01.20.17 FCWP Supplemental Items 7 - 14 - 20MIAMI BEACH
FINANCE AND CITYWIDE PROJECTS COMMITTEE
SUPPLEMENTAL ITEMS
Commission Chambers, 3RD Floor, 1700 Convention Center Drive
January 20, 2017 AT 2:30PM
Committee Members
Commissioner Ricky Arriola, Chair
Commissioner Joy Malakoff, Vice Chair
Commissioner John Aleman, Member
Commissioner Micky Steinberg, Alternate
Allison R. Williams, Committee Liaison
SUPPLEMENTAL ITEMS
SUPPLEMENTAL TO ITEMS #7 AND #14
7. Discuss Funding For Added Security On Ocean Drive As Per The Ten Point Plan
(December 14, 2016 Commission Item C4W)
Susanne Torriente-Assistant City Manager
Cintya Ramos -Budget and Performance Improvement Director
Daniel Oates -Police Chief
Referred by Commissioner: Ricky Arriola
Status: Item enclosed.
14. Discuss Urging The Florida Legislature To Collect A 1% Tax On Food And
Beverage Consumption To Fund Efforts to End Homelessness (January 11, 2017
Commission R9V)
Maria Ruiz -Housing and Community Services Director
Referred by Commissioner: Ricky Arriola
Status: Item enclosed.
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Page 2 of 2
Finance and Citywide Projects Committee
Supplemental Items
NEW BUSINESS
20. Discussion Regarding Recommended Traffic Calming Improvements In Central
Bayshore Neighborhood (January 11, 2017 Commission Item C4E)
Jose Gonzalez -Transportation Director
Referred by: Transportation
Status: Item enclosed.
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IN liT IA TIVE #1
HIRE AND RETAIN A STREET MANAGEMENT PROGRAM
Street Management -An Executive Director and Program Manager will provide coverage for this
premiere area of Miami Beach 7 days a week. On street monitoring, especially during peak hours is
critical.
Both will manage the Ocean Drive Interim Program (a collaborative effort of business operators, property
owners, and key stakeholders) toward the development of a Business Improvement District (BID) and
report to the Ocean Drive Association. They will collaboratively be responsible for the development,
conduct, execution, and documentation of the Ocean Drive Interim Program. Including but not limited to
the following:
1. Manage the day to day business including collection of revenues and expenses.
2. Manage the implementation of the 10 point plan, and Ocean Drive Taskforce recommendations.
3. Communicate and report findings of all objectives directly with the Ocean Drive Association
4. Develop and manage all communication, PR and Marketing including but not limited to
newsletters, media statements, and overall messaging representing the district.
5. Represents Ocean Drive at all City meetings and relevant community meetings
6. Monitor and ensure that all businesses are complying within the Ocean Drive "Code of Conduct"
guidelines and Operating Practices working with a Secret Shopper ongoing and providing notice
to operators not in compliance.
7. Ensure all operating businesses are in compliance with the established Code of Conduct
Awareness and Brand Training Program, communicate with the in-house Trainer for each cafe
and ensure all new staff are trained and receive a certification.
8. Monitor, document, report and log "illegal activity" occurring within Ocean Drive and
surrounding streets and communicate to Ocean Drive Association. This includes but not limited
to drug dealing, selling of goods and services, solicitation by promoters, aggressive panhandling
and passing out of flyers. {If situation is an emergency, 911 or City services will be notified)
9. Ensure Ocean Drive and surrounding side streets are always clean and well maintained (trash
cans, sewer drains, palm trees, curbs, valet stands, and sidewalks) in collaboration with City
Departments as well as the property owners/operators or third party vendors such as Valet.
Job Knowledge and Skills Required
The Executive Director must have a minimum of 5 years' experience appropriate to the responsibilities
with emphasis on municipal government, public administration, and/or small business development. The
Interim Street Manager must have excellent communications skills, strong project management skills,
and knowledge of retail, real estate and/or governmental regulations. The Program Manager must have
a background in municipal government, public administration with public works or code enforcement
experience preferred.
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FUNDING THE INTERIM PROGRAM WITH ACTIVE BUSINESSES ON OCEAN
DRIVE BETWEEN 5TH THROUGH 15TH
OCEAN DRIVE BUSINESSES 5-lSTH Each Total per
permo Month
#
HOTEL rooms 50 and below 14 1075 15050
HOTEL rooms 50-99 9 1214 10926
HOTEL rooms 100+ 2 1497 2994
RESTAURANT & BARS & Beach Concession
50ft 31 981 30411
100ft 10 1322 13220
GENERAL RETAIL & GALLERY 34 500 17000
Monthly subtotal $89,601
HOTEL NAME ADDRESS NUMBER OF ROOMS
1 CASA CASU Rl NA 1236 OCEAN DR 10
2 THE FRITZ 524 OCEAN DR 21
3 CRESCENT ONE LLC 1420 OCEAN DR 27
4 PELICAN HOTEL 826 OCEAN DR 29
5 CASAGRANDE HOTEL 834 OCEAN DR 30
6 LESLIE HOTEL 1244 OCEAN DR 35
7 CAVALIER 1320 OCEAN DR 40
8 CARDOZO HOTEL 1300 OCEAN DR 43
9 ROOM MATE HOTEL INC 860 OCEAN DR 44
10 PENGUIN HOTEL 1418 OCEAN DR 44
11 TIDES SOUTH BEACH 1220 OCEAN DR 45
12 COLONY HOTEL 736 OCEAN DR 48
13 MAJESTIC HOTEL 660 OCEAN DR 49
14 EDGEWATER 1410 OCEAN DR 49
15 BENTLEY MANAGEMENT, LLC 510 OCEAN DR 53
16 BEACH PARADISE HOTEL 600 OCEAN DR 54
17 AVALON HOTEL 700 OCEAN DR 58
18 CLEVELANDER HOTEL 1020 OCEAN DR 59
19 WINTER HAVEN 1400 OCEAN DR 71
20 CONGRESS HOTEL 1024-1060 OCEAN DR 73
21 BEACON HOTEL 720 OCEAN DR 79
22 HOTEL VICTOR 1144 OCEAN DR 91
23 BREAKWATER 940 -960 OCEAN DR 99
24 BETSY 1440 OCEAN DR 130
25 CELl NO AT PARK CENTRAL
HOTEL 640 OCEAN DR 135
26 THE HOTEL OF COLLINS AVE, 800 OCEAN DR N/A LLC
/
27 IMPERIAL HOTEL 650 OCEAN DR PART OF CELl NO
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RESTAURANT ADDRESS LINEAR FT
1 TGI FRIDAY'S 500 OCEAN DR 50
2 PICCOLO 510 OCEAN DR 50
GGFJ LLC 524 OCEAN DR closed
3 JALAPENO MEXICAN Kl 530 OCEAN DR 50
4 CJ'S CRAB SHACK 600 OCEAN DR 50
5 CELl NO/PARK CENTRAL 650 OCEAN DR 100
6 OCEAN 7 CAFE 660 OCEAN DR 50
7 A FISH CALLED AVALON 700 OCEAN DR 50
8 THE PLACE 720 OCEAN DR 50
9 COLUMBUS RESTAURANT, LLC 736 OCEAN DR 50
10 BOULEVARD CAFE 740 OCEAN DR 50
11 STARLITE HOTEL 750 OCEAN DR 50
12 WET WILLIES 760 OCEAN DR 50
13 NEWS CAFE 800 -804 OCEAN DR 100
14 SUSHI SIAM OCEAN DRIVE 804 OCEAN DR 50
15 LARIOS ON THE BEACH 820 OCEAN DR 50
16 PELICAN CAFE 826 OCEAN DR 50
17 DECO GRILL 834 OCEAN DR 50
18 CAFFE MILANO 850 OCEAN DR 50
19 ICON 860 OCEAN DR 50
20 MANGO'S TROPICAL CAFE 900 OCEAN DR 100
21 FAT TUESDAY 918 OCEAN DR STE 207 50
22 VODOO LOUNGE 928 OCEAN DR 50
23 I PARARAZZI 940 OCEAN DR 100
24 OCEANS TEN 960 OCEAN DR 100
25 CLEVELANDER 1020 OCEAN DR 100
26 SOCIAL 1024 OCEAN DR 50
27 AMARILLO 1052 OCEAN DR 50
28 LA BAGUETTE 1052B OCEAN DR 50
29 SUGAR FACTORY OCEAN DRIVE 1144 OCEAN DR 100
30 DOWN N DIRTY TACOS 1144 OCEAN DR 50
31 PALACE 1200 OCEAN DR 50
32 II GIARDINO 1236 OCEAN DR 150
33 CARLYLE CAFE 1250 OCEAN DR 50
CARDOZO BAR & GRILL 1300 OCEAN DR CLOSED
34 KOD SOUL FOOD RESTAURANT 1330 OCEAN DR 50
35 FINNEGANS WAY 1344 OCEAN DR 100
36 IL BOLOGNESE 1400 OCEAN DR 50
37 MADERO 1412 OCEAN DR 50
38 PURPLE PENGUIN CA 1418 OCEAN DR 50
39 OCEAN PIZZA AND JUICE 1451 OCEAN DR STE 102 50
40 FRONT PORCH CAFE 1458 OCEAN DR 50
41 BOUCHER BROTHERS CONCESSION 1451 OCEAN DR
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GENERAL RETAIL AND GALLERY ADDRESS
1 SOBE CIGARS 640 OCEAN DR
2 FLOWERS-CASABLANCA OF S.B. 650 OCEAN DR
3 ETERNITY BEACHWEAR & MARKET, LLC 660 OCEAN DR
4 SOBE CIGARS CORP 700 OCEAN DR
5 KIRENIA CHIU 720 OCEAN DR
6 SUNG LASS HUT TRADING 750 OCEAN DR
7 STARLITE 750 750 OCEAN DR
8 HELIUM INC 760 OCEAN DR
9 TAJ BY SABRINA CRIPPA 760 OCEAN DR
10 FRANCESCO CIANCI DIAZ 760 OCEAN DR
11 FREEDOM OF COLORS INC 760 OCEAN DR
12 MYOPTIX INT'L ., INC. 760 OCEAN DR
13 TARGET MIA, INC. 760 OCEAN DR
14 THINK AND BELIEVE 800 OCEAN DR
15 TOUCHE USA, LLC 800 OCEAN DR
16 SURF STYLE 834 OCEAN DR
17 HALF PRICE TOUR TICKETS 834 OCEAN DR
18 OCEAN MODA 900 OCEAN DR
19 WILD THING 900 OCEAN DR
20 OCEAN RETAIL 928 OCEAN DR
21 ENVY KIDS 928 OCEAN DR
22 ALEJANDRO ACOSTA FOX 940 OCEAN DR
23 SOBE CIGARS CORPORAT ION 960 OCEAN DR
24 SURF STYLE 1036 OCEAN DR
25 CASILLAS CIGARS 2 CORP 1052 OCEAN DR
26 CASILLA CIGARS 1060 OCEAN DR
27 STUDIO W SWIMWEAR 1200 OCEAN DR
28 SANTACRUZ, CESAR (FLOWERS) 1320 OCEAN DR
29 SURF STYLE 1330 OCEAN DR
30 JOESPH BEVILACQUA 1446 OCEAN DR
31 ENDLESS SUMMER 1451 OCEAN DR
32 ND 2000 LLC 1451 OCEAN DR
33 EFFUSION GALLERY 1144 OCEAN DR
34 OCEAN DRIVE STEPS 1390 OCEAN DR
DISTRICT PARTNERS
THERE ARE 270 BUSINESSES THAT WOULD BE POSITIVELY IMPACTED BY THE PROGRAM ON COLLINS
AVENUE BETWEEN FIFTH AND FIFTEENTH THAT MAY BE POTENTIAL CONTRIBUTING PARTNERS AS
WELL.
Proposed budget attached for consideration.
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Food & Beverage Tax Expansion Plan for Miami Beach
To end chronic homelessness, three areas of focus are recommended:
a) Target persons with the highest needs and the longest histories of homelessness
b) Increase access to treatment and housing
c) Provide specialized, behavioral health outreach
Housing First Permanent Supportive Housing (200 units)
$3.2 million
New Permanent Supportive Housing prioritizing chronically homeless individuals using
a Housing First approach which prioritizes rapid placement and stabilization in
permanent housing and does not have service participation requirements or
preconditions such as sobriety or a minimum income threshold. While the project has
supportive services, participation in these services is based on the needs and desires of
program participants.
Competitively selected provider(s) would be required to engage landlords and property
owners so that when an individual needs housing, potential units have already been
identified, speeding up the housing process.
Persons experiencing homelessness would not be screened out of or discouraged from
participating in programs because they have poor credit history, or lack income or
employment. People with addictions to alcohol or substances should not be required to
cease active use before accessing housing and services.
Housing and service options should be tailored to meet the unique needs of each
individual presenting for services and ensure that program participants have access to
the services that they believe will help them achieve their goals. However, program
participants should not be required to participate in services and cannot be required to
participate in disability-related services.
Referrals to Permanent Housing will be made by the Trust's Housing Coordinator
following the Continuum of Care Coordinated Entry and Assessment Process. This will
ensure persons with the longest homeless histories are prioritized and referred to
housing first.
Support Services paired with Miami Beach Housing Authority Section 8 Voucher
Program
$500,000.00
Support services for chronically homeless individuals referred by the Homeless Trust to
the Miami Beach Housing Authority (MBHA) Section 8 Housing Choice Voucher
Program. This would require the MBHA to adopt a homeless preference with priority
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given to chronically homeless individuals. The Homeless Trust has employed the same
methodology with the Miami-Dade Housing Authority, pairing support services with 120
vouchers dedicated to homeless Veterans . Service providers were competitively
selected to provide housing navigation and housing stability services. Set-asides are
also in place with the Hialeah and Homestead Housing Authorities. Services can also
be attached to individuals referred to Sect. 8 HUD-Assisted Multifamily Property Owners
who adopt a homeless preference, or properties developed with Low Income Housing
Tax Credits that have selected the Trust as a referral source for Extremely Low Income
Units, but do not have a service component. The Trust is currently working with
property owners including Pinnacle, Miami Beach CDC, Urban League, Miami-Dade
Housing and Community DevelopmenURoyal American and POAH Communities .
Specialized Outreach
$800,000 .00
A specialized team equipped to engage, assess and administer medical treatment to
hard-to-reach chronically homeless individuals in Miami Beach . Outreach. workers
and/or police personnel partner with clinicians charged with diagnosing, drafting a
treatment plan, administering medications and monitoring the progress of severely
mentally ill individuals on the streets, with the ultimate goal of permanently housing
them. A specialized outreach team includes psychiatric nurse practitioners and other
medical staff able to provide street homeless individuals a higher level of case
management and more clinical engagement. A specialized outreach team can
medicate clients, provide verification of disability (a requirement for Permanent
Supportive Housing) and they are trained to engage hard-to-serve persons who refuse
all services, while also further facilitating a connection to Housing First (no preconditions
to housing, services as needed). One team would have a caseload of 120 clients.
Transitional Bridge Housing (25 beds)
$500,000 .00
Transitional Housing (TH) offering temporary, overnight shelter with residential services
up to 90 days in duration to help homeless persons who elect recovery from alcohol or
substance abuse as a bridge to access permanent destinations, or for individuals who
have already been offered and accepted into a permanent housing intervention, but are
not able to immediately enter permanent housing.
This TH would be voluntary and time-limited with a focus on 1) a permanent housing
plan 2) collaboration with other housing and service providers, and 3) offer low-barrier
access to enter into the program. Goals should be short-term with a focus on
permanent housing, rather than the completion of treatment goals. Programs should
not erect barriers or impose service requirements that result in those with the greatest
need being excluded or terminated . At the time of placement, there should be a
reasonable expectation that the individual(s) will move into permanent housing within 90
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15
days. Individuals should have the resources available to help them move into
permanent housing quickly.
TH providers must meet state licensing requirements for residential services, and
services must include behavioral health services designed to treat persons labeled with
severe mental illness, substance or alcohol abuse/dependence.
Bridge housing should not serve as a holding pattern for those who really need
Permanent Supportive Housing, or for those that need less intensive interventions, like
Rapid Rehousing, a model offering short to medium-term rental assistance. Individuals
whose primary barrier to housing stability is economic in nature do not require
transitional housing, nor do people with serious mental illnesses who may be better
served in other program models, such as Permanent Supportive Housing.
Referrals will be made by the Homeless Trust's Housing Coordinator following
coordinated intake through Miami Beach's Coordinated Entry and Assessment Process.
Admission is voluntary.
Long-term stays in congregate transitional housing programs with intensive support
services should be reserved for individuals with severe or specific challenges, such as
substance abuse. Individuals must actively work with the assistance of appropriate
services and supports to achieve permanent housing as quickly as possible.
Participation is voluntary. Programs should have as few barriers as possible (e.g.
sobriety requirements) to enter and continue with the program.
Transition in Place Transitional Housing (25 units)
$1.5 million
Unlike traditional Transitional Housing, clients move into housing up front, and wrap
around services are made available for up to 24 months to ensure housing stability.
The lease begins with the service provider, then coverts to the individual and becomes
his/her permanent housing after a short period of assistance.
Referrals will be made by the Homeless Trust's Housing Coordinator following
coordinated intake through Miami Beach's Coordinated Entry and Assessment Process.
Admission is voluntary. Referrals to be made by the Trust's Housing Coordinator.
Depending on Miami Beach's housing needs, flexibility could be built into a grant award
of this nature allowing either Transition in Place or Permanent Supportive Housing.
Risk Mitigation/Reduction Fund with Landlord/Tenant Hotline
$100,000.00
Part of an overall landlord engagement strategy, risk mitigation funds can be an
effective piece of an overall landlord engagement strategy. It provides added protection
for landlords willing to rent to someone with limited income, a poor rental history, or a
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criminal history. The funds can cover excessive damage to a rental unit, lost rent or
legal fees beyond a security deposit. Reimbursement limits are set in advance and
landlords typically submit a claim for reimbursement. The funds would be held and
managed by the Homeless Trust. Mitigation funds can cover up to 75% of losses (after
insurance and deposit), with a cap not to exceed $2,000.00.
In communities where mitigation funds have been used, few or no claims are submitted,
but mitigation funds successfully provide peace of mind . Up to 25% of the mitigation
funds would support a 24-Hour Landlordffenant Hotline which would provide rapid
response to issues from landlords, property managers, service provides and people
experiencing homelessness, further enhancing the landlord engagement and
recruitment relationship.
Permanent Supportive Housing 200 units $16,000 $3.2 million
Support Services w/Section 8 50 vouchers $500,000.00 $500,000.00
Vouchers (provided by Support
MBHA) Services Only
Specialized Outreach Team 120 clients $800,000.00 $800,000.00
Transitional Bridge Housing 25 beds $300,000.00 $500,000.00
Transition-In-Place Transitional 25 units $1.5 million $1.5 million
Housing
Risk Mitigation/Reduction $100,000.00 $100,000.00
Funds with Landlordffenant
Hotline
TOTAL $6.6 million
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FCWPC: Discussion Regarding Recommended Traffic Calming Improvements in the Central Bayshore Neighborhood
January 20, 2017
Page 2 of4
Based on the Origin-Destination Data collected, it was determined that no significant cut-
through traffic exists on a regular basis. Observations from staff have corroborated that cut-
through traffic through the Bayshore Neighborhood occurs primarily when congestion levels
increase along Alton Road northbound and along 41st Street westbound.
Following the methodology established in the City of Miami Beach Traffic Calming Manual and
applying the street design standards identified in the City of Miami Beach Street Design
Guidelines, staff identified the following traffic calming recommendations to help mitigate the
documented speeding and high vehicular volumes in the area.
Recommended Traffic Calming Improvements
o Mini-Traffic Circle at Sheridan Avenue and 30th Street
o Mini-Traffic Circle at Sheridan Avenue and 37th Street
o Speed Table between 28th Street and 29th Street
o Mini-Traffic Circle at Prairie Avenue and 31st Street
o Mini-Traffic Circle at Prairie Avenue and 37th Street
o Speed Table on Prairie Avenue between Dade Boulevard and 23rd Street
o Chicane on Meridian Avenue between Dade Boulevard and 23rd Street
o Chicane on 28th Street adjacent to the Scott Rakow Youth Center
o Neighborhood Greenway along Royal Palm Avenue
o Speed Table on Meridian between 23rd Street and 28th Street
o Roundabout at Prairie Avenue and 28th Street
The adopted City of Miami Beach Transportation Master Plan identified the implementation of a
Neighborhood Greenway along Royal Palm Avenue as a Priority 1 project (Fiscal Year 2017-
2021 ). A Neighborhood Greenway is defined as a street where bicyclists share the road with low
volume, low speed vehicular traffic. Neighborhood greenways typically consist of substantial
traffic calming measures and enhanced signage to raise driver awareness of bicyclists. The
proposed Neighborhood Greenway along Royal Palm Avenue would include mini-traffic circles
at 30th Street and 34th Street. In addition, staff recommends lowering the speed limit along
Royal Palm Avenue to 20 MPH and installing sharrow (shared-use) lane markings and signage
to improve livability along that street.
The adopted City of Miami Beach Street Design Guidelines identified various traffic calming
strategies, including chicanes, roundabouts, lowering speed limits, greenways, and speed
tables, to be implemented as appropriate along City roadways in order to create complete
streets that are safe and convenient for all users and modes of transportation.
The recommended traffic calming improvements for the Central Bayshore Neighborhood comply
with both the adopted Transportation Master Plan and the adopted Street Design Guidelines.
Transportation Department staff met with the Bayshore Homeowners Association (HOA) on
November 17, 2016 to discuss the analysis and recommendations in the Traffic Calming Study.
The study was well-received by the attending members of the HOA; however, some comments
were provided that are being reviewed for feasibility by staff.
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FCWPC: Discussion Regarding Recommended Traffic Calming Improvements in the Central Bayshore Neighborhood
January 20, 2017
Page 3 of4
The Bayshore Traffic Calming Study was also discussed at the December 9, 2016 NCAC
meeting . At the meeting, the Committee expressed concerns with disturbing the neighborhood
twice and requested that staff prioritize improvements that could be implemented as part of the
active CIP Neighborhood Improvement Project.
ANALYSIS
Pursuant to the NCAC's recommendation, staff has prioritized the improvements based on the
need for the traffic calming device, location, and HOA input:
Priority 1
• Sheridan Avenue and 30th Street-Mini-Circle
• Prairie Avenue and 31st Street-Mini-Circle
• Royal Palm Avenue and 31st Street-Mini-Circle
• Sheridan Avenue between 28th Street and 29th Street-Speed Table
• Prairie Avenue between Dade Boulevard and 23rd Street-Speed Table
• Meridian Avenue between 23rd Street and 28th Street-Speed Table
Additional Recommendations to be Considered for Priority 1
• Prairie Avenue and 28th Street-Roundabout
• Meridian Avenue between Dade Boulevard and 23rd Street-Chicane
• 28th Street between Fairgreen Drive and Royal Palm Avenue-Chicane
Priority 2
•
•
•
•
Sheridan and 3th Street-Mini-Circle
Prairie Avenue and 3th Street-Mini-Circle
Royal Palm Avenue and 3th Street-Mini-Circle
Chase Avenue and 34th Street-Intersection Improvements
Based on the estimated planning level costs calculated for the project, the total implementation
cost for Priority 1, including the additional recommendations, is estimated at $500,000 and
Priority 2 is estimated at $400,000. This project is currently unfunded in the current year.
The Office of Capital Improvements Projects (CIP) is currently developing final design plans for
the Central Bayshore South Neighborhood Improvement Project (south of 34th Street). Above-
ground construction (hardscape) for the project is anticipated to begin until late 2017. The
Transportation Department is working closely with CIP and the Design-Build Firm currently
engaged in the design of the neighborhood improvement project in order to refine the costs of
incorporating the recommended traffic calming improvements in the project.
Staff has worked with the Office of Budget and Performance Improvement to identify potential
funding sources and there appears to be sufficient fund ing from prior year surplus in the
Transportation Fund; however, the balance of this account cannot be confirmed all project
close-outs are completed in March 2017
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FCWPC: Discussion Regarding Recommended Traffic Calming Improvements in the Central Bayshore Neighborhood
January 20, 2017
Page 4 of4
Parallel to this project, staff is also finalizing a Traffic Calming Study for the Nautilus
Neighborhood. Funding for that project will be requested as part of the Fiscal Year 2017-2018
Capital Budget Process.
RECOMMENDATION
The project is being presented to the Finance and Citywide Projects Committee to discuss the
p ~zation and funding for the recommended traffic calming improvements .
~RG/JFD
F :\TRAN\$ALL\Committee Memos\NCAC\2016\DECEMBER\NCAC Memo RE Discussion Regarding Recommended Traffic
Calming Improvements in the Central Bayshore Neighborhood.docx
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