collection.

Objective 4C: Ensure safe and clean drinking water. • Began construction on the new water quality laboratory. Construction of this new facility will allow the City to continue providing the essential analytical services necessary for regulatory compliance for its water, sewer, stormwater and electric utility service sectors. • Developed an automated, real-time water consumption analytics tool. Previous analysis efforts were manual and relied on monthly data. This new tool will help reduce water loss and cut costs for both customers and the City.

Goal: To be a city with an efficient public transit network supported by well-connected roads, sidewalks, transit amenities, and public transportation.

In addition to maintaining our status as a leading municipal utility in the nation, our departments collaborate to further enhance our public transit network. Over the past year, we have repaved roadways, built new sidewalks, and made our mass transit system more convenient and user- friendly. Achievements in 2020, by objective, include the following:

Objective 4D: Enhance the city’s network of roads, bike lanes, and sidewalks. • Repaved 60 lane-miles of roadway throughout the City. This includes paving on Delaware Street, Shamrock West, Woodgate Way, Pasco Street, Richmond Street, Coleman Street, and Florida Avenue. • Completed construction of the Weems Road Pedestrian and Street Safety (PASS) project. This project includes a new roundabout, the east side of the roadway, the majority of the multi-use trail, the replacement and upgrade of utility infrastructure within the corridor, a new Weems Pond weir, and a downstream channel gabion basket armament. • Advanced construction of FAMU Way project to 55% completion. The Lower Central Drainage Ditch portion of the project is near completion. All construction is expected to be completed in December 2020. • Took steps to eliminate flooding and relieve traffic congestion at the City’s busiest intersection through the completion of construction of the Weems Road Extension. The extension has officially opened to traffic, providing motorist, pedestrians, and cyclist an alternate connection between Capital Circle and Mahan Drive.

Objective 4E: Ensure public transit is accessible, efficient, and equitable. • Advanced the design of the South City Transit Center through secured grant funding for operational and environmental analyses. The South City Transit Center will be located at the northwest corner of Orange Avenue and Meridian Street. The property was recently converted into a temporary park, and development of this property into a transit hub will enhance citizens’ mobility and connectivity throughout Tallahassee. • Installed GPS beacons at all 934 StarMetro bus stops to enhance bus stop location accuracy. The installation of GPS at every bus stop will ensure stop locations are accurate for our customers through various smartphone apps and/or websites.

• Improved StarMetro customer experience through implementation of a new mobile fare application, new fareboxes, and automated passenger counters on StarMetro buses. o The mobile fare application will give riders the ability to pay via a smartphone app, reducing the need for paper currency and/or tickets, and will be compatible with new fareboxes. o The automated passenger counters will allow StarMetro to accurately monitor ridership trends and report ridership data to oversight agencies such as the Federal Transit Administration. • Ensured FAMU students’ access to free transit through a new two-year agreement for the U-pass program. This important agreement ensures the City and FAMU continue a 25- year-old partnership for this key transit amenity for our community’s students.

F. Public Safety

Goal: To be a safe, resilient, and inclusive community.

Our continued commitment to community policing, citizen engagement, and youth outreach is paying dividends with regards to public safety in our community. In 2019, Leon County experienced a 13.7% reduction in overall crime compared to the year before. This is a testament to the hard work of our Police Department and first responders, as well as youth efforts such as the TEMPO program. Over the past year, we have also seen a historic nationwide movement for social justice and police reform. In response to this movement, the City has publicly affirmed importance of Black Lives Matter and created advisory councils to act as open channels of communication between the community and the Police Department. Achievements in 2020, by objective, include the following:

Objective 5A: Implement proactive community-based solutions to enhance public safety. • Created a Community Service Officers unit to assist patrol officers in daily customer service functions. The City created eight positions, three officers of which will come from the TEMPO Program. The goal of the “Tempo to Officer” program is to provide Tempo graduates with a living wage and benefits while providing a future career path in law enforcement. • Implemented a Citizens Advisory Committee to the Tallahassee Police Department that will act as a conduit between the police department and community to establish open channels of communication. The first meeting was held the week of August 24, 2020 and will cover the state of modern policing, including training, policies, scope of duties, and community concerns.

• Created the Juvenile Advisory Council to provide perspectives unique to our community’s youth and law enforcement challenges faced in the community.

Objective 5B: Crime prevention through effective policing and public awareness campaigns. • The TEMPO program—which engages disconnected youth in our community between the ages of 16 to 24 years old—continues to maintain a 0% recidivism among its 1,100 participants. • Created the Community Liaison Officer Program to further develop personal relationships within the communities our officers serve. The community now has a personal contact within the Police Department to help assist in addressing community needs. • Ensured continued transit safety measures and currency through the implementation of a Transit Safety Management system consistent with TSA guidance.

Objective 5C: Training and readiness of public safety employees. • Demonstrated significant and positive reduction of traffic-related crashes, injuries, and fatalities through placement as one of the top 3 agencies in the Florida Law Enforcement Liaison Traffic Safety Challenge for the efforts in developing and implementing a comprehensive traffic safety program. • Implemented new analytics-based platform to drive performance, engagement, and assessment of fire inspections’ community outreach programs.

Objective 5D: Provide state of the art technology to support public safety initiatives. • Implemented an Automated License Plate Reading (ALPR) system. The City acquired and deployed a new ALPR system and developed policies and procedures to oversee its utilization, along with a training plan for officers to implement and operate the system. This will enhance efforts to combat auto burglaries, thefts, and serious crimes when vehicles are involved. • Advanced the design and planning of a joint technology center with FSU Police Department and the Leon County Sheriff’s Office. Networking and technology issues are being examined to ensure that there is an ability to share information among our law enforcement partners. • Installed Public Safety Camera Systems (PSCs) at the request of specific neighborhoods. The City purchased implemented multiple camera systems in support of the Neighborhood Public Safety Initiative (NPSI). This effort included both bolstering the number of PSCs in the Bond Neighborhood and adding new cameras to the Frenchtown and Griffin Heights Neighborhoods.

• Improved city-wide Advanced Life Support (ALS) coverage to greater than 99% through upgraded Fire Station 1, units Engine 1 and Engine 101 from basic life support (BLS) to ALS. • Increased fire suppression capability through the deployment of two new fire engines that have 1,250 gallons tanks for Station 7 & 15. • Initiated the design and bid process for Fire Station No. 17, including a potential Community Resilience and TEMPO Reengagement Center. This facility is being planned at the former Lake Bradford Road wastewater treatment site. The solicitation was released in June 2020.

Objective 5E: Enhance community preparedness initiatives. • Conducted a Full-Scale Emergency Response Exercise at the Airport. This exercise tested the community’s ability and readiness to respond to an aviation-related disaster. Representatives from over 30 different agencies and organizations and more than 100 volunteers participated in this realistic training exercise.

Objective 5F: Create modern facilities to support community engagement and best-in-class public safety. • Completed 50% of the conceptual building design for the new TPD Public Safety Campus, finalizing updates to the spatial needs assessment, and initiated the overall site master planning process. Demolition of the Northwood Center is expected to begin in December 2020. • The City is also repurposing one existing structure on the site to be utilized for a Disadvantaged Workers and Apprenticeship Program.

G. Public Trust

Goal: To enhance public trust through ethical business practices and transparent governance.

We live in a time where residents’ trust of their government is of paramount importance. Over the past year, the City has worked diligently to foster the public’s trust through ethical business practices, transparent governance, and accountability. Under your leadership, we implemented the largest ethics reform in the City’s history that applies to all staff—not just appointed or elected officials. The City also established the Office of Diversity and Inclusion to ensure out workforce is reflective of the community we serve and works daily to provide open information to the public across a variety of digital platforms. Achievements in 2020, by objective, include the following:

Objective 6A: Infuse ethical practices into daily operations. • Supported the development of a comprehensive ethics reform package, including enhancements to the City’s Code of Ordinances including the following: o Increases the financial disclosure requirements of appointed and elected officials to be reported to the Treasurer-Clerk annually; o Expands the definition of a “covered individual” that the ethics code applies to; o Prohibits the direct or indirect solicitation or acceptance of any gift of any value by any covered individual; o Expands the prohibition of “misuse of a public position” to include all City employees and not just appointed or elected officials; o Increases the financial penalties for lobbyists who fail to adhere to disclosure requirements; and o Clarifies that alleged ethical violations received on the Ethics and Fraud Hotline be treated confidentially. • Established the Office of Diversity and Inclusion and hired the City’s first Chief Diversity Officer. The office will ensure the City’s workforce is reflective of the community’s demographics, provide regular training opportunities to staff, and partner with local institutions to host inclusion and diversity-based events.

Objective 6B: Enhance citizens’ access to city government operations and public meetings. • Created a public-facing performance dashboard to track progress towards the targets in the City’s Five-Year Strategic Plan. The City was awarded the ICMA 2020 Certificate of Achievement for its Performance Management practices. To date, we have created approximately 132 unique “tiles” containing the latest service delivery data, allowing us to track progress towards our targets and strategic initiatives. Staff estimates the dashboard will be fully completed in October 2020. • Streamed 20 live virtual public meetings since March. Due to the inability to meet in person during the COVID-19 pandemic, the City has streamed more than 20 live meetings, enabling real-time viewership and transparency of various government business being conducted despite participants not being able to meet in person. • The City’s proactive response to the COVID-19 pandemic was featured both locally and nationally. This includes stories featured on MSN and ABC’s Nightline news program, as well as live interviews from City Hall featured on Good Morning America and Fox Business. • Managed the City’s new in-house email subscriptions service for the first full year. This allows the City to communicate directly with residents, provides cost savings to the organization, and combines multiple email and text databases. This mass communications delivery tool was used to send 2,568,980 million emails to subscribers about City service and programs, including approximately 100 press releases sent to media outlets.

• Developed and implemented a public awareness campaign throughout the pandemic to provide the most relevant and current information to City residents, including: o Producing more than 34 videos related to COVID-19 generating well over 100,000 views on social media. Videos are also being shared with local broadcast stations and aired on WCOT (channel 13) in heavy rotation. o Generating more than 3 million pageviews of reliable, accurate, consistent information on Talgov.com since the beginning of COVID-19. o Garnered more than 3 million impressions on @CityofTLH. These 3 million impressions were made across platforms including Facebook, Twitter, Instagram, and LinkedIn by developing creative content with the goal of engaging and informing residents. • Grew the City’s social media presence to further strengthen and enhance relationships with the community. From content creation to citizen response, our communications team humanizes government, enhances transparency, and creates opportunity for people to engage with the City. Significant social media milestones include the following: o Rebranded all primary accounts to @CityofTLH. o Increased total followers across platforms by 54.1%, with the greatest growth on Instagram (up 32%). o Generated 6.2+ million impressions and 112,536 engagements on the @CityofTLH Twitter account, which has over 39,000 followers. o Generated 3.7+ million impressions and 184,845 engagements on the City’s primary Facebook page. o Generated 306,006 impressions and 7,774 engagements on the @CityofTLH Instagram. o Generated 163,997 impressions and 6,471 engagements on the City’s LinkedIn page. • Launched TLHCanDo.com in under one week in March to help residents find creative ways to stay engaged and healthy during quarantine.

H. Quality of Life

Goal: To be a creative and inclusive community with beautiful public spaces that protect and promote resources and culture.

The high quality of life in Tallahassee has been highlighted in several notable publications over the past year. In 2019 the City was listed as the no. 9 best city in the south by Southern Living magazine and was again nominated to this list for 2020. Last fall, Tallahassee was selected as a top retirement destination by Where to Retire magazine, a publication geared toward helping

people with retirement relocation decisions. The many improvements we make to our community across all priority areas and City departments help facilitate a higher quality life for current and future generations. Highlights in 2020, by objective, include the following:

Objective 7A: Maintain a safe, accessible, well-maintained network of parks, recreational facilities, greenways, and trails. • Completed 50% of the design phase for the 2nd Senior Center. The City of Tallahassee has consistently been recognized for its best-in-class offerings for our senior community. The construction of this additional Senior Center facility will further enhance the offerings and space available for our seniors. • Completed landscape renovation on multiple portions of the gateway between FSU and downtown. • Implemented the Tennis Love Serving Autism program, helping children with autism learn to play tennis.

Objective 7B: Enhance livability and preserve the unique characteristics of neighborhoods. • Constructed 7 new sidewalks throughout the City. Several sidewalks have been completed including Mitchell Avenue, Branch Street, and Putnam Drive. The sidewalks and trail along Weems Road, Rankin Avenue, Iamonia Street, and Alachua Avenue are currently under construction. Construction on Texas Street and Lorene Street will commence in the Summer of 2020. • Unveiled the Frenchtown Historical Marker Trail to tell the history of Frenchtown, one of Tallahassee’s oldest African-American communities. In coordination with the CRA, the City unveiled the "Soul Voices" Heritage Trail that runs through Frenchtown, with four (4) audio and five (5) non-audio monument markers located in key areas of Frenchtown. • Developed and launched the Neighborhood Leadership Roundtable on February 25, 2020. The Roundtable brings City staff and neighborhood leaders together for networking, sharing of best practices, and other important city/community news. • Awarded two 2nd Place awards for Best Neighborhood Programs from Neighborhoods USA (NUSA). • Awarded the Best Health & Wellness Program in the country for the Senior Center UPSLIDE Program, by the National Institute of Senior Centers (NISC). The UPSLIDE Program (Utilizing and Promoting Social Engagement for Loneliness, Isolation and Depression) helps identify and assist individuals age 50 and older who may be socially isolated. • Broke ground on the Greater Bond Linear Park. In February, staff began construction of an 860-foot linear park that will eventually connect Speed Spencer Stephen Park to the Saint Marks Trail Tallahassee Junction. • Implemented key portions of the Urban Forest Master Plan within the Multi-Modal Transportation District. Consistent with the Urban Forest Master Plan, staff partnered

with an urban forestry vendor to collect data on trees on portions of the Multi-Modal Transportation District. • Revitalization and Beautification for the Neighborhood Partnership Grant Program

Objective 7C: Keep residents and visitors informed about events and attractions in Tallahassee. • Transferred operations of the John G. Riley Center and Museum to the City of Tallahassee to ensure future generations of Tallahasseeans will have access to this important landmark. The Riley House was listed in the National Register of Historic Places in 1978 and is included on the Florida Black Heritage Trail, which recognizes important African American landmarks around the state. The transfer of operations helps to ensure the long-term prosperity of the center and museum for Tallahassee in perpetuity. • Initiated work with the Florida Bureau of Historic Preservation to add the Jake Gaither Golf Course to the Florida Department of State’s Historic Golf Trail. The Florida Historic Golf Trail program is a collection of more than 50 historic courses throughout Florida established between 1897 and 1949 that golfers can still play today. Golfers track their progress along the trail using the official Historic Golf Trail scorecard, available at each participating golf course and online. • Created TasteOfTallahassee.com to help promote the popular, annual community engagement event during Legislative Session that highlights local Tallahassee flavors.