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HomeMy WebLinkAbout2011-09-22 CVRC Agenda Packet COR�bRATION C 1-1 U L Ad VISTA BOARD OF DIRECTORS WORKSHOP MEETING OF THE CHULA VISTA REDEVELOPMENT CORPORATION (CVRC) Rafael Munoz, chair Thursday, September 22, 2011, 4:00-6:00 p.m. Stacy Cannon, Vice-Chair 276 FOURTH AVENUE, Bldg 300 HR Training Room B111 & B112 (Downstairs) Paul Desrochers CHULA VISTA, CA 91910 David Flores CALL TO ORDER Doug Paul ROLL CALL: Directors Cannon, Desrochers, Flores, Paul, Salvador Salas, Jr. Salas, Watson and Chair Munoz David Watson OFFICERS Gary Halbert, CEO PUBLIC COMMENTS Persons speaking during Public Comments may address the CVRC on Maria Kachadoorian, CFO any subject matter within the CVRC's jurisdiction that is not listed as an item on the agenda. State law generally prohibits the CVRC from taking action on any issue not included on the agenda, but, if appropriate, the Glen R. Googins, General CVRC may schedule the topic for future discussion or refer the matter to Counsel staff. Comments are limited to three minutes. Eric C. Crockett, Secretary ` 1. WORKSHOP DISCUSSION - CONTINUATION - ORGANIZATIONAL STRUCTURE, ROLES AND RESPONSIBILITIES OF THE CHULA VISTA REDEVELOPMENT CORPORATION Tonight's discussion is a continuation of the last two meetings where the CVRC has been determining how it will function in the future. At the last meeting, staff provided a draft of the Responsibilities of the CVRC and tonight we will discuss the Implementation portion of our goals. 2. CHIEF EXECUTIVE OFFICER'S REPORTS 3. CHAIRMAN'S REPORTS 4. DIRECTORS' COMMENTS ADJOURNMENT Materials provided to the Chula Vista Redevelopment Corporation related to any item on this agenda are available for public review in Redevelopment&Housing of 430 F Street,Chula Vista, CA,91910 during normal business hours. In compliance with the AMERICANS WITH DISABILITIES ACT The Chula Vista Redevelopment Corporation requests individuals who require special accommodations to access,attend,and/or participate in a CVRC meeting, activity, or service request such accommodation at least forty-eight hours in advance for meetings and five days for scheduled services and activities. Please contact the Community Development Department for specific information at (619) 691-5047, or Telecommunications Devices for the Deaf (TDD) at (619) 585-5655. California Relay Service is also available for the hearing impaired. Memorandum To: CVRC Board of Directors From: David Watson CC: Staff, City Attorney RE: Thoughts on Role/Structure of CVRC Date: July 28, 2011 The structure of the Chula Vista Redevelopment Corporation depends on the role preferred by the City Council. Certain tasks may require a corporate structure; others do not. This memorandum briefly summarizes the options I've considered. Other options may exist as well. I see our goal as trying to provide the best possible assistance to members of the City Council, who have ultimate policy making authority. As a result, I believe the CVRC structure should be selected to best facilitate that goal. 1. Non-Profit Corporation: An independent corporation is required if the City Council wants the CVRC to function as an independent entity. For instance, if CVRC was expected to independently oversee, operate and manage the City's redevelopment areas, CVRC should be a corporate entity. One example is found in San Diego, where the Redevelopment Agency has entered into a contract with the Centre City Development Corporation to manage and operate and handle most entitlements for the downtown redevelopment area. Only major items involving Development and Disposition Agreements,tax increment subsidies, or legislative matters go to the Agency for approval. CCDC has its own staff and legal status. In many respects, it's as if the San Diego Redevelopment Agency has hired an independent contractor to handle almost all redevelopment matters downtown. To my knowledge, our City Council has never expected CVRC to act in this "independent contractor" manner. 2. Redevelopment Advisory Committee: The CVRC membership is designed to include a variety of professionals with expertise to assist with facilitating rdevelopment. CVRC has had varying roles in the entitlement process and has advised the City Council on policy issues related to redevelopment. CVRC members also have encouraged and assisted with promoting investment in the redevelopment areas. CVRC's jurisdiction has been limited to only the redevelopment areas. If this is CVRC's continued role, there is no need for a corporate status. It could simply become an advisory committee of experts providing suggestions,recommendations, advice and assistance to the City Council on matters related to redevelopment. 3. Western Chula Vista Re-Investment Commission: Members of the CVRC may believe that more success could be achieved by looking at opportunities for re-investment and change in the entirety of western Chula Vista, without focusing only on the redevelopment areas. As a western regional commission, the CVRC could provide advice, recommendations, and assistance to the City Council based on the western area as a whole, rather than the smaller"strip" redevelopment areas. Members could offer suggestions on regulatory changes, plan updates, financing, design and other policy matters without being confined to only redevelopment issues or areas. In addition, members could provide assistance on potential re-investment in the greater western community. A cornrnission of experts looking at the entirety of western Chula Vista may provide more long-term assistance and recommendations than a scope limited only to redevelopment. In addition, a commission need not be part of the entitlement process for individual projects,but focus more on larger policy issues and recommendations. A western area commission would have more freedom to work on a variety of real estate policy, land use, finance, design, plarming and re-investment issues. Such a commission could focus on relationships of neighboring uses and different types of development, without worrying about redevelopment area jurisdiction. It is possible that the expertise of the CVRC membership would be more valuable in this role, instead of limited only to redevelopment areas. Regardless of which structure is preferred, as advisors to the City Council, the City Council should continue to select the membership. 2 a. dCentre City L L L c,g- Development L L. L L.9- L L L L I- Corporation Item 94 DATE ISSUED: March 18, 2011 ATTENTION: Chair and Members of the Ad Hoc Committee on Redevelopment Meeting of March 21,2011 SUBJECT: Benefits and Obstacles Related to Implementing Redevelopment Activities FROM: Jeff Graham,Vice President, Redevelopment Centre City Development Corporation ("Corporation")staff has been requested by the Ad hoc Redevelopment Committee of the San Diego City Council to provide a brief summary of concepts about the Corporation that staff believes has facilitated its success in downtown redevelopment and any challenges the current organizational structure presents. 1. Specific redevelopment-tools,"methods and organizational structural elements that have proved useful to the Corporation in successfully implementing downtown redevelopment. Planning,Authority: * A recently updated Community Plan,whose boundaries conform to those of the redevelopment project area that provides a clear direction for future economic and development growth, objectives and goals,transit opportunities and general land uses * Program Environmental Impact Report(EIR) o Ability to utilize Program EIR(s)for the redevelopment project area,which enables an expedited environmental review process consistent with CEQA, greatly reducing processing time and potential legal challenges while increasing predictability * Planned District Ordinance(PDO) o Ensure redevelopment projects meet zoning regulations from the early design eliminating costly delays and redesigns o Ability to expedite development review due to well-developed zoning regulations and the focus of planners on specific geographic areas * Proposed implementation of a fixed fee schedule for permit processing—provides certainty in cost,discourages abuse of staff resources, offsets administrative costs * Expedited review of Conditional Use Permits, Sidewalk Caf6 Permits, Offsite Liquor Sales Applications, and other reviews/approvals for small businesses 401 B Street, Suite 400 � San Diego, CA 92101-4298 I Phone 619-235-22000 9 Fax 619-236-9148 : www.cedc,coni Chair and Members of the Ad Hoe Committee.on Redevelopment Meeting of March 21, 2011 Page 2 The delegation of planning services to the Corporation has resulted in: • Better coordination and consistency between Redevelopment Plan and Community Plan goals,policies, and objectives • Ability to fund community plan updates and subsequent special planning studies • Better dialogue between redevelopment project managers and planners • Improved coordination of Redevelopment Agency of the City of San Diego("Agency") funding for the rehabilitation of appropriate buildings, through historic rehabilitation and faqade improvement programs,consistent with the goals of the Community Plan and consistent with zoning regulations • Better capital improvement budgeting and planning to meet joint objectives • Better coordination between planning and public works project managers on the design and implementation of public works projects, including parks and streetscape projects • Ability to have staff more fully participate with the community planning group(Centre City Advisory Committee)and other neighborhood groups, business improvement districts,etc. • Ability of staff liaisons with other government agencies to promote both redevelopment and community plan goals • Greatly improved coordination of design and financial partnering elements of affordable housing developments Site Acquisition Authority; « Authority to acquire properties and assemble future development opportunity sites allows staff to quickly react to changing market conditions and land acquisition opportunities • Polanco Redevelopment Act affords redevelopment agencies substantial discretion and authority in the process for the cleanup of contaminated sites. c Allows agencies to prepare environmental site assessments on potentially contaminated sites; and o Proceed to remediation of the site based on site assessment at the cost and expense of the property owner. o Provides opportunity to indemnify developers in accordance with approved remediation actions. Consultant Retention/Developer Attraction: • Ability to efficiently and equitably solicit and retain specialized consultants to assist staff with evaluation and implementation of various aspects of redevelopment projects • Authority to enter into contracts less than an established threshold amount with professional consultants, following proper public disclosure requirements • Ability to efficiently and equitably solicit and select highly qualified development partners for redevelopment of selected opportunity sites and affordable housing projects Chair and Members of the Ad Hoc Committee on Redevelopment Meeting of March 21,2011 Page 3 Public Works: * The delegation to the Corporation of Public Works functions has streamlined the design, bidding and installation of many public improvement elements downtown such as streetlights, sidewalks,traffic signals,pedestrian safety enhancements, and fire stations through staff's ability to work closely with redevelopment and planning staff * Public Works staff dedicated to the public improvements located within the redevelopment project area and not challenged with conflicting priorities * Cradle to grave project management by engineering professionals, allows for projects to stay with one project manager from inception to delivery; no interdepartmental handoffs means no lost time. * Access to planning and real estate professionals in the same office to coordinate public improvements in conjunction with public-private partnership transactions. Corporation Board of Directors: • Dedicated and engaged Board of Directors comprised of real estate, legal,design, economic development and business professionals provides expertise to the review of projects • Pre-Design, Board Committee and Corporation Board meetings provide many opportunities for the public to engage and speak about all projects prior to their approval and for the Board of Directors to vet all aspects of the project with staffprior to recommending the project's approval to the Agency Board Redevelopment/Public-Private Partnerships: * Skilled and knowledgeable staff that negotiate creative structures of public-private partnerships that provide the public benefit objectives of the community plan while providing the developer with an economically viable development opportunity * Develop and nurture reliable professional relationships with local,regional and national developers that create interest in the project area, a cooperative approach to public- private partnerships, and respect * Shared transaction guidelines across all three Agency organizations * Acquisition of strategic sites for future partnership opportunities that include public benefits such as public parking, parks, community/cultural space,neighborhood-serving retail,employment growth,job training,etc.. * Fagade Improvement Loans, Health and Human Service Loans, and Arts/Cultural Loan programs facilitate small business growth,expansion and improvements to social service providers and support arts/cultural organizations that attract visitors to project area Chair and Members of the Ad Hoc Committee on Redevelopment Meeting of March 21,2011 Page 4 Public Parking: To finance,develop and operate public parking structures,which provide an operating revenue stream for the creation of new future public parking, as needed to provide reasonably priced and available parking for workers,visitors and customers of downtown businesses Shared Agency legal counsel and Special Agency Counsel Effective Communications/Community Outreach Strategies: w Development and ongoing maintenance of www.ccdc.com and www.sandiegodownto.wn.org websites. The Corporation's website(www.ccdc.com contains a GIS mapping application and up-to-date project database. • Marketing activities—Write/design and produce published materials,downtown magazine, Living Guide, maps, information sheets and brochures,etc. • Media Relations—maintaining good relationships with media and responding to daily media inquiries • Downtown Information Center(DIC),staffed by volunteers, as a central location for prospective developers,residents and business owners to team about the project area and the benefits of living or conducting business downtown • A well-informed, dedicated and professional Community Planning Group(Centre City Advisory Committee) • Conduct Downtown Project Area Informational Bus Tours • Manage the Downtown Paradise in Progress construction/event management public outreach program • Regularly host Downtown SoundBites and Coffee with CCDC community forums • Coordinate economic developmentibusiness attraction and marketing efforts • Relationship with the Downtown San Diego Partnership (Downtown Business Association/PBID) • Manage community/business opportunities/economic outreach programs • Coordination and communication with neighborhood, community and business associations (San Diego Regional Chamber, BOMA, Downtown San Diego Partnership, CCAC, Gaslamp Quarter Association, Little Italy Association, East Village Association, etc.) 2. While the Corporation shares the same mission, set of legal requirements and transaction guidelines with the Agency and Southeastern Economic Development Corporation(SEDC), there are only a few areas in which the Corporation has had the opportunity to collaborate with its sister agencies in the past. Each agency's distinct geographic areas of responsibility and California Redevelopment Law prohibitions on tax increment funds being spent on Chair and Members of the Ad Hoe Committee on Redevelopment Meeting of March 21, 2011 Page 5 projects outside of the project area have presented few opportunities for the Corporation to partner. Collaboration with Agency. SEDC and San Diego Housing Commission�SDHQ: * Worked together with City Attorney's office on common procedures, such as CF-QA implementation * Affordable Housing Collaborative provides shared financial and staff resources to select and implement affordable housing projects that accomplish the Agency's common goals of affordable housing * Effectively partner on affordable housing projects located outside of downtown * Provided financial assistance with Barrio Logan Community Plan update * Share common property acquisition due diligence procedures and legal agreement templates 3. Corporation staff has experienced a productive working relationship among the Agency and SEDC and has identified only a few functions for possible centralization. Potential Areas of Improvement/Centralization: • Corporation,Agency and SEDC staff to collaborate on ideas for improving a specific project area's performance and share developer relationships • Coordination of planning/project entitlement functions with Development Services Department on ensuring consistency in development review processes • Coordination of planning/project entitlement functions with City Attorney's office on representation and dissemination of interpretations of Municipal Code • Possible efficiencies derived by centralizing accounting, human resource, information technology and some administrative functions o A separate Human Resources function from the City provides for an efficient operation in relation to staff attraction,retention and termination of employment. Respectfully submitted, Concurred by: tChief Financial a h# rank J � e e President, & Officer ,i Redevelopment EXecuecuti e Vice eir)-icde Attachment: A Centre City Development Corporation's Departmental Functions SAHaley'0XIDDATAUeffiAd Floc Redevelopment Committee Report 3 17 1 I.Docx ^ , ` ATTACHMENTA [ / CENTRE CITY DEVELOPMENT CORPORATION REDEVELOPMENT The Redevelopment department performs deal negotiation and project management functions related to cornplex redevelopment opportunities with the objective of eliminating blight,producing diversity in employment and housing,promoting ahealthy community rich inarts and culture,encouraging private investment,and stimulating tax revenue for the City. The department also performs all tasks related to advancing goals related to affordable housing to ensure housing availability for persons of all income levels, household sizes and needs. Redevelopment ^ Negotiate/coordinate the financial and legal documentation of public-private partnerships used to advance the objectives of redevelopment and economic development,secure public benefits and create catalyst projects o Such functions include issuing Request for Qualifications/Proposals for development opportunities and specialty consultants,managing the developer and consultant selection process,managing financial,legal and environmental consultants,evaluating developer financial pro formas,developing and processing for approval OPAs/DDAs/Rehabilitation Agreements, drafting and publication of staff reports and presentations,and reviewing and approving construction loan draw requests and consultant invoices ° Coordinate with other CCDC departments regarding project design, public improvements and inancing ° Negotiate/coordinate implementation agreements to OPAs/DDAs ° Oversee agreement implementation and enforcedeveloper obligations " Develop and process Redevelopment Plan amendments asnecessary m Monitor litigation ofRedevelopment Agency projects ^ Monitor and update Five-implementation Plan onschedule Affordable Housing ° Perform all tasks related to advancing goals related to affordable housing to ensure housing availability for persons of all income levels, household sizes and needs;set affordable housing priorities and annual goals • Oversee all aspects related to the construction and preservation of affordable housing including: o establishment ofguidelines and policies o site due diligence and acquisition o issu-,ance of Request for Qualifications/Proposals and managing the developer selection process o monitoring compliance with California CommunityRedevelopment Law Page 1of13 o develop policies and goals voaddress homelessness incooperation with the San Diego Housing Commission. Par-trier with other local agencies toassess homeless needs and produce quality housing with services for homeless and those at risk of becoming homeless o construction monitoring and approval of construction loan draws and consultant invoices o negotiation of deal terms and coordination of drafting of OPAs/DDAs/Reliabilitation Loan Agreements o validation ofdeveloper pro formas n oversight ofagreement implementation o research new state and federal funding programs and regulations o managing financial,legal and environmental consultants o drafting and publication ofstaff reports and presentations o creation of supportive housing and other homeless solutions and managing voucher programs o coordination with other CCDC departments regarding project design, public improvements and financing o production of affordable housing brochures and other educational materials ° Develop and implement a corn- prehensive homeless solution strategy in concert with other loccal agencies ~ Pursue all other available funding sources with which to leverage Agency funds ° Collaborate with other agencies and organizations including the Redevelopment Agency,SEDC, the San Diego Housing Commission,the California Redevelopment Association,and the Corporation for Supportive Housing and the San Diego Housing Federation to develop guidelines and policies topromote effective affordable housing programs ° Monitor the density bonus program ~ Monitor affordable unit production and compare with 5-Year Implementation Plan goals ° Ensure compliance with California Redevelopment Law and Fair Housing Laws * Collaborate with CCDC Planning Department on design issues for new downtown affordable housing projects Economic Development ° Coordinate the creation ofecnnnmicdevelopment policies/strategy and oversee their implementation in cooperation with the City and other economic development organizations ° Monitor policies and programsloreffectiveness ° Manage a fa�ade improvement program,including providing fagade improvement loans = Promote the arts and cultural organizations through creation of special districts,marketing, capital impmvementloans,studies and artist affordable housing ° Implement programs to create qua|ityjnbs ~ Create opportunities for job training and job fairs Page 2ofI3 , General ° Conduct community outreach and attend neighborhood and stakeholder meetings ° Conduct presentations to CCDC Board of Directors,Centre City Advisory Committee,Planning Commission,City Council,Redevelopment Agency,community groups and other stakeholde rs as requested u/when necessary ° Maintain positive working relationships with the Mayor's Office,City Council members,other local and state agencies, and professional organizations • Provide financial assistance to local nonprofits for capital improvement for recreation centers and community benefits ° Meet with other local and regional agencies to plan projects of city-wide or regional significancz = Respond tnmedia and Public Records Act inquiries • Monitor eI472routing ofDepartment items * Conduct market research,tmevaluate projects • Compile and maintain GIS data for redevelopment projects • Manage the Health and Human Services capital assistance funding loan program for social service providers ° Manage or assist the design and development of new public facilities such as fire stations arid parks through the design development phase ° Conduct site due diligence and property acquisition related to redevelopment initiatives. • NeOotiateyNOQs • Respond to redevelopment inquiries from the development community and general public = Brief Agency Board members and staff on upcoming items for Agency review and consideration PLANNING The Planning department performs projassional planning tasks emphasizing implernent@tion of the Downtown Community Plan,adopted in2OO6'for the City ofSan Diego. Long Range,.Planning Activities-administer land use planning responsibilities fbrtbeCity ofSan Diego in the Downtown Community Plan area * Perform updates tothe Downtown Community Plan(DCP) ° Perform updates tothe three downtown planned district ordinances ^ Conduct DCP implementation studies,such as plans for sustainability,parking,lighting,design guidelines,wayfinding and bicycle facilities,traffic study updates,among others * Conduct design studies for new public improvement projects ° Conduct studies for the implementation ofthe downtown parks system ° Conduct public park design studies including soliciting and administering design contracts for conceptual and construction design ° Develop and implement public art programs • Prepare grant applications for downtown projects Page3oflJ ^ Serve asliaisons toCentre City Advisory Committee(perform coordination and staffing for downtown's community planning group) and other business and residential community groups ° Serve asliaisons totransit and transportation agencies * Administer consultant contracts for above asapplicable Land Use Entitlement Activities-administer land use entitlement responsibilities fortheCity ofSan Diego inthe Downtown Community Plan area • Review and issue land development entitlement permits (dcvz|opmentpermits)for new developments,including public meetings and hearings before the CCAC,CCDC Board, Planning Commission,and City Council • Conduct design review activities for new development projects ° Review and issue discretionary land use entitlement permits(CUPs, NUPs,etc.for transitional housing, homeless facilities,nightclubs,alcohol sales,sidewalk cafes,etc.) ° Oversee and coordinate Neighborhood Code Compliance activities in downtown ° Provide public noticing requirements for public hearings ° Perform historical resource reviews inconjunction with City staff • Perform environmental review for development projects = Respond topublic inquiries about land use regulations indowntown ° Conduct plan check reviews for now construction projects ° Conduct inspections ofnew construction projects = Conduct application fee studies ° Administer consultant contracts for above asapplicable PUBLIC WORKS The Public Works department plans,directs,coordinates,supervises,and administers all professional engineering tasks lacilitating the implementation of the capital improvement projects contained within the approved Redevelopment Agency Budget. The staff oversees all aspects related tothe design, bidding,and construction of all public works projects. Currently,27 public works projects are either in design,out to bid,or under construction,with many more in the conceptual planning phase. Centre City Development Corporation(^Cnrporstion")staff answers questions from members ofthe public one daily basis regarding the maintenance of the public right-of-way within the downtown area. Consultant Selection and Management ° Manage the selection process for the Corporation's as needed Civil Engineering,Geotechnical Engineering, and Construction Inspection consultants in addition to project specific design consultants ° Negotiate scope of work and fee for the Corporation's as needed Civil Engineering,Geotechnical Engineering, and Construction Inspection consultants in addition to project specific design consultants * Administer the agreements for the Corporation's as needed Civil Engineering,Geotechnical Engineering,and Construction Inspection consultants in addition to project specific design Page 4ofl3 consultants(includes contract management,invoice review and approval,insurance requirements,changes hn scope) Planning " Identify potential public works projects for incorporation into the annual Agency capital improvement project budget ° Preliminary Engineering for potential and programmed public works projects including: o Ri.-ht-of-way n Environmental o Geotechnical p peonhting/5ntit|emcnts Coordination with other authorities having jurisdiction(City, County,Port,State, Federal) o Coordination of franchise utilities(SDG&E,Cox,AT&T,and other communications companies) o Cost Estimating Design Pkas � ° Assemble project delivery team * Manage all aspects of the preparation of plans,specifications and estimates suitable for public bidding tuthe contracting community • Coordinate projects with private developers and property owners = Supervise project schedules ° Conduct milestone reviews ofdesign deliverables including schedules,plans,specifications,and estimates ° Permitting-Process plans through the City of San Diego Development Services Department and other authorities having jurisdiction. Secure all necessary permits,easements,and agreements for project approval • Conduct plan check of all public and private development public improvement plans = Prepare reports and make presentations tothe Corporation Board Committees,Centre City Advisory Committee,Corporation and Agency,and other stakeholder organizations as necessary tosecure authorization totake the project tnbid ° Provide public updates nnproject status ateach phase ofproject delivery Bid Phase ° Assemble and approve construction documents for public bid ° Coordinate with City of San Diego Engineering&Capital Projects Department staff and Equal Opportunity Contracting Program toestablish subcontracting goals(3COPe,SLBE/EL8E, restricted competition)for each project ° Coordinate with City ofSan Diego Purchasing and Contracting Departmentfor bid opening date Page 5uf13 ° Advertise bid opportunities • Conduct Pn�8idmeeting ° Respond tobidder inquiries ° Attend bid opening ° Review bids and coordinate bid award Build Phase. � Conduct Pre-Construction meeting * Perform onsite observation/inspection ofthe work as|tprogresses * Complete daily inspection reports ° Monitor and prepare schedule updates ~ Participate inthe Paradise inProgress program ~ Monitor contractor compliance with contract requirements(|.e.State and/or Federal prevailing wage,storm water regulations,construction oodes/regu|atioos) ° Coordinate engineers and architects construction administration/observation duties ° Supervise the response toRequests for Information ° Negotiate, process and approve requests for change • Review,process,and approve requests for payment ° Coordinate with other public agencies and franchise utilities as necessary ° Prepare punch list ofdefective work ° Direct final walk through and acceptance nfwork ° Collect and archive record drawings(as builts),Operations and Maintenance Manuals,and warranties and other documents asmay benecessary ° File Notice ofComp|edon ACQUISITIONS, PROPERTY DISPOSITION, PROPERTY MANAGEMENT The Acquisitions and Property Management department oversees the property acquisition program including consultants specializing in hazardous material identification and rernediation,appraisal services,relocation services, and title&escrow services in support of the in plementation ol the Redevelopment Plan and more specific goals related to affordable housing strategy. ACQUISITIONS ° Order Preliminary Tit|eReports * Issue RFPs for-Appraisals ° Draft acquisition offers • Manage the property negotiation process with property owners and tenants ° yWanaaethe relocation process(businesses and residential) • Work with acquisition legal counsel on acquisition and relocation issues ° Issue RFPs for Phase | or||Environmental Site Assessments Page Gof1S ~ Work with environmental legal counsel nnenvironmental contamination issues * Manage the acquisition closing process through anescrow and title company PROPERTY DISPOSITION * Order the disposition closing list from legal counsel • Coordinate conference call(s)with legal counsel,CCDC's project manager,developer and developer's legal coun`eitodiscuss the closing list tasks ° Work with CCDC's project manager to insure all tasks on the closing list are completed • Cootinate Agency signatures including outside legal counsel,Deputy City Attorney and the Redevelopment Agency Deputy Executive Director ° Coordinate with the escrow and title company tninsure all tasks are completed prior toClose of escrow ° Coordinate with CCDC's Finance Department on the disbursement of funds,if required ° Coordinate with CCDC's project manager on the establishment of project files and the closing file upon completion of the property disposition PROPERTY MANAGEMENT ° Negotiate and prepare Business Rental Agreements for Agency tenants on Agency owned property " Supervise CCD[consultants tnmaintain Agency owned property (tasks include security, maintenance and ifnecessary,repairs) ° Along with [[DC's Finance Department,'insure that rents are collected and rent schedules are uptodate Finance &Accounting The Finance and Accounting department performs various accounting and financial functions pertaining to the Redevelopment Agency,the Centre City Development Corporation ('Corporation"),and the Horton Plaza Theatre Foundation('HPTF")and oversees the Corporation's contract management. • Maintain complete separate set of books for the Corporation utilizing the MAS 90 program ~ Pmoesscash receipts ° Prepare bank deposits ° Track account receivables " Process purchase orders = Review and process invoices for payment " ProcesspaynoU/VV2s ° Reror6]ouma!entries and edjust/ouma|entries ° Prepare monthly financial statements Page 7of13 " Prepare and file both the Corporate&Horton Plaza Theater Foundation(aseparate nonprofit which oversees the Lyceum Theater) annual federal and state tax returns ° Prepare and file quarterly tax returns • Prepare the Corporate&HPTFannual finanda|audit ° Encumber funds forAgency obligations • Monitor actual expenditures toestablished budgets • Process debt service payments for18bond issues w Process trustee payments for 18bond issues • Manage the selection process for underwriter,fiscal consultant, and coordinate with redevelopment division,City Attorney,and the City's financial mana8ernentfor bond counsel services and disclosure counsel services ~ Manage the selection process ° File annual continue disclosure statements for 18bond issues ° Process issuance ofnew bonds ° Oversee and direct investment oftax exempt bond proceeds • Prepare calculations and payments toTaxing Entities for lax Sharing payments = Prepare cash flows and financial projections ° Prepare annual budget for the Centre City arid Horton Plaza project areas,the Corporation administrative budget,the Horton Plaza Theater Foundation and two Agency-owned parking facilities ° Review developer pmformas ° Assist indeveloper negotiations • Review Affordable Housing loan draws and process forpayment • Annually review outstanding notes receivable(55notes) for compliance with terms nfthe note onprior completed projects " Monitor lease and rental agreements for Agency owned sites ° Manage two Agency-owned public parking garages ° Prepare and analyze EEO numbers for annual Equal Opportunity Contracting report • Prepare annual reports for filing with state(State controllers report,Annual report, HCD report) ° Support staff for the Downtown Parking Management Group ° Establish various policies and procedures regarding governance, purchasing, contracting and fiscal Contracting ° Assist inthe preparation nfpublic works bid packages ° Assist in the preparation of and monitor Request for Proposals and 'Request for Qualifications • Attend and partioipatcinprc'pmposa|/per'6idand pre-construction meetings ° Manage the contract and procurement process and ensure compliance with policies ° Prepare contract disclosure reports for the Board and Audit Committee • Draft and process contracts for consultants Page 8n713 ^ w Monitor Federal&State prevailing wages for awarded public works projects = Assist inthe preparation of the Equal Opportunity Contracting report ° Establish policies and procedures neladngtncontracting activities HUMAN RESOURCES The Human Resources department is responsible for all personnel and compliance related functions. * Provide guidance,counsel and policy interpretation on complex human resource issues for all employees within the Corporation * Anticipate needs in the area of succession planning,executive development,employee satisfaction and other structural issues ° manage compliance oversight in all areas as well as development and implementation of policies, procedures and guidelines related to personnel,ethics,and general corporation operations ° Mentor and coach managers with hiring decisions,employee relations'issues,and personal objectives ° Assist/work closely with the Controller on policies, procedures and guidelines related to finance department functions ° Serve as Corporation's liaison with the City Clerks office for Statement of Economic Interests (Form 700)filings for both Board members and employees and other ethics-related issues ° Administer employee insurance programs,including health,dental,vision,COBRA,long term disability, life insurance, flexible spending accounts,voluntary insurance, employee assistance program and worker's compensation * Manage and administer all retirement plans with plan consultants and p/ov\de/s ° manage and administer all leave ofabsence and disability ~ Manage the recruitment process, including outreach,advertisement, interviews,reference checks'offer letters and new hire assistance * Develop and conduct new hire orientations and exit interviews ~ Manage the termination process ° Manage the employee performance review process and all personnel disciplinary actions with supervisors/managers ~ Initiate,prepare and analyze compensation programs and issues,Conduct classification analyses ofemployees'compensation structure ssrequested ° Ppepareand maintain job classifications and descriptions ° Maintain personnel records,conforming to legal requirements ° Review,approve and process all personnel-related status changes ° Audit,sem)-moothlypayroll and provide guidance nnall wage&hour issues ° Organize monthly all-staff meetings • Develop and administer staff professional development and training programs ° Coordinate and participate|nstaff team building and social events INFORMATION TECHNOLOGY The Information Technology Department plans, implements and maintains technology in a way that is sound, innovative and positively impacts Centre City Development Corporation("Corporation"), Page 9of13 ° /U|end-userdcs | psupportfnraInOnode,star topology network * Network administration providing 99%system uptimes and industry standard performances ^ ActiveD|rectory("AD,)adminlst,ationprovidssnetmurkand0esecurity. AD"Group" administration allows for email distribution lists and efficient security management * Virtual Private Networks("VPN")enable secure remote network access utilizing Secure Socket Layer("SS|")technology for ease ofuse ° VMWare administration manages multiple"virtual"servers on one physical machine. This technology and administration is an efficient and cost effective way to maintain multiple servers providing superior performance tothe end-user w Cisco Call Manager administration for Vo|Ptelephone system w Cisco Unity administration for Voice Mail("VM")provides industry preferred VIVI access aind flexibility ° Firewall management secures the internal network preventing attacks and unwanted network access ° Routing/Switching administration for multiple Virtual Local Area Networks("VLANs") for efficient data traffic and heightened security management. ° Remote Desktop Connection management utilizing"tbin'c|icm"technology allows for remote desktop access with minimal network overhead ^ Administration nfthe Microsoft Exchange Server and Clients supporting all email functions ° Internal Geographic Information System ("GIS")Enterprise system (See detailed list below) ° External,pub}icaUyfacing GIS system(CCDC.com) ° Dynamic Host Configuration Protocol("DHCP")management for efficient IP address leasing arid security ° Domain Name System ("DNS")administration for internal and external domain translations ° Roaming Profiles administration allows users to authenticate on any computer while maintaining their personalized desktop and settings ° Management of the Disaster Recovery solutions consists Of Written procedures,VMWare Snapshot recovery,onand offsite tape backups and redundant servers ° Audio and Video(Board Room,Conference Rooms and DIC)systems management w MailChimp support,training and administration for Email marketing campaigns = CCDC.[omContent 64anagemcnt System("[WiS")support,training and administration is support ofweb updates, The CMS tool isaGraphical User Interface (°GU|=)that allows non-IT users the capability of making website content changes/updates efficiently and easily • Microsoft SQL Servers administration for multiple databases. This includes databases supporting GIS,Accounting, Planning,Public Works and Redevelopment ° Regulatory com'pliance ensures proper protocol'is followed at all times and that all systems meet orexceed industry standards ° Software/Hardware Licensing management toensure proper compliance ~ Maintenance Contracts administration provides periodic service, product support and hardware rep|acement ° Software/Hardware procurement for all network and end-user needs, The|Tdepartment requests bids,evaluates submittals,installs and maintains all software and hardware needs for thc[orporation 41 Prepares the ITBudget to ensure adequate funds are available to support the end-users and network systems Page 1Oof13 , ° BlackBerry Server/Client administration for all BlackBerry users allows secure data transmission ofemail and information ° The Information Technologydepartmentpmvdesen6-usertraining|nthefonnofomntinued education of Microsoft and business related applications,computer navigation and best practices ° Creating and maintaining proprietary databases and Graphical User Interface("GUl")solutions forthe following departments:Accounting,Planning,Human Resources,Redevelopment and Public Works ° Antivirus Server/Client administration in order to maintain a high level of network and computer uptime,performance and security " Assist with Public Records Act(^PRA^) requests byconducting ema||searches, archive and data availability ° Microsoft SharePoInt administration in support of media archival and retrieval solution GIS • Basemap creation and data maintenance for web portal,CCDC.Com and ad hoc maps: o Street maps o Aerials o Parcels/Property ownership(0uartedy) management • Building footprint management o Land Use data management o Annutations—S,reetLandUse,Landmarksetc o Environmental data layers basamaps—Faults,Airport Overlays, Flood plains o C[DCProject Area basemap • Maintain data and basemaps for interactive map on CCDC.COM:Map Services and data • Project data management for CCDC,Com and annual marketing project brochures ° Parkingmetervvcbpnrta|maintenance—ton|sandreports ° Parking Meter utilization maps and data updates for Downtown Parking Management Group ("DPk4G")meetings ° New Tech meter GIS data and implementation toweb portal ° Plat map document management and implementation inGIS database ° Land Use parcel data update and maintenance for land use query tool ° As-built and approved plans document update and management tool = Encroachment and maintenance agreements document management ° CCDCAgreement GIS database—DDA/OPAdata layers ° Maintain affordable housing data • Health and Human Service Sites Layer management ° Historical Sites data management ° St,eetscapemanual map and data management ° Park data management ° Daily GIS web portal maintenance—Apply fixes to application, updates codes,create new tools and reports peruser requests ° Daily GIS Database maintenance—Bockup,compress databases,update table statistics,rebuild indexes, roaintuinuser login and permio7ons ~ Mailing List tool for internal use—to automate and streamline project mailing notification Page Ilm|I3 ° Along with CCDC's Finance Department,insure that rents are collected and rent schedules are uptodate MARKETING & COMMUNICATIONS The Marketing&Comm unicadonsdepartment performs numerous daily and long-term tasks relative to theko|!nvvingareas: pub|icrc|ations'communhYoutreacb'medianelation,,vvehsitemanagement speaker's bureau program events and public meetings,economic development initiatives,graphic design,printed publications/collateral materials and public bus tours. * Manage all CCDC public, media and community relations programs and activities ° Manage all CCDC marketing efforts promoting/highlighting downtown San Diego's attributes as an ideal location for business and residential grow' ° Respond to daily media inquires/serve as primary corporate spokesperson(s)on key issues/activities(media interviews and as guest speakers at topical events') * Develop and maintain positive relationships with all local media (print,TV, radio,web) ° Public Speaking-Serve as liaison to key downtown community organizations,neighborhood associations, business groups and constituent groups and city council members/staff regarding pro 4e�sand redevelopment topics ° xxanaAeongoing community relations/speakers bureau program with nvmerouscitywide groups and organizations ° Write,edit,design,and produce all[CD[printed and web-based collateral materials (magazines, brochures,information sheets,marketing materials,web content) * Websites:C[DCzomand sand icgodovvntownorO—Update,manage and design all elements and info,mabonon corporation's two websites. ° Coordinatc/respond to all Requests for Public Records or general public iniormation requests ° Manage day-to-day operations of Sheila R.Hardin Downtown Information Center(DIC)in Horton Plaza—hours ufoperation—Monday-Friday'8-5 p.m. ° Conduct public bus tours—First Saturday ofthe month at 10 a.m.andnoon from DIC or as reserved ° Coordinate all DIC community Outreach programs(community events, public meetings, "Coffee with CCD[,"Soundbitesspeaker series,city visits,etc.) ^ Manage C[DCvolunteer program (3D+volunteers) ° Coordinate/facilitate logistics for all CCDC special events(groundbreakings,grand.openings and pub|idcommunitymeetings) = Speech write for board,senior staff and development of public presentations ° Manage CCDC advertising program- Economic Development and Downtown Awareness ° Economic Development Efforts Collaborate with Re6eve|opmentdivision,Downtown San Diego Partnership, EDC,City Economic Development Division,etc,This includes meetings with prospective businesses,commercial brokers,creation of marketing materials,advertising and incentive programs,incubators,etc, ° Manage outside consultant contracts • Manage"Paradise in Progress" Downtown construction/event management community outreach program and consultant team, l2'Agencypartnership led byC[D[. Page IIof1] ' ° Coordinate/manage all logistics for CCDC Annual San Diego Multicultural Festival(avg.20,000 attendees) ° Attend and speak aTcommunity meetings ° Staff booths/info tables otcommunity events and festivals ° Make public presentations onbehalf ofthe corporation ° Education Task Force'Fod|Rotetaskforcemeedogpandmarkcting ofdowntown educational opportunities expansion efforts and school expansion efforts * Equa|Opportunity—OverseecomprohensiweEqoa|Opportunitynutreachprogrampmmnting CCDC business opportunities to minority,women-owned and disadvantaged businesses ° Complete Equal Opportunity Annual Report ° Host"Subs for Subs"Annual Subcontractor Outreach Program Event 400 Attendees ° Support and implement all special events and community meetings ° Conduct research for reports and publications ° Manage CCDC historical/conternporary downtown and project specific photo files ~ Respond tophoto requests Page I9nfl] CITY OF CHULA VISTA Western Chula Vista Revitalization l�►larcet�a►nd�t�cns De,,e� ��lr� PrOduCt ntrodUCklOnlnto"Nvn �1cISt�[ItNla, et. Lr�Clf Tools UmftedZ64,d0f0iii60nAtftt�raty ladC1C of Predictability Lack of an Overall,Strategy;: 1 r r r M,of Ch 1 V slu OR rj y �uf �i �u7r •,• sablrshe&Susiness azlcmunyt < taula Yat Ghb of Cnm er cas /r r; ,' Turd Aerer►ue�rllage�1atd ,, /' �H �a�fif�cScawrAsscd:�o� aNa�rs,r ';; otrt wv t C is ass ncCati66 Ncw'�hvar+e�tcir�rkc'Ohs.+.�cwcia�3an r / Gross` s 2 rwi��i'�r frrl� i i +C1��a[a tif��t�� Re ut�trta �r�ld Brtc�h �utlur+ cm car CHULA VISTA Western Chula Vista Revitalization A New Strategy- The Centennial Neighborhoods Partnership , �,u 1�i4k'��j�ivh�l Thie erterrnl ,ticrri ,ids " ; Pai trsh pmerston s`: ' x: :Inripr6ve,P iblk l'rLisk= n' StretigtFter� 0ur Neigl b rla a s air. Urtry /Improve Cor,rr�ercial Mixed CFse A rens";'` iv:-Encourage +Qtiality,Development i ✓��f l� W /r it /mac 'fir r , i � ✓✓ i� r i � iir 1 iii ; b a G c..........it.�n�isre� i% IP- i r ' .a...a»w.,.. �� cc�cc�p�c+ se �`1.cfwllar�giil+ ruE yis 5#�itegK� Mr�tc►r P�k�l�c��'strrac#�er�i, ,� �ttrrn+edtaise Y�ita 4ir:�r�,cawal � 'a'"' � °��`v t f I ;ilfiAw �' f 4 rr + t� r � a � ►p �rc►aci�, 1� l 3 t' 141CNC� r �f�l g't e:1'1ing,,, * Re�nvestm nfi in iigle airiiljr ieio 'rh777-777 ocu s %> Sbitabi e H rixraes 6�ur Familiest Tn a n9aiowaindout all iIRS tieigitborftood Ct esign Guid+etires 707 * Remodeling Guidetines ,..t Expe dited Permit istane� "Jaw " Loan Progra!t for,Acrquisition and,,,, Expansion 5 r r r/ 74f�Rb6d;ltAA( DSAQIftePh�k Fe Ifi1S i/��'/�r�, (Code�nfi� ne�s'�fi�"!c�l � �ri��c 1No � � 1 All mu' aEP /i�r lil0�o 9 � i i 777� i, ^��'C£'"Cf'il'^NftiLl,�1#1a4t'�iC��"51�GlL+"5r r✓��+;lj /llf i���,�/�r�r��%/J l//r✓lJ��✓�r �ri Vii,.i, / %�,i�/��//�/i��%f�� +*' ate enri�ltte��ve:i�ee�s 5ch�cuats �r, �y% ✓/ rG / �Il7lif'k����� /yr/i✓ � r�%r r a �r r �� / / ✓ r �i rj ` r rra r' a r r r 31 SCS �9t11munity ar�cllttfrastrtictur ` / Comptlete Patrlcs Master Pian ;'/�►d�ajxt'IMestern Transpc�rtat�or , / Devi!op Fee Fun+dr�g fir Infrastructure�eficrts/ 6 �yV'v I ' iiia "V�� ,���v#���#If�`4.�■a■�f■�[�rf yf.l�� �; 19se eI�IC�c�S fin. y.y„,; #y�r},,,, Cretin th'e'"MaC�Ce' ,(Dt3nl CI'1al8+E'” w n'" NORTMVEST jFy "0d �w/�jr7�✓fNydi� I °'y � treef C�rrtnect'�►n ;; Deif6lop,Plan/Toots tci Ac�orr►rrtr�ilate %" Increased Derrelprnent —New,Residences/`*Feet on the Street -"tale�wr�xgh pa'��n�Icxbrs P� Thud A enue `p • ImOroved Streetscap�e %;, improved Facades * Tastefftai'/ Effective Signage` Small Susirtess Support 7 /r Papa���/p+� � /r r �� �� rJ/7� � r /l�✓ //� r r rrr r��/ r r / / �fl✓r�/r l�ri/ l4 �;� ��/fir/�i'r ���r/l%i%✓� '�r r� �jl�/%l,�rl /�i�� �f/r r/ii'i„ �r �Cc►rnwtr �►evelaer ,:; + e lra6i o6vilcmr r +er�t Parr is i I' 8ra�r�da fc Mlear�ngf�al p ubC�c Tput and , �,, �aearter C►,�arelcrper P�r�dre!k�fxrl�y r Schedule with p#greed llpan TaYgiet L3a�e,,�'�ott�nl�tsen'ts� g vdi�'? ti e 1rG�/i�4r"'Iki �= ,'Z%n;�;, ,fir�y�i$. �+�,;,, p ■;�i a�■;�+e%,o,i�"",, (���yyq�� .j, ■ «y y , WHO ii a i .E1 �aut witt' ars Agtireed 1 ►±c►n C1�aei"a11 Stit�te9f1(r;�:ui ��a� rtners fl�a'�` f ���I�e Ce�xtrennial„ W+��� All l'�►�i�►�e Fc�r �rd'a�-`the ," lltt ihr;aiit st+ r '+Ch� s„ fy ;FvCu� groom t NOR71nV ST 9 Implementation Plan ® DRAFT Based on notes from 8/25 meeting 1. Improve Public Trust a. Be Present b. Correct misinformation c. Meet with key community groups i. Open lines of communication ii. Ask what redevelopment means to each of these groups iii. How can CVRC be a valuable resource? iv. Goal is to define 2-3 key implementation steps v. Talk about potential programs to help improve Western Chula Vista d. Business and Community organizations identified-create a list of recognized groups that will be regularly informed of CVRC activities/decisions (see below) 2. Strengthen Neighborhoods a. Coordinate City's improvement efforts 1. Make a list-Graffiti,Residential Pilot Program,BIG,Utility boxes b. Strategic minor infrastructure improvements c. Benchmark results (measurable) d. Create guidelines for design and redesign-neighborhood commercial and residential e. Existing homes makeover i. Loan program (like 203K for FHA) 3. Grow/Improve Commercial/Mixed-use areas a. Develop an Implementation plan for Western Chula Vista b. ULI Study-national or local? c. Identify strategic opportunities-assume Bayfront develops according to plan i. Third Avenue ii. Broadway iii. E Street iv. Main Street v. H Street 4. Encourage Quality Communities a. Plan ahead-identify funding sources b. Input early in process c. This is the result of 1,2,3 d. Provide public forum for developers to hear from community e. Encourage early public input List of community groups: • South County Economic Development Council • Chamber of Commerce • Northwest Civic Association • Southwest Civic Association • Chula Vista Civic Association • Third Avenue Village Association • Crossroads II • Others?