HomeMy WebLinkAboutRDA Packet 1994/06/01
Wednesday, June I, 1994 Council Conference Room
6:00 p.m. City Hall Building
(immediately following the City Conncil Budget meeting/wocbe"ion)
Adiourned Special Meeting of the Redevelopment Agencv
of the Citv of Chula Vista
CALL TO ORDER
1. ROLL CALL: Agency Members Fox -' Horton -, Moore -'
Rindone -' and Chairman Nader -.
2. APPROVAL OF MINUTES: None.
BUSINESS
3. AGENCY
RESOLUTION 1390 ADOPTING THE REDEVELOPMENT AGENCY BUDGET FOR FY 1993-
94 AND APPROPRIATING FUNDS THEREFOR--The FY 1993-94
Redevelopment Agency Budget was reviewed as part of the City budget approval
process. As the Redevelopment Agency is a separate legal entity, it is necessary
to approve the budget separately as required by California Community
Redevelopment Law. The formal Agency adoption of the budget had been
delayed in order to detennine the full impact of State budget resolutions and to
complete the evaluation of staffing needs for the Economic Development
function in the Commuuity Development Department as directed by City Council
duriug and subsequent to the City's budget review process. This item was
continued from the meeting of Mav 26 1994. Staff recommends annrovalof
the resolution. (Commuuity Development Director)
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 Council on such a subject, please complete the yellow" 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. Your time is limited to three minutes per speaker.
OTHER BUSINESS
4. DIRECTOR'S/CITY MANAGER'S REPORTrS¡
5. CHAIRMAN' SIMA YOR'S REPORTrs¡
6. AGENCY/COUNCIL MEMBER COMMENTS
Agenda Page 2 June I, 1994
ADJOURNMENT
The meeting will adjourn to the Regular Redevelopment Agency Meeting on June 7, 1994 at 4:00 p.m., immediately
following the City Council meeting, in the City Conncil Chambers.
******
COMPLIANCE WITH THE AMERICANS WITH DISABILITIES ACT
The City of Chula Vista, in complying with the Americans With Disabilities Act (ADA), request
individuals who may need special accommodation to access, attend, and/or participate in a City
meeting, activity, or service contact the Secretary to the Redevelopment Agency at (619) 691-5047
for specific information on existing resources/or programs that may be available for such
accommodation. Please call at least forty-eight hours in advance for meetings and five days in
advance for scheduled services and activities. California Relay Service is available for the hearing
impaired.
[C:\ WP51 \AGENCY\AGENDAS\O6-0 1-94. AGD
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AGENCY AGENDA STATEMENT 6(.,-0/-1'/-
Item
Meeting Date U::>/~-'/'4 '11/
S 2¿
ITEM TITLE: RESOLUTION ADOPTING THE REDEVELOPMENT
AGENCY BUDGET FOR FY 1993-94 AND APPROPRIATING FUNDS
lliffi&m ~
SUBMITTED BY: Community Development Director
REVffiWED BY: City Manager ø (4/Sths Vote: Yes - No...x->
Council Referral No. 2881
BACKGROUND:
The FY 1993-94 Redevelopment Agency Budget was reviewed as part of the City budget
approval process. In fact, the Community Development Department's budget, which
encompasses the City's redevelopment activities, has been approved as part of the regular City
budget approval process. Since the Redevelopment Agency is a separate legal entity, however,
it is necessary to also approve the budget separately as a Redevelopment Agency item which
allocates the already approved Community Development Department and Capital Improvement
Program budgets to each project area as required by California Community Redevelopment Law.
The formal Agency adoption of the budget had been delayed in order to determine the full
impact of the State budget resolutions, and to complete the evaluation of the staffing needs for
the Economic Development function in the Community Development Department as directed by
the City Council during and subsequent to the budget review process. lAttached as Exhibit A
is the Economic Development staffing report. Additionally, when the budget was ready for
presentation to the Agency, staff was directed to provide the Agency Board with a report (which
is to include a 10 year projection of Agency revenues and expenditures) analyzing the Agency
fmancial condition. The report on the Agency fiscal status is attached as Exhibit B. It should
be noted that the financial projections in Exhibit B are .best guess. estimates which should be
used as a rough guide and not as definitive data. It should also be noted that the City Manager
is discussing the Agency fIScal situation and how it may be addressed in broader terms in the
overall FY 1994-95 Budget Process.
The agenda statement outlines the appropriations necessary for current year Agency operations
and includes information on an addition of five supplemental requests totalling $274,722.
However, all five of the supplemental requests are to be paid for from actual spending savings
from the current year, and therefore, do not require additional appropriations. Included as
Attachment I are the budget sheets previously reviewed and approved by the Council.
RECOMMENDATION: That the Agency adopt the Resolution which formally adopts the
Redevelopment Agency budget for FY 1993-94.
BOARDS/COMMISSIONS RECOMMENDATION: Not Applicable.
¡Exhibit A is now replaced by a Supplemental Budget Report dated May 20, 1994.
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Page 2, Item-
Meeting Date 95/24/94
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DISCUSSION:
The FY 1993-94 Redevelopment Agency operating budget total is $4,116,860. The five
additional items that were not previously considered by the Council are: 1) a $12,500 addition
to the Town Centre I budget for Downtown promotional activities, 2) $15,207 for payment of
legal fees owed as part of the Rancho del Rey Power Center project, 3) $6,700 for office
equipment and related supplies for the proposed Administrative Secretary for the Economic
Development Department, 4)$7,500 in support for the South County Economic Dev«lopment
Council which the Redevelopment Agency tentatively approved at the meeting of March 15,
1994, and 5) an additional $232,815 to fund the payment to the Educational Revenue
Augmentation Fund (ERAF) as required under the FY 1993-94 State Budget resolutions. The
ERAF contribution, as required by the State Department of Finance, is to be distributed as
follows:
BayfrontlTC I $174,818.63
Otay Valley Road 33,651.79
Town Centre II 24 344.68
TOTAL $232,815.00
The $12,500 addition to the Town Centre I appropriation was an inadvertent data entry error.
Staff had intended to include this amount in the budget for the purpose of supporting the
Downtown Business Association (DBA) in their promotional efforts. The Rancho del Rey legal
fees are owed for the Price Club Validation Agreement and the Price Club Implementation
Agreement which the City was responsible for paying but was not contemplated in the existing
budget.
Economic Development Staffin!!: As mentioned previously, the formal Agency budget adoption
was initially delayed pending the analysis of Economic Development staffing requested by the
Council. The recommendation is to add one Administrative Secretary position to the Community
Development Department to be assigned to the Economic Development function. Included with
the recommendation are appropriation recommendations for equipment and supplies for the
recommended position and a recommendation regarding space needs in the department. If the
recommended position were filled in FY 1993-94 through transfer of an existing employee,
staffing costs could be accommodated from existing salary savings from under-filled positions.
As previously mentioned, the Economic Development staffing report is attached as Exhibit A.
The Operations portion of the budget reflects an increase of $102,914 from last year's operating
budget appropriation. The increase is because the ERAF contribution has been included in the
budget this year, whereas last year, an alternative source of funds was utilized. The Agency will
not contribute to the City's Capital Improvement Program which reflects a decrease of $954,753
from the FY 1992-93 budget appropriation, and the Agency's Debt Service of $4,771,475
reflects an increase of $617,741 (14.87%) from the prior year. The Debt Service increase is
due to the 1993 Certificates of Participation (COPS) coming on-line.
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Page 3, Item -
Meeting Date ~S.l24.'94...
¿. -0 I - '1 if
The table on the following page delineates the current year total Agency budget, and compares
it with last year's budget. As a summary, the total budget of $8,888,335 represents a decrease
of $234,098 or 2.57% from last year's budget total of $9, 122,433.
OPERATIONS
FY 92-93 FY 93-94
FUND PROGRAM ACTIVITY BUDGETED PROPOSED
981 RDA Housing Program (CHIP) 9810 $ 300.000 $ 300,000
985 Southwest Project Area 9850 448,790 367,840
990 Bayfrontffown Centre I 9900 1,996,916 2,040,080
991 Redevelopment Fine Arts 9910 8,000 8,000
992 Town Centre II 9920 257,330 281,710
993 Low/Moderate Income Housing 9930 606,210 613,990
Orange Tree Mobilehome Park 9931 15,720 16,490
994 Otay Valley Road 9940 380980 488 750
TOTAL $4,013,946 $4,116,860
DEBT SERVICEITRANSFER
FY 92-93 FY 93-94
1986 Tax Allocation Bonds $3,149,949 $3.152.830
1987 COPS "B" TC I 451,899 452,200
1987 COPS "B" TC II 154,836 155,000
1993 COPS - Refunding 87 "A" 0 770,369
1993 COPS - Parking Facility 0 40,676
NIC (Bayfront Conservancy Trust) 182,050 200,400
Development Fees (ROHR Reimbursement) 215.ooo ----.J!
TOTAL $4,153,734 $4,771,475
FY 92-93 FY 93-94
Capital Improvement Program (Total) 954,753 0
GRAND TOTAL $9.122.433 $8,888,335
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Page 4, Item-
Meeting Date 65;'24/94
oc,/('Jf/9<j
AGENCY REVENUE
The proposed budget of $8.88 million is substantially supported by estimated Agency revenues
of $6.31 million. As was discussed during the adoption of the 1993-94 budget, there will be a
current year deficit now estimated to be $2,578,200 (although an "all funds" positive fund
balance of $760,915 exists, due to a FY 1993-94 operating fund balance of $3,339,115). The
table on the following page delineates the anticipated sources of revenue for each fund:
ESTIMATED
PRO] FUND SOURCE AMOUNT
SW 985 Property Taxes $ 200,200
Investments/Leases 1000
$ 201,200
BFITCI 990 Property Taxes $ 3,333,512
Investments/Leases 270,570
Other --..lMQQ
3,622,082
F/A 991 Investments/Fees $ 16000
16,000
TCII 992 Propeny Taxes $ 631,465
InvestmentslLeases 14500
645,965
LlM 993 Property Taxes 878,800
Investments/Leases 183,800
Other 12000
1,074,600
OVR 994 Property Taxes 550,288
Investments/Leases 200 000
$ 750 288
TOTAL REDEVELOPMENT AGENCY REVENUE $ 6.310.135
The current year revenues vs. expenditures deficit is principally due to the loss of $2.2 Million
in revenues through the State reducing Supplemental Subventions and requiring Educational
Revenue Augmentation Fund payments by the Agency for the past two years and from the
downward reassessment of Rohr's fixtures and equipment. This loss of revenue in this amount
will occur each and every year. Secondary contributory causes are the continuing economic
conditions that restrain the Agency from selling property at its full value, as lias been
contemplated over the past several years in order to cover the Agency's deficits, and the lack
of anticipated tax increment from the Bayfront.
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Page 5, Item-
Meeting Date ~SI2<1!9<1
OfJ, -01 - '14-
. FISCAL IMPACT:
Adoption of the resolution will appropriate funds for the FY 1993-94 Redevelopment Agency
budget totalling $8,888,335 as follows:
Operations $ 4,116,860
Capital Projects 0
Debt Service $ 4.771.475
TOTAL $ 8,888,335
As indicated previously, a current year revenues vs. expenditures shortfall of $2.58 million is
anticipated. However, with a fund balance at the beginning of the current year of $3,339,115
plus prior year encumbrances of $102,374, a positive fund balance of $760,915 remains. A
previously suggested "loan" from another City fund is not necessary, therefore, in 1993-94.
The table below delineates current year "bottom line" picture. Please note that the fund balance
includes fund balances from Low/Mod Housing and Fine Arts even though these funds are
restricted for specific uses and do not generate income that affectS the Agency's financial
condition "bottom line". The Low/Mod Fund revenue is derived from the property tax
increment generated in each of the project areas, whereas, Fine Arts fees are collected from
developers. Therefore, these funds were not included in the ten year projections provided as
Exhibit B. Please also note that the ending fund balances for each of the project areas are the
beginning fund balances for the projections.
PROJ. BEG. REVENUE EXPEND. DEBT PRIOR YR END
BALANCE SERVICE ENCUMB.(+) BALANCE
SW ($172,664) $201,200 $367,840 $0 $11,800 ($327,504)
BFrrCI $1,301,505 $3,622,082 $2,040,080 $3,805,430 $57,277 ($864,646)
F/A* $268,624 $16,000 $8,000 $0 $0 $276,624
TCII ($1,046,692) $645,965 $281,710 $966,045 $31,450 ($1,617,032)
LIM* $1,293,567 $1,074,600 $930,480 $0 $0 $1,437,687
OVR $1,694,775 $750,288 $488,750 $0 $1,847 $1,958,160
TOTAL $3,339,115 $6,310,135 $4,116,860 $4,771,475 $102,374 $760,915
* Restricted funds for specific uses. These funds do not generate revenue
independently, and therefore, are not included in Ex!úbit B.
Attachment I: Budget Detail Sheets
Exhibit A: Now replaced by a Supplemental Budget Report dated May 20, 1994
Exhibit B: Report on Redevelopment Agency Fiscal Status
C:\WP5l\HA YNESIREPORTS\9394BUGT.I13
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Thís 'page íntentíonaIly left blank.
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EXHIBIT "B"
REPORT ON REDEVELOPMENT AGENCY F1SCAL STATUS
1. INTRODUCTION
At the Redevelopment Agency meeting of March 15, 1994, at which the Agency considered and
deferred formal adoption of the Fiscal Year 1993/94 Agency budget, the Agency directed staff
to provide a report on the Agency's fIScal status and projections for improving that status.
Specifically, the Agency asked for five year and ten year budget projections. This referral was
made in the context of an ongoing economic recession, a projected Fiscal Year 1993/94 Agency
operating budget deficit of $2.58 Million (although an "all funds" positive fund balance of
$760,915 exists, due to a FY 1993-94 operating fund balance of $3,339, 115).
In response, this report provides information on the following topics: the benefits of the
redevelopment process; the operation and accomplishments of the Agency over time; an
overview of the Agency's fIScal status and the factors that have contributed to that status; and
five- and ten-year fIScal projections.
ll. THE REDEVELOPMENT PROCESS
The redevelopment process in California provides a powerful force for the elimination of blight.
The two principal tools of redevelopment are the power to collect "tax increment" and the
authority to acquire property, through negotiation or condemnation, and sell it for private use.
Tax increment is the revenue source that fuels redevelopment. Agencies are empowered to
declare project areas where there is blight that prevents those areas from being redeveloped by
the private sector. The area's tax base is "frozen" at the time of plan adoption (base year), and
that base continues to be distributed to the existing taxing bodies. Incremental taxes above the
base year amount resulting from new development in the area are distributed among the affected
taxing bodies and the redevelopment agency. The redevelopment agency uses the tax
increment that flows to the agency to fund its redevelopment activities. It is, in effect, a
perfonnance-based system, with payment in arrears. The agency has to invest in
redevelopment activities (staff costs, property acquisition, infrastructure improvements,
operational expenses) before the product of that redevelopment exists to generate the property
tax increment revenues that funds the agency's activities. State Law mandates that a
redevelopment agency can only collect tax increment to the degree that it has incurred debt for
its redevelopment activities. Agencies typically finance their up-front redevelopment activities
through loans from their cities' general funds and through tax allocation bonds (tax-exempt
revenue bonds issued against tax increment anticipated to flow from the project area as a result
of redevelopment). They incur significant debt in pursuit of the desired product -- the
elimination of blight through public and private development efforts. It is typically only near
the end of the term of a redevelopment project area (which has typically been 40 years) that an
agency balances its revenues and debt/expenditures.
Chart # 1 illustrates the effect of the redevelopment process on assessed valuation growth. It
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establishes the property tax base for a hypothetical project area, shows the standard 2 % growth
.in assessed valuation without redevelopment, and shows a reasonable. hypothetical assessed
valuation growth that results from redevelopment. The tax increment yield from the project
area, which is value created by the redevelopment process, is the spread between the 2 % growth
line and the redevelopment growth line. It is substantial.
CHART #1
RDA INVESTMENT IMPACT
Assessed Valuation Growth
$3.5
¡". ~
Ì5
" - $2.5
'" ~
~! $2.0
" $1.5
., $1.0, w ø
$0.5
0123. 5 6 7 8 910111213"'516'7181920
Yea..,
~ 80" Yea- VoJue - " (No ROA) ~ ROA o..owl"
ID. REDEVELOPMENT AGENCY HISTORY
The Chula Vista Redevelopment Agency was formed in 1974 with the declaration of the
Bayfront Redevelopment Project Area. In 1976, the Town Centre I Redevelopment Project Area
was established. The Agency now has five redevelopment project areas, with the addition of
Town Centre II, Otay Valley Road, and Southwest.
Below is a brief list of significant accomplishments of the Redevelopment Agency over the
course of its operation:
. Town Centre I: Redevelopment of "Main Street" central business district;
installation of streetscape enhancements; upgrading through commercial loan
program; development of focus area with multi-plex theater, three major
restaurants, specialty commercial shopping center, office building, parking
structure, upscale apartment project, and condominium project; renovation of
existing neighborhood shopping center; renovation of Memorial Park; funding of
Downtown Manager position; acquisition and development of public parking lots.
. Town Centre II: Renovation and expansion of regional shopping center, with
connection of center previously split by Fifth Avenue, addition of food court,
third anchor (Mervyns), 238,000 square feet of new retail space, lO-plex movie
theater, 6IO-space parking structure, and inclusion of Sav-On Drug in center;
pending expansion of Scripps Hospital with 100 additional beds, 160,000 square
3-8
foot medical office building, and parking structure; correction of "Paint Pit"
contamination at City corporation yard; acquisition of expansion property to effect
Civic Center Master Plan.
8 Otay Valley Road: Development of 700,000 square feet of light industrial space;
development of auto sales park, with three dealerships under construction and one
pending in Phase 1, and the potential for a Phase 2, with 7 to 8 additional
dealerships; widening of Otay Valley Road to accommodate development, with
acquisition of mitigation properties.
8 Southwest: Development of 190,000 square foot high-volume commercial
shopping center (Palomar Trolley Center --under construction), with associated
day care center pending.
. Bayfront: Approval of LocaI Coastal Plan; removal of auto wrecking yards;
development of four major restaurants and one motel; development of Nature
Interpretive Center; acquisition of properties for parkland development and
removal of blighting uses; development of Chula Vista Recreational Vehicle Park;
development of two public boat marinas; development of public boat dock;
development of public bays ide park with sand beach; expansion/modernization of
Rohr plant, including development of 145,000 square foot office building and
parking structure and acquisition of potential expansion properties; development
of "E" Street Trolley Station and Visitor Information Center; removal of SDG&E
liquid natural gas tanks.
8 LowlModerate Income Housing: Long-term and successful honsing
rehabilitation program (CHIP); affordable housing projects such as Town Centre
Manor, Melrose Manor, and Dorothy Street Manor Public Housing developments,
Silvercrest Residence (Salvation Army) senior housing, Orange Tree Mobilehome
Condominium, Brandywine Classics first-time homebuyers condominium project,
One Park Apartments in the Town Centre I focus area, Casa Nueva Vida short-
term housing facility (31 Fourth Avenue), Park Village Apartments (Civic Center
Barrio Housing Corporation); staffing for Affordable Housing Agreement
negotiations with developers, production of Housing Element and other mandatory
housing reports, and initiation of Housing Authority.
. Economic Development [Funded 85% by Redevelopment funds]: Compilation
and implementation of Chula Vista Economic Development Plan; staffmg to
Economic Development Commission; production of "Catch the Spirit"
promotional brochure and City's trade show promotional booth; lead staffing for
development of Rancho Del Rey Commercial Center (three "big box" discount
retailers and associated retail); implementation of Hi-Tech/Bio-Tech Zone;
implementation of Border Environmental Commerce Alliance.
In addition to the specific accomplishments listed above, there are numerous additional pending
projects to which the Agency's resources are being applied. Taken collectively, the list of
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accomplishments illustrates that the Redevelopment Agency is a key benefactor to the City. The
- benefits derived are quantified where possible throughout this report; many of the benefits,
however, are difficult to quantify, while still being of obvious positive impact on the City. In
general, the Agency contributes in the following areas:
. Generation of jobs
. Elimination of blight
. Enhancement of image
. Balanced growth/development
. Balanced economy
. Generation of new revenues: sales tax, property tax, transit occupancy tax
. Creation of affordable housing
IV. FISCAL OVERVffiW
The Agency has in general followed the typical pattern of fIScal history for redevelopment
agencies. In the initial years, debt is incurred in order to invest in the growth of redevelopment
project areas, many of which extend to forty years. Capital for investment in that future growth
is derived from borrowing from general fund revenues on a deferred basis and from borrowing
against future tax increment through issuance of tax allocation bonds (bond debt serviced from
tax increment growth in the project area). As growth occurs in the project areas over time, the
resultant tax increment revenue becomes available in increasing amounts to retire the debt
incurred in earlier years. In the theoretically perfect model of redevelopment, an Agency would
only come out of debt in the final years of a redevelopment project area.
The Chula Vista Redevelopment has financed its operations through loans from the City and
through tax allocation fmancing (see Attachment # I, Summary of Interfund Loans, and
Attachment # 2, Summary of Long-Term Debt). The debt that was created is to be serviced
over time from tax increment flow from the growing redevelopment project areas, and, in
particular, the tax allocation bond debt was predicated on reasonable expectations of project area
growth. It is clear that the characteristic "redevelopment curve" is working in Chula Vista, with
project area growth over time retiring the Agency debt (the projections in the last section of this
report illustrate that fact).
However, a number of conditions and events over the last several years have contributed
to an emerging short-term deficit problem for the Agency. These factors are beginning to
create a significant "dip" in the Agency balance sheet that must be weathered in the short-term,
recognizing that the long-term prognosis is good. The principal factors are as follows:
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8 Reductions in State Supplemental Subventions: In an effort to balance the state
budget, the State Legislature has reduced Chula Vista's supplemental subventions
over the last few years from $1.2 Million to $690,000.00. Loss: $690,000.00
annually.
8 Educational Revenue Augmentation Fund (ERAF): The State has addressed
its own budget problems over the last two years by passing legislation requiring
agencies to pay the ERAF to counties to supplant State funding for schools. The
Agency has had to pay $885,470 to the ERAF over the last two years. Loss:
$885,470.00 over two years.
8 Rohr Reassessment: Rohr Industries had their property reassessed, because they
had transferred substantial plant fixtures and equipment out of Chula Vista to
other locations. The $60 Million reduction in assessment resulted in an annual
loss to the Agency of $600,000.00 in tax increment. Loss: $600,000.00
annually.
8 Mid-Bayfront Project: In 1986, the Agency issued tax allocation bonds of $28
Million for the BayfrontITown Centre I project areas. The debt was to be
serviced from the tax increment that would flow from the Mid-Bayfront project,
based on development expectations. The annual debt service on those bonds is
$3.1 Million. Obviously, the development has not occurred, and the delay has
significantly burdened the Agency's cash flow. When the project develops, this
debt will be easily serviced.
Proceeds from the 1986 tax allocation issue have historically served as Agency
reserve funds, providing the Agency with substantial interest income and allowing
the Agency to acquire property for the Mid-Bayfront project, to fund the LocaI
Coastal Plan effort, to fund the Nature Interpretive Center, and to engage in
redevelopment activities in Town Centre I and in other project areas, including
the Auto Park, through loans to those project areas. As a result, those reserves
no longer exist to make up for Agency annual operating deficits or to provide
interest income.
8 Auto Park: The Auto Park project has required a major initial investment by the
Agency ($5 Million up front for property acquisition; $3 Million of that to be
recouped from sale of the swapped-for existing dealerships for redevelopment [net
land subsidy approximately $2 Million]; approximately $1 Million contribution
to the widening of Otay Valley Road). When the Auto Park is built, the initial
year tax increment to the Agency will be approximately $60,000.00. The City's
general fund will realize an estimated $17 Million over 15 years.
8 Economic Recession: The economic recession of the last several years has had
a very significant impact on the finances of the Agency. Some projects which
had been invested in by the Agency have not moved forward. In the late 19805,
the Agency was fairly aggressive in acquiring properties. A number of those
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properties remain undeveloped (Shangri La, Cappos, Marina Motor Motel,
StreetlMerziotis, three Bay Boulevard properties, properties at intersection of
Third Avenue and H Street, and the Windmill Farms site on Third Avenue --
combined value of approximately $9 Million). The current real estate and
development climate is an impediment to the anticipated development of those
sites, and it is not a favorable time to sell the properties to access capital. When
the economic recovery accelerates, the properties can be developed as planned,
thereby generating tax revenues in most cases, 'or they can be sold for an
appropriate return.
8 Economic Development Activities: Economic development activities, which are
critical to the balanced growth of the City's economy and job base, have been
accelerated over the last two years. Those activities are funded 85 % from
Agency funds and 15 % from General Funds; the total budget proposed for
economic development in the Fiscal Year 1994/95 budgets of the Agency and the
City is $522,292.00. Agency funds are spent for economic development because
over time the positive benefits of balanced economic growth will have positive
growth and financial effects on the redevelopment project areas. Again it is a
case of delayed returns to the Agency. However, in the short-term, significant
Agency funds are being spent for operational costs of doing promotional
activities, economic development planning, business expansion/retention
intervention, Hi- TechlBio- Tech Zone, Border Environmental Commerce Alliance,
and project management of projects that are not in redevelopment project areas
and that will not generate tax increment returns to the Agency, but should
produce returns to the City's General Fund and other benefits to the City.
8 Support of City General Fund: The Agency makes the strongest financial
contributions to the City's General Fund in two specific areas: generation of sales
tax revenues, and payment of staffing costs for other departments.
First, the highest City Council priority projects over the last several years have been tax-
generating developments assigned to the Community Development Department (Auto Park, Wal-
Mart Center [originally at Nelson-Sloan property; now at National Avenue Associates property],
Palomar Trolley Center, Mid-Bayfront project, Scripps Hospital expansion, Chula Vista
Shopping Center expansion, Ranch del Rey Commercial Center [not in a project area, but
agency staff was project lead]). After property tax reform measures were adopted in California,
it became necessary for municipalities to seek enhanced sales tax revenues for fiscal survival.
The Redevelopment Agency has been the City's principal agent for seeking sales tax-generating
development. Typically, Agency funds have been used for predevelopment costs and property
acquisition and write-down. However, the Agency's return on investment is restricted to the
property tax increment generated by the new project; although the tax increment is welcome,
it seldom covers the Agency's costs in the short-term, requiring many year's accumulation of
tax increment to make the Agency "whole." The General Fund, on the other hand, typically
receives large amounts of much-needed sales tax from these projects. Chart #2 illustrates the
generation of property tax increment to the Agency compared to the generation of sales tax to
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the City from the following projects: Chula Vista Center, Auto Park, Rancho del Rey
Commercial Center, Wal-Mart Center [National Avenue Associates], and Palomar Trolley
Center.
CHART #2 Comparing City to Agency I~come
$1,000,000 Major Projects, FY 95/96 Snapshot
$800,000 00 _000000- - 00 _000000_0000 0000- 00 - 000000_- - - - --- ---- - 00 00-
$600,000 00 - 000000- _0000000000.". -........ ..... --__noon - 00-
$400,000 -. .00___.. -........ ..--....- "_"_--00__0000.-.
$200,000 00 ----..---
$0
CV CENTRE RdR POWER ern. PALOMART.C.
AUTO PARK WALMART
I mI!I FY 95196 INCOME TO CIlY ~ FY95196INCOMETOAGENCYI
Chart #3 shows a ten-year projection of annual combined sales tax contributions to the General
Fund from the projects included in Chart #2 above.
CHART #3 Selected RDA Project Sales Tax
Contributions to the General Fund
$5,000,000
$4,000,000 - u- uu -- - -- - u- - u - _uu- _uu _u - ---U
$3,000,000 _--on
$2,000,000 u u u u u u 00
$1,000,000 u u u u u u -.
$0 93/94 95196 97198 99AIO 01.112
Ten Year Projection by Fiscal Year
3-/3
It is clear that the priority for the Redevelopment Agency is to invest in projects that will yield
.high returns to the General Fund, regardless of the degree of return to the Agency. This very
appropriate and necessary pursuit of sales tax-generating projects, however, has created some
difficulty for the financial balance sheet of the Agency.
Second, over the last several years, the Redevelopment Agency has made increasing
reimbursements to the City's General Fund for staff costs, not only for Community Development
staff, but for various other City departments which provide support to the Agency.
V. AGENCY FINANCIAL PROJECTIONS:
In order to assess the implications of the current deficit situation for the future of the Agency,
a series of fiscal projections has been prepared. These projections look at the Agency's
anticipated financial condition over the next ten years. The projections use three different
scenarios to compare revenues and expenditures over that time period: Low Growth, Medium
Growth, and High Growth. Each scenario reflects specific assumptions about each
redevelopment project area and the specific pending development projects in those project areas.
Spread sheets are attached which make projections for each project area and for all project areas
combined, in each of the three growth scenarios (Attachments #3 and #4). The projections are
summarized graphically in the charts below. It should be noted that the projections utilized
assume that the current plans for refunding the 1986 Tax Allocation Bonds take place.
However, provided in the attachments are spreadsheets that make identical projections, without
the assumption that the bonds are refunded.
,3 -/Jf
10 YEAR REVENUE AND EXPENSE PROJECTIONS
CHART #4 Ten Year Projection (Low Growth)
$10,500,000 Revenues and Expenditures
$10,000,000 - ----- - m --- --------- - --- --- --- --- -- - -0 ----- --- 00 --- ----- --0-
$9,500,000 --------------------------------------------------------------
$9,000,000 _--_h_____----------------.-------------__h______-----------
$8,500,000 -0..----- --- -.. ---0-"_------..--
$8,000,000
$7,500,000
$7,000,000
$6,500,000
$6,000,000
$5,500,000 --_h--
$5,000,000 95 96 97 96 99 00 01 02 03 ~
1m Revenues 123 Expenditures I
CHART #5 Ten Year Projection (Medium Growth)
$10,500,000 Revenues and Expenditures
$10,000,000 _--h__--__-------------------------------------_---_h_-----
$9,500,000 ------------------------------.------------------------------
$9,000,000 -------------------------------------------.-------------
$8,500,000 -m--_h ---
$8,000,000
$7,500,000
$7,000,000
$6,500,000
$6,000,000
$5,500,000
$5,000,000 95 96 97 90 99 00 01 02 03 ~
Il!!!IReVenUes ~ Expenditures I
CHART #6 Ten Year Projection (High Growth)
$10,500,000 Revenues and Expenditures
$10,000,000 ------------ ---.-------------------
$9,500,000 ---------------------..------.----------------------
$9,000,000
$8,500,000 ---------- h-
$8,000,000 ---------------------------------------
$7,500,000
$7,000,000
$0,500,000
$6,000,000
$5,500,000 -------
$5,000,000 95 95 97 98 99 00 01 02 03 04
1m Revenues ~ Expenditures I
" ,,-
-..-- -.
Given the "delayed gratification" nature ofredevelopment financing, it is not surprising that the
_Agency's cash flow becomes positive near the end of the ten-year projection period in all three
growth scenarios. This result is a logical outcome of investing in growth and then realizing
return over time as the growth occurs.
It should be recognized that different rates of growth can occur in the different project areas and
that anticipated projects may not materialize. It is also quite possible that new, beneficial
projects might develop to augment or replace the projects anticipated in the projections. The
rate of regional economic recovery could fluctuate significantly. Potential exists for significant
"spikes" in project area growth and revenue growth not contemplated in the projectiòns from
such possibilities as the an expansion of the Auto Park, sales of acquired properties, accelerating
effects of NAFTA, strong and early development on the Bayfront, etc. However, while
recognizing the fluidity of all the assumptions, it is reasonable to accept the projections as valid
tools for predicting the fiscal condition of the Agency over the next ten years. The Medium
Growth projection, which finds the Agency at a revenue-expenditure break-even point in Fiscal
Year 2002/03 and approximately $1.57 Million ahead in Fiscal Year 2003/04, would be the
recommended projection to rely on.
Barring unforeseeable extreme changes in the Agency's situation, it appears clear from the
projections that the Agency will be able to work through the upcoming short-term deficit
situation over the next 6 to 10 years.
The three previous charts illustrate the annual revenue and expenditure projections for the
Agency. The three following charts (Chart numbers 8, 9, & 10) project the Agency's current
year and cumulative deficit situation within the three growth level scenarios.
r] _1/-
-.- -.
TEN YEAR SURPLUS AND DEFICIT PROJECTIONS
CHART #7 Operating Surplus (Deficit)
10 Year Projection (Low Growth)
$2,000,000
$0
($2,000,0001 --------UUh--_h
($4,000,0001
($6,000,0001
($8,000,0001
($10,000,0001 95 98 91 88 99 00 01 02 03 04
I- CUlTont Year I!II Cumulative I
CHART #8 Operating Surplus (Defict)
$2,000,000 10 Year Projection (Medium Growth)
$0
(S2,000,0001 000000_'__--- _m
($4,000,000)
(S6,OOO,000)
(S8,000,000) UUUUh-uumU---h-
(S10,000,000) 95 98 91 98 99 00 01 02 03 04
I- CulTent Year II'IJ Cumulative I
CHART #9 Operating Surplus (Deficit)
$4,000,000 10 Year Projetion (High Growth)
$2,000,000
$0
($2,000,000)
($4,000,0001
($6,000,000) U__m
($8,000,0001 95 96 97 98 99 00 01 02 03 04
¡_culTentYearGiCumulative I
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RESOLUTION 1390
RESOLUTION OF THE REDEVELOPMENT AGENCY OF THE CITY OF CHULA
VISTA ADOPTING THE REDEVELOPMENT AGENCY BUDGET FOR FY 1993-94
AND APPROPRIATING FUNDS THEREFOR
WHEREAS. Redevelopment Agency staff have prepared budget requests for
various redevelopment project areas and the Redevelopment Low and Moderate Income
Housing Fund and;
WHEREAS. the Redevelopment Agency has determined that the planning and
administrative expenses are necessary for the production, improvement, or preservation of
Low and Moderate-Income housing.
WHEREAS. the Redevelopment Agency of the City of Chula Vista has reviewed
and approved the budgets contained in fund numbers 980, 981, 985, 990. 991. 992, 993,
and 994.
NOW THEREFORE, BE IT RESOLVED THAT THE REDEVELOPMENT AGENCY
OF THE CITY OF CHULA VISTA does hereby appropriate funds for the purposes set forth in
the 93-94 Redevelopment Agency Budget submitted by the Executive Director, subject to the
same terms, conditions and authorities given to the City Manager over the City's budget,
summarized by Fund Number, as follows:
FUND PROJECT/PROGRAM AMOUNT
980 Debt Service - 86 TABS $ 3.152,830
981 RDA Housing Program 300,000
985 Southwest Project 367,840
990 Bayfront/Town Centre I 2,040,080
991 Redevelopment Fine Arts 8,000
992 Town Centre II Project 281,710
993 Low/Mod Income Housing 630.480
994 Otay Valley Project 488,750
PRESENTED BY: APPROVED AS TO FORM BY:
eL ~
Chris Salomone --------- Bruce M. Boogaard
Community Development Director Agency General Counsel
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Thís ,age ínttntíonally lift blank.
,,-Sip
SUPPLEMENTAL BUDGET REPORT NO. LJ.......
May 20, 1994
'TO: The Honorable Mayor and City Council
VIA: John D. Goss, City Manager I
FROM: Chris Salomone, Community Development Director
SUBJECT: FY 94-95 Community Development Work Program
BACKGROUND
During the FY 94-95 budget preparation and review process, the City Manager
asked the Community Development Department to prepare a work program
outlining the Department's current projects, overall responsibilities and individual
staff assignments. It should be noted that this report is comprised of sections
and/or excerpts from other reports previously prepared in conjunction with the
Economic Development staffing analysis and prior year budgetary supplemental
reports.
RECOMMENDATION
That the Council review and discuss the FY 94-95 Community Development Work
Program.
DISCUSSION
The Community Development Department is comprised of three general activity
categories: Redevelopment, Economic Development and Affordable Housing/Block
Grant. This report identifies overall responsibilities, current projects and individual
staff assignments for each activity category. .
REDEVELOPMENT
Redevelopment pursues the elimination of blight and the orderly commercial,
industrial, and residential redevelopment of properties in five redevelopment project
areas: Bayfront, Town Centre I, Town Centre II, Otay Valley Road, and Southwest.
Overall responsibilities include the direct staffing of the Redevelopment Agency,
and the related Boards, Commissions and Committees for the five redevelopment
project areas. Redevelopment supports other departments with "development
oriented projects" on an as needed basis.
Recently completed or nearly completed projects that are well under-way include:
The Honorable Mayor and City Council 2 May 20, 1994
-Auto Park
. Phase 1 under construction.
0 18 acres
0 3 dealerships committed: Ford, Chevrolet, and Honda
0 1 dealership under consideration: Kia
0 City/Agency subsidy is anticipated to be $2 million in property resale
differential (Broadway dealerships sites)
0 Project will generate $17 million in sales tax over 20 years beginning
FY 9~95, of which $4 million will be rebated to developers
Chula Vista Shopping Center Expansion
. Phase 1 completed, which included parking structure (610 additional
spaces), 10-plex theater, moving Sav-on into Center
. Phase 2 completed, Mervyn's department store
. Agency issued $2.6 million certificates of participation to assist with
construction of parking structure, to be paid back with sales taxes and
property taxes (1993 COPS)
. Estimated annual property tax increment from Phases 1 and 2 expansion:
$670,OOO/yearly
. Estimated annual sales tax from Phases 1 and 2 expansion:
$700,OOO/yearly
Mid-Bayfront
. Disposition and Development Agreement negotiations nearing completion
. 139-acre project. with 1310 hotel rooms and 1000 residential units,
165,000 square feet of commercial retail, and a cultural arts center
. Estimated jobs: temporary 5727; permanent 1700
. Project valued at $500 Million
. Potential revenue from all sources: $9,OOO,OOO/year
Otay Valley Road Widening
. Phase 1 widens Otay Valley Road to six lanes (currently 2 to 4 lanes) from 1-
805 to Nirvana
. Assessment district bonds issued
. Expected completion date for all Phases including Bridge: Spring 1995
. Project cost: $4.3 million
The Honorable Mayor and City Council 3 May 20, 1994
. Palomar Trolley Center
. 190,000 square foot, high-volume retail shopping center in southwest area
of City
. Phase 1 under construction; Phase 2 requires substantial relocation activities
. Day Care Center being pursued in association with commercial center
. Will produce approximately 200 construction jobs and 500 permanent jobs
. Will .generate approximately $4 million in net tax revenues to City/Agency
over 10 years
Rohr Expansion
. 145,000 square foot office building recently completed on Bayfront
. Additional phase of 125,000 square feet of office space pending
. Valued at $22 million
. Year one tax increment: $220,000
Scripps Hospital Expansion
. About to begin clearance and construction (although merger talks between
Scripps and Sharp may delay or reconfigure)
. 100-bed hospital addition and 60,000 square foot medical office building
. Estimated 200 construction jobs and 500 permanent jobs
. Estimated property tax increment following completion of Phase 1
construction: $160,000
Projects that are on the "front burner" or are in the "pipeline" include:
Wal-Mart Center
. EIR is in process for a proposed 194,000 square foot shopping center at
northwest corner of City at SR 54 and North Fifth Avenue
. Disposition and Development Agreement with developer is progressing
. Would include Wal-Mart, Mega Foods grocery store, and miscellaneous retail
. Would create 400 construction jobs and 450 permanent jobs
. First-year property tax increment would be $135,000
. Annual sales tax estimated at $550,000
Civic Center Expansion Project
. "Big Bang" discretionary approvals scheduled for consideration in late
September
.' Phase I entails the purchase (completed) and relocation (in process) of 459 F
Street for the development of additional Civic Center parking
The Honorable Mayor and City Council 4 May 20. 1994
. Long-range plan includes development of a three-level parking structure
. Short range related issue involves the work space needs of the
Community Development Department.
SDG&E Repowering Project
. Involves staff analysis on CEC equivalent of EIR process in order to ensure
proper mitigation in the repowering certification p.rocess.
Amphitheatre
. Acquisition of 60-75 acres in Otay Valley Road Project next to the Otay Rio
Business Park for purposes of developing Corporation Yard (20-30 acres)
and 15-20,000 seat amphitheatre on the balance of the property
. Lease payments from an applicant should finance all or part of the Corp
Yard property acquisition and/or development.
South Bay Chevrolet/Fuller Ford Sites
. SENA with the Moxham Company to develop a commercial center at SWC
Broadway and C
. Could include the participation and/or relocation of Cafe Ole, Harvey's Pizza
and S&M Nursery
. Fuller Ford site is getting some active attention from interested developers.
No concrete proposals at this time
Auto Park - Phase II
. Borst property of approximately 31 acres currently under a SENA with
property owner for evaluating the feasibility of Phase II to the Auto Park
. 5-7 additional dealerships
Southwest Economic Feasibility and Land-Use Study
. Contract executed with RSG to evaluate the economic study and land-use
recommendations of the Main Street and south Third Avenue corridors in
Southwest Project Area
. Recommendation for changes to the Montgomery Specific Plan due by late
summer
Davies Commercial Property (DVR & 1-805)
. SENA executed for a commercial center Or Phase III of Auto Park
The Honorable Mayor and City Council 5 May 20, 1994
'rhe following Community Development non-Executive Management staff members
work on redevelopment projects:
RedeveloDment Coordinator
. MidBayfront Development Agreement Negotiations
. Auto Park and Auto Park Expansion Project Management
. Otay Valley Road Widening and Assessment District
. Homart Shopping Center Expansion Project
. Scripps Hospital Expansion/Redevelopment
. Town Centre II Redevelopment Project Area Management
. Town Centre I/Bayfront Redevelopment Project Area Management
. Otay Valley Road Redevelopment Project Area Management
--Staff to Otay Valley Road Project Area Committee
Princioal Community Develooment Soecialist
. Coordinate Town Centre I Project Area
-- Staff Town Centre Project Area Committee
-- Staff liaison to the Downtown Business Association
. Coordinate/Administer Local Coastal Program/Coastal Zone
. Staff support to Bayfront Redevelopment Project Area
. Department CIP Budget: Prepare/Coordinate
Princioal Community Develooment Soecialist
. Project Manager: Southwest Redevelopment Project Area
-- Staff Southwest Redevelopmen.t Project Area Committee
. Project Manager: National Avenue Associates/WalMart Project
. Project Manager: Southwest Economic Feasibility and Land-Use Study
. Project Manager/Staff Support: Moxham/South Bay Chevrolet Project
. Project Manager: Adamo Acquisitionrrenant Relocation
. Staff Support: Borst/Auto Center Expansion
. Staff Support: Davies/Auto Center Expansion or Commercial Project
. Staff Support: Economic Development Commission Streamlining
(Recommendation #16)
. Staff Support: miscellaneous projects including department budget and
financial analysis
Community Develooment Soecialist \I
. Staff Support: Town Centre I Project Area
-- Process Special Land Use Permits
-- Process Business licenses
The Honorable Mayor and City Council 6 May 20, 1994
-- Process Signs Applications
-- Review development of private projects
-- Staff Town Centre I Project Area Committee
. Staff Support: Town Centre Project Area Committee
. Implementation Neighborhood Revitalization Program
. Production of Otay Watch Newsletter
. Organize Otay Fair
Economic Development
Economic Development establishes goals and implements activities related to
enhancing the City's economic base. Primary program areas include direct
business assistance (retention and attraction); incentive program development;
marketing and public relations; and market-related data base
collection/maintenance.
Overall responsibilities include the direct staffing of the Council directed Economic
Development Program and related Boards, Commissions and Committees.
Recently completed or nearly completed projects include:
Rancho Del Rey Commercial Center
. 500,OOO-square foot "power center" anchored by Price Club, K-Mart, and
Home Depot
. Estimated 400 construction jobs and 1200 permanent jobs, with priority
hiring and training of local residents
. City investment approximately $2.7 million (approximately $2 million being
reimbursed by Price Club)
. Estimated first-year revenues: $2.6 million
Permit Streamlining
. Economic Development Commission recommended 25 permit streamlining
initiatives that Council adopted and have been or are being implemented
. Includes consolidation of review bodies, computer tracking system, written
procedures for the applicant, ombudsman, customer service cards, etc.
. Current Status of Implementation:
0 Created interdepartmental project review teams
0 Established weekly interdepartmental coordination meetings at
management level
0 . Interdepartmental committee created to coordinate plan check/permit
process
0 Implemented computerized permit tracking system
The Honorable Mayor and City Council 7 May 20, 1994
0 Initiated publication of departmental brochures outlining review process
0 New customer service card and suggestion boxes
0 Completed revised roles and functions for the Agency's three Project
Area Committees (PACs) and consolidated the Montgomery Planning
Commission with the Southwest PAC to avoid project processing
duplication
On-going projects or projects that are well underway include:
Hi-Tech/Bio-Tech Zone
. City working with EastLake and High Tech/Biotech community to designate
EastLake Business Center as Hi-Tech/Bio-tech Zone
. Developing incentives for targeted businesses--to include guaranteed water
supply, guaranteed GO-day turnaround for permits, Council Subcommittee,
and financial incentives including potential shared pilot manufacturing facility
. City approved $100,000 for Master EIR on Phase II of Business Park
Border Environmental Commerce Alliance (BECAI
. City pursuing establishing a regional incentive zone for environmental
businesses ( "clean" businesses, producers of environmental products,
environmental remediation businesses, environmental consulting firms, etc.)
. Goals to establish Environmental Technology Center and Environmental
Incubator in Chula Vista, as well as regional financial incentives
. Endorsements from County of San Diego, Imperial Beach and National City,
San Diego Economic Development Commission, South County Economic
Development Commission, State, Sierra Club
. City has funded $100,000 from Community Development Block Grant for
administration of zone
Workforce Development Team
. Developed standard City/Employer agreement for local employment service
providers
. Developing job training strategy for biotech recruitment
. Sponsoring local educator job training forum
. Pursuing greater Chula Vista representation on job training boards
Current Community Development non-Executive Management staff that work on
Economic Development programs are:
The Honorable Mayor and City Council 8 May 20, 1994
Economic Development Manaoer
. Border Environmental Commerce Zone
. High Tech/Bio Tech Zone
. Economic Development Commission (Including Subcommittees)
. Implementation of City Economic Development Plan
. Coordination with Local, Regional, State, and National Economic
Development Agencies and Programs
Community Development Specialist II
. Staff Support: Economic Development Commission
. Feasibility analysis of new HUD Section 108 Loan Guarantee Program
. Feasibility analysis of creating a Business Assistance Revolving Loan
Fund/Micro Loan Fund using Redevelopment, CDBG, and/or private funds
. Evaluation of Industrial Development Bond administrative fees policy;
development of fee structure
. Development of financial assistance marketing materials
. Development of Job Training-Related Programs
. Staff support to Workforce Development Team
. Pursuing Chula Vista representation on job training-related Boards and
Commission, including San Diego Consortium and Private Industry Council
. Developing standard employment services agreement for new Chula Vista
employers and local job training agencies
. Coordinating employment service agreements with employers, including K-
Mart and Jerome's
. Developing employment services assistance package and presentation for
local business and business attraction
. Coordinating Workforce Development Team's local education forum
. Staff Support: High Tech/Biotech Zone
-- Research and development of Issue Paper outlining issues relating to
such items as Facility Financing, Water, and Development Review Needs
and Toxic Waste Impacts
-- Researching Biotech and High Tech shared facility programs
. Development of initial Business Retention Program (phase 1)
. Support for Marketing/Public Relations
. Liaison to Chura Vista Chamber of Commerce
Community Development SDecia1ist I
. Economic Development Data Base Research and Maintenance
. General Business Assistance to walk-ins, calls, referrals (Retention and
Attraction):
-- Site selection assistance
The Honorable Mayor and City Council 9 May 20, 1994
-- Financial Assistance
-- Technical assistance referrals
-- Coordination with outside economic development agencies (e.g,
SBDC/ITC, SBA, CACT, SDEDC, State Trade & Commerce, etc,)
. Marketing/Business Outreach
. Staff Support to BECZ (limited)
. Special Projects, as Assigned:
-- Assistance with development of Industrial Water Policy, including
personal interviews of surveyed firms
HousinafBlock Grant
Housing/Block Grant pursues the preservation and development of affordable
housing opportunities throughout the City and the physical and social improvement
of low-income neighborhoods by funding capital improvements, housing programs,
and social service programs.
The general overall responsibilities of the housing staff is to administer the
Community Development Block Grant Program, provide affordable housing
opportunities utilizing redevelopment housing set-aside funds, and staff all related
Boards, Commissions and Committees.
Housina/Block Grant Proiects:
At-Risk Housing
. 168 affordable apartment units (Palomar Apartments) at risk of converting
to market rate due to pre-payment of HUD loan
. Hud to provide guarantee on bond issue financing for $10 million acquisition
cost
. City provided $85,000 pre-development loan to South Bay Community
Services to buy the project to preserve the affordability in perpetuity
Bayscene Mobilehome Park
. City exploring the possibility of acquiring 126-space mobilehome park
currently for sale; estimated sale price is $4.1 million
. City would preserve afford ability by reducing rent escalations, would involve
residents in park management, and would provide spaces as available to
homeowners displaced by other mobilehome parks that close
Housing Authority
. City formed its own housing authority, which will provide local autonomy
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The Honorable Mayor and City Council 10 May 20, 1994
over the use of the Section 8 Rental Assistance Subsidy Program and other
housing programs
. Intended to be operating and self-sufficient within two years, with funding
for staff costs derived from Federal administrative allowances at that point
Mortgage Credit Certificate Program
. Benefits first-time, low and moderate income homeowners of new or
existing units by issuing certificates for federal tax credits, thus increasing
their buying power
. Approximately 1OO certificates available
Neighborhood Revitalization Program
. Concentrates City efforts and funding on specific neighborhoods with
physical and social deficiencies
. Installs public improvements, does housing rehabilitation, and fosters
neighborhood involvement and identity
. Just completed five-year effort in Otay Town
. Castle Park "B" selected as new neighborhood for 3-year NRP effort; first
neighborhood meeting scheduled in January 1994
. Uses predominantly Community Development Block Grant funds
(approximately $500,000 per year) and housing set-aside funds
(approximately $200,000 per year)
Park Village Apartments
. Recently completed 28-unit very-low income apartment project, with on-site
day care and job-training services
. Priority provided to mobilehome park displacees
. Agency provided $300,000 loan to assist non-profit to develop the project;
possible prepayment of that loan being negotiated to generate revenue for
other projects
Short-Term Housing Development
. Existing 14-unit apartment complex recently acquired by local non-profit
social service and housing agency to provide 6O-day housing for homeless
families
. Families provided with counseling, job training, and other social services
while in residence, with intent to resolve crisis situation and move them to
transitional housing and ultimately back into market housing
. City/Agency provided $610,000 acquisition/rehabilitation loan; loan is
deferred for 30 years with possible extensions; if project is discontinued,
The Honorable Mayor and City Council 11 May 20, 1994
Agency receives equity participation
Veterans Home
. City has been named a priority site for a 400-bed, $30 million dollar
Southern California Veteran's Home by the Governor's Siting Committee
. State is expected to decide on site mid-1994 ,
. Veterans Home wo.uld create 500 temporary construction jobs and 250
permanent jobs. Hotel/motel and restaurant business yvould be enhanced by
visiting families
. City has offered 20 acres of free land, the construction of an access road,
and the waiver of certain fees
The following non-Executive Management Community Development staff work on
housing projects:
Housina Coordinator
. Housing Division Management
. Manage Recreation/Fun Center Project
. Manage Veterans Home Project
. Oversee CDBG Administration
. Oversee HOME Program
. Review Affordable Housing Agreements
. Staff Housing Advisory Committee
. Staff Mobilehome Rent Review Commission
. Manage Park Village Apartments Project
. Manage Chula Vista Housing AuthOrity
. Oversee Palomar At Risk Housing Project
. Oversee 31 Fourth Avenue Homeless Project
. Assist with Bayscene Mobilehome Park Project
. Assist with Trolley Terrace Project
. Prepare AB315 Report to HUD
. FEMA Board
Communitv DeveloDment SDecialist I
. CDBG Administration
. Housing Rehabilitation Administration
. HUD Reports
-- Annual Plan/Annual Performance Review
-- Rental Rehabilitation Annual Report
. Staff support to:
-- Housing Advisory Committee
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The Honorable Mayor and City Council 12 May 20, 1994
-- CHIP Loan Committee
-- CHRB
-- Reinvestment Task Force
Community DeyeloDment SDecialist
. Bayscene Mobilehome Park Acquisition
. South Bay Community Services (SBCS) Section 236 At-Risk Units
Acquisition
. Mobilehome Space Rent Arbitration
. Manage Trolley Terrace Housing and Day Care Project
. Staff Mobilehome Rent Review Commission
. Monitor Orange Tree Mobilehome Park
. Monitor Mobilehome Park Conversions
. Assist with Affordable Housing Agreements
Administrative Analyst (.40)
. Preparation of the Department's Annual Budget
. Mortgage Credit Certificate (MCC) Program Administrator
. Community Development Block Grant (CDBG) coordination
. Process Departmental Financial Requests
. Prepare Written: 0 Grantee Performance, 0 Single Audit,
0 Biennial, 0 MCC IRS, 0 Bond Issue, and 0 Annual Report to State reports
c :lhayneslreportsI94- 95sup .mom
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