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HomeMy WebLinkAboutRDA Packet 1998/03/17 Tuesday, March 17, 1998 Council Chambers 6:00 p.m. Public Services Building (immediately following the City Cooocil meetiog) Joint MeetinR of the RedeveloDment ARencv/Council of the CitY of Chula Vista CALL TO ORDER 1. ROLL CALL: Agency/Council Members Moot -, Padilla -, Rindone -' Salas -' and Chair/Mayor Horton - 2. APPROVAL OF MINUTES: February 24, 1998 ORAL COMMUNICATIONS This is an opportunity for the general public to address the Redevelopment Agency on any subject matter within the Agency's jurisdiction that is not an item on this agenda. (State law, however, generally prohibits the Redevelopment Agency from taking action on any issues not included on the posted agenda.) If you wish to address the Agency on such a subject, please complete the "Request to Speak Under Oral Communications Form" available in the lobby and submit it to the Secretary to the Redevelopment Agency or City Clerk prior to the meeting. Those who wish to speak, please give your name and address for record purposes and follow up action. ACTION ITEMS The items listed in this section of the agenda are expected to elicit substantial discussions and deliberations by the Agency, staff, or members of the general public. The items will be considered individually by the Agency and staff recommendations may in certain cases be presented in the alternative. Those who wish to speak, please fill out a "Request to Speak" form available in the lobby and submit it to the Secretary to the Redevelopment Agency or the City Clerk prior to the meeting. 3. a) COUNCIL APPROVING THE LICENSE AGREEMENT BETWEEN THE CITY OF RESOLUTION 18930 CIRJLA VISTA AND SAN DIEGO GAS AND ELECTRIC FOR USE OF SUBSTATION PROPERTY AS A PARKING LOT FOR THE OTAY RECREATION CENTER LOCATED AT ALBANY AND MAIN STREETS-- The proposed 15,000 sq. ft. Otay Recreation Center will include a 9,300 sq. ft. gymnasium with the remaining 5,700 sq. ft. to consist of a multi-purpose recreation room, offices, restrooms, and storage/maintenance space. The site will include 85 total parking spaces. with 49 spaces located on the SDG&E parcel. Staff recommends approval of the resolutions. (Community Development Director; Director of Parks, Recreation and Open Space) b) COUNCIL RESOLUTION 18931 APPROVING PROJECT AND DESIGN PLANS FOR DEVELOPMENT AGENCY OF THE OTAY RECREATION CENTER AT 3554 MAIN STREET RESOLUTION 1574 LOCATED WITHIN THE SOUTIIWEST REDEVELOPMENT AREA - . .. . Agenda -2- March 17, 1998 4. COUNCIL ADOPTING DOWNTOWN VISION STATEMENT AND FOUR FOCUS RESOLUTION 18932 PROJECTS AS fiGH PRIORITY FOR TOWN CENTRE I AS AGENCY PROPOSED BY TIlE DOWNTOWN BUSINESS ASSOCIATION, RESOLUTION 1575 APPROVING TIlE CONCEPT OF RETAINING BUSINESS RECRUITMENT CONSULTANT AND DIRECTING STAFF TO SUBMIT FUNDING REQUEST FOR CONSIDERATION IN TIlE FY 98/99 REDEVELOPMENT AGENCY BUDGET, AND DIRECTING STAFF TO PREPARE APPROPRIATE REQUESTS FOR PROPOSALS.. The Downtown "Vision" statement and ways to implement the vision were formulated through two Roundtable groups consisting of Downtown Business Association (DBA) members, elected public officials, community and business leaders, a "Community Tune" consultant, and Chula Vista city staff. The DBA Board of Directors voted to submit the "Vision" statement and recommendations for implementation of the "Vision" for Agency/Council consideration. Staff recommends approval of the resolutions. (Community Development Director) 5. COUNCIL APPROVING THE CIRJLA VISTA DOWNTOWN BUSINESS RESOLUTION 18933 ASSOCIATION'S (CVDBA) 1998 BUDGET AND DIRECTING THAT TIlE AGENCY DBA'S REQUEST FOR $20,000 FROM THE PARKING METER FUND RESOLUTION 1576 AND CITY SERVICES FOR 1998-99 PROMOTIONAL ACTIVITIES BE SUBMITTED FOR CONSIDERATION IN THE FY 98-99 CITY AND AGENCY BUDGETS AND $25,000 FROM TOWN CENTRE I REDEVELOPMENT FUND FOR SUBSIDY TO TOWN MANAGER POSITION AND MENTOR BE SUBMITTED FOR CONSIDERATION IN THE FY 98-99 AGENCY BUDGET--In accordance with the Chula Vista Municipal Code, the CVDBA is required to subntit an annual budget in March for the City Council's approval. The DBA's budget is funded by a special assessment applied to each business located within the District boundary and any income the District earns from promotional activities and other contributing sources. Staff recommends approval of the resolution. (Director of Community Development) OTIlER BUSINESS 6. DIRECTOR/CITY MANAGER'S REPORT(S) 7. CHAIR/MAYOR'S REPORT(S) 8. AGENCY/COUNCIL MEMBER COMMENTS ADJOURNMENT The meeting will adjourn to a closed session and thence to the Regular Redevelopment Agency Meeting on April 7, 1998 at 4:00 p.m., immediately following the City Council meeting, in the City Council Chambers. Agenda -3- March 17, 1998 CLOSED SESSION Unless Agency Counsel, the Executive Director, or the Redevelopment Agency states otherwise at this time, the Agency will discuss and deliberate on the following item(s) of business which are permitted by law to be the subject of a closed session discussion, and which the Agency is advised should be discussed in closed session to best protect the interests of the City. The Agency is required by law to return to open session, issue any reports of.fi!l!!l. action taken in closed session, and the votes taken. However, due to the typical length of time taken up by closed sessions, the videotaping will be terminated at this point in order to save costs so that the Agency's return from closed session, reports of.fi!l!!l. action taken, and adjournment will not be videotaped. Nevertheless, the report of final action taken will be recorded in the minutes which will be available in the Office of the Secretary to the Redevelopment Agency and the City Clerk's Office, 9. CONFERENCE WITH REAL PROPERTY NEGOTIATOR - Pursuant to Government Code Section 54956,8 Property: 760 Broadway (Parcel Nos. 571-200-13, 14, 15, 16, and 17) Negotiating Parties: Redevelopment Agency (Chris Salomone) and Broadway Village Business Homes, LP. Under Negotiations: Price and terms for disposition MINUTES OF A SPECIAL MEETING OF THE REDEVELOPMENT AGENCY/ CITY COUNCIL OF THE CITY OF CHULA VISTA Tuesday, February 24, 1997 Council Chambers 6:12 p.m. Public Services Building CALL TO ORDER 1. ROLL CALL: PRESENT: Agency/Councilmembers: Moot, Padilla, Rindone, Salas, and Chair/Mayor Horton ABSENT: Agency/Councilmembers: None ALSO PRESENT: Executive Director/City Manager, John D. Goss; Legal Counsel/City Attorney, John M. Kaheny; and City Clerk, Beverly A. Authelet CONSENT CALENDAR (Item pulled: 3) BALANCE OF THE CONSENT CALENDAR OFFERED BY MEMBER RINDONE, passed and approved unanimously 5-0. 2. APPROVAL OF MINUTES: February 10, 1998 The minutes were approved unanimously 5-0. 3. REPORT AUDITED FINANCIAL STATEMENTS FOR FISCAL YEAR ENDED JUNE 30, 1997 - Presented for Council/Agency information and acceptance are the Audited Financial Statements for the fiscal year ended June 30, 1997, as prepared by the independent audit firm of Moreland & Associates. 80th the city's and the Agency's Annual Financial Reports received unqualified opinions from the independent audit firm. Per staff's recommendation, the Counc il and Agency accepted unanimously 5-0 the Fiscal Year 1996-97 Financial Statements. (Director of Finance) Member Rindone stated that the staff report claims there is a $4.43 million available in the fund balance. He wanted to know where this could be found. Robert Powell, Finance Director, stated it was on page 4. It was buried in a couple of different numbers. If you look on the General Fund Balance Sheet, under "Designated" approximately $3 million of the $3,570,248 is available. Under "Undesignated," the entire amount is available for appropriation. The combination of those two funds total $4.4 million. These financial statements are presented in a generally accepted accounting form which is not the same basis under which we budget and manage funds. Member Rindone stated he had a concern when he couldn't find the number. He was not asking to change the format because it was an acceptable accounting practice for the reporting. He requested that in the future to have this explained in the narrative. It would be helpful for Council to see what is available. Mr. Powell responded that what he attempts to do in October the summarized budget statement is published in the newspaper, is to give Council a very close projection of the fund balance. As indicated in this report, this audit basically verifies that the balance given to Council in October was the result of expenditure savings, and the revenue recognition has not changed as a basis of the audit. He gave them the analysis in October, but he would be happy to expand on this narrative again when the audit is delivered to refresh Council's memory. Member Rindone asked what was the percent of the reserve for the general fund. 02-1 Minutes February 24, 1998 Page 2 Mr. Goss stated that if you are working with a $4.4 mi 11 ion in reserves as opposed to a $62 million operating budget, that would be about a 7% reserve. Member Rindone stated that on page 3 it talks about the total of all funds of $148 million plus. What was the reserve for the entire Redevelopment Agency including the housing funds. Mr. Powell responded that there was a deficit of $998,697. As of June 20, 1997, that was the current deficit in all RDA funds. Mr. Powell introduced the City's new Principal Revenue Analyst, Maria Kachadoorian, who was a long time South Bay resident. She graduated from Mar Vista High School and San Diego State College with both a Bachelors and Masters degrees. Member Rindone stated that our current contract with Moreland & Associates was for three years with an opt ion to renew. What year are we in. Would it have to come back to Council to renew the options. Mr. Powell responded that this is year three with two one-year options. He thought that he would probably have to come back to Council, but he would have to check the contract to be sure. MEMBER RINDONE OFFERED ACCEPTANCE OF THE REPORT OF THE AUDIT OF FINANCIAL STATEMENTS FOR FY ENDING JUNE 3D, 1997, heading read, text waived, passed and approved unanimously 5-0. * * * END OF CONSENT CALENDAR * * * ORAL COMMUNICATIONS There were none. ITEMS PULLED FROM THE CONSENT CALENDAR (Item 3 was pulled, however, the minutes will reflect the original published agenda order. OTHER BUSINESS 4. DIRECTOR'S/CITY MANAGER'S REPORT(S) - none 5. CHAIR'S/MAYOR'S REPORT(S) - none 6. AGENCY/COUNCIL MEMBER COMMENTS - none ADJOURNMENT The meeting adjourned at 6:38 p.m. Respectfully submitted, Beverly A. Authelet, CMC/AAE City Clerk 02-.;2. JOINT REDEVELOPMENT AGENCY/COUNCIL AGENDA STATEMENT Item ..3 Meeting Date 03117/98 ITEM TITLE: a) COUNCIL RESOLUTION "9.30 APPROVING THE LICENSE AGREEMENT BETWEEN THE CITY OF CHULA VISTA AND SAN DIEGO GAS & ELECTRIC FOR USE OF SUBSTATION PROPERTY AS A PARKING LOT FOR THE OTAY RECREATION CENTER LOCATED AT ALBANY & MAIN STREETS b) COUNCIL RESOLUTION /..J ~ AGENCY RESOLUTION /.:)f APPROVING PROJECT AND DESIGN PLANS FOR DEVELOPMENT OF THE OTAY RECREATION CENTER AT 3554 MAIN STREET LOCATED WITHIN THE SOUTHWEST REDEVELOPMENT AREA SUBMITTED BY: Community Development Director Llà-tn c..s. ~ 0;.." " P"'. Roo..;"" ,"~"oo.IÞ1fj REVIEWED BY: Executive Director ~f\ ~ --? (4/5ths Vote: Yes- NoLI BACKGROUND: The City of Chula Vista is proposing to build and operate a 15,000 square foot recreation center to be located on a 1.36 acre site at 3354 Main Street (see locator map attached to resolution). The proposed recreation facility will include a 9,300.square foot gymnasium with the remaining 5.700 square feet consisting of a multi.purpose recreation room, offices, rest rooms and storage/maintenance space. The project will have a total of 85 parking spaces, with 49 of them being located on the SDG&E parcel to the west The proposed site is being acquired by the City and is currently in escrow, projected to close in April 1998. The City's Environmental Review Coordinator reviewed the proposed project pursuant to the provisions of the California Environmental Quality Act and determined that it would have no significant impact. Negative Declaration IS.98.02 was adopted by the Redevelopment Agency/City Council on October 21, 1997. Since the proposed project is within the Southwest Redevelopment Area, it is being presented to the Redevelopment Agency as well as the City Council for consideration and final approval of the design plans (see Exhibit A of the resolution). RECOMMENDATION: a) That the Council adopt the resolution approving the license agreement between the City of Chula Vista and San Diego Gas & Electric for use of substation property as a parking lot for the Otay Recreation Center located at Albany & Main Streets. b) That the Redevelopment Agency and Council adopt the resolution approving the project and design plans for development of the Otay Recreation Center, -iI-f Page 2. Item .:3 Meeting Date 03117/g8 BOARDS/COMMISSIONS RECOMMENDATION: The Design Review Committee reviewed the proposed concept plans on November 3, 1997 and March 2, 1998 (see Minutes, Attachment AI, and recommended approval of the project subject to conditions listed as Exhibit B of the resolution. DISCUSSION: Site Characteristics The project site consists of a 1.36 acre parcel located near the northeast corner of Main and Albany Streets (see locator map). In addition, an SOG&E parcel to the west will be used to provide most of the parking for the recreation center. The site is bounded to the north by the Dtay Elementary School and the Otay Community Center; to the west by the SDG&E substation; to the east by industrial uses; and to the south, across Main Street, by industrial/commercial uses. The Otay residential community is located further to the west and north of the proposed site. The site is level with direct access from Main Street and formerly occupied with industrial structures which have already been removed. ProDosal The proposed community center will consist of a 15,000.square foot building for use by the community for recreational purposes. It will contain a 9,300 square foot gymnasium for court sports including basketball, volleyball, badminton and indoor soccer. The remaining 5,700 square feet will consist primarily of a multi. purpose room which will contain 2 billiard tables, air hockey and a free.weight area. Part of this area will also be used for offices, storage and restrooms areas. In addition, there will also be approximately 2,300 square feet of outdoor play area in the court yard on the north side of the building (see site plan), Existina. Zonina and General Plan Desianations Existina land Use Zonina General Plan Site Vacant Il Research & limited Mfg. North School/Comm. Ctr Il Public & Quasi.Public South Ind/Comm. IlP Research & limited Mfg. East Industrial Il Research & limited Mfg. West SDG&E Substation Il Research & limited Mfg. land Use ComDatibilitv The proposed community center will be directly south of the existing Dtay School, the Otay Community Center (MAAC Project) and immediately east of a SOG&E substation. The Otay Elementary School and the Otay Community Center are public uses. The Otay Community Center has been providing a variety of social and neighborhood services for the Otay Community for many years. It has also been used to provide recreational programs for the area's youth. From this perspective, the proposed recreation facility will be ....3 - ;;J., -. . - Page 3, Item ...3..-. Meeting Date 03/17/98 consistent and compatible with the adjacent Otay Community Center. However, some concern has been expressed by the Chula Vista Elementary School District in regard to the potential mixture of teenagers attending the gym with the elementary school children. This has led to the separation of the proposed facility and the community center and school grounds by using landscape and fencing materials around the proposed facility's perimeter. The only connection between the proposed facility and the other uses will be a gate at the fence north of the courtyard. General Plan ImDlementation The project helps implement the goals and objectives of the Parks and Recreation Element of the City' General Plan by providing for an additional facility to meet the recreational needs of the community. Specifically, the project helps implement the objective..."to promote the encouragement of park facilities in any redevelopment area in the older section of the city to serve both the new development but contribute to the available parks and recreation facilities of the area." Parkino Included in this report is a recommendation for the City Council to approve a license agreement between the City of Chula Vista and San Diego Gas and Electric (SDG&E) for the use of a parking lot recently constructed on their sub.station property on the corner of Albany and Main Streets. Since the initiation of the project for construction of a City facility in the Dtay Community, staff has been meeting with SDG&E to negotiate a use of the sub.station property for a parking lot adjacent to the City's facility site. The parking on SDG&E property is required in order to meet the parking needs of the facility. The need for additional parking would have been the case had the recreation center been built on the school property to the north, as originally proposed; or in the current case, where the facility is being constructed on the newly acquired Main Street parcel. SDG&E has been very cooperative and is licensing to the City available sub.station property for parking. In addition, SDG&E has donated the costs of construction of the parking lot on the sub-station site. and due to their budgeting constraints; the parking lot was constructed prior to the beginning of calendar year 1998. Staff and SDG&E is presenting a License Agreement for the use of the parking lot for Council consideration at this meeting. Staff's recommendation is to approve the agreement. The terms and conditions of the License Agreement are as follows: 1. Annual Fee. One Dollar ($1.00) per year, subject to renegotiation every 5 years. 2. Term; Revocation Riahts Initial term of 5 years, with two 5 year extensions at City's option. Any further extensions are subject to negotiation. SDG&E retains the right to revoke the license upon 6 months written notice if they need the property for power distribution purposes. ..3 -3 - . .. - Page 4, Item 3 Meeting Date 03/17/98 3. Improvements, SDG&E is responsible for installing the asphalt parking lot surface (already completed). City is responsible for striping and installing any additional parking lot improvements, including landscaping. 4. Maintenance. City must maintain all improvements at its sale cost. 5. Miscellaneous. City must indemnify and insure SDG&E against any liabilities arising during the term except to the extent caused by SDG&E. SDG&E retains the authority to encroach upon City's use of the parking lot to the extent necessary to meet the power distribution needs of the adjacent substation, A total of 85 parking spaces are being provided for this project. Over half of these parking spaces (49 spaces) are being provided on property leased (licensed) from SDG&E. This parking afea is to the west of the proposed site and fully integrated to the rest of the parking lot. Chapter 19.62 of the Municipal Code does not provide a category for indoor recreational uses. The closest categories are assembly uses requiring 1 parking space per 50 square feet and churches/small schools requiring 1 parking space 3.5 seats. Given the nature of the project, it is anticipated that the most intensive component on a continual basis will be the 9,300 square foot gymnasium. Assuming a recreational event takes place in the gymnasium, the standard of 1 parking space per 3,5 seats would be required. Given a total of 85 parking spaces provided, a maximum occupancy load of 300 bleacher seats would be allowed per the Uniform Building Code. In order to meet the parking requirement. the project is being conditioned to restrict the number of bleacher seats used at anyone time to a maximum of 300. CONCLUSION It is staff's opinion that the proposed project will be a great asset for the Otay Community and the City of Chula Vista. The project will contribute to the redevelopment of the area by removing existing blight and providing a new building. This has the potential of enticing other property owners to improve their properties and to serve as catalyst for the continuation of the redevelopment effort in the Southwest Redevelopment Area. Most importantly, this project will provide a recreational facility in an area that currently is severely deficient in the amount of park and recreation facilities and in dire need of recreational programs, The development of this facility will contribute to decrease the deficiency of recreational facilities, The programs to be offered at this facility will directly benefit the community's youth and that of the general population. FISCAL IMPACT: The proposed project is being financed by funds set aside in CIP PR.133. The cost of the project has been estimated at $3.725,568, This figure includes the cost of preparatory planning. land acquisition (property is currently in escrow), design, construction and general administration. Of the total estimated cost, ..3-4 - . .. - Page 5. Item ..3.... Meeting Date 03/17/98 $2,840,000 have been appropriated by the City Council through Fiscal Year 1997.98 from Community Oevelopment Block Grant (COBG) funds. Currently, there is a proposal for Council to appropriate an additional $885,568 next fiscal year in conjunction with the CIP submittal that will be reviewed with the balance of the CIP in May. To date, $145,775 has been contemplated to be obtained in the form of a Section 108 Loan which has not yet been applied for, Staff is exploring the feasibility of increasing the Section 108 loan amount to reduce next year's appropriation. Costs for progfamming and building maintenance will be covered by Council appropriations as part of the budgetary process. Parks and Recreation Department will present a six.month budget to Council for consideration during FY 98.99 in anticipation of the Center opening in January 1999, ATTACHMENT A - Design Review Minutes dated 11/3/97 and 3/2/98 EXHIBIT A TO RESOLUTION. Design Plans EXHIBIT B TO RESOLUTION. Conditions of Approval IMZTI H,IHOMEICOMMOEv\STAFF.REPI03.17.9810TAYGYM.RPT IMa"h 10. 1998 15,03pmll J-S- - - RESOLUTION NO.~~ RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROVING THE LICENSE AGREEMENT BETWEEN THE CITY OF CHULA VISTA AND SAN DIEGO GAS & ELECTRIC FOR USE OF SUBSTATION PROPERTY AS A PARKING LOT FOR THE OTAY RECREATION CENTER LOCATED AT ALBANY & MAIN STREETS WHEREAS, the city of Chula vista is proposing to build and operate a 15,000 square foot recreation center to be located on a 1.36 acre site located at 3354 Main street; and WHEREAS, the proposed recreation facility will include a 9,300-square foot gymnasium with the remaining 5,700 square feet consisting of a multi-purpose recreation room, offices, restroom/ showers and storage/maintenance space; and WHEREAS, the project will have a total of 85 parking spaces, with 49 of them being located on the SDG&E parcel to the west and the proposed site is being acquired by the City and is currently in escrow, projected to close in April 1998; and WHEREAS, the City's Environmental Review Coordinator reviewed the proposed project pursuant to the provisions of the California Environmental Quality Act and determined that it would have no significant impact and Negative Declaration IS-98-02 was adopted by the Redevelopment Agency/city Council on October 21, 1997; and WHEREAS, since the initiation of the project for construction of a City facility in the Otay Community, staff has been meeting with SDG&E to negotiate a use of the sub-station property for a parking lot adjacent to the city's facility site; and WHEREAS, the parking on SDG&E property is required in order to meet the parking needs of the facility; and WHEREAS, SDG&E is licensing to the city available sub- station property for parking and has donated the costs of construction of the parking lot on the sub-station site; and WHEREAS, staff and SDG&E is presenting a License Agreement for the use of the parking lot for council consideration and approval. NOW, THEREFORE, BE IT RESOLVED the city Council of the City of Chula vista does hereby approve the License Agreement between the City of Chula vista and San Diego Gas & Electric for 1 Ja.-' use of substation land as a parking lot for the Otay Recreation Center located at Albany and Main streets, in substantially the form presented, a copy of which shall be kept on file in the office of the City Clerk as Document No °-----° BE IT FURTHER RESOLVED that the Mayor of the City of Chula vista is hereby authorized and directed to execute said Agreement for and on behalf of the City of Chula vistao Presented by Approved as to form by Chris Salomone, Director of Community Development C:\rs\license.sdg 2 .de¡ -.;J.. LICENSE THIS License, made and entered into as of this - day of ,19_, by and between SAN DIEGO GAS & ELECTRIC COMPANY, a California corpoIation, hereinafter called "LICENSOR," and the CITY OF CHULA VISTA, a Municipal Corporation, hereinafter called "LICENSEE." In exchange for the payment of consideration by LICENSEE, and performance of the conditions and covenants herein contained, LICENSOR hereby extends a license to LICENSEE to use LICENSOR'S real property as follows; 1. Licensed Premises: The real property which is the subject of this License (hereinafter called "Licensed Premises"), is located at County of San Diego, State of California, as further set forth on Exhibit "A", attached hereto and incorporated herein by reference. 2. Standard License Provisions; In addition to the terms set forth in this License, LICENSEE agrees to comply with, and be bound by, the Standard License Provisions set forth in Exhibit "B", attached hereto and incorporated herein by reference. 3. Term of License; This License shall be for a term of five (5) year(s) commencing on March 1, 1998, and terminating at midnight on February 28,2003, unless sooner revoked or terminated as heIein provided. 4. Consideration for License; LICENSEE shall pay to LICENSOR as the fIrSt year's consideration, without deduction, set-off, prior notice, or demand the sum of one dollar ($1.00) This sum shall be referred to as the "base annual consideration." The base annual consideration, and all consideration fOI each subsequent year, shall be payable in advance on March 1, 1998, and thereafter on or before the first day of March, of each succeeding year through the term of this License. J~-3 5. Extension: LICENSOR grants to LICENSEE an option to extend this License for two (2) five (5) year terms, after the expiration of the original term hereof. LICENSEE may exercise this option by giving written notice to LICENSOR at least ninety (90) days prior to the expiration of this License or any extension. If this option is exercised, all terms and conditions of this License shall remain the same with the exception of the base annual consideration. The base annual consideration will be renegotiated to the mutual satisfaction of each party prior to the termination of the original term or any extension 6. Use of Premises; Subject to LICENSOR'S reserved rights hereunder, this License is exclusive, personal to the LICENSEE, cannot be assigned and is valid for the following uses only: Transient Automobile Parking Lot and Pedestrian Access for the Otay Gymnasium 7. Asphalt Paving: As additional consideration for this License, LICENSEE agrees at its own expense; (a) to maintain the asphalt paving in good condition, reasonable wear and tear excepted, during the term of this License, including any renewals; (b) to paint, stripe, or provide barricades so as to promote safety and the oIderly flow and parking of vehicles in said parking lot. 8. Revocabilitv: LICENSOR or LICENSEE may revoke and thereby terminate this License for any reason, at any time, withòut cause, by giving either party six (6) month's prior written notice. 9. Improvements: At its sole cost, LICENSOR agrees to install (or has already installed) asphalt paving improvements to the Licensed Premises as more particularly indicated on the Exhibit "C," attached hereto and incorporated herein by this reference. At its sole cost, LICENSEE agrees to install, and LICENSOR consents to the installation of certain landscaping and irrigation pipe improvements to the Licensed Premises, also as mOIe particularly indicated on Exhibit "c." At its sole cost, LICENSOR agrees to maintain the landscaping and irrigation pipe improvements in good condition and IepaiI, normal wear and tear excepted, in accordance with all applicable laws, throughout the entire term of this License, including any renewals ..3~-1 -2- 10. Additional Conditions: In addition to the other requirements set forth in this License, LICENSOR and LICENSEE agree to the following; a, LICENSEE will remove any vehicles located in or around the Licensed Premises that block LICENSOR'S 24-hour access through the Licensed Premises to the Otay Substation for performing routine maintenance or emergency repaiIs. b. The three (3) foot gate located at the entrance to the proposed parking lot off Main Street, will remain locked with an SDG&E Service Lock attached at all times (24-hours a day). Vehicular access for patrons of the Otay Gymnasium will be from the east, via a driveway cut from the "drop-off area," as indicated on the Otay Gymnasium site plan attached hereto as Exhibit "D." c. Upon tennination of this License, LICENSEE shall not require that LICENSOR remove any of the asphalt paving improvements on the Licensed Premises pursuant to any applicable Municipal Code provisions, or otherwise, unless LI CENSEE agrees to bear the total cost of such removal. 11. Notices: Pursuant to Paragraph 2 of Exhibit "B", notices to be given to LICENSEE shall be addressed as follows: Director of Parks and Recreation City of Chula Vista City Clerk's Office 276 Fourth Avenue Chula Vista, CA 91910 ~ Q -,5 -3- IN WITNESS WHEREOF, the parties have executed this License as of the above date first written. LICENSOR: LICENSEE; SAN DIEGO GAS & ELECTRlC CITY OF CHULA VISTA COMPANY, a California corporation a Municipal Corporation By: By: J. G. Larkin, Director Shirley Horton, Mayor Real Estate Operations Attest: City Clerk AP~g; ðcJ~ ...3a - C, -4- -. ..- EXHffiIT LIST To License Between SDG&E and the City of Chura Vista EXHIBIT "A"...................................Description of Licensed Premises EXHIBIT "B"....................................Standard License Provisions EXHIBIT "C".....................................Description of Improvements EXHIBIT "D".....................................Project Site Plan .3Q-7 EXHIBIT "B" STANDARD LICENSE PROVISIONS TABLE OF CONTENTS DESCRIPTION PAGE I. Payment Review ........................................................................................................I 2. Notices .......................................................................................................................1 3. General Restrictions...................................................................................................2 4. Licensor's Facilities................................................,...................................................2 5. Alterations..................................................................................................................2 6. Environmental Compliance .......................................................................................2 7. Compliance with Law................................................................................................4 8. Assumption of Risk .....................................................................,.............................5 9. Electric and Magnetic Fields......................................................................................5 10. Indemnification..........................................................................................................6 II. Public Liability Insurance ..........................................................................................6 12. Obstructions ...........,...................................................................................................6 13. Attorney's Fees...........................................................................................................7 14. Condemnation............................................................................................................7 15. Breach of Conditions .................................................................................................7 16, Time of the Essence...................................................................................................7 17. Growing Crops or Tree Stock....................................................................................7 18. General Order 69-C....................................................................................................8 19. Default..,.....................................................................................................................8 20. Condition of Premises. End ofTerm........................................................................8 21. Payment of Service Utilities ............................................................................._.........9 22. Audit Rights ...............................................................................................................9 23. Governing Law ..........................................................................................................9 24. Severability ................................................................................................................9 25. Execution of License............................................. .....................................................9 Ja.. - ~ EXHIBIT "B" Standard License Provisions San Diego Gas & Electric, LICENSOR 1. Pavment Review; As provided in the License the base annual consideration shall be increased based on the following fo=ula: The amount of annual consideIation due will be computed by using the Conswner Price Index NwnbeI covering the cost of "all items" of goods and services purchased by all urban conswners in Los Angeles, Anaheim, Riverside, California, published by the United States Department of Labor, using the period 1982-84 = 100 as the base period. The annual consideration for each period subsequent to the first year of the License shall be computed by dividing the annual base consideration by the Index Nwnber for the first month of the ftTst year of the License. The amount derived is then multiplied by the average Index Nwnber for the third and fourth months immediately preceding the anniversary date of each subsequent year of the License to detennine the annual consideIation. Notwithstanding the above, the annual consideIation shall not be reduced below the annual consideration for the preceding year. If there is no such Conswner Price Index published at the time of any periodic mathematical computation requiIed by this paragIaph, but a comparable Index is published by any agency of the United States Government, such latter Index shall be selected by LICENSOR. Ifno such comparable Index is then published, the computation will be made in accordance with the change in the cost of living and, if hot arrived at by agreement of the parties, will be detennined by arbitration under the rules and procedures of the American Arbitration Association. 2. Notices; Notices to be given under the License shall be deemed given when placed by eitheI party in the United States mail, postage pIepaid, certified, and addressed to the LICENSEE at the address in the License and to LICENSOR: San Diego Gas & Electric Company Attention: Real Estate Operations p, O. Box 1831 San Diego, CA 92112 de¿ - 9 B-1 3. General Restrictions; No trailers or house trailers shall be parked in or on the Licensed Premises. No storage parking shall be allowed on the Licensed Premises unless specifically allowed elsewhere in this License. LICENSEE shall not live or reside on and shall not pennit anyone, including its agents, servants, employees, contractors OI any third person whatsoever, to live OI reside on the Licensed Premises. LICENSEE shall (a) at all times keep the Licensed Premises clean, and free from rubbish, public nuisances, weeds, brush, flammable materials, growth, debris, and waste, and in a condition satisfactory to LICENSOR and (b) shall guard against eIosion or fires occurring upon the Licensed Premises. 4. LICENSOR'S Facilities; LICENSEE'S use of the Licensed Premises shall not interfere or conflict with LICENSOR'S use and owneIship of the Licensed Premises, and LICENSOR shall at all times have the right to enter and use the Licensed Premises for any purpose, including, but not limited to installation and maintenance of facilities and equipment at such locations and at such elevations as LICENSOR mayor in the future deem advisable; provided, however, that LICENSOR shall exercise good faith efforts not to materially, adversely impact LICENSEE'S permitted use of the Licensed Premises. LICENSEE accepts the Licensed Premises subject to the foregoing. LICENSOR shall have the right to trim any trees, brush, or roots on the Licensed Premises when necessary for the safety of its facilities. 5. Alterations; LICENSEE shall not make or allow to be made any alterations of the Licensed Premises, except as provided in the paragraph entitled "Improvements" in the License. For those alterations which are allowed by the License, LICENSEE shall not begin work until prior written consent for specific construction and landscaping plans is obtained from LICENSOR which consent will not be unreasonably withheld. LICENSEE shall keep the Licensed Premises free from any liens arising from such work performed, material furnished, or obligations incurred by LICENSEE, or arising from any taxes or assessments levied or assessed upon LICENSEE or the Licensed Premises by reason of the use of, or anything done OI permitted by LICENSEE upon such premises. LICENSEE shall obtain appropriate permits and a completion bond, for LICENSOR'S approval, in the amount of the proposed improvements prior to beginning any alterations. 6. Environmental Compliance; LICENSEE shall not engage in, nor shall it permit any third party to engage in, activities upon the Premises, OI any portion thereof, fOI the purpose of or anyway involving the handling, manufacturing, treatment, storage, use, transportation, spillage, leakage, dumping, discharge OI disposal (whether legal or illegal, accidental or B-2 ,,3Q -( 0 intentional) of any hazardous or toxic substances, materials or wastes, OI any wastes regulated under any local, state or federal law. All substances/materials to be used by LICENSEE at this site are set forth on Schedule "A", attached hereto. LICENSEE shall be, and remain for the term of this License, in full compliance with all applicable laws governing the use and occupancy of the Premises including, without limitation, the handling, manufacturing, treatment, storage, disposal, discharge, use, and transportation of hazardous or toxic substances, materials or wastes, and any wastes regulated under any local, state or federal law (hereinafter collectively refeITed to as "Standards"). LICENSEE shall not create nor permit to be created nor permit to exist upon the Premises any non-compliance with Standards OI any condition which could be alleged to CIeate a nuisance, public, private or mixed, or to otherwise present a threat to health or property by any unhealthful, hazardous or dangerous condition (herein collectively refeITed to as "Harmful Conditions"). LICENSEE shall contain any Harmful condition to prevent it ITom deteriorating. LICENSEE shall notify LICENSOR immediately of any Harmful Condition or non-compliance with any Standard and LICENSEE shall notify all responsible local, state or federal agencies as required by local, state or federal regulations. In the event LICENSEE fails to be in full compliance with the obligations assumed by LICENSEE herein and LICENSEE does not COITect such non-compliance within three (3) days of written notice of such failure given by LICENSOR, LICENSOR may, but shall not be obligated to, take whatever action is necessary to bring the Premises into compliance. If, howeveI, LICENSEE has begun compliance within three (3) days of written notice, but such compliance cannot be accomplished within the allowed time ITame, LICENSOR shall not interfere with LICENSEE'S good faith efforts. If compliance has not been accomplished within fifteen (15) days, LICENSOR may, but shall not be obligated to, take whateveI action is necessary. LICENSEE shall reimburse LICENSOR for all costs (including, but not limited to, consulting, engineering, clean up, containment, disposal, and legal costs) incurred by LICENSOR as a result of LICENSEE'S failure to comply with the foregoing obligations assumed by LICENSEE, and also such costs as may be incurred by LICENSOR in abating or protecting against Harmful Conditions and/oI a violation of Standards. B-3 .,3Q. - ( ( -- LICENSEE shall indemnify, defend, and hold LICENSOR, its employees and agents, harmless from and against any claim or lawsuit, local, state, or federal enforcement action, OI civil or criminal claims, which arise from or relate to any actual or alleged Hannful Conditions, actual or alleged violation of Standards, or actual or alleged injuries to or death of any persons and loss of or damages to property, including without limitation, employees and property of LICENSOR and LICENSEE, which arise during LICENSEE'S presence on, or negligent use of, the Premises. LICENSEE expressly agrees that the indemnification, and hold harmless obligations assumed by LICENSEE with regard to abatement of Harmful Conditions and violations of Standards in this Article, shall survive expiIation or tennination of this License, excluding such losses or damages caused by the negligence OI willful misconduct of LICENSOR. 7. Compliance with Law; LICENSEE shall comply with all laws, ordinances, codes, zoning ordinances, and regulations of any Federal, State, Local or other public body or agency exercising jurisdiction oveI the Licensed Premises. LICENSEE shall maintain the Licensed Premises and any improvements according to zoning, and other standards, including, but not limited to, water, aiI and noise standards, set by such bodies or agencies. LICENSEE shall notify LICENSOR immediately of any non-compliance with any laws, ordinances, codes, zoning ordinances, and regulations of any Federal, State, Local or other public body OI agency exercising jurisdiction over the Licensed Premises. The failure of LICENSEE to maintain the Licensed Premises and any improvements according to such standards, shall be construed as a default of this License. LICENSOR may, after giving ten (10) days written notice of such failure to LICENSEE, do any acts necessary to bring the Licensed Premises and impIovements into compliance with such standards. If, however, LICENSEE has begun compliance within ten (10) days of written notice, but such compliance cannot be accomplished within the allowed time frame, LICENSOR shall not interfere with LICENSEE'S good faith efforts. If compliance has not been accomplished within thirty (30) days, LICENSOR may, but shall not be obligated to, take whatever action is necessary. LICENSEE agrees to repay LICENSOR for all costs, including but not limited to consulting, engineering, construction and legal costs incurred by LICENSOR in abating a violation of such standards, protecting against a threatened violation of such standards and paying any fme or assessment levied as a result of violation of such standards. LICENSEE shall furtheI indemnify and hold harmless LICENSOR from any claim, loss, damage or injury, including any fines or B-4 ..3 '7- - ( :L.- - - .. - penalties assessed by any agency, body or court, resulting from any violation of such standards in connection wi!h LICENSEE'S negligent use of !he Licensed Premises and improvements, LICENSEE shall, at its cost, undertake to Iespond to all such claims. 8. Assumption of Risk: LICENSEE acknowledges and expressly agrees !hat !here are or may be high voltage lines, towers, poles, underground electric ducts, cables, wires, and high pressure gas or oil pipelines, valves and facilities, situated on, in, or near !he Licensed Premises which are used by LICENSOR in its regular course of business. LICENSEE for itself, its agents, employees, independent contractoIs, invitees, licensees, permittees, and !he agents and employees of each hereby assumes all risks, including !hose of an extra-hazardous nature, of injury to peIsons and damage to property arising out of !he use of !he Licensed Premises. LICENSEE fOI itself and fOI each of !he above described persons hereby waives and releases LICENSOR from all liability as set forth above. If agricultural or horticultural use is being made of !he Licensed Premises, LICENSEE furtheI agrees to periodically warn and Iemind all of !he above described peIsons, at least on a weekly basis during picking OI harvesting, of such risk. LICENSEE also agrees to adopt any existing work me!hods or procedures and to use any existing equipment which will measurably reduce !he amount of such risk. 9. Electric and Magnetic Fields: Electric and Magnetic Fields (EMF) are present whenever electricity flows - around appliances and poweI lines, and in offices, schools and homes. Most, but not all, childhood studies have reported a weak association between estimates of residential magnetic field exposure and certain types of childhood cancer. Worker studies have shoWIl mixed Iesults. Given !he uncertainty of !he issue,. !he medical and scientific communities have been unable to determine !hat EMF causes heal!h effects or to establish any standard OI level of exposure !hat is known to be ei!her safe OI hannful. Many researchers believe that if !here is a risk of adverse heal!h effects from EMF, it is probably low, but warrants further investigation. Recent concern focuses on exposure to magnetic fields rather than electric fields. Whenever anyone plans to license SDG&E property that is in close proximity to SDG&E electric facilities, we want to share wi!h !hem !he balanced information or literature we haye about EMF if they are interested. Please contact our EMF CenteI by telephone at (ó 19) 696-2563, if you have any questions OI need additional information. B-5 JQ.- 1..3 -- .. - 10. Indemnification; LICENSEE agrees to indemnify and hold LICENSOR., its officers, employees, agents or Licensees harmless ITom and against any and all demands, claims, suits, costs of defense, attorneys' fees, witness fees, including expert witness fees, liability, loss, costs, obligations or other expenses for damage to property or for injury to or death of any persons in any manner arising ITom (a) LICENSEE'S negligent use, maintenance, presence on or occupation of the Licensed Premises, (b) the presence of LICENSEE'S facilities upon the Licensed Premises, or (c) any act or omission of LICENSEE, its employees, agents OI Licensees, or of any employees, agents or Licensees of its contractors, subcontractors or independent contractors, excluding any such losses or damages caused by the negligence or willful misconduct of LICENSOR. II. Public Liability Insurance; LICENSEE shall, at its own expense secure and maintain in effect during the entire life of this License insurance coverage's as described herein, in amounts not less than the minimum limits specified, to protect LICENSOR and LICENSEE ITom claims or liabilities in any way arising out of the ownership, maintenance or use of the License Premises: (a) WoIkers' Compensation Insurance and Employer's Liability Insurance in accordance with statutory requirements and limits, including U. S. Longshoremen's and Harbor WorkeIS' Compensation Act coverage, where applicable, (b) Comprehensive General Liability Insurance to include products-completed operations and contractual liability coverage for liability assumed by LICENSEE under this License, and automobile liability insurance, with limits of not less than $1,000,000 each occurrence for bodily injury and property damage combined. Such liability insurance shall name LICENSOR as additional insured, shall contain a severability of interest or cross liability clause and shall be primary for all purposes. Certificates of insurance evidencing the coveIage's and provisions Iequired in (a) and (b) above shall be furnished to LICENSOR priOI to any use of the Licensed Premises bý LICENSEE and shall provide that written notice be given to LICENSOR at least thirty (30) days prior to cancellation or reduction of any coverage. LICENSEE agrees, at request of LICENSOR, to increase the limits of insurance to meet the limits then required by LICENSOR for similar licenses of this type. The provisions of this paragraph shall not in any way limit any of LICENSEE'S other obligations or liabilities undeI this License. The LICENSEE has the right to self-insure these exposures. 12. Obstructions; Except as pe=itted by this License, LICENSEE shall not place, install, maintain, or allow any combustible materials, buildings, structures, or other improvements upon the Licensed Premises and shall not cause or allow the surface B-6 JQ -I cj - . .. - elevation therein to be changed in any way whatsoever, without LICENSOR'S prior written approval. 13. Attornev's Fees: If either party hereto commences any legal action or proceeding against the other by reason of the alleged failure of the other to perfonn under this License, the party prevailing in said action or proceeding shall be entitled to recover, in addition to court costs, a reasonable attorney's fee to be fixed by the court. Such recovery shall include court costs and attorney's fees on appeal, if any. As used herein, "the party prevailing" means the party in whose favor fmal judgement is rendered. 14. Condemnation; If the whole or any part of the Licensed Premises shall be taken by any public or quasi-public authority under the poweI of eminent domain, this License shall cease as to that part so taken fiom the day possession of that part shall be required for any public purpose. On OI before that day, LICENSEE shall elect in writing either to cancel this License or to continue as to the remainder of the Licensed Premises under the tenns herein provided. If LICENSEE elects to continue, the consideration paid by LICENSEE for all subsequent years of this License shall be reduced by a percentage equivalent to the percentage the Licensed Premises was reduced in area by the taking. All damages awarded for such taking shall belong to and be the pIoperty of LICENSOR, with the exception that in the event LICENSEE should not be allowed to remove any fixtures or other personal pIoperty as provided by the tenns of this License, then LICENSEE shall receive that portion of the award, paid to LICENSOR, which shall represent the value of LICENSEE'S property so retained. 15. Breach of Conditions: LICENSOR'S waiver of anyone OI more of the covenants, conditions, or agreements of this License shall not be construed to be .a waiveI of any subsequent or otheI breach of the same or any other covenant, conditions, OI agreement of this License. LICENSOR'S failure to require OI exact full complete compliance with any of the covenants, conditions, or agreements of this License shall not be construed as changing the tenns hereof, and such failure shall not stop LICENSOR from enforcing the full provisions hereof. The tenns of this License shall be amended only in writing by LICENSOR and LICENSEE. 16. Time of the Essence: It is mutually agreed that time is of the essence of each and all of the tenns and provisions of this License. B-1 .,3o...-lS- - . 17. Growing Crops or Tree Stock; If, at the revocation or termination of this License, there are growing crops or tree stock on Licensed Premises in which LICENSEE has an interest, LICENSEE shall nonetheless leave the Licensed Premises and LICENSOR shall have the right to do with or dispose of said crops or stocks as LICENSOR sees fit without compensation, remuneration OI liability to LICENSEE on account thereof. However, in the event that said crops or stock will mature within one month after the date of termination of this License, and if during the term hereof LICENSEE shall have requested extension of this License as herein provided, which extension was denied by LICENSOR, LICENSOR shall extend the term of this License for forty (40) days from the date of said termination for additional consideration based on a pro-Iata amount of the consideration in effect at such time. 18. General Order 69-C: Notwithstanding any other provisions to the contrary, this License is expressly conditioned upon the right of LICENSOR to commence or resume the use of the property whenever in the interest of its service to its patrons or consumers it shall appear necessary or desirable to do so, as provided by GeneIal Order 69-C or any revision thereof or amendment thereto, of the Public Utilities Commission of the State of California; provided, however, in such event, LICENSOR shall exercise good faith efforts not to materially, negatively, impact LICENSEE'S permitted use of the Licensed Premises. 19. Default: In the event of default by LICENSEE in the performance of any of the covenants, conditions or agreements hereof, LICENSOR shall give LICENSEE written notice as provided herein of the default. If the default is not cured or corrected to the satisfaction of LICENSOR within ten (10) days of said written notice LICENSOR may immediately revoke and terminate this License and LICENSEE shall forfeit all consideration paid. 20. Condition of Premises - End of Term; Upon termination or revocation of this License, LICENSEE shall sUITender the Licensed Premises to LICENSOR in a condition satisfactory to LICENSOR, clean and free of debris. 21. Pavment of Service Utilities; LICENSEE shall pay for all utilities furnished to the Licensed Premises during the term of this License or any renewal thereof, including but not limited to electricity, gas, water and telephone service. B-8 =?Q.-Ic, - -. . . 22. Audit RÎizhts: (A) LICENSOR reserves the right to audit any books, records, receipts, purchase orders, settlements and other documentation and supporting information relating to this Agreement. Any such audit (s) shall be undertaken by an employee of LICENSOR or its contracted repIesentative (s) from a Certified Public Accounting Firm at reasonable business hours and in conformance with generally accepted auditing standards. LICENSEE agrees to fully cooperate with any such audit (s). (B) If such audit shows a deficiency in any percentage payment fOI the period covered, the amount thereof shall be paid within fifteen (15) days by LICENSEE. If such audit shall show percentage payments to have been overpaid, the excess shall be applied to any amounts there due to LICENSEE. If any deficiency in percentage varies by more than three percent (3%) over figures submitted by LICENSEE, LICENSEE shall pay for the audit; if audit verifies LICENSEE'S figures within three percent (3%), expense of audit shall be borne by LICENSOR. 23. Governing Law; This License shall be governed by and construed in accordance with the laws of the State of California. 24. Severability: If any part, paragraph or provision of this AgIeement should be invalid, then all the remaining parts, paragraphs and provisions shall continue to be fully effective. B-9 JQ -(7 25. Execution of License: Execution of this Exhibit "B" as part of this License by LICENSEE and its return to LICENSOR shall not be binding on LICENSEE until LICENSEE has in fact signed and delivered this Exhibit "B" to LICENSOR. I have read and accept the foregoing Exhibit "B" to the License Agreement. LICENSEE; CITY OF CHULA VISTA a Municipal Corporation By: Shirley Horton, Mayor Date: B-lO ..3Q.-/~ - - - - SCHEDULE "A" LICENSEE may use, only so long as LICENSEE is in full confonnance and compliance with all State, Federal, and Local rules, regulations, and laws, the following substances for the following specified purposes: --NONE-- The use, storage, disposal, or handling of any material or sub-stances not identified above, or any misuse of the material or substances identified above, shall be considered a material breach and default of tills License. Ja.-/q - . .. . AGENCY RESOLUTION NO. ~L/ and COUNCIL RESOLUTION NO. ...L5l...1..3 f " JOINT RESOLUTION OF THE CITY COUNCIL AND THE REDEVELOPMENT AGENCY OF THE CITY OF CHULA VISTA APPROVING PROJECT AND DESIGN PLANS FOR DEVELOPMENT OF THE OTAY RECREATION CENTER AT 3554 MAIN STREET WITHIN THE SOUTHWEST REDEVELOPMENT AREA WHEREAS, the City of Chula Vista is pfoposing to build and operate the 15,000 square foot Otay Recreation Center to be located at 3554 Main Street within the Southwest Redevelopment Area; and WHEREAS, the parcel where the Project will be built is diagrammatically represented in the Locator Map, attached to and incorporated into this resolution; and WHEREAS, the site for the proposed Project is located within the Southwest Redevelopment Area under the jurisdiction and control of the Chula Vista Redevelopment Agency; and WHEREAS, the City is in the process of acquiring said site for the construction of the Project; and WHEREAS, the Environmental Review Coordinator reviewed the proposed Project and issued Negative Declaration IS-98-02 which determined that the Project would have no significant impact on the environment in accordance with CEQA; and WHEREAS, the Redevelopment Agency and the City Council adopted said Negative Declaration IS-98-02 at a joint meeting on October 21, 1997; and WHEREAS, on March 2, 1998, the Design Review Committee reviewed and recommended that the Redevelopment Agency approve the proposed Project and design plans subject to the conditions listed in Attachment B; and WHEREAS, the Redevelopment Agency has been presented the Project and design plans for the development of the Otay Recreation Center depicted in Exhibit A, subject to conditions listed in Exhibit B attached hereto and incorporated herein by this reference. NOW, THEREFORE, THE REDEVELOPMENT AGENCY OF THE CITY OF CHULA VISTA does hereby find, order, determine, and resolve as follows: 1. The proposed Project is consistent with the Southwest Redevelopment Plan and Implementation Plan and shall assist in the elimination of blight by developing a public facility on a previously blighted parcel. 2. The Redevelopment Agency hereby approves the Project for development of the Otay Recreation Center at 3554 Main Street in accordance with design plans shown in Exhibit A and subject to conditions listed in Exhibit B attached hereto and incorporated herein by this reference. Presented by Approved as to form by ~, ~ .... Chris Salomone Director of Community Development IIMzn H,\HOMEICOMMDEV\RESOS\OTAYGYM.RES 1M..," 10. 1998 13,'3pmll -3/;-1 - . . - WlJ \::=::~~~:tLLLLUJJllLL IIJIJ- r . - ' ----------------- III ITIID.. UTAY ElEMENTARY SCNOOL ITTI' IJ PROJECT ------- f--_- ---- - LOCATION T--.-rn------ :~.j ! ':;.\~ . J..._.- :; V~~A ----[.illJ' M~~E ";::OE EWPMENT RENl'L ~ACANTI --.- - -- .- ------.-.---.-..-.--.-.- MAIN SIREET AMERICAN AFFORDABLE TOWING RESTAURANT & EQUIPMENT.. RECYLING !!ii CENTER SOUTH fJ BAY &I RECYCLING ~ GLENVIEW TOWING I ----.-.----.-----.----------- ------.--.-.-,.,.,.-----------.-. I CHULA VISTA PLANNING DEPARTMENT LOCATOR PROJECT City of Chula Vista PROJECT DESCRIPTION: Œ) APPLICANT: Department of Parks & Recreation DESIGN REVIEW PROJECT 3554Main Street Request; Proposal to construct a 15,000 sq, ft. building with a 9,300 sq, ft AODRESS: gymnasium and a 5,700 sq. ft. support community use component. SCALE: I FILE NUMBER: NORTH No Scale I DRC-98-10 h:\homelplanninglcarlosllocatorsldrc9810.cdr 3/5/98 ..3 1. -.;1... I I ! ¡!!!!i!¡;:n!d!.. !! ..' .' ~ i ¡m!!!!I! ¡dill ; ,8~, . *,'- .- I . , ~II/ I I I I I ~ ~ > : ~ LJ 0 ::;:z ~, ~, -~ 00 «I;: z¡'j - 0;' >-8 CéJ~ -- """ ' ~ , -~- ...,.. c ;<, ---- - as ~", 'I II ...3 iJ - 1- - . EXHIBIT B Conditions of Approval Otay Recreation Center 3554 Main Street Chula Vista, CA DESIGN REVIEW CONDITIONS OF APPROVAL 1. Design Development documents, including complete and fully dimensioned site and landscape plans, shall be prepared for approval of the Director of the Parks and Recreation Department and for presentation to the Design Review Committee. The Design Development proposal shall resolve and incorporate the following items: a) There shall be resolution of the relationship between the community gymnasium and Otay School and Otay Center, and their relationship and orientation towards Albany Street shall be developed. The three components shall be functionally and visually linked, and pedestrian access connecting the three elements shall be developed. b) Deleted c) Within the" Urban Forest", understory planting shall be added to provide adequate screening of the parking lot from the public right-of-way, in accordance with the City Landscape Manual, and to discourage unchecked pedestrian traffic. d) The tree species and size shall be indicated for each tree on the landscape plan, using the main tree species identified for use in the "Urban Forest". e) The function of the courtyard area shall be resolved and identified, and site amenities such as bike racks, seating, trash receptacles and light fixtures shall be provided inside the courtyard area. f) A lighting plan shall be furnished to provide for both landscape and parking lot lighting. g) Landscape materials which discoufage and impede foot traffic shall be provided at all building windows and at walls and features susceptible to graffiti. Such plant materials shall be provided along the entire length of the north-facing building wall. h) The proposed architecture for the transit stop shelter shall be delineated and shall be consistent with the site and building design. I) Apparent discrepancies between the formal landscaping indicated on the building elevations and the informal placement of planting materials indicated on the landscape concept plan shall be resolved. JiJ -S - - EXHIBIT B Conditions of Approval Otay Recreation Center 3554 Main Street -2- Chula Vista, CA j) Use of the pocket along the north side of the building shall be determined, and discrepancies between whether hard- or landscape is to be utilized shall be resolved. If fencing is to be employed, details shall be provided, and any plant materials in this area shall discourage access to the building walls. k) All requirements of the Engineering Department shall be shown to be met to the satisfaction of the City Engineer. I) All requirements of the Fire Department shall be shown to be met to the satisfaction of the City Fire Marshal. 2. A sample of the aluminum standing seam roof with patina or other finish shall be submitted to staff for approval at the building permit stage. 3. All roof-mounted equipment shall be completely screened by architectural building elements and no mechanical equipment shall be visible on the exterior of the building. 4. A graffiti-resistant or sacrificial coating shall be specified for all wall surfaces. 5. A maximum of 300 bleacher seats in the gymnasium. in any combination. shall be used at anyone time in order to meet the parking requirement of the Zoning Ordinance. Jb -~ - - ATTACHMENT A Design Review Committee 3 November 3, 1997 2. DRC-98-10 Olav Gvmnasium 3554 Main Street Communitv Gvmnasium and associated site imDrovements Staff Presentation Design Review Coordinator Ms. Ann Pedder Pease reviewed the history of the project, which consisls of a 15,000 sq. ft. community gymnasium, with associated parking, landscaping and site improvements. She explained that the proposed gymnasium was presented to the Design Review Commitiee approximately 2 years ago, at which time it was proposed to be located on school property. Because of siting issues expressed by lhe Committee, the item was continued. Since then, an alternate site has been secured and an agreement has been reached with SDG&E, the owners of the neighboring property to the west, for parking 10 be located on their site. Ms. Pease reviewed staff concerns and recommendations. Member Araiza expressed concern that the proposed gymnasium did not present a relationship between the Otay School and the Otay Center. ADDlicanl's Presenlation Mr. Jess Valenzuela, Director of Park and Recreation, reviewed the project's history, and addressed the issue of concern expressed by MembeI Araiza. He indicated thai although the concern is valid, the Parks and Recreation Dept. is limited on solutions. Mr. Valenzuela stated lhat tying the buildings programmalically will be the key, but he is open to circulation solutions. Sunny Shy, Deputy Director of Parks & Recreation, reviewed the relationship between the inlended use of lhe gymnasium and the Otay Center, which houses the MAAC Program. Martin Schmidl, the project Landscape Architect, reviewed the history of the original Otay Park Master Plan, and the proposed project. He asked the Committee ifthey would focus on the proposed project and its improvements to Main Streel. Mr. Schmidt indicated thai the Parks & Recreation Dept. will look into solutions for tying the Otay Center and the Otay School with the community gymnasium. /I-I - . . . Design Review Committee 4 November 3, 1997 Committee Discussion/Concerns Chair Rodriguez asked for clarifications on condition lOB, referencing the roof materials. Member Araiza again expressed concern with the project lacking a tie-in with the Otay Center and the Otay School. Discussion followed. MSC (Rodriguez/Duncanson) (3-0) to approve DRC-98-1O subject to the conditions lisled in the staff report; 1, 2, al - changes to include 'relationship and orientation towards Albany Street shall be developed; a2-12 as is; b, c, d. /J-.:z - . .. . Design Review Committee 2 March 2, 1998 D. PRESENTATION OF PROJECTS 1. DRC-98-10 Otav Gvmnasium DRA.f:ì 3554 Main Street Communitv Gvmnasium and associated imDrovements Staff Presentation Mr. Ken Lee gave a brief introduction referring to the report for staff concerns and comments. He then turned the meeting over to the applicant. ApDlicant's Presentation Mr. Ric Davey, of Eric Davy Architects, stated to the Committee that he had no concerns with staff's recommendations with the exception of the recommendation referring to the pedestrian access across the landscape buffer belween Albany A venue and the easterly parking lot. Mr. Martin Schmidt, project Landscape Architect, reviewed the project, and addressed the changes and/or additions which include: courtyard changes, bike racks, and the bus stop shelter. Mr. Schmidt also reviewed the detailed landscape plan, planting malerials, and the parking lot layout which utilizes a portion of the SDG&E parcel. He made note to the Committee the hardscape and entry gate coming from the school site. Committee's Discussion/Concerns During discussions member Alfredo Araiza staled that his main concern still remains with the issue concerning the lack of connection between the Community Gymnasium, the Otay School, and the Otay Center. He indicated that he still sees no visual link or pedestrian access connecting the three elements with the exception of a gale. Sunny Shy, Depuly Direclor of Parks & Recreation, addressed the concern made by member Araiza. She stated that according to discussions, the school district is willing to consider a pathway from their property, only after the project has been built and the pedestrian traffic has been studied. The plans for the Recreation center include a gale between the Recreation Center and the Elementary School. However the school is requiring that the gate remain locked until school is out of session. /1-3 -. ..- Design Review Committee 3 March 2, 1998 - No other comments or concerns were noted by Committee. Discussion followed on the issue of accessibility referred in Condition 2. It was agreed by Committee members that this condition could be deleted. MSC (SpethrnaniMorlon) (3-0-1) to recommend lhat the Redevelopment Agency approve this project with the conditions listed in the staff report with Condition 2 being deleted. Member Aguilar abstained being that it was her first time seeing the project. /1-1 -. ..- JOINT REDEVELOPMENT AGENCY/COUNCIL AGENDA STATEMENT Item 4- Meeting Date 031n198 ITEM TITLE: COUNCIL RESOLUTION I gq.3.;J, AGENCY RESOLUTION ¡S1'S' AOOPTING OOWNTOWN VISION STATEMENT ANO FOUR FOCUS PROJECTS AS HIGH PRIORITY FOR TOWN CENTRE I AS PROPOSED BY THE OOWNTOWN BUSINESS ASSOCIATION, APPROVING THE CONCEPT OF RETAINING BUSINESS RECRUITMENT CONSULTANT ANO OIRECTING STAFF TO SUBMIT FUNDING REQUEST FOR CONSIDERATION IN THE FY 98-99 REDEVElOPMENT AGENCY BUDGET, AND DIRECTING STAFF TO PREPARE APPROPRIATE REQUESTS FOR PROPOSALS SUBMITTED BY: Community Development Director ¡j\; f'61 c¿;. REVIEWED BY: Executive Director (415ths Vote: Yes- No.Å) BACKGROUND: The Downtown Business Association (DBA) and Pacific Bell Yellow Pages co.sponsored the "Community Tune" Program for the Chula Vista Downtown. In June, as part of the program, two Roundtable groups were established to develop a "Vision" for the Downtown. The Roundtable participants included DBA members, elected public officials, community and business leaders, and Chula Vista city staff. The groups discussed the strengths and weaknesses of the current Downtown commercial area and talked about their concepts of what the downtown should be. A "Community Tune" consultant facilitated the first Roundtable meetings and then forwarded his findings, conclusions, and recommendations in a brief report. Participants from both Roundtables later combined to consider the consultant's report and to develop the Downtown "Vision" statement. Ways to implement the vision also were discussed. The Downtown Business Association's Board of Directors reviewed and evaluated the consultant's report and input from the Roundtable discussions and voted to submit a "Vision" statement and recommendations for the implementation of the vision for City Council and Redevelopment Agency consideration. RECOMMENDATION: That the City Council/Redevelopment Agency adopt a Resolution: 1. Adopting the "Vision" Statement for the Downtown as proposed by the Downtown Business Association; 4-1 Page 2, Item .d.. Meeting Date 03/17/98 2. Adopting Four Focus Projects as high priority for Town Centre I as proposed by the Downtown Business Association; 3. Approving the concept of a business recruitment consultant to prepare a Marketing Trend and Void Analysis for Subarea 1 of Town Centre I and to implement a Business Recruitment Program in Subarea 1 of Town Centre I during the 1998 calendar year with a focus on currently vacant buildings, and directing staff to prepare a request for proposal for said program and to include a funding request in the FY 98.99 Redevelopment budget; 4. Direct staff to prepare a Request for Proposal for an overall Downtown Master Plan (Subareas 1, 2, and 3) in coordination with Recommendation numbers 1, 2, 3, and 4. BOARDSICOMMISSIONS RECOMMENDATION: On March 10, 1998 the Town Centre I Project Area Committee voted 5.0 to support the Downtown Business Association's recommendations to recommend that the City Council and Redevelopment Agency adopt the proposed Downtown Vision Statement and implementation recommendations. DISCUSSION: On January 6, 1998, after considering the input from the "Community Tune" Roundtable discussions and the "Community Tune" consultant's recommendations, the Downtown Business Association Board of Directors unanimously adopted a "Vision" Statement for Downtown and voted to forward the following recommendation to the City Council/Redevelopment Agency for consideration: 1. Adopt the proposed Downtown Vision Statement (attached as Exhibit A), 2. Adopt Four Focus Projects as high priority for Town Centre I (attached as Exhibit B), 3. Retain a business recruitment consultant to prepare a Marketing Trend and Void Analysis for Subarea 1 of Town Centre I and to implement a Business Recruitment Program in Subarea 1 of Town Centre I during the 1998 calendar year with a focus on currently vacant buildings, 4. Consider subsidizing a full.time Town Manager position for the Downtown in the 1998.99 Agency budget and development of a mentor program as recommended by the "Community Tune" consultant (this item was considered under the DBA 1998 budget request), and 5. Prepare a Request for Proposal for an overall downtown Master Plan (Subareas 1, 2, and 3) in coordination with recommendation #3 above. 4-;).. Page 3, Item .!:L Meeting Date 03117198 Vision Statement Mr. Kent Burnes, a consultant for the Pacific Bell "Community Tune" program facilitated the initial Roundtable discussions to determine how the community (as represented) viewed the Downtown area; its strengths, weaknesses, image etc.; and, how the community would like to see the Downtown. (A copy of Mr. Burnes' report summarizing the Roundtable meetings and his conclusions is attached as Exhibit C.) During the "Community Tune" Roundtable discussions, both Roundtable groups expressed a desire to see the Downtown re.established as a strong commercial center. Participants also reiterated their feelings that the Downtown in addition should be a social center and the entertainment center of the community. "A sense of Place" became a main theme developed during the sessions. As a result of these discussions, the Downtown Vision Statement "Establish Downtown as the Business, Entertainment, and Social Center- point of the Community" was adopted. (A copy of the formal Vision statement is attached as Exhibit A.) The DBA Board supported this Vision and adopted it. The formal statement also includes the Downtown organizational structure fashioned after the Main Street concept to develop and maintain the vision. It includes the Downtown Business Association as a management organization with a Town Manager to administer and coordinate the Downtown business matters and maintenance of the area and programs. This structure is currently operational including the four point committee process: 1) Organization Committee, 2) Economic Restructuring Committee, 3) Design Committee, and 4) Promotion Committee. Following the concerns expressed by the Roundtable participants and the conclusions of the consultant, Economic Restructuring appeared to be the area in need of focus. An action plan to revitalize the economic vitality of the Downtown through improved tenant mix, new business recruitment etc. was developed and incorporated into the DBA's recommendations. Four Focus Proiects In 1997, the Redevelopment Agency re-evaluated and re.adopted the Town Centre I Redevelopment Project Area Five Year Implementation Program. As part of the Implementation Program, a list of nine projects, programs, and estimated expenditures was proposed for the next five years. Of the nine, the Downtown Business Association recommends that the Redevelopment Agency adopt four as Focus Projects in conjunction with the implementation of the Downtown vision. The four focus projects are listed below and are further defined in attached Exhibit B. 8 Downtown Business Association/Promotions and Marketing 8 Joint Public/Private Programs 8 Marketing Analysis/Cluster Recruitment 8 leader Building Redevelopment 4-3 -- Page 4, Item 4- Meeting Date 03/17198 Marketing Trend and Void Analysis and Business Recruitment Program By the early 1990's the Town Centre I Redevelopment Project reached a development plateau and the business environment has been fairly stable since that time. Recently, the area has experienced an increase in commercial vacancies and a lack of vitality is apparent in the existing business mix. To prevent the continuation of this downward trend and to renew the viability of the downtown, it is recommended that the Redevelopment Agency retain a business recruitment consultant to prepare a Marketing Trend and Void Analysis for Subarea 1 (Downtown) of Town Centre I and to implement a Business Recruitment Program during the 1998 calendar year with a focus on filling currently vacant buildings. The purpose of the Analysis and Retail Recruitment Program is to provide a strategy for establishing a desirable increase, upgrade and diversity in the mix of commercial uses that will also capitalize on the retention of successful businesses now located in the Downtown. The goals of the Program are: . To create a realistic action plan that builds on Downtown's strengths. . To create a business recruitment action plan aimed at actively involving Downtown property owners, existing tenants, commercial brokers, developers, and City management and staff. . To recommend target niche concepts aimed at encouraging new commercial uses to compliment the existing businesses and to provide recommended tenant absorption direction for in.fill of vacant space. . To create and implement a marketing/promotions action plan for recruiting target market businesses and attractions. Staff is recommending that the Redevelopment Agency support the proposed business recruitment program for implementation during 1998.99. If a request for proposals could be solicited during July/August 1998, it could be possible to hire a consultant by mid.Dctober. Based on a two.to.three month marketing trend and void analysis, the actual business recruitment could start afound January or February 1999. Given this scenario, results should be evident by the summer of 1999. The cost for the plan is $60,000. Town Manager and Mentor Program It was concluded by Kent Burnes, the "Community Tune" facilitator and consultant during the Downtown Roundtable meetings, that to make the Downtown program successful on a long.term basis, a full. time manager is necessary. It was recommended that the manager possess skills in communications and public relations, have knowledge of small business, and have a direct link and commitment to the community. Because downtown development through the Main Street Program is a relatively young profession, it is recommended that a mentor be retained to help the manager develop skills specific to the Main Street approach to downtown management. Currently, the Downtown Business Association (DBA) is funding a part-time Town Manager to administer the Business Improvement District under the Main Street concept. The Board would like to increase the 4-'1 - - Page 5. Item ..E... Meeting Date 03/17198 position to full.time and is investigating new revenue sources for the future such as an increase in B.I.D fees and revenue generating events to help support the Town Manager position and training. Staff recommended that the Redevelopment Agency support the DBA by contributing 50% of the cost of the Town Manager ($20,000) and assist in the cost of a mentor ($5,000) as recommended by Mr. Burnes. (This item was included in the fiscal impact section of the DBA's 199B budget request) Master Plan The DBA's recommendations 1 through 4 are immediate action items that would be implemented within one year and results could be forthcoming within the first year. The recommendations primarily focus on the "Downtown" area which entails the vicinity of Third Avenue from E to G Street (Subarea 1 of Town Centre I, Subarea Map attached as Exhibit Dj. Subarea 3 of the Town Centre I differs from the specialty retail and service orientation of Downtown. Subarea 3 has been planned with the County Court Complex in mind and larger office buildings and uses in support of the Courts have been anticipated on adjacent properties. This is happening, slowly. Subarea 2 has been viewed as the tfansitional link between the Downtown and Subarea 3. Private redevelopment has taken place. but, not to the extent desired. The Sweetwater Union High School District property will most likely be the catalyst in this subarea. While marketing and recruitment activities are underway in the Downtown which should stimulate the surrounding areas, it may be the appropriate time to start evaluating how to coordinate future redevelopment activities through a reaffirmed master planning effort Once the proposed marketing trend and void analysis is completed for Downtown and the recruitment process is underway, the momentum can be carried into Subarea 2 and 3. Therefore it is suggested that a request for proposal be prepared for Master Planning Services and a recommendation for those services, if appfopriate, be submitted in the FY 99.00 budget process. Conclusion The Downtown Business Association's proposed vision statement and recommendations are consistent with the Redevelopment Agency's goals that were adopted in the Town Centre I Five Year Implementation Plan and the City Council's focus on Downtown as one of the seven areas of improvement The recommended implementation plan is designed to capitalize on market opportunities and to be proactive in recharging Downtown's economic vitality. It is anticipated that the proposed activities would result in the Agency's investment being returned in increased sales and property taxes and from related business stimulation not only in the Town Centre, but throughout the City as a result of marketing the Downtown. 4-~ - . ..- Page 6, Item .1- Meeting Date 03/17/98 FISCAL IMPACT: At this time, the Downtown Business Association requests that the Council/Agency direct staff to submit the following funding items in the 1988.99 Redevelopment Budget for consideration as part of the Vision implementation plan. Void Analysis/Business Recruitment Program $60,000 est. Town Manager Subsidy/Mentor Support 25.000 (This item was included in the DBA's 1998 budget request) 1998 Investment in Downtown Vision $85,000 If the business recruitment program is successful, increased property values will increase tax increment revenues for reinvestment into Town Centre I and sales tax and business license revenues should increase the general fund. A side effect could be increased consumer exposure to other commercial areas of the Community resulting from Downtown as a destination commercial center. IPBI H:\HOMEICOMMOEV\STAFF.REPID3.17.9BIOTVISION.113 (March 12. 199B 13:D2pmll 4-¿, - - AGENCY RESOLUTION NO. ~;;;Z and s;; COUNCIL RESOLUTION NO. ~ JOINT RESOLUTION OF THE CITY COUNCIL AND THE REDEVELOPMENT AGENCY OF THE CITY OF CHULA VISTA ADOPTING DOWNTOWN VISION STATEMENT AND FOUR FOCUS PROJECTS AS HIGH PRIORITY FOR TOWN CENTRE I AS PROPOSED BY THE DOWNTOWN BUSINESS ASSOCIATION, APPROVING THE CONCEPT OF RETAINING BUSINESS RECRUITMENT CONSULTANT AND DIRECTING STAFF TO SUBMIT FUNDING REQUEST IN THE FY 98-99 REDEVELOPMENT AGENCY BUDGET, AND DIRECTING STAFF TO PREPARE APPROPRIATE REQUESTS FOR PROPOSALS WHEREAS, the Downtown Business Association co-sponsored the "Community Tune" Program for the Chula Vista Downtown which included Roundtable discussions to develop a "Vision" for the Downtown; and WHEREAS, the Downtown Business Association's Board of Directors reviewed and evaluated the Roundtable discussions and voted to submit a "Vision" statement and recommendations for the implementation of the "Vision" for City Council and Redevelopment Agency consideration; and WHEREAS, the Town Centre Project Area Committee voted to support the Downtown Business Association's recommendation to the City Council and Redevelopment Agency; and, WHEREAS, the City Council and the Redevelopment Agency are committed to the Redevelopment of Town Centre I and supported the development of a "Vision" for the Town Centre I Redevelopment Project Area; and WHEREAS, the City Council and the Redevelopment Agency have reviewed the Downtown Business Association's proposed "Vision" statement and recommendations for the implementation of the "Vision" which is consistent with the Town Centre I Five Year Implementation Plan and shall assist in the elimination of blight as stated in said plan. NOW, THEREFORE, BE IT RESOLVED the City Council and Redevelopment Agency of the City of Chula Vista do hereby; 1. Adopts the "Vision" statement for the Downtown as proposed by the Downtown Business Association and attached as Exhibit A; and, 2. Adopts four focus projects as high priority for Town Centre I as proposed by the Downtown Business Association and attached as Exhibit B; and, 3. Approves the concept of a business recruitment consultant to prepare a Marketing Trend and Void Analysis for Subarea 1 of Town Centre I and to implement a Business Recruitment Program in Subarea 1 of Town Centre I during the 1998 calendar yeaf with a focus on cuffently vacant buildings, and directs staff to prepare a request for proposal for said program and to include a funding request in the FY 98-99 Redevelopment budget; 4-Î - . 4. Directs staff to prepare a Request for Proposal for an overall Downtown Master Plan (Subareas 1, 2, and 3) in coordination with Recommendation numbers 1, 2, and 3. Presented by Approved as to form by ~ \ IIpbl H,\HOMElCOMMDEVIRESDS\tovl"oo"" IMa"h 12. 199B (3,20pmll L(-~ - . . - EXHIBIT A Downtown VISION Statement ESlllllish IIWIIIWIIS Ihe Busiless, Ellenlilmellllil SICil1 Celler-.lilill Ihe ClmmulilJ I Downtown Management Downtown Business Association (DBA) Via Main Street Concept Full-time Town Manager Coordination & Maintenance of Area and Programs I I I I I I I I I I I I I 1. OrGanization 2. Economic Restructurina 3. 1!H!Im 4. f!2m!!II2!! DBA Board .¡' Property Values . Enhance historic, eclectic Soecial Events Develop Partnerships .¡' Lease Rates arch~ectural compos~ion . Farmers Market with: .¡' Tenant MIx . Lemon Festival . City . Vacancy Index .¡' Re-evaluate: .¡' International Film Festival . Agency .¡' Void AnalysIs Design Manual . Startight Yule Parade . Chamber .¡' Business Recruitmenl Sign Policy .¡' SBA/SWC Daytime Market Land Use Policy OnGoinG Promotions . School Districts Evening Market In-lieu Fee Parking Policy . Advertising . Friends of the Arts .¡' Tourism Parking District . Grand Openings Etc. . Cleanliness .¡' Unification of Merchants and ACTION . Pedestrian Orientation .¡' Image property owners . Public Spaces PLAN . Streetscape FOCUS .¡' Entryways . Banner Program . Holiday Lighting Program H: IHo me ICo m m DevlGa r cia IR 0 u ndtb~Orgch art 4-9 - . EXHIBIT B (excerpt from) TOWN CENTRE I REDEVELOPMENT PROJECT AREA FIVE YEAR IMPLEMENTATION PROGRAM 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 Continue to focus on the redevelopment of 2.4 acres of property conveyed to the Sweetwater Union High School District 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 $50,000 over the next 5 years. An additional amount may be necessary to participate in public infrastructure improvements, studies, and environmental review (estimated $125,000.001. 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 Avenue 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, 4-10 - . 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. FOCUS PROJECT 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 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 to provide business education opportunities and development of financial resources 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 $60,000. 4-1 ( - - 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. As capital projects are identified and become necessary to implement the Plan's goals and objectives they will be introduced with cost estimates to the city/Agency. 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. In addition to parking improvements, an analysis of the Parking District, meters, and enforcement will be conducted. Alternatives to resolve current parking issues will be presented to the public, the local business association and the Council/Agency. 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. City and Agency staff will institute a Courtesy Parking Program on a temporary basis in the Downtown Parking District to create a friendlier approach to parking citations. A survey and a financial analysis of the program will be conducted and submitted to the Council/Agency with other alternative solutions to the parking issues in the Downtown. Staff time and cost of upgrading parking lots within the next 5 years is estimated at $713,000. Staff time and cost of the Courtesy Parking Citation Program is estimated at $200,000. <1-1 ;L - . .. - FOCUS PROJECT 6. Joint Public/Private Programs Development of programs such as: 1) demonstration exterior renovation 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 projects that will have joint public and private participation which will benefit the Project Area both physically and economically. 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. 7. Amendment of the Redevelopment Plan Staff will process an amendment to the town Centre I Redevelopment Plan. The proposed amendment to the town Centre I Redevelopment Plan would encompass the following; . Establish a new 12-year time period within which the Agency may commence eminent domain activities within the Project Area, . Extend by approximately 2 Y:. years, the time frame within which the Agency may incur indebtedness on behalf of the Project, from July 6, 2001 to January 1, 2004, . Extend the effectiveness of the Redevelopment Plan from July 6, 2001 to July 6, 2016, . Extend the Agency's time frame to collect tax increment revenue from July 6, 2011 to July 6, 2026, and . As necessary, modify the tax increment revenue and bonded debt financial limit and update other provisions of the Redevelopment Plan. This activity will provide the tools to assist in the elimination of blighting influences and help attract new development to the area. Estimated staff cost for this activity is $80,000 in consultant costs and $40,000 in staff costs when combined with the Bayfront Redevelopment Plan Amendment. 4-/3 - . FOCUS PROJECT 8. Marketing Analysis/Cluster Recruitment By the early 1990's the Town Centre I Redevelopment Project reached a development plateau and the business environment has been fairly stable since that time. Recently, the area has experienced an increase in commercial vacancies. To prevent the continuation of this downward trend and to renew the vitality of the downtown, it is recommended that the Redevelopment Agency retain a retail recruitment consultant to prepare a marketing trend analysis and to implement a cluster recruitment program for the area. Staff time and consultant services are estimated at $80,000. FOCUS PROJECT 9. leader Building Redevelopment The leader Building located at 221 Third Avenue has been vacant for a number of years. The owner of the property also owns an adjacent, vacant building and parking lot. The owner has indicated that he may be interested in redevelopment of the properties and staff is working with the owner to obtain letters of interest from potential developers. It is estimated that approximately $50,000 is needed to bring the leader Building up to code and about $150,000 will be needed to update the building. Staff recommends that $50,000 be appropriated to be available for development incentive and negotiations. Staff time and development incentives is estimated at $75,000. IH :IHOMEICOMMDEVIGARCIAIROUNDT ABLIFOCUS] 4-/~ -. .. - 'Burnes CQnsulting Wed,Aug6.1997 11:36AM Poge lof19 ~ - f~. EXHIBIT C CHULA VISTA. CALIFORNIA Introduction I. Purpose The town of Chula Vista in cooperation with Southwestern College Small Business Development Center and Pacific Bell directory participated in a "Community Tune" program. The community tune program is a way to bring professional consultants and communities together to brainstorm on particular issues of importance to the host community. On June 3, 1997 Kent Burnes (principal) of Burnes Consulting interviewed community and business leaders in Chula Vista in the form of round table discussions. This brief report is to serve as recap of those discussions along with recommendations for city leaders in Chula Vista to consider. The benefit of the ~ommunity tune is to provide the community and it's leaders with information concerning possible areas of immediate focus. While this report is not a complete analysis of problems or problem areas it should serve as a tool to jump start the process of economic or community development in certain target areas. In addition to the on sight program a workshop is scheduled for June 19 for area businesses and an additional day will be set aside after the workshop to offer one on one consulting with area business on a space available basis. '. Background Information - . I t was the desire of the smali bu~iness development center and the city to focus on issues concerning'the'~owntown area of Chuli Vista. A brief tour of dqwntown was led by p~ Bucl,1an and Daye Rossi to fåmiliarize Mr.. Burnes with the boundaries and condition of the . downtown area. The day wàs broken.ftlt~ tWo round table séssions (participant lists attached) the' first rou~d table began at 10:00 am and ended at 12:30 p.m. The second round table began at 2:00 p.m. and ended at 4:30 p.m. . 4i -"l.~ . - . . - Burnes Consulting Wed, Hug 6,1991 11:36 HM Page 2 of 19 II Roundtables The participants in each of the two roundtable's were all enthusiastic about the fact that this focus was taking place about downtown Chula Vista. In this situation as in so many others the two roundtable groups agreed on almost all of the assets and liabilities that pertain to downtown, In many cases the two groups stated problems and possible solutions in almost an identical manner. This kind of common problem solving is a big positive for Chula Vista as this says that most of the problems are recognizable. When listing the assets of downtown all of the participants agreed to the following: 1. Downtown well positioned . The position is somewhat unique in that it is in the center of a 500,000 person population base, Downtown has a good location to and from the interstate highways of 5 and the 80S, There is also great potential in the market at and on the other side of the border. 2. Parking. Both roundtable's'agreed that the parking in downtown is adequate to serve the existing arid immediate future needs. While there was also agreement that there could be better signage pointing out additional parkip.g, nonethelesspàrking is not a major concern. There is however, ape~ödic percepti<;lpthatparking is a problem. Both" roundtable's agreed that thi,s could be remedied with education. ," . 3. Heart oftlu~ city . The roundtible's recognized that downtown is the heart of the city and this is a big plus in embarking on any redevelopment efforts. 4. Unique." The participants consistently pointed to the fact that downtown has the opportunity to be a unique specialty district All of the participants agreed that the base is intact for downtown to be specialty oriented in many areas and not single focused (such as just antiques, restaurants or offices but more rounded). 5. New businesses ,The point ~as,made that downtown has had several new businesses open or abo~t ,to .operl. In both groups minds this repreßented a fai,th of reinvestm~,r\.tiriqowritqwn. " oj 4~/~ " - . . . 'Burnes [ansulting Wed, Rug 6, 1997 11 :36 RM Page 3 of 19 6. Occupancy. It was pointed out that the downtown has a relatively low vacancy rate. Although this was also seen as a negative in that the businesses that are occupying what should be premium retail space areas are often offices or service businesses that typically pay lower rents. 7. Built in market for daytime business . Both groups pointed to the fact that there are a lot of daytime workers within walking distance of downtown. This market has a spendable income that is average or better. This being a plus for downtown businesses the question and discussion often questioned weather the downtown businesses were recognizing this markets full potential. Both groups also pointed out that this market is not likely to stay downtown for shopping or other services after work or return on weekends. 8. Downtown association . It was recognized as a positive statement that downtown has a downtown asspci¡:¡tion that is working on projects like this and is getting more proactive at 'promoting the downtown area. 9. Good for walking. Downtown Is a good place to walk. With planned development and economic development strategies both groups felt that downtown could benefit from the positive walking environment. 10. Streetsdpe . The roundtable's agreed that the streetscape work that has been completed in the past has added to the ambiance of the downtown area.' Both groups agreed that this work should continue. . 'i: It is natural for these types ofrqundtable groups to focus more on the needs of the downtown area than the actual assets. The purpose of the two work sessIons was to identify the weak areas in an attempt to give the consultant enough information to draft recommended actions. The following is a 'consensus of the needs as stated by both work sessions. In some of the topic areas much discussion ensued about possible solutions. I . ~ . ' 1. Pedestrian traffic. While down~dwn could be a great walking and pedestrian oriented area there is not the arpount of foot traffic the groups felt was possible. 2. Image. Both groups entered intoJeJ?gthy discussions concerning the poor image of downtown where signs, building fronts, cleanliness. interiors and public areas are concerned. The general consensus was that , 4-/7 " - . . - 'Burnes Consulting Wed, Rug 6,1997 11:36 RM poge 4 of 19 the image is too poor to be competing with other downtown areas for the "big picture" market. There was agreement however, that downtown could, with some hard work and image treatments become a destination. 3. Rents. Because the downtown is not as healthy economically as it should be rents are somewhat depressed. The depressed rent factor tends to attract higher risk start-up businesses and service businesses that are able to occupy what should be prime high rent retail and restaurant spaces. 4. Unity. There is a lack of unity on the part of the merchants and property owners in the downtown area. It seems that it is always the same merchants or property owners that are participating in promotions or through the downtown association. 5. Diversity . Downtown needs a diverse mixture of businesses to compete on a regional scale. The night life suffers and leaves downtown as a daytime destination for the workers and immediate residents of Chula Vista. 6. Safety. Real or imagined the perception of safety was an issue for many of the participants. While most agreed that downtown is safe the perception is reality. 7. Streetscape . There is a need to update the streetscape improvements in downtown. Overwh~lming agreement that downtown is in need of a facelift. ' I 8. Courtyards. There is an opportunity cost in not developing the courtyard opportunities in downtown. 9. Gateways. There is nothing that tells you when you have arrived in downtown or for that matter how to get to downtown from other areas of town. ' 10. Illghest and best use .' There was lengthy discussion centered around the fact that downtown is not ,being used as a cash cow for Chula Vista. The roundtable participants all felt that downtown could pull market from almost any area of San Diego if they had a vision and a plan. All agreed that this would take several years but finnly believed that downtown could be a destination not on the scale of, but similar to the gas lamp district of San Diego. ' , 4-/¥' -- . - 'Burnes Consulting Wed,aug6,1997 11:36aM Page 50f19 11. More specialty retail and IÛght life to attract a wider range of the market 12. Downtown is undershooting the potential of the market 13. There is no vision or pIan that has the consensus of the merchants, city or property owners. 14. Downtown is ditTerent and needs to be treated ditTerentIy from a planning and zoning standpoint if it is ever to be a true downtown district. There was a feeling that businesses in the downtown face different and special challenges and there should be considerations made for these challenges. 15. Tourism. Downtown is totally missing the opportunity to capture the tourist market and the immense dollars that this industry generates. 16. Develop corridors to 3rd street. 17. Decrease the vacancy rate 18. OtTer greater incentives' for facade improvements and image improvements. 4-/9 c: - - Burnes Consulting Wed,Aug6,1997 11:36AM Page 60f19 III Conclusion and Recommendations - Chula Vista is typical of many small communities facing changes in the near or distant future. Recognizing that an asset exists that could be equal to or greater than the downtown areas of communities that seem to be draining some of the market from Chula Vista. There will always be concerned citizens and businesses as well as other community groups and leaders talking about the issues of downtown development. The roundtable participants agreed that the assets are all very real and most are obvious the same goes for the liabilities. Generally downtown development can an should start with some basic preempting elements. 1. Leadership. There are enough great ideas in the two roundtable sessions to keep the downtown busy for a very long time, and could result in long detailed reports that end up as dust catchers. Who is going to do all of this and who is responsible for all of this?, is an often asked question. Is there the present strength of staff and dollars in the downtown association to mount an "assault" on fixing what is broken with downtown? A group or organization must decide who is going to assume the leadership role for advocating a downtown program that is public and private based. 2. Planning. There should be a recognized plan for the downtown. This plan should not only encompass the physical improvements, as they can not and will not happen (smoothly) until the organizational planning is completed. 3. Communication. Communication betWèen the city, property owners, merchants and residents is key to the success of any downtown improvement process. ; 4. Vision. Chula Vista must make a decision as to what they want downtown to be for Chula Vista. Downtown's do not just happen anymore they are nurtured, managed and many times created. A downtown left without a managed vision will generally be a poor economic performer. Downtown can be anything Chula Vista manages it to be. These four elements along with the four elements of organization, promotion, design, and economic development / restructuring are typically carried out by a downtown development program. A common organization that many small to medium downtowns belong to is known as the Main Street Network or National Main Street Center. While it has 4-2-0 c - . . . Burnes Consulting Wed, Rug 6, 1997 11 :36 RM Page 7 of 19 been made clear that Chula Vista is following, to the best of their abilities, the main street concepts, the reality is the program as it stands today is not working. The principals and techniques of the Main Street concept have proven to work time and time again in hundreds of situations. A properly organized and managed main street approach will work in Chula Vista. A typical problem experienced by many communities is the lack of trained individuals with experience in downtown development and the main street approach. The art of downtown management is different from that of mall management, public relation, advertising or a host of other professions. Communities typically expect the manager to hit the ground running and accomplish complicated technical tasks (loan pools, facade programs, etc.) in addition to the often overlooked basic functions of organization. Because technical skills are often learned in the trenches the program often resorts to a promotion heavy organization that does not balance the four point main street approach. Without a mentor the program manager is often in over his/her head and crisis management is the result. The organization / city becomes frustrated at the lack of results (and the high salary) and often deems the program a failure. Many communities are taking a second look at how the structure a downtown program. 1. Communities most often commit to a free standing program with a separate board of directors, a stand alone organization. While some small communities combine the Chamber of Commerce and the downtown organization this approach is not recommended for Chula Vista. In some smaller cities the main street approach is run entirely by city hall. In most of these cases downtown is the whole town. This approach is not recommended for Chula Vista. The redevelopment department should continue to be the chief cheerleader for a downtown program and continue a partnership with the program. In re-organizing the downtown program the redevelopment department will also have to commit some funding as it has in the past. (*Note. It has been made clear the city has committed substantial funding to a program and projects for downtown in the past. These moneys have been well spent. The money spent for management in the past is an investment in the downtown no matter how well the program was managed, this investment has contributed to a solution or proposed solution.) 2. Because downtown development / main street is a relatively young profession many communities are opting for a mentor approach or program. In this approach the manager chosen in fact has no direct experience in main street management. The manager chosen would 4-2.--' ,.., - . . - Burnes ConSUlting Wed,Rug6,1997 11:36RM Puge Bof19 certainly have an interest in one or more of several areas and be willing to receive on the job training to become a certified downtown manager. The most important criteria to most communities is the person chosen be bright, a communicator, possess basic business skills, reasoning power, and a direct link and commitment to the community (children in school, home owner, family, someone committed to the community and planning to stay.) Of course any experience with public relations, historic preservation, organizational development, or community development is a plus. The manager is then hired at a "training" wage (often eligible for considerable reimbursement through the Job Training Partnership Act) that will then allow the organization to contract with a mentor or consulting company to supply monthly assistance, guidance, training, problem solving and experience. Generally, in this approach the program truly hits the ground running as the mentor is supplying years of experience and the "in training" manager is carrying out the prescribed tasks while receiving on the job training. The ~ost of this approach is generally equal to the salary that most communities have paid in the past for technically "un-trained" staff. The mentor is generally in the picture 18 - 24 months. At the end of the mentor program the organization and community have benefited from a program that did not have to go through a learning curve and end upwith a committed well trained (from the trenches) manager. Thisapp~óach is recommended for Chula Vista. . .: ! 4-J-?- " Burnes Consulting Wed, Hug 6, 1997 11 :36 HM Page 9 of 19 Chula Vista should commit to the following 1. A comprehensive education workshop on how to organize for downtown development. This workshop should be a training session for city staff as well as the downtown association, merchants and property owners. This workshop should educate the participants about the potential programs and successes that are possible using an organized approach (mentorships etc.). The city and the downtown association should retain assistance in setting up a full time managed downtown program focusing on downtown issues, planning, organization and business education. The commitment to a downtown program (full time) is critical and must be maintained forever. The management of this district is critical for long tenn success. 2. A fully funded downtown program with a full time downtown coordinator and a part time or full time staff person. The present downtown association is staffed with a competent director but is only afforded a budget that allows for part time participation and involvement. For the organization to fully mature and the committees to fully function full time commitment must be made. The city of Chula Vista must recognize that it is their role to kick start the process and will have to commit additional funding to such a program. The program should center around the four accepted program areas for downtown development. While explained in simple tenns, the realization is that this is a long tenn process with long tenn commitments. If examined all of the asset management and dealing with the liabilities will fall into these four basic program areas, and always will. To eliminate a learning curve and to jump start the program a mentor/manager program should be seriously considered. Even though Chula Vista has the main street model the program is not working as well as it should at the present Chula Vista's main street program is broken but very repairable. The concepts are solid and tested, Chula Vista should not abandon the main street approach just fix the implementation. 4- :1..3 n - . . . Burnes Censulting Wed,Aug6,1997 11:36AM Page10of19 A. Or:ganization . An intense effort is made to organize all of the affected parties in the downtown area. The organization process brings together the merchants, city, property owners and city residents to create a vision for downtown and the commitment to a public private partnership to oversee the downtown management process. Structure is not important at this point but commitment is. B. Promotion -' A committee is developed and trained to promote downtown through image promotion, sale promotion, event promotion and festival promotion. C. Design. A committee is developed and trained to address design issues such as streetscape, specific planning issues, sign codes and various ordinances relating to design and image issues in downtown. D. Economic development -' A committee is developed and trained to promote and assist existing businesses to expand as well as to focus on retaining those businesses. The committee will explore such areas as cluster mix and recruit for the mix. This committee is also responsible for addressing such needs as incentives for rehabilitation and education programs for merchants and property owners, Once a fully functioning main street program is in place the organization can and should work to address many of the problems that exist for downtown Chula Vista, A non dysfunctional organization must exist fIrSt The city and other partners will not be able to fully extend their help and support to downtown and have it "hit the mark" with a dysfunctional or:ganization. The staff and volunteers currently involved with main street are valiant in their efforts and should be commended for their commitment. These volunteers and staff are attempting to implement a very technical approach to downtown development with no fonnal instruction. They have done a good job with their available resources. Past results would pale in comparison to future results with proper training, organization, monitoring, mentoring and motivation. Many of the problems that exist for downtown were identified in the roundtable discussions. The roundtable participants were general in many of their remarks but did identify core issues that face the downtown and can be addressed through proper programming, design, image enhancements or economic development programs. 4-2'-1 '" - - Burnes Consulting Wed,Aug6,1997 11:36AM Page11of19 Issue: Image Improvements. Increase Pedestrian Traffic, It is typical for communities and downtown organizations to try and create a "theme "for the downtown area. In Chula Vista the theme already exists. Even though many of the historic buildings have been remuddled over time, enough of the historic and art deco flavor exists to capture and maintain that "theme", In downtown development the word theme has come to be problematic ,in that, created or forced themes have failed all over the country. The long lasting successes have been those that have paid close attention to the historic details and created guidelines for all reconstruction, renovation, and infill to be sympathetic to what downtown was. The downtowns that have used this approach find a real marketing tool and preserve/create an area that will be viable for another 100 years. Downtown Chula Vista has a history, it has roots extending back many years, it is not a newly manufactured area, for this reason the historic approach to marketing and design is recommended. All of the participants agreed that there needs to be some improvements made to encourage and accommodate more pedestrian traffic. Enhancing the image of the downtown area will provide the comfort zone that the pedestrian needs, to feel welcome in any area, as well as keeping the pedestrian in the area longer. Continued effort should be made to update the already existing streetscape program that was completed on 3rd street some years ago. The furniture and fixtures are in need of maintenance and many of the design elements should be updated to create a more foendly pedestrian atmosphere. Physical gateways should be created to, slow down traffic and alert the motorist of the "special district" ahead. Landscape or architecture can be used to create this gateway approach. There are rear entrances to many buildings and businesses that are being underutilized. The streetscape program should take into consideration the use of rear entrances and the many courtyard opportunities that exist in the downtown area and could be used as corridors to the 3rd street area. It can be confusing to the pedestrian 4- :z.S- 11 - . Burnes Consulting Wed,Hug6,1997 11:36HM Page12of19 trying to navigate through the courtyards to some of the downtown businesses. There should be a pedestrian friendly sign system that aids the pedestrian with directions, locates their present position and makes them aware of other businesses in the downtown area. To capture more of the specialty nature of the downtown, consideration should be given to a sign system for both the motorist and the pedestrian that is unique to the area. Cities such as Tempe Arizona have used a unique sign system and thus visitors and residents make no mistake that they have entered downtown Tempe. The fact that the signs are unique to downtown creates a gateway effect as well as leads people through the downtown. Recap: 1. Create image enhancement program for downtown. Improve the current streetscape. 2. Improve rear entrances and courtyards. 3. Create a specialty sign and information system for the downtown. Other ideas can include: . downtown entryways, arches, monumentation and welcome signage. . a program of banners, pennants and international flags to provide color as well as a feeling of festivity and cultural diversity. . a downtown public arts program in the form of a series of historically based wall murals. . downtown greenery and the trimming of existing street trees in order to allow more effective lighting. P~rmanent lighting in street trees. Trimming is still possible with various techniques. . seasonal planting of flowers in the project area. . sponsoring an old fashioned paint up, clean up, fix up program for the downtown. . steam cleaning of sidewalks and parking spaces. . removal of graffiti. . "screen" vacant properties. . expand existing street lighting program. . illumination of the downtown area through use of white lights outlining downtown architectural features such as building roof lines, cornices and parapets. . currently there are no signs from the freeway to direct the motorist into the downtown area. signs should mark the path from the freeway and the arteries into downtown. if they can't find it they won't come. . consolidate all of the various news racks into standard "downtown" design news racks. . . review sign codes to allow pedestrian oriented and projecting signs. . create a facade improvement incentive program for downtown property and business owners. 4-2& "'\ Burnes Consulting Wed,Rug6,1997 11:36RM Page130f19 Issue. Create more night life in the downtown Economic Development Another area identified by the roundtable participants is the lack of nighttime activities in the downtown area. Business recruitment programs will often target certain industries (based on market demand) and recruit them for various reasons. The economic committee should update market information and use current demand numbers to confirm that nighttime activities would in fact work in the downtown area. Special attention should be given to those businesses that have an afternoon appeal as well as evening and nighttime pull. Opportunities exist to recruit establishments that serve food but also add an entertainment element. Micro-breweries and theme bars are very popular and can attract a desired clientele. There is a trend to combine upscale coffee houses with micro breweries to create an 18 hour operation. Restaurants that can offer outdoor seating should be encouraged. Bookstores, coffee houses, full service restaurants (spaghetti factory), micro breweries (Shields of Ventura), upscale billiard parlors, restaurant bar combinations (Hard Rock Cafe), family restaurants, play houses and theaters are but a few businesses that should be encouraged to locate in the downtown area. The phenomenal growth in popularity of the micro brewery industry has amazed and impressed entrepreneurs and business consultants throughout the country. A recent article, printed in "The Çelebrator", which is recognized as America's premier micro brewery publication, indicates that there are indeed very specific economic development benefits to any city or downtown area that hosts a micro brewery and or brew pub. . Tourism attraction. "Brew trekking" is becoming a very popular pastime with many beer aficionados. . Generation of retail sales tax revenues through the attraction of visitor dollars. 4-;;..7 ,.., Burnes Consulting Wed, Aug 6, 1997 11 :36 AM Page 14 of 19 . The creation of good paying jobs by a clean, light industry that can even export the product. . Micro Breweries are good business neighbors and attract other good businesses to the area. . Micro Breweries carry out adaptive re-use projects involving older, often vacant downtown buildings. . Micro Breweries often provide activities in the area of entertainment and art, especially during the evening when additional downtown activity is needed. The round table participants identified areas that are obstacles to attracting new businesses to the downtown area. 1. The downtown has a negative image which does not attract, and may repel new business. 2. The downtown area is not retail or nighttime-oriented which discourages possible new retail/nighttime uses from locating there. 3. Signage and streetscape need to be updated. 4. The specific definition of downtown Chula Vista and it's boundaries is not clear. 5. Working through the city pennit process which is necessary to open a new business in inconvenient, frustrating, expensive and tedious. An ombudsman position needs to be created to assist with fnlfilling the many City requirent.ents. 6. Downtown has not developed a marketing program or theme as a means of giving it an identity necessary to set it apart from other commercial areas or cities. Downtown needs to develop a new and effective marketing strategy if it wants to attract new businesses to the area 4-;¿~ 1 A -. . - Burnes Consulting Wed,Rug6,1997 11:36RM Page1Sofl9 Incentives for attracting new businesses. The following is a partial list of incentives that should be considered and expanded to attract new businesses to fill existing vacancies, or vacancies as they occur. 1. Carry out a shopper preference survey in order to learn which new businesses might be supported by the community. 2. Identify and maintain a listing of commercial and service businesses that fit into the profile of what community members want. 3. Contact downtown property owners and commercial brokers in order to inform them of the program while stimulating their interest. 4. Work in a liaison capacity with prospects and commercial brokers as well as with property owners. 5. Establish a commercial recruitment committee. 6. Hold commercial recruitment orientation workshops to familiarize participants with the concept as well as to confirm overall program goals. 7. Sponsor a series of public and private workshops to gather input from downtown business owners, property owners, commercial brokers, and community leaders. 8. Create incentives for newly relocating businesses. . moving assistance. . job training assistance. . fast track approval. . low interest financing for improvements. . assist in property assembly. . rent and interest rate "write down programs". In the short term there are still several vacancies that need to be filled in the downtown area. There are creative solutions that can be used 4-2-9 1 ~ -. Burnes Consulting Wed,8ug6,1997 11:3681'1 Pilge16of19 to create activity in the space while preventing a look of emptiness, such as one experiences when looking at a television set that is turned off. 1. A phantom art gallery program. 2. A window display program, possibly in connection with a local program or event. 3. Leasing to temporary retail outlets not in competition with exiting downtown merchants. 4. Leasing to seasonal shops. 5. The temporary expansion of local, possibly contiguous, stores that need additional display areas. Issue: Downtown Lacks Unity Organization! Promotion There was a general feeling from the roundtable participants that the downtown area lacks unity among the merchants and the property owners. It is very important to have not only the buy-in of the business and property owners in the downtown area but their participation or at least a perception of participation. There are two areas that this participation should be nurtured to create unity in the downtown area. 1. Organization. That is making sure that the organizational process of how the downtown program works is clear, concise, understandable and conveyed to all of the members in the downtown area. In conversations with members of the downtown association it was mentioned that the overall program has never been fully explained to all of the members. While the process of explaining and even demonstrating how the organization works is time consuming it is necessary. Contact must be made on a personal basis with each business owner in the downtown at least 2 and preferably 3 times per year by someone from the downtown association. 2. Promotion. Using image promotions aimed at the merchants as well as the customers will not only present the perception of unity it will create unity. Promotions should be devised to bring the merchants together and to promote the image of unity to the general public. Examples unity creating programs. . Downtown employee of the month program. . "Downtown Donates" program. Making the community aware of all of the many charities and community programs that are supported by downtown merchants and property owners. Downtown can pick a special cause and donate a percentage of the total sales for a day to support a particular cause. 4-3-0 '" Burnes Consulting Wed,Rug6,1997 11:36RM Pilge17of19 . Supplying all businesses with window or door stickers showing participation in the downtown program. . Supplying all businesses with window signs that simply say "Downtown Welcomes You". . Creating a business "tips" letter that infonns businesses of the latest tips in technology, inventory control, security or other program as a source of infonnation. . Creation of a downtown web site. . Creation of a sales tax free zone for downtown. All merchants agree to include sales tax in their prices, then advertising that downtown is tax free. ( this is a particularly powerful program that says unity to the community if done right.) . Creation of a membership infonnation hot line. Members can call in with their questions and will be called back with the answer. It is important to remember that unity in the merchant and property owner is created when value is perceived. As time goes by the process becomes more complex but the participants become more trained. The point is to start with small successes such as organization and commitment and move on to the more complex tasks that redevelopment encompasses. There is a need in Chula Vista to regroup, re-motivate and reorganize with a greater and renewed commitment to downtown development before you are shut out of the market. 4-3A 1'7 Burnes Consulting Wed,Aug6,1997 11:36AM Poge1Bof19 Morning Participants. Pam Buchan- City Shirley Horton-Mayor Chris Salomone-City Dave Rossi-Downtown Business Association Bob Leiter- City Patricia Barnes- SDG&E Ken Clark-Small Business Development Center William Tuchscher-Civic leader Eddie Chapman- Downtown Business Association Ruth Henrick-Huddle Restaurant Ann Peddes Pease-City Afternoon Participants Mary Salas-City Council Susan Fuller-Civic Leader Jack Blakely-Downtown Manager (part time) Rod Davis-Chamber Patricia Aguilar-Planning Commission Tom Money- Downtown Business Association Jerry Willits-Cinema Star Jim Graham- Border Environmental Commerce Dick Reynolds-Sweetwater Authority Stella Sutton-Downtown Business Association Frank Kassman-City Pam Buchan- City Ken Clark- Small Business Development Center 4-3;)- "" Burnes Consulting Wed,Aug6,1997 11:36AM Page190f19 Open to Buy Retail Systems Mort Haaz 800-444-4682 I have called him and he will be sending you infonnation. Visual Merchandising and Store Design Magazine 407 Gilbert Ave. Cincinnati, OH 45202 513-421-2050 pop point of purchase and sign design magazine phone 212-355-0040 or 847-675-7400 or request copies at POP and Sign Design Circulation Department 7400 Skokie Blvd. Skokie, IL. 60077-3339 4-33 1n r r:'::::!:~Jl'~1 .' . J~ L I ~_-: EXHIBITD ~ f "-"'-,-,." , = I --"1 r'=:-\r-' R ~ , ,,'. '" , ~ . .,. I . ' '. :., .. .- ~. ; : :; :;.; : :;.. 1.: I : -; : , ,u' ,.....".,,!!,\, I .-- .-,----'---- ~'..~~ :--:L. 1::~1ltt I'.: .-:,.: . .-c,----p: ~I'~':: 0 . :¡3ilJ L'~i t' - -' Líl~: ." ~~ -, ii" -. -,L:.: - , -~ _..ll~[-'..!.-.., ,---, -- m;m;;:. c'-, ...- -~ [ :"'IF'; 1 ~': :- !f ;--1 F:'J ':: :~:;J¡ ~~!!\, WJj!::~:11 :::: - ~._' --:":---- " ' I, - -0' 0 ",,-, ~~"~"-"'I-ô",\" œ -~--mE l~~} -; ,I ~.~2:_: ~,-",:~,i ~JU~ ~~t~IIJ\[~ ~I~;L: ; ::: ~: --~ ~ 1J r i} ¡ :~., -",- . I .~IU ~.~ ~ - -,--- ~ r 5 t-...:~Ii "~"- ;,l~ ~~,,~1 ~ _c -, -- ~"L~J ~~~~ . . 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",,:., .--,---. . .'='~ '~=i~:n ~~- PLAN DIAGRAM ¡ ! ! ¡ JOINT REDEVELOPMENT AGENCY/COUNCIL AGENDA STATEMENT ¡ Item 3- ¡ Meeting Date 03/17/98 , ITEM TITLE: COUNCIL RESOLUTION /'fS q 3.3 AGENCY RESOLUTION / ~ Î ~ APPROVING THE CHULA VISTA OOWNTOWN BUSINESS ASSOCIATION'S 1998 BUDGET AND DIRECTING THAT THE DBA'S REQUEST FOR $20,000 FROM THE PARKING METER FUND AND CITY SERVICES FOR 1998.99 PROMOTIONAL ACTIVITIES BE SUBMITTED FOR CONSIDERATION IN THE FY 98-99 CITY AND AGENCY BUDGETS AND $25,000 FROM TOWN CENTRE I REDEVElOPMENT FUND FOR SUBSIDY TD TOWN MANAGER POSITION AND MENTOR BE SUBMITTED FOR CONSIDERATION IN THE FY 98.99 AGENCY BUDGET SUBMITTED BY: Community Development D~~: ~UA-~ 15. REVIEWED BY: City ManagerjC:\ ~ ~) (4/5ths Vote: Yes- NoJlI BACKGROUND: In accordance with the Chula Vista Municipal Code, the Chula Vista Downtown Business Association (aka, Downtown Business Association, DBA) is required to submit an annual budget in March for the City Council's approval. The DBA's budget is funded by a special assessment applied to each business located within the District boundary and any income the District earns from promotional activities and other contributing sources. The following staff report provides an overview of the DBA's 1998 budget and a discussion of the Association's request for assistance with funding for 1998-99 promotional activities and subsidy for the Town Manager position and mentor. RECOMMENDATION: Adopt a resolution: 1) Approving the Chula Vista Downtown Business Association's 1998 budget; and 2) Directing that the DBA's request for $20,000 from the Parking Meter Fund and city services for 1998-99 promotional activities be submitted for consideration in the FY 98.99 City and Agency budgets and $25,000 from Town Centre I Redevelopment Fund for subsidy to the Town Manager Position and mentor be submitted for consideration in the FY 98-99 Agency budget. BOARDS/COMMISSIONS RECOMMENDATION: On March 10, 1998, the Town Centre Project Area Committee reviewed the Downtown Business Association's request for funding to support promotional activities and advertising, and a subsidy for the Town Manager and mentor. The Committee voted 5.0 to support the funding request and to recommend that the City Council and Redevelopment Agency include the request in the FY 1998.99 budgets. 5-1 -. . . Page 2, Item ~ Meeting Date 03117/98 DISCUSSION: The Downtown Improvement District was established in 1971 to promote business activities in Downtown Chula Vista and to aid in efforts to make the area more attractive to consumers. The City Council resolution establishing the Downtown Business Improvement District requires that the Association submit their budget to the City Council in March of each year for approval. A copy of the 1998 budget and transmittal letter are attached as Exhibit A. The Chula Vista Downtown Business Association (DBA), a non.profit organization was formed to administer the District's business. Generally, about $20,000 per year has been derived from the District's special assessment which is used to conduct business. Income from promotional activities has been limited. In the past, the Redevelopment Agency and the City have contributed financial assistance to the DBA for advertising and promotional activities. The DBA's budget is based on the calendar year as are other local non-profit organizations. The DBA Board approves their budget in January and submits it to the City Council for approval in March in accordance with the Municipal Code. Calendar year versus the City's fiscal year makes it difficult to coordinate funding requests from the City or Redevelopment Agency. The City asked the DBA to adjust their budget year to facilitate the process. The DBA investigated the IRS rules and other regulations concerning their budget process. To accommodate the change to a fiscal year budget, the DBA will have to apply to the IRS and will be required to keep two sets of records and file two separate tax returns if the IRS allowed the change. This could be a cumbersome process, both time consuming and costly. As an alternative, the DBA will accommodate the City's fiscal year by submitting their funding requests for activities planned between July 1 and June 30 of the forthcoming year and will reflect those requests in their annual budget. 1998 Budoet Reouest for Fundina Assistance The DBA is requesting funding assistance for their 1998-99 promotional events and advertising program which includes: two Tastes of Downtown (August 1998 and April 1999), the Starlight Yule Parade in December 1998, the lemon Festival in June 1999 and the weekly Farmers' Market. The DBA has requested $10,000 for assistance in advertising the events and $10,000 to aid in the operation and promotion of the activities. In addition, the DBA has requested the assistance of City staff (Public Works, Police and Parks and Recreation) to support the Yule Parade and lemon Festival. The City has helped fund these activities for a number of years. In August of 1991. the Redevelopment Agency entered into a contract with the DBA to hire a Town Manager for the Downtown area. The Agency funded the position for three years at $50,000 per year beginning December 1991. Funds were exhausted in FY 1994/95. Since that time, the DBA has funded the position on a part-time basis. The current Town Manager is paid for approximately 20 hours per week. He is a small business person and is a long-time member of the community and the DBA who has a vested interest in the Downtown as recommended in Mr. Burnes' report. .5-~ Page 3, Item S- Meeting Date 03/n/98 The DBA currently pays the salary and benefits of a part-time Town Manager. The DBA feels that a full. time Manager is desirable to develop and administer the type of marketing and promotions needed to establish Downtown as a significant commercial district And, during the "Community Tune Roundtable, the program's consultant recommended that a full-time manager be employed to develop and maintain the Downtown Business Improvement District The consultant also recommended mentor services to support the Manager. (The DBA is currently investigating mentor resources through the California Main Street Program, Pacific Bell Community Tune, and a private consulting firm. It is anticipated that experienced Town Managers will be available to share their expertise in matters such as successful fundraising, marketing techniques, Business Improvement District administration and other areas related to effective downtown management) The DBA is requesting that the City assist the Town Manager program by providing a $25,000 subsidy to enable the position to be full-time and to make some mentor services available ($2D,DDD toward the Town Manager's salary and benefits which will match the $20,000 funded by the DBA and $5,000 toward Mentor services). Staff recommends that the DBA's request be included in the 1998-99 budget and considered during budget sessions. The DBA's funding request reflects approximately 33% of the DBA's proposed $136,275 budget for 1998. Revenues from the DBA's fees and programs will fund 60% of the proposed budget, and, if the County approves the Association's grant application, it will represent the final 7% of the budget [A recent survey (1997) conducted by California Main Street (a program of the California Trade and Commerce Agency) showed that of the 31 Main Street Cities surveyed, an average of 37% of budget revenues were derived from City contributions (Survey attached as Exhibit B). Business District fees accounted for about 25% of revenues and District Programs contributed 24%. Donations, membership fees and grants made up the balance.] The DBA continues to develop activities to expose consumers to Chula Vista's Downtown and has made significant progress in keeping the Downtown area clean and reducing the impact of graffiti. The Association has worked diligently in combination with City staff to present high quality promotional events and a marketing package to make Downtown Chula Vista better known as a business and commercial district The Town Manager and the DBA Board have also spent substantial time and resources on developing a "Vision" for the Downtown and a credible implementation plan. The DBA's 1998 budget is reflective of continuing the past years' effective work and future opportunities to recruit new business and customers through marketing and to help implement the "Vision". FISCAL IMPACT: Funds requested for FY 1998-99 activities include $20,000 from the Parking Meter Fund, $25,000 from the Redevelopment Agency, and approximately $15,000 of City Staff services from the Town Centre I/Community Development Department budget 6--..3 Page 4. Item ~ Meeting Date 03117/98 PROMOTIONS AND AOVEmSIN6: Parkin~ Meter Fund Promotional Activities FY 98/99 Taste of Summer Nights Taste of Downtown Lemon Festival Advertising for; 10,000 10,000 Farmers' Market 1998 Starlight Yule Parade 1999 Lemon Festival General Advertising TOTAL 1998/99 PROMOTIONS AND ADVERTISING $20,000 $15,000 TOWN MANAGER AND MENTOR: Town Centre I Redevelopment Proiect Fund Town Manager Subsidy Mentor Resources TOTAL TOWN MANAGER AND MENTOR $ 0 $ 0 CITY PUBLIC SERVICES: Town Centre I/Communitv Develooment Deoartment Budoet Police Services for crowd and traffic control for Lemon Festival & Parade ($3,100 x 2 events) - $6,200 $6,200 Public Works barricades, traffic control equipment, delivery & removal for Lemon Festival & Parade ($1.400 x 2 events) - 2,800 2,800 Parks and Recreation personnel trash clean-up; portable stage; PA system; folding chairs and tables; delivery, set- up, removal Lemon Festival & Parade (510 x 2 events) - 1,020 1,020 TOTAL CITY PUBLIC SERVICES $10,020 IPBI H:\HOMEICOMMOEV\STAFF.REPIO3.17.9BI9BOBABUO.113 (March 11. 199B (10:13amll 5' - 4 AGENCY RESOLUTION NO. ~ 3 3 and (, COUNCIL RESOLUTION NO. ~ JOINT RESOLUTION OF THE CITY COUNCIL AND THE REDEVELOPMENT AGENCY OF THE CITY OF CHULA VISTA APPROVING THE CHULA VISTA DOWNTOWN BUSINESS ASSOCIATION'S 1998 BUDGET AND DIRECTING THAT THE DBA'S REQUEST FOR $20,000 FROM THE PARKING METER FUND AND CITY SERVICES FOR 1998-99 PROMOTIONAL ACTIVITIES BE SUBMITTED FOR CONSIDERATION IN THE FY 98-99 CITY AND AGENCY BUDGETS AND $25,000 FROM TOWN CENTRE I REDEVELOPMENT FUND FOR SUBSIDY TO TOWN MANAGER POSITION AND MENTOR BE SUBMITTED FOR CONSIDERATION IN THE FY 98-99 AGENCY BUDGET WHEREAS, the Chula Vista Municipal Code requires the City Council to review the Chula Vista Downtown Business Association's annual budget and to authorize the disbursement of funds received through the Business Improvement District assessment; and WHEREAS, the Chula Vista Downtown Business Association has submitted a budget for 1998 activities and a request for assistance with funding the 1998-99 promotional activities and advertising and subsidy for the Town Manager position and mentor services; and WHEREAS, the City Council and Redevelopment Agency have reviewed the Chula Vista Downtown Business Association's 1998 budget and request for funding; and WHEREAS, the City Council and Redevelopment Agency desire that the Chula Vista Downtown Business Association conduct quality promotional activities and advertising to promote the Downtown area in accordance with the Town Centre I Five Year Implementation Plan and shall assist in the elimination of blight as stated in said plan. NOW, THEREFORE, BE IT RESOLVED the City Council and Redevelopment of the City of Chula Vista does hereby: 1. Approve the Chula Vista Downtown Business Association's 1998 budget; 2. Direct staff to submit for consideration with the FY 98-99 budget the Chula Vista Downtown Business Association's request for; 1) $20,000 from the Parking Meter Fund for promotional and advertising activities, 2) $25,000 to subsidize the Town Manager position and mentor services from the Town Centre I Redevelopment Project Fund, and 3) City staff services for the Lemon Festival and Yule Parade from the Town Centre I Redevelopment Project Fund. Presented by Approved as to form by ~<Jl [[pb) H,\HOMEICOMMDEV\RESOS\DBABUD9B.RES (Ma"h 12. 199B (3,13pm)) S-s- - - .. - r EXHIBIT A ! ~ MAR -61900 I ( Chula ViS".a ) ~--_.__-..J ¡(WHi WN . "Marcí15:T9§ä-' _.. ~ Mr. Chris Salomone Community Development Director City of Chula Vista 276 Fourth Avenue Chula Vista, CA 91910 RE: DBA 1998 ANNUAL BUDGET Dear Mr. Salomone: A copy of the Downtown Business Association 1998 annual budget is enclosed for submittal to the City Council for approval. Please note that there are several new items in the budget this year including a grant application to the County of San Diego Community Enhancement Program for the design and printing of a full color brochure of the Downtown Business District for County and regional distribution, In addition, the DBA is requesting partial funding for the current part-time Town Manager position to increase the position to full time and the addition of mentor services for the development of the Town Manager as recommended by our "Community Tune" consultant. The DBA continues to build on the Main Street concept of organization and has added and Executive Committee to the Board of Directors functions. The Board and Town Manager are planning several new, self-supporting or revenue generating activities such as a "Lunch in the Park" program planned for July that will draw visitors and customers to the Downtown and are developing sponsorship programs and participation in other City events such as Music in the Park and the City's Cultural Arts Exposition, Again, this year, the DBA will be sponsoring a Spring and a late Summer Taste of Downtown and the annual Lemon Festival and Starlight Yule Parade. A new event will begin this Spring, the Chula Vista High School Band Pageant and we hope the pageant will become a successful annual event in the Downtown area, The DBA is striving to improve communications with the Chula Vista Chamber of Commerce, Southwestern College Small Business and International Trade Center, the California Main Street OrjJanization, the California Downtown Association, and the International Downtown Association, Interaction with these organizations and attendance at workshops, conferences, and functions is viewed as very important by the Board. The DBA sponsored a "Community Tune" program in 1997 which was focused on the development of a "Vision" for Downtown, The recommendation resulting from the Community Tune Roundtable sessions is being forwarded to the Council/Agency for approval and includes a business recruitment program and marketing program to enhance the commercial viability of the Downtown. The DBA is currently working with City staff in a combined effort to develop a S-~ Mr. Chris Salomone Page 2 March 5, 1998 marketing package for the Downtown to start making the "Chula Vista Downtown" a known name in preparation for those recruitment activities and business enhancement opportunities. The Board is optimistic and enthusiastic and plans to work very hard again this year to make the Chula Vista Downtown an important contributor to the City's business community. sinceMck~ )t"'~.~' Sharon Dowdy President Downtown Business Association Enclosure cc: Jim Fergus, Treasurer 5--1 1998 Budget EXHIBIT B Downtown Business Association OTHER DBA REVENUES QM SOURCES TOTAL Assessments from BID $20,000 $20,000 Associate Memberships $0 $0 Interest income $1,000 $1,000 Farmers' Market $8,000 $8,000 Taste of Downtown $2,400 $2,400 Taste of Summer Nights $1,800 $1,800 Third Avenue Festival $31,525 $31,525 Yule Parade $5,000 $5,000 Town Manager-Agency $20,000 $20,000 Mentor-Agency $5,000 $5,000 Advertising-Parking Meter Fund $10,000 $10,000 Promotions-Parking Meter Fund $10,000 $10,000 Grant-County Community Enhancement - ~ ~ Total Revenues $69,725 $54,200 $123,925 EXPENSES Accounting $250 $250 Advertising $7,000 $10,000 $17,000 Bank Charges $100 $100 Banner Installation $1,000 $1,000 Board Planning $350 $350 Business Directory $1,500 $1,500 Christmas Decorations Maintenance $1,000 $1,000 Conferences $500 $500 Design Committee $200 $200 Election $375 $375 Entry Banners $3,000 $3,000 Installation of Officers $250 $250 Insurance (office, other included in events) $500 $500 MembershiplDues (Chamber, CDA) $250 $250 Newsletter $700 $700 Office Operating $4,000 $4,000 Repairs/Maintenance $450 $450 Seminars $100 $100 Storage 12 @ 100 $1,200 $1,200 Subscriptions $100 $100 Town Manager $25,000 $20,000 $45,000 Town Manager Mentor $5,000 $5,000 Utilities $500 $500 Visitor Brochure $9,200 $9,200 PROMOTIONS Farmers' Market $5,500 $5,500 Third Avenue Festival $17,200 $10,000 $27,200 Chamber Mixer $350 $350 Yule Parade $6,000 $6,000 Taste of Downtown $2,100 $2,100 Taste of Summer Nights $1,300 $1,300 Christmas Elves Promotion iUQQ - iUQQ Total Expenses $82,075 $54,200 $136,275 Reserve Increase (Decrease) ($12,350) ($12,350) 5-<6 -. -