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HomeMy WebLinkAboutRDA Packet 1994/06/07 (2) Tuesday, June 7, 1994 4:00 p.m. Council Conference Room City Hall Building Adiourned Special Meetinll of the RedeveloDment A2encv of the City of Chula Vista CALL TO ORDER l. ROLL CALL: Agency Members Fox _, Horton _' Moore _' Rindone __' and Chairman Nader _' 2. APPROVAL OF MINUTES, None. BUSINESS 3. AGENCY RESOLUTION 1390 ADOPTING THE REDEVELOPMENT AGENCY BUDGET FOR FY 1993- 94 AND APPROPRIATING FUNDS THEREFOR--The FY 1993-94 Redevelopment Agency Budget was reviewed as part of the City budget approval process. As the Redevelopment Agency is a separate legal entity. it is necessary to approve the budget separately as required by California Community Redevelopment Law. The formal Agency adoption of the budget had been delayed in order to 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 of June 1. 1994. Staff recommends aooroval of the resolution. (Community Development Director) ORAL COMMUNICATIONS This is an opportunity for the general public to address the Redevelopment Agency on any subject matter within the Agency's jurisdiction that is not an item on this agenda. (State law, however, generally prohibits the Redevelopment Agency from taking action on any issues not included on the posted agenda.) If you wish to address the Council on such a subject, please complete the yellow "Request to Speak Under Oral Communications Fonn" available in the lobby and submit it to the Secretary to the Redevelopment Agency or City Clerk prior to the meeting. Those who wish to speak, please give your name and address for record purposes and follow up action. Your time is limited to three minutes per speaker. OTHER BUSINESS 4. DIRECTOR'StCrrY MANAGER'S REPORTCS) 5. CHAIRMAN'SIMA YOR'S REPORTCS) 6. AGENCYICOUNCIL MEMBER COMMENTS ADJOURNMENT Agenda Page 2 June 7, 1994 The meeting will adjourn to the Regular Redevelopment Agency Meeting on June 21, 1994 at 6:00 p.m., immediately following the City Council meeting, in the City Council Chambers. ****** COMPLIANCE WITH THE AMERICANS WITH DISABILITIES ACT The City of Chula Vista, in complying with the Americans With Disabilities Act (ADA), request individuals who may need special accommodation to access, attend, and/or participate in a City meeting, activity, or service contact the Secretary to the Redevelopment Agency at (619) 691-5047 for specific information on existing resources/or programs that may be available for such accommodation. Please call at least forty-eight hours in advance for meetings and five days in advance for scheduled services and activities. California Relay Service is available for the hearing impaired. [C,I WP51 IAGENCYIAGENDASI06-07-94.AG D I The Honorable Mayor and City Council 5 May 20, 1994 The following Community Development non-Executive Management staff members work on redevelopment projects: Redevelooment Coordinator . MidBayfront Development Agreement Negotiations . Auto Park and Auto Park Expansion Project Management . Otay Valley Road Widening and Assessment District . Homart Shopping Center Expansion Project . Scripps Hospital Expansion/Redevelopment . Town Centre II Redevelopment Project Area Management . Town Centre I/Bayfront Redevelopment Project Area Management . Otay Valley Road Redevelopment Project Area Management --Staff to Otay Valley Road Project Area Committee Princioal Communitv Develooment Soecialist . Coordinate Town Centre I Project Area -- Staff Town Centre Project Area Committee -- Staff liaison to the Downtown Business Association . Coordinate/Administer Local Coastal Program/Coastal Zone . Staff support to Bayfront Redevelopment Project Area . Department CIP Budget: Prepare/Coordinate Princioal Community Develooment Soecialist . Project Manager: Southwest Redevelopment Project Area -- Staff Southwest Redevelopmen.t Project Area Committee . Project Manager: National Avenue Associates/WalMart Project . Project Manager: Southwest Economic Feasibility and Land-Use Study . Project Manager/Staff Support: Moxham/South Bay Chevrolet Project . Project Manager: Adamo Acquisition/Tenant 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 Communitv Develooment Soecialist 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 Develooment 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/mainte nan ce. 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 . 500,000-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: o Created interdepartmental project review teams o Established weekly interdepartmental coordination meetings at management level o . Interdepartmental committee created to coordinate plan check/permit process o .Implemented computerized permit tracking system The Honorable Mayor and City Council 7 May 20, 1994 o Initiated publication of departmental brochures outlining review process o New customer service card and suggestion boxes o Completed revised roles and functions for the Agency's three Project Area Committees (PACs) and consolidated the Montgomery Planning Commission with the Southwest PAC to avoid project processing duplication On-going projects or projects that are well underway include: Hi-Tech/Bio-Tech Zone . City working with EastLake and High Tech/Biotech community to designate EastLake Business Center as Hi-Tech/Bio-tech Zone . Developing incentives for targeted businesses--to include guaranteed water supply, guaranteed GO-day turnaround for permits, Council Subcommittee, and financial incentives including potential shared pilot manufacturing facility . City approved $100,000 for Master EIR on Phase II of Business Park Border Environmental Commerce Alliance (BECA) . 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 Develooment Soecialist II . Staff Support: Economic Development Commission . Feasibility analysis of new HUD Section 108 Loan Guarantee Program . Feasibility analysis of creating a Business Assistance Revolving Loan Fund/Micro Loan Fund using Redevelopment, CDBG, and/or private funds . Evaluation of Industrial Development Bond administrative fees policy; development of fee structure . Development of financial assistance marketing materials . Development of Job Training-Related Programs . Staff support to Workforce Development Team . Pursuing Chula Vista representation on job training-related Boards and Commission, including San Diego Consortium and Private Industry Council . Developing standard employment services agreement for new Chula Vista employers and local job training agencies . Coordinating employment service agreements with employers, including K- Mart and Jerome's . Developing employment services assistance package and presentation for local business and business attraction . Coordinating Workforce Development Team's local education forum . Staff Support: High Tech/Biotech Zone Research and development of Issue Paper outlining issues relating to such items as Facility Financing, Water, and Development Review Needs and Toxic Waste Impacts Researching Biotech and High Tech shared facility programs . Development of initial Business Retention Program (Phase 1) . Support for Marketing/Public Relations . Liaison to Chula Vista Chamber of Commerce Community Develooment SDecialist I . Economic Development Data Base Research and Maintenance . General Business Assistance to walk-ins, calls, referrals (Retention and Attraction) : n 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 12G-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 $G10,000 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 yvould be enhanced by visiting families . City has offered 20 acres of free land, the construction of an access road, and the waiver of certain fees The following non-Executive Management Community Development staff work on housing projects: Housina Coordinator . Housing Division Management . Manage Recreation/Fun Center Project . Manage Veterans Home Project . Oversee CDSG 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 Develooment Soecialist 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 Soecialist . 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 (.401 . 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, o Biennial, 0 MCC IRS, 0 Bond Issue, and 0 Annual Report to State reports c:\haynes\reports\94-95sup.mem June 2, 1994 TO: The Honorable Mayor and City Council/Redevelopment City Manage~ Agency Board FROM: John D. Goss, SUBJECT: Agency Budget Next Tuesday you are scheduled to discuss the Redevelopment Agency budget for 1993-94, as well as the proposed Community Development budget for 1994-95. It is appropriate to consider both of these together since both budgets present the same overriding issue. This issue is how the City/Agency should address the Redevelopment Agency's ongoing annual deficit. This report addresses this issue and is in addition to the report you have already received regarding the Redeve 1 opment Agency and the Commun it l' Deve 1 opment budgets. Th i s report prov ides new information, as well as updates information previously provided. Why is the Redevelopment Aqency experiencinq an onqoinq deficit? As Chart A on Page 96 of the proposed 1994-95 operating budget indicates, we are at the point where the Agency now is losing approximately $2.2 million annually compared to what it used to receive prior to 1988-89. This is made up of a $650,000 revenue loss in 1989-90 as a result of reassessing Rohr's equipment, and the losses from the State in the amounts of $690,000 in 1991-92, $652,000 in 1992-93, and $232,000 in 1993-94. In addition to this ongoing revenue loss, secondary contributory causes to the Agency deficit, are the recession and the lack of anticipated tax increment from the Bayfront. (When the bonds for the Town Centre I/Bayfront were sold in the mid-80's, it was anticipated that eventually there would be a revenue stream of tax increment from the Bayfront which would begin paying that debt service. That has not happened. Putting it another way, if Rohr's property was not reassessed, if the State had not taken money from the City, if the recession had not occurred, and if development had begun on the Bayfront, the Agency would not be operating in a deficit position.) Fortunate 11', the vast majority of the Bayfront bond proceeds were used to purchase permanent assets that can be liquidated. It should also be pointed out, however, as indicated in the initial report on the Redevelopment Agency budget, redevelopment activities are basically performance based; that is, tax increment flows to the Agency to fund redevelopment activities but the increment normally occurs after the investment of funds by the Agency. So in effect, it is a "payment in arrears" program so it is expected that the Agency might run somewhat in a deficit and might require loans from funds such as the General Fund. That has been the experience with the Redevelopment Agency to date in Chula Vista where there have been loans to the Agency which have not been repaid. The other point that needs to be kept in mind 1S that the Chula Vista (1- / Redevelopment Agency, compared to other redevelopment agencies around the state, has been extremely active and has performed extremely well. Chula Vista has performed as well as any other agency in the state for a city of its size. In fact, it probably would be fair to say that it has been one of the top ten most successful redevelopment programs in the state. Even with some problems, the Third Avenue Redeve lopment effort is very successfu I compared to s imi I ar downtown redevelopment projects around the state. Projects the Agency has accomplished such as redoing the Chula Vista Shopping Center, creating an Auto Park which is about ready to open, and in one f i sea I year deve I op i ng near I y 400,000 square feet of industrial development in the Otay Valley redevelopment project area, are all examples of the Agency's success. The Agency has also been very much of an assistance in other economic development activities of the City such as the Power Center being constructed in Rancho del Rey. Also, coming out of the ground is the Palomar Trolley Center, the aforementioned Auto Park, with excellent prospects in the very near term of an amph i theater, a Wa I-Mart and Centra I Electric. In the past, analysis has been done on the Town Centre I project, in which the amount of revenue valuation created downtown has been extremely beneficial to the area. How Can the Deficit be Addressed? On pages 96 and 97 in the operating budget of the Proposed 1994/95 Budget, some options are briefly mentioned, such as selling the Agency's assets, closing down the Community Development Department or borrowing money from one or more of the City's funds, which are projected to have over $77 million by the end of next fiscal year. These options were presented very generally and briefly, and the purpose of this report is to examine these and additional options in more detail for the City Council/Agency Board's information. Some options are as follows: 1. Cut back on Citv operations which are supported bv the General Fund. This would entail a major downsizing of the City organization, undoubtedly impacting the service levels to the public as well as significantly and negatively affecting employee morale. Basically, the General Fund would underwrite the Redevelopment Agency deficit at the expense of other City services. If this alternative is picked, it would be recommended that this be part of a very broad-based, wide-ranging participative process involving the vast majority of City employees. This option is not recommended, however, since it wou 1 d be, I be I i eve, damag i ng to city services which City Council has directed we maintain, would hurt our ability to attract and retain businesses because of declining service levels, and is probably not necessary in I ight of other more desirable options. 2. Borrow from the General Fund Reserves to Support the Redevelopment Aqency. This is not recommended, other than as a possible short term loan, because it would take just a little over two years for all current General Fund reserves to be used to underwrite the Agency deficit. 3. Borrowinq Funds from the Sewer Reserves. It is projected that the Sewer reserves will have almost $21 million at the end of next fiscal year, saving up for major capital expenditures for city sewer projects. While the sewer reserves could loan money to Redevelopment on the short term with the understanding that that money would be paid back when needed at an appropriate interest rate, this is not recommended unless the loans /f-J-- would only be for the short term, since the money in the sewer reserves will be required for capital projects in the intermediate term. 4. Provide a Loan to the Redevelopment Aqencv from Both General Fund and Sewer Reserves. All this does is create a larger pool of money, however it has the same difficulties as the previous two options except that the loans could be for a little longer term because of the larger pool of money that wou 1 d be created. Th i s opt ion, however, is not recommended because of other available options. 5. Chanqe the Citv's Investment Policv to Enable the Citv's "Pooled Investment Account" to be Invested in the Redevelopment Aqencv. This would require a change in the City's investment policy that would allow the "Pooled Investment Account" (which basically is the pooling of the City's 100+ funds) to be invested in the Redevelopment Agency in addition to the "Account's" other i nves tments. If th i s were accomp 1 i shed, there would clearly need to be a cap on the amount to be invested, certainly not to exceed 10% of the total. It would be like any other investment in that the Redevelopment Agency would need to periodically pay back at a certain interest rate to the "Pooled Investment Account" of the City. This could theoretically create a total cash pool to the Agency of several million dollars which would cover its deficit for several years. Again, this may be useful in order to handle a short- to mid-term investment in the Redeve 1 opment Agency, unt i 1 it gets to the po i nt where it can avo i d a deficit. It is not recommended at this time except as a possible short term investment. 6. Bond on the Aqencv's Revenue Stream. The City/Agency has not seen any development on the Mid-Bayfront even with over twenty years of planning. If one can make the assumption that development will start occurring within four years, and a revenue stream begins, the Agency could then bond on that revenue stream. In other words, if the Agency could handle the short term deficit until, say, FY 1998-1999, the Agency possibly could issue $15 million in bonds based on the Agency's expanded revenue stream, which would cover the Agency's deficits until the point where the revenue stream from the mid-Bayfront and other redevelopment project areas will be sufficient to eliminate current and future deficits. In this scenario, then, some of the previous scenarios, such as a loan from the Sewer Fund or the change in the investment policy could be utilized to handle the short-term deficits until, the bonding on the revenue stream from the Midbayfront could be accomplished. It is recommended that the Agency identify ways to address the short-term deficit, anticipating that some development eventually will occur on the Bayfront, so that its revenue stream, as well as the revenue streams which will be evolving over the next several years from the other project areas, can be utilized to fund additional bonding for the Agency. 7. Se 11 Redeve lopment Propertv/ Assets. Another way, and probab ly the preferred way in certa i n 1 imited c i rcums tances, to hand 1 e the Agency's short-term deficit, is to sell some of its property and assets. Normally, selling property during a recession would be rejected out of hand because A---3 the Agency would be selling property at possibly below market value.! In Exhibit 2 of the attached memo, which lists all the Agency-owned property, totalling $25,125,382. It includes several pieces of property on the Bayfront, Town Centre II, the Southwest and other properties. Some of the prospects for property sa 1 es cou 1 d be on the Bayfront, Items 2, 3 and 5. We are a 1 ready discussing selling Parcel No.2 to the Port for development as a park. Since the Port also has additional money in its CIP for land acquisition on the Bayfront, it is possible that Items 3 and 5 could be sold to them as well. Currently the Port, in valuing the property, has been using the amount of money paid to acquire property by the City, rather than a lesser amount. Using what would probably then be considered a favorable valuation of the property, the Agency would be able to get the money out of the property that it put into it. By selling land to the Port, therefore, the City cou 1 d poss i b lyse 11 property in the current market without being hurt by declining land values that would otherwise characterize such land sales. Another concept would be to sell the Eldorado building and then lease back that space which the City currently utilizes. As you may recall, the Eldorado building was purchased by the Agency as expansion of the Civic Center for about $1 million. It is now estimated that its value is about $1.6 million. One possibility would be for the Agency to explore selling the building with the inducement that there would be the potential of long-term leases by responsible agencies (City of Chula Vista and South Bay Community Services), which would have a guaranteed revenue stream to a potential owner, thereby hedging against a deline in the value of this asset. It would also shift some of the burden of the investment of this asset from the Redevelopment Agency to the City's General Fund, which basically has been benefitting from this acquisition over the past several years to the disadvantage of the Agency. Most of the City facilities being leased there, but not all of them, are supported by fees, which would help support the leases that would be entailed by such a sale. The parking lots owned by the City are listed, only to identify assets which have been purchased by the Agency.2 Community Development staff, however, feels that Property No. 10 on this chart, the parking lot at Church and Madrona, probably is in excess of parking needs in the Town Centre I. They would recommend that we look at possibly selling that property. The property at 327-331 H Street, Parcel No.8 on Exhibit A, was acquired contemplating that additional parcels would be accumulated in the vicinity of that intersection (Third and H Streets). That has not occurred, except for some separate property beside Jetco being leased to the credit union for parking, and it does appear in the immediate term that the Agency will not have the ability to assemble additional parcels. As a result, Parcel No.8 might also be a candidate for sale. [Possibly one scenario would be to either borrow from the Sewer Fund or modify the investment policy to address a short-term deficit situation until the sa 1 e of property becomes more advantageous, to then br i dge the gap to a subsequent, adequate revenue stream in order to sell additional Agency bonds. 2Although one option would be to determine if an entity such as "Ace Parking" would be willing to purchase and operate some of these lots. fl~1 It is not recommended that the W.indmill Farms site be considered for sale at this point since there might be an opportunity to exchange this property for property owned by one of the school districts in order to create a site for administrative offices. It is also recommended that the Corporation Yard site not be sold at this time since, over time, especially with development on the Midbayfront, the value of this property should increase significantly. Finally, while it is recommended that the Fuller Ford and South Bay Chevrolet sites be sold, but only in connection with the redevelopment of those sites. Currently there are parties interested in these sites, with whom staff is currently negotiating, per the direction of the Agency. In 1 ight of these options, it is recommended that the Redevelopment Agency deficit be addressed by beginning the process of selling the properties identified above, some of which probably could be sold without a significant negative impact on the loss of value due to selling during a recession. There may be a need to change the City's investment policy to allow a limited amount of investment into the Redevelopment Agency to help bridge the gap until these land sales can occur. The purpose of both these strategies would be to get to the point by 1998-99 to bond on the developing revenue stream and the other project areas, as well as hopefully the Midbayfront, which staff projections indicate should be able to eliminate the ongoing deficit currently being experienced by the Agency. JDG:mab {i-S INFORMATION MEMORANDUM June 2, 1994 FROM: The Honorable Mayor and CiLty /)council John D. Goss, City Manager '/ .s- Chris Salomone, Community evelopment Director c.. TO: VIA: SUBJECT: Supplemental Exhibit to FY 93-94 Agency Budgets Pursuant to recent direction from the City Manager, Community Development staff has provided additional exhibits attached hereto as supplemental information to be considered as part of the Agency's FY 93-94 budget item. Listed below are the six additional exhibits with accompanying description. EXHIBIT 1 Replaces page number 3-17 from the prior report, charts numbers 7-9 entitled "Ten Year Surplus and Deficit Projections." Upon further review and analysis, staff found a glitch in the spreadsheet and corrected. The new "Ten Year Surplus and Deficit Projections" show that in a medium growth scenario with no other changes, that the operating deficit is eliminated by FY 2001-02 and that substantial cumulative deficits are accumulated until that time, at which time the operating deficits begin to decrease. EXHIBIT 2 Based on the picture presented in the prior Exhibit, Exhibit 2 outlines a list of Agency-owned properties, some of which are available and have been available for resale. It should be noted that the majority of these properties, with the exception of the parking lots, were purchased or substantially purchased with proceeds from the 1986 Bayfront Tax Allocation Bonds. As indicated, the Agency owned approximately $25 million in current value properties with several individual properties that, if sold, will make substantial progress towards eliminating the operating and cumulative deficit. EXHIBITS 3. 4. 5 These exhibits are projections that assume the Bayfront project is initiated in FY 96-97. The charts also illustrate the effect on the operating surplus and deficit given a $3.5 million land sale in the same fiscal year. Additionally, the projections are based over a 15 year period, not a 10 year period which shows that again, the /3 -/ The Honorable Mayor and City Council 2 Supplemental Exhibit to FY 93-94 Agency Budgets June 2, 1994 current operating deficit is eliminated in FY 01-02, with substantial progress towards eliminating the cumulative deficit by the year FY 04-05. EXHIBIT 6 This graph identifies the effect that a $15 million bond issued in 1997 would have on the current year and cumulative deficits given the high growth scenario previously illustrated. For the purposes of illustration, it was assumed that the bond issue would be for 20 years at 8% interest. The proceeds would be used for paying off all of the existing cumulative debt and the spreadsheet indicates the benefits thereof. The Agency would be responsible for paying off the $15 million issue over the next 20 years, and these payments are reflected on the graph. lyle\memos\93+94bud .mem f3 -L TEN YEAR SURPLUS AND DEFICIT PROJECTIONS EXHIBIT "1" Operating Surplus (Deficit) 10 Year Projection (Low Growth) $5,000,000 $0 ($5,000,000) ($10,000.000) ($15,000.000) ($20,000.000) % 00 m 00 ~ 00 m m ~ w I_ Current Year 0 Cwnulative $5,000,000 Operating Surplus (Deficit) 10 Year Projection (Medium Growth) $0 ($5,000.000) ($10,000.000) ($15,000.000) 00 96 97 ~ 00 00 01 ~ ~ w I_ Current Year 0 Cumulative I $5,000,000 Operating Surplus (Deficit) 10 Year Projection (High Growth) $0 ($5.000,000) ..~ ($10,000,000) ($15,000.000) % 96 97 ~ ~ 00 01 ~ 00 W I_ Current Year 0 Cumulative 'D -3 LIST OF AGENCY-OWNED PROPERTY EXHIBIT "2" BAYFRONT sa. FT. MARKET VALUE 1. "Merziotis" 225,512 $ 2,265,120 2. 340-368 Bay Blvd. 158,994 1,112,958 3. Marina Motor Hotel 87,555 1,200,000 4. 980 F Street 108,900 963,000 5. "Cappos" 965 F Street 43.560 $ 900.000 SUBTOTAL 624,521 $ 6.441,078 Town Centre I 6. EI Dorado Building 16,000 $ 1,600,000 7. Taco Shop 7,500 150,000 8. 327-331 H Street 12,000 180,000 9. Windmill Farms 114.562 $ 1.800.000 SUBTOTAL 150.062 $ 3,730,000 Parking Lots: 10. Church & Madrona 8,250 $ 140,250 11. 200 Landis Avenue 50,000 1,000,000 12. Landis & Davidson 30,250 544,500 13. Church & Davidson North 14,145 226,320 14. Church & Davidson South 12,300 196,800 15. Third & Madrona 1 8,400 276,000 16. Landis & E Street 6,250 100,000 17. Church & Del Mar 25,730 437,410 18. Mid-Block Church Avenue 22,689 363,024 19. Church & Center 25.000 $ 450.000 SUBTOTAL 240,014 $ 3.734,304 Town Centre II 20. City Corp. Yard 395,960 $ 5,900,000 Southwest 21. Fuller Ford 169,884 $ 1,700,000 22. South Bay Chevrolet 149.350 $ 1.500.000 TOTAL 319.234 $ 3.200.000 Other 23. Sweetwater Valley 620,730 $ 620,000 24. Nature Interpretive Center 1,500,000 GRAND TOTAL 2.094.507 $25.125.382 B-t $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 ($5,000,000) ($10,000,000) EXHIBIT "3" RDA Operating Surplus (Deficit) Low Growth - Bayfront Project .. Ill~illl~!~II_III'jllll / / i~....'........ .. . .m ......m m... , ~. v r'"' ..._____-Ir . II \r/ . .~.>cE] ($15,000,000)--- I 94-95 96-97 98-99 1--- CY SURPLUS/(DEF) I II 00-01 02-03 04-05 06-07 -{ill]- CUM SURPLUS/(DEF) I 08-09 5-5 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 ($5,000,000) ($10,000,000) ($15,000,000)-+-- . I I 94-95 96-97 98-99 00-01 EXHIBIT "4" RDA Operating Surplus (Deficit) Medium Growth-Bayfront Project . ..... .... ~il'II'I~IIII.IIII~11111 -11I/ m)./ ~:::C,"Il:::' , '8:1- :;:;~ Iilll----IZ} I 02-03 , , 04-05 06-07 08-09 ~~ CY-SURPLUS/(DEF) --m-- CUM SURPLUS/(DEF) I 'B-b $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 ($5,000,000) EXHIBIT "5" RDA Operating Surplus (Deficit) High Growth-Bayfront Project i:;,.1'11111111~11111 / I $0 lmm...mm~ l~ ($10,000,000) 94-95 96-97 98~99 00~01 02~03 04~5 06-07 08-09 1--- CYSURPLUS/(DEF)-D-- CUM SURPLUS/(DEF) I '" ---------@ffi--..fi!]l)----- B-7 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 ~. ;-1-, .t .I / / I / I --l -- EXHIBIT "6" High Growth Scenario with Bayfront and 1997 $15,000,000 Bond Issue ..-.-.......................................)). .. . ................_-_......~..... J"-. ___________- ~.... ..... ). .~III!I -- .....~ ....----11II ---- III!I-/'" ($10,000,000) I I I 94-95 96-97 98-99 00-01 02-03 04-05 06-07 08-09 -III Current Year -c:J-- Cumulative 'B-F AGENCY AGENDA STATEMENT Item Meeting Date 00 -07- Ii. , ITEM TITLE: - RESOLUTION ADOPTING THE REDEVELOPMENT AGENCY BUDGET FOR FY 1993-94 AND APPROPRIATING FUNDS THEREFOR Community Development Director ~ City Manager (J, (4/Sths Vote: Yes No..xJ fj Council Referral No. 2881 / SUBMITIED BY: REVIEWED BY: 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. IAttached 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 1 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. IExbibit A is now replaced by a Supplemental Budget Report dated May 20, 1994. ~ - I Page 2, Item Meeting Date 06 -07- '/'1 . r;,d 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 t.he 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: TOTAL $174,818.63 33,651.79 24.344.68 $232,815.00 BayfrontrrC I Otay Valley Road Town Centre II The $12,500 addition to the Town Centre I appropriation was an inadvertent data entry error. Staff had intended to include this amount in the budget for the purpose of supporting the Downtown Business Association (DBA) in their promotional efforts. The Rancho del Rey legal fees are owed for the Price Club Validation Agreement and the Price Club Implementation Agreement which the City was responsible for paying but was not contemplated in the existing budget. Economic Development Staffing: 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;;).. Page 3, Item Meeting Date 06-07- 'If The table on the following page delineates the current year total Agency budget, and compares it with last year's budget. As a summary, the total budget of $8,888,335 represents a decrease of $234,098 or 2.57% from last year's budget total of $9,122,433. OPERATIONS FY 92-93 FUND PROGRAM ,i\CTIVITY BUDGETED 981 RDA Housing Program (CHIP) 9810 $ 300,000 985 Southwest Project Area 9850 448,790 990 BayfronltTown Centre I 9900 1,996,916 991 Redevelopment Fine Arts 9910 8,000 992 Town Centre " 9920 257,330 993 Low/Moderate Income Housing 9930 606,210 Orange Tree Mobilehome Park 9931 15,720 994 Otay Valley Road 9940 380.980 TOTAL $4,013,946 FY 93-94 PROPOSED $ 300,000 367,840 2,040,080 8,000 281,710 613,990 16,490 488.750 $4,116,860 DEBT SERVICE/TRANSFER FY 92-93 FY 93-94 $3,149,949 $3,152,830 451,899 452,200 154,836 155,000 0 770,369 0 40,676 182,050 200,400 215.000 0 $4,153,734 $4,771,475 FY 92-93 FY 93-94 954,753 0 $9.122,433 $8,888.335 1986 Tax Allocation Bonds 1987 COPS "B" TC 1 1987 COPS "B" TC " 1993 COPS - Refunding 87 "A" 1993 COPS - Parking Facility N1C (Bayfront Conservancy Trust) Development Fees (ROHR Reimbursement) TOTAL Capital Improvement Program (Total) GRAND TOTAL 3'"3 Page 4, Item Meeting Date "~-tJ7- "1, 'f 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: PRO] FUND SW 985 BF/TCI 990 F/A 991 TClI 992 L1M 993 OVR 994 ESTIMATED SOURCE AMOUNT Property Taxes $ 200,200 InvestmentstLeases 1.000 $ 201,200 Property Taxes $ 3,333,512 Investments/Leases 270,570 Other 18.000 3,622,082 Investments/Fees $ 16.000 16,000 Property Taxes $ 631,465 Investments/Leases 14.500 645,965 Property Taxes 878,800 InvestmentstLeases 183,800 Other 12.000 1,074,600 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. 3~'+ Page 5, Item Meeting Date 06 -C>7~ 9'1- FISCAL IMPACT: Adoption of the resolution will appropriate funds for the FY 1993-94 Redevelopment Agency budget totalling $8,888,335 as follows: Operations Capital Projects Debt Service $ 4,116,860 o $ 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 PRJOR YR END BALANCE SERVICE ENCUMB.(+) BALANCE SW ($172,664) $201,200 $367,840 $0 $11,800 ($327,504) BFrrCI $1,301,505 $3,622,082 $2,040,080 $3,805,430 $57,277 ($864,646) F/A" $268,624 $16,000 $8,000 $0 $0 $276,624 TCII ($1,046,692) $645,965 $281,710 $966,045 $31,450 ($1,617,032) LIM" $1,293,567 $1,074,600 $930,480 $0 $0 $1,437,687 OVR $1,694,775 $750,288 $488,750 $0 $1,847 $1,958,160 TOTAL $3,339,115 $6,310,135 $4,116,860 $4,771,475 $102,374 $760,915 " Restricted funds for specific uses. These funds do not generate revenue independently, and therefore, are not included in Exhibit B. Attachment 1: 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,\ WP51 \HA YNESIREPORTS\9394BUGT.113 ../ j'J 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 performance-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 colle.ct 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 ~VESTMENT ~PACT Assessed Valuation Growth $3.5 ~ .. $3.0 e ~ $2.5 o ~ :;: ~ ~ g $2.0 o := > ~ 1: $1.5 . . ~ $1.0 +- < $0.5 o 1 234567891011121314151617181920 Years ----- Base Year Value --+- 2% (No ROA) ....... RDA Growth m. 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: Re.development of "Main Street" central business district; installation of streets(:ape enhancements; upgrading through commercial loan program; development of focus area with multi-plex theater, three major restaurants, specialty commercial shopping center, office building, parking structure, upscale apartment project, and condominium project; renovation of existing neighborhood shopping center; renovation of Memorial Park; funding of Downtown Manager position; acquisition and development of public parking lots. . Town Centre II: Renovation and expansion of regional shopping center, with connection of center previously split by Fifth Avenue, addition of food court, third anchor (Mervyns), 238,000 square feet of new retail space, lO-plex movie theater, 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. . 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. . Southwest: Development of 190,000 square foot high-volume commercial shopping center (Palomar Trolley Center --under construction), with associated day care center pending. . Bayfront: Approval of 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. . 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. . Economic Development [Funded 85% by Redevelopment funds]: Compilation and implementation of Chula Vista Economic Development Plan; staffmg to Economic Development Commission; production of "Catch the Spirit" promotional brochure and City's trade show promotional booth; lead staffing for development of Rancho Del Rey Commercial Center (three "big box" discount retailers and associated retail); implementation of Hi-Tech/Bio-Tech Zone; implementation of Border Environmental Commerce Alliance. In addition to the specific accomplishments listed above, there are numerous additional pending projects to which the Agency's resources are being applied. Taken collectively, the list of 3-q 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-term deficit problem for the Agency. These factors are beginning to create a significant "dip" in the Agency balance sheet that must be weathered in the short-term, recognizing that the long-term prognosis is good. The principal factors are as follows: 3-/D . 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 RevenUl~ 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 annually. . Mid-Bayfront Project: In 1986, the Agency issued tax allocation bonds of $28 Million for the Bayfrontrrown Centre I project areas. The debt was to be serviced from the tax increment that would flow from the Mid-Bayfront project, based on development expectations. The annual debt service on those bonds is $3.1 Million. Obviously, the development has not occurred, and the delay has significantly burdened the Agency's cash flow. When the project develops, this debt will be easily serviced. Proceeds from the 1986 tax allocation issue have historically served as Agency reserve funds, providing the Agency with substantial interest income and allowing the Agency to acquire property for the Mid-Bayfront project, to fund the 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. . 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. . 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 3~/l properties remain undeveloped (Shangri La, Cappos, Marina Motor Motel, StreetlMerziotis, three Bay Boulevard properties, properties at intersection of Third Avenue and H Street, and the Windmill Farms site on Third Avenue -- combined value of approximately $9 Million). The current real estate and development climate is an impediment to the anticipated development of those sites, and it is not a favorable time to sell the properties to access capital. When the economic recovery accelerates, the properties can be developed as planned, thereby generating tax revenues in most cases, .or they can be sold for an appropriate return. . Economic Development Activities: Economic development activities, which are critical to the balanced growth of the City's economy and job base, have been accelerated over the last two years. Those activities are funded 85% from Agency funds and 15 % from General Funds; the total budget proposed for economic development in the Fiscal Year 1994/95 budgets of the Agency and the City is $522,292.00. Agency funds are spent for economic development because over time the positive benefits of balanced economic growth will have positive growth and financial effects on the redevelopment project areas. Again it is a case of delayed returns to the Agency. However, in the short-term, significant Agency funds are being spent for operational costs of doing promotional activities, economic development planning, business expansion/retention intervention, Hi- TechlBio-Tech Zone, Border Environmental Commerce Alliance, and project management of projects that are not in redevelopment project areas and that will not generate tax increment returns to the Agency, but should produce returns to the City's General Fund and other benefits to the City. . 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~l ;).. the City from the following projects: Commercial Center, Wal-Mart Center Center. Chula Vista Center, Auto Park, Rancho del Rey [National Avenue Associates], and Palomar Trolley CHART #2 Comparing City to Agency Income Major Projects, FY 95/96 Snapshot $1,000,000 $800,000 -- $600,000 $400,000 -. $200,000 -- $0 CV CENTRE RdR POWER CTR. PALOMAR T.C. AUTO PARK WALMART IIIIiIiII FY 95J96 INCOME TO cm ~ FY 95196 INCOME TO AGENCY I 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 $1,000,000 95196 91,gJ 99.uJ O1.m Ten Year ProJecllon by Fiscal Year $4,000,000 $3,000,000 $2,000,000 $0 93194 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 charrs below. It should be noted that the projections utilized assume that the current plans for refunding the 1986 Tax Allocation Bonds take place. However, provided in the attachments are spreadsheets that make identical projections, without the assumption that the bonds are refunded. -3 -,/Jf CHART #4 CHART #S CHART #6 10 YEAR REVENUE: AND EXPENSE PROJECTIONS Ten Year Projection (Low Growth) Revenues and Expenditures $10,500,000 $10,000,000 $9,500,000 $9,000,000 $8,500,000 $8,000,000 $7,500,000 $7,000,000 $6,500,000 $6,000,000 $5,500,000 $5,000,000 95 96 91 98 99 . [iiRevenues 00 01 02 03 ~ Expenditures I 04 Ten Year Projection (Medium Growth) Revenues and Expenditures $10,500,000 $10,000,000 $9,500,000 $9,000,000 $8,500,000 $8,000,000 $7,500,000 $7,000,000 $6,500,000 $6,000,000 $5,500,000 $5,000,000 95 96 97 98 99 ImIRevenues 00 01 02 03 m Expenditures I 04 Ten Year Projection (High Growth) Revenues and Expenditures $10,500,000 $10,000,000 S9,500,OOO $9,000,000 $8,500,000 $8,000,000 $7,500,000 $7,000,000 $6,500,000 $6,000,000 $5,500,000 $5,000,000 95 96 97 98 99 [iiRevenues 00 01 02 03 m Expenditures I 04 J, ~ //)" 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. .~;I to TEN YEAR SURPLUS AND DEFICIT PROJECTIONS CHART #7 Operating Surplus (Deficit) 10 Year Projection (Low Growth) $2,000.000 ;r $0 ' ($2,000,0001 ummuumum ($4,000,0001 ~~ ($6,000,000) mum m uumnnnnnmnmumm~n__ ($8,000,0001 uunnnmunnum ($10,000,000) 95 96 97 08 99 00 01 02 03 04 I_ Current Year -- Cumulative I $2,000,000 Operating Surplus (Defict) 10 Year Projection (Medium Growth) CHART #8 $0 ($2,000,000) ..____m____ ($4,000,000) ($6,000,000) ($8,000,000) __.. n _ m ___ ___ m ___ n n ($10,000,000) 95 96 97 98 99 00 01 02 03 04 I_ Current Year I!i!! Cumulative $4,000,000 Operating Surplus (Deficit) 10 Year Projetion (High Growth) CHART #9 $0 $2,000,000 1$2,000,000) 1$4,000,000) 1$6,000,000) 1$8,000,000) 95 96 97 98 99 00 01 02 03 04 I_ Current Year ll!iI Cumulative '1~ f 7 (-y (0) 1- j ?f -< -< ~ I.l > co -< = r: ..... .) 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'" ... .... m , ~ '" m '" .. .. Z ... 00: 0'" ":.!; "'''' "U N ".. '" ...... " ~Ii~ ~ :~ ~~8~ ... 0:'" .. .. .........0000 "'..... ~~o ....tz:lO~ O:ZO UlU'" ~S~~ ,..'" r--OOt;4Ul ~g~ ~~~~ ~Z... ~~~~ :~t;t 00 I-l 00 0 .. "'.. ~ 0: ., Z;;! " !'l ~ '" ,.. 0000..00 Z IX 0 U) ...... '" 0: .. ,.. M ... This 'page intentionally ltft blank. 3~51-1 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: CL.: ~ Chris Salomone --=- Community Development Director Bruce M. Boogaard Agency General Counsel ~ .?;~6b This ,age intentionally left blank. 3-50 SUPPLEMENTAL BUDGET REPORT NO...LL May 20, 1994 TO: The Honorable Mayor and City Council John D. Goss, City Manager I Chris Salomone, Community Development Director VIA: FROM: 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 o 18 acres o 3 dealerships committed: Ford, Chevrolet, and Honda o 1 dealership under consideration: Kia o City/Agency subsidy is anticipated to be $2 million in property resale differential (Broadway dealerships sites) o Project will generate $ 17 million in sales tax over 20 years beginning FY 94-95, of which $4 million will be rebated to developers Chuta Vista Shopping Center Expansion . Phase 1 completed, which included parking structure (610 additional spaces), 10-plex theater, moving Sav-on into Center . Phase 2 completed, Mervyn's department store . Agency issued $2.6 million certificates of participation to assist with construction of parking structure, to be paid back with sales taxes and property taxes (1993 COPS) . Estimated annual property tax increment from Phases 1 and 2 expansion: $670,OOO/yearly . Estimated annual sales tax from Phases 1 and 2 expansion: $700,000/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,OOO/year Otay Valley Road Widening . Phase 1 widens Otay Valley Road to six lanes (currently 2 to 4 lanes) from 1- 805 to Nirvana . Assessment district bonds issued . Expected completion date for all Phases including Bridge: Spring 1995 . Project cost: $4.3 million The Honorable Mayor and City Council 3 May 20, 1994 Palomar Trolley Center . 190,000 square foot, high-volume retail shopping center in southwest area of City . Phase 1 under construction; Phase 2 requires substantial relocation activities . Day Care Center being pursued in association with commercial center . Will produce approximately 200 construction jobs and 500 permanent jobs . Will .generate approximately $4 million in net tax revenues to City/Agency over 10 years Rohr Expansion . 145,000 square foot office building recently completed on Bayfront . Additional phase of 125,000 square feet of office space pending · Valued at $22 million · Year one tax increment: $220,000 Scripps Hospital Expansion . About to begin clearance and construction (although merger talks between Scripps and Sharp may delay or reconfigure) . 100-bed hospital addition and 60,000 square foot medical office building · Estimated 200 construction jobs and 500 permanent jobs · Estimated property tax increment following completion of Phase 1 construction: $160,000 Projects that are on the "front burner" or are in the "pipeline" include: Wal-Mart Center · EIR is in process for a proposed 194,000 square foot shopping center at northwest corner of City at SR 54 and North Fifth Avenue . Disposition and Development Agreement with developer is progressing . Would include Wal-Mart, Mega Foods grocery store, and miscellaneous retail · Would create 400 construction jobs and 450 permanent jobs . First-year property tax increment would be $135,000 . Annual sales tax estimated at $550,000 Civic Center Expansion Project . "Big Bang" discretionary approvals scheduled for consideration in late September .. Phase I entails the purchase (completed) and relocation (in process) of 459 F Street for the development of additional Civic Center parking The Honorable Mayor and City Council 4 May 20, 1994 · Long-range plan includes development of a three-level parking structure · Short range related issue involves the work space needs of the Community Development Department. SDG&E Repowering Project · Involves staff analysis on CEC equivalent of EIR process in order to ensure proper mitigation in the repowering certification 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: Redevelooment Coordinator . MidBayfront Development Agreement Negotiations Auto Park and Auto Park Expansion Project Management Otay Valley Road Widening and Assessment District Homart Shopping Center Expansion Project Scripps Hospital Expansion/Redevelopment Town Centre II Redevelopment Project Area Management Town Centre I/Bayfront Redevelopment Project Area Management Otay Valley Road Redevelopment Project Area Management --Staff to Otay Valley Road Project Area Committee . . . . . . . Princioal Community Develooment Soecialist . Coordinate Town Centre I Project Area -- Staff Town Centre Project Area Committee -- Staff liaison to the Downtown Business Association . Coordinate/Administer Local Coastal Program/Coastal Zone . Staff support to Bayfront Redevelopment Project Area . Department CIP Budget: Prepare/Coordinate Princioal Community Develooment Soecialist . Project Manager: Southwest Redevelopment Project Area -- Staff Southwest Redevelopmen.t Project Area Committee . Project Manager: National Avenue Associates/WalMart Project . Project Manager: Southwest Economic Feasibility and Land-Use Study . Project Manager/Staff Support: Moxham/South Bay Chevrolet Project . Project Manager: Adamo Acquisition/Tenant 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 \I . Staff Support: Town Centre I Project Area Process Special Land Use Permits -- Process Business licenses The Honorable Mayor and City Council 6 May 20. 1994 Process Signs Applications Review development of private projects Staff Town Centre I Project Area Committee . Staff Support: Town Centre Project Area Committee . Implementation Neighborhood Revitalization Program . Production of Otay Watch Newsletter . Organize Otay Fair Economic Develooment 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/ma i ntenance. 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 . 500.000-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: o Created interdepartmental project review teams o Established weekly interdepartmental coordination meetings at management level o . Interdepartmental committee created to coordinate plan check/permit process o Implemented computerized permit tracking system The Honorable Mayor and City Council 7 May 20, 1994 o Initiated publication of departmental brochures outlining review process o New customer service card and suggestion boxes o 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 60-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 Manaae~ . 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 Develooment Soecialist 1\ . Staff Support: Economic Development Commission . Feasibility analysis of new HUD Section 108 Loan Guarantee Program . Feasibility analysis of creating a Business Assistance Revolving Loan Fund/Micro Loan Fund using Redevelopment, CDBG, and/or private funds . Evaluation of Industrial Development Bond administrative fees policy; development of fee structure . Development of financial assistance marketing materials . Development of Job Training-Related Programs . Staff support to Workforce Development Team . Pursuing Chula Vista representation on job training-related Boards and Commission, including San Diego Consortium and Private Industry Council . Developing standard employment services agreement for new Chula Vista employers and local job training agencies . Coordinating employment service agreements with employers, including K- Mart and Jerome's . Developing employment services assistance package and presentation for local business and business attraction . Coordinating Workforce Development Team's local education forum . Staff Support: High Tech/Biotech Zone Research and development of Issue Paper outlining issues relating to such items as Facility Financing, Water, and Development Review Needs and Toxic Waste Impacts Researching Biotech and High Tech shared facility programs . Development of initial Business Retention Program (Phase 1) . Support for Marketing/Public Relations . Liaison to Chula Vista Chamber of Commerce Community Develooment 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 affordability 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 )Nould 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 COBG 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 Oevelooment Soecialist I · COBG 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 DeyeloDment SDecialist . Bayscene Mobilehome Park Acquisition . South Bay Community Services (SBCS) Section 236 At-Risk Units Acquisition . Mobilehome Space Rent Arbitration . Manage Trolley Terrace Housing and Day Care Project . Staff Mobilehome Rent Review Commission . Monitor Orange Tree Mobilehome Park . Monitor Mobilehome Park Conversions . Assist with Affordable Housing Agreements Administrative Analyst 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, o Biennial, 0 MCC IRS, 0 Bond Issue, and 0 Annual Report to State reports c:\haynes\reports\94-95sup.mem