HomeMy WebLinkAboutAgenda Packet 1997/04/10
i
HI declare under penalty of perjury that' am
employed by the City of Ghu,,, Vista in the
Office of the City Clerk and that I posted
Thursday, April 10, 1997 this Agenda/Notice on the BullÐtin Board at Council Conference Room
5:30 p.m. the Public er ices Building and at City Hall qn Administration Building
DATED,¡.J, SIGNED ~~'
Snecial Meetinl! rksession of the City hula City Council
CALL TO ORDER
I. ROLL CALL: Councilmembers Moot _, Padilla _, Rindone _' Salas _' and
Mayor Horton _.
BUSINESS
2. TOWN CENTRE I History of Redevelopment in Town Centre I; Current Status of Development;
Current Projects; Issues for Council/Staff. (Director of Community
Development)
ORAL COMMUNICATIONS
This is an opportunity for the general public to address the City Council on any subject mailer within the
Council'sjurisdiction that is not an item on this agenda for public discussion. (State law, however, generally
prohibits the City Council from taking action on any issues not included on the posted agenda.) If you wish to
address the Council on such a subject, please complete the "Request to Speak Under Oral Communications
Fontl" and submit it to the City Clerk prior to the meeting. Those who wish to speak, please give your name and
address for record purposes and follow up action.
ADJOURNMENT
The Special MeetinglWorksession will adjourn to the regular City Council meeting on April 15, 1997 at 6:00 p.m.
in the City Council Chambers.
Notice is hereby given that the Mayor of the City of Chula Visrn has called and will convene a Special
MeetinglWorksession of the City Council on Thursday, April 10, 1997 at 5:30 p.m. in the Council Conference
Room, Administration Building, 276 Fourth A venue, Chula Visrn, California.
Shirley Horton, Mayor
* * * COMPLIANCE WITH AMERICANS WITH DISABILITIES ACT * * *
The City of Chula Vista, in complying with the Americans with Disabilities Act (ADA). request individuals who
require special accommodations to access, attend, and/or participate in a City 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 City Clerk for specific information at (619) 691-5041 or Telecommunications Devices
for the Deaf (TDD) (619) 585-5655. California Relay Service is also availahle IÚ the hearing impaired.
TOWN CENTRE I WORKSHOP AGENDA
Thursday, April 10, 1997 Council Conference Room
5:30 P.M. City Hall
I. HISTORY OF DOWNTOWN REDEVELOPMENT
A. INTRODUCTION
1. Overview of Town Centre 1 Redevelopment Project Area
2. Downtown Business Association
a. History of Business Improvement District (BID)
b. Status of Main Street type committees
c. Status of promotional events
3. Parking District
4. Lighting and Landscaping Assessment District
II. CURRENT PROJECTS
A. Current Redevelopment Activities
1. Cox Communication building
2. KFC remodeling
3. Huddle Restaurant
4. Fancy Cup of Tea
5. EI Primero Hotel
6. Marketing Brochure for Town Centre I
7. Council information item re: night-time street lighting
B. Major Project Opportunities
1. Leader Building and Adjacent parcels
2. N/E corner AlvaradolThird Avenue (SUHSD Site)
3. S/E corner E StreeUThird Avenue (UNICAL Site)
4. NW corner H StreetlThird Avenue
C. Current Staff Action Items
1. Target Marketing/New Business Recruitment to continue Downtown specialty niche
strategy
2. Strengthen night-time activity land use component (I.e. upper- end restaurants, nightclub,
etc.)
3. Develop loan program for construction activity and business start-up and expansion
4. Demonstration project: upgrade alley side of building adjacent to public parking lot
5. Investigate potential grant funds for area use
6. Establish entryways into Downtown
7. Dangerous and vacant building inspection fee concept
III. ISSUES FOR REDEVELOPMENT AGENCY/STAFF
A. IMAGE
B. GOALS
C. PRIORITIES
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LIST OF ATTACHMENTS
Attachment A - Brief History of Town Centre I Redevelopment
Attachment B - Downtown Related Committees and Organizations
,...,
Attachment C - Downtown Business Association 1997
Attachment D - Staff Comments on 1993 Downtown Market Study Summary
Attachment E - Summary of Dowtown Market Study
Attachment F - Five Year Implementation Plan
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BRIEF HISTORY OF TOWN CENTRE I REDEVELOPMENT
The Town Centre I Redevelopment Project Area was established in 1976 to revitalize the
Chula Vista Downtown and to restore it as the City's commercial core. The Project Area
entails approximately 138 acres of mostly commercial property located along Third Avenue
between "E" and "I" Streets and extends to various widths east and west of the Third Avenue
spine. (See attached map.)
The Town Centre was merged financially with the Bayfront Redevelopment Project Area in
1979 for the economic health and stability of the Projects. Tax increment and bond issue
revenue are the main source of financing for the Town Centre I.
In addition to the Redevelopment Agency and City's staff, there are public and quasi-public
committees and districts involved in the Downtown redevelopment effort. A list of these
groups with descriptions of their individual roles is attached.
Since the inception of the Town Centre I Project, over an estimated $100 million of combined
private and public development dollars have been invested within the Town Centre I project
Area and have contributed toward the area's economic growth and physical improvement.
Major development projects that have been completed in the Town Centre I since its inception
include:
· The Park Plaza located at the southwest corner of Third Avenue and F Street
consisting of commercial and residential development including a retail commercial
center, a six-plex theater, three freestanding restaurants (Fuddruckers, Red Lobster,
Marie Callendar's), a freestanding office building, a residential apartment building and
condominium complex, and a 700 space public parking garage.
· The South County Complex which currently houses Municipal and Superior courts and
associated County offices that serve the South Bay.
· The Sharp Rees-Stealy medical building located on the east side of Third Avenue
across from the South County Complex.
· The Park Square II retail commercial and office building on the west side of Third
Avenue, south of Parkway.
· The Adma commercial/residential mixed use project located on the northwest corner
of "F" Street and Garrett Avenue.
· Third Avenue public street, sidewalk, lighting, and landscape improvements.
· Creation of new and redevelopment of older public parking lots.
· Renovation of Memorial Park and the Memorial Bowl and
· Construction of Norman Park Senior Center
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· In addition to these major undertakings, over fifty small to medium remodeling and new
construction projects have been completed throughout the Project Area.
A comprehensive reassessment of the Town Centre I Project Area was authorized in January
1991. This study was designed to provide a comparative analysis of the Project from
inception to 1993 and to enable the Agency to determine actions necessary to successfully
improve the status of the Project. The first phase of the reassessment consisted of a survey
and data collection and the second and third phases included evaluation and
recommendations. A summary of the consultant's conclusions is attached.
In 1995, in accordance with the AS 1290 legislation, a five year implementation plan was
prepared for all redevelopment project areas, including the Town Centre. This plan was
adopted by the Redevelopment Agency and contains policy, goals and proposed actions to
successfully implement the Town Centre I Redevelopment Plan (copy attached).
H:\HOME\COMMDEV\BUCHAN\TCHIST [April 3, 1997 3:22pm]
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DOWNTOWN RELATED COMMITTEES AND ORGANIZATIONS
Citv Council - The Council is the governing body of the City of Chula Vista and possesses
various legislative and executive powers City-wide. Within the Town Centre I Redevelopment
Project Area the City Council generally has authority and takes actions regarding public rights-
of-way and health, safety and welfare issues. The Council also acts as the Parking Authority
and makes decisions, after considering recommendations from Parking Place Commission,
regarding all parking issues within the Parking District.
Redevelopment Aaencv - The Redevelopment Agency is a legal entity established by the
Community Redevelopment Law and approved by the City Council. Members of the Agency
are appointed by the City Council. In the case of the City of Chula Vista, members of the City
Council serve as the Redevelopment Agency. The Agency has jurisdiction over all of the
Redevelopment Project areas established within the City of Chula Vista. The Redevelopment
Agency makes decisions necessary to effectively implement the Project Area's Redevelopment
Plan (i.e., acquisition, economic development, new construction, reconstruction).
Town Centre Proiect Area Committee - The Project Area Committee has been an advisory
committee to the Agency since 1975. The Project Area Committee (TC-PAC) serves to advise
the Agency on the status of the redevelopment plan and the project area and also makes
recommendations on proposed land uses in the Town Centre to ensure compliance with
designated or permitted land uses. In this latter capacity the PAC performs much like the
Planning Commission which reviews land use issues in the redevelopment areas. On projects
of major scale the PAC will serve in advisory capacity to the Agency recommending approval
or denial.
Parkina Place Commission - In August of 1988, the Redevelopment Agency and the City
Council adopted a resolution merging the City's Parking Place Commission and the Town
Centre Project Area Committee. With this action, the City Council provided the Town Centre
Project Area Committee with the authority to make recommendations on parking issues within
the Redevelopment Project Area and the Parking District.
Desian Review Committee - The City of Chula Vista Design Review Committee is responsible
for the review of site plan and architectural design for all development and redevelopment
projects within the redevelopment project boundaries. The Committee is advisory to the
Redevelopment Agency and makes recommendations on the adequacy of the design plans
relative to the Town Centre for the design manual for the Town Centre area.
Downtown Business Association - The Downtown Business Association is involved in the
promotion of the downtown area through the Business Improvement District established in
1971 under the Parking and Business Improvement Area Law of 1965. The Downtown
Business Association's Primary responsibility is to organize advertising campaigns and
promotional events with the purpose of bringing customers to the downtown area.
Chamber of Commerce - The Chula Vista Chamber performs a highly active and motivating
role in the City of Chula Vista's overall business community. The Chamber's adopted task is
the promotion of the interests of the business community in City Hall and Sacramento. It is
also involved in providing information to various groups and individuals on aspects related to
the City's economy, demographics and business environment.
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Liahtina and Landscapina Maintenance District - This district was established by the City
Council in June 1980 under the Lighting and Landscaping Law of 1972. The district was
formed to provide funding and maintenance for landscaping and public amenities installed by
the Redevelopment Agency along Third Avenue between E Street and G Street. An
assessment is charged to all the property owners within the district to provide funding for
district budget. A meeting with the property owners and a public hearing is held each year
to review the budget.
H:\HOME\COMMDEV\BUCHAN\TCORGS (April 2, 1997 11:35am]
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DOWNTOWN BUSINESS ASSOCIATION 1997
The Downtown Business Association consists of about 350 merchants and business people. They
currently operate with a thirteen member Board of Directors and a part-time Town Manager.
The Redevelopment Agency funded a full-time Town Manager for 3 years; but, beginning in
July of 1996, the DBA has funded a part-time Town Manager to undertake administrative tasks,
help organize promotional events, and assist with advertising. Four organizational committees
styled after the "California Main Street Program" have been formed by Board Members to
further the Associations business and professional efforts.
"Organization Committee: Diverse groups working together effectively in a business district:
lenders, government, merchants, property owners, the chamber of commerce, civic and
professional groups and individual citizens. "
Currently the Organizational Committee is working to: 1) improve communications and
relationship between the DBA and Chamber of Commerce, (Board attendance at Chamber
functions, DBA and Chamber mixers), 2) increase communications among Association members
(Newsletter, Mixers, membership meetings on important topics) , and 3) improved
communications and relationship with City Council Members and staff.
"Promotions Committee: Advertising and promoting the business district as an exciting
community stage, a meeting and gathering place filled with activity, lively stores and quality
service, that meet the needs of residents. "
"Design Committee: ElÙlancing the visual quality of the district by using the basic design
elements in the existing environment: buildings, signs, window displays, landscaping, physical
elements and space for people; capitalizing on the area's historic buildings and human-scale
commercial architecture as unique assets. "
At the present time, the Promotions Committee and Design Committee have combined
membership to work toward their goals. Projects currently in progress include: 1) development
of a merchant coupon program to be marketed at the weekly farmer's market, 2) development
of a block-captain communications system, 3) elÙlance current exterior clean-up efforts with a
"clean-up Downtown" campaign, 4) development of a decorative tree lighting program, and 5)
investigation into Downtown entryway elÙlancement to work with the existing banner program.
The design committee also conducts the Halloween and Christmas window decoration contests
and reviews plans for the exterior improvement of the Downtown (i.e. banners, new
construction) .
"Economic Restructuring Committee: Diversifying and revitalizing the business district's
economy: improving the retail/service mix by expanding existing businesses and recruiting new
ones, converting vacant space into new use and improving the competitiveness of the existing
merchants. "
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The Economic Restructuring Committee is currently working with City staff on the development
of a loan program (commercial construction, business start-up and expansion) for the Downtown
area and investigating target marketing and new business recruitment opportunities.
Major Promotional Events
The DBA currently conducts a weekly Fanners' Market from 3 to 6 p.m. every Thursday on
Center Street at Third Avenue. The success of the Market is reported to be high. The Board
is investigating new ways to capitalize on the number of people that the market attracts to the
Downtown area.
In addition, The DBA has committees for major promotional events such as the Taste of
Downtown and the annual Yule Parade which have been very successful activities. Recently,
two committees (consisting of DBA Members, City staff, and other interested parties) were
fonned to develop the Chula Vista Third A venue Lemon Festival and an International Film
Festival in Downtown area.
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STAFF COMMENTS ON 1993 DOWNTOWN MARKET STUDY SUMMARY
The essence of the revitalization strategy for the downtown recommended by the consultant
, is based on the "California Main Street Program". This approach recognizes that the
downtown area, once the center of Chula Vista's retail and commercial activity, now has
intense retail competition from newer, more convenient, and better located shopping centers.
It suggests niche marketing as a method to further differentiate the downtown area from
other commercial areas. While it is not recommended that the City pursue the State's
competitive "demonstration city" program it is recommended that the four basic elements
outlined in the Main Street approach be followed. They are: 1) Organization; 2) Promotion;
3) Design; and 4) Economic Restructuring be followed.
The Downtown Business Association, through its Board of Directors and Town Manager,
could play the leading role in organizing the "Main Street" approach. While it is recognized
that the City's Community Development Department may take an active role in the funding
of many of the programs outlined in this summary, it is important to have active participation
from the DBA and local businesses in the implementation of the programs outlined in the
strategy.
In the consultant's opinion, the downtown area needs to be advertised and promoted as a
unified area, similar to a professionally managed regional or community shopping center. Key
downtown area attributes which should be promoted include: 1) the downtown as the "Center
of the City"; 2) the downtown as the emotional "Heart" of the City; 3) the downtown as a
very safe and clean "family" shopping area; 4) the traditional role of the downtown as a
meeting and socializing place; 5) the downtown as a "personal service" district; 6) the
downtown's wide array of shops and services; and 7) the downtown's pedestrian friendly
design.
The City's existing efforts to establish programs and procedures which coordinate and
streamline the designipermitting process appear to be adequately instituted. However,
comments from the business owners downtown indicate their general lack of knowledge
about the City's programs and a need for additional education or improved communication.
Economic restructuring is an important element of the recommended strategy, and can be
broken down into the following four smaller objectives to assist in its implementation:
1) Recruiting new stares & services which will balance the retail/service mix.
This could include additional eating establishments, specialty retail stores to complement the
existing specialty retail orientation, specialty food stores, a community-oriented variety or
small hardware store, and specialty apparel. In addition to retail tenants, additional targeted
service business recruitment is recommended to continue and further strengthen the balance
mix of retail and services in the area.
2) Putting vacant space back into productive use.
Since vacancy is a visible sign of distress, direct action is needed immediately to change the
appearance of vacant buildings and suites to minimize their impression on City residents,
downtown businesses and visitors. Building owners should be held accountable for
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maintaining a presentable exterior appearance and high level of cleanliness, regardless of
vacancy. Window coverings or white paint might be used to provide a more clean and orderly
appearance. A DBA or Community Development sign might be placed in vacant suites to let
prospective tenants know that occupancy assistance is available from a coordinated group of
business owners and City agencies. More specific leasing suggestions are provided in the
body of the report.
3) Improving the quality and availability of public services.
Provision of public services is one area where the City has already provided extensive support.
However, security and cleanliness are two areas where shoppers and businesses feel there
is room for improvement downtown. Parking issues also require review. Although parking
availability is no longer a primary concern downtown, public parking disbursement remains
somewhat uneven and additional parking lots (some already proposed) will further improve the
shopping convenience downtown.
4) Providing assistance to businesses and property owners enabling them to improve and
maintain their properties.
In close coordination with a functioning DBA, it is recommended that the City continue to
assist existing business owners to improve and maintain their properties. Further, it is
recommended that the City reinstate a facadelsignage program and help property owners
obtain public financing for DBA recommended "special economic development" building
improvements.
The body of the report presents a more detailed discussion of the issues presented in this
summary as well as specific recommendations in terms of each of the objectives outlined
above.
H:\HOME\COMMDEv\BUCHAN\TCSTAAT (Aprit 2, 1997 2;32pm)
02-11
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ATTACHMENT E
SUMMARY OF DOWNTOWN MARKET STUDY
City of Chula Vista
. .
July 8, 1993
Williams-Kuebelbeck & Associates, Inc.
Real Estate Economic, Financial and Management Consultants
9 Corporate Park, Suite 250
Irvine, California 92714
(714) 474-1606 Telephone
(714) 474-1971 Fax
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Table 11-1
COMMERCIAL TENANT MIX SUMMARY
RETAIL & SERVICES
DOWNTOWNCHULA VISTA
-
Tenants
.
LAND USE # Percent .
SPECIALTY RETAIL 80· 25% -
Earing & Drinking Places 24 7%
Apparel 11 3%
Other Specialty Retail 45 14%
OTHER RETAIL 23 7%
Building Materials 3 1% '-
General Merchandise 2 1%
Food Stores 7 2%
Automoúve 0 0%
Home Furnishings 11 3%
Total Retail 103 32%
SERVICES
Communicaúon & Transportation 11 3%
Finance, Insurance & Real Estate 40 12%
Personal Services 53 16%
Business Services 14 4%
Movies & Amusement 7 2%
Health Services 43 13%
Legal Services 16 5%
Educaúon & Social Services 8 2%
Membership Organizations 10 3%
Eng., Acct., Re~., Mgmt. & related 15 5%
All Other Services 6 2%
Total Services 223 68%
TOTAL RETAIL & SERVICES 326 100%
Source: City of Chula Vista, Community Development Department;
WilIiams-Kuebelbeck & Associates, Inc.
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Exhibit 11-2
COMMERCIAL TENANT MIX - RETAIL & SERVICES
DOWNTOWN CHULA VISTA
,
Health Services Eating &
(13%) Drinking (7%) Apparel (3%)
Member Org. Other Specialty
(3%)
Legal Services Retail (14%)
(5%)
Other Services
(2%)
Business Bldg. Mat. &
Services (4%) Home Furn. (4%)
Entertainment
(2%) Food Stores &
Eng., Acct. & Gen. Mdse. (3%)
Mgmt.¿g:rb. &
Transp. Ser. Finance,
(3%) Insurance & Real
Estate (12%)
Personal Educ. & Social
Services (16%) Ser. (2%)
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Table II-S
NEW DEVELOPMENT POTENTIAL
DOWNTOWN CHULA VISTA
Potential Bldg. Sq. Ft.
Existing Density Higher Density
# Parcel Number Lot S.F. Lot Acreage 0.65 FAR [1] .85 FAR [2]
1 568-043-06 3.125 SF 0.07 Ac.
Contiguous: 3,125 SF 0.07 Ac. 2,031 SF 2;656 SF
2. 568-044-19 5.750 SF 0.13 Ac.
Contiguous: 5,750 SF 0.13 Ac. 3,738 SF 4,888 SF
3 568-071-01 9$76 SF 0.23 Ac.
Contiguous: 9,876 SF 0.23 Ac. 6,419 SF 8,395 SF
4 568-420-14 58,546 SF 1.34 Ac.
5 568-420-31 8,100 SF 0.19 Ac.
6 568-420-15 16,305 SF 0.37 Ac. '.
7 568-511-20 8,422 SF 0.19 Ac.
8 568-511-19 8,422 SF 0.19 Ac.
9 568-511-18 8.422 SF 0.19 Ac.
Contiguous: 108,217 SF 2.48 Ac. 70,341 SF 91,984 SF
10 568-450-41 4,829 SF 0.11 Ac.
11 568-450-42 3,951 SF 0.09 Ac.
12 568-450-45 3.691 SF 0.08 Ac.
Contiguous: 12,471 SF 0.29 Ac. 5,612 SF 10,600 SF
Total: 139,439 SF 3.20 Ac. 88,141 SF 118,523 SF
Exis~ing Downtown SF 1,229,248 SF 28.22 Ac.
Future Development as a % of Existing SF 7.2% 9.6%
[IJ Represents averagl! existing FAR of commercitzl tkvelopment for subarea one in the L?owntown.
[2] Higher densiJy allowable within Town Centre II according to Town Centre II Design Manual
High-rise oJT~e and mixed-use projects usually luzie FAR's 0/3.0 or greater.
Source: City ofChuIa Vista; Williams-K~belbeck & Associates, Inc.
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SHOPPER SURVEY FINDINGS
FOR DOWNTOWN CHQLA VISTA
1). NEITHER THE DOWNTOWN OR CHULA VISTA CENTER
IS AITRACTING MEXICAN NATIONAL SHOPPERS AS
STRONGLY AS PLAZA BONITA.
2). THE MOST PREFERRED SHOPPING DAYS ARE SATURDAY
AND SUNDAY FOLLOWED BY MONDAY THROUGH THURSDAY.
3). , WOMEN PREFER TO SHOP DURING THE WEEK,
WHILE MEN PREFER SHOPPING ON THE WEEKEND.
4). NEARLY 40% OF ALL SHOPPERS SHOP ONCE A WEEK OR MORE
BETWEEN 5:00PM AND 9:00PM.
5). THE TOP RECOMMENDATION FOR IMPROVING THE DOWNTOWN'Š' .
STORES AND RESTAURANTS IS "MORE V ARIETY/MORE SELECTION".
6). NO CLEAR CENTRAL THEME PREFERENCE IS EVIDENT.
7). THE MOST IMPORT ANT SHOPPING CHARACTERISTICS ARE:
1) CLEANLINESS; 2) VALUE; 3) SECURITY & SAFETY; 4) STORE
VARIETY; AND 5) PARKING.
8). THE DOWNTOWN'S GREATEST AITRIBUTES ARE:
1) CONVENIENCE; 2) MERCHANDISE; AND 3) AMBIENCE..
SHOPPER FINDINGS,va 01-/7
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BUSINESS SURVEY FINDINGS
FOR DOWNTOWN CHULA VIST A
1). OWNER-OPERATED BUSINESS ACCOUNT FOR 82% OF
DOWNTOWN'S BUSINESSES.
2). 58% OF THE MERCHANTS HAVE BEEN IN BUSINESS
TEN OR MORE YEARS, AND 81 % HAVE NO PLANS TO RELOCATE.
3). THERE IS STRONG SUPPORT (77%) FOR RENOVATION
'OR BEAUTIFICATION EFFORTS.
4). A SURPRISING 30% OF MERCHANTS SHOP DOWNTOWN
LESS THAN ONCE EVERY TWO MONTHS.
5). THE TOP RECOMMENDATION FOR IMPROVING THE DOWNTOWN'S. .
STORES AND RESTAURANTS IS "MORE V ARIETYIMORE SELECTION".
6). NO CLEAR CENTRAL THEME PREFERENCE IS EVIDENT.
7). MERCHANTS FEEL SHOPPERS CARE MOST ABOUT:
1) SAFETY; 2) CLEANLINESS; 3) VARIETY; AND 4) VALUE.
8). THE GREATEST CONCERNS OF MERCHANTS ARE:
1) HOMELESS PEOPLE; 2) PHYSICAL BUILDING APPEARANCES;
AND 3) PARKING METERS.
9). , THE TWO MOST FREQUENT SUGGESTIONS FOR IMPROVING
THE DOWNTOWN ARE: 1) MARKETING AND PROMOTIONAL
EFFORTS; AND 2) PARKING SOLUTIONS.
SHOPPER FINDINGS,va 02-19
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ATTACHMENT F
TOWN CENTRE I REDEVELOPMENT PROJECT AREA
FIVE YEAR IMPLEMENTATION PLAN
of -~.'" /
ATTACHMENT F
FIVE YEAR IMPLEMENTATION PLAN
(Health & Safety Code Section 33490)
TOWN CENTRE I REDEVELOPMENT PROJECT AREA
I. INTRODUCTION AND BACKGROUND
A. Introduction
The Five year Implementation Plan for the Town Centre Redevelopment Project is adopted to
meet the requirements of Section 33490 of the Health and Safety Code. The plan is a flexible
policy document and not a limitation on the Agency activities in this project area over the
coming five years.
B. Background
The redevelopment project area was formed in 1976 in order to eliminate conditions of blight
which were impacting ·the economic and physical viability of the area. The Town Centre
Redevelopment Project Area encompasses 138.54 acres and is Chula Vista's historic
downtown. Third Avenue is the Project Area's central spine. E Street bounds the site in the
north and I Street is the Project's southern boundary. The east-west boundaries vary,
extending to Fourth Avenue at its farthest point west and to Del Mar Avenue at its farthest
point east.
The Town Centre is urbanized and developed with a mixture of public and private land uses
including the San Diego South County Superior and Municipal Court Complex, Norman Park
Senior Center, and Memorial Park as well as a variety of commercial offices, retail and service
commercial uses, and residential units.
The Redevelopment Plan has a duration of 25 years, until July 2001. (It is anticipated that,
in 1995, the City Council will consider a Redevelopment Plan Amendment to extend the
Project by 15 years to the year 2016.) Financial limitations have been established for the
project area as follows: The aggregate amount of tax revenues which may be divided and
allocated to the Redevelopment Plan for the Town Centre I Redevelopment Project shall be
limited to the amount which would be required in any fiscal year to pay the principal and
interest coming due in such fiscal year on loans, advances or indebtedness issued by the
Agency in the aggregate principal amount of Twenty Million Dollars ($20,000,000.00), the
total actual amount of which principal and interest is $84,000,000.00 (Ordinance No. 2585).
For the purpose of clarification, the $20,000,000 amount represents the maximum total
principal and interest indebtedness that can be outstanding at anyone time. Further, the
$84,000,000 amount represents the total tax increment that can be collected, but its use is
not limited to debt service on bonded indebtedness; those funds can be used for such other
costs as reasonable operating expenses and affordable housing set-aside obligations.
The implementation plan is intended to be a flexible policy document to guide Agency
activities over the next five years (1995 through 1999), and is not intended to represent a
limitation on Agency activities. The programs/projects included in the Implementation Plan
are those priority programs anticipated to be implemented during the next five years, however,
they are not all of the programs/projects necessary to eliminate blight in the project area.
02-.;J..C¡
~ ___~I
Town Centre I Redevelopment Project Area
Five Year Implementation Plan Page 2
The Town Centre Redevelopment Project Area boundaries are described on the attached map
(Exhibit A).
II. Bliqhtinq Conditions
A. Pre-Plan Conditions
The Redevelopment Plan identifies the following blighting conditions in the project area;
1. The under-utilization and mixed character of la~d in and adjacent to the project area;
2. The prevalence of small lots which are inadequate for large scale development and
restrict the expansion of existing and compatible uses;
3. The design limitations in the basic layout and platting, the clutter of utility lines and
signs, and an inadequate traffic circulation system;
4. The obsolescence, structural inadequacy, lack of architectural unity, and deterioration
of buildings within the area;
5. The general decline and shifting nature of commercial activity within the area;
6. The inadequate governmental revenue generation (property and sales tax). and an
increasing need for public services within the area;
B. Pr?gress in Eliminating Blighting Conditions
Since the adoption of the Redevelopment Plan in 1976, the Redevelopment Agency has
worked to eliminate certain of these conditions thtough the following efforts:
. Since the inception of the Town Centre I Project, over $100 million of combined private
and public development dollars have been invested within the Town Centre I Ptoject
Area and have contributed toward the area's economic growth and physical
improvement.
. The Redevelopment Agency has participated in the following major new development
projects that have been completed in the Town Centre 1 area over the past fifteen years.
(Participation includes certificates of participation, acquisition and consolidation of
properties, financial assistance, expeditious development plan processing etc.):
· The Park Plaza consisting of 59,000 sq. ft. commercial center, 98 residential
condominiums and 94 rental apartments, a six-plex movie theater, three
freestanding restaurants, and a freestanding office building.
· The South County Administration Center which houses Municipal and Superior
courts and associated county offices that serve the South Bay.
· Sharp Rees-Stealy medical building.
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. "'\ - -4 ""I-
Town Centre I Redevelopment Project Area
Five Year Implementation Plan Page 3
· The Park Square II and the Adma commercial/residential mixed use projects.
· Third Avenue public street and sidewalk improvements including landscaping and
associated amenities.
· Development of new and redevelopment of older public parking lots.
· A 700 space public parking structure in the Park Plaza.
· The renovation of Memorial Park and the construction of the Norman Park Senior
Center.
· Preparation of the 1993 Downtown Market Study to analyze the economic
potential of the Town Centre Redevelopment Project.
· Various small to medium remodeling and new construction projects completed by
the private sector throughout the project area.
· Acquisition of 2.4 acres of property at Third Avenue and Alvarado Street and .5
acres of property at H Street and Third Avenue.
C. Existing Blighting Conditions
Despite the Redevelopment Agency's efforts, certain blighting conditions remain as listed
below:
· Obsolete and substandard commercial buildings located within the project area.
· Inadequate public parking facilities.
· Undersized waterlines in areas transitioning from low density residential to commercial
use.
· Small parcel/dysfunctional lot configuration with multi-ownerships hindering
consolidation for effective development.
· Commercial rental and lease rates an average of 20% to 25% below Citywide rates.
· The average commercial parcel is assessed at a ratio of 35% land to 65% improvements
demonstrating a somewhat underdeveloped commercial density.
III. SPECIFIC GOAL AND OBJECTIVES FOR THE PROJECT AREA
To further eliminate blighting conditions described above, the following goal and objectives
have been established in the Redevelopment Plan:
02- Øl. '*
.. _ _..L_=__~ ---_.__..~
Town Centre I Redevelopment Project Area
Five Year Implementation Plan Page 4
A. Goal
The goal of the Town Centre Redevelopment Project is to revitalize the Town Centre
area as the commercial-civic focus of the City.
B. Objectives
1. Eliminate blighting influences, including incompatible and noxious land uses, obsolete
structures and inadequate parking fàcilities.
2. Eliminate environmental deficiencies including, a-mong others, small and irregular lot and
block subdivisions, several poorly planned streets, and economic and social deficiencies.
3. The strengthening of the mercantile posture of Town Centre and the improvement of
retail trade therein.
4. The renewal of Town Centre's physical plant and the improvement of its land use
patterns and spatial relationships.
5. The retention and expansion of viable land uses, commercial enterprises, and public
facilities within the area.
6. The attraction of capital and new business enterprises to the core area.
7. The comprehensive beautification of the area, including its buildings, open space,
streetscape, and street furniture.
8. The encouragement of multi-family, middle-income residential units in and near the core
area.
9. The possible accommodation of future local and regional mass transit and related
facilities; improvement of off-street parking areas and provision for a mini-transit intra-
project system.
10. The establishment of Town Centre as the South Bày's principal center for specialty
goods and services.
11. The establishment of design standards to assure desirable site design and environmental
quality.
12. The reorientation of the people of Chula Vista to their core area, and the resultant
promotion of a sense of "towness" (towness is a unique feeling spawned by an
emotional relationship between people and their city. This feeling is founded upon a
sense of belonging. When the people feel that they belong to their city and that their
city belongs to them, a state of towness exists).
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3 fV
Town Centre I Redevelopment Project Area
Five Year Implementation Plan Page 5
IV. PROGRAMS. PROJECTS AND EXPENDITURES PROPOSED FOR THE NEXT FIVE YEARS
Major programs proposed over the next five years and estimated total expenditures are
described below.
Specific projects may be listed under each program. These serve as examples of projects
which may be undertaken by the. Agency. However, other projects which meet the program
requirements may also be pursued. The .costs described are based upon anticipated tax
increment cash flow over the next five years net of debt service and administrative costs.
1. Redevelopment of Third/Alvarado Site
Focus on the redevelopment of 2.4 acres of Redevelopment Agency owned property
located at the northeast corner of Third Avenue and Alvarado Street.
The Agency purchased several small lots which were underdeveloped with limited
mixed uses. These lots are currently vacant and have been consolidated to form a
larger parcel which is available for higher intensity commercial development. This
action is anticipated to create employment opportunities in the Downtown, to
provide a major customer base for vicinity merchants and service providers, and to
increase property tax revenues and to create a catalyst in upgrading local
rental/lease rates.
Staff and consultant costs are estimated at $88,000 over the next five years. An
additional amount may be necessary to participate in public infrastructure
improvements, studies, and environmental review (estimated $125,000.00).
2. Vicinity of H Street/Third Avenue.
Consolidation of small parcels and coordination of the redevelopment of under-
utilized properties in the vicinity of the South County Municipal and Superior Court
Complex.
The Agency currently owns approximately .5 acres (4 small lots) of property located
at the north west corner of Third A venue and H Street. It is anticipated that these
parcels will be consolidated and cleared for redevelopment with higher intensity land
use or uses. In addition, adjacent commercial property owners will be encouraged
to participate in the Agency's project and upgrade their property's.
There are several small parcels that are located along Third Avenue in the vicinity
of H Street that are developed with residential units and have been converted to
commercial offices. Redevelopment of these units will be encouraged.
Staff time and consultant costs over the next 5 years are estimated at $138,000.
3. Downtown Business Association/Promotions/and Marketing
Agency staff will continue to guide and assist the local merchant's association,
(Downtown Business Association) DBA, in implementing the Main Street Program
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.Town Centre I Redevelopment Project Area
Five Year Implementation Plan Page 6
concept of managing the commercial downtown area to strengthen and support the
economic viability of the Chula Vista Downtown. The Downtown Business
Association will endeavor to develop and coordinate major promotional events to
attract local residents, to establish an expanded customer base by drawing
residents from the subregion, and to recruit viable new businesses to strengthen the
Downtown's business climate.
The Downtown Business Association organizes and administers promotional events
, and implements strategies to increase and maintain a healthy customer base, and
develops relationships among the business owners. Agency staff will work with the
Downtown Business Association for the mutual benefit of the Town Centre
redevelopment effort.
Staff time, consultants fees and promotional assistance for the next 5 years is
estimated at $152,000.
4. Capital Improvements
Identification, plan development, and implementation of capital improvements where
public facilities, including utility services, are undersized for areas transitioning to
more intensive land use development.
Currently, a 4" waterline located in Landis Avenue north of F Street is inadequate
to provide fire service to future commercial development. It is anticipated that the
4" waterline will need to be replaced with an 8" waterline to accommodate the
area's transition from residential to commercial uses.
Staff costs and the construction of the Landis Avenue waterline is estimated at
$225,000.
5. Public Parking Facilities
Upgrade substandard public parking lots by adding and improving night lighting and
installing landscaping to create a safe and inviting environment for Downtown
patrons. Additional land may be needed to be acquired to create adequate public
parking facilities for the Project Area.
The Downtown Parking District is located within the Town Centre Redevelopment
Project Area. Currently, the District includes approximately 1000 public parking
spaces. About half of those spaces are located within public parking lots. Several
of the existing parking lots (lots 1,3.4,5,6 and 7) are older and have limited lighting
and landscaping. It is anticipated that several of the lots will be upgraded within the
next five years to improve the business environment of the Downtown commercial
area. The cost will most likely be shared by the Parking District and In-lieu Parking
funds with assistance or loans from the Redevelopment Agency.
Staff time and cost of upgrading parking lots within the next 5 years is estimated
at $713,000. .:l.-,¿c¡
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.._--~~--
Town Centre I Redevelopment Project Area
Five Year Implementation Plan Page 7
6. Joint Public/Private Programs
Development of programs such as: 1) demonstration exterior renovaûon project, 2)
Downtown banner project, 3) commercial rehabilitation loan program, 4) encourage
the redevelopment of properties such as those located at the corners of E Street!
Third Avenue and substandard structures at various locations throughout the project
area, and other similar type of ptojects that will have joint public and private
participation which will benefit the Project Area both physically and ecqnomically.
Costs for these types of activities would vary depending on the extent of the effort
and degree of Agency participation.
.~
Staff and consultant cost at this time is estimated to be $100.000 with additional
costs for project implementation.
V. HOW GOAL. OBJECTIVES. PROGRAMS AND EXPENDITURES WILL ELIMINATE BLIGHT
The impact that goals, objectives. programs and expenditures will have toward the alleviation
of blighting influences as cited in the Redevelopment Plan is described below. The impact of
programs is also summarized on the attached matrix (Exhibit B).
A. Goal and Objectives
The goal and objectives, were specifically developed to alleviate conditions of physical
economic blight which impede development in the Project Area.
The goal established for the Project Area (in the Redevelopment Plan) specifically calls for the
revitalization of the project area and the objectives reference the use of the redevelopment
process to eliminate and mitigate all aspects of blight. The objectives address blighting
conditions impeding the development of properties in the Project Area include incompatible
land uses, inadequate parking facilities, and the elimination of environmental deficiencies. In
. additiol1, the objectives identify the need to strengthen the mercantile posture of the Town
Centre and to reorient the residents to their historic town center as well as to attract new
business.
B. Programs and Expenditures
The Redevelopment of the Third Avenue/Alvarado site and expenditures implement the goal
of the project by eliminating environmental deficiencies such as small and underdeveloped lots
and eliminating obsolete structures and providing the revitalization of underdeveloped
property.
The program expenditures related to the vicinity of H Streetrrhird Avenue will target the
elimination of blight, such as obsolete structures and small and limited parcels. Aesthetic
improvements will further the comprehensive beatification effort and revitalization of the
properties will benefit the economic health of the project area.
The Agency's liaison with the Downtown Business Association and staff guidance will
continue to promote economic improvement within the Project Area through attraction and
02 - .3A
,J. .;'.. <r
Town Centre I Redevelopment Project Area
Five Year Implementation Plan Page 8
retention of viable businesses. The Agency's support of the DBA and town management
activities will assist in strengthening the mercantile posture of the Downtown and will further
the establishment of the Downtown as a principal center for specialty goods and services
which will increase the areas economic viability and increase its potential to generate property
and sales tax.
Expenditures planned for capital improvements and parking. lot upgrades will eliminate obsolete
utilities and inadequate parking facilities. These infrastructure improvements also will work
toward the retention and expansion of viable land uses within the Town Centre.
Joint public and private programs will encourage the beautification of the Project Area and will
create an improved business climate which will attract new business and will encourage
residents to revisit their downtown.
VI. EXPLANATION OF HOW THE GOALS. OBJECTIVES. PROJECTS AND EXPENDITURES
WILL IMPLEMENT PROJECT HOUSING REQUIREMENTS
A. Goals and Objectives
California's Community Redevelopment Law requires that not less than 20% of all tax
increment generated by the Project shall be used for the purpose of increasing or improving
the community's supply of very low, low and moderate income housing. The law tequires
that at least 15 % of all new or rehabilitated dwelling units developed with housing assistance
by entities other than the Agency in a Redevelopment Project Area be affordable to low and
moderate income households, of which 40% must be for, and occupied by, very low income
households. Additionally, affordable dwelling units shall remain affordable for the longest
feasible time (usually 55 years) but no less than the period of land use controls established
in the Project Plan (currently 25 years, but anticipated to be amended to 40 years).
B. Projects and Expenditures to be Made During the Next Five Years
1. Annual housing production goals have been established City-wide. See City-wide
Housing Goals attached as Exhibit C.
2. Estimated number of low/moderate income housing units to be destroyed in Years 1-5:
There are over 500 residential units located within the Town Centre Project Area.
Approximately 25% of the housing stock includes single family detached dwellings and
75% includes multi-family, apartments and townhouses. For the most part, the single
family detached dwellings are of older stock and sit on small lots. Many are currently
co-mingled with commercial uses and a number have been converted into commercial
structures.
The Redevelopment Agency has no plan at this time which would involve the
displacement of any residential unit. But, since the Redevelopment Plan allows the
conversion of residential units to commercial use, there is the potential for the
02-..31
J 9111
_~____n_~._. ---~---_._-
Town Centre I Redevelopment Project Area
Five Year Implementation Plan Page 9
displacement of low/moderate income families by virtue of the nature of the
redevelopment process and the implementation of the Project' goals and objectives
through private or public action.
3. Replacement Housing Site
Replacement of any displaced residential units through the use of the 20% housing set-
aside funds from the Project Area will be in accordance with the Citywide housing policy
which is described in Exhibit C.
4. Low/Moderate Housing Fund Expenditure Program
The Town Centre,Redevelopment Project Area sets aside 20% of the Project Area's tax
increment for the Agency's Low/Moderate Income Housing fund. Estimated deposits
and expenditures are included in the Agency's Housing Plan (see Exhibit C).
5. A315 Housing Production Plan
See Exhibit C.
6. Low/Moderate.lncome Housing Production Results
See Exhibit C
VII. CONCLUSION
Adoption of the Implementation Plan shall not constitute approval of any specific program,
project or expenditure and does not change the need to obtain any required approval of a
specific program,. project or expenditure from the Agency or Community. The projects
described in the Implementation Plan are examples of undertakings which will meet the goals
and objectives of the Redevelopment Project. Other projects which meet program
requirements may also be pursued by the Agency.
This is the initial Implementation Plan for the Town Centre Redevelopment Project. This plan
will be reviewed by the Agency at least once within the five-year term of the Plan. The
review including a noticed public hearing, will take place no earlier than two years and no later
than three years after adoption of this initial Implementation Plan.
The Agency will hold a requisite public hearing and adopt a new Implementation Plan every
five years from the date of adoption of this initial plan.
The Implementation Plan may be amended by the Agency at any time following a noticed
public hearing.
[BBIC:IWP51 IPLANSITCI-PLAN .TXTI 02 - 3 ;)..
/-
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Chnla Vista Chamber of Commerce NOT scANNED
Third Avenue
The property owners haue lit tie trouble renting their spaces, and
the spaces on Third RLlenue command a high rent. To the operators on
Third RLlenue, many of whom haLle been successful in their businesses
for 30 years or more and across multiple generations, Third Ruenue is
a success.
Based on the success stories that are heard ouer and ouer again
at California League of Cities Conferences, there are three quick and
ineHpensiLle things needed to assist Third RLlenue.
1. Parking Meter Enforcement-traditionally parking meters haue been
the merchant's friend. The meters create the opportunity for parking
turn ouer. The reason for parking meter enforcement is to encourage
that turn oller. HoweLler, Chula Uista is too zealous in enforcing
parking meter regulations. I spent last Saturday morning on Third
Ruenue. Rt 9:00 R.M. a parking enforcement officer stood by a car for
what seemed like 15 minutes waiting for the meter to eHpire, and
there was only one car parked on the whole block. The ticket was
written ahead of eHpiration and attached to the windshield within 5
seconds of the meter eHpiring. Here are two possible solutions for this
major league ill-will creator.
a) ßemoLle the meters altogether.
b) Use the courtesy tickets like La Mesa does (sample
attached)
2. Parking Lots: In most cities, which are held up as success stories in
downtown reLlitallzation, parking signage is a key. We need better
sign age for parking. Rlso we need sign age that is color leeyed and
large lilee Long Beach which indicated free parking, short term
eHpensiue and long term ineHpenslue parking. In addition, we need
euery store on Third Ruenue to haue a brochure that shows the
parleing lots and the costs.
3. By definition anything 50 years old or older is historic. Petaluma, a
city that does not begin to compare to Chula Uista, has a "Walleing
Tour of Old Petaluma." The concept is that eLlery building on Third
Ruenue, and some beyond Third RLlenue, would be photographed;
euery architectural style would be identified; and each building's
history (who built it, when, for what) along with anything famous or
. - --- ,,-----
infamous that took place there would be documented. Small plaques
(ineHpensiue like the new ones in the gas lamp district) would be
installed, and a brochures would be prepared. The brochures could
include other points of history. EHamples might be Western Salt, the
1910 Insect Breeding Facility just restored in Chula Uista by the
County, Uictorian Homes and etc.
In summation the Chamber will support establishing a lIision
statement. In the mean time action with regard to parking
enforcement and parking signage is urged. The identification of
historic Third Auenue buildings along with the dellelopment of an
historic drilling and walking tour, complete with brochures, needs to
be pursued.
m .._..___,_
-- -.--..-.- -----"'------_.~. ._-----._----~-_._.----
-
LM 11491
CITY OF LA MESA
COURTESY CITATION
DATE OF VIOLATION TIME STATE
VEHICLE LICENSE NO. MAKE
LOCATION OF VIOLATION CODe
CITING OFFICER BADGE NO.
Thank you for visiting La Mesa
...and for doing business in our downtown
parking district. Today you exceeded the
parking time limit. There is no fine this
time, but please take care to watch your
parking limits in the future. We welcome
your continued patronage and thank you
for visiting La Mesa.
1)«te7. PVN.- -¿ i/L-3 íJ~ rO)f~ (5e(-^-~~.)~Ò~~¡t)
2~ \ ~I'I... V J~' ¡t--v<A-' ---. ..--..
" APR - 9 !997 !
Desaiption of 1997 "Community Tune" Program. .
Offered by Pacific Bell Diredo1y C..._____ .....__..__. .
Sm'lU communities (less than 50,000 in population) or business districts in
larger metropolitan areas c:an avail themselves of the opportunity to be
assessed by economic development consultant Kent Burnes in a one-day
program, followed by a written report that includes all his comments and
suggestions.
Burnes, president of Burnes Consulting, has assisted communities of all sizes,
as well as more than 4O¡OOO s¡r¡¡ill businesseS' throughout North America,
during the past 15 years.
,
,
The assessment c:overs such topics as: the community's greatest assets and
Jiabilities; what programs c:ould be used to best benefit the business
community; whether the local chamber of commerce, downto~n association,
main street program or econonûc: development department is in need of
some critical or constructive advice concerning new projects or work plans;
and where the community's redevelopment department can optimize its
dollars with local businesses.
The day-long program includes;
-Tour of the community or business distrIct
-Business leader round table/interviews
-Professional orgarû2.ation round table/interviews
- Public agency interviews
In addition, Burnes will present an evening workshop for area small
" businesses, preceded by a reception in which he will meet and talk with
workshop attendees. Workshop topics range from how to compete with J
national discounters to developing pricing strategies, implementing an
effective customer service program, enhancing image and visual
merchandising techniques, improving net profit, and planning a cost-
effective advertising campaign.
The cost of the program is $3,000, with Pacific Bell Directory matching the
conununity's investment of $1,500. In addition, the community will
c:ontribute $250 towards transportation and lodging for Burnes, with Pacific
Ben Direc:tory picking up the remainder.
"Kent Burnes has worked to tune our community on a number of different
occasions. His knowledge is incredible. Our businesses and city leaders are
impressed with his ability to work so fast. I can see why he is in the national
, spotlight!'
<.
Lani Lott, Director, Grass Valley Downtown Association
2'd ^~OLJ~Ia llGa~~d Wd60:2, ¿6, 82 N~r
· Jan. 13 1997 12:54PM PIò2
" Frcm , SIS/SW INFO SER. & J3CG PHONE Nc. : 71217 964 1458 b
EJ¡'p Î
Cathy,
On another sUbject 70U hJ¡d asked 11Ie to ðivlt rou 110111&> iuf.",nlltion on oTJ¡çr
pOli8ible workshops. This Is thø prclimjnnl')' ror you to IIÇÇ whaL willllnd will
not work in some of our lIlea.q.
SharnB~;r,~ Ynu? Cnmþôtîfive Rdté 111.
Those that havQ IIt1ended any of Kent Burnes' workshops know bJ. charis.
matic style, Sh:upening Is a workohop thllt Iua. been lItOund for Lbrco ye,, ' ;.
This workshop !coop' ."ILing better and boUÇT. ThJ. ¡. a &""aL P"'Stkln to JoH
bulinc£1 own",.. and manager' ¡'""k t.o the bnsie.. Come .c", wh)' .0 rns>:!)'
!)usjnea. owners are pnlAing this advaa""d w""kshop tJuot I....ehe. Ih" ba"¡cs
on a 10voJ oupcrior to iüany UnÎvor.iÛes. Covered I. 11 ,oC:Ù1odoloSY' to dill¡;-
,nose preble. inS In your busineso, This pro,"ctive n¡)¡)roACb t.o bum..'"-"'I offors
real lolutions in a unique paclc"se ....hich will lolvo almo.t an)' bu&.ìnl:.M
breakdown. Relail, whole...le, manuf~1.Uring, Qnd .çrvice businesses,
*3 bours ....ith break. *Note \his workohop Can c:xtc1ld InlO II Llu'Ce da)' Pl~_
¡¡rllm. 2 aclditloftlll days arc used 10 c:onsull on-sis!)! wltb area bUih)csses. CIÙ
to:' mnre infœlnRtion on exte ;tdcd progrlUnmius.
frow To COllmC!t.e WIth Nut.lnnal nl~eot1nter:ti.
:Business alld business di.trict. arc fnJllug "":J' Lu naûunal d18eOUnUII~ like
WaIM¡u1, KMarl. Hume Depot and \>Iher.. 1Joes YOur businC$s have the tools
to comp~~. This pros= bot. bceJ) 1'I::Cim:ù fur 1997. ' 'hQ c:tllre worksllop is
devoted to wllo tho)' ~. how the)' o¡J<:ral.C, and how to be.'lt Lhol1l aL Lbl.l;r own
gllUlC, AI,)' one that hlUi .een the eOIllI"'L!ÚUllllWt up r.he market Wld tIIke a
sHeo of thc:.h. pJe wal I'hlclllWl workshop vcr¡ useful. Kß. II Burnes Is 1110
origil1ator or naLiQna! discounter work.'¡.ol'" an" has re.:cearcllcd \his indUS1J'y
to!' over 15 )'1:1IrS. Rewlen¡, scrvjco rc:twl, wbQlo¡¡ule, service. 2112-3 hours
with break.
-.....::::; Wh~n CUAt.n1ne,.", CJIU"t.
Everyone talks the I4Jk. Cu.lom.". ocrvk:c jLlllt might be Ihe mosl OVllrused
word since O.¡¡r, uff. K1.'nt l'Iilmcs I. II nJWlltcr uI ¡m:scmat1on and this Is one
)'ou wil1 not wanllo mb.. Lean! huw II' build. ClJRLomer scrvi"" J'I'o8J."3m
that wilJ ....OI.·k fCII' you um! )'uur CUStomcl'a, I'ind out .111 of lhe XI:CI'CUI to
insuring your OUßlmner service pl'U!:!,IIW ....iII not fiop. ,."c: lup len rules when
hnpl"",enting n eçrvlcc. now to n.ake )'our cU'l']U)''''''5 customer trlcndly.
Cu.tomcl'l t.c11 UN that 77% or Anu::rica's husinenes sul'fer from poor customc:r
acrvicc, does yours? Pjllú uut. AU bus ¡lC.'s~, 2 112 houl1l with break.
Ðe.n,ylrtltv Vnn,' nUN¡II'II~" Numbers.
Docs your aCCOUnlllnt explAin how your days Inventory W' cw;h W cll8h cycJo .. -
rel.tea to your net PI'OtJL? Whal Is the c5lttercncc IJI::lWt!e!l )lour working
c.npit.n1and cSfh fiow? Rat.ios7 MUllt bÚsmeS5 owncn¡ ol1ly pay aU<.'nIi\l1110 a
fc....lines on the I'&.L wIlY? Kent nu:ncs believes il is because IIIIII!! bus.incss
owncrII have never hlld rho wholu numbc"" game laid nut IW'llwIn in plain
simple English. Don't gel IIwnilpd, MANAGE. If yuu "n> looking I'or lome
~at Advice on how to accelerete: )'OW' J'NIils, manage your Inventories, or
....Qnt to know the late:¡t strDtegl¢. un profit control SeL Eo this worlc shop.
4
E'd Á~Ol~3~Ia lì3a~~d WdØ':2' ¿5, 82 Ntlî
" ; From : SIS/5W INFO 5E". :I. BCG PHONe: No. : 707 $64 1458 .Jan. 13 1997 12:54PM P1!13
j) 12Af"1
..
~ ReIJlilr.rs. wholosaler_, 8crvi~ rolail, Incllu!aclurins. 2 J 12 buu.u Wlw brew..
).Jet" Jive Ln.t M., CuNtntnêPQ D''U~ I Cantt Get nmn Back!
Many businesscs know the OWllornera CU'C oul thel'C boc&\loc tho)' II~"'¡ Iu have
1.IIem. What do... your lOll» ÞI' Jack of ellNtolnOl'ø havo 10 do with your imase.
advcrtialns and vima} Inew!llmdising? Kent Dum.... wi!l 1.CRCI1 )'"u how to SOL
the moSI {¡om tho.Ie 01"", an ilnporIant puts or)'OIIl bu.iI1Þoi" AN well AS1.hc
Ihroe adve''tIsins miotookos 1.II0.t ,,1111081 an b...lÍnCI501Il'lAk.., the th.. KU"C ' n:
lI10rehandllins tipa that wj] hllve your OU&I:o= bu)lin¥ more. all11 huw !.II
-. . -double your·a<!verlisinl! without spending II dlm"morc! i'Jcnt)' ,,{tirnc'W' piok
'K',"I'$ brain and hllve yow' question.. ;J.lIswered. RctlLi)w·K. Kcrvice l·ctaJl.
whoIQIJ., :'I hOlltA with hreak,
Dnn't ("'..at CAu\,ht Wid" You,," TÞ1-iec ))It",n!
WhßI kind nfplÏcinS .trateGY do you ¡'IlVO foryourb\l'~.? nuw do )'011
prico ellainal <;Iff p1'Ícc nnailono? Arc cosl of sondA p.I\I' .biPi,h,¥ Ih" unly
va11abJoA in determining plicc? So mNny bu<1ßC3$O. thiDk 1110)' klluw the
anawers to the ab...vo qUCl&tlons. Kcut Bul'l!Cll will talte )'OU down III.. Jric"
PAth QIId show you hQw to determille Lbc t;U=t prJce on ~very ittml. Most
bYlIÎnC3_ IU'C loe.inS lip lu 30% ot tlJt:ir IInnuw profit bec:tlUse they (\0 not
uncler.tllnd or URe various pt'içinS .\J.·ale~i.... EWudlet'8. aervlce remU, whnle-
...1... new 01' @gut to he IIUW bu.inOllllCs. 2-2 It2 UUUI'lt with breM.
J(ev Note Addl~C!S.
Kenl Durnes ¡o 01,.. of Iho II1U81 Llynlllnic. clII'Ismatlc, and moUvlll.ÌUQal Kpeak-
or. In America. Kent'. audiences 'an¡¡,e (Will, 100-5000. Ken! cre;¡t=s eUSlom
me~s fel' c""h I&UtIl..noo. Kc.nt prlmaruy speaks to the fQJluwÏIlg øubjec:rs;
Business developn,enl. 'I'he euot...mc:r. 'I'be: year 2000 ""II b"yol1d III business,
Competition, Downtown and =UII;L)' tI..,,"¡upment. IU~ cçL~ of imeI'Cst \('1
nonprofit OJ'ganir.atiollA. J<cm\ also baa .e"YontlmuU"àllonal addrosKe. Ibat
wiIJ inspire ony convention or çommuni\y audience. AU Jwynn1.CR are 30.55
minutes in length. AJI kcynuWolIIrC insplrlns and uplift;.. ¡. Your uIHlienc:cs
wiJI ....ye. K4ftt su......nb;;..s if., or yøur mon")! badl.!
Th.. Communltv Tn...., \'uu h..ve the Info on thb one.
..
.F;1h.n ""!IIhll!&'I: Malus". !I;..IInd. U~ 'r~"h.r
Mosl c:ommunities complain thai th. busw.""s community will not work
together. ChIImbcm D1'C lùusillg membership, bualncasl>s (:lIuqilitillUbout Ine
c:it)' :usd so on. This workshop i. It winner to shO'lY _I1'Iall bIIsu.......... IIIIW 1.11\1)1
Call wW'k to8ClJ¡~ and prosper. Promotions. public nilittions. advcnlsJng and
imRtlco can and will be: uwrylng "J"IIII#%lIII. Small busiøc:ss ownerN wlJIloavc
tna worksbQ J wllJllI WIlll1 "pjrJt. A SJ'C:s.1 add OD to Ihe cUUllUllllily lunlll Woli<
.hop is 2 hOIl.... ",¡UIIm>ak. I!xplU1d OJ) LI';. ur ","wun!.
S
þ'd ~OLJ3~Ia ìlGeJ~d Wd~~:2~ ¿6, 82 N\:If
From , 5IS/5W INFO SER. & ECG PfDE Nc>. , 7Ø7 964 14SS Jan.27 1997 11'48AM PI2I3
'pI' ~, . .r.~. - ...-~~-'~~\'~'::.;:' . .. . ~ .~.,... ..--- -. .
1Yb!!.tt dtsnultf!~ gtrik~.
Many busineasca throughl Californiu are fowng ol'havo faoccl dloall.et$ In th"¡. ~lna11 husl-
1I1:II8e.. 011ê1 of the bleakest. petioc1s fOr mill\)' small ~in"R''''' I' f!lCing the wralh of mother nolU 'o.
If y~)ur 1.>uRin.... hå. 1:>cc:n .!rected by 1\ di....= or If you would !iket<> gel Rome tips on how 10 plan
fur Ibe uu'",,,p..<>1=l. Ihl. ...e>rkobop ¡. flU' you. While no worluihop can lUIawcr "II o!the quœtion. l'"
p.I"U" IIJ.. 1h" ¡otlll rc1iehho.l .rnaJl buslneu own",." UO 8ctohln ; for Køn¡ Bur""", a nllt.Îono I o",an
1.>usltl".. conlultan~. will provide y"u with msny valuoh]" Up" on plunning rar and Rwtina over from
,a disalter.
PI.annlnR for the 1ID-œpoc~.
'As dlsRster i. 8¡tI'fOBc¡'lng.
'lip" to remember when QlCJDlng up.
Starting o"cr.
'Re<;over:ins data and impcxtl&n¡ documenu..
'Uncover hidden Inoney,
-Notific:a!ionl.
'WOI' dng with govermne!1l. ageuo!os.
-Cut oîof from tbe rest of Ihe world.
-A plan to aWl over,
'/·h..... ~rc j...sl aomo 0£' Ihc> Import."1 1.111I0. dIllCUuod in ~. two hour wOrkshop. Mako YOUI'
plans to attend today. " .
S'd ~OlJ~Ia 'lGa~d Wd11:21 li5, 82 Nt:ff
ATTACHMENT 0
STAFF COMMENTS ON 1993
DOWNTOWN MARKET STUDY SUMMARY
ATTACHMENT C
DOWNTOWN BUSINESS ASSOCIATION 1997
ATTACHMENT B
DOWNTOWN RELATED COMMITTEES
AND
ORGANIZA TIONS
ATTACHMENT A
BRIEF HISTORY OF TOWN CENTRE I REDEVELOPMENT
."."._.---------_._-