HomeMy WebLinkAboutRDA Packet 1994/05/23
Monday, May 23, 1994 Council Conference Room
6;00 p.m. City Hall Building
(immediately following the City Cooncil Budget meeting/workse"ion)
Joint Snecial Meeting of the Redevelonment Agencv/Citv Council
of the Citv of Chula Vista
CALL TO ORDER
1. ROLL CALL: Agency /Council Members Fox -, Hortou -, Moore -'
Rindone -' and Chairman/Mayor 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 determine the full impact of State budget resolutions and to
complete the evaluation of staffing needs for the Economic Development
function in the Community Development Department as directed by City Council
during and subsequent to the City's budget review process. This item was
continued from the meeting ofMav 17 1994. Staff recommends anuroval of
the resolution. (Community Development Director)
{4/5ths Vote Required]
4.A. COUNCIL
RESOLUTION 17478 APPROVING CHULA VISTA DOWNTOWN ASSOCIATION 1994
BUDGET AND ACCEPTING THE ASSOCIATION'S 1993 ANNUAL
REPORT--In accordance with Chula Vista Municipal Code, the Chula Vista
Downtown Association (aka, Downtown Business Association, DBA) is required
to submit an annual report and budget for Council's approval. A copy of the
Association's Annual Report and 1994 Work Plan and Budget is being submitted
for Council's consideration. In 1991 the Agency agreed to fund the Town
Manager portion through fiscal year 1993-94. Staff is recommending the
agreement and funding be extended through one additional fiscal year. This
item was continued from the meeting of Mav 17. 1994. Staff recommends
auuroval of the resolutions. (Community Development Director/Interim
Finance Administrator)
B. AGENCY
RESOLUTION 1404 APPROVING A ONE-YEAR EXTENSION TO CHULA VISTA
DOWNTOWN ASSOCIATION AGREEMENT FOR TOWN MANAGER
Agenda Page 2 May 23, 1994
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
5. DIRECTOR'S/CITY MANAGER'S REPORT(S)
6. CHAIRMAN'S/MAYOR'S REPORT(S)
7. AGENCY/COUNCIL MEMBER COMMENTS
ADJOURNMENT
The meeting willadjoum to the Regular Redevelopment Agency Meeting on June 7, 1994 at 4;00p.m., immediately
following the City Council meeting, in the City Council Chambers.
******
COMPLIANCE WITH THE AMERICANS WITH DISABILITIES ACT
The City of ChuJa 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 snch
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;I WP51 IAGENCYIAGENDASIO5-23-94. AGD
AGENCY AGENDA STATEMENT
Item -
Meeting Date OS/23/94
ITEM TITLE: RESOLUTION ADOPTING THE REDEVELOPMENT
AGENCY BUDGET FOR FY 1993-94 AND APPROPRIATING FUNDS
THEREFOR
SUBMITTED BY: Community Development Director ~
REVIEWED BY: City Manager 0; (4/5ths Vote: Yes - No L)
!J 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. ¡Attached 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
financial 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 OS/24/94
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 Development
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:
Bayfront/TC 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 Develooment Staffim!: 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.
.3--;2.
Page 5, Item-
Meeting Date OS/24/94
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)
BF/TCI $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
TCI! ($1,046,692) $645,965 $281,710 $966,045 $31,450 ($1,617,032)
L/M* $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 Exhibit 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 :IWP51 IHAYNESIREPORTSI9394BUGT.113
j r)
Thís ¡age íntentionaIIy left blank.
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Page 3, Item -
Meeting Date OS/24/94
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 Bayfront/Town Centre I 9900 1,996,916 2,040,080
991 Redevelopment Fine Arts 9910 8,000 8,000
992 Town Centre Jl 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 SERVICE/TRANSFER
FY 92-93 FY 93-94
1986 Tax AJlocation Bonds $3,149,949 $3,152,830
1987 COPS "B" TC I 451,899 452,200
1987 COPS "B" TC Jl 154,836 155,000
1993 COPS - Refunding 87 "A" o 770,369
1993 COPS - Parking Facility o 40,676
NIC (Bayfront Conservancy Trust) 182,050 200,400
Development Fees (ROHR Reimbursement) 215.000 ------.!!
TOTAL $4,153,734 $4,771,475
FY 92-93 FY 93-94
Capital Improvement Program (Total) 954,753 o
GRAND TOTAL $9,122,433 $8,888.335
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Page 4, Item -
Meeting Date OS/24/94
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
PROJ FUND SOURCE AMOUNT
SW 985 Property Taxes $ 200,200
Investments/Leases 1.000
$ 201,200
BF/TCI 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 Property Taxes $ 631,465
Investments/Leases 14.500
645,965
L/M 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 OS/24/94
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 $ 4.771475
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 fmancial
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)
BF/TCI $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)
L/M* $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 Exhibit B.
Attachment 1: Budget Detail Sheets
Exhibit A: Economic Development Staffing Report
Exhibit B: Report on Redevelopment Agency Fiscal Status
]'5
EXHIBIT "B"
REPORT ON REDEVELOPMENT AGENCY FISCAL STATUS
I. 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.
II. 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
3-7
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
¡ '"" ~
~ ~$2.5
j ""
~ ~
~ ~ $1.5
~ $1.0'.-
-<
$0.5
01 234567891011121314151617181920
y""
~ SO', y", Vol" ~ 2% (No ROA) ~ ROA Geowth
ill. 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 ll: 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, 61O-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 I, 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.
8 Bayfront: Approval of Local 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 bayside 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 Low!Moderate Income Housing: Long-term and successful housing
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.
8 Economic Development [Funded 85% by Redevelopment funds]: Compilation
and implementation of Chula Vista Economic Development Plan; staffing 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 OVERVIEW
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 financing (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-tenn deficit problem for the Agency. These factors are beginning to
create a sigruficant "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.
. 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.
. 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
aunually.
8 Mid-Bayfront Project: In 1986, the Agency issued tax allocation bonds of $28
Million for the Bayfront/Town 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. I 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 Local
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 1980s,
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,
Street/Merziotis, 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.
. 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- Tech/Bio- 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.
. 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
3~/ ;2.
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 Income
$1,000,000 Major Projects, FY 95/96 Snapshot
$800,000 -- - --- -- -- - -- - --- -- --- - -- - - -- - - -- --- -- --- - - . --- - -- -- -- - - .
$600,000 -- - 00 00 u -- - --- - - 00 00 00 - - -----un 00 -- --- - u u - u - . --
$400,000 -- nnnu_- 00 --- 00 u -- --- - - u u . -- --- - u u - u . --
$200,000 -- ------- --
$0
CVCENTRE RdR POWER CTR. PALOMAR T.C.
AUTO PARK WALMART
1m FY95196 INCOME TO CITY I2::J FY95196INCOME TO AGENCY!
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 --- --- -- --- -- --- -- - --. - - --- --- --- - --- -- -
$3,000,000 ------
$2,000,000
$1,000,000
$0 93.!14 95/96 97.!18 99.00 81102
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 -,It{-
10 YEAR REVENUE AND EXPENSE PROJECTIONS
CHART #4 Ten Year Projection (Low Growth)
$10,500,000 Revenues and Expenditures
$10,000,000 ------------------ -------------------------------.-----------
$9,500,000 _00
$9,000,000
$8,500,000 ---------
$8,000,000
$1,500,000 -------------------------------------------------- -_00----
$1,000,000 --------------------------..--------------- ------------.----
$6,500,000 -------------------------------- -------------------------
$6,000,000 0000--------------------- -------'00 ----------------------
$5,500,000 -------------
$5,000,000 00 01 02 03 04
ill Expenditures I
CHART #5 Ten Year Projection (Medium Growth)
$10,500,000 Revenues and Expenditures
$10,000,000 ------------------------ -----------------------------------
$9,500,000
$9,000,000 -_-------_--00
$8,500,000
$8,000,000
$1,500,000
$1,000,000 -------------------00--_--------_---
$6,500,000 ------------------------------ - ------------------------
$6,000,000 ---------
$5,500,000 ------- ----...-------------------------------.---..-----
$5,000,000 95 96 97 99 99 00 01 02 03 04
1m Revenues m Expenditures I
CHART #6 Ten Year Projection (High Growth)
$10,500,000 Revenues and Expenditures
$10,000,000
$9,500,000 ---
$9,000,000 ----------------00-
$8,500,000 -~-- ---
$8,000,000 ----------------------00
$1,500,000 ----_u
$1,000,000 ------------_00__---
$6,500,000 --- --------------------
$6,000,000 ------------
$5,500,000 ------- ------..---------------------..--------------------.
$5,000,000 96 91 98 99 00 01 02 03 04
1II1II Revenues ~ Expenditures I
3--/5
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 projections 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.
3ÞJI.o
TEN YEAR SURPLUS AND DEFICIT PROJECTIONS
Operating Surplus (Deficit)
CHART #7 10 Year Projection (Low Growth)
Sl,OOO,OOO
$0
($2,000,0001
($4,000,0001 -
($6,000.000)
1$8,000,000)
1$10,000,0001 95 96 91 88 99 00 01 02 03 04
I- Current Year II!II Cumulative I
CHART #8 Operating Surplus (Defict)
$2,000,000 10 Year Projection (Medium Growth)
$0
($2,000,000) -------------- ---
($4,000,000) -
($6,000,000) --------------
($8,000,0001
($10,000,000) 95 96 91 98 99 00 01 02 03 04
I- Current Year II!II Cumulative I
CHART #9 Operating Surplus (Deficit)
$4,000,000 10 Year Projetion (High Growth)
$2,000,000 --------------------
$0
1$2,000,000)
1$4,000,000)
1$6,000,000) ---.---
[$8,000,0001 95 96 91 98 99 00 01 02 03 04
I- Current Year m! Cumulative I
.3~ /7
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3--5 tt
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:
C1---: ~
Chris Salomone ~ Bruce M. Boogaard
Community Development Director Agency General Counsel
3--66'
Thís !age íntentíonaIly left blank.
3-510
SUPPLEMENTAL BUDGET REPORT NO. fl.
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 94-95, 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:
$670,000/yearly
. Estimated annual sales tax from Phases 1 and 2 expansion:
$700,000/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: $9,000,000/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 process.
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 (OVR & 1-8051
. SENA executed for a commercial center or Phase III of Auto Park
The Honorable Mayor and City Council 5 May 20, 1994
The 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
PrinciDal Community DeyeloDment SDecialist
. 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
PrinciDal Community DeveloDment SDecialist
. 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 AcquisitionlTenant 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 DeveloDment SDecialist II
. 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 DeveloDment
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 50-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 Develooment Manaaer
. 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 DeveloDment SDecialist "
. 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 Chura 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 Chula Vista Chamber of Commerce
Community DeveloDment SDecialist 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
Housina/Block 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
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 100 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 60-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 would create 500 temporary construction jobs and 250
permanent jobs. Hotel/motel and restaurant business would 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
Community DeyeloDment SDecialist I
. CDBG Administration
. Housing Rehabilitation Administration
. HUD Reports
-- Annual Plan/Annual Performance Review
-- Rental Rehabilitation Annual Report
. Staff support to:
-- Housing Advisory Committee
The Honorable Mayor and City Council 12 May 20, 1994
-- CHIP Loan Committee
-- CHRB
-- Reinvestment Task Force
Community DeveloDment 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 Analvst 1.40)
. 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: Ihaynos IroportsI94-95sup.mom
CITY COUNCIL/REDEVELOPMENT AGENCY AGENDA STATEMENT
Item --.L
Meeting Date 5/23/94
ITEM TITLE: A. COUNCIL RESOLUTION /'1111 APPROVING CHULA
VISTA DOWNTOWN ASSOCIATION 1994 BUDGET AND
ACCEPTING THE ASSOCIATION'S 1993 ANNUAL REPORT
B. AGENCY RESOLUTION /Jf()f APPROVING A ONE-
YEAR EXTENSION TO CHULA VISTA DOWNTOWN
ASSOCIATION AGREEMENT FOR TOWN MANAGER
SUBMITTED BY: Community Development Director C :7 .
REVIEWED BY: John D. Goss, City Managfi
(4/5ths Vote: Yes - No ~
'--- Council Referral No. -
BACKGROUND:
In accordance with the Chula Vista Municipal Code, the Chula Vista Downtown Association
(aka, Downtown Business Association, DBA) is required to submit an annual budget for the City
Council's approval. In addition, the City Council reviews the Association's annual report
describing the District's past year's management activities and achievements. A copy of the
Association's Annual Report and 1994 Work Plan and Budget is attached for the Council's
consideration and the following staff report provides a general overview of the past year's
activities.
In 1991 the Redevelopment Agency entered into an agreement with the Chula Vista Downtown
Association for the funding of a Town Manager. In the agreement, the Agency agreed to
consider funding for the Town Manager through fiscal year 1993-94 and, the Agency actually
funded the position for three years. Staff is recommending that the agreement and partial funding
be extended through one additional fiscal year.
RECOMMENDATION:
1. That the City Council adopt Resolution A approving the Chula Vista Downtown
Association's 1994 budget and accepting the Association's 1993 Annual Report.
2. That the Redevelopment Agency adopt Resolution B approving a one-year extension to
the existing agreement with the Chula Vista Downtown Association for the Town
Manager position, the continuation of that contract beyond June 1994 being subject to
funding for the position being approved in the FY 1994-95 Agency budget.
BOARDS/COMMISSIONS RECOMMENDATION: On April 21, 1994 the Town Centre I
Project Area Committee reviewed staff's recommendation regarding the Town Manager position.
The Committee recommended that the City Council/Redevelopment Agency accept staffs
1-1
Page 2, Item -L
Meeting Date 5/23/94
recommendation to extend the DBA's contract for one additional year. Also, the Committee
expressed two concerns: 1) the DBA needs to look at long-term goals as to how they will pay
for Town Manager in the future and 2) the Committee feels that the DBA Board should provide
the Town Manager with regular feedback (written evaluation of the management position) and
that the position should minimize nonmanagement duties and maximize management activities.
DISCUSSION:
The Downtown Improvement District was established in 1971 to promote business activities in
the Chula Vista Downtown and to aid in efforts to make the area more attractive to consumers.
The Chula Vista Downtown Association, a non-profit organization was formed to administer the
District's business. The District's promotion efforts are 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. Generally, about $22,000 per year has
been derived from the special assessment and $25,000 (decreased to $12,500 in FY 1993-94 and
to 0 for FY 94-95) has been contributed by the Redevelopment Agency for promotional activities.
In addition, the Agency has provided funding to the District for the Town Manager's salary for
three years since the position was created in FY 91-92.
The DBA's budget is approved by the Association in January and runs through December. (The
bulk of their funding, which is derived from business license fees, is collected in January because
annual business license fees are due by January 31.) The City Council resolution that establishes
the DBA requires the City Council to approve the DBA's budget by March 1. Since the DBA
budget is associated with other issues such as the Town Manager funding and the Redevelopment
Agency budget, the DBA budget item was postponed until all the related items would be before
the Council and Agency for consideration.
The DBA's calendar year budget and the City's July fiscal year budget process is confusing when
coordinating funding issues. The DBA considered changing their calendar year process to a July
fiscal year; but, because the change requires IRS approval and the preparation of two tax returns
for the first new fiscal year, the idea was set aside until the Association had more time to review
the process.
1994 Work Plan and Bud[!et
The DBA has submitted a work plan and budget for calendar year 1994. The work plan
proposes to continue many of the programs and activities currently being undertaken such as the
Main Street organizational process, major promotional events, liaison work with government and
private agencies and organizations, and the operation of the Business Improvement District. In
addition, the 1994 goals include new programs and activities that are designed to generate
revenue, to further develop the DBA as an organization, and to provide for the quality promotion
of Downtown as a viable commercial district. A weekly farmer's market is planned as a new
revenue source, and the Country Day Festival (formerly Cinco Fest) and the Third Avenue
Festival are anticipated to be more firmly established and result in an increase in revenue from
past years. Programs to increase Association member involvement and a promotional outreach
program also are planned. A more detailed description of the plan is contained in Attachment 1.
t/-~:L
Page 3, Item -.L
Meeting Date 5/23/94
The 1994 budget reflects the projected income expected from the activities and events proposed
in the 1994 work plan. Major sources of income anticipated include: District assessment
($22,000), promotional events ($35,700), and the Redevelopment Agency contribution for Town
Manager ($50,000). The budget projects a $5000 overall profit for 1994.
Town Manag:er
The Redevelopment Agency entered into a contract with the Association in August 1991 which
outlined the goals and objectives, job description and funding for the Town Manager for a three-
year period. The Town Manager position was designed to conduct the day-to-day business of
the District, to develop and implement promotional activities and to assist with the organizational
aspects of the Association.
Since occupying the position, the current manager took the lead in facilitating the organization
of the Association's Board through two elections this past year. New by-laws were adopted by
the organization and a more comprehensive promotional program for the district was established.
A detailed report on the promotional activities undertaken by the Association during calendar year
1993 is included in Attachment 1. The following activities are the highlights from that report.
. Adoption of the Main Street Program as an economic development and
promotional structure. Establishment of four steering/working
committees for:
1) Organization structure
2) Design/aesthetic enhancement
3) Economic structure
4) Promotions
. Conducted 8 major promotions including:
I) Sidewalk Sale/Hispanic Arts Festival
2) Easter Celebration with XEMO
3) Cinco Fest
4) Third Avenue Festival
5) Hallowindow Contest/Safe Trick-or -Treats
6) Yule Parade
7) Santaland Photos
8) Holiday Elves
. Developed/publish a monthly newsletter
. Established a Phantom Art Display program for vacant store fronts.
. Published Business Directory & Shoppers' Guide of Downtown businesses
. Completed a business mix survey & cluster map
. Hosted several monthly mixers, including several grand openings
. Installation of Downtown entry banners
. Established a physical clean-up program for downtown streets
. Developed/implemented "Do Lunch Downtown" poster program
. Town Manager was elected to California Downtown Association Board of
Directors
1--J
Page 4, Item ~
Meeting Date 5/23/94
Staff's 1991 recommendation to fund the Manager position was based on the opinion that a three
year period would provide the Downtown Business Association, with the assistance of the Town
Manager, adequate time to develop enough revenue generating activities to support the position
independently. It should be noted that the Town Manager position has been filled only 25 of the
33 months that have elapsed in the 3-year program, due to a vacancy and recruitment. During
the past 1993 calendar year, the DBA's revenue generating activities have increased from past
years and a sizable and a first time profit (approximately $6,500) was realized from the Third
Avenue Festival. That event is expected to do well again in 1994, and a weekly farmer's market
is planned to be established beginning in June 1994 which is also anticipated to earn sigruficant
income. The Manager's position has developed over the past year, and it appears that there is
a continuity developing between the DBA, Town Manager, and organizational and promotional
programs. Therefore, Staff will be subsequently recommending that the Agency include $40,000
for the Town Manager's salary and benefits in the Fiscal Year 1994-95 Agency budget. The
action recommended at this time is to approve the Town Manager contract, but that continuation
of that contract beyond June 1994 would be subject to funding for the position being subsequently
approved in the FY 1994-95 Agency budget.
FISCAL IMPACT: If the Agency approves the extension of the DBA contract, it will not be
appropriating funds at this time for FY 94-95 for the DBA to pay for the contract during the
1994-95 fiscal year. Funds currently allotted for the Town Manager will be depleted by the end
of June 1994. Staff will be recommending including funding of $40,000 for the Town Manager
position in the FY 1994-95 Agency budget. If Agency members do not feel that they will be able
to support that subsequent budget action, it would be appropriate not to vote to adopt Resolution
B at this time.
[Parn/DiskA/b; \dbabdgt)
~,.i
1
1994 OFFICERS AND DIRECTORS
j President - Jim Fergus
Vice-President - Tom Money
Secretary - Jan Cano
Treasurer - Donna Hawk
I Past-President - Evangelina Kujawski
Dana Birch
Lou Black
I Sandra Mascarenhas
~
Lou Nicholaus
Ben Patton
Marie Raftery
Dave Rossi
Dr. Steven Wachs
Town Manager - Mary Coburn
tf-5
Thís yage íntentíonally lift blank.
4-tc
I
I 1993 PROGRAM EVALUATION
I In 1993 the Chula Vista Downtown Business Association suffered growing pains due to an
I appropriate shift in focus from doing strictly promotions to a more wholistic approach to continued
vitalization. A Board Training and Planning session resulted in the association adopting the Main
I Street Program which approaches economic development by focusing energy into four areas,
organization structure, design, economic restructuring and promotion. Our program is designed to
encourage long term preservation and enhance the prosperity of the business district.
I Committees were established and work began with enthusiasm and energy.
I In the spring, it was pointed out that the DBA was not in compliance with its by-laws. The election
I process was outlined and put into motion. Several months later new officers and directors were elected
and another planning session was planned to bring the new directors up to speed.
I Once the election process was completed, the DBA sought the assistance of a local attorney and
began revising the by-laws. The revisions dealt with the following issues:
I . Provided for an associate membership
. Provided for an Annual Meeting to review the goals and activities of the corporation
I and the presentation of the annual work plan and budget.
. Eliminated proxy voting.
I . Clearly derIDes an election plan and provides for an election by mail.
. Provides for the election of Officers by the Board of Directors from the Directors.
. Clarified the number of Directors.
I
The membership was notified of the changes, being no opposition, the by-laws were approved on
I September 7th. The election process began with a Nominating Committee being appointed; an election
being held in a timely manner as described in the by-laws; and the DBA is now in full compliance.
I The DBA has worked to strengthen relationships with the Chamber of Commerce, Broadway
I Association, Bonita Business and Professional Association, San Diego Bay Cities Association of
Realtors. The DBA is a member of the newly formed Chula Vista Business Coalition.
I The DBA has opened the lines of communication with the City of Chula Vista through regular
meetings with Community Development staff, Parks and Recreation, the Cultural Arts Commission,
I Building and Housing staff and the Project Area Committee.
I
If-?
The DBA has improved communication with the membership by publishing a monthly
n newsletter that is mailed to all members, leasing agents involved in Downtown and friends of
Downtown. In an effon to increase member involvement the Board attempted to develop a
community outreach strategy. One idea was to market the DBA more effectively to our members with
I the aid of a brochure about our organization. The brochure is currently in the works.
I The DBA kicked off the new year with the installation of officers during a reception held at the DBA
office in conjunction with the Heritage Museum. Other monthly mixers have been a nùxture of
f general membership meetings and "Grand Openingcelebrations"whichincludedthe VA ChulaVista
holding a "Celebrate the New Look" on May21; and a Ribbon Cutting at Brindle's on June 17, Cafe
li Mira on July 8 and Just Java on December 2. In April the DBA hosted ajoint mixer with the Chamber
of Commerce. The nùxer was held adjacent to the office around the fountain and showcased our
restaurants. In October a VIP Reception and Art Walk was held Downtown to showcase our "Phantom
L Art Displays and the Hallowindow Entries. After light refreshments, the panicipants walked from the
DBA office to Papa Dave's where coffee was served and then continued back to the office on the east
U side of Third Avenue.
L Updating the membership list seemed like an impossible task. Not all businesses within the BID
boundaries are assessed, so a business listing by business license was not totally accurate. After much
[] leg work the list was completed and a Business Directory and Shopper's Guide was completed. The
information collected enabled the DBA to complete a Business Mix Survey and Cluster Map.
[J Many of the property owners in the Downtown area are absentee owners. Relationships have been
formed with some property owners and with local leasing agents handling property in the
U Downtown. Our efforts at business recruitment have been linùted. The DBA maintains a business
vacancy list in the office which include address, square footage, cost per square foot/monthly rent and
n the leasing agents information. The DBA provides current information to Community Development
and responds to inquires from new businesses looking for space Downtown. Our newsletter is mailed
D monthly to local realtors and leasing agents along with local property owners. Weare working with
Community Development to design a marketing package for Downtown. To keep the local leasing
agents up-to- date on our activities, we mail them the newsletter and invite them to mixers andsenùnars.
I The DBA approved the use of our bulk mail permit by our members. Using our permit saves a
U business the $75.00 annual fee and the business only pays the reduced postage charge.
U
g
1-1
Twenty- two new businesses opened Downtown in 1993 and we ended the year with a net gain
n offifteen businesses. Three existing businesses relocated to slightly larger locations in the Downtown.
The smaller spaces on Third Avenue are cUITently filled. There are problems finding tenants for the
old Leader building and Glenn's Market. There is hope that the addition ofRohr Federal Credit Union
¡ and the sale of the old Laidlaw building will further stimulate outside investment.
r The DBA's efforts to improve directional signage resulted in the Downtown Banners being
installed on E , F and H streets. The banners were done in green and white to coordinate with the new
[ - parking signs installed Downtown.
t~ Downtown lighting continues to be a problem and there is no easy answer. It may very well be
beyond the scope of the DBA to solve the problem. We have several action steps that will be
implemented in 1994 and we will continue to look for solutions.
0 Unifonn "Parking in Rear Signs" are still under consideration. As the DBA began to collect data
U it became readily apparent that all window signage needed to be addressed. Many business have totally
blocked their window with signs. old bankcard logos still appear and there is a defrnite need forunifonn
n store hour signs. This will be continued to 1994.
0 Developing a beautification program for empty storefronts appeared to be a simple task. We soon
found out that many property owners did not want other stores putting merchandise in their windows
unless we/they wanted to pay rent. After consideration, we approached the propeny owners with the
[J "Phantom Art Display" program. Three storefronts identified as possible sites were approved and
while one display was being set up the other two storefronts were rented. Bad for the program - good
0 for Downtown! We are still working with several propeny owners and hope to gain approval to move
ahead.
D The Design Committee, who has met diligently on a weekly basis, was charged with the
D responsibility of monitoring the appearance of Downtown sidewalks, street and landscape. The
committee conducted several clean up programs, monitored the appearance of empty storefronts, and
painted out graffiti. Business owners were encouraged to accept responsibility for their own
I storefronts. The committee reviewed the budget and work plan for the Lighting and Landscape
Maintenance district. Specific recommendations were made to the district supervisor. It was the
D committee's recommendations with DBA Board approval that $5,000.00 from the district be diverted
to the DBA to fund a part-time, nùnimum wage employee to address specific trash concerns. .
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[ It was felt that a part-time employee would be able to concentrate more time on the cleanliness issue
R and make additional time available time for the part-time City employee to concentrate on other non-
trash concerns such as maintaining and replacing flowers and scrubs and the repair and maintenance
of benches. Our recommendations were denied.
[
[' Annual Seminar Schedule
January - Record Keeping for Small Business, Ben Patton
r; February - Loss Prevention, Mary Jane Diosdado
March - NAFfA and You, Bernard Weiss
i~ April- Programs Available through SBA, Ken Clark & Jeni Roberson
June - Guerrilla Marketing, Ron Craft
July - Safety in the Work Place, Dr. Steven Wachs
[] August - American's with Disabilities Act, Brad Remp
October - Dr. Libia S. Gil
November - Protect Your Bottom Line, Ed Rodden
U
The DBA took advantage of the matching funds offered by the Redevelopment Agency to purchase an
n additional 23 new Christmas decorations.
L In an effort to encourage holiday decorating the DBA offered miniature, white lights at a reduced
cost to our members.
U Staff and two directors represented the City of Chula Vista at the California Downtown Association
i
Ð Conference in Ventura in March and in Los Gatos in September.
Town Manager was elected to serve a three year tenn on the California Downtown Association Board
0 of Directors and chairs the Membership Directory Committee and is the Spring 1994 Conference
Committee Chainnan.
U Staff attended the League of Cities Conference in San Diego in June.
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I Promotional Activities
r~
1 March Sidewalk Sale in conjunction with Hispanic Arts Festival
r - April Easter Celebration with XEMO
. May CincoFest with K1O40 AM Radio
f First Year Event Net Profit of $896.13
Mother of the Year Contest
I , June Father of the Year Contest in Conjunction with the Star News
U August Third Avenue Festival
b Current Net Profit of $6,470.00
[' October Hallowindow Contest
" Safe Trick or Treats for Kids
Best Business Spook & Best Window Display
[j Phantom Art Displays - Art Walk and VIP Reception
( '. December Yule Parade
: Santa Land with Photos
.I Holiday Elves
[ Christmas Window Decoration Contest
[]
f1 The DBA printed and distributed 200 "Do Lunch Downtown" posters to remind area employees of
U the wide variety of restaurants located Downtown and to encourge noontime foot traffic for all
businesses. The poster are laminated and were delivered complete with push pins.
U The DBA developed an attractive media package including the Star News, Neighbors and the San
Diego Union-Tribune, for the Downtown businesses for the holidays. Lack of participation because
U business either do not advertise or chose to utilize only one publication.
I Special rates were offered for advertising during CincoFest, South Bay Today, Third A venue Festival,
Holiday Gift Guides and Starlight Yule Parade tabloid.
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n YEAR END FINANCIAL REPORT
[ January 1 - December 31, 1993
[ INCOME YEAR-TO-DATE % ANNUAL
BUDGET
[ Assessments 23,906.44 109.0% $22,000.00
Town Manager 33,843.06 67.6% 50,000.00
I!tl Interest Income 477.04 47.7% 1,000.00
;: Couron Book 0.00 0.0% 2,000.00
Directory Ads 2,000.00 62.5% 3,200.00
[J Shopping Bags 0.00 0.0% 420.00
Newsletter Ads 494.75 137.4% 360.00
Refund 237.66
Misc. Office Income 212.55
[J SPECIAL EVENTS 10,675.00
CincoFest 1,450.00
U Easter Promotion 1,225.00 49.0% 2,500.00
Third Avenue Festival 15,473.80 80.1% 19,325.00
Halloween Promotion 60.00
Yule Parade 950.00
D Christmas Promotion 1,390.21
! Christmas Lights 141.93
Do Lunch 30.00
[] Seminar\Mixer 474.00
City\Promotions 6130 0.00 0.0% 12,500.00
D 92 Income Transfer 0.00 0.0% 3,000.00
Conference Refund 175.00
Special Election 320.00
U Town Manager Income Received 1194 2,150.73
* 1993/1994 Redevelopment Receivables 18,042.01
D
ADJUSTED GROSS INCOME 103,054.18 81.2% 126,980.00
I
I * Redevelopment Receivables Pending Approval of 1993/1994 Redevelopment Budget
1993 Town Manager Receivables 10,492.87
1993 Advertising Receivables 5,549.14
C 1993 Christmas Decorations Receivables 2,000.00
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YEAR-TO-DATE % ANNUAL
I BUDGET
I
EXPENDITURES
n Utilities 1,511.19 75.6% 2,000.00
Office Operating 2,061.51 93.7% 2,200.00
Special Election 955.33
ElectionlSpring 683.65
[' Election\Fall 138.13
Bank Charges 86.98 87.0% 100.00
Storage 1,024.00 102.4% 1,000.00
[ Repairs\Maintenance 0.00 0.0% 500.00
Insurance 2,061.70 128.9% 1,600.00
Director Liability 0.00 0.0% 1,500.00
[ ACCOUnting 0.00 0.0% 500.00
Part Time Staff 5,083.30 101.7% 5,000.00
Newsletter 2,156.53 86.3% 2,500.00
Semimu\Mixer 675.28 56.0% 1,200.00
IJ Conference 1,597.14 80.0% 2,000.00
Dues & Membership 250.00 83.3% 300.00
Subscriptions 226.00 56.5% 400.00
[ Shopping Bags 0.00 0.0% 900.00
Design Committee 1,277.41 67.2% 1,900.00
Phantom Art Display 270.12 45.0% 600.00
Christmas Decorations 4,482.22
[] ERC Committee 84.85 2.3% 3,000.00
Decals 0.00 0.0% 200.00
Directory 0.00 0.0% 3,200.00
[] PROMOTIONS
Retail Sales 869.94 25.5% 3,415.00
U Do Lunch Downtown 230.21
Coupon Book 0.00 0.0% 2,000.00
Hispanic Arts Festival 1,034,56 69.0% 1,500.00
Mother's Day 384.44 99.8% 385.00
U Image Building
Easter 2,232.04 111.6% 2,000.00
Easter - Promo 2,500.00 100.0% 2,500.00
Ð Halloween 965.20 %.5% 1,000.00
Yule Parade 991.34 99.1% 1,000.00
Chamber Mixer 341.64 34.2% 1,000.00
~ Fund Raising
CincoFest 553.87 27.6% 2,000.00
Third Avenue Festival 9,003.27 81.0% 10,000.00
Christmas 0.00 0.0% 2,500.00
D Santa 3,046.69
Elves 438.64
Town Manager Salary 44,342.62 92.4% 48,000.00
I TM Conferences 1.187.65 59.0% 2,000.00
Establish Petty Cash 100.00
Income Transfer 1992\Exp. 2,922.63 97.4% 3,000.00
Allocated 1992 - Adv. 1,830.13 90.5% 2,000.00
D TOTAL EXPENSES 97,600.21 84.8% 114,900.00
f,
" ADJUSTED NET INCOME (LOSS) 5,453.97 45.0% 12,080.00
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r Some of the promotions and events while not being financially successful were good for the
image of Downtown as well as attracting shoppers to the area. Our Hallowindow, Safe Trick or
n Treats, Holiday Elves and Candid Photos with Santa are excellent examples of events that enhance
our image but are not financially profitable.
I' Our Hallowindow promotion resulted in a color photograph on the front of Neighbors and a
photograph and article in the Star News.
[" On the Saturday before Halloween, many businesses reported over 300 trick or treaters visiting
their business along with one or both parents during Safe Trick or Treats. Many stayed to enjoy
L the complimentary movie offered by UA Chula Vista and participated in the costume contest. A
photograph of the contest winners appeared in the Star-News.
B While our Candid Photos with Santa covered slightly less than half of the cost, we did bring
Santa back to Downtown from December 1 until the 23. We attracted 153 customers Downtown
twice - once to take photos and a second time to pick up their photos. Customers names and
[ addresses were placed in our data bank.
Every year our Holiday Elves gain in popularity. This year our program was even more
[j successful because we used nickels instead of tokens and the elves inserted nickels in the meters
on Third A venue with less than one-half hour of time remaining. A Seasons Greetings flyer was
r; left on the car windshield. Several customers took the time to write the DBA a thank you note and
one customer called a radio talk show to share their experience.
[] Our Business Directory and Shopper's Guide was totally self supporting by the sale of
, advertising.
[J The DBA enabled businesses to advertise in The Downtown Connection, our monthly
newsletter. Advertising revenue offset 27% of newsletter cost. Newsletter ads were used as
incentives for the merchants to decorate for Halloween and Christmas.
D The income from our mixers and seminars covered 70% of our actual costs.
D Both of our street festivals ( CincoFest - $896.00, Third Avenue Festival- $6,470.00)
generated $ 7,366.00 in additional revenue for the DBA.
U Our Easter Promotion was an expensive learning experience. This experience proved that there
are not enough businesses Downtown willing to participate in funding additional cooperative
I advertising programs.
Fund-raising offset the cost of the Starlight Yule Parade by $950.00.
D The 1993 budget reflected the DBA's reorganization plan and new philosophy that programs
and events should pay for themselves and even make money although it is expected that this would
!' not occur overnight. We ended the year with a net income of $5,454.00.
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¡ 1994 GOALS & ACTION PLAN
R . Existing Businesses Viable December 31, 1994
. Educational Seminars
[' . Mystery Shopper Program
. Produce a Reasonable Number of Quality Promotions
r Weekly Farmers' Market
Recycle Event - April 2
L Country Day Festival- May I
Third Avenue Festival- August 14
Host Chamber Mixer
~¡j Hallowindow Promotion & Safe Trick or Treats
Yule Parade
[ Window Decorating Contest - Holiday Elves
. Promotional Booths at other Local Events
D Festival of the Sun
Bonitafest
0 Harbor Days
. Assist Businesses in Improving Window Displays and Signage
D Better Communication Among Members
. Newsletter
Ð . Quarterly Mixers & General Membership Meetings
. W.E.B. (Working for Effective Business)
ß Increase Member Involvement
D . DBA Infonnational Brochure
. Solicit Senior Citizen Volunteers
. Solicit Volunteers to do a Specific Job with a Specific Time Line
I
Downtown Directory Boards
I . Design
. Bid Requests
I . City Approval
. Funding for Program
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I Downtown Brochure
n . Set Aside Time for Staff Completion
Newspaper Rack Ordinance ( Limit Locations and Appearance)
r . Contact Other Cities for Copies of Ordinance
. Draft Ordinance
r . Lobby City and Major Newspapers for Support
[' Improve Lighting
. Contact Gas Lamp District BID
I!~ . Solicit Support from Project Area Committee, Police Department and City
Monitor General Appearance of Downtown Sidewalks, Streets & Landscape
Ü
Phantom Art Window Displays
U . Find New Locations
D Uniform "Parking in Rear Signs"
Ü Develop a Strong Cohesive Board of Directors
. 100% Participation
. Teamwork
(J . Regular Planning Sessions
. Respect Differing Ideas and Styles of Communication
D . Present a Unified Front
. Everyone Supports a Group Decision Privately & Publicly
D Enjoy a Non-controversial and Stress-free Year Downtown
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CHULA VISTA DOWNTOWN BUSINESS ASSOCIATION
1994 BUDGET ¡ ¡
..........................:::::...... ....::::::::r::::::................::I::....::"" ....... ........
! INCOME i EXPENSE INCOME
......... .............................. .......:~~::.... ::::1:: ::::::::::::::::::::~~:::~:~::::I::"::::::::::""::::::.:::::::. "":::(~Q§§i::::........
Assessments '$22000.001 $22000.00
~~~QÇi.~\~..M~!!!~.(!¡!!.ip'~...............................................i...._.....................J.~Q9J~. ....--............................ ..........................J.~QQ,QQ
~~;~;:~~~~~~;;;~_........:.._...._..................__.._......¡....._..-.._._........J~"QQ. ..........................................-. ..........................~~QQ,QQ
f~~~~~"'~I\~~~...~~~~ ~\~\~~
~;J:t~\M~¡~;~~~~~""-"" .............. ....-............-....1............... .....-..................1 """"""-"""""~$5OO:ÖÖ _...................:~~.~~:~
Insurance I -$2000.00 -$2000.00
Ä~~~~~;¡~;"""""""""""""""""""""""""'"......-........¡.................-..-........-......... -"-""""""""-':$400.00 """""""""""":$400:00
Part Time Staff i
El~~~~l1~~~~~~;ä~~~~
Conference I t -$1900.00 -$1900.00
M~;;;¡;;;;¡;¡~"Ï.í;;;~-~'ë¡;';;;:;;¡;:;;~&-cÏ.íX""'--"'-"¡"'---'-"""""""-"-............ -"'-"""""-"""~3OO:ÕÖ ""'-"""""-"""'~$3ÕÖ:00
~~~~~1~~i.~;~~......._................._.......__................_...._.j.-""'-':'-""'-""$900:00 '-"-"'-"'--""1~~~ ..........................,~~QQ,QQ
~~~~~;;; ç~'ri~~~-"""""- ""-"""""'-'-"'-"-"'1""'-""""'--"-""""'-'-'-"1"--"'--'""""~!$ m:~ ....-....... .........:~ !$m:~
~~g.~:~...~~¡~'i!!i.911L..._.._..... -.. -"""--....... ¡ ......-... """"'-"-"-'-"-"=1:" ...... ..... -""':~!$~:~ ........ ...... ""~!$~: ~
~~~i~~~;~~;~~~~;~~~~~~~:~-:~:~:~~~..-:f~:~~~:~~~.~i~~;~1.~..:~~..~"~..:~-~..~~;~~~..~':~~~.~:.."::~~~~..:":ii:i~~~
Downtown Brochure i . I -$1000.00 - o. "- -$1000.00
p.~;ii~ii~::i.~.¥.~~fg:~¡~.::::::::.':::'.'::.'::::.~:::'::.::.:..'.::F:.:.:~.:::::::::.:.:.:':.~:.::.:::t..::::..=:.::':::'.:::;ii!',ïÙiii ::.~::::::'::'::..'..':.:.~~.~wjQ
. 1
"'--""""""""""""""""""""""...................................--"""'r"""-""""""-'--"'-"'-"'-r"'-'-""""""""""'".......-. '-""""""""..........................
~~~~~J~;~~~=::=:::::::::::::::::::::::::=::::::::::::::L::::::::::::::::=:::::::::::=:: :::::::::::=:::::::::~}iiï.;QQ ::=:::::::::::::::::::~~\ÄQQ
w.~~¡gY...!'.~.~!U1£l!:~~'!'=..;¿Q._'Y.~!<§_@.....H~.q....._.._....._....H';;'.QQ,QQ. _.._......_....._.:~.§,.QQQ,.QQ ......................:.~.I.~,QQ
g~ç.x£'.~...fi.'y.ç.!l.LW..__._....._..................._..._..............L..._......_._..~~,QQQ,Q9.. ..._..................:~.~,.QQQ,.QQ """""""""'.........................
~~!~~~~~~i~~~!~.::=::..:=::~:.~:.~:::~:::::t:~=:~:~:~!~~~~ ~::=~::~:::~~~!!:.~ :::~:.:':.:..:::':':..~!!:!
~:r;i~~~~;*~~~¡1Ò-(i,)-2Ö~OO'-"""'-'-"""'¡""""---"""""_.~~,QQ ......_.._-_........:~~~ ..........................:~~:~
Yule Parade ! $1000.00 -$2000.00 -$1000.00
wi~d~;;;"D~;;;;;ti~-'-;;c'~-~ï~;"'-"'-""--"-T"""""""'-"'"-,..-...-... -"""--""-"""'~$ï"oo:õi) -""""""""'-":$ÏÕÖ:ÕÕ
~:~.~.~;¡;~:~;§......._.....,._......_...._.........._........_......._ """""'-""""""""'-""""" .......__......._......1.~QQ,QQ ..........................~~.QQ,QQ
1 ~~~.::;~4~ii~~:¡¡ ~~~~~~
Town Manager Medical ! $2000.001 -$2000.00
;~~2~~==:==f-=~~:i==~;:; ~=~_:;~ ~ .. / f
Tõ¥1T'-!.LT.;!!S.Æf...§.;\I.!'!!...T.~-"-"""-"-"'-"-"-""-+"-"""'-"$ï18~:'~¡""'-""-"':$"ïit~:~ "'-"'--"""""$S"Ö'ÖÕ:ÖÕ
! The 1994 budget reflects the DBA's work plan and clearly delineates which events and projects
,
are expected to generate income or be self sufficient. The DBA has chosen to drop part-time staff
n support from this years' budget. When needed, part-time staff will be budgeted within specific
promotions.
I The DBA plans to combine the monthly seminars with the second Board meeting of the month.
f. The Mystery Shopper Program will offer Downtown businesses an opportunity to have their
¡- customer service, merchandise displays, pricing and sales techniques and general business environ-
ment objectively evaluated. After the evaluation, a detailed report will be prepared to share the results
with the business owner.
tj
W.E.B. (Working For Effective Business) is a new program that will be introduced this year to
C improve communication among our members and to increase their knowledge of businesses Down-
town. Spinning the web of economic growth our team of spiders will host forty minute visits to one
U business per month. The visit will include light refreshments, introductions, a tour and showcase of
the host businesses' good or services.
[] The DBA proposes to install a minimum of seven Directory Boards within Downtown. The
Directory Boards will be conveniently located throughout the core and will include a map and listing
lJ of good and services offered by Downtown businesses.
U Now that the Business Directory and Shopper's Guide is completed the infonnation will be used to
develop a smaller Downtown Brochure that will include a parking guide and business listing.
U Newspaper racks have become an eyesore in the Downtown core. We plan to fonnulate a program
U that will not only limit the number of racks but will provide for a unifonn look.
The DBA expects business assessments of $22,000 to remain stable with a possible increase due
D to the fifteen new businesses that have located in the Downtown core. Assessments will be used
primarily for fIXed expenses relating to office operations.
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In the fonnulation of our budget, the DBA has not expected additional promotional funding for
1994/1995. The DBA is committed to making a long tenn investment in Downtown with the
n installation of seven directory boards and in the creation of a Farmers' Market which will generate
income but will require an initial investment in signs, a banner for Third A venue, additional
L insurance and advertising. A weekly market will draw an additional three to four thousand people
into the Downtown core on a weekly basis. Studies indicate that for every dollar a shopper spends
[ at a Farmers' Market, three dollars will be spent at adjacent businesses. This means additional
business for our merchants and additional revenue for the City. We request your consideration
I the continuation of our promotional funding in the amount of $6,500.00. This money will be used
as seed money to develop our weekly Farmers' Market.
f¡ The DBA request that the Redevelopment Agency continue with the funding of $50,000.00 for
the Town Manager position. Of this money $40,000.00 is allocated as salary, $2,000.00 for
L conferences and seminars, approximately $2,500.00 for medical benefits and the remainder for
employer's share of federal and state taxes and workman's compensation insurance.
l~ The Board of Directors of the Downtown Business Association has adopted an aggressive work
[J plan for 1994. The key to success is the development of a strong and cohesive Board. To that end
the Board has committed to regular planning sessions and ongoing education for themselves and
for staff. The Board of Directors feel very positive about the changes that are taking place
U Downtown and within the organization and are looking forward to an exciting and productive year.
D In 1994 you are invited to "Catch the Downtown Spiritin the Heart of Chula Vista"!
D
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RESOLUTION
RESOLUTION OF THE REDEVELOPMENT AGENCY OF THE CITY OF
CHULA VISTA APPROVING A ONE YEAR EXTENSION TO CHULA
VISTA DOWNTOWN ASSOCIATION AGREEMENT FOR TOWN
MANAGER
WHEREAS, the Redevelopment Agency entered into an agreement with the Chula
Vista Downtown Association (aka Downtown Business Association, DBA) in 1991 for the
funding of a Town Manager; and,
WHEREAS, the Redevelopment Agency of the City of Chula Vista has reviewed
the Chula Vista Downtown Association's Annual Report and the 1994 Work Plan and Budget;
and,
WHEREAS, the Town Manager position has assisted in the success and
improvement of the Town Centre I Redevelopment Project.
NOW THEREFORE, THE REDEVELOPMENT AGENCY OF THE CITY
OF CHULA VISTA does hereby find, order, detennine and resolve to approve a one year
extension to the agreement with the Chula Visa Downtown Association for the Town Manager,
on the condition sufficient funds are appropriated in the 1994-95 Agency budget, a matter which
shall remain in the sole discretion of the Agency.
PRESENTED BY:
Chris Salomone, Execu e Secretary and
Community Developm nt Director
[PRB/DiskA/b;ldbatm]
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RESOLUTION
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA
VISTA APPROVING CHULA VISTA DOWNTOWN ASSOCIATION
ANNUAL REPORT AND 1994 WORK PLAN AND BUDGET
WHEREAS, the Chula Vista Municipal Code requires the City Council to review
the budget submitted by Chula Vista Downtown Association's and to authorize the disbursement
of funds received through the business license tax imposed on the Parking and Business
Improvement District; and
WHEREAS, the Chula Vista Downtown Association has submitted their Annual
Report and 1994 Work Plan and Budget for the City Council's consideration; and,
WHEREAS, the City Council has reviewed the Chula Vista Downtown
Association's Annual Report and 1994 Work Plan and Budget.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF CHULA
VISTA does hereby fmd, order, detennine and resolve that the City Council of the City of
Chula Vista does hereby approves the Chula Vista Downtown Association's Annual Report and
1994 Work Plan and Budget.
PRESENTED BY:
tL~ S(~j~
Chris Salomone
Community Development Director
[c;lwp51 IBuchanlResoslDBAbudgt]
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